intelligence économique - Christophe Deschamps on Diigo

28 Nov 09

« Le piège de la belle », regard stratégique sur Internet

Article de Daniel Hervouet. Pas sûr d'être 100% d'accord mais la démonstration est forte et intéressante.

www.agoravox.fr/...piege-de-la-belle-regard-64892 - Preview

ib intelligence économique influence

Assujettis au besoin de reparamétrer en permanence les nouvelles versions de nos outils. Obsédés par la quête d’un produit nouveau et concurrent qui déclasserait notre dispositif de mash up2. Inondés d’informations pointillistes paralysantes. Tel l’âne de Buridan, incapable de choisir entre le picotin et l’eau, nous ne saurions plus où donner de la tête devant ce que l’Internet génère seconde après seconde. Victimes du 31ème stratagème, nous serions le jouet d’un ennemi sans visage qui stimulerait notre crawling3 chronophage pour mieux nous perdre. Les théories du complot développées sans retenue sur le net pourraient nous aider à le croire.
La saturation du cerveau par excès d’information, l’infobésité, nous guette. Et pourtant ! Internet, comme les universités du moyen-âge, l’invention de l’imprimerie typographique au XVème siècle ou la rédaction de l’Encyclopédie de Diderot et d’Alembert au XVIIIème, reste un bienfait pour l’humanité. Il introduit, lui aussi, une rupture bénéfique dans le mode de diffusion du savoir. Un nombre d’individus, en croissance exponentielle, peut désormais déambuler dans cette immense bibliothèque virtuelle.
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- En d’autres termes, convient-il de s’intéresser à Internet uniquement comme à un vecteur d’information, ou bien faut-il l’aborder comme un nouveau champ intellectuel, lieu de confrontation ou de métissage de la pensée, terreau sur lequel se cultivent les références, les modèles, les projets, où s’expriment les confrontations d’idées et d’intérêt. Dans ce cas, est-il opportun de développer des stratégies et dans quels buts, ou bien, contraints par la logique libertaire du net, faut-il laisser faire et laisser passer en espérant une allocation optimale et automatique de la connaissance ?
- Parfois, cette agitation est utile, car c’est celle de la créativité : nouveaux supports, nouveaux services, nouvelles organisations de recherche, d’enseignement, nouveaux outils à la disposition de l’intelligence humaine.
- Parfois cette agitation n’est que du bruit mal maîtrisé à effets parfois pathogènes. Ce sont ces phénomènes de réseaux sociaux, intéressants dans le principe, qui dérivent malgré tout vers l’exhibitionnisme, l’obsession nombriliste et le zapping voyeuriste.
- C’est aussi, punition immanente, une mine de renseignement pour entreprises concurrentes, adversaires politiques, employeurs indélicats qui se servent à pleines mains dans les confidences exhibées qu’aucun policier n’aurait osé rêver voir figurer un jour dans ses fiches.
- Là où l’innovation offrait un avantage concurrentiel aux démocrates américains, les imitateurs en sont déjà pour leurs frais. Dans la course à l’innovation, la prime va aux éclaireurs, pas aux suiveurs. La spontanéité est devenue business, l’effet de levier envolé. Les internautes se lassent. En démocratie directe, l’exploitation des bons sentiments est un sport à risque.
- La connaissance sert avant tout à donner du sens à l’action, à la vie. Ce qui n’est aujourd’hui qu’un forum désordonné doit être investi pour cantonner le désordre vibrionnant et nombriliste sur le territoire qu’il mérite et, en revanche, promouvoir avec force une logique d’agora du savoir. C’est pourquoi il est essentiel que les autorités politiques, économiques, culturelles, les créateurs, les chercheurs, les penseurs utilisent le net comme une bibliothèque d’Alexandrie des temps modernes, comme une université populaire permanente, comme un lieu où se construit la pensée, où elle se rode en se frottant aux autres et où l’échange aide chacun à se construire. Les efforts doivent donc se reporter de l’éphémère vers le durable. Internet générera toujours, c’est sa nature, ce flux qui permet d’être informé en temps réel, y compris du fait que telle vedette a réorganisé sa vie sentimentale ou sa garde robe. Là n’est pas la question.
- Les travaux de fonds, les visions construites du monde, les argumentaires scientifiques vulgarisés ou non devront y concurrencer sans complexe les brûlots extrémistes, les thèses obscurantistes et les révisionnismes en tous genres. Pour cela, notre culture de rétention et de secret devra le céder à l’impératif de partage.
