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Killexams : IBM Technical learner - BingNews https://killexams.com/pass4sure/exam-detail/P2040-060 Search results Killexams : IBM Technical learner - BingNews https://killexams.com/pass4sure/exam-detail/P2040-060 https://killexams.com/exam_list/IBM Killexams : IBM 'continuing to hire' ahead of recession

Read more: Safeguard Global CTO: Tech talent remains highly sought after

But IBM has always carved its own path. For example, the Armonk, NY-based company doesn’t use the term “Great Resignation,” at least internally. Of course, that doesn’t mean the tech giant isn’t aware of the nationwide talent shortage and the highly competitive labor market that’s resulted.

“This is a time to ensure we re-engage our population,” Louissaint says. “By nature of my title, my goal is to continue to transform and pivot our company toward being more growth-minded, transforming it directly through leadership: leadership development, getting people in the right jobs and ensuring we have the right succession plans.”

Like many companies since the COVID-19 pandemic, IBM has relied upon its business resource groups – its label for employee resource groups (ERGs) – to maintain and even boost retention. Traditionally, ERGs consist of employees who volunteer their time and effort to foster an inclusive workplace. Due to their motivations, needs and the general nature of ERG work, employees who lead these groups are more likely to be Black, Indigenous and People of Color (BIPOC) and oftentimes women. ERGs are a way for underrepresented groups to band together to recruit more talent like them into their companies and make sure that talent feels supported and gets promoted.

“It’s a lot easier to leave a company where you’ve only interacted with colleagues through a screen,” Louissaint says. “Our diversity groups and communities have gotten a lot stronger, which builds commitment to the company and community to each other. We’ve found that through our communities, business resource groups, open conversations and by democratizing leadership by using virtual technologies like Slack, the company has become smaller and the interactions are a lot more personal.”

A major contributor to the Great Resignation has been the push for workers to return to the office. While Apple and Google have ruffled feathers with requesting employees back for at least a couple days a week, Tesla went one step further by demanding employees head to the office five days a week, as if the COVID-19 pandemic never happened.

Ahead of the game, IBM was one of the first major tech firms to embrace remote work, with as much as 40% of its workforce at home during the 2000s. A shift came in 2017, but since the pandemic, only 20% of the company’s U.S. employees are in the office for three days a week or more, according to IBM CEO Arvind Krishna. In June, Krishna added that he doesn’t think the balance will ever get back to more than 60% of workers in the office.

“We’ve always been defined by flexibility, even prior to the pandemic that’s what we were known for and what differentiated us,” Louissaint says. “Continuing to double down on flexibility has been a value to us and to our people.”

IBM has also been defined by its eye toward the future, particularly when it comes to workforce development. Over the past decade, the tech giant has partnered with educational institutions, non-governmental organizations and other companies to discover and nurture talent from untapped pools and alternative channels. Last year, the company vowed to train 30 million individuals on technical skills by 2030.

“Our people crave learning and are highly curious,” Louissaint says, adding that the average IBM employee consumes about 88 hours of learning through its platform each year. Nearly all (95%) employees are on the platform in any given quarter.

“We’ve been building a strong learning environment where employees can build new skills and drive toward new jobs and experiences,” he says. “We also find that the individuals who consume the most learning are more likely to get promoted. It’s 30% more likely for a super learner to be promoted or switch jobs, so the incentive is continued growth and opportunity for advancement.”

Wed, 03 Aug 2022 16:00:00 -0500 en text/html https://www.hcamag.com/us/specialization/learning-development/ibm-continuing-to-hire-ahead-of-recession/415538
Killexams : Colorado’s P-TECH Students Graduate Ready for Tech Careers (TNS) — Abraham Tinajero was an eighth grader when he saw a poster in his Longmont middle school’s library advertising a new program offering free college with a technology focus.

Interested, he talked to a counselor to learn more about P-TECH, an early college program where he could earn an associate’s degree along with his high school diploma. Liking the sound of the program, he enrolled in the inaugural P-TECH class as a freshman at Longmont’s Skyline High School.

“I really loved working on computers, even before P-TECH,” he said. “I was a hobbyist. P-TECH gave me a pathway.”


He worked with an IBM mentor and interned at the company for six weeks as a junior. After graduating in 2020 with his high school diploma and the promised associate’s degree in computer science from Front Range Community College, he was accepted to IBM’s yearlong, paid apprenticeship program.

IBM hired him as a cybersecurity analyst once he completed the apprenticeship.

“P-TECH has given me a great advantage,” he said. “Without it, I would have been questioning whether to go into college. Having a college degree at 18 is great to put on a resume.”


Stanley Litow, a former vice president of IBM, developed the P-TECH, or Pathways in Technology Early College High Schools, model. The first P-TECH school opened 11 years ago in Brooklyn, New York, in partnership with IBM.

Litow’s idea was to get more underrepresented young people into tech careers by giving them a direct path to college while in high school — and in turn create a pipeline of employees with the job skills businesses were starting to value over four-year college degrees.

The program, which includes mentors and internships provided by business partners, gives high school students up to six years to earn an associate's degree at no cost.

SKYLINE HIGH A PIONEER IN PROGRAM

In Colorado, St. Vrain Valley was among the first school districts chosen by the state to offer a P-TECH program after the Legislature passed a bill to provide funding — and the school district has embraced the program.

Colorado’s first P-TECH programs started in the fall of 2016 at three high schools, including Skyline High. Over the last six years, 17 more Colorado high schools have adopted P-TECH, for at total of 20. Three of those are in St. Vrain Valley, with a fourth planned to open in the fall of 2023 at Longmont High School.

Each St. Vrain Valley high school offers a different focus supported by different industry partners.

Skyline partners with IBM, with students earning an associate’s degree in Computer Information Systems from Front Range. Along with being the first, Skyline’s program is the largest, enrolling up to 55 new freshmen each year.

Programs at the other schools are capped at 35 students per grade.

Frederick High’s program, which started in the fall of 2019, has a bioscience focus, partners with Aims Community College and works with industry partners Agilent Technologies, Tolmar, KBI Biopharma, AGC Biologics and Corden Pharma.

Silver Creek High’s program started a year ago with a cybersecurity focus. The Longmont school partners with Front Range and works with industry partners Seagate, Cisco, PEAK Resources and Comcast.

