This workshop delivered at KMWorld 2011 outlined the essential steps in the AIIM social business roadmap, presented a high-level assessment to conduct in order to develop an organization-specific roadmap, and outlined key strategies for the governance portion of the roadmap.
Focus is on understanding Information Professionals and how they connect with solution providers.
This was presented at the Document Management Solution Providers Executive Forum (http://www.aiim.org/dmspef).
In the social, mobile and cloud era, what does it take to be an Information P...John Mancini
Summary of massive changes underway in the enterprise IT marketplace being driven by social, mobile, and cloud, and the implications of these changes on what it means to be an information professional.
http://www.aiim.org/certification
Are You Ready for the Era of Big Data and Extreme Information Management?John Mancini
This is the first part of a 5-part series on the Information Challenges facing organizations. A white paper describing these challenges can be found here - http://pages2.aiim.org/CIPWebPage_InfoProWP.html
Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.
Collaboration & Social Media New Challenges For Records ManagementMaurene Caplan Grey
Presentation was delivered as the keynote of the 27 Feb 2009, ARMA Northern VA chapter conference (http://www.armamar.org/nova/programs/ARMA%20NOVA%202009%20Seminar%20Brochure-c.pdf).
Focus is on understanding Information Professionals and how they connect with solution providers.
This was presented at the Document Management Solution Providers Executive Forum (http://www.aiim.org/dmspef).
In the social, mobile and cloud era, what does it take to be an Information P...John Mancini
Summary of massive changes underway in the enterprise IT marketplace being driven by social, mobile, and cloud, and the implications of these changes on what it means to be an information professional.
http://www.aiim.org/certification
Are You Ready for the Era of Big Data and Extreme Information Management?John Mancini
This is the first part of a 5-part series on the Information Challenges facing organizations. A white paper describing these challenges can be found here - http://pages2.aiim.org/CIPWebPage_InfoProWP.html
Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.
Collaboration & Social Media New Challenges For Records ManagementMaurene Caplan Grey
Presentation was delivered as the keynote of the 27 Feb 2009, ARMA Northern VA chapter conference (http://www.armamar.org/nova/programs/ARMA%20NOVA%202009%20Seminar%20Brochure-c.pdf).
Where worlds collide: Agile, Project Management, Risk and Cloud?Livingstone Advisory
The new CIO is expected to be truly agile, deliver transformational value using new technology based services and have a deep understanding of, and engagement with the business – all whilst managing and mitigating risks. In addition to this, the CIO is also expected to be a ‘business partner’ in the real sense of the word. On top of these factors, Cloud is often seen in the eyes of business as a metaphor for timely change, and a convenient ‘get out of jail’ card in their push to lower IT cost, and collapse IT project lead times.
In this context, ensuring the effective orchestration if the various ‘best practice’ methodologies and frameworks in the areas of agile application development, project management and risk management, all whilst managing the whole ‘Cloud’ discussion is not a trivial task.
In this presentation, Rob Livingstone explores the key systemic and technical risks associated with the concurrent adoption and management of agile application development methodologies, project management, hybrid cloud and mobile devices within the enterprise in today’s volatile environment.
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
Cloud computing implications for project management methodologiesLivingstone Advisory
Cloud based technologies are becoming increasingly pervasive across society and are considered by many in business as the next major disruptive innovation. For the first time, organizations can consume, as needed, on-demand, business ready Cloud based enterprise services. This is also known as the Consumerization of IT.
Transitioning to, or deploying new IT systems and services using Cloud technologies present their own unique set of challenges to the IT Departments, Project managers and Pproject management Offices (PMO) alike.
The primary objective of this presentation is to provide a number of key considerations for Project Managers in dealing with projects involving Cloud computing technologies.
This was presented at the 25th International Project Management Institute's Global Conference in Australia on the 11th October 2011 by Rob Livingstone
What does it take to engage employees and customers?John Mancini
A discussion of 1) how the nature of work is changing due to massive technology change; 2) why employee and customer engagement needs to be a key strategy in leveraging this technology change; and 3) why organizations need to take seriously the work assumptions of the Facebook generation and radically more demanding expectations of customers.
THE 5 CHALLENGES
IMPEDING THE FUTURE OF IT TODAY
Is there any way to successfully navigate and leverage such a challenging industry?
If you are intersted in the whole research - than contact me.
