This document provides an overview of the course "Managing Strategic Networks 2013" taught by Professor Marissa King at Yale. The course examines how networks impact organizations, industries, and the spread of ideas. Students will learn network analysis theories and apply them to real-world case studies. The course is divided into three sections - the first examines how social networks influence individuals and companies, the second focuses on applying network concepts, and the third looks at how connectivity is transforming business and society. Students will be evaluated based on attendance, assignments, and a final field study applying network analysis to evaluate a manager, team, organization, or idea diffusion project. The goal is for students to gain an understanding of how to effectively create, use,
Part 1: Concepts and Cases (the language of networks, networks in organizations, case studies and key concepts)
Part 2: (Starts on #44) Mapping Organizational, Personal, and Enterprise Networks: Tools
An update to last year's Social Network Analysis Introduction and Tools...
The Key Success Factor in Knowledge Management... What Else? Change ManagementPatti Anklam
Presented at SLA 2013, on a panel with Ethel Salonen of MITRE Corporation. Provides perspective on change management and how it is used in understanding and creating interventions in knowledge networks.
Part 1: Concepts and Cases (the language of networks, networks in organizations, case studies and key concepts)
Part 2: (Starts on #44) Mapping Organizational, Personal, and Enterprise Networks: Tools
An update to last year's Social Network Analysis Introduction and Tools...
The Key Success Factor in Knowledge Management... What Else? Change ManagementPatti Anklam
Presented at SLA 2013, on a panel with Ethel Salonen of MITRE Corporation. Provides perspective on change management and how it is used in understanding and creating interventions in knowledge networks.
Developing a Socially-Aware Engineering Identity Through Transdisciplinary Le...colin gray
In conjunction with the drive towards human-centered design in engineering education, questions arise regarding how students build and engage a socially-aware engineering identity. In this paper, we describe how students in a transdisciplinary undergraduate program struggle to engage with ontological and epistemological perspectives that draw on that social turn, particularly in relation to human-centered engineering approaches and sociotechnical complexity. We use a critical qualitative meaning reconstruction approach to deeply analyze the meaning-making assumptions of these students to reveal characteristic barriers in engaging with other subjectivities, and related epistemological and ontological claims implicit in these subjectivities. We conclude with implications for encouraging socially-aware identity formation in engineering education.
An interactive presentation on social network theory and analysis. Content includes information on tie formation and social capital. Network relations are explained by using the example of The A Team. Granovetter's Strength of Weak Ties Theory (1973) is also covered and weak ties and strong ties are explained. Appropriate application of social network theory to individuals understanding how to best take advantage of social networking platforms to find jobs as well as companies taking advantage of social media platforms to find followers are introduced.
2009 - Connected Action - Marc Smith - Social Media Network AnalysisMarc Smith
Review of social media network analysis of Internet social spaces like twitter, flickr, email, message boards, etc. Network analysis and visualization of social media collections of connections.
A Perspective on Graph Theory and Network ScienceMarko Rodriguez
The graph/network domain has been driven by the creativity of numerous individuals from disparate areas of the academic and the commercial sector. Examples of contributing academic disciplines include mathematics, physics, sociology, and computer science. Given the interdisciplinary nature of the domain, it is difficult for any single individual to objectively realize and speak about the space as a whole. Any presentation of the ideas is ultimately biased by the formal training and expertise of the individual. For this reason, I will simply present on the domain from my perspective---from my personal experiences. More specifically, from my perspective biased by cognitive and computer science.
This is an autobiographical lecture on my life (so far) with graphs/networks.
The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Profess...BMC Software
Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.
Developing a Socially-Aware Engineering Identity Through Transdisciplinary Le...colin gray
In conjunction with the drive towards human-centered design in engineering education, questions arise regarding how students build and engage a socially-aware engineering identity. In this paper, we describe how students in a transdisciplinary undergraduate program struggle to engage with ontological and epistemological perspectives that draw on that social turn, particularly in relation to human-centered engineering approaches and sociotechnical complexity. We use a critical qualitative meaning reconstruction approach to deeply analyze the meaning-making assumptions of these students to reveal characteristic barriers in engaging with other subjectivities, and related epistemological and ontological claims implicit in these subjectivities. We conclude with implications for encouraging socially-aware identity formation in engineering education.
