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Exam Code: E20-365 Practice exam 2022 by team
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Killexams : EMC Implementation approach - BingNews Search results Killexams : EMC Implementation approach - BingNews Killexams : Overcoming Cybersecurity Implementation Challenges

Cybersecurity has long been one of the most complex landscapes an organization must navigate; with each new threat or vulnerability, complexity continues to grow. This is especially true for organizations that have traditionally taken a point product approach to their security because implementing new security measures properly and reliably takes time and expertise. Today, as more businesses look to digitize their services, dealing with these cybersecurity challenges is no longer optional.

Every new tool must be installed, tested, and validated, and then people must be trained to leverage them well. On average, organizations are adopting dozens of different products, services, and tools for their cybersecurity. So, finding ways to make implementing cybersecurity smoother, faster, and more efficient has become a key goal for cybersecurity professionals. As businesses plan for a post-pandemic and digitally accelerated era, many CISOs across multiple industries strive for simplicity and focus on reducing their security vendor blueprint as part of their annual KPIs. Implementation, in particular, has always been an important consideration for successful cybersecurity programs because of the time, expense, personnel, and expertise often required not only to implement individual point products but to stitch them together in order to avoid security gaps while also eliminating redundancies. In the event of a serious incident, security operations center (SOC) analysts typically confess to switching between multiple vendor consoles and event types in order to decipher alerts. Organizations and teams need a better approach, so they’re not either continually exposed or overworked from the alerts created by overlap.

Implementation Benefits of Cybersecurity Platforms

Research conducted by Palo Alto Networks with a wide range of its customers, supplemented by additional first-person, one-on-one interviews, highlighted a range of implementation benefits that result from taking a platform approach to cybersecurity architecture. By definition, a platform is the culmination of integrated points, such as integrated threat intelligence using automation and orchestration across a variety of security tools to take action against incidents in real time and as one system. This approach helps ease the procurement, management, and operations of the cybersecurity stack while reducing cyber risk. Deploying multiple products from different vendors typically requires a level of expertise beyond the capabilities of many in-house teams. Rather than “buying” implementation resources from consultants or cybersecurity services companies, organizations are looking for a more integrated approach to solutions implementation. Platforms, such as those provided by Palo Alto Networks, smooth and facilitate implementation while reducing the risk often associated with integrating different products in a seamless manner

Identifying the Top Areas of Value

Respondents surveyed on the implementation benefits pinpointed five specific areas where a platform approach delivers tangible value:

  • Reducing solutions complexity and the number of integration points
  • Decreasing deployment time
  • Cutting the risk of time and budget overruns
  • Trimming deployment effort and personnel “touches”
  • Reducing the amount of practitioner and user training

On average, respondents said that our platforms helped them reduce solution complexity and the number of integration points by 29%, while each of the other four benefits resulted in savings of approximately 23.3%. As organizations evolve their cloud infrastructure, for example, taking a platform approach helps reduce the number of vendors required to secure multiple instances on the cloud, such as containers, serverless systems, and traditional virtual machines. By binding the cloud security tools under one management system, the complexity of deployment as well as the procurement process means that customers are able to scale their cloud infrastructure much faster than before.

This generally translates to cost savings in the form of faster security policy updates, incident management lifecycles, and reduction of alerts. In fact, according to calculations made by Palo Alto Networks related to customers’ real implementation costs, a typical organization can achieve an annual economic benefit of more than $500,000 by utilizing a cybersecurity platform model for solutions implementation. In customer interviews, those operational and financial benefits of implementation were brought into greater focus.

“Earlier on, we had at least four to six different integration points just for firewalls and endpoint security before we went with Palo Alto,” said one customer. Using Palo Alto Networks platforms, customers are able to standardize and unify security policies and reduce their risk exposure due to the likelihood of reduced human errors.

As a platform-based approach encourages an open consortium of cybersecurity vendors, customers see the value of this ecosystem: “Having one ecosystem really does get a lot of efficiencies with integrations being so seamless.” Yet another client put it succinctly: “People already know how to do troubleshooting.”