- Les anglo-saxons mettent en ligne leurs « reviews » des politiques publiques, leurs études prospectives sur les menaces, leurs rapports sur l’économie, l’environnement, la société, les religions… Leurs sociétés savantes, leurs Think tanks sont nombreux, de toutes tendances et influencent considérablement le courant des idées. En mettant à la portée de tous les matériaux nécessaires à l’élaboration d’un point de vue, ils exercent une « soft power » qui agit y compris sur leurs adversaires.
- L’Amérique du nord regroupe 34% des Think-tanks mondiaux contre 22% en Europe occidentale. Parmi ces derniers plus de la moitié sont de tradition et de langue anglo-saxonne. La querelle sur la numérisation des ouvrages des grandes bibliothèques nationales est illustratrice des combats retardateurs anachroniques qui ignorent ces enjeux. Qu’est-ce qui importe ? Que la culture française, pour sa partie tombée dans le domaine public, soit accessible sur le net immédiatement, en ayant recours, au besoin, à un partenaire étranger ou que notre orgueil national soit préservé en assurant le financement de cette opération sur le budget de l’État… étalé sur une période de vingt à trente ans, faute de moyens suffisants ? L’Internet oblige à penser l’influence autrement, à faire prévaloir la diffusion des idées, des travaux, des œuvres sur une rétention stérile. Est influent celui qui fournit les matériaux pour renouveler les idées.
- Enfin pour éviter de tomber encore dans le « piège de la belle » et échapper au fléau de la surcharge cognitive il importe de ne pas se laisser fasciner par l’outil et de retrouver le temps de la réflexion, de la maturation de la pensée. La concurrence du chronomètre ne débouche que sur du superficiel. Vite et bien, c’est une formule. La réalité, c’est plutôt vite et bâclé.
- Les gens de bon sens savent qu’il faut du temps pour faire de grandes choses : du temps pour laisser jouer les matériaux, du temps pour laisser évoluer les hommes, du temps pour élaborer des idées, du temps pour imaginer un futur, du temps pour le construire.
- On peut en revanche alterner les moments de réflexion et les périodes d’action toniques, où l’on met en œuvre ce qui a été préalablement pensé. Rester dans l’immédiateté et la réactivité peut donner le sentiment aux managers, aux responsables politiques d’être aux prises avec le réel. Mais s’ils se limitent à cela, ils se comportent comme des explorateurs qui avanceraient en terre inconnue sans regarder la carte.
- Cela passe par un apprentissage des méthodes de recherche, pour ne pas se perdre, de la sécurité, pour ne pas être dupe et de l’esprit critique pour ne pas se laisser abuser. Rien de nouveau sous le soleil, sauf la technologie. Mais là encore, il ne suffira pas de mettre un didacticiel en ligne pour que cela se fasse.
- Internet est encore trop souvent perçu, par les dirigeants, comme un lieu où l’on peut se contenter de maintenir une vitrine étanche. Une affaire de communication tout au plus. Il faut y être pour compter, créer éventuellement du Buzz, pour les plus branchés, au détriment du contenu durable, solide, élaboré. Or c’est sur ce terrain que se situent les enjeux de valeurs, de société, d’environnement et que peut s’exercer l’influence. C’est sur ces bases que s’imaginera ou non l’avenir. C’est là que se tracera la ligne de partage entre ce qui est admissible dans le monde globalisé et ce qui ne l’est pas.
- Aussi est-il nécessaire, pour relever ce défi, de se placer dans une perspective de long terme. En regardant en arrière, il apparait désormais comme une évidence que les investissements consentis au cours des siècles passés dans les pays européens pour assurer une éducation de haut niveau ont contribué sensiblement au développement extraordinaire de ce continent. Prendre ce constat en compte, pour construire une vision prospective axée sur les technologies de l’information, peut ouvrir de larges voies de progrès économique, mais aussi politique et social.
- La logique de retour immédiat sur investissement ne convient pas à cette entreprise de désenclavement des sociétés et des individus pas plus qu’elle ne peut s’accommoder d’une attitude nationale défensive.
- Comme le grand ouest américain du XIXème siècle, Internet est une terre d’opportunité qui n’offre que ce qu’on est capable de prendre.
- Le nouveau paradigme de partage et de rayonnement que créent Internet et les technologies de l’information dessine en ce moment la cartographie des sphères d’influences des décennies à venir. Il serait dommage que nous en prenions conscience trop tard.

