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https://killexams.com/exam_list/MicrosoftKillexams : Microsoft Sentinel Adds Preview of Incident Tasks Feature
Incident Tasks provides a standardized approach for security operations center (SOC) personnel as they address security issues. It lets "senior managers or SOC managers" set up automation rules for security incident workflows or they can set up "playbooks" to specify what needs to get done.
After the automation rules and playbooks are specified, other SOC personnel will get a dashboard view of the tasks that need completion. It's also possible for these SOC personnel to add their own tasks to the list, if needed, which will stay specific to an incident.
SOCs typically would set up automation rules for "plain, static tasks that don't require interactivity." A playbook, on the other hand, would be used by SOCs for more complex tasks, such as "the creation of tasks based on conditions."
Microsoft outlined the distinction between using automation rules vs. playbooks in this document. How IT personnel with various SOC roles might use the Incident Tasks feature is described here.
The Incident Tasks feature is conceived as providing a "case management" solution for SOCs that doesn't require them to seek out other tools besides Microsoft Sentinel.
"We are pleased to continue introducing case management capabilities that help your team handle the full incident lifecycle and workflows in a unified SIEM and SOAR platform, allowing analysts to stay in context and reduce the need to pivot to external systems," the announcement indicated regarding the Incident Tasks feature.
Microsoft claims that Incident Tasks in Microsoft Sentinel will help SOCs or managed security service providers meet service-level agreements or carry out standard operating procedures. It helps with incident response documentation, plus it's useful when training new security analysts.
"Your SOC analysts can use a single central checklist to handle the processes of incident triage, investigation, and response, all without worrying about missing a critical step," the announcement stated.
All of the Incident Tasks capabilities appear to be at the preview stage. They include a new "incident tasks panel," which gives analysts a view of the tasks yet to be completed. There's also an "add task" capability, which is used to set up automation rules for incidents. Lastly, the playbooks capability of Incident Tasks lets managers "integrate task creation and completion in complex conditional workflows that integrate with external tools."
Those three features in the Incident Tasks preview were described as "a first set of features." Microsoft is planning to add more to Incident Tasks "as this feature evolves."
About the Author
Kurt Mackie is senior news producer for 1105 Media's Converge360 group.
Mon, 28 Nov 2022 10:00:00 -0600en-UStext/htmlhttps://redmondmag.com/articles/2022/11/29/microsoft-sentinel-adds-preview-of-incident-tasks-feature.aspxKillexams : How can companies maintain their staff and operations always connected?
In the race for digital transformation and competitiveness, companies need to become increasingly flexible and ensure their staff and processes remain linked, while adapting those connections to business growth and internationalization. Operating with workplaces often spread across several continents, businesses need secure, high-quality connectivity services that smoothly align with Cloud services.
SD-WAN applies the Software Defined approach to traditional Wide Area Networks (WAN), facilitating the implementation and management of telecommunications between multiple sites and offers an easy, secure connectivity to the Cloud.
Sparkle, one of the top ten global service providers in the multi-cloud environment, is the perfect partner for companies seeking to evolve their traditional WANs into new connectivity models.
Unlike technology vendors, Sparkle takes a global and multi-vendor approach, offering SD-WAN solutions based on the best available technologies on the market.
Due to its proprietary global network and international reach, Sparkle can offer SD-WAN with hybrid, secure, low-latency connections, enabling customers to smoothly migrate their networks to the SD-WAN paradigm.
With Sparkle, companies can benefit from SD-WAN application-based routing while choosing the most suitable worldwide hybrid WAN underlay as transport layer (MPLS, Internet Access, Broadband Internet Access), fully integrated with connectivity and access to major Cloud services players, such as Google, Microsoft Azure, AWS, and others.
Besides, with Sparkle, customers can benefit of a single point of contact that can provide end-to-end network services, managing any level of complexity and assisting them in shifting from traditional WAN to SD-WANs.
Sparkle can offer the most appropriate, integrated and customized solution thanks to a wide range of professional services for the design, implementation and management of SD-WAN networks.
Top companies in the food, manufacturing, energy, fashion and tourism industries have already taken on Sparkle’s SD-WAN solutions, which are made for multinationals with large data traffic between remote, spread locations and applications hosted by company sites and by external Cloud providers. Sparkle offers them secure connection services, tailored to their specific applications, and protected from any network’s level of congestion.
Secure Access Service Edge
Sparkle’s SD-WAN offer will supply even higher security, as it evolves towards SASE (Secure Access Service Edge) logic.