Another tangential yet very important implementation benefit to platforms is the ability to overcome the much-discussed cybersecurity skills gap. By consolidating all cybersecurity tools under the same architecture with easy integration and common connectors, organizations alleviate the need for armies of technical staff—each with different certifications and experiences—to integrate new tools as the need occurs.

As organizations look for comprehensive solutions and services to secure the network, cloud, and endpoint and optimize their SOC, our Palo Alto Networks portfolio of platforms allows them best-in-class capabilities along with leading third-party evaluations and efficacy tests, and together, deliver coordinated security enforcement across our customers.

Read the full research study here.

Copyright © 2022 IDG Communications, Inc.

Thu, 06 Oct 2022 05:23:00 -0500 Haider Pasha en text/html
Killexams : 7 ways to avoid getting burned by your implementation partner

Not every IT project can be completed end-to-end with in-house talent. For CIOs who lack the full-time technical resources needed for deploying a solution, such as an ERP or a CRM system, often for the first time in their organizations, an implementation partner can play a key role in the project’s success.

Implementation partners offer CIOs broad experience and expertise in deploying solutions at a range of companies. The learnings thus accrued for partners can be leveraged by CIOs for their own implementations to avoid common mistakes and save a lot of time and effort.

Moreover, implementation partners provide the all-important bandwidth needed for a successful deployment of standard applications, allowing IT leaders to focus on more critical areas of the business.

As Naresh Pathak, CIO at Gurgaon, India-based civil construction company GR Infraprojects Limited, says, “I have 15 members in my SAP team but majority of them have functional rather than technical roles. Therefore, the in-house team can make only small tweaks in the workflow. For any major change, we must seek external help from a partner. Also, it is increasingly becoming tough to retain technical talent, more so after the pandemic. If crucial resources leave in the middle of a project, filling up the position takes time as the recruitment process is long. An implementation partner provides us dedicated resources to ensure our projects continue seamlessly.”

Implementation partners strive to deliver on time as their payments are linked to the delivery of the project. Also, the partners help in documentation of the project and in retaining and transferring the knowledge within the organization — attributes that are crucial for the overall long-term success of any technology project.

But not all implementation partnerships go smoothly or end up being successful. Several issues can crop up while engaging with a partner, and it is important to identify these pitfalls lest the projects fall short on expectations or even fail miserably. Here are some strategies recommended by senior IT leaders that could help prevent you from getting burned by your implementation partners.

Complement your partner with a purpose-built team

San Francisco-based Ashish Agarwal, senior director of product management, CX, and strategic programs at ATM manufacturer Diebold Nixdorf, is well-versed in the shortcomings of implementation partnerships.

“One of the most significant challenges that companies face with implementation partners is their lack of understanding of client’s business and strategic objectives,” he says.

“I have experienced similar situations across industries that I have worked with, whether it was implementing enterprise-wide analytics at a health insurance company or automation of end-to-end onboard catering process at an airline. The technology implementation partners usually talk about technologies and toolsets but depend deeply on the customer for knowledge around their business operations,” says Agarwal, who previously worked as head of technology at IndiGo Airlines and Apollo Munich Health Insurance.

Sudip Mazumder, head-digital at Larsen & Toubro, an Indian multinational engaged in manufacturing and engineering procurement construction (EPC) projects, says due to the partners’ lack of understanding “the business processes, nuances, exceptions, mandatory items, workflow, and state models, they are unable to provide a robust business function blueprint. Instead of customizing a solution based on an organization’s specific business and technology environment, the partner implements it in a straightjacketed manner. The approach is bolt-on when it should be built-in.”

In such cases, implementation partners can be prone to poor design practices, he says, especially when it comes to modular, scalable, and extensible systems.

“In many cases I see that designers are not even starting with an ERD [entity relationship diagram], which clearly demonstrate what kinds of relationship or data structure, or usage of global variables are required. As a result, design becomes inflexible, resulting in cost and time overrun,” he says.

Agarwal says the key then is to complement your implementation partner.