The new program coming to Longmont High will focus on business.

District leaders point to Skyline High’s graduation statistics to illustrate the program’s success. At Skyline, 100 percent of students in the first three P-TECH graduating classes earned a high school diploma in four years.

For the 2020 Skyline P-TECH graduates, 24 of the 33, or about 70 percent, also earned associate’s degrees. For the 2021 graduating class, 30 of the 47 have associate’s degrees — with one year left for those students to complete the college requirements.

For the most recent 2022 graduates, who have two years left to complete the college requirements, 19 of 59 have associate’s degrees and another six are on track to earn their degrees by the end of the summer.

JUMPING AT AN OPPORTUNITY

Louise March, Skyline High’s P-TECH counselor, keeps in touch with the graduates, saying 27 are working part time or full time at IBM. About a third are continuing their education at a four year college. Of the 19 who graduated in 2022 with an associate’s degree, 17 are enrolling at a four year college, she said.

Two of those 2022 graduates are Anahi Sarmiento, who is headed to the University of Colorado Boulder’s Leeds School of Business, and Jose Ivarra, who will study computer science at Colorado State University.

“I’m the oldest out of three siblings,” Ivarra said. “When you hear that someone wants to give you free college in high school, you take it. I jumped at the opportunity.”

Sarmiento added that her parents, who are immigrants, are already working two jobs and don’t have extra money for college costs.

“P-TECH is pushing me forward,” she said. “I know my parents want me to have a better life, but I want them to have a better life, too. Going into high school, I kept that mentality that I would push myself to my full potential. It kept me motivated.”

While the program requires hard work, the two graduates said, they still enjoyed high school and had outside interests. Ivarra was a varsity football player who was named player of the year. Sarmiento took advantage of multiple opportunities, from helping elementary students learn robotics to working at the district’s Innovation Center.

Ivarra said he likes that P-TECH has the same high expectations for all students, no matter their backgrounds, and gives them support in any areas where they need help. Spanish is his first language and, while math came naturally, language arts was more challenging.

“It was tough for me to see all these classmates use all these big words, and I didn’t know them,” he said. “I just felt less. When I went into P-TECH, the teachers focus on you so much, checking on every single student.”

They said it’s OK to struggle or even fail. Ivarra said he failed a tough class during the pandemic, but was able to retake it and passed. Both credited March, their counselor, with providing unending support as they navigated high school and college classes.

“She’s always there for you,” Sarmiento said. “It’s hard to be on top of everything. You have someone to go to.”

Students also supported each other.

“You build bonds,” Ivarra said. “You’re all trying to figure out these classes. You grow together. It’s a bunch of people who want to succeed. The people that surround you in P-TECH, they push you to be better.”

SUPPORT SYSTEMS ARE KEY

P-TECH has no entrance requirements or prerequisite classes. You don’t need to be a top student, have taken advanced math or have a background in technology.

With students starting the rigorous program with a wide range of skills, teachers and counselors said, they quickly figured out the program needed stronger support systems.

March said freshmen in the first P-TECH class struggled that first semester, prompting the creation of a guided study class. The every other day, hour-and-a-half class includes both study time and time to learn workplace skills, including writing a resume and interviewing. Teachers also offer tutoring twice a week after school.

“The guided study has become crucial to the success of the program,” March said.

Another way P-TECH provides extra support is through summer orientation programs for incoming freshmen.

At Skyline, ninth graders take a three-week bridge class — worth half a credit — that includes learning good study habits. They also meet IBM mentors and take a field trip to Front Range Community College.

“They get their college ID before they get their high school ID,” March said.

During a session in June, 15 IBM mentors helped the students program a Sphero robot to travel along different track configurations. Kathleen Schuster, who has volunteered as an IBM mentor since the P-TECH program started here, said she wants to “return some of the favors I got when I was younger.”

“Even this play stuff with the Spheros, it’s teaching them teamwork and a little computing,” she said. “Hopefully, through P-TECH, they will learn what it takes to work in a tech job.”

Incoming Skyline freshman Blake Baker said he found a passion for programming at Trail Ridge Middle and saw P-TECH as a way to capitalize on that passion.

“I really love that they give you options and a path,” he said.

Trail Ridge classmate Itzel Pereyra, another programming enthusiast, heard about P-TECH from her older brother.

“It’s really good for my future,” she said. “It’s an exciting moment, starting the program. It will just help you with everything.”

While some of the incoming ninth graders shared dreams of technology careers, others see P-TECH as a good foundation to pursue other dreams.

Skyline incoming ninth grader Marisol Sanchez wants to become a traveling nurse, demonstrating technology and new skills to other nurses. She added that the summer orientation sessions are a good introduction, helping calm the nerves that accompany combining high school and college.

“There’s a lot of team building,” she said. “It’s getting us all stronger together as a group and introducing everyone.”

THE SPARK OF MOTIVATION

Silver Creek’s June camp for incoming ninth graders included field trips to visit Cisco, Seagate, PEAK Resources, Comcast and Front Range Community College.

During the Front Range Community College field trip, the students heard from Front Range staff members before going on a scavenger hunt. Groups took photos to prove they completed tasks, snapping pictures of ceramic pieces near the art rooms, the most expensive tech product for sale in the bookstore and administrative offices across the street from the main building.

Emma Horton, an incoming freshman, took a cybersecurity class as a Flagstaff Academy eighth grader that hooked her on the idea of technology as a career.

“I’m really excited about the experience I will be getting in P-TECH,’ she said. “I’ve never been super motivated in school, but with something I’m really interested in, it becomes easier.”

Deb Craven, dean of instruction at Front Range’s Boulder County campus, promised the Silver Creek students that the college would support them. She also gave them some advice.

“You need to advocate and ask for help,” she said. “These two things are going to help you the most. Be present, be engaged, work together and lean on each other.”

Craven, who oversees Front Range’s P-TECH program partnership, said Front Range leaders toured the original P-TECH program in New York along with St. Vrain and IBM leaders in preparation for bringing P-TECH here.

“Having IBM as a partner as we started the program was really helpful,” she said.

When the program began, she said, freshmen took a more advanced technology class as their first college class. Now, she said, they start with a more fundamental class in the spring of their freshman year, learning how to build a computer.