Synopsis:
This webinar will feature a distinguished panel of
industry thought leaders, as they evaluate Cloud
Computing with respect to traditional and virtualized
enterprise setups and analyzes risk and challenges associated with adoption, In addition, we will examine key issues surrounding the cloud
discussion and highlight viable opportunities and
pitfalls to avoid.
The ‘success trap’ of new, emerging and disruptive technologiesLivingstone Advisory
The adoption of these technologies may provide much value in the short term, however may become a liability at some point down the track. How can you and your organizations insulate yourself against the future adverse consequences of these emerging and disruptive technologies – the so called success trap?
Cloud computing: What you need to know as an Australian Finance DirectorLivingstone Advisory
Cloud computing: What you need to know as an Australian Finance Director.
Presentation made to 2nd Annual Future of Cloud Computing in Financial Services Conference in Sydney and Melbourne - September 2011
All rights reserved: FST Media and Rob Livingstone Advisory
Where worlds collide: Agile, Project Management, Risk and Cloud?Livingstone Advisory
The new CIO is expected to be truly agile, deliver transformational value using new technology based services and have a deep understanding of, and engagement with the business – all whilst managing and mitigating risks. In addition to this, the CIO is also expected to be a ‘business partner’ in the real sense of the word. On top of these factors, Cloud is often seen in the eyes of business as a metaphor for timely change, and a convenient ‘get out of jail’ card in their push to lower IT cost, and collapse IT project lead times.
In this context, ensuring the effective orchestration if the various ‘best practice’ methodologies and frameworks in the areas of agile application development, project management and risk management, all whilst managing the whole ‘Cloud’ discussion is not a trivial task.
In this presentation, Rob Livingstone explores the key systemic and technical risks associated with the concurrent adoption and management of agile application development methodologies, project management, hybrid cloud and mobile devices within the enterprise in today’s volatile environment.
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
Cloud computing implications for project management methodologiesLivingstone Advisory
Cloud based technologies are becoming increasingly pervasive across society and are considered by many in business as the next major disruptive innovation. For the first time, organizations can consume, as needed, on-demand, business ready Cloud based enterprise services. This is also known as the Consumerization of IT.
Transitioning to, or deploying new IT systems and services using Cloud technologies present their own unique set of challenges to the IT Departments, Project managers and Pproject management Offices (PMO) alike.
The primary objective of this presentation is to provide a number of key considerations for Project Managers in dealing with projects involving Cloud computing technologies.
This was presented at the 25th International Project Management Institute's Global Conference in Australia on the 11th October 2011 by Rob Livingstone
What does it take to engage employees and customers?John Mancini
A discussion of 1) how the nature of work is changing due to massive technology change; 2) why employee and customer engagement needs to be a key strategy in leveraging this technology change; and 3) why organizations need to take seriously the work assumptions of the Facebook generation and radically more demanding expectations of customers.
THE 5 CHALLENGES
IMPEDING THE FUTURE OF IT TODAY
Is there any way to successfully navigate and leverage such a challenging industry?
If you are intersted in the whole research - than contact me.
Synopsis:
This webinar will feature a distinguished panel of
industry thought leaders, as they evaluate Cloud
Computing with respect to traditional and virtualized
enterprise setups and analyzes risk and challenges associated with adoption, In addition, we will examine key issues surrounding the cloud
discussion and highlight viable opportunities and
pitfalls to avoid.
The ‘success trap’ of new, emerging and disruptive technologiesLivingstone Advisory
The adoption of these technologies may provide much value in the short term, however may become a liability at some point down the track. How can you and your organizations insulate yourself against the future adverse consequences of these emerging and disruptive technologies – the so called success trap?
Cloud computing: What you need to know as an Australian Finance DirectorLivingstone Advisory
Cloud computing: What you need to know as an Australian Finance Director.
Presentation made to 2nd Annual Future of Cloud Computing in Financial Services Conference in Sydney and Melbourne - September 2011
All rights reserved: FST Media and Rob Livingstone Advisory
Content Opportunities in Revolutionary TimesJohn Mancini
My Open Text ContentWorld keynote - The impact of SharePoint, Social, and Mobile on the Future of Information Management -- and the emerging role of information professionals
Want to get involved in our big data/big content efforts? Direct Tweet me at jmancini77 -- I also did a blog post on this topic -- http://www.digitallandfill.org/2012/03/big-data-and-big-content-just-hype-or-a-real-opportunity.html
Info360 Keynote by AIIM President John ManciniJohn Mancini
What is happening to Enterprise IT? What are the implications for your organization? What should you do about it? For more detail, see http://www.aiim.org/roadmap.