“We realized this nuance ahead of our implementation and designed an internal team to complement the partner with business knowledge, solution design, and change management,” he says. “It’s important to design a team that leverages the strengths of the implementation partner and complements it with other internal or external team members to set up transformational programs for success.”

This process, Agarwal says, begins as early as the partner evaluation phase. “We must realize that to maximize the outcome, heavy lifting is on the client side as well as the implementation partner,” he says.

In assembling their team, CIOs should “employ key business analysts of adequate functional knowledge and communication skills,” Mazumder says. “IT leaders should also use good solution architects with experience of enterprise applications skills with adequate overseeing by senior designers.”

Build a foolproof contract

CIOs should also be aware that implementation partners can sometimes find loopholes in contracts and use them to their advantage.

Ashok Jade, group CIO of auto component manufacturer Spark Minda, points out that bigger partners often outsource the work to smaller players, “which leads to a CIO eventually

working with unskilled vendors. This happens when the agreement between the partner and the enterprise is not well thought through,” he says.

Pathak encountered this problem when he joined GR Infraprojects. “Before I joined, the company had decided to move from Google Cloud Platform to Azure and had engaged with an implementation partner about a year back. The project scope involved migration, capacity planning, and support,” he says.

“Migrating O365’s email and collaboration was easy but migrating the complete instance of SAP to Azure was complex. Therefore, when the project went live in April, our SAP deployment in Azure encountered a lot of performance problems. We also noticed that the support ticket was going to a third party, which is when we realized it was outsourced to it by our implementation partner,” Pathak says.

GR Infraprojects’ contract with its implementation partner didn’t prohibit the use of third parties. “The partner didn’t have the requisite technical capability to handle the project. It was good with selling licenses but not adept at handling projects of this level,” he says. To this day, the company’s Azure environment still isn’t stable, and the company is considering repatriating the workloads.

“From this experience, we learnt that it’s extremely important to draft the agreement carefully to make it foolproof,” Pathak says. “Also, a CIO should do background research in the market about the partner’s capabilities before signing up.”

When there is ambiguity in contracts, especially around goals and metrics, both parties will often have their own interpretation of the expectations, Agarwal says. “Avoid ambiguity on expectations and potential measures of success as much as possible. Also, be clear about how the two teams will handle situations that fall outside expectations.”

Avoid big bang approach

The rise of next-generation technologies such as IoT and low-code no-code has given rise to a new breed of implementation partners that focus on projects involving such technologies.

“There’s always a tradeoff between working with an established implementation partner versus a startup,” Spark Minda’s Jade says. “As compared to the credible and entrenched Tier I partners, startup partners are agile, but their processes aren’t well established. Therefore, a lot of time is spent in signing agreements and doing the paperwork.”

CIOs should be prepared to spend a lot of time hand-holding less experienced partners, he says, adding that startup partners can also end up shuttering due to management issues or financial problems, leaving CIOs in the lurch. “To take advantage of a startup implementation partner, one should ideally go ahead in a phased manner,” he says.

For example, when partnering with a stratup to integrate 100 CNC machines with IoT, Spark Minda chose to first integrate just 10 machines. “In the second phase, we covered 20 machines. The subsequent phases saw 30 and 40 machines being taken up respectively,” says Jade.

Design for change

It’s also important to plan for change. For large transformational projects, not every detail is known at the onset of the project. Plus, when deploying an agile implementation approach, programs are progressively elaborated.

“It’s important to plan for absorbing these changes from a financial, implementation, and business process perspective,” Agarwal says. “Do not lock yourself into relationships that tend to forecast outcomes over long periods of time. Change is the only constant and it’s important to ensure that you’ve set up your relationship with your implementation partner to be able to support changes that come along the way.”

Leverage standardized templates

Working with top implementation partners who have well-established processes comes with its own set of challenges.

“Established processes have their dark side,” says Jade. “It could take days and even weeks to sign an NDA as the partner’s team spends too much time on the legal language and clauses. Even a small change in the project could take two to three days as partner would follow the laid-out rules that would include referring to the card rate and having discussions at various levels, including with the project manager and the top management.”

