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Interview: We asked three developers their wishes for Apple’s WWDC.
Posts tagged "three"
NotPetya attack – three years on, what have we learned?
Avast reflects on third NotPetya cyber attack anniversary.
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Leadership in times of crisis: three ways to build resilience
There is no leadership manual for dealing with a once-in-a-century global health emergency—no script to guide what you should say to team members, customers, and stakeholders in your business.
Right now, everyone’s leadership skills are being tested in ways we could have barely imagined a month ago. It’s not just a question of how resilient our organisations are and how quickly they can adapt to lockdowns and restrictions on travel. It’s a challenge to our resilience as human beings.
When Stewart Butterfield, the founder of Slack, tweeted the story in recent days of how his business was responding to the Covid-19 emergency, he prefaced his comments with a simple introductory note: “I’m a human. I worry about my family and am deeply concerned about the millions whose jobs and health are at risk.” It was the right starting note.
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I’ve always believed that great leadership is forged in the crucible of adversity, but great leaders are those who respond with empathy and vulnerability even when making the toughest decisions. We all need reserves of determination and positivity at precisely the moments those qualities are stretched thin.
Where do those reserves come from? Here are four ways to build resilience:
Own your resilience
Meet one of the most remarkable people I know, Debra Searle. She is a successful entrepreneur, author, and television presenter—and she’s been twice-honoured by the Queen for her achievements in her native UK and beyond. She has a mental toolkit that served her well through one of the toughest tests imaginable: rowing across 3,000 miles of ocean by herself in a boat built for two.
Debra’s tips range from “running the movie”— visualise yourself confronting and overcoming the challenging times ahead—to choosing your attitude every day.
“This is the one thing I had a choice about,” Debra says. “Every day I made an attitude choice: I said it out loud. It had to be a positive attitude. Negative attitudes were banned on the boat.”
Keep communicating
Keep talking. Keep listening. Our team has been communicating openly on multiple channels as the coronavirus crisis has developed and after the decision to ask staff to work remotely. There are virtual meetings, recorded sessions, emails, and I’ve opened my schedule to anyone in the business to book time for a conversation. And those conversations have ranged from the current crisis, to our customer response, to just having a laugh about our home office hijinks.
The most important message is how to embrace the ‘“new normal’” for the entire team. We all need to prioritise and support our family during times like these. For some, the new normal might look like two working adults competing for internet bandwidth at home taking turns to respond to the cries of a toddler or two. For others, it might be taking care of at-risk parents or relatives. But whatever the new normal is for each colleague, there’s one thing they all needed to know from their leader: prioritise your family and your wellbeing. If anything has to give in life right now, let it be work.
When it's all done, reflect and learn
When this crisis abates—and it will in time—the temptation is for leaders to rush ahead without a backward glance. But part of resilience is learning lessons. Former US Navy SEAL Commander Mark McGinnis describes this as part of the “Corporate Battle Rhythm”—a full cycle of planning, briefing, execution and debriefing.
“After a mission, we come together immediately in a very hallowed environment where there’s no rank, no blame, no privilege, no seniority, and we sit down and talk unemotionally about the successes and failures of the mission. It’s important to capture both,” he says.
“The successes because we want to continue to do things that are working and the failures because we can’t afford to make the same mistake twice. If we repeat mistakes in my world it has catastrophic results.”
And the outcome of a SEAL team’s debrief isn’t just kept within the mission squad. The lessons are open to every SEAL, from the top to bottom rank. “I’m accelerating everyone’s experience, whether they’re going out and doing operations or not,” says Mark.
Take the time to reflect and hold a debrief; no two crises are the same, but there will be lessons to learn from your organisation’s response to Covid-19.
Lead as though your children are watching
In essence, times of crisis challenge leaders to be the best versions of themselves. I’m reminded of an idea that Sean Pederson of Trek Bicycles came up with a few years ago: “Lead as though your children are watching.” It’s great advice. And right now, if you’re reading this while you’re working at home, they probably are.
Alex Shootman is CEO at Workfront
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Rise in zero-day exploitations in 2019 in Middle East compared to three years ago
Cybersecurity firm FireEye has seen as an increase in zero-day exploitations in 2019 than the previous three years in the Middle East.
Speaking to TechRadar Middle East, Alister Shepherd, Director for Middle East and Africa at Mandiant, a unit of FireEye, said that there are more private security companies investing a large amount of money, apart from governments such as state-sponsored actors, to develop offensive cyber capabilities and services to make additional income.
As a wider range of actors appears to have gained access to these capabilities, he said that there is going to be a greater variety of actors using zero-days, especially as private vendors continue feeding the demand for offensive cyber weapons.
“Unsophisticated threat actors have been able to buy malicious tools from the dark web for some time – you can buy access to a network and then buy the ransomware, and you just take the risk to deploy it. We’re now seeing this being mirrored at a higher level, as Governments who have not developed their own capability, or who wish to extend their capability, can now buy off the shelf with sophisticated capabilities,” he said.
According to industry reports, espionage groups such as Stealth Falcon and FruityArmor have targeted journalists and activists in the Middle East, between 2016 and 2019, by buying malware sold by NSO, an Israeli software company, which leveraged three iOS zero-days.
Becoming increasingly commoditised
Shepherd said that SandCat, suspected to have links with Uzbekistan state intelligence, has been using zero-days in operations against targets in the Middle East.
BlackOasis, which could have acquired zero-day from private company Gamma Group, has demonstrated similarly frequent access to zero-day vulnerabilities in the Middle East.