26 Nov 09

Le CNRS premier !

Très intéressant article de François Jouve sur la recherche française

www.sauvonslarecherche.fr/spip.php - Preview

ib ist science intelligence économique influence

22 Nov 09

Entrepreneurs: Stop Innovating, Start Minnovating

L'innovation d'est pas forcément l'Innovation

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ib Innovation créativité management intelligence économique

In reality, the vast majority of real-life entrepreneurs around the world aren't innovators. They're minnovators — mixing small parts of novelty and creativity with huge helpings of flexibility scrappiness and a generous portion of hard-driving execution
More often than not you need that little twist on an existing idea, the tweak of the business model, the minor product adaptation, or even just the ability to put together and lead a fantastic team that is supremely resourceful in overcoming obstacles and driving the tweaked idea to market.
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- If it did, Robert Wessman forgot to read the obituaries, because he is one of the generics industry's great minnovators, building Reykjavik-based Actavis in eight years from a standing start to fifth in the industry, and creating over two billion euros in shareholder value. His minnovation was first and foremost conceptual in nature: he realized that to survive as a generics player, Actavis had no choice but to be big, diversified and global, with globally dispersed, large-scale manufacturing coupled with clusters of focused R&D, all serving an increasing number of markets around the world.

20 Nov 09

Frédéric Martinet lance Actulligence Consulting

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ib veille intelligence économique conseil

15 Nov 09

Géographie de l'innovation américaine (1ère partie) : quels ingrédients pour constituer un pôle ("cluster") ?

Aux Etats-Unis, l'existence d'un cluster est en général associée à la création de start-ups issues de la recherche scientifique universitaire ou de laboratoires de recherche. Pour permettre cette création de richesse, les établissements d'enseignement supérieur d'une région donnée doivent avant tout disposer de solides opérations de transferts de technologie.

www.bulletins-electroniques.com/...61133.htm - Preview

intelligence économique US

13 Nov 09

Competitive Intelligence: Know Thy Competitor Well

Belle liste d'outils SEO pour analyser les actions de ses concurrents en ligne.

outspokenmedia.com/...gence-know-thy-competitor-well - Preview

ib analytics intelligence économique

12 Nov 09

SEO Competitive Intelligence: apprenez de vos concurrents

Traduction par Antoine Leroux d'un texte paru dans le Search Engine Journal

www.antoineleroux.fr/...668 - Preview

ib intelligence économique analytics

Signal to noise

Article intéressant sur les signaux faibles et pourquoi nous ne leur accordons pas plus d'attention.

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ib intelligence économique signal faible Analyse

But following these drills no planning for such an eventuality was conducted. And other signals were observed, document, reported—then ignored.
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- “We are constantly confronted by the paradox of pessimistic realism of phrase coupled with loose optimism in practice.” (My emphasis.) In other words: too often we talk the talk of early warning, but fail to walk the walk.
- This is a form of what psychologists call confirmation bias – we tend to pick out facts that support our narrative, rather than building our narrative on the available facts, as you might logically think would be a better way.
- It was widely “known” that the economy could not melt down, that fanatics could not attack New York, and that Japan could never attack the US. Our processing of any signals contradictory to our belief system was blocked by the assumed impossibility of the event. All swans are white until you’ve seen a black one.
- As Wohlstetter puts it, “We failed to anticipate Pearl Harbor not for want of the relevant materials, but because of a plethora of irrelevant ones”—that is, of competing and/or contradictory signals. She ironically concludes that, “If it does nothing else, an understanding of the noise present in any signal system will teach us humility and respect for the job of the information analyst”—a job she observes was held in relatively low regard in the pre-Pearl Harbor military.
- Data comes at us constantly at a great velocity. Somewhere in there lie narrative threads of great relevance to us—things that could help us greatly if we focused on them. The skill lies in being able to pick out the relevant signals, while ignoring the noise—especially when the noise consitutes most of what we take in, and the signal is something that doesn’t fit our expectations.