Selling Document Management to the Mid MarketJohn Mancini
AIIM President John Mancini keynote at the Docuware Partner Conference -- Research cited in presentation available (free) at http://www.aiim.org/research.
20240409 ARMA NE Ohio Building a RIM Program with a RIM Playbook.pptxJesse Wilkins
This presentation, delivered virtually to the ARMA Northeast Ohio Chapter on April 9, 2024, outlined the purpose and benefits of building a RIM Playbook, described the elements of a playbook, described the elements of a ply, and outlined the steps to take to build a playbook.
20240425 ARMA Milwaukee Records Mgmt in the Age of Privacy.pptxJesse Wilkins
This presentation, delivered virtually to the ARMA Milwaukee chapter on April 25, 2024, reviewed the 6 eras of records management, defined the characteristics of the age of privacy, outlined the concepts of defensible disposition and data minimization, and presented a recommendation to move in the direction of purpose-based retention and a personal information retention schedule.
20240215 ARMA OK Building a RIM Program with a RIM Playbook Final.pptxJesse Wilkins
This presentation, delivered virtually to the ARMA Oklahoma chapter on February 15, 2024, introduced attendees to the idea of a business and RIM playbook. Attendees learned about the benefits of a playbook, the elements of a playbook, and the elements of a play. The session concluded with a review of the process for building a playbook from scratch.
20240213 ARMA GCAC Business and Technical Assessment for an Info Mgmt Initiat...Jesse Wilkins
This presentation, delivered virtually to the ARMA Chattanooga chapter on February 13, 2024, described the elements of a business assessment, a technical assessment, and a maturity assessment in support of an information management initiative.
20240202 Austin ARMA Bringing Your RIM Program Under the Big Top with a RIM P...Jesse Wilkins
This presentation, delivered virtually on February 2, 2024 as part of the Austin ARMA Annual Conference, introduced the idea of a records management playbook. I described the purpose and benefits of a playbook, then outlined the elements of a playbook and the individual plays.
20240118 ARMA St Louis Building a RIM Program with a RIM Playbook.pptxJesse Wilkins
This presentation, delivered virtually to the ARMA Greater St. Louis Chapter on January 18, 2024, outlined how to build a records management playbook. The presentation described the benefits of building a playbook, the elements of a playbook, the elements of a play, and how to actually build and maintain one.
20240110 ARMA GKC Build and Sustain Your RIM Program with a RIM Playbook.pptxJesse Wilkins
This presentation, delivered virtually to the ARMA Greater Kansas City Chapter on January 10, 2024, outlined how to build a records management playbook. The presentation described the benefits of building a playbook, the elements of a playbook, the elements of a play, and how to actually build and maintain one.
20231207 ARMA Madison Build and Sustain Your RIM Program with a RIM Playbook....Jesse Wilkins
This presentation, delivered virtually to the ARMA Madison Chapter on December 7, 2023, outlined the value of a business playbook and, specifically, a records and information management (RIM) playbook. Attendees learned about the elements of a playbook and of individual plays and how to construct their own playbooks using a provided template.
20231219 ARMA Florida Gulf Coast How to Select the Right Certifications for Y...Jesse Wilkins
This presentation, delivered virtually to the ARMA Florida Gulf Chapter on December 19, 2023, outlined the value of certifications and described three class of certifications including RIM, "RIM-adjacent", and "Other". Attendees received an overview of the 6 RIM certifications and a table comparing their exams and programs. The session concluded with a framework for determining how to select the most appropriate certification based on costs, context, and program visibility and market awareness.
20231005 ARMA San Diego RIM-IG Certifications and the Path to Professional De...Jesse Wilkins
This presentation was delivered virtually to ARMA San Diego on October 5, 2023. It compared and contrasted the various information governance / information management-related certifications and presented a framework for deciding which one(s) to pursue based on an individual's career goals.
20230719 ARMA Canada Professional Development.pptxJesse Wilkins
This presentation, delivered at the ARMA Canada Information Conference on July 19, 2023 in Toronto, outlined a framework for professional development in the IM industry. Attendees learned about the 4 types of learning and the 5 domains IM professionals need to understand. Attendees also received a professional development plan template.
20230717 ARMA Canada How to Select the Right IM Certifications for You.pptxJesse Wilkins
This presentation, delivered on July 17, 2023, at the ARMA Canada Information Conference, compared and contrasted the various IM and IM-adjacent certifications. Attendees also learned how to determine the right certification for them based on their career goals.
