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Paul Gillin

Paul Gillin's Public Library

  • With 75% of surveyed companies increasing content marketing investment this year, and 43% of them increasing content marketing staff levels
  • Seventy four percent of content marketers surveyed are increasing lead quality and quantity thanks to content marketing.
  • Only 21% of marketers have a specific process in place to ensure optimal content reuse and repurposing.

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  • while 82% report that their business drivers are most directly aligned with revenue targets, 41% also say that they’re now responsible for profit targets, and a similar percentage (37%) count brand health as a main role
  • Close to 1 in 3 CMOs have a responsibility for their business unit’s P&L, which is up 13% points from a year earlier.
  • CMOs saw the marketing role evolving in the next 3-5 years to be seen less as a cost center and to be more involved in shaping a company’s business strategy.

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  • while almost 8 in 10 company marketers rated their organizations as at least competent in descriptive analytics (who, what when, how, where?), only 23% could say the same about their competency in predictive analytics.

     

  • Fully 84% of company marketers surveyed are using or planning to use predictive analytics for conversions – and respondents are experiencing the most success and virtually the most ease of implementation in this area.

     

  • Giants like Amazon, Google, Apple, and IBM have the in-house expertise to keep their systems safe, and big security companies can make their specialists available to smaller outfits that may only need their services sporadically. The dearth of skilled employees makes it difficult for established cybersecurity companies to staff up—and all but impossible for more modest organizations. "If you’re in a small or medium-sized business, you must outsource it," ISACA’s Schwartz says. "There’s just no way to build these competencies at this point."

  • Nearly 40 percent of the business and IT leaders who participated in a recent survey cited the lack of in-house cybersecurity expertise as their top challenge

  • ccording to ESG research, 46 percent of organizations say they have a “problematic shortage” of cybersecurity skills in 2016

  • Although I later became known for security expertise in the private sector, I was never given any security-specific training. Instead, I had years of on-the-job and formal training in good technical and operational practices. My later success in penetration testing was mostly built on detecting the absence of good practices, not formal training in how to hack systems or perform social engineering; I never had to used any advanced skills, given the woefully poor security I encountered. In other words, it was nothing like what happens in cybersecurity programs.
  • those degree holders are just never going to be as knowledgeable and competent as the security-focused professionals that organizations can grow themselves.
  • Security professionals are developed over time, just as happens with experts in every profession, including all of the other disciplines within the computer profession: You are assigned a position that is consistent with your skill level, learn on the job and receive appropriate training.

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  • A basic security measure, patching, was found to be lacking from most organisations. More than 12 percent of vulnerabilities were over five years old and more than five percent were older than 10 years old. Some vulnerabilities went as far back as 1999.

  • Experience design is now a source of competitive advantage.
  • With technology the way it is today, you can instrument your design like you’ve never been able to do in the past. That’s an exciting way to measure the impact of good design. You can do experiments, and you can get a lot of information and all the capabilities associated with A/B testing, to help you refine what you’re creating in terms of an experience with technology.

    • At the core of every PaaS or Container platform, the underlying system elements were primarily designed for newer, distributed applications and patterns (e.g. microservices, 12-factor apps, etc.). While this is fine for startups, it limits a platform’s viability for customers with existing (legacy) applications . For any CIO, Enterprise Architect or DevOps team looking into PaaS or Container platforms, there are two initial questions to ask any vendor or open community:

       
         
      1. New Applications – How can new applications be on-boarded to the platform? How are they supported in the platform?
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      3. Existing Applications – How can they be on-boarded to the platform, supported in the platform, and how much change is needed to run the application on the platform?
  • The ability to create that stability and consistency will significantly reduce costs for all applications, which is why many companies are eager to on-board as much of their application portfolio as possible. With the increased efficiency that can be created through automated systems, Wikibon research shows that as much as $300B worth of IT operational costs will be removed from overall IT spending by 2026 (Source: Wikibon “True Private Cloud” research, Feb.2016).
    • Developer Inputs – How is an application on-boarded (and updated) into the platform?
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    • Simplifying Application Development – What services within the platform make it easier for developers to build, scale and manage applications?
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    • Operations Scalability – As more applications are added to the system, which elements of the platform will help it scale and be operationally efficient?
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    • Areas of Integration – Platforms can not natively provide every possible service to an applications, so how can the platform integrate 3rd-party services to assist applications?

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  • This setup means the entire network, rather than a central authority, is responsible for ensuring the validity of each transaction.

  • ile leading organizations often have the CISO reporting into the CIO, they also create clear board level roles, approach cyber security as a total company activity and give the CISO greater autonomy and latitude to challenge the technology team, inclusive of the CIO.
  • Securing the perimeter has historically been the main focus, but today the problem is shifting to one of response.
  • it takes between 200-250 days to identify the breach and respond.

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