L'intelligence prédictive : au-delà de la boule de cristal

Livre blanc par BMC Software
"Ce livre blanc examine comment la convergence de technologies apporte à l'informatique une solution tangible pour intercepter, hiérarchiser et résoudre les incidents futurs dans l'ordre où ils affectent l'activité métier. En tirant profit de l'intelligence prédictive, les organisations informatiques peuvent bénéficier de retours rapides sur leurs investissements technologiques, réduisant ainsi leurs dépenses de capital et d'exploitation." (touvé via http://ieetti.over-blog.com)

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ib intelligence économique business intelligence Etudes Informatique

11 Nov 09

QFINANCE

Énorme portail de ressources sur la finance. Via @resourceshelf

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ib finance intelligence économique

09 Nov 09

Can technology do competitive intelligence for you?

Ne pas mettre la charrue avant les boeufs. Le software arrive après.

www.producersweb.com/...contentFocus - Preview

ib intelligence économique logiciel de veille Analyse

My advice for insurance companies, brokers and advisors is to wait until your function is well underway so that you build or purchase a tool that supports the process and infrastructure you've established to support your intelligence needs.
It is helpful to review and leverage software that is currently utilized within your firm. Examples of software that can be tapped into for intelligence purposes can include tools that manage the sales process, trip reports to distributors and/or insurers and CRM.
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- The same, however, does not hold true for the analytical part of creating competitive intelligence. I can't overemphasize that when it comes to analyzing a competitive situation, technology options are limited. This may come as no surprise, since technology is not a substitute for sound thinking and common sense. As valuable as software can be to help manage information, it cannot:
  Automatically generate findings and conclusions
  Replace judgment and common sense
  Create actionable intelligence
  Think for you
- It's what you see and perceive in the field and in meetings with insurers, customers, and industry influencers that forms the basis of sound intelligence analysis. Remember that senior executive users rarely rely on technology to acquire their intelligence; they rely on people, their networks and confidants.
  - Pourtant ils devraient parfois - on 2009-11-09
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Rethinking messy BI

Le traitement sémantique de l'information en appui à l'informatique décisionnelle (BI) pour tester des hypothèses et explorer des scénarios

www.techcentral.ie/article.aspx - Preview

ib business intelligence WebSemantique intelligence économique

The reason for this state of affairs is not that BI and related systems are bad, but that they were designed for only a small part of the information needs businesses have today. The data structures in typical enterprise tools, such as those from IBM Cognos, Informatica, Oracle, SAP, and SAP BusinessObjects, are very good for what they do. But they weren't intended to meet an increasingly common need: to reuse the data in combination with other internal and external information.
the rise of the Internet and local intranets has made information available from so many sources that the exploration now possible is of a new order of richness and complexity.
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- Call it the Google effect; people expect to be able to find rich stores of information to help test ideas, do what-if analyses, and get a sense of where their markets may be moving.
- There's no way traditional information systems can handle all the sources, many of which are structured differently or not structured at all.
- the emerging concept of Linked Data points to how CIOs can extend their information architecture to support the ever-shifting mass of information sources not tidily available in enterprise information systems.
- The Linked Data concept understands that this is not the case; it focuses instead on helping people to identify relevant information and to analyze it better. Humans excel at this kind of relevance processing, so why not take better advantage of their ability?
- Instead, CIOs need to create what PwC calls an information mediation layer that lets business staff explore what-if scenarios, assess strategies and risks, and gain insight from the messy reality of the world inside and outside a company's four walls.
- As outlined in the a previous paper, an information mediation layer orchestrates information from disparate sources for exploratory analysis rather than discovering an immutable "single source of truth" for archival and reporting purposes.
- The CIO needs to create the framework for exploration, one that helps the analysis fit meaningfully with the enterprise's existing information sources and their often unstated assumptions-without limiting that exploration or imposing a closed worldview on it. The goal of this framework and its associated tools is to allow mapping and filtering on the fly, so you don't have to conduct expensive, time-consuming normalisation activities for one-off or low-volume analyses-assuming those were even possible.
- Unlike corporate data warehouses and other standard information systems, the Linked Data concept accepts that information has different structures depending on the purpose and context in which it was created. Linked Data tries to bridge those differences using semantics (the meaning of the information in context) and ontologies (the relationships among information sources).
- Think of Linked Data as a type of database join that relies on contextual rules and pattern matching, not strict preset matches. As a user looks to mash up information from varied sources, Linked Data tools identify the semantics and ontologies to help the user fit the pieces together in the context of the exploration. The tools do not decide the connections, although the use of RDF and OWL tags can help automate the initial state for the user to review before applying human intelligence.
- We recommend that CIOs begin to rethink their information strategy with the Linked Data approach in mind. We do not recommend you embark on a big-bang initiative; that's unrealistic for an emerging technology whose best practices have yet to be learned. But we do recommend you test some of the principles of this approach as part of your larger information and data efforts. Here are some specific suggestions for ways to do this.
- The second path would be to empower your business users with exploration tools that they could use with existing internal data and with external data of their choosing. These tools would let them find the best business cases and make immediate use of the Linked Data technologies at a low cost to IT, since most of these tools are reasonably priced.
- Both approaches start from a common base: establishing a basic business ontology that expresses the relationships among the business's key processes and entities.
- The CIO must be prepared for the discovery that, despite their promise, the Linked Data technologies don't deliver as hoped. The exploration of this approach should - at a minimum - create a better understanding of the organisation's "messy BI" problem and how it can be lessened.
- "With properly linked data, people can piece together the puzzle themselves," notes Uche Ogbuji, a partner at Zepheira, which provides semantics-oriented analysis tools and training. In the past, he adds, assembling the puzzle pieces was viewed as an engineering challenge, leading to a resource-intensive effort to structure data for traditional analysis techniques.
- The CIO needs to loosen controls over the information and tools used in this exploration. You're not building a system but testing an approach.
- But the non-destructive nature of the Linked Data approach means you can expose that data more freely. In other words, users should be able to explore and transform data on the fly (since they're not changing the source data and its metadata-just the copy, at most-in their virtual explorations).