“These guys have a chance to grow into the high school environment before we stick them in a college class,” she said.

Summer opportunities aren’t just for P-TECH’s freshmen. Along with summer internships, the schools and community colleges offer summer classes.

Silver Creek incoming 10th graders, for example, could take a personal financial literacy class at Silver Creek in the mornings and an introduction to cybersecurity class at the Innovation Center in the afternoons in June.

Over at Skyline, incoming 10th graders in P-TECH are getting paid to teach STEM lessons to elementary students while earning high school credit. Students in the fifth or sixth year of the program also had the option of taking computer science and algebra classes at Front Range.

EMBRACING THE CHALLENGE

And at Frederick, incoming juniors are taking an introduction to manufacturing class at the district's Career Elevation and Technology Center this month in preparation for an advanced manufacturing class they’re taking in the fall.

“This will give them a head start for the fall,” said instructor Chester Clark.

Incoming Frederick junior Destini Johnson said she’s not sure what she wants to do after high school, but believes the opportunities offered by P-TECH will prepare her for the future.

“I wanted to try something challenging, and getting a head start on college can only help,” she said. “It’s really incredible that I’m already halfway done with an associate’s degree and high school.”

IBM P-TECH program manager Tracy Knick, who has worked with the Skyline High program for three years, said it takes a strong commitment from all the partners — the school district, IBM and Front Range — to make the program work.

“It’s not an easy model,” she said. “When you say there are no entrance requirements, we all have to be OK with that and support the students to be successful.”

IBM hosted 60 St. Vrain interns this summer, while two Skyline students work as IBM “co-ops” — a national program — to assist with the P-TECH program.

The company hosts two to four formal events for the students each year to work on professional and technical skills, while IBM mentors provide tutoring in algebra. During the pandemic, IBM also paid for subscriptions to tutor.com so students could get immediate help while taking online classes.

“We want to get them truly workforce ready,” Knick said. “They’re not IBM-only skills we’re teaching. Even though they choose a pathway, they can really do anything.”

As the program continues to expand in the district, she said, her wish is for more businesses to recognize the value of P-TECH.

“These students have had intensive training on professional skills,” she said. “They have taken college classes enhanced with the same digital credentials that an IBM employee can learn. There should be a waiting list of employers for these really talented and skilled young professionals.”

©2022 the Daily Camera (Boulder, Colo.). Distributed by Tribune Content Agency, LLC.

Thu, 04 Aug 2022 02:41:00 -0500 en text/html https://www.govtech.com/education/k-12/colorados-p-tech-students-graduate-ready-for-tech-careers
Killexams : Three Common Mistakes That May Sabotage Your Security Training

Phishing incidents are on the rise. A report from IBM shows that phishing was the most popular attack vector in 2021, resulting in one in five employees falling victim to phishing hacking techniques.

The Need for Security Awareness Training

Although technical solutions protect against phishing threats, no solution is 100% effective. Consequently, companies have no choice but to involve their employees in the fight against hackers. This is where security awareness training comes into play.

Security awareness training gives companies the confidence that their employees will execute the right response when they discover a phishing message in their inbox.

As the saying goes, "knowledge is power," but the effectiveness of knowledge depends heavily on how it is delivered. When it comes to phishing attacks, simulations are among the most effective forms of training because the events in training simulations directly mimic how an employee would react in the event of an actual attack. Since employees do not know whether a suspicious email in their inbox is a simulation or a real threat, the training becomes even more valuable.

Phishing Simulations: What does the training include?

It is critical to plan, implement and evaluate a cyber awareness training program to ensure it truly changes employee behavior. However, for this effort to be successful, it should involve much more than just emailing employees. Key practices to consider include:

  • Real-life phishing simulations.
  • Adaptive learning - live response and protection from actual cyberattacks.
  • Personalized training based on factors such as department, tenure, and cyber experience level.
  • Empowering and equipping employees with an always-on cybersecurity mindset.
  • Data-driven campaigns

Because employees do not recognize the difference between phishing simulations and real cyberattacks, it's important to remember that phishing simulations evoke different emotions and reactions, so awareness training should be conducted thoughtfully. As organizations need to engage their employees to combat the ever-increasing attacks and protect their assets, it is important to keep morale high and create a positive culture of cyber hygiene.

Three common phishing simulation mistakes.

Based on years of experience, cybersecurity firm CybeReady has seen companies fall into these common mistakes.

Mistake #1: Testing instead of educating

The approach of running a phishing simulation as a test to catch and punish "repeat offenders" can do more harm than good.

An educational experience that involves stress is counterproductive and even traumatic. As a result, employees will not go through the training but look for ways to circumvent the system. Overall, the fear-based "audit approach" is not beneficial to the organization in the long run because it cannot provide the necessary training over an extended period.

Solution #1: Be sensitive

Because maintaining positive employee morale is critical to the organization's well-being, provide positive just-in-time training.

Just-in-time training means that once employees have clicked on a link within the simulated attack, they are directed to a short and concise training session. The idea is to quickly educate the employee on their mistake and give them essential tips on spotting malicious emails in the future.

This is also an opportunity for positive reinforcement, so be sure to keep the training short, concise, and positive.

Solution #2: Inform relevant departments.

Communicate with relevant stakeholders to ensure they are aware of ongoing phishing simulation training. Many organizations forget to inform relevant stakeholders, such as HR or other employees, that the simulations are being conducted. Learning has the best effect when participants have the opportunity to feel supported, make mistakes, and correct them.

Mistake #2: Use the same simulation for all employees

It is important to vary the simulations. Sending the same simulation to all employees, especially at the same time, is not only not instructive but also has no valid metrics when it comes to organizational risk.

The "warning effect" - the first employee to discover or fall for the simulation warns the others. This prepares your employees to respond to the "threat" by anticipating the simulation, thus bypassing the simulation and the training opportunity.

Another negative impact is social desirability bias, which causes employees to over-report incidents to IT without noticing them in order to be viewed more favorably. This leads to an overloaded system and the department IT.

This form of simulation also leads to inaccurate results, such as unrealistically low click-through rates and over-reporting rates. Thus, the metrics do not show the real risks of the company or the problems that need to be addressed.