An interactive presentation on social network theory and analysis. Content includes information on tie formation and social capital. Network relations are explained by using the example of The A Team. Granovetter's Strength of Weak Ties Theory (1973) is also covered and weak ties and strong ties are explained. Appropriate application of social network theory to individuals understanding how to best take advantage of social networking platforms to find jobs as well as companies taking advantage of social media platforms to find followers are introduced.
2009 - Connected Action - Marc Smith - Social Media Network AnalysisMarc Smith
Review of social media network analysis of Internet social spaces like twitter, flickr, email, message boards, etc. Network analysis and visualization of social media collections of connections.
A Perspective on Graph Theory and Network ScienceMarko Rodriguez
The graph/network domain has been driven by the creativity of numerous individuals from disparate areas of the academic and the commercial sector. Examples of contributing academic disciplines include mathematics, physics, sociology, and computer science. Given the interdisciplinary nature of the domain, it is difficult for any single individual to objectively realize and speak about the space as a whole. Any presentation of the ideas is ultimately biased by the formal training and expertise of the individual. For this reason, I will simply present on the domain from my perspective---from my personal experiences. More specifically, from my perspective biased by cognitive and computer science.
This is an autobiographical lecture on my life (so far) with graphs/networks.
The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Profess...BMC Software
Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.
Using social network analysis to improve innovation and performanceScott Smith
A significant yet often overlooked component of people’s information environments is composed of the relationships that they use to acquire information and knowledge. Social network analysis (SNA) allows managers to visualize and understand the myriad of relationships that can either facilitate or impede knowledge creation and transfer. In research conducted by the IBM Institute for Knowledge Management, we discovered four different relationship dimensions which are important for success.
Join us as June Holley, Tracey Kunkler and Steve Waddell dive back into sharing the importance of Network Governance and Structures. We'll be learning how networks are experimenting with and co-creating innovative network governanceand structures that are self-organizing, encouraging and supporting the formation of collaborative circles.
Join us for 90 minutes of hands-on virtual practice! June will bring questions and you will be in practice breakout groups. Please plug in your webcams and have earphones ready to roll up your sleeves and practice with us!
Responses to Other Students Respond to at least 2 of your fellow .docxronak56
Responses to Other Students: Respond to at least 2 of your fellow classmates with at least a 40-50-word reply about their Primary Task Response regarding items you found to be compelling and enlightening. To help you with your discussion, please consider the following questions:
DISCUSSION 1
What did you learn that you did not already know?
This has been like some of the other material that we have covered. I have had exposure to many of the concepts in my master’s program but with this material I am provided both reinforcement of those concept understandings and present new perspectives on them. The from Management Information Systems: Managing the Digital Firm was particularly helpful. Material such as this can often require several iterations of review to begin to develop an understanding of how it can be applied. I have had exposure to similar material but being able to understand how to apply these concepts benefits considerably form exposure to new sources. This material is not abstract but at times being able to apply it in a practice manner almost does seem abstract. Being able to read this material helps me solidify thoughts and ideas on how to concretely implement them in real life situations, this type of process for me is something that requires deeper understanding of the “theory of operations”, for a lack of better words. In course I have gotten a lot of that.
What are some problems that are apparent in the field?
I am going to inject some major bias at this point as my masters was in software engineering and focused on enterprise architecture, IT systems research, software project management, and object-oriented paradigm. To me one of the biggest problems in the industries I have been in is shear negligence in researching the concepts of what software engineering is and how to manage information systems or information technology. The decision-making process is often left to those who have no technical background, two who’s motivations are at best questionable, and three have no concept of the magnitude or time line of projects. There is an abundant source of research, magazines, and various other forms of literature explicitly addressing these things in a practical manner oriented strictly towards helping organizations undertake such endeavors. I by no means consider myself to be an expert but I often find myself in a situation where I ask what should be some basic questions about projects and in return I receive an answer akin to “what are you talking about” or “I have never heard of that” or “I don’t know I never thought about that”.
What are might be some opportunities for research on the topics covered and how might you perform the appropriate research?
The above rant was a segue into this section because I feel that big data is becoming more prevalent and both the elements of software engineering and systems for big data could become victim to similar issues as stated before. Some issues for research in software engineer ...
