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9E0-851 - Customer Response Solution 3.0 (CRS) - Dump Information

Vendor : Cisco
Exam Code : 9E0-851
Exam Name : Customer Response Solution 3.0 (CRS)
Questions and Answers : 292 Q & A
Updated On : October 19, 2018
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9E0-851 Customer Response Solution 3.0 (CRS)

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9E0-851 exam Dumps Source : Customer Response Solution 3.0 (CRS)

Test Code : 9E0-851
Test Name : Customer Response Solution 3.0 (CRS)
Vendor Name : Cisco
Q&A : 292 Real Questions

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Australian encryption-busting bill would create backdoors: Cisco | killexams.com Real Questions and Pass4sure dumps

despite the Australian govt again and again claiming that its information and access bill would now not involve the introduction of backdoors, networking gigantic Cisco has accused Canberra of doing just that.

In a submission [PDF] to the Parliamentary Joint Committee on Intelligence and security -- which is at the moment reviewing the legislations because the executive makes an attempt to ram it via Parliament -- Cisco called out Canberra for no longer permitting more suitable transparency on disclosing notices and requests from Australian authorities to access encrypted communications.

"we've described a 'backdoor' to encompass any surveillance ability that's intentionally created and yet now not transparently disclosed," Cisco observed.

"To the extent that the bill would require by way of a [Technical Capability Notice] the creation of a skill while concurrently preventing the [communication providers] from documenting the existence of that capability, the law would outcome in the creation of backdoors."

The networking colossal pointed to statements made by means of its CEO investigate Robbins in October 2016 when addressing rumours that American agencies had cosy arrangements with Washington intelligence companies.

"We do not supply backdoors. There is no special access to our products," Robbins stated on the time.

Cisco spoke of in its submission that with a view to maintain client believe, any "form of surveillance approach" in its items should be publicly disclosed.

"Cisco is most in no way on my own in having foresworn the existence of backdoors in expertise items and services. As such, this subject is a significant concern that should still be right away addressed via an change to the bill," the business spoke of.

It further warned that different governments would likely comply with Australia's lead if the tips and access invoice is handed in its current kind, and that it doesn't customise its lawful communication interception capabilities for any nation, and all such capabilities are described in product documentation.

"with out additional modification, we agree with the net outcome of these adjustments would damage the security interests of Australia with the aid of atmosphere a precedent that could be adopted by much less liberal regimes," Cisco referred to.

study more: Australia's anti-encryption legislations will basically relocate the backdoors: knowledgeable

below the proposed legislations, Australian government groups could be in a position to difficulty three sorts of notices:

  • Technical assistance Notices (TAN), which are compulsory notices for a communique provider to use an interception capability they have already got;
  • Technical capacity Notices (TCN), which are compulsory notices for a verbal exchange issuer to build a brand new interception potential, in order that it may possibly meet subsequent Technical counsel Notices; and
  • Technical counsel Requests (TAR), which had been described with the aid of experts because the most unhealthy of all.
  • Tasked with overseeing Australia's intelligence agencies, Inspector-popular of Intelligence and safety (IGIS) Margaret Stone warned in her submission that technical tips requests may allow for the voluntary introduction of backdoors.

    "This raises the legal chance that ASIO, ASIS, or ASD might negotiate an settlement with a issuer to voluntarily create or fail to remediate a 'backdoor'," Stone wrote.

    "while it is foreseeable that many providers would decline one of these request because it is incompatible with their business and reputational pastimes, the opportunity seems to exist that an individual issuer can be persuaded to achieve this, and in that case, compensated in keeping with a contract, contract, or different arrangement."

    Stone known as on the government so as to add elevated reporting provisions to the invoice that could force corporations to inform IGIS of when requests were made.

    No time to weaken encryption

    Amongst the 31 submission to the joint committee published late on Friday afternoon, Apple noted the premiere method for the government to reach its aim of monitoring down criminals and terrorists changed into via stronger encryption, and never via weakening it.

    "here is no time to weaken encryption," Apple wrote. "there is profound chance of making criminals' jobs less difficult, not more durable."

    Cupertino argued that via decreasing protection for one client, it would additionally in the reduction of the security of "thousands and thousands of law-abiding consumers with a view to examine the very few who pose a risk".

    "The govt may additionally are seeking to compel a issuer to improve custom application to bypass a selected equipment's encryption. The government's view is that if it simplest seeks such device for a selected consumer's machine, it is going to create no systemic chance," Apple referred to.

    "As we have firmly pointed out, besides the fact that children, the building of one of these device, however deployed only to at least one phone, would render everybody's encryption and security less valuable."

    Apple expressed situation that one of the crucial invoice's few outs -- fighting conversation providers from building a "systemic weak point" into products to comply -- may well be circumvented and allow businesses to stay away from certain users from receiving protection updates, or evade suppliers from fixing security flaws, if Canberra deemed such actions non-systemic.

    See: The race to wreck the internet is upon us

    The iPhone-maker referred to as for the introduction of a provision to allow for judicial evaluate earlier than technical skill notices being issued, and spoke of it became deeply involved that the executive might force real-time interception of over-the-top-based messages and calls.