Solution: Drip mode

Drip mode allows sending multiple simulations to different employees at different times. Certain software solutions can even do this automatically by sending a variety of simulations to different groups of employees. It's also important to implement a continuous cycle to ensure that all new employees are properly onboarded and to reinforce that security is important 24/7 - not just checking a box for minimum compliance.

Mistake #3: Relying on data from a single campaign

With over 3.4 billion phishing attacks per day, it's safe to assume that at least a million of them differ in complexity, language, approach, or even tactics.

Unfortunately, no single phishing simulation can accurately reflect an organization's risk. Relying on a single phishing simulation result is unlikely to provide reliable results or comprehensive training.

Another important consideration is that different groups of employees respond differently to threats, not only because of their vigilance, training, position, tenure, or even education level but because the response to phishing attacks is also contextual.

Solution: Implement a variety of training programs

Behavior change is an evolutionary process and should therefore be measured over time. Each training session contributes to the progress of the training. Training effectiveness, or in other words, an accurate reflection of actual organizational behavior change, can be determined after multiple training sessions and over time.

The most effective solution is to continuously conduct various training programs (at least once a month) with multiple simulations.

It is highly recommended to train employees according to their risk level. A diverse and comprehensive simulation program also provides reliable measurement data based on systematic behavior over time. To validate their efforts at effective training, organizations should be able to obtain a valid indication of their risk at any given point in time while monitoring progress in risk reduction.

Implement an effective phishing simulation program.

Creating such a program may seem overwhelming and time-consuming. That's why we have created a playbook of the 10 key practices you can use to create a simple and effective phishing simulation. Simply download the CybeReady Playbook or meet with one of our experts for a product demo and learn how CybeReady's fully automated security awareness training platform can help your organization achieve the fastest results with virtually zero effort IT.


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Wed, 03 Aug 2022 22:37:00 -0500 The Hacker News en text/html https://thehackernews.com/2022/08/three-common-mistakes-that-may-sabotage.html
Killexams : SVVSD embraces early college P-TECH program No result found, try new keyword!In Colorado, St. Vrain Valley was among the first school districts chosen by the state to offer a P-TECH program after the Legislature passed a bill to provide funding — and the school ... Sat, 30 Jul 2022 15:39:40 -0500 en-us text/html https://www.msn.com/en-us/money/careersandeducation/svvsd-embraces-early-college-p-tech-program/ar-AA1098v3 Killexams : Cybersecurity - what’s the real cost? Ask IBM
(Pixabay)

Cybersecurity has always been a concern for every type of organization. Even in normal times, a major breach is more than just the data economy’s equivalent of a ram-raid on Fort Knox; it has knock-on effects on trust, reputation, confidence, and the viability of some technologies. This is what IBM calls the “haunting effect”.

A successful attack breeds more, of course, both on the same organization again, and on others in similar businesses, or in those that use the same compromised systems. The unspoken effect of this is rising costs for everyone, as all enterprises are forced to spend money and time on checking if they have been affected too.

But in our new world of COVID-19, disrupted economies, climate change, remote working, soaring inflation, and looming recession, all such effects are all amplified. Throw in a war that’s hammering on Europe’s door (with political echoes across the Middle East and Asia) and it’s a wonder any of us can get out of bed in the morning.

So, what are the real costs of a successful cyberattack – not just hacks, viruses, and Trojans, but also phishing, ransomware, and concerted campaigns against supply chains and code repositories?

According to IBM’s latest annual survey, breach costs have risen by an unlucky 13% over the past two years, as attackers, which include hostile states, have probed the systemic and operational weaknesses exposed by the pandemic.

The global average cost of a data breach has reached an all-time high of $4.35 million – at least, among the 550 organizations surveyed by the Ponemon Institute for IBM Security (over a year from March 2021). Indeed, IBM goes so far as to claim that breaches may be contributing to the rising costs of goods and services. The survey states:

Sixty percent of studied organizations raised their product or services prices due to the breach, when the cost of goods is already soaring worldwide amid inflation and supply chain issues.

Incidents are also “haunting” organizations, says the company, with 83% having experienced more than one data breach, and with 50% of costs occurring more than a year after the successful attack.

Cloud maturity is a key factor, adds the report:

Forty-three percent of studied organizations are in the early stages [of cloud adoption] or have not started applying security practices across their cloud environments, observing over $660,000 in higher breach costs, on average, than studied organizations with mature security across their cloud environments.

Forty-five percent of respondents run a hybrid cloud infrastructure. This leads to lower average breach costs than among those operating a public- or private-cloud model: $3.8 million versus $5.02 million (public) and $4.24 million (private).

That said, those are still significant costs, and may suggest that complexity is what deters attackers, rather than having a single target to hit. Nonetheless, hybrid cloud adopters are able to identify and contain data breaches 15 days faster on average, says the report.

However, with 277 days being the average time lag – an extraordinary figure – the real lesson may be that today’s enterprise systems are adept at hiding security breaches, which may appear as normal network traffic. Forty-five percent of breaches occurred in the cloud, says the report, so it is clearly imperative to get on top of security in that domain.

IBM then makes the following bold claim :

Participating organizations fully deploying security AI and automation incurred $3.05 million less on average in breach costs compared to studied organizations that have not deployed the technology – the biggest cost saver observed in the study.

Whether this finding will stand for long as attackers explore new ways to breach automated and/or AI-based systems – and perhaps automate attacks of their own invisibly – remains to be seen. Compromised digital employee, anyone?

Global systems at risk

But perhaps the most telling finding is that cybersecurity has a political dimension – beyond the obvious one of Russian, Chinese, North Korean, or Iranian state incursions, of course.

Concerns over critical infrastructure and global supply chains are rising, with threat actors seeking to disrupt global systems that include financial services, industrial, transportation, and healthcare companies, among others.

A year ago in the US, the Biden administration issued an Executive Order on cybersecurity that focused on the urgent need for zero-trust systems. Despite this, only 21% of critical infrastructure organizations have so far adopted a zero-trust security model, according to the report. It states:

Almost 80% of the critical infrastructure organizations studied don’t adopt zero-trust strategies, seeing average breach costs rise to $5.4 million – a $1.17 million increase compared to those that do. All while 28% of breaches among these organizations were ransomware or destructive attacks.