What does SASE mean? Coined in 2019 by Gartner, the concept refers to a series of cloud-based security solutions designed to address network and security challenges caused by digital business transformation. SASE supplies security controls at the edge, as close to users as possible.
Sparkle offers a multi-vendor SASE solution, combining the cloud infrastructure of SASE providers with the global reach of the Sparkle network.
Multinationals taking up Sparkle’s SD-WAN solution
Several companies have already adopted Sparkle’s SD-WAN solution. One is the Greek company Plastika Kritis, one of Europe’s top producers for master batches and agricultural films, that chose Sparkle as its provider of secure, low-latency connections for all its factories and offices across Greece, Romania, Poland, Turkey, Russia, France, and China.
The Benetton Group also signed an agreement with Sparkle to speed up digitalizing more than 300 of its offices, shops and production sites across the world with secure, low-latency connections. Using Sparkle’s SD-WAN solution offered in conjunction with TIM, the Group will simplify its private network architecture, achieving a more efficient, real-time control of its applications. And thanks to the new platform, employees and point-of-sale staff can securely access the company's information system even on the move.
Thu, 01 Dec 2022 20:21:00 -0600entext/htmlhttps://www.euronews.com/next/2022/12/02/how-can-companies-maintain-their-staff-and-operations-always-connectedKillexams : Leveraging Content Management Software to Facilitate a Cloud-First Approach
By Milan Shetti, CEO Rocket Software
In today’s fast-paced digital business world, organizations have become highly adaptive and agile to keep up with the ever-evolving demands of consumers and the market. This has pushed many organizations to accelerate their digital transformation efforts in order to remain competitive and better serve their constituents — and there is no sign of slowing down. Statista estimates that global investment in digital transformation is expected to increase significantly between 2022 and 2025, from $1.8 trillion to $2.8 trillion. While a latest Rocket survey on the state of the mainframe showed that the mainframe — due to its reliability and superior security — is here to stay, many organizations are moving to hybrid infrastructure with a “cloud-first approach” to operations. A key component to the appeal of cloud-first business models is cloud technologies’ ability to simplify processes and streamline workflows through integration and automation.
This is especially true for content management operations looking to navigate the complexities of data compliance while getting the most from their data. According to IBM, every day people create an estimated 2.5 quintillion bytes of data (that’s 2.5 followed by 18 zeros!). IT professionals tasked with managing, storing, and governing the vast amount of incoming information need help. Content management solutions can simplify data governance and provide the tools needed to simplify data migration and facilitate a cloud-first approach to content management.
Let’s take a closer look at the essential features cloud-first businesses should look for in a content management software.
Enhanced content-rich automation
Data analysts looking to streamline content processes need a content-rich automation software that allows them to easily design and deploy workflows, integrated processes and customize applications. The best modern content solutions leverage low-code/no-code process and presentation services to streamline the construction of business applications and provide a secure and collaborative platform for execution. This gives companies the ability to quickly adapt software and processes and implement innovative methodologies — like DevOps and Continuous Integration Continuous Development (CI/CD) testing — to continually Strengthen operations, bring products and services to market faster, and develop better customer outcomes.
Expanded collaboration support
Digital transformation brings about a lot of change — in technology, processes, communication channels, and so on. To minimize business disruptions and avoid misunderstandings or important information being overlooked, it is critical for teams to maintain healthy communication and collaboration throughout transformation. Nothing can hinder digital team collaboration more than a lack of connectivity. As much as content management teams need to stay connected in order to maintain data integrity and compliance, so too does their content software. Teams need a highly integrative content management technology that can connect them across third-party vendors and popular communication (Slack, Microsoft Teams) and management tools (Microsoft Sharepoint® and 365) to centralize internal communications and shared information.
Extended cloud governance
The move to cloud-first operations brings both positives and negatives for content management teams. Implementing a cloud data management operation provides teams with unparalleled data availability, mobility, and visibility. However, cloud applications are less secure than mainframe environments and increase vulnerabilities to data breaches. To combat these cloud-based challenges, businesses must look for content management solutions that support immutable cloud storage technologies, like AWS Object Lock, which allows users to store data using a write-once-read-many (WORM) model that mitigates tampering by disabling the ability to edit content once it is stored.