Working Out Loud: A step towards building your digital capabilityAnne Bartlett-Bragg
An article that uncovers some of the underpinning perspectives for creating Working Out Loud activities and how these can be a step towards building digital capabilities.
This article originally appeared in Training & Development magazine February 2016 Vol 43 No 1, published by the Australian Institute of Training and Development.
My degree is an EDD in Performance Improvement LeadershipSyste.docxgriffinruthie22
My degree is an EDD in Performance Improvement Leadership
Systems Thinking and Problems of Practice
Evidence-Based Practice
One of the design concepts attributed to successful EdD programs is the scholarly practitioner, which The Carnegie Project on the Education Doctorate (n.d.) defines as practitioners who:
Blend practical wisdom with professional skills and knowledge to name, frame, and solve problems of practice. They use practical research and applied theories as tools for change because they understand the importance of equity and social justice. They disseminate their work in multiple ways, and they have an obligation to resolve problems of practice by collaborating with key stakeholders, including the university, the educational institution, the community, and individuals. (Design-Concepts Upon Which to Build Programs section)As you move toward the final weeks of our course, a high priority for all who lead learning is the application of systems thinking as you identify a problem of practice relevant to your organization.
As noted by Dirkx (2006):
The demand for evidence-based research (EBR) in education has evoked considerable debate regarding the nature of knowledge practitioners hold, how they come to know, and the sociopolitical contexts in which that knowledge is generated. Proponents of EBR such as Michael Feuer stress the need for research that validly identifies solutions to important problems of educational practice. Critics such as Elizabeth St. Pierre decry such approaches to research on practice as epistemologically inappropriate and oblivious to their political and moral implications. Both positions illuminate important dimensions of improving practice, but what works seems to get lost in the rhetoric. In this article, the author suggests that we in adult education take seriously the question of what works in practice by developing a knowledge base grounded in research methods and strategies that give voice to the particularities of practice contexts, what he refers to as the "insider perspective." (p. 273)
As you proceed through your EdD program, you will be required to identify a problem of practice, not simply an isolated problem in your organization, but instead a problem of practice that is clearly supported in the professional literature. Note that such problems were most likely identified as you developed the Literature Review assignment—all work of doctoral scholars must be firmly corroborated in the literature and research relevant to your organization’s problems of practice.
As you work to identify a problem of practice in your organization, please note the imperative to apply systems thinking. As noted by Senge, Cambron-McCabe, Lucas, Smith, Dutton, and Kleiner (2012):
Systems thinking is the ability to understand (and sometimes to predict) interactions and relationship in complex, dynamic systems—the kinds of systems we are surrounded by and embedded in. Some of the systems already under study in clas.
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is .
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is ...
Discussion 1 Use references and citations Research to find inforVinaOconner450
Discussion 1 Use references and citations
Research to find information regarding the pros and cons of using a VPN for your Internet and other communication uses. Share what you see as the four advantages and four disadvantages that result from its use. Then indicate whether or not you think using VPN is a good or bad choice to use.
Discussion 2 Use references and citations
What's ahead for RAS, VPN, and DirectAccess? These tools are being discussed more frequently in terms of their end of lives. A new technology is emerging that many believe will serve as the replacement for at least VPN and DirectAccess: Zero Trust. Research to learn more about Zero Trust and its capabilities and then share two of its best features and why they may be better than the current in-use technologies.
Assignment 1 VPN
For each of the questions below, provide a brief explanation or description as an answer. There is no minimum word count for each answer, but your answers should be complete and provide the key points, issues, or facts that are relevant to the topic.
1. What is a VPN?
2. How Does a VPN Work?
3. How Secure is a VPN?
4. Is it Legal to Use a VPN?
5. What are VPN Logging Policies?
6. Which is better, a free VPN or a subscription VPN?
7. When should a VPN be used?
8. When should a VPN not be used?
9. Are there any content types that VPN doesn't work with?
10. Are there any practical alternatives to VPN?
Assignment 2 DirectAccess
Research to learn and then share five major reasons why an organization would choose to implement DirectAccess on their network server. Among the organizations that provide this information, does one or two reasons tend to stand out more than others? There is also talk that DirectAccess may be at end-of-life with Windows Server 2019. What would be the logical replacement?
Discussion 1 Please read the article
Access and read the article "Lack of Awareness, Poor Security Practices Pose Cyber Risks (Links to an external site.)" by Kathy Gurchiek on the Strategic Human Resource Management (SHRM) web site.