20230919 ARMA New England Keynote on IG Industry Trends.pptxJesse Wilkins
This keynote, delivered at the ARMA New England Win with IG seminar on September 19, 2023, outlined the state of the IG industry from three perspectives: what industry analysts are talking about, what the key conference sessions are about, and what individual chapters and vendors are talking about. The session concluded with ways for individuals to keep abreast of developments in IG.
20230117 ARMA MHD Building Your RM Playbook.pptxJesse Wilkins
This presentation, delivered to the ARMA Mile High Denver Chapter on January 17, 2023, outlined the value and benefits of building a records management playbook. Attendees learned about the elements of a playbook and the individual plays within the playbook. The session concluded with a discussion of how to actually build a RM playbook.
20160602 ARMA Boston - You Shared WHAT? Applying Governance to Social MediaJesse Wilkins
This presentation, delivered to the ARMA Boston Chapter on June 2, 2016, outlined how to apply information governance practices to social media posts. It described specific social media security threats and gave attendees an opportunity to participate in roundtable discussions.
20230523 MER 2023 How to Build and Sustain Your IG Program with an IG Playboo...Jesse Wilkins
This presentation, delivered at the MER conference in Chicago on May 23, 2023, introduced attendees to the concept of an information governance playbook. Attendees learned the purpose and value of a playbook, as well as the structure of a playbook and of individual plays. The session concluded with a discussion of how to build and maintain a playbook.
20230912 AIIM True North Generative IA Tools The Good The Bad The Ugly no car...Jesse Wilkins
This presentation, delivered to the AIIM True North chapter virtually on September 12th, introduced ChatGPT and other generative AI tools. I briefly introduced and demonstrated ChatGPT and some other generative AI tools. We reviewed some of the more popular use cases and benefits of using generative AI. We also reviewed some of the challenges these tools present for the organization. Finally, we discussed some practices to use these tools safely and effectively in support of real business outcomes.
20230419-4 Building Your RIM-IG Program with a RIM Playbook.pptxJesse Wilkins
This session provided the conclusion to the ARMA Nebraska 2023 Spring Seminar in Omaha, Nebraska. Attendees learned what a playbook is, what plays are, and how to develop a RIM/IG playbook tailored to their organization.
20230419-3 ARMA Nebraska Prof Dev for Info Pro.pptxJesse Wilkins
This session, delivered at the ARMA Nebraska Spring Seminar 2023 on April 19, 2023, introduced the professional development matrix and walked attendees through how to leverage the matrix to develop their own personal professional development plans.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
State of ICS and IoT Cyber Threat Landscape Report 2024 preview
20111031 KMWorld 2011 Applying the Social Business Roadmap to Your Organization
1. Jesse Wilkins, CRM, Information Certified
Director, Systems of Engagement
AIIM International
2. Introduction
Review of relevant social technologies and
use cases
The social business roadmap
Applying the social business roadmap to your
organization
Social media governance
2
4. Era Mainframe Mini PC Internet ???
Systems of Record
1960- 1975- 1992- 2001- 2010-
Years
1975 1992 2001 2009 2015
Typical A
A batch A dept A web
thing documen ???
trans process page
managed t
Best Digital
known IBM Equipme Microsoft Google ???
company nt
Content
Image Docume Content
mgmt Microfilm ???
Mgmt nt Mgmt Mgmt
focus
4
5. Systems of Record
Command and control
Transaction-oriented
Data-centric
User learns system
Security is key issue
5
Source = AIIM and TCG Advisors
6. “A new class of company is
emerging—one that uses
collaborative Web 2.0
technologies intensively to
connect the internal efforts of
employees and to extend the
organization’s reach to
customers, partners, and
suppliers.
We call this new kind of
company the networked
enterprise.”