06 Nov 09

The "Three Tool" Competitive Intelligence Professional

Les 3 champs de compétences d'un professionnel de l'IE

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ib intelligence économique

Table stakes. These are the basic skills needed by anyone conducting competitive intelligence. Grouped in this category are analytical techniques, modeling approaches, data collection and interpretation, presentation delivery, project management and more.
Change management.
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- The more powerful and compelling view of competitive intelligence is one that is recognizably useful in strategy discussions. The usefulness metric is a function of potential improvements to strategy
- By definition, improvements imply change and change affects constituencies in the company. This involves people that are often found in prominent positions and have well developed opinions and biases.
- Therefore, the common challenge is to change the minds of powerful, well-placed people.
- So, what skills are needed to persuade others to change?
- Political awareness
- Marketing
- This is different from “presenting data” because stories are meant to convey more than information. Good stories are memorable, make an emotion connection for the listener and convey truth.
- Alliance management
- It is far more powerful to work with and through networks of people (inside and outside the company). The amplifying effect adds credibility.
- Change artistry
- III. The Customer’s Mindset
- Many competitive intelligence people stumble with these skills especially when they intentionally of inadvertently position themselves separately from their customers. Of course, a competitive intelligence person cannot unilaterally promote himself or herself to senior management.
- The value of getting an education in the customer’s area is that a competitive intelligence professional can better translate from their knowledge domain to the customer’s.
- The three tools go together. The table stakes are expected competencies. The change management skills have more meaning with effective analysis. Finally, the customer’s mindset shapes the application of table stakes skills and change management possibilities.

Competitive Intelligence and the Balanced Scorecard Methodology

Intégrer les pratique d'IE dans une démarche de BS

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ib intelligence économique balance scorecard management

Popularized in the early 1990s by Robert Kaplan and David Norton, the Balanced Scorecard methodology (BSC) is a system of interdependent, strategically derived goals, measures, and activities that summarize a corporation, its strategy and its actions.
If one of the goals of a company’s competitive intelligence function is to inject intelligence into the strategic plans of the organization, it is important to position competitive intelligence as a critical component of the company’s balanced scorecard initiative. Because the initial stage of the BSC model requires that the organization identify specific strategies, measures of success, goals and targets, and activities required to reach those targets, positioning CI as an important component of organizational success is important.
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- Competitive intelligence frequently supports the development of strategy in an organization, but if management fails to realize that CI can help the organization achieve its strategic objectives, then the organization is only realizing half the potential value of competitive intelligence.

Strategy map

Représentation graphique de la stratégie d'une entreprise proposée par Kaplan et Norton.