To expedite the process, Jade says, “NDAs are fairly standardized these days. Rather than drafting one from scratch, a CIO should pick a standard template. After all, it’s the intention that matters and not the language.”

For removing the bottlenecks in the approval process from his end, Jade has delegated signing authority to the project manager. “All approvals need not come to my desk. Delegating authority helps speed up things,” he says.

Forge direct relationships with your partner’s management team

Having a strong rapport with the implementation partner’s C-suite can help a CIO wriggle out of a sticky situation.

Pathak describes one such commitment failure on the part of one of GR Infraprojects’ partners. “The company has 20,000 to 25,000 trucks, dumpers, and JCB machines. To meet the fueling needs of these vehicles, we have a tie up with Indian Oil Corp. Ltd. As we wanted to update the refueling date, quantity supplied and payment details directly into our systems, an implementation partner was roped in to bring about integration of SAP and IoT,” he says. “However, even after more than a year and a half, the project still hasn’t gone

live. This was because the implementation partner shifted its focus from the corporate sector to government, leaving the former’s projects in limbo.”

The project, which was started before Pathak joined the company, could have benefitted by a stronger relationship with the partner, he says.

“A good rapport also helps in resolving conflicts that are too common in promoter-led companies where the project scope changes often, leading to disputes,” Pathak says. “Leveraging his bonds with the partner company’s leadership, a CIO can get both sides to engage and resolve the dispute. There should not be any ego in the partner ecosystem and a CIO should have a great personal and professional relationship.”

Establish a shared vision

It’s important to share your strategic vision and business goals with your implementation partners so there can be shared clarity around the project and its measures of success.

“The implementation partner is a key contributor to business objectives and should have absolute transparency on the progress towards the program goals,” Agarwal says. “Many a times, companies do not establish a trust relationship with implementation partners and think of it as a zero-sum game. This approach leads to a relationship that is transactional and does not deliver full potential of a partnership.”

To be strategic, CIOs must ensure true partnerships with their implementation providers. Anything less can jeopardize the likelihood of delivering successful results.

Sun, 25 Sep 2022 04:18:00 -0500 Author: Yashvendra Singh en-US text/html
Killexams : EMI Shielding Market Worth $8.6 Billion USD by 2027 - Exclusive Report by MarketsandMarkets™ No result found, try new keyword!EMI Shielding Market size is expected to grow from USD 6.6 billion in 2022 to USD 8.6 billion by 2027, at a CAGR of 5.4% according to a new report by MarketsandMarkets™. The increasing usage of EMI ... Mon, 10 Oct 2022 01:35:00 -0500 en-US text/html Killexams : Alphabet Approaches Two Major Support Levels No result found, try new keyword!Alphabet stock has fallen more than 30% only three times in the past 12 years. Now is one of those times. Let's look at support. Alphabet, Google's parent, has strong cash flow, a robust balance ... Tue, 20 Sep 2022 06:46:00 -0500 en-us text/html Killexams : Google On How To Simplify Hreflang Implementation

Google’s Search Advocate John Mueller says hreflang implementation doesn’t have to be as complicated as people think.

Hreflang is one of the more confusing aspects of technical SEO and among the most important for international businesses and publishers.

In reply to a thread on Reddit, Mueller outlines a simplified approach for publishers to follow.

Hreflang: The Problem

Hreflang is a link attribute that informs Google of the language used on a page. With that information, Google can show the page version corresponding to the language a person is searching in.

Without the hreflang attribute, Google may serve pages in a language the searcher doesn’t speak or pages specific to a country the searcher doesn’t reside.

In the r/TechSEO forum on Reddit, a user is seeking advice regarding the use of hreflang for websites in multiple countries.

They ask if they can get by with a partial implementation of hreflang. For example, they are setting up hreflang for versions of the website in the same language, such as Germany and Switzerland.

The alternative is linking all versions of all pages with hreflang, which is a considerable amount of work.