6
7. Systems of Engagement
Social and
Era Mainframe Mini PC Internet
Cloud
Systems of Record
1960- 1975- 1992- 2001- 2010-
Years
1975 1992 2001 2009 2015
Typical A An
A batch A dept A web
thing documen interacti
trans process page
managed t on
Best Digital
Faceboo
known IBM Equipme Microsoft Google
k
company nt
Content Social
Image Docume Content
mgmt Microfilm Business
Mgmt nt Mgmt Mgmt
focus Systems
7
8. Systems of Record Systems of Engagement
Command and Open and
control accessible
Transaction-
Interaction-oriented
oriented
Document-centric User-centric
Ubiquitous
Limited deployment
deployment
Central IT-
Self-provisioned
provisioned
8
9. Consideration Systems of Record Systems of Engagement
Focus Transactions Interactions
Governance Command & Control Collaboration
Core Elements Facts & Commitments Ideas & Nuances
Value Single Source of Truth Discovery & Dialog
Standard Accurate & Complete Immediate & Accessible
Content Authored Communal
Primary Record Type Documents Conversations
Searchability Easy Hard
Usability User is trained User “knows”
Accessibility Regulated & Contained Ad Hoc & Open
Retention Permanent Transient
Policy Focus Security (Protect Assets) Privacy (Protect Users)
9
10. Introduction
Review of relevant social technologies and
use cases
The social business roadmap
Applying the social business roadmap to your
organization
Social media governance
10
15. “It is part text messaging and part
blogging, with the ability to update on your
cell phone or computer, but constrained to
140 characters.”
-- Ari Herzog, Ariwriter.com
15
15
35. Introduction
Review of relevant social technologies and
use cases
The social business roadmap
Applying the social business roadmap to your
organization
Social media governance
35
38. Describes steps to
implement social business
NOT necessarily linear
Will vary substantially
between organizations
38
39. Not a step in the roadmap, but necessary
precursor to successful social business
initiatives
◦ Transparency
◦ Trust
◦ Technology
39
40. ◦ Requires that the organization move from a culture
of knowledge hoarding to one of knowledge
sharing.
40
41. Requires that the organization trust its users to do what
is right, while supporting them with the training and
governance required for them to be accountable for that
trust.
41
42. Requires willingness to allow employees to experiment
with new tools and processes, trusting that they will not
abuse them and permitting them to “fail fast.”
42
43. Experimental use of technologies
“Under the radar”
Proof of concept
43
44. Formalization of approach
Social business assessment
Planning and project management
Internal marketing and communication
Social business team
Organization-specific
roadmap
44
45. Identify desired capabilities and deployment
options
Procure and implement tools
Develop and deliver
training and support
Build integration
45
48. Listen to conversations before jumping into
them
Look for tone and sentiment
Watch for complaints
Set up queries and alerts
Empower community
managers
48
61. Encourage uptake of the tools
Monitor efficacy of tools
Measure and analyze tools and processes
Identify changes to tools
and new tools
61
62. Introduction
Review of relevant social technologies and
use cases
The social business roadmap
Applying the social business roadmap to your
organization
Social media governance
62
64. What are the goals and objectives?
Who are the stakeholders?
What are competitors doing?
Who and where are the target audiences?
64
65. Is the organization already using social
technologies?
◦ Commercial
◦ External
◦ Internal
Are there any unofficial/unsanctioned
implementations?
Are there tools the organization wants to use
but isn’t yet?
65
66. Are there unofficial accounts in place on
commercial services?
Are there any undesired accounts in place?
◦ Parody
◦ Complaint
Does the organization have a way to monitor
sentiment?
66
67. Is the organization collaborative, open, and
sharing?
Are there incentives or disincentives for
innovation?
Does the organization restrict access to sites?
67
68. Do any existing business processes use social
technologies?
What processes are likely candidates for
social business applications?
68
69. Is there a social media policy in place?
Are employees trained on it?
Are there employees with dedicated
governance responsibilities?
69
71. Introduction
Review of relevant social technologies and
use cases
The social business roadmap
Applying the social business roadmap to your
organization
Social media governance
71
72. By the end of 2013, half of all
companies will have been asked
to produce material from social
media websites for e-discovery.
Source: “Social Media Governance: An Ounce of
Prevention”, Gartner
72
75. Ensures that employees know what is
expected of them
Provides guidelines for being more effective
Reduces risk of someone posting
inappropriate content
Addresses legal and operational concerns
75
76. Determines overall strategic goals of
organization
Provides support for social media
initiative(s)
Determines need for policy guidance
Determines need for enterprise solutions
Supports – or doesn’t – transformation
efforts
76
77. Governance roles required to ensure
compliance with the framework
Includes usual suspects…
Also includes new roles
◦ Social media strategist
◦ Community managers
◦ Moderators
77
78. Social content is just another form of
content
Policy should provide a framework
applicable to most or all social media tools
– and to other content/communication-
related technologies as well
DON’T write a Facebook policy, a Twitter
policy, etc.