“We believe that some of the most dangerous state-sponsored intrusion sets are increasingly demonstrating the ability to quickly exploit vulnerabilities that have been made public. In multiple cases, groups linked to these countries have been able to weaponise vulnerabilities and incorporate them into their operations, aiming to take advantage of the window between disclosures and patch application,” he said.
Even though financially-motivated groups continue to leverage zero-days in their operations, he said that they are less frequent than state-sponsored groups.
“Countries with the strongest capabilities are Russia, China, North Korea, the US, Iran and Israel, apart from other countries. We typically see Russia and China deploying these tools most broadly,” he said.
Moreover, he said that access to zero-day capabilities is becoming increasingly commodified and state groups will continue to support internal exploit discovery and development.
However, he said that buying zero-days from private companies may offer a more attractive option than relying on domestic solutions or underground markets.
Three to use CityFibre for 5G backhaul
Three has selected CityFibre to provide backhaul services for its 5G mobile sites outside London as it continues its next generation network rollout across the country.
Last week, Three became the fourth and final operator to launch mobile 5G services, with 65 locations set to go live before the end of February. This partnership with CityFibre will see hundreds more sites connected via full fibre, starting this summer.
This is the first time a major operator has partnered with CityFibre for backhaul adding legitimacy to the company’s claim to be the UK’s “third national digital infrastructure platform” behind Openreach and Virgin Media’s cable network.
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Three CityFibre
CityFibre has expanded significantly in recent years, building wholesale networks in major cities and acquiring KCOM’s nationwide infrastructure outside Hull and East Yorkshire. It was the subject of a takeover in 2018 and earlier this year, it bought TalkTalk’s FibreNation unit for £200 million.
“This is a huge vote of confidence in CityFibre from a national mobile operator with big plans for 5G,” said Greg Mesch, CityFibre CEO. “Three’s decision to leverage our rapidly expanding networks nationwide shows the critical role full fibre infrastructure has to underpin 5G rollouts and reinforces CityFibre’s position as the UK’s third national digital infrastructure platform.
“Our networks have been designed to support both the technology and insatiable demand for data throughput required to power 5G networks and services. This deal will not only help accelerate 5G coverage throughout the UK, but also further accelerate our rollout of full fibre coverage nationwide.”
“A competitive fibre backhaul market is critical for the fast and efficient rollout of 5G,” added Dave Dyson, Three CEO. “CityFibre are aggressively rolling out fibre across Britain and our strategic partnership with them will use the UK’s largest 5G spectrum portfolio to deliver the fastest 5G network nationwide.”
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Dubai Government has 24 use cases on blockchain platform in last three years
Dubai Government has 24 blockchain use cases in the last three years and is on target to achieve its objective of digitising the journeys of the residents by 2021.
Digital transformation is not a new concept to Dubai. The city’s smart transformation journey began in 1999 with the establishment of the e-Government.
The digital transformation strategies have been led by the government and public sectors unlike in other parts of the world where the private sector is ahead and, at the same time, the public sector sets the vision and drives innovation and this helps to rally the private sectors.
Wesam Lootah, Chief Executive Officer of the Smart Dubai Government Establishment, the technology arm of Smart Dubai office, the government entity entrusted with Dubai’s city-wide digital smart transformation, told TechRadar Middle East that the blockchain strategy was launched in October 2016.
“Right now, we have use cases in finance, education, real estate, tourism, commerce, health, transport and security. Blockchain plays a significant role in eliminating the use of paper and move from manual to a fully-digitised transaction,” he said.
“Government, private and public sectors are leveraging this technology to create seamless transactions. By 2021, the Dubai Government will achieve its paperless strategy. We are in the early days and we will continue to leverage the emerging technologies. Our focus is not on the technologies, but on the impact these technologies can create,” he said.
Dr. Aisha Bint Butti Bin Bishr, Director General of Smart Dubai, said that Dubai’s ambition goes beyond simply bringing advanced technologies and automating tasks.
“The emirate is looking to establish itself as a full-fledged smart city of the future, build a robust, integrated and interconnected ecosystem where advanced technologies are utilised to serve the people and ensure their well-being,” she said.
A key goal for Dubai’s smart transformation is the execution of the Dubai Paperless Strategy by 2021. The strategy aims to 100% digitise all government services, and offer these services to the residents and visitors of Dubai via one mobile platform.
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Setting a benchmark
In the next three to four years, Jyoti Lalchandani, Vice-President and Regional Managing Director of research firm International Data Corporation Middle East, Turkey and Africa, said that blockchain will be embedded into the compute and that will open a significant amount of opportunities.
“The blockchain technology will be matured when you have high volume and low-value transactions. Currently, a lot of the blockchain investments happen in low volume and high-value transactions,” he said.
Bin Bishr said that Smart Dubai has launched blockchain-as-a-service that allows government entities to implement use cases without investing in individual platforms.
Moreover, Lootah said that a global blockchain exhibition will be launched during Expo 2020 and a permanent blockchain campus.
Currently, blockchain technology has no standard or protocol globally but he said that Dubai has announced its blockchain policy in November last year that includes the governance and framework that helps to achieve the standard and it was developed in collaboration with all the private and public entities working on blockchain applications using the best benchmarks.
He added that Smart Dubai has implemented the Hyper-Ledger and Ethereum technologies on its platform.
“We focused on the challenges of the implementations. Right now, there is no standard for blockchain technology and no operating procedures globally and unfortunately, the pitfalls are many. If we don’t coordinate properly, there would be duplications of work and in cases, the network may not be able to talk to each other,” he said.