Modernized infrastructure deployment
Manual data migration can be a heavy lift for content management teams. Each piece of valuable information must be manually pulled, copied, reformatted, and moved to the new cloud system. While these tasks are not difficult, they are tedious and vulnerable to mistakes that can delay operations or jeopardize valuable information. Also, these tasks pull employees away from more important content governance tasks, which can leave an organization vulnerable to missed opportunities and regulatory infractions. Organizations need content management tools to facilitate migration efforts, streamline processes, and mitigate business disruptions. Teams need software that can automate the tedious manual processes involved in deploying, managing, and scaling containerized applications while maintaining the integrity and security of essential documents throughout cloud migration. By eliminating the potential for human error employees will be free to focus on more business-critical content management tasks.
Organizations looking to optimize their content management operations throughout data migration must leverage content management technology. Tools like Rocket Software’s Mobius Content Services Suite of technologies deliver the agility and adaptability needed to make the most of your content while maintaining compliance. Mobius Content Services provides content-rich automation, modernization deployment and connectivity to streamline processes, facilitate collaboration, and support a business’s transition to a cloud-first approach.
To learn more about Rocket Software’s Mobius Content Services Suite, click here.
Sat, 19 Nov 2022 20:56:00 -0600en-UStext/htmlhttps://www.cio.com/article/412739/leveraging-content-management-software-to-facilitate-a-cloud-first-approach.htmlKillexams : Millions of customers, billions of dollars: Microsoft and Dicker Data direct partners to SMB potential
Microsoft is directing partner attention to an expanding small and medium-sized business (SMB) opportunity across Australia and New Zealand (A/NZ), highlighting a base housing more than 2.7 million customers and a $16.7 billion total addressable market potential.
Such numbers confirm SMB as the largest commercial segment on both sides of the Tasman, an area in which new end-user demands are accelerating in relation to the deployment of digital technologies and utilisation of managed services.
Defined as typically ranging from sole traders to organisations with up to 300 employees, more than 2.2 million SMB customers currently exist in Australia, in addition to over 550,000 in New Zealand.
According to Capitalis findings -- research commissioned by Microsoft and Dicker Data -- local SMB spending on managed service providers (MSPs) and system integrators will grow 12 per cent annually until 2025, with investment specific to digital transformation technology and services hitting $16.7 billion in 2022.
But with millions of customers to engage, and billions of dollars to target, the partner ecosystem is missing the mark in terms of maximising the true potential of the SMB segment.
“There’s opportunity within the SMB space but our partner ecosystem isn’t directly lined up at this moment,” observed Gretta Svendsen, Head of SMB across A/NZ at Microsoft.
Despite acknowledging that a “strong ecosystem” servicing SMB customers already exists for Microsoft, Svendsen stressed that future success will require a shift in partner focus.
“We want partners to skate to where the puck is going, rather than where the puck is right now,” she explained. “This market is growing and is showing no signs of slowing down. We can see where customers are wanting partners to go and where they are wanting to drive their business, our role is to help guide partners along the way.”
According to research findings, two trends are converging to create a “pressing need” for partners in the market -- SMBs are accelerating digital transformation plans and are embracing platform solutions to “do more with less”.
This is motivated by an end-user desire to enhance digital security while growing the business and driving innovative agendas, alongside improving efficiencies and empowering talent.
“The SMB market presents an enormous opportunity for our partner community to grow their businesses while making a positive economic and social impact across A/NZ at a critical time,” noted Vanessa Sorenson, Chief Partner Officer across A/NZ and Managing Director of New Zealand at Microsoft.
“SMBs are looking for partners who get their business and can actually communicate the impact of their decisions in a way that is easy to understand.
“It’s important for partners to not only have technology specialists but great communicators and people from diverse backgrounds who understand customers. That’s the biggest shift we’re seeing in the SMB space.”
For Vlad Mitnovetski -- speaking to ARN and Reseller News as COO of Dicker Data -- partners are the “driving force” behind the digitisation of communities and businesses post-pandemic, creating “boundless opportunities” for growth and impact in the process.
“80 per cent of our business is SMB so this market is very close to our heart,” Mitnovetski added. “But by nature of definition, this is a very difficult segment to service because of the sheer number of businesses. We see a very reactive approach to SMBs and many tier-one vendors gear programs predominantly to enterprise or mid-market segments, which naturally is used to complexity.
“Since COVID-19 however, SMBs have become a lot more demanding and want vendors to push specific programs -- as a distributor we are understanding this level of specialisation and taking a more proactive approach.”
Targeting SMB personas
In assessing the purchasing patterns of SMBs, Svendsen advised partners to understand the different personas operating within the market, an exercise designed to deep-dive into the investment motivations of end-users during the next 12-24 months.