78
81. Account details
◦ User name
◦ Picture
◦ Corporate logo usage
◦ Bio
◦ Contact information
Friends/buddies/contacts
Groups/fans/likes
81
82. Whether posts will require approval
Pictures and video
◦ By the organization
◦ By third parties
Links (i.e. “sharing”)
Applications and widgets
Likes, retweets, etc.
82
83. Access to personal accounts using
organizational resources
(time, computers, network, etc.)
Access to sites using personal devices
(iPhone, tablet, etc.)
83
84. Acceptable and unacceptable groups
Perception of approval
84
85. Offensive content
Disparagement of the organization – or of
competitors or others
Slander or libel
Sexual content
Solicitations of commerce
Threats
Illegal activity
Violation of copyright
85
86. Personnel-related information
Financial information
Confidential information
Health information
If you wouldn’t post it to your website or
send via email, don’t post to FB or send via
Twitter.
86
88. Whether the account is monitored for
actionable content (screenshot)
Public records
Monitoring for public safety 88
89. Conduct your own social media assessment
Review/update/create social media
governance framework
Develop your own organization-specific
roadmap
Implement social business
effectively, responsibly, and in a way that
supports the goals of the business
89
91. Jesse Wilkins, CRM, Information Certified
Director, Systems of Engagement
AIIM International
+1 (303) 574-0749 direct
jwilkins@aiim.org
http://www.twitter.com/jessewilkins
http://www.linkedin.com/in/jessewilkins
http://www.facebook.com/jessewilkins
http://www.slideshare.net/jessewilkins
91
92. Available under Creative
Commons – you can add to
and expand
www.aiim.org/roadmap
92
93. 2-day instructor-led or online course
Includes:
◦ Specific governance elements for
Facebook, Twitter, other social business tools
◦ Commercial vs. enterprise social technologies
◦ Capturing and managing social content
Some courses live now, entire program live by
Dec 2011
http://www.aiim.org/Training/Essential%20Tr
aining/Social-Media/Course%20Descriptions
93
Editor's Notes
Slide 1: Title SlideInsert the ARMA approved title for your session (this title can be found in your contract or by visiting http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm Click on My Program Details for your finalized title.)Insert the facilitator’s name.If you choose, insert the facilitator’s job title and company name.Insert the Education Code. This also can be found on the website at: http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm
Slide 2: Learning ObjectivesThe second slide of your presentation must be your ARMA approved learning objectives.(These learning objectives can be found in your contract or by visiting http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm)
During my professional lifetime, I have seen at least 4 major enterprise IT transformations, and they seem to be occurring with increasing acceleration. When I first came into the workforce, the enterprise IT norm was centered on mainframe computers focused on batch-processed financial applications. This was the era of Burroughs and Univac and NCR and Control Data and Honeywell. This era was soon eclipsed by the rise of minicomputers.Minis were themselves eclipsed by the PC revolution, stitched together in Local Area Networks. Steroids in the form of the internet changed everything about how we connected PCs together distributed documents and information around our organizations. And then along came Google and our expectations about enterprise IT and simplicity of use morphed once again.
1518We have spent the past several decades of IT investment focused on deploying 'systems of record.' Transaction systems for global commerce . . . Financials, Order Processing, Inventory, HR, CRM, Supply Chain . . .Mainframes, minis, client-server, PC, Internet-enabled, SaaSDrove three decades of investmentData centers everywhereDatabases, OLTP, reporting and analyticsNetwork as a transport mechanismThese systems accomplished two important things: First, they centralized, standardized, and automated business transactions on a global basis, thereby better enabling world trade. Second, they gave top management a global view of the state of the business, thereby better enabling global business management. Spending on the Enterprise Content Management technologies that are at the core of Systems of Record will continue -- and will actually expand as these solutions become more available and relevant to small and mid-sized organizations
1050“A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers. We call this new kind of company the networked enterprise.”
The challenges here are enormous. Expectations of Enterprise IT are rising. The business, still reeling from the crash of 2008, is questioning the rigidity and cost of legacy systems. The focus of IT is changing from a traditional focus on standardizing and automating back-end manual processes – a focus on CONTROL – to a focus on empowering and connecting knowledge workers and improving knowledge worker productivity and innovation. in the world of Systems of Engagement – no one on the user side cares about any of this. However, because these systems are being used by enterprises, they will inevitably be subject to the same legal and social restrictions as traditional enterprise content, and therein lies the rub. Today that rub is significantly limiting endorsement and adoption of consumer-style communication and collaboration facilities around the world, and it will continue to do so until the content management industry and its customers develop protocols and policies to address its issues.