Mueller says that’s the best solution, but not exactly practical:

“In an idea [sic] world, you’d link all versions of all pages with hreflang. It would be the clean approach, however, sometimes it’s just a ton of work, and maintaining it if the sites are run individually is … good luck with that.”

Although linking every page with hreflang is the ideal solution, Mueller says it doesn’t have to be so complicated.

Hreflang: The Solution

First, Mueller suggests figuring out what needs fixing.

Identify whether a problem exists with searchers landing on the wrong site version.

If that isn’t happening, you may not need to implement hreflang.

Mueller states:

“In practice, you can simplify the problem. Where do you actually see issues with regards to people coming to the wrong country / language site? That’s where you should minimally implement hreflang (and, of course, a JS country/language recognizer / popupper to catch any direct visits). Probably a lot of that will be limited to same-language / different-country situations, so Switzerland / Germany in German may be the right place to start. Nothing breaks if you set up hreflang for 2 versions and have 4 unrelated versions.

If you already have these sites running, I’d check your analytics setup for traffic from Search, and compare the country where they come from vs the country that they end up on (pick one country, filter for the traffic from search, and compare the domains they end up on). If you don’t find a big mismatch there, most likely you don’t need to do a lot (or anything) for hreflang. There is no bonus for hreflang, it’s only about showing the most-fitting page in search for users in a specific country / language.”

Next, look at which pages searchers are landing on. One of the most likely mistakes Google can make is serving the wrong version of a website’s homepage.

Since brand names aren’t localized, Google doesn’t always know which version of a homepage to serve if that’s all a user types into the search box.

If you find searchers are landing on the wrong homepage, but there are no issues with other pages, you can get by with a partial implementation of hreflang.

Mueller states:

“When checking, focus on the most likely mistakes first: same-language / different-country sites is one, but there’s also homepage traffic. Often times a brand name is not localized, so when people search for it, it’s unclear to search engines what the expectation is. If you find a lot of mismatches on the homepage but not elsewhere in the site, you can also just do hreflang across the homepages (that’s often easier than all pages in a site). Or you could do a combination, of course, all homepages + all German-language pages. Hreflang is on a per-page basis, so the beauty (and curse) is that you can pick & choose.”

Lastly, Mueller reiterates that it’s possible to save a lot of time with hreflang by checking to see if there’s a genuine problem.

Google may serve the correct versions of pages all on its own, in which case you don’t gain anything by adding hreflang.

“In any case, before you rush off and work on this for a year, double-check that it’s an real problem first, and if so, check where the problem is. Maybe there are super-simple solutions (maybe you just need a country/language popup and don’t even need the rest?), and you can spend your time more wisely elsewhere.”

Think of hreflang as a tool to utilize when needed. You can prioritize other tasks if there’s no need for it.

Source: Reddit

Featured Image: patpitchaya/Shutterstock

Mon, 26 Sep 2022 09:55:00 -0500 en text/html
Killexams : How not to tell customers their data is at risk: the perils of the Optus approach

Optus fears data on up to 9.8 million of its customers has been accessed in a sophisticated cyberattack – including, for some customers, passport and drivers licence details, as well as phone numbers, dates of birth and email addresses.

It made the announcement through the media, in the middle of Thursday’s national day of mourning public holiday, and during the four-day long weekend in Melbourne in the lead-up to the AFL grand final.

At first, it didn’t text or email its customers. Instead, it issued a press release in the belief this was

the quickest and most effective way to alert as many current and former customers as possible, so they could be vigilant and monitor for any suspicious activity.

Trust in the media is at an all-time low. Communications authority Edelman reports that globally, only 50% of people trust the media, down from 62% a decade ago. Far more people (61%) trust businesses.

Tweets rather than texts

It has been conventional wisdom that brands should take an integrated approach to marketing communications. Many channels are better than one, increasingly so as audiences for traditional channels continue to fragment.

An integrated marketing approach need not mean communicating through every available channel, but it should mean strategically selecting channels that are trusted and consumed by the brand’s customers.