According to research findings, five core personas exist spanning digital-first start-up; established digital-first; increasing digital maturity; low-tech start-up and established low-tech.
“Buying patterns vary depending on digital maturity,” Svendsen said. “SMBs that succeed base technology decisions on the advice and guidance of a partner which is a shift away from just buying licensing. Instead, they are embracing managed services and seeking to leverage IP [intellectual property] created by partners to fit their needs.”
'Digital-first start-ups' have been in business fewer than seven years and are viewed as “innovative and tech-savvy”, with a desire for “high growth and venture capital investment”. Approximately 50,000 such customers exist in A/NZ, with an addressable market in excess of $4.6 billion and key investments centred around analytics, marketing automation and security.
Meanwhile, 'established digital-first' SMBs have been operating for more than seven years and are motivated by a desire to continue “growing and scaling”, as well as acquiring new customers, improving profitability and optimising business processes.
This group of roughly 47,000 customers commands a market potential of $5.3 billion and a product line-up which includes security, customer relationship management (CRM), hybrid work, marketing and analytics offerings.
'Increasing digital maturity' SMBs are often based on a bricks-and-mortar model but are seeking to digitise more operations to increase reach and scale, find new opportunities and Strengthen profit margins. This sub-segment houses approximately 74,000 customers on both sides of the Tasman, spending $4.6 billion on security, hybrid work, inventory management and marketing automation solutions.
“There’s such a big opportunity for partners who are not already servicing this market,” Svendsen added. “Because they might not have a big in-house technology department like our enterprise customers, SMBs want partners to show up and support them.”
At the other end of the scale, the potential intensifies for partners to transition laggards into leaders.
'Low-tech start-ups' are less mature and likely to be entrepreneurs or self-starters with fewer than 20 employees, typically working in areas such as services, consulting and small-scale retail. Despite a smaller addressable market of $700 million -- coupled with a product line-up targeting security, inventory management and analytics -- more than 230,000 customers exist within this space.
Such scale is only eclipsed by the bottom end of the maturity spectrum, in the form of 'established low-tech' SMBs.
Operating for more than seven years with a satisfaction to maintain market position, these laggards want “exceptional value” from IT products and services.
Over 360,000 customers make up this persona, spending approximately $1.5 billion on hybrid work, inventory management, security and marketing automation products.
“Some businesses over time have started to acquire technology and made choices more on a point-by-point basis, aligned to their business needs,” Svendsen explained. “As a result, customers can have technology stacks comprising of 20 vendors and we’re seeing a desire to move to a single platform which houses most of their technology choices.”
Whether cyber security, supporting hybrid work or business application modernisation, Svendsen advised partners to adopt “end-to-end” platform conversations with SMBs to help consolidate offerings while increasing stickiness during the purchasing process.
Can enterprise-grade solutions service SMBs?
While the potential for growth via an expanding sector is clear, the ecosystem has a poor track record in converting enterprise-grade solutions into viable SMB offerings.
“The important play is breaking the complexity of enterprise-grade solutions and making the process simple and easy to consume,” Mitnovetski stated. “We’re hungry for solutions like this and in partnering with Microsoft, continue to focus our efforts on training, enabling and scaling those solutions within the SMB space.
“We know SMB is not an easy market to service and it took a lot of hard work to get the model and motion right at Dicker Data. But we act as an extension of the Microsoft team and continue to grow our understanding of this specialised segment to make it less threatening for partners to pursue.”
Based on extensive experience within the SMB space, Mitnovetski accepted that in general, smaller partners are better geared toward servicing this segment compared to enterprise providers.
“They usually have a better feel and understanding of SMB requirements which can be incredibly unique,” he said. “Enterprise focused partners cannot offer the same closeness and understanding of the business, which is how we add value as a distributor.
“We currently have over 2000 small partners deploying enterprise solutions for SMBs on a daily basis, which is evidence that this market can be incredibly successful. Lots of MSPs are jumping on-board and leveraging our services and experiences, whether technology, finance or even ESG [environmental, social, and governance[ expertise.”
In addition to reducing the barriers to entry for partners via distribution, Sorenson advised that as market conditions change, customer priorities evolve in parallel.
“This part of the market is recognising the need to remain competitive,” she said. “To cut costs and optimise operations, they do actually need their eggs in one basket -- they require a platform to dial up or down based on requirements.
“That process becomes easier at SMB level because most are not hampered by legacy. Gone are the days of that old licensing model in which customers invest but don't maximise the technology -- now they can become more agile and smarter.”