Add to that, 17% of breaches at critical infrastructure organizations were caused due to a business partner being initially compromised, highlighting the security risks that over-trusting environments pose.

That aside, one of the big stories over the past couple of years has been the rise of ransomware: malicious code that locks up data, enterprise systems, or individual computers, forcing users to pay a ransom to (they hope) retrieve their systems or data.

But according to IBM, there are no obvious winners or losers in this insidious practice. The report adds:

Businesses that paid threat actors’ ransom demands saw $610,000 less in average breach costs compared to those that chose not to pay – not including the ransom amount paid.

However, when accounting for the average ransom payment – which according to Sophos reached $812,000 in 2021 – businesses that opt to pay the ransom could net higher total costs, all while inadvertently funding future ransomware attacks.”

The persistence of ransomware is fuelled by what IBM calls the “industrialization of cybercrime”.

The risk profile is also changing. Ransomware attack times show a massive drop of 94% over the past three years, from over two months to just under four days. Good news? Not at all, says the report, as the attacks may be higher impact, with more immediate consequences (such as destroyed data, or private data being made public on hacker forums).

My take

The key lesson in cybersecurity today is that all of us are both upstream and downstream from partners, suppliers, and customers in today’s extended enterprises. We are also at the mercy of reused but compromised code from trusted repositories, and even sometimes from hardware that has been compromised at source.

So, what is the answer? Businesses should ensure that their incident responses are tested rigorously and frequently in advance – along with using red-, blue-, or purple-team approaches (thinking like a hacker, a defender, or both).

Regrettably, IBM says that 37% of organizations that have IR plans in place fail to test them regularly. To paraphrase Spinal Tap, you can’t code for stupid.

Wed, 27 Jul 2022 20:21:00 -0500 BRAINSUM en text/html https://diginomica.com/cybersecurity-whats-real-cost-ask-ibm
Killexams : How Tech Sector is Significantly Disadvantaged by an AI Skills Shortage

Guest blog: Sreeram Visvanathan, Chief Executive of IBM UK and Ireland, exposes a worrying shortfall in skills required for a career in AI.

I believe that the last two decades in enterprise computing has been the prequel to the main act to follow.  In this main act, the winners will be enterprises willing to change, to question everything, to leverage the latest in digital innovation to scale the impact of AI, Hybrid Cloud and automation on every aspect of their business. 

The Covid pandemic disrupted business-as-usual for most companies, and several spined to digital technology, containing AI, to sustain operations. Earlier this year, IBM launched a study that revealed the size of the AI skills gap across Europe that found the tech sector is struggling to find employees with adequate AI knowledge or experience. The research found nearly 7 in 10 tech job seekers and tech employees believe that potential recruits lack the skills necessary for a career in AI. The impact of this deficit has the potential to stifle digital innovation and hold back economic growth.

Mind the gap

The IBM report, ‘Addressing the AI Skills Gap in Europe’, exposed a worrying shortfall in skills required for a career in AI. Although technical capabilities are vital for a career in the sector, problem solving is considered the most critical soft skill needed for tech roles among all survey participants (up to 37%). However, around a quarter of tech recruiters (23%) have difficulty finding applicants with this aptitude along with shortfalls in critical and strategic thinking. Along with soft skills, 40% of tech job seekers and employees noted that software engineering and knowledge of programming languages are the most important technical capabilities for the AI/tech workforce to have. 

How to address the issue

As AI moves into the mainstream, specialist tech staff are working more closely than ever with business managers. In order to secure the best possible outcomes, the soft skills of interpersonal communication, strategic problem solving, and critical thinking are required across all disciplines to help ensure the most beneficial personal interactions. Demonstrating these skills can greatly Improve employability and career developments in AI.

The report showed that offering education and skills training is seen as a top priority for many companies looking to Improve AI recruitment in the future. As a result, IBM have already taken proactive steps to help applicants and employees enhance their AI skills.

IBM launched IBM SkillsBuild, which brings together two world-class, skills-based learning programs—"Open P-TECH" and "SkillsBuild"—under one umbrella. Through the program, students, educators, job seekers, and the organisations that support them have access to free digital learning, resources, and support focused on the core technology and workplace skills needed to succeed in jobs. SkillsBuild is a free programme which contains an AI skills module for secondary education students and adults seeking entry-level employment.

Further concerted effort

A great deal remains to be done to solve this skills gap. However, I believe we can agree that a solution is achievable. What’s required now is for industry, government and academia to work together to put existing ideas into practice and to think of new ways to solve the challenge. At the start of the year, the DCMS announced £23 million of government funding to create 2,000 scholarships in AI and data science in England. The new scholarships from this funding will ensure more people can build successful careers in AI, create and develop new and bigger businesses, and will Improve the diversity of this growing and innovative sector.  I hope to see further investment and programs such as ours with SkillsBuild as key drivers in change. Finding solutions and initiatives such as these will ensure we are providing a significant boost for the UK while providing a rewarding career for many.

This article was authored by Sreeram Visvanathan, Chief Executive of IBM UK and Ireland

Wed, 27 Jul 2022 03:22:00 -0500 text/html https://www.techuk.org/resource/how-tech-sector-is-significantly-disadvantaged-by-an-ai-skills-shortage.html
Killexams : IBM extends Power10 server lineup for enterprise use cases

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IBM is looking to grow its enterprise server business with the expansion of its Power10 portfolio announced today.

IBM Power is a RISC (reduced instruction set computer) based chip architecture that is competitive with other chip architectures including x86 from Intel and AMD. IBM’s Power hardware has been used for decades for running IBM’s AIX Unix operating system, as well as the IBM i operating system that was once known as the AS/400. In more recent years, Power has increasingly been used for Linux and specifically in support of Red Hat and its OpenShift Kubernetes platform that enables organizations to run containers and microservices.

The IBM Power10 processor was announced in August 2020, with the first server platform, the E1080 server, coming a year later in September 2021. Now IBM is expanding its Power10 lineup with four new systems, including the Power S1014, S1024, S1022 and E1050, which are being positioned by IBM to help solve enterprise use cases, including the growing need for machine learning (ML) and artificial intelligence (AI).

What runs on IBM Power servers?

Usage of IBM’s Power servers could well be shifting into territory that Intel today still dominates.