From your own experiences and the information in Ms. Gurchiek's article, name three (3) causes for poor security practices in organizations and suggest how they could be resolved.
Assignment: Risk Identification
Please look at the attachment and fill out sheet.
Discussion 2 Vulnerabilities
When the subject of the vulnerabilities of information systems comes up, it's often common for the focus to be on either software or system-related weaknesses. However, in some cases, there are also a number of physical security vulnerabilities that may be just as threatening, if not more so. Here are the questions of the day:
1-In a computer network, what would you say are three (3) physical security vulnerabilities?
2-How can these vulnerabilities be mitigated?
Assignment: Vulnerability Assessment
Please look at the attachment and fill out sheet
Case Study Part 3 Look at the attachment for reading purpose
Using the case study titled S ...
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
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.
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.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
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
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
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
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
Managing strategic networks 2013
1. Managing Strategic Networks 2013
Professor Marissa King
Marissa.King@yale.edu
Course Scope and Mission:
Networks of relationships determine who is likely to get a job and get promoted, the innovativeness
and profitability of organizations, how effectively industries and communities can coordinate, and
the speed at which ideas and innovations spread. Although the importance of social capital is self-
evident, few managers and entrepreneurs know how to effectively structure and coordinate their
networks. In part, this is because many of the principles that structure a strategic network are not
intuitively obvious. The number and type of associates a manager or entrepreneur has is often not
as important as how those relations are structured. The goal of this course is to gain a better
understanding of how to create, use, and manage networks effectively.
Course structure:
Network analysis is both a theoretical perspective and a methodology. In each class, we will focus
on one set of network concepts applied in different organizational settings. We will begin with the
simplest network structures and move towards more complex arrangements of people and
organizations. The first third of the course examines the way in which patterns of social interaction
influence the ability of individuals and companies to achieve their goals (e.g., get a job or transmit
information). The middle of the course focuses on putting the art and science of networks into
action. Finally, we will examine how increasing connectedness in the broader social world is
transforming the way business is done, diseases spread, and ideas go viral.
Evaluation and Grades:
Attendance and Participation: 35%
Assignments: 35%
Field Study: 30%
Field Study:
The final team assignment will allow you to use the theoretical and methodological tools acquired in
the course to evaluate either (1) the network around a manager, (2) a team or unit within an
organization, (3) an interorganizational network, or (4) try to get an idea or product to spread
widely. While former employers and colleagues make fine objects of study, much insight can also be
gained by picking more unusual cases. The project should identify a clear question, problem, or
opportunity and then utilize a combination of observation, interview(s), and/or archival records to
understand the issue. In the final session of the course, each team should present an overview of
their case and the recommendations for moving forward. In addition to the slide deck from your
presentation, you should submit a 3 to 5 page report.
The project should be done in teams of 4 to 5 people that you are free to choose on your own. You
have considerable latitude in what you choose to study but please meet with me to discuss your
project idea by week 5 of the course. Past successful projects have examined network recruitment
from schools into Private Equity firms, the role of twitter in the Egyptian protests, and the Yale SOM
alumni network in Silicon Valley. In general, your project should apply the concepts and theories
discussed in the course to a manager, group, or set of organizations.
Assignments:
There are several individual and group assignments due throughout the course. Some of these will
only take a couple of minutes but others will require more time. It is essential that you complete all
of the assignments since they will be at the core of class discussion.
Attendance and participation:
Attendance and participation are critical to a successful class. If you are unable to attend class,
please let me know 24 hours prior to class. If you have more than two unexcused absences, the
best grade you will receive in the course is a pass.
Laptops:
Laptops are not permitted in class. Please take notes by hand. If you have a particular issue that I
need to address, please see me. If I don’t hear from you about this individually, I will ask you to
close your laptop if I see it open.
2. THE SCIENCE & ART OF NETWORKS
Class 1: Characteristics of Effective Networks, Part I (March 25th
/26th
)
Case: Keith Ferrazzi (OB44-PDF-ENG)
Keith Ferrazzi had certainly come a long way. The son of a steelworker and a cleaning lady, he
attended a top prep school in Pennsylvania, followed by Yale and then Harvard Business School. He
was wooed by top consulting firms and ended up on the partner track at Deloitte Consulting, where
he built the company's marketing function. He left consulting to become the chief marketing officer
of Starwood Hotels and Resorts, eventually leaving the company to become CEO of YaYa Media. In
the summer of 2003, he had sold YaYa Media to a company called American Vantage. Ferrazzi faced
two questions: First, what should he do? Second, what other bases of influence besides networking
and building social relationships should or could he develop?