For Sorenson, such an approach is accelerating despite an inflammatory economic environment.
“SMBs don’t want to own 15 different versions of a product, nor do they want a pick and mix style approach,” she added. “They want a partner capable of delivering an end-to-end offering via a platform play.”
According to research findings, 51 per cent of SMBs expect partners to “proactively recommend new solutions”, but up to 40 per cent of SMBs will switch suppliers if satisfaction levels drop.
“SMBs look for simplified versions of enterprise-grade software and can look for solutions that are accessible and out-of-the-box,” Svendsen said. “For example, solutions such as Microsoft Defender offers enterprise-grade security for SMBs because they face the same bad actors and attacks. This is why the unique IP our partners build on top of those solutions is important.”
Sizing up partner potential
In looking forward, Svendsen highlighted the “big pool” of customers seeking partner guidance in the months ahead, outlining that opportunity exists across the entire spectrum of technology providers in A/NZ.
“There’s a lot of fish in here and enough for every partner to be participating, provided they ask themselves some key questions,” she noted. “Am I currently servicing digital businesses? Am I lined up to meet the cyber security opportunity?
“Am I maximising the potential of managed services beyond a pure licensing conversation? Am I innovating on top of the Microsoft platform and creating unique differentiation?”
For existing Microsoft partners already servicing SMB customers, Svendsen recommended skating to where the puck is going. For partners operating in other market segments or new to Microsoft, creating an additional revenue stream is the advised go-to-market strategy.
“It’s time for partners to grab this opportunity to avoid being left behind,” Sorenson cautioned. “The enterprise customer base is saturated and at the top end of town, there’s so many different partners all over the same accounts. But there’s a play in being a great technology partner for SMBs, a market which is loyal and open to digital transformation.”
Mon, 05 Dec 2022 14:03:00 -0600text/htmlhttps://www.arnnet.com.au/article/703844/millions-customers-billions-dollars-microsoft-dicker-data-direct-partners-smb-potential/Killexams : Strategic Tech Sourcing Key to Avoiding provider Dependency
Supplier dependency is a potential pitfall for drug companies, according to researchers who say a strategic approach to bioprocess technology sourcing is vital. Competition in the single-use technology sector is fierce. To gain an edge, suppliers try to differentiate their platforms using, for example, bespoke operating systems or by designing them to only work with specific reagents they also supply.
While this creates choice, it can be a challenge, according to Diego Schmidhalter, PhD, from the Technical University of Western Switzerland, who says, “Suppliers seek to develop a unique selling proposition and differentiation, while users welcome standardization. The large number of different designs prevents the development of second supply options, which is an issue that became apparent during the COVID-19 pandemic and explains why many drug firms impacted by suppliers temporarily halted production.”
In addition, tech sector competition impacts prices in a variety of ways, Schmidhalter says, adding, “The development of multiple solutions serving the same purpose with low purchase volume, rather than a few standard designs ordered at large quantity, drives cost.”
For other types of technology, choice is more limited, and sales volumes are higher. However, here the lack of competition also increases prices, Schmidhalter says.
“A few suppliers dominate the market for specific equipment solutions such as bioreactors, chromatography systems, or tangential flow filtration skids up to the 2000 L scale. There is a lack of competition.”
And there are other reasons why drug companies that use single-use systems can become overly reliant on suppliers.
“Some single-use equipment comes with specific consumables which cannot be purchased elsewhere,” Schmidhalter says, adding “even a lack of simple single-use assemblies, can put manufacturing at risk in times of supply shortage.
“In addition, sometimes users maneuver themselves into a lock-in situation, by requesting extra customization of equipment, which may demand customized single-use assemblies to be used on the equipment.”
To try and reduce the risk of provider dependency, Schmidhalter and colleagues outlined what they describe as a strategic approach to the management of single-use technology in a research paper published in October.
“The suggested strategy focuses on standardization of equipment, standardization of single-use assemblies by definition of standard components, and design rules for consumables,” they point out. “We also recommend the introduction of a common approach for the qualification of single-use assemblies within a company and the development and companywide introduction of tools, which provide global oversight on consumables in use within a network.”
Wed, 07 Dec 2022 00:00:00 -0600en-UStext/htmlhttps://www.genengnews.com/topics/bioprocessing/strategic-tech-sourcing-key-to-avoiding-supplier-dependency/Killexams : Insider Risk vs. Malware – Why Insider Risk Requires a New Approach
Security teams focused on mitigating data loss threats are increasingly facing challenges that come from the way their own coworkers across the business get their jobs done. Years of digitization, hybrid and remote work, and empowering employees to collaborate effectively from anywhere has changed the structure of data in most organizations.