The challenges here are enormous. Expectations of Enterprise IT are rising. The business, still reeling from the crash of 2008, is questioning the rigidity and cost of legacy systems. The focus of IT is changing from a traditional focus on standardizing and automating back-end manual processes – a focus on CONTROL – to a focus on empowering and connecting knowledge workers and improving knowledge worker productivity and innovation.
Slide 2: Learning ObjectivesThe second slide of your presentation must be your ARMA approved learning objectives.(These learning objectives can be found in your contract or by visiting http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm)
Not just Twitter, but since it is by far the most successful at this point the examples for the first two sections will largely focus on it.
Wikis are another really common example of Web 2.0 tools. Whereas blogs are designed for one-way broadcast-type communications, wikis are genuinely collaborative tools. The most well-known example of this is Wikipedia, the encyclopedia that anyone can edit. As I noted earlier Wikipedia includes more than 13 million articles in 260+ languages. Compare this with the EncyclopediaBrittanica, which includes some 65,000 articles in its 35-volume set. Wikis make it easy to collaborate on a particular document or deliverable – click Edit, make your changes, click Save or Publish. Changes are tracked to the individual character level, and for private wikis, can be integrated into your Active Directory or identity infrastructure so as to prohibit anonymous changes.
Social sharing tools, as the name suggests, are tools useful for sharing particular types of content. The most well-known ones include YouTube, for sharing video; Flickr, for sharing photographs; Delicious, for sharing bookmarks; Box.net, for sharing files; and Slideshare, for sharing presentations and other documents. I will be posting this presentation to my Slideshare account later this week. Here is a screenshot of YouTube. You can see some of the social aspects of Youtube here, including ratings; the ability to mark it as a favorite; the ability to subscribe to updates either of the video or by the author; and the ability to share a video in a number of ways including sending a link or embedding it directly in another web application such as a blog or Facebook. Users can also comment on individual videos via text or by posting video responses. Most of the other social sharing tools offer similar capabilities. [twitter]Screenshot of YouTube as example of social sharing tool. Others include Box.net, Slideshare, Delicious, and Flickr.[/twitter]
It’s LinkedIn (and other websites like it, like Plaxo)….
Keep in touch with remote offices, colleagues, and even familyNetworking - personal, professional, career
Learn new things. Lots of what folks post day-in and day-out is trivial. Then again, so is the RECMGMT-L listserv – and yet how many of you are on that and swear by the value you receive from it?
80% of companies use social media for recruitment – 95% use LinkedIn. And every recruiter and HR manager does due diligence on candidates using Google – and the top links for many are their profiles on LinkedIn, Facebook, etc.
Because information can be easily augmented with photos, videos, and links
Slide 2: Learning ObjectivesThe second slide of your presentation must be your ARMA approved learning objectives.(These learning objectives can be found in your contract or by visiting http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm)
1542: Question: What are the prerequisites for Social Business?0. Empowerment: personal projects, measure outcomes, freedom to experiment- Transparency requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing.- Trust requires that the organization trust its users to do what is right, while supporting them with the training and governance required for them to be accountable for that trust.- And technology requires willingness to allow employees to experiment with new tools and processes, trusting that they will not abuse them and permitting them to “fail fast.”
1549
Identifying what tools to use – here, wiki, blog, user ratings of appsSetting up navigation and classificationDeploying social sharing widgets (which ones, how)
1551 Monitoring/Listening: Viral implementationInitially the organization should spend time listening to the conversations taking place in and around a particular tool to get a sense of the nature of the tool, the content of the conversations, the target audiences, and who the leading participants are.This is perhaps more visible in externally focused processes but is important for internal ones as well.QUESTION: How do you support a viral adoption? Answer: rumors, communication, ambassadors, show people, show benefits- 4.1 Listen to internal sites and comments- 4.2 Listen to external sites and comments- 4.3 Set up queries and alerts- 4.4 Empower community managers
http://www.onesocialmedia.com/2011/02/social-media-listening-in-real-time-case-study-toyota-of-des-moines/Social Media account manager was lucky enough to have seen this post only 5 minutes after it had been posted. Because the Facebook post was fairly recent, I decided to call someone at Toyota of Des Moines. I wanted to see if they could find the displeased customer before she left the dealership, in hopes that they could try to work through the issue with her in person. As luck would have it, the customer was still at the dealership at the time that I called to inform them of the post. They were able to talk with her, to let her know that they saw her Facebook post, and that they wanted to work through the issue with her.