Readings: Cross, R. and A. Parker (2004). The Hidden Power of Social Networks. Chapter 1. pp. 2-
14.
Small, Mario. 2009. Unanticipated Gains: Origins of Network Inequality in Everyday Life. Oxford:
Oxford University Press. (Chapter 1)
Uzzi and Dunlap, “How to Build Your Network,” Harvard Business Review R0512B-PDF-ENG. 10
pages
Class 2: Characteristics of Effective Networks, Part II (March 27th
/28th
)
Case: Heidi Roizen
Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur,
maintains an extensive personal and professional network. She leverages this network to benefit
both herself and others. The case considers the steps she's taken to build and cultivate a network
that is both broad and deep.
Readings: Knoke, David. Note on Centrality. 2 pages.
Burt, R. 2007. “The Social Structure of Structural Holes.” Pages 10-34 (in Brokerage and Closure)
Class 3: Your network, Lab Part 1 (April 1st
/2nd
)
Individual Assignment:Follow the instructions provided on V2 for completing the network analysis
assignment. I will be available during special office hours or by appointment to answers questions
and provide help. Due by 8am via email on the day of class.
Go to: http://inmaps.linkedinlabs.com/network and explore visulalizing your LinkedIn network. It
may prove helpful to print out a copy of your network and bring it to class in order to facilitate
comparisons with your Facebook network.
Readings: Easterly, D and J. Kleiberg. 2010. Networks, Crowds, and Markets. Pages 43-63.
Segal, Mady W. 1974. “Alphabet and Attraction: An Unobtrusive Measure of the Effect of Propinquity
in a Field Setting.” Journal of Personality and Social Psychology. 30: 654-657.
Stevenson, Seth. 04.24.12. “What Your Klout Score Really Means.” Wired.
http://www.wired.com/business/2012/04/ff_klout/all/
Class 4: Brokerage and Negotiation (April 3rd
/4th
)
3. In class: In this session, we will discuss how successful entrepreneurs leverage their brokerage
positions to create new opportunities through a simulation exercise.
Case: Jerry Sanders
The Jerry Sanders case recounts how an entrepreneur in the medical devices industry rapidly
transformed a technology concept into a virtual company, X-Cardia. The dilemma posed by the case
is whether Sanders’ success with X-Cardia was a one-off or can it Sanders can have the same
success with another company.
Readings: Coleman, James S. “Social capital in the creation of human capital.” American Journal of
Sociology, 94: S95-S120.
Burt, R. 2007. “The Social Structure of Structural Holes.” Pages 10-34 (in Brokerage and Closure)
Class 5: Status, Exchange, and Information Transfer (April 8th
/9th
)
Group Assignment: Two companies, a consulting firm and a manufacturing firm, have hired your
firm to help with a reorganization. You will need to conduct a network analysis to examine current
intraorganizational relations. After highlighting the strengths and weaknesses of the firm’s current
network, make recommendations for restructuring and cultural changes to improve performance.
Assignment on V2. Due by 8am via email on the day of class.
In class: Classroom simulation examining power and status in exchange networks.
Reading: Johnson-Cramer, Michael, Salvatore Parise, and Robert Cross. 2007. “Managing Change
through Networks and Values.” California Management Review 49:85-106.
After class reading: Easterly, D and J. Kleiberg. 2010. Networks, Crowds, and Markets. Chapter
12.
THE PRACTICE OF NETWORKING
Class 6: The Art of Networks, Part I with Guest Instructor Larry Sharpe (April 10th
/11th
)
While understanding the science of networks is critical to creating a successful network, networking
is also an art. Guest instructor Larry Sharpe, CEO of Neo-Sage, a network coaching company, will
provide some of the keys to networking as an art. In the first of two sessions, he will focus on the
approach—techniques for initial introductions to key contacts.
Readings: Kuwabara, Ko. “Networking Like an Investor.” Columbia Case Works. 11pages.