Annual Code42 Data Exposure Report research shows the Insider Risk problem keeps getting bigger. Employees are 85% more likely to leak or take data today than pre-pandemic, and there’s a 1 in 3 chance that you’re losing critical intellectual property every time an employee leaves the company. But it’s not just the proliferation of cloud tools and remote work that’s accelerating the problem. In many ways, the mindset and strategies that security teams use to attack insider threats are actually aggravating the issue.
Conventional threat response is a game played in black and white
Until about four years ago, the predominant risk to data was from malware and other external threats, which meant “hunt and block” was the name of the game in enterprise security operations. In that world, speed is critical. And the military mindset that guides the tools, strategies, and language of data security and cybersecurity makes perfect sense: But defending against external actors and malware is a game played in black and white. There are clear demarcations between threats and non-threats. There is zero tolerance for malware — it needs to be definitively stopped.
The adversarial approach is logical: There are only good and bad actors, so there’s no discussion of how to get the bad actors to act … less bad. And there’s no need to bring in HR or Legal because these threats come from outside your organization — you just need to act fast to block the threat.
Insider Risk management is a game of nuance — played in full color
Insider Risk is a fundamentally different problem than malware or external threats for security teams, which means that protecting data from insiders requires a fundamentally different approach. Insider Risk isn’t a black-and-white game with clear sides; it’s a game of nuance, played in full color. These aren’t external bad actors — they’re your colleagues. But their inside access can lead to Insider Risk that causes more damage much faster. Some unintentionally expose data as they try to get work done faster, more easily and effectively. Then there’s the rare-but-alarming malicious insider, who uses their insider access to cover their tracks by making intentional IP theft blend in with the noise of everyday productivity.
The conventional security mentality makes Insider Risk worse
Military-inspired language, strategies, and mentality (e.g., hunting down and neutralizing threats) common for malware don’t work with Insider Risk. In fact, it only makes the problem worse. Put another way, applying the conventional security mentality to Insider Risk puts the security team in an antagonistic position with people that could be effective partners. The twitchy “trigger finger” on DLP, CASB and other traditional blocking tools shoot down far too much legitimate, valuable, and harmless employee activity. This “friendly fire” impedes productivity and collaboration — and directly works against the speed, agility, and innovation the C-suite is driving toward. Moreover, a DLP or CASB only alerts you to bad actions that you’ve already told it to look for — what about all of the other risk that you didn’t specify?
Protecting and enabling the business
No one wants to be a business blocker. And with more organizations prioritizing innovation, collaboration, and agile productivity, security teams feel more pressure than ever: Leadership demands that you stop breaches and keep the company out of the headlines — yet impeding innovation and productivity could similarly cost security leaders their jobs. Insider Risk Management programs stop data exposure with controls frameworks that take into account the severity of a risk and offer proportional options. This shift in approach results in expanded control over the data leaving your organization and secure work habits to decrease future chances of employees putting data at risk.
Wed, 23 Nov 2022 23:48:00 -0600Nathan Hunstadentext/htmlhttps://www.csoonline.com/article/3680092/insider-risk-vs-malware-why-insider-risk-requires-a-new-approach.htmlKillexams : Connectivity White Paper Advances New Approach
Connectivity White Paper Advances New Approach is published in Aviation Daily, an Aviation Week Intelligence Network (AWIN) Market Briefing and is included with your AWIN membership.
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Mon, 21 Nov 2022 02:29:00 -0600entext/htmlhttps://aviationweek.com/air-transport/interiors-connectivity/connectivity-white-paper-advances-new-approachKillexams : Looking to Strengthen Agency Operations, Resiliency, and Efficiency? Look No Further than AI/ML
Operating an enterprise IT environment is fraught with challenges. Increased amounts of data, cumbersome manual monitoring processes and limited human staff are common hurdles. While these may seem insurmountable to agencies, addressing these challenges is possible, and it all starts with understanding the problems, skillfully applying artificial intelligence solutions — and building well-founded confidence between humans and machines.
No one knows this better than Leidos’ Director of AIOps Kevin Chin, who brings a wealth of experience working alongside government customers to modernize legacy tools and techniques. Educated as a software engineer, Chin now applies his experience as a software developer, systems engineer, and technical architect to deliver Artificial Intelligence and Machine Learning (AI/ML) to bear on IT operations.