Read more: This law makes it illegal for companies to collect third-party data to profile you. But they do anyway

One of the best channels Optus has is its own phone network, and it is experienced in using it to contact its customers.

Customers are likely to expect this where Optus has something important to say, and they are likely to trust a direct message from Optus more than one filtered through the media.

They are even likely to spread it via word of mouth through friends who also use Optus, giving the company a continuing role in shaping the message.

Instead, Optus backed up its press release with tweets.

Optus has around 5.8 million active users, around 21% of the Australian population. They are a cross-section of the population, having little in common other than the fact they use Optus for communications.

Some of Optus’ customers, especially those in Gen Z, might not use traditional news media. They wouldn’t have received the message through that channel.

Former customers dating back to 2017 are also likely to be affected by the breach, taking the total affected to around 9.8 million, about one third of the population.

Twitter is used by about only about 18% of the population, and the overlap with Optus customers might not be large.

What can brands learn from Optus?

As marketing and branding experts, we’ve distilled three lessons, each well known before the data breach.

  1. When you have news affecting your customers, tell them before anyone else, in a personalised, one-to-one approach.

  2. Use channels that are trusted and consumed by your customers.

  3. Encourage word of mouth through your relationships with your brand community and loyal customers.

Thu, 22 Sep 2022 19:27:00 -0500 en text/html
Killexams : Des Moines-based EMC Insurance Co. announces planned job cuts as it exits reinsurance business cannot provide a good user experience to your browser. To use this site and continue to benefit from our journalism and site features, please upgrade to the latest version of Chrome, Edge, Firefox or Safari.

Tue, 27 Sep 2022 13:24:00 -0500 en-US text/html
Killexams : Baldwin EMC latest to send relief to south Florida

SUMMERDALE, Ala. (WALA) - Baldwin EMC is the latest electric cooperative from our area to send crews to south Florida to help with disaster recovery. A crew of 20 pulled out shortly after 2:00 p.m. Monday, October 3, 2022.

The decision was made Monday morning to hit the road after a call came in from Lee County Electric Cooperative. Lee County was hit the hardest by Hurricane Ian and Baldwin EMC has a mutual aid agreement with them. Sixty-eight percent of the cooperative’s customers are still without power there.

Baldwin EMC sent 20 crew members to assist Lee County Electric Cooperative in south Florida(Hal Scheurich)

“They were impacted greatly. They have a lot of fallen power lines, fallen power poles, broken transformers, so they have the work cut out for them over the next several days,” said Mark Ingram with Baldwin EMC.

Baldwin EMC sent people with various skill sets and equipment to help restore power to parts of Lee County and the surrounding area. They pulled out of the Summerdale office with a sendoff from many of their fellow employees and will be gone for at least a week.

“Of the twenty employees that we have going, it consists of linemen. It consists of right-of-way personnel and it also consists of a mechanic and one superintendent as far as the lead,” Ingram said.

Fairhope Utilities sent out a crew to Florida before Hurricane Ian even made landfall. Those workers staged in Gainesville and have since been working in the Wauchula area.

Riviera Utilities also sent out crews last week as well. Sixteen people left Friday morning and have been focusing on the Lakeland area. Chief Engineer, Scott Sligh said they first focused on rebuilding main lines and have now moved to residential service.

“They are going block by block, working and the lines are actually all behind the houses which really slows things down because it’s a lot of climbing that they have to do…a lot of manual work so it’s much slower but that’s what they’re doing now,” Sligh explained.

Riviera’s workers could be back within the week. Sligh said a typical day for his guys begins at 5 a.m., with lunch and snacks in the field and the day’s work often doesn’t end until 9 o’clock at night.


Download the FOX10 Weather App. Get life-saving severe weather warnings and alerts for your location no matter where you are. Available free in the Apple App Store and the Google Play Store.