1553. Participation: Getting all relevant people to get involvedOnce the organization has done some listening it will be able to participate more meaningfully and should begin doing so according to what it has learned about the target market and the nature of the conversations on the various tools.QUESTION: How do you get all relevant people involved? Answer: Demonstrate benefits, carrot/stick, etc.- 5.1 Seed content into the tools5.2 Ensure consistent messaging across platformsAnd split this step into stages; e.g first get people to register
Move from listening and broadcasting to engagementPlan for engagementTriage for comments, external mentionsEngagement on public, commercial, and third-party sitesAuthenticity and personality
1559 CNN iReporterhttp://ireport.cnn.com/community/assignmentCNN’s iReport assignment desk is an example of community evolution of technology and communication. Eachday and throughout the day as news breaks, the editors of the iReport page put up assignments to the citizenjournalists to help get real and participatory news live from wherever in the world it is happening. They haveembraced the evolution of technology by asking for submissions as the technology evolves and connecting itwith social media through hashtags on Twitter.This creates additional conversation around not only contributions, but the delivery medium itself. Those noteven connected to CNN are able to participate in the conversation because it is being held at the widest possibledistribution point or audience, out in the open on social media streams.
1610
This is an example of a guideline for how to engage those that comment on your social media, and those that post or comment on third party sites. This triage chart from the American Society of Chemical Engineers is not for every user in the organization, but it can be quite useful for those responsible for monitoring and engaging comments about the organization such as public affairs.
1604
Slide 2: Learning ObjectivesThe second slide of your presentation must be your ARMA approved learning objectives.(These learning objectives can be found in your contract or by visiting http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm)
Slide 2: Learning ObjectivesThe second slide of your presentation must be your ARMA approved learning objectives.(These learning objectives can be found in your contract or by visiting http://www.arma.org/learningcenter/facilitator/programdetails/index.cfm)
The first step many organizations take to manage Web 2.0 is to try to block them. This is unrealistic for a number of reasons.
Technology changes much faster than the law or policies can keep up with. That’s why it’s better to use a comprehensive policy that can cover new technologies as they appear.
Official vs. unofficial includesDisclaimers (this is or is not official; disclaimer of responsibility if it isn’t)Also includes a link to his social media policy
Whether approval is required to create an account (official only)It’s also useful, as CSU does, to list all the official accounts somewhere on the website.
This includes things like:What user names are appropriate, and whether to use the organization as part of it (e.g. Dell_JeffW)Pictures – same thingBio – same thing, plus things like official account, name (and sometimes personal Twitter handle) of the person behind the account, etc. Different types of contact informationIt’s also valuable to have guidelines for what types of contacts are appropriate. An official federal government account could “friend” Barack Obama on Twitter, but probably shouldn’t friend his re-election campaign or the Democratic Party (and even if it did the Republican Party as well, it’s still problematic). Similarly, it might look a bit odd for an energy company account to “friend” a parody account like BPGlobalPR, or a competitor, or an unsavory group, etc.
Pretty straightforward here. Three main points:If third party content is allowed, it should be reviewed so people don’t upload pornography, etc. If it is reviewed, the organization may have some responsibility to remove things that are inappropriate. This should be spelled out clearly and adhered to rigorously – all goes back to transparency. If an official account “likes” something on Facebook, or retweets something on Twitter, this could be considered approval or even recommendation – and if it’s something offensive, or illegal, or otherwise inappropriate, this could cause serious issues.
The policy should outline what types of groups are appropriate and what types of groups should be out of bounds. This is especially important for official commercial accounts but could be applicable even to personal accounts where the connection could be made to the organization because of the employee’s visibility. For example, it would be inappropriate for an official in charge of elections to be a member of a Facebook group focused on reelecting one candidate or another. Moreover, there are any number of groups dedicated to patently offensive or illegal causes; having accounts associated with these types of groups could bring significant risk to the organization and its brand. ~Another related area involves conveying a perception of approval of content that might be controversial, offensive, or illegal. For example, both a Facebook “like” and retweeting content on Twitter are often perceived as approval of that content. If an official account or the personal account of a senior manager retweets a sexist joke or something that condones illegal drug use, that could also cause serious issues for the organization.
Pretty straightforward
Here’s an example of this from the Seattle Fire Dept – it clearly says “This site is not monitored. Call 911 for emergencies.” It also notes the applicability of public records laws and has a link to the main website.
At this point I’d be pleased to entertain your questions.