AI and ML pose tangible solutions to the challenge of securely operating today’s agency IT environments. But where should agencies start and how can they adopt new AI/ML technologies that Strengthen resiliency and increase human efficiency while also reducing business disruption? Here, Chin offers insight into how Leidos’ Trusted AI approach to artificial intelligence enables federal agencies to deliver AIOps automations that build on existing investments.
AI as a ‘Staff Force Multiplier’ and Silo Buster
As the world becomes increasingly globally connected, there continues to be an exponential growth in data. For example, an expanding number of endpoints like smartphones, tablets and the Internet of Things (IoT) have introduced large amounts of data. That deluge of information requires more robust mechanisms to analyze, but oftentimes that analysis is performed manually. Additionally, Chin notes that only a subset of collected data is used, and IT staff can find themselves stretched impossibly thin to analyze that data and perform correlation to identify relationships within the data.
“That’s not sustainable,” he says. “Artificial intelligence is a game-changer. It acts as a human IT staff force multiplier.”
AI, Chin says, can increase service availability and reduce business disruptions. It’s better suited to handle the data explosion to automate triage and identify remediation. It can also assist with prioritizing alert notifications, which can overwhelm a human operator. As agency operations further modernize beyond cloud computing, AI can continue to fuel automation for efficient operations. One way is to bring together data sets from different domains and locations — an increasingly necessary capability given the depth of data agencies have today and the attempts across the government landscape to operationalize it efficiently. The Department of Homeland Security, for example, can leverage Leidos’ AIOps to share data more efficiently between its law enforcement and civilian defense organizations while still maintaining a federated operating model.
“We’re breaking down the silos,” Chin says. “Now, we are able to see how different services impact one another while still supporting that federated model and giving different branches their autonomy to implement IT services.”
Differentiating Through Trusted AI
But it’s not enough to simply have AI/ML parse and triage data, Chin says humans must also be able to understand and trust the analytic result. To achieve that trust, Leidos’ Trusted AI framework provides the transparency, explainability, and observability to the analytic consumer. Chin notes that Leidos views AIOps through a foundational focus on ‘Trusted AI’. “That’s the Leidos differentiation.”
“Many vendors have AIOps capabilities, but not everyone evaluates data across domains to interpret how one data signal impacts the other in a different domain.”
Leidos has been intentional about differentiating its AIOps approach. While many vendors use data point anomaly detection to look for data point outliers to flag anomalies, Leidos pulls in data from multiple domains and applies advanced mathematics, probability distribution, and statistical analysis to examine their relationships and how one can impact the other.
In one example of applying AI internally, Leidos developed an analytic around Microsoft 365 managed services to infer when a potential service disruption will occur. It’s now used within the company and able to be offered to external customers as one more tool to use. This is especially impactful as IT organizations considering adopting more “as-a-service” managed offerings.
Speed, Security and Scale
Leidos delivers AIOps capabilities with speed, security, and scale. All AIOps capabilities are developed with a security-first mindset, resulting in the ability to deploy into environments that must meet IL6 security requirements. Combining Leidos’ experience operating its own IT enterprise with delivering solutions across varied customers enables the team to understand similar problems and issues that AI/ML can help solve. This results in ready-to-deploy analytics that can be customized to a use case.
Chin and his team are passionate about working with decision-makers to address specific needs and identifying customer-intimate use cases to mature all areas of Trusted AI. Whether its complying with Zero Trust executive order initiatives or modernizing cybersecurity posture, the Leidos team is excited to offer its AIOps and Trusted AI capabilities to support an agency’s modernization initiatives.
“We are a project, not a product,” Chin says. “We’re not here to replace vendors. We’re here to augment vendor capability by delivering use cases and known problems across the enterprises.”
Learn moreabout how Leidos can help your agency make use of data, secure the enterprise, and build trust between humans and machines via Trusted AI.
Thu, 17 Nov 2022 04:16:00 -0600entext/htmlhttps://www.nextgov.com/sponsors/2022/12/looking-improve-agency-operations-resiliency-and-efficiency-look-no-further-aiml/379740/Killexams : Why it's time for a holistic approach to identity
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The rapid deployment of solutions such as smart sensors and industrial computers in manufacturing is generating a wealth of data that can be used by advanced software and IIoT systems to deliver benefits like better asset performance, more flexible operations, enhanced cybersecurity, and the ability to meet fluctuating demand.