Mon, 03 Oct 2022 06:34:00 -0500 en text/html
Killexams : CoRise’s approach to up-skilling involves fewer courses and more access

Despite the boom of education technology investment and innovation over the past few years, founder Julia Stiglitz, who broke into the edtech world as an early Coursera employee, thinks there’s a lot of room to grow. Her new startup, CoRise, sells expert-led programming to people who want to up-skill their careers. It’s a fresh play in a crowded sector, with heavyweights including Udemy, Udacity, Guild Education and, well, her former employer.

“We haven’t solved the problems yet, and in fact, they’re growing,” Stiglitz said in an interview with TechCrunch. The edtech veteran is right: The next-generation of edtech is still looking for ways to balance motivation and behavior change, offered at an accessible price point in a scalable format. There’s an inherent trade-off between engagement and scale — an elephant that even the unicorns have not entirely been able to avoid.

Enter CoRise, which wants to do it all. The startup, built by Stiglitz, Sourabh Bajaj and Jacob Samuelson, pairs students who want to learn and Improve on highly technical skills, such as DevOps or data science, with experts. CoRise defines experts as leaders at tech companies; advertised instructors include a data engineering manager at Drizly, former CTO at Wikimedia and director of machine learning at ShareChat, for example. Some classes, like this SQL crash course, are even taught by CoRise employees.

As far as early users go, it’s not going for the solopreneur who wants to break into tech. Instead, CoRise is selling to enterprises in need of more tailored solutions for their talent. In talking to learning and development leaders, the founder learned that organizations are either rolling out asynchronous education platforms to the entire staff, or bringing in consultants to do customer training; “there sort of wasn’t anything in between,” she said, so she built it.

Stiglitz doesn’t want CoRise to scale to a place where it hosts 20,000 courses taught by thousands of instructors. Instead, the startup wants to offer one applied machine learning course that teaches 1,000 or 5,000 students at a time.

By focusing on bigger cohorts, CoRise is taking a different approach than some of its competitors. Udemy founder Gagan Biyani, for example, is working on Maven, which offers expert-led programming that divides people into small groups to nurture collaboration and the exchange of ideas. Stiglitz, meanwhile, thinks that smaller cohorts drive up the expense of the program. Standardized courses with bigger classes is the only way to get programming to “be really accessible”, in her view.

Single course access costs an average of $400, and students can buy an all-access pass to every cohort for around $1,000, she adds. For comparison, a single course on Maven — perhaps this one on founder finance — can cost $2,000.

“We’re trying to figure out how you get outcomes or results for learners at this scale, and still make it really accessible, still have instructors make solid revenue on it,” she said. “We need to figure out how to have lots of people in a cohort and still have a great experience.”

The challenge of big classes and standardized courses, of course, is the lack of personalization. CoRise created a “nudging infrastructure” that looks at how an individual student is interacting with a course, associated lectures and due assignments. It also looks at things like if the student has gone to office hours, or if they have submitted their work in time.

The back-end information helps CoRise then send out an automated “nudge” or push notification to someone who needs a reminder to seek additional support. The course manager also follows up with a human response so students don’t feel like it’s all robots and automatic messages, the founder explained.

Over time, CoRise can get smarter on how to support students who are struggling before they even show up to office hours, a big vision shared among the personalized learning movement.

“A lot of what we’re trying to figure out is like what needs to be human to retain that motivational element? And then what can we scale up on the backend in order to drive scale and keep costs down to make a reasonable price,” she said. Stiglitz says that the average completion rate of the course is 78%. The startup’s nudge framework is certainly compelling, but is only one step toward a more customized and engaging experience for learners. And while low costs certainly matter — a lot — there can be a race to the bottom if other competitors also seek to drive price down to win over customers.

While the startup didn’t disclose the number of learners who have gone through its platform, it did say that they come from more than 500 companies, including Spotify, Walmart and Lyft. It has a 68 NPS score.

The startup has raised millions to better figure out the above. To date, CoRise tells TechCrunch that it has raised $8.5 million from Greylock, GSV and Cowboy Ventures since launch, with $5.5 million in its first check and the following $3 million given in latest traction. Other investors include Greg Brockman, co-founder of OpenAI, and Mustafa Suleyman, co-founder DeepMind.