Steve Sibley, vp, IBM Power product management, told VentureBeat that approximately 60% of Power workloads are currently running AIX Unix. The IBM i operating system is on approximately 20% of workloads. Linux makes up the remaining 20% and is on a growth trajectory.

IBM owns Red Hat, which has its namesake Linux operating system supported on Power, alongside the OpenShift platform. Sibley noted that IBM has optimized its new Power10 system for Red Hat OpenShift.

“We’ve been able to demonstrate that you can deploy OpenShift on Power at less than half the cost of an Intel stack with OpenShift because of IBM’s container density and throughput that we have within the system,” Sibley said.

A look inside IBM’s four new Power servers

Across the new servers, the ability to access more memory at greater speed than previous generations of Power servers is a key feature. The improved memory is enabled by support of the Open Memory Interface (OMI) specification that IBM helped to develop, and is part of the OpenCAPI Consortium.

“We have Open Memory Interface technology that provides increased bandwidth but also reliability for memory,” Sibley said. “Memory is one of the common areas of failure in a system, particularly when you have lots of it.”

The new servers announced by IBM all use technology from the open-source OpenBMC project that IBM helps to lead. OpenBMC provides secure code for managing the baseboard of the server in an optimized approach for scalability and performance.

E1050

Among the new servers announced today by IBM is the E1050, which is a 4RU (4 rack unit) sized server, with 4 CPU sockets, that can scale up to 16TB of memory, helping to serve large data- and memory-intensive workloads.

S1014 and S1024

The S1014 and the S1024 are also both 4RU systems, with the S1014 providing a single CPU socket and the S1024 integrating a dual-socket design. The S1014 can scale up to 2TB of memory, while the S1024 supports up to 8TB.

S1022

Rounding out the new services is the S1022, which is a 1RU server that IBM is positioning as an ideal platform for OpenShift container-based workloads.

Bringing more Power to AI and ML

AI and ML workloads are a particularly good use case for all the Power10 systems, thanks to optimizations that IBM has built into the chip architecture.

Sibley explained that all Power10 chips benefit from IBM’s Matrix Match Acceleration (MMA) capability. The enterprise use cases that Power10-based servers can help to support include organizations that are looking to build out risk analytics, fraud detection and supply chain forecasting AI models, among others. 

IBM’s Power10 systems support and have been optimized for multiple popular open-source machine learning frameworks including PyTorch and TensorFlow.

“The way we see AI emerging is that a vast majority of AI in the future will be done on the CPU from an inference standpoint,” Sibley said.

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Mon, 11 Jul 2022 09:01:00 -0500 Sean Michael Kerner en-US text/html https://venturebeat.com/2022/07/11/ibm-extends-power10-server-lineup-for-enterprise-use-cases/
Killexams : The autism advantage - why businesses are hiring autistic people

Autism is known as a spectrum disorder because every autistic person is different, with unique strengths and challenges.

Varney says many autistic people experienced education as a system that focused on these challenges, which can include social difficulties and anxiety.

Many autistic children found education focused on their deficits rather than their strengths.Credit:Rodger Cummins

He is pleased this is changing, with recent reforms embracing autistic students’ strengths.

But the unemployment rate of autistic people remains disturbingly high. ABS data from 2018 shows 34.1 per cent of autistic people are unemployed – three times higher than that of people with any type of disability and almost eight times that of those without a disability.

“A lot of the time people hear that someone’s autistic and they assume incompetence,” says Varney, who was this week appointed the chair of the Victorian Disability Advisory Council.

“But we have unique strengths, specifically hyper focus, great creativity, and we can think outside the box, which is a great asset in workplaces.”

In Israel, the defence force has a specialist intelligence unit made up exclusively of autistic soldiers, whose skills are deployed in analysing, interpreting and understanding satellite images and maps.

Locally, organisations that actively recruit autistic talent include software giant SAP, Westpac, IBM, ANZ, the Australian Tax Office, Telstra, NAB and PricewaterhouseCoopers.

Chris Pedron is a junior data analyst at Australian Spatial Analytics, a social enterprise that says on its website “neurodiversity is our advantage – our team is simply faster and more precise at data processing”.

He was hired after an informal chat. (Australian Spatial Analytics also often provides interview questions 48 hours in advance.)

Pedron says the traditional recruitment process can work against autistic people because there are a lot of unwritten social cues, such as body language, which he doesn’t always pick up on.

Australian Spatial Analytics founder Geoff Smith (right) with data analyst Chris Pedron.Credit:Glenn Hunt

“If I’m going in and I’m acting a bit physically standoffish, I’ve got my arms crossed or something, it’s not that I’m not wanting to be there, it’s just that new social interaction is something that causes anxiety.”

Pedron also finds eye contact uncomfortable and has had to train himself over the years to concentrate on a point on someone’s face.

Australian Spatial Analytics addresses a skills shortage by delivering a range of data services that were traditionally outsourced offshore.

Projects include digital farm maps for the grazing industry, technical documentation for large infrastructure and map creation for land administration.

Pedron has always found it easy to map things out in his head. “A lot of the work done here at ASA is geospatial so having autistic people with a very visual mindset is very much an advantage for this particular job.”

Pedron listens to music on headphones in the office, which helps him concentrate, and stops him from being distracted. He says the simpler and clearer the instructions, the easier it is for him to understand. “The less I have to read between the lines to understand what is required of me the better.”

Australian Spatial Analytics is one of three jobs-focused social enterprises launched by Queensland charity White Box Enterprises.

It has grown from three to 80 employees in 18 months and – thanks to philanthropist Naomi Milgrom, who has provided office space in Cremorne – has this year expanded to Melbourne, enabling Australian Spatial Analytics to create 50 roles for Victorians by the end of the year.

Chief executive Geoff Smith hopes they are at the front of a wave of employers recognising that hiring autistic people can make good business sense.

In 2017, IBM launched a campaign to hire more neurodiverse people.Credit:AP

“Rather than focus on the deficits of the person, focus on the strengths. A quarter of National Disability Insurance Scheme plans name autism as the primary disability, so society has no choice – there’s going to be such a huge number of people who are young and looking for jobs who are autistic. There is a skills shortage as it is, so you need to look at neurodiverse talent.”