The 2022 State of Smart Manufacturing Report by Plex – a SaaS manufacturing platform that includes MES, quality, and supply chain management capabilities – offers a particularly fascinating insight. The survey of 321 manufacturers found that 75 percent of organisations will have some components of smart manufacturing in adoption by 2023 – this is up from a modest 40 percent in 2021. Rockwell Automation, the world’s largest company dedicated to industrial automation and digital transformation, acquired Plex last year.
This steep uptake comes on the heels of a tumultuous period where companies had to deal with the impact of Covid-19, supply chain disruptions and skills shortages. Interestingly, organisations are meeting these challenges head-on with the adoption of smart manufacturing.
Not very long back, hardware systems were the backbone of many manufacturing operations, with limited software integration. That is changing significantly and rapidly with companies now embracing an integrated approach as they build efficient and resilient operations. According to the Industrial Software Landscape 2022–2027 report, 2022 is expected to be the first year in which the average manufacturer will spend more on industrial software than on industrial automation hardware.
The State of Smart Manufacturing Report also found that more than nine out of 10 (93 per cent) Asia-Pacific (APAC) organisations believe that smart manufacturing is key to their business’ future. Further, most of these technology-positive APAC organisations surveyed reported they are putting their money where their beliefs are and intend to adopt smart manufacturing solutions over the next year.
“It’s clear from the report that the APAC region strongly believes in smart manufacturing, and sees it as a solution to many of the issues businesses are currently facing, including skilled labour shortages, expanding competition, and supply chain disruptions,” says Rockwell Automation Regional Director, South Pacific, Anthony Wong.
Technology paralysis still holding back manufacturing
Smart devices, smart machines and smart systems can Strengthen productivity, product quality and safety while providing intelligence and data that make a company's operations more streamlined and profitable.
According to the IDC Technology Spotlight published in January 2022 and sponsored by Plex, the rapid pace of change has led the industry to start defining its future success by how well it can react to market disruptions. IDC calls this operational resiliency, and it’s achieved by providing employees with near-real-time information, detailed insights on performance, and analytics to Strengthen the decision-making process across the manufacturing value chain.
The report found that digital manufacturers benefited from a 26 percent increase in their revenue performance index (RPI) and a 27 percent increase in their profit performance index (PPI). In contrast, non-digital manufacturers experienced decreases of 9% in RPI and 2 percent in PPI.
Implementing a full-blown digital manufacturing strategy can be a daunting prospect and it's not surprising that 24% of respondents in the 2022 State of Smart Manufacturing Report identified ‘technology paralysis’ as an obstacle to growth.
Understandably, successful teams embarking on a smart manufacturing strategy often break down their implementations and aim for quick wins with a stepped approach. “Time to value is important, as decision-makers generally do not have the ability to invest aggressively without seeing gains almost immediately,” said Wong.
Industry is moving in the right direction, with 83% of 2022 State of Manufacturing Report survey respondents stating that smart manufacturing is key to their organisation’s future success.
Creating a smart manufacturing strategy
The key components of a typical smart manufacturing strategy include:
Maintenance. Digitising machine maintenance by eliminating technicians walking with clipboards and eliminating paper-based checklists. By tapping into data generated by manufacturing equipment, employees have access to real time machine performance and can be proactive rather than reactive
Quality. Dealing with quality issues is expensive for manufacturers as it could lead to costly recalls, generate large amounts of scrap and damage customer loyalty. Manufacturers could instead implement software solutions that offer dashboards to monitor data and act in real time if there is a deviation from set thresholds. Statistical process control and failure mode and effects analysis can Strengthen the reliability of manufacturing processes.
Compliance. Environmental compliance is critical to the health of the community, the employees, and the business. Automating incident management allows companies to collate the information needed to conduct investigations into those incidents. This will help prevent or reduce recurrence of incidents.
Skills. Finding and retaining talent is one of the major challenges facing manufacturers and many successful companies are deploying technology to overcome this issue. Process automation, knowledge management systems, and collaboration tools can free up human resources and allow employees to focus on high-value activities. The first step in this evolution is the digitisation of operational information.
Rockwell Automation has developed a solution to support manufacturers on their digital journey. “Our Connected Enterprise Production System reduces the distinction between hardware and software, and brings together a holistic industrial system approach,” says Wong.
As companies rapidly embrace Industry 4.0 and derive increasing value from a connected data-rich manufacturing environment, they will look to leverage the power obtained by the merging of hardware and software systems to deal with threats like cybersecurity and benefit from opportunities like personalisation.