Ferrazzi, Keith. Never Eat Alone: And Other Secrets to Success, One Relationship at a Time. New
York: Doubleday. (Skim)
Class 7: Making Ideas Stick (April 15th
/16th)
Individual Assignment: Thinking back to the past week, what new ideas or facts did you introduce
into a (non-task oriented) discussion on more than one occasion? What posts or emails you have
forwarded in the past week? Post an example on V2. Please limit to a sentence or two but be
prepared to discuss in class in greater detail. Due by 8am on the day of class.
Readings: Heath, Chip and Dan Heath. 2007. Made to Stick. New York: Random House. Chapter 1
Berger, Jonah. 2013. Contagious. New York: Simon and Schuster. Chapter 2.
4. Class 8: The Art of Networks, Part II with guest instructor Larry Sharpe (April 17th
/18th
)
While understanding the science of networks is critical to creating a successful network, networking
is also an art. Guest instructor Larry Sharpe, CEO of Neo-Sage, a network coaching company, will
provide some of the keys to networking as an art. In this session, we will focus on techniques for
following up with and maintaining key contacts.
Individual Exercise: Complete exercise distributed in the first session on the art of networking. Due
at class time.
Group exercise: Solidify proposal for final project and meet with me to discuss it if you have not
already done so.
NETWORKS, DIFFUSION, AND CONTAGION: LOCAL VS. GLOBAL
Class 9: Local Networks, Market Entry, and Market Structure (April 22nd
/23rd)
Case: Mark Twain Bancshares
Marc Twain Bancshares has had a very charismatic chairman, has made MBAs bank presidents at
very early ages, and has a long record of innovation. Now deregulation and a coming change of
leadership may threaten the "system" that has made the bank so successful. What are the the
advantages and drawbacks of management based on a strong personality and strong values in the
face of major market changes?
Reading: Currid, Elizabeth. 2007. The Warhol Economy. Princeton: Princeton University Press.
Chapter 1: Art, Culture and New York City pp.1-16.
Class 10: Diffusion of Innovations (April 24th/25th)
Just as structural positions in networks can confer power and status, status also is often the results
of social influence processes. These social influence processes often underlie the diffusion of
innovations.
Assignment: Post on V2 24 hours before class an example of a product that you believe has
successfully diffused. Be prepared to provide an explanation for why you think it diffused so
effectively. Also, post an example of a product that you think would have diffused widely but did
not. (A word or two for each eaxmple is sufficient.)
Reading: Rossman, Gabriel. Climbing the Charts: What Radio Airplay Tells Us about the Diffusion of
Innovation.” Princeton: Princeton University. Chapter 1.
Begin preparing:STEPPSlog that we will discuss in class 12.
Class 11: Influentials, Timing, and Exposure (April 29th/30th)
Readings: Gladwell, Malcom. 2002. The Tipping Point. Back Bay Books. Chapter 2: The Law of the
Few: Connectors, Mavens, and Salesmen.
5. Christakis, NA and Fowler JH. Connected: The Surprising Power of Our Social Networks and How
They Shape Our Lives. New York: Little Brown, 2009.
Watts, D and J Peretti. “Viral Marketing for the Real World.” Harvard Business Review. 2 pages
Optional: Centola, Damon and Michael Macy. “Complex Contagions and the Weakness of Long Ties.”
American Journal of Sociology 113:702-734
Class 12: Contagion (May 1st
/2nd
)
Assignment: STEPPS log is due 24 hours before class.
Berger, Jonah. 2013. Contagious: Why Things Catch On. New York: Simon and Schuster.
Class 13: Fieldwork Presentations (May 6th
/7th)
6. Christakis, NA and Fowler JH. Connected: The Surprising Power of Our Social Networks and How
They Shape Our Lives. New York: Little Brown, 2009.
Watts, D and J Peretti. “Viral Marketing for the Real World.” Harvard Business Review. 2 pages
Optional: Centola, Damon and Michael Macy. “Complex Contagions and the Weakness of Long Ties.”
American Journal of Sociology 113:702-734
Class 12: Contagion (May 1st
/2nd
)
Assignment: STEPPS log is due 24 hours before class.
Berger, Jonah. 2013. Contagious: Why Things Catch On. New York: Simon and Schuster.
Class 13: Fieldwork Presentations (May 6th
/7th)