In 2017, IBM launched a campaign to hire more neurodiverse (a term that covers a range of conditions including autism, Attention Deficit Hyperactivity Disorder, or ADHD, and dyslexia) candidates.

The initiative was in part inspired by software and data quality engineering services firm Ultranauts, who boasted at an event “they ate IBM’s lunch at testing by using an all-autistic staff”.

The following year Belinda Sheehan, a senior managing consultant at IBM, was tasked with rolling out a pilot at its client innovation centre in Ballarat.

“IBM is very big on inclusivity,” says Sheehan. “And if we don’t have diversity of thought, we won’t have innovation. So those two things go hand in hand.”

Eight things workplaces can do for autistic employees

  • Recruit differently. Send applicants interview questions in advance or use work trials and practical assessments
  • Offer flexible hours
  • Provide noise cancelling headphones and quiet spaces
  • Give clear and direct instructions and feedback 
  • Have mentors or a buddy system
  • Don’t make assumptions about autistic people
  • Provide managers with autism training
  • Partner with autism employment experts

Sheehan worked with Specialisterne Australia, a social enterprise that assists businesses in recruiting and supporting autistic people, to find talent using a non-traditional recruitment process that included a week-long task.

Candidates were asked to work together to find a way for a record shop to connect with customers when the bricks and mortar store was closed due to COVID.

Ten employees were eventually selected. They started in July 2019 and work in roles across IBM, including data analysis, testing, user experience design, data engineering, automation, blockchain and software development. Another eight employees were hired in July 2021.

Sheehan says clients have been delighted with their ideas. “The UX [user experience] designer, for example, comes in with such a different lens. Particularly as we go to artificial intelligence, you need those different thinkers.”

One client said if they had to describe the most valuable contribution to the project in two words it would be “ludicrous speed”. Another said: “automation genius.”

IBM has sought to make the office more inclusive by creating calming, low sensory spaces.

It has formed a business resource group for neurodiverse employees and their allies, with four squads focusing on recruitment, awareness, career advancement and policies and procedures.

And it has hired a neurodiversity coach to work with individuals and managers.

Sheehan says that challenges have included some employees getting frustrated because they did not have enough work.

“These individuals want to come to work and get the work done – they are not going off for a coffee and chatting.”

Increased productivity is a good problem to have, Sheehan says, but as a manager, she needs to come up with ways they can enhance their skills in their downtime.

There have also been difficulties around different communication styles, with staff finding some autistic employees a bit blunt.

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Sheehan encourages all staff to do a neurodiversity 101 training course run by IBM.

“Something may be perceived as rude, but we have to turn that into a positive. It’s good to have someone who is direct, at least we all know what that person is thinking.”

Chris Varney is delighted to see neurodiversity programs in some industries but points out that every autistic person has different interests and abilities.

Some are non-verbal, for example, and not all have the stereotypical autism skills that make them excel at data analysis.

“We’ve seen a big recognition that autistic people are an asset to banks and IT firms, but there’s a lot more work to be done,” Varney says.

“We need to see jobs for a diverse range of autistic people.”

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Fri, 05 Aug 2022 07:00:00 -0500 en text/html https://www.smh.com.au/business/workplace/the-autism-advantage-why-businesses-are-hiring-autistic-people-20220804-p5b767.html
Killexams : Cybrary confronts the cyberskills gap head on; raises $25M

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As we move deeper into 2022, almost every company is feeling the cyberskills gap to some degree. Now with the cyber workforce gap hitting 2.72 million, it’s unsurprising that IBM research recently found that 83% of organizations have had more than one data breach.  

With the workforce gap showing no sign of closing, training is becoming critical for employees to teach cybersecurity professionals the skills they need to thrive amid today’s complex threat landscape. 

Addressing the cyberskills gap 

As the cyberskills gap continues to grow, more and more organizations are recognising the need to use training — rather than hiring — to fix the shortage. 

“Studies continue to show that a cybersecurity staffing shortage is placing organizations at risk, and the skills shortage and its associated impacts have not improved over the past few years,” said Kevin Hanes, CEO of Cybrary, a cybersecurity skills training platform. 

“Products and technology will not help solve this fundamental issue; rather, investing in people is key to narrowing the cybersecurity skills gap and helping to combat increasing burnout and human error,” Hanes said. 

Hanes says that Cybrary is aiming to address these challenges by providing cybersecurity practitioners with the “right training at the right time” to equip them to respond to modern threats. 

It does this by providing them with a platform they can use to access learning materials and prepare for professional certifications with scenario-based training and over 1,900 learning activities. 

A look at the IT training market 

Cybrary is competing against a range of cybersecurity training providers that offer online, in-person training and boot camps. The provider sits loosely within the global IT training market, which researchers valued at $68 billion in 2020, and estimate will reach a value of $97.6 billion by 2026. 

One of Cybrary’s competitors is Pluralsight, which offers a mixture of courses, skill-assessments labs, and hands-on learning developed by industry experts on syllabus such as Microsoft Azure Deployment, AWS Operations and Ruby Language Fundamentals. 

Pluralsight most recently announced raising $430.4 million in revenue in 2020. 

Another competitor is Infosec, a cybersecurity training and security awareness training provider with over 2,000 resources, including over 1,400 cybersecurity courses and cyber ranges, and live boot camps with instructor-led training. According to Zoominfo, Infosec has raised $31 million in revenue

However, Hanes argues that Cybrary differentiates itself from other solutions on the market by offering up-to-date learning material at a lower price point. 

“Cybrary’s platform allows individuals and teams to skill up on their own time from anywhere in the world. And with the Cybrary Threat Intelligence Group (CTIG) and SMEs developing new content in real time, Cybrary users can be confident that we are providing them with high-quality training that covers the latest threats and vulnerabilities impacting the industry.” 

Today, Cybrary announced it has raised $25 million as part of a series C funding round, bringing its total funding to $48 million following a $19 billion series B funding round in 2019. 

The organization intends to use the funding to enhance its R&D across engineering, product and marketing teams, while growing the capabilities of the Cybrary Threat Intelligence Group.

More broadly, the funding highlights that investors are looking to security training as a potential solution to bridge the cyberskills gap. 

VentureBeat's mission is to be a digital town square for technical decision-makers to gain knowledge about transformative enterprise technology and transact. Learn more about membership.