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ib intelligence économique analyse stratégie

Inteligencia Competitiva en Argentina, América Latina, España y Portugal

Blog sur l'intelligence économique qui semble très fourni (pour hispanophones)

inteligenciacompetitivaenar.blogspot.com - Preview

ib intelligence économique

Exercice de guerre de l’information autour de Siemens (en français)

Rapport d’exercice de guerre de l’information réalisé par les étudiants de la formation professionnelle de l’Ecole de Guerre Economique

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ib influence intelligence économique Siemens EGE

Competitive Intelligence in a Web 2.0 World - Part 2: Uncovering the 'What' and 'Who' of LinkedIn

Utiliser Linked In dans une démarche d'intelligence économique

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ib intelligence économique Social software analyse

LinkedIn has become the most popular of the professionally focused social media sites, and therefore a goldmine for various competitive intelligence tidbits, sometimes disclosed inadvertently.
If, on the other hand, a firm was competing with Mr. Lawyer's firm for work from a company in the hotel industry, then Mr. Lawyer's recommendations might be leveraged to the CI pro's firm's advantage. While Mr. Lawyer may point to his recommendations as proof that he has delighted clients in this industry, the competing firm may highlight this as Mr. Lawyer having a better relationship with a competitor company.”
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- A section titled “related companies” also provides additional information:
- LinkedIn has partnered with Capital IQ to provide company data
- Some of these clients are (names have been withheld, but are available on Mr. Lawyer's profile):
  
  • A publicly listed hotel and resort corporation;
  
  • A large biotech company; and
  
  • A private equity firm.

Mercyhurst College Institute for Intelligence Studies: an Intelligence jewel in Erie

Le Mercyhurst College vu de l'intérieur

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ib analyse Intelligence économique

Even though most have retired from government service, they are in the office every day, all day, filled with the same passion about their current mission (training the next generation of “Top Gun” intelligence analysts) as they were about their former missions. And the students seem to know it because they are there all day too; doing research, asking questions, working on projects, and excited about what they are learning as well as their future responsibilities and the important role that they will play in shaping the national and international security environment.
but what I tried to emphasize apart from career advice was the importance of their development as a “generalist” rather than a “specialist” analyst, because attribution of a serious cyber attack will almost never be discovered through an examination of the code or through server-level data alone, no matter how expert the specialist is.
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- Instead, I offered my opinion that the most reliable approach to attribution will come from “generalists” who can incorporate the technical evidence of a cyber attack into their analysis and then go beyond it to examine geopolitical influences, a State’s military doctrine, civilian and military research grants, civilian hacker profiles, and most importantly, have a mind trained to evaluate inconsistencies and yank on loose threads.

Revamping DARPA Is Vital to Preserving the U.S. Lead in IT - Is the U.S. Killing Its Innovation Machine?

Article de la HBR qui explique que la DARPA aurait perdu 8 ans sous l'administration Bush et comment cela risque d'influer sur la puissance US.

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ib Intelligence économique US DARPA Informatique

Specifically, DARPA under Bush drastically reduced the role of universities in IT research projects it funded and shifted both power and money to companies. If the old DARPA model is not restored, the U.S. lead in IT — especially in software — could be lost.
the DARPA model, where scientists would pitch ideas for high-risk, high-reward projects to the agency's program directors, who are often accomplished scientists and engineers. The latter were swing-for-the-fences projects.
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- Academic scientists, who previously had been driving the research agenda for DARPA-funded projects, essentially became consultants to the companies and the proportion of the DARPA funds allocated to universities for IT research was slashed.
- Tether's measures disengaged some of the best minds in the country from working on the problems that could help the Department of Defense and the information technology industry.
- Figuring out how you can make important programs go faster and how to add new features to it when you're using 10 processors instead of one is a very hard problem to solve — the kind that if somebody in another country figures out how to solve it, the software center of the universe could move from the United States to someplace else.
- I don't know how many tens or hundreds of millions of dollars DARPA gave to these companies, but whatever research they did has had very little impact on solving one of the biggest problems facing computer science.
- The shift to parallel processing levels the playing field in software because nobody has a huge head start. Both China and India both recognize that it represents an opportunity to take the lead in software, and they are investing accordingly. If the leading academic minds in the U.S. had been working hard on this problem for the last eight years and had made great progress, the U.S. lead in software would be much more secure.

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