My last question for Stiglitz was an annoying one: How does her focus on fewer classes and instructors sit with her investors? Wouldn’t they want her to always be launching new classes?

“The pressure is going to be scale, scale, scale, but it’s going to be scale, scale, scale, within the class,” she said. “We’re targeting large companies who want to roll out SQL training to 1,000 people, but they’re not going to want to roll out eight different versions of that class. That’s how we get scale.”

Image Credits: CoRise

Wed, 28 Sep 2022 04:23:00 -0500 en-US text/html
Killexams : New approach provides better understanding of atherosclerosis in the leg arteries

Cardiovascular experts at UVA Health have found a new way to track peripheral artery disease (PAD), a serious medical condition involving atherosclerosis in the leg arteries that affects more than 200 million people worldwide. The researchers say the approach will greatly benefit efforts to better understand the condition, which diminishes blood flow to the limbs, and to Improve treatment options for patients.

The UVA researchers were able to use a new magnetic-resonance imaging (MRI) technique at the end of exercise to understand the effects of PAD in the calves of patients with the disease and distinguish them from normal volunteers. The approach they used, called chemical exchange saturation transfer, or CEST, produced results comparable to the current gold standard, which does not produce an image. CEST, they found, offered added benefits without requiring highly specialized equipment unavailable to many hospitals and researchers.

The beauty of CEST is that it creates an image of energy stores in the muscle which we can match to images of blood flow. This gives us a new understanding of how atherosclerosis in the leg arteries causes problems in the muscles downstream."

Christopher M. Kramer, MD, Researcher and Imaging Expert, chief of UVA Health's Division of Cardiovascular Medicine and Professor of Cardiology and Radiology, University of Virginia School of Medicine

Understanding peripheral artery disease

PAD affects more than 7% of Americans over age 40 and more than 29% of those over 70. The disease can cause pain when walking, coldness or numbness in the lower leg, painful leg or arm cramps, difficulty sleeping and erectile dysfunction, among other symptoms, though it also may cause no symptoms at all.

The lack of adequate blood flow to the limbs may make it difficult for wounds to heal and can, in severe cases, lead to amputation. Existing treatments include medicine to Improve blood flow and manage pain; for appropriate cases, doctors may also consider options such as surgery or the placement of a stent to open clogged arteries.

The new diagnostic approach identified at UVA will advance efforts to better understand and treat PAD. To see if CEST would work for this purpose, the research team conducted a clinical trial comparing CEST with the current gold-standard approach, phosphorus magnetic resonance spectroscopy. The researchers used CEST to image 35 volunteers with PAD and compared the results with imaging obtained from 29 control subjects after they performed calf exercise in the MRI scanner. They found that CEST was effective at identifying PAD in the lower legs, differentiating patients from normal subjects, and the results compared favorably to phosphorus magnetic resonance spectroscopy.

CEST, they concluded, could offer many advantages for researchers. CEST has better special resolution, creates an image and does not require costly equipment needed for phosphorus magnetic resonance spectroscopy. That means more centers could take advantage of the approach.

CEST also can be combined with other magnetic resonance imaging methods that measure blood flow in the calf to better understand the effects of PAD, the researchers note.

"Combining CEST with the techniques for measuring muscle blood flow with MRI enables an exciting new approach to studying potential benefits of established and novel therapies in this disease," Kramer said.

Findings published

Kramer and his collaborators have published their findings in the medical journal Circulation: Cardiovascular Imaging. The team consisted of Helen L. Sporkin, Toral R. Patel, Yaqub Betz, Roshin Mathew, Christopher L. Schumann, Craig H. Meyer and Kramer.

The work was supported by the National Institutes of Health, grants R01 HL075792, T32 HL007284 and T32 EB003841.


Journal reference:

Sporkin, H.L., et al. (2022) Chemical Exchange Saturation Transfer Magnetic Resonance Imaging Identifies Abnormal Calf Muscle–Specific Energetics in Peripheral Artery Disease. Circulation Cardiovascular Imaging.

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