Tue, 02 Aug 2022 08:00:00 -0500 Tim Keary en-US text/html https://venturebeat.com/2022/08/02/cybrary-cyber-skills-gap/
Killexams : CIOReview Names Cobalt Iron Among 10 Most Promising IBM Solution Providers 2022

Cobalt Iron Compass® is a SaaS-based data protection platform leveraging strong IBM technologies for delivering a secure, modernized approach to data protection. (Graphic: Business Wire)

Cobalt Iron Compass® is a SaaS-based data protection platform leveraging strong IBM technologies for delivering a secure, modernized approach to data protection. (Graphic: Business Wire)

LAWRENCE, Kan.--(BUSINESS WIRE)--Jul 28, 2022--

Cobalt Iron Inc., a leading provider of SaaS-based enterprise data protection, today announced that the company has been deemed one of the 10 Most Promising IBM Solution Providers 2022 by CIOReview Magazine. The annual list of companies is selected by a panel of experts and members of CIOReview Magazine’s editorial board to recognize and promote innovation and entrepreneurship. A technology partner for IBM, Cobalt Iron earned the distinction based on its Compass ® enterprise SaaS backup platform for monitoring, managing, provisioning, and securing the entire enterprise backup landscape.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20220728005043/en/

Cobalt Iron Compass® is a SaaS-based data protection platform leveraging strong IBM technologies for delivering a secure, modernized approach to data protection. (Graphic: Business Wire)

According to CIOReview, “Cobalt Iron has built a patented cyber-resilience technology in a SaaS model to alleviate the complexities of managing large, multivendor setups, providing an effectual humanless backup experience. This SaaS-based data protection platform, called Compass, leverages strong IBM technologies. For example, IBM Spectrum Protect is embedded into the platform from a data backup and recovery perspective. ... By combining IBM’s technologies and the intellectual property built by Cobalt Iron, the company delivers a secure, modernized approach to data protection, providing a ‘true’ software as a service.”

Through proprietary technology, the Compass data protection platform integrates with, automates, and optimizes best-of-breed technologies, including IBM Spectrum Protect, IBM FlashSystem, IBM Red Hat Linux, IBM Cloud, and IBM Cloud Object Storage. Compass enhances and extends IBM technologies by automating more than 80% of backup infrastructure operations, optimizing the backup landscape through analytics, and securing backup data, making it a valuable addition to IBM’s data protection offerings.

CIOReview also praised Compass for its simple and intuitive interface to display a consolidated view of data backups across an entire organization without logging in to every backup product instance to extract data. The machine learning-enabled platform also automates backup processes and infrastructure, and it uses open APIs to connect with ticket management systems to generate tickets automatically about any backups that need immediate attention.

To ensure the security of data backups, Cobalt Iron has developed an architecture and security feature set called Cyber Shield for 24/7 threat protection, detection, and analysis that improves ransomware responsiveness. Compass is also being enhanced to use several patented techniques that are specific to analytics and ransomware. For example, analytics-based cloud brokering of data protection operations helps enterprises make secure, efficient, and cost-effective use of their cloud infrastructures. Another patented technique — dynamic IT infrastructure optimization in response to cyberthreats — offers unique ransomware analytics and automated optimization that will enable Compass to reconfigure IT infrastructure automatically when it detects cyberthreats, such as a ransomware attack, and dynamically adjust access to backup infrastructure and data to reduce exposure.

Compass is part of IBM’s product portfolio through the IBM Passport Advantage program. Through Passport Advantage, IBM sellers, partners, and distributors around the world can sell Compass under IBM part numbers to any organizations, particularly complex enterprises, that greatly benefit from the automated data protection and anti-ransomware solutions Compass delivers.

CIOReview’s report concludes, “With such innovations, all eyes will be on Cobalt Iron for further advancements in humanless, secure data backup solutions. Cobalt Iron currently focuses on IP protection and continuous R&D to bring about additional cybersecurity-related innovations, promising a more secure future for an enterprise’s data.”

About Cobalt Iron

Cobalt Iron was founded in 2013 to bring about fundamental changes in the world’s approach to secure data protection, and today the company’s Compass ® is the world’s leading SaaS-based enterprise data protection system. Through analytics and automation, Compass enables enterprises to transform and optimize legacy backup solutions into a simple cloud-based architecture with built-in cybersecurity. Processing more than 8 million jobs a month for customers in 44 countries, Compass delivers modern data protection for enterprise customers around the world. www.cobaltiron.com

Product or service names mentioned herein are the trademarks of their respective owners.

Link to Word Doc:www.wallstcom.com/CobaltIron/220728-Cobalt_Iron-CIOReview_Top_IBM_Provider_2022.docx

Photo Link:www.wallstcom.com/CobaltIron/Cobalt_Iron_CIO_Review_Top_IBM_Solution_Provider_Award_Logo.pdf

Photo Caption: Cobalt Iron Compass ® is a SaaS-based data protection platform leveraging strong IBM technologies for delivering a secure, modernized approach to data protection.

Follow Cobalt Iron

https://twitter.com/cobaltiron
https://www.linkedin.com/company/cobalt-iron/
https://www.youtube.com/user/CobaltIronLLC

View source version on businesswire.com:https://www.businesswire.com/news/home/20220728005043/en/

CONTACT: Agency Contact:

Sunny Branson

Wall Street Communications

Tel: +1 801 326 9946

Email:sunny@wallstcom.com

Web:www.wallstcom.comCobalt Iron Contact:

Mary Spurlock

VP of Marketing

Tel: +1 785 979 9461

Email:maspurlock@cobaltiron.com

Web:www.cobaltiron.com

KEYWORD: EUROPE UNITED STATES NORTH AMERICA KANSAS

INDUSTRY KEYWORD: DATA MANAGEMENT SECURITY TECHNOLOGY SOFTWARE NETWORKS INTERNET

SOURCE: Cobalt Iron

Copyright Business Wire 2022.

PUB: 07/28/2022 09:00 AM/DISC: 07/28/2022 09:03 AM

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Thu, 28 Jul 2022 01:03:00 -0500 en text/html https://apnews.com/press-release/BusinessWire/technology-lawrence-ee0b71fe349441c1b5d45882b7264132
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