    As a corporation that outlets an awful lot of its client data within the united states, Apple referred to it could face criminal sanctions for "any unauthorised interception of content material in transit" under US legislation, or if Canberra desired statistics on eu residents, it may face fines of 4 p.c of annual turnover due to the widespread records coverage legislation.

    "Forcing company with operations backyard Australia to conform to TANs or TCNs that violate the laws of other nations in which they function, will simply incentivise criminals to use provider providers that not ever assist Australian authorities or ones that operate underground in jurisdictions unfriendly to Australian pursuits," Apple stated.

    "in place of serving the interests of Australian legislations enforcement, it is going to simply weaken the protection and privacy of common clients while pushing criminals extra off the grid."

    a couple of submissions warned the govt to believe of the global implications of its proposed legal guidelines.

    "A rush to enact legislation within the proposed kind could do massive damage to the web," Mozilla wrote.

    "TCNs in certain latest the government with capabilities that we do not consider are applicable, as well as being a major chance to the security of the web. The invoice as proposed represents a one-sided view, without sufficient consideration for the broader and longer-term charges and repercussions of its implementation."

    Mozilla pointed out that TCNs are, in effect, an "intentional introduction of a safety vulnerability", and referred to the bill could hurt Australian corporations in the international economic climate.

    It turned into a view shared via Australian e mail company FastMail, which stated laws getting rid of privacy would not aid Australia's brain drain.

    "To the extent that this bill takes us further out of alignment with protections expected by the rest of the world, it hurts the potential of all Australian companies to compete in the international market."

    In a prior circular of session, the information superhighway structure Board (IAB) talked about the invoice's provisions represented an existential chance to the information superhighway's security and integrity.

    IAB chair Ted Hardie stated a way to compel an infrastructure company to damage encryption or deliver false have confidence preparations will introduce a systemic weak point that threatens to erode have confidence within the web itself.

    "The mere potential to compel cyber web infrastructure suppliers' compliance introduces that vulnerability to the whole device, since it weakens that equal have confidence," Hardie talked about. "The web, as a gadget, strikes from one whose features are predictable to at least one where they aren't."

    If equivalent law where carried out by means of other jurisdictions, the IAB stated the fruits may well be the fragmentation of the web itself.

    examine: Australian encryption bill raises bar for outrageous legislation: Comms Alliance

    "This strategy, if applied frequently, would influence within the cyber web's privateness and safety being the bottom usual denominator accredited with the aid of the movements taken in myriad judicial contexts. From that viewpoint, this strategy tremendously reduces have faith in crucial cyber web infrastructure and affects the future health and viability of the web," the IAB mentioned.

    speaking to the national Press membership last Wednesday, Minister for domestic Affairs Peter Dutton referred to the adjustments already made to the bill have resulted in it being compromised.

    "I suppose there is a standard-experience approach right here. I believe the executive has crafted that average-feel strategy, but it can only be enacted if it is supported within the Senate," Dutton spoke of. "We can not have on key country wide security expenses compromises as a result of we're dealing with 5 or 6 or eight distinctive senators all with diverse motivations, and pulling in every course."

    Dutton stated Opposition leader bill Shorten needs to decide even if he is on the side of Silicon Valley multinationals or with "legislation enforcement and intelligence agencies during this nation who need to offer protection to Australians".

    The domestic Affairs minister delivered that tech giants should be hounded to pay extra tax in Australia, have breached consumer privacy for industrial expertise, and are protesting strikes to drive them to aid legislations enforcement in Western countries whereas concurrently doing enterprise in authoritarian boom markets.

    "it's standard. Given we're speakme about 9 out of 10 country wide safety investigations now being impeded as a result of the use of encryption, we should contend with it. It does not go so far as some people would desire, nevertheless it is a measured response," he added.

    The minister known as for the invoice may still be handled sooner in place of later.

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    if you’re working in a safety Operations core, or intention to work in one, the CCNA Cyber Ops should be excessive in your list of skills to obtain. Few certifications cowl this area.

    Cybersecurity is without doubt one of the most noted and critical themes inside the IT business, with businesses urgently retaining their network, popularity, and customer confidentiality from would-be attackers.

    It’s a continuing fight to hold your techniques, techniques, and team of workers up-to-date on the newest cyber protection risks on a daily basis. besides the fact that children, through realizing the range of threats and determining them via continual community and host site visitors assessment, we stand a much better chance of defending ourselves.

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    (picture: Pixabay)

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    Designed for safety operations centers

    significant groups will both have or may be seeing that investing in a safety Operations middle, which is the a part of an IT branch chargeable for network/host forensics and incident response strategies.

    The CCNA Cyber Ops is composed of two modules - the SECFND and SECOPS - with two corresponding assessments. each are particularly designed to come up with an in-depth understanding of what it’s like working inside a SOC group and the function of a tier 1 or tier 2 analyst.

    “The CCNA Cyber Ops certification provides a framework for an analyst to obtain the crucial competencies to support monitor the community for security threats, recognize when to supply triage services, and either mitigate a low-degree danger or comply with the escalation policy if a high-degree threat is detected,” adds Dave.

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    if you are working within a SOC, or aim to work in one, the CCNA Cyber Ops should be high in your checklist of qualifications to obtain. here's a gap container of work, and few certifications cowl this area.

    Most Cisco courses from reliable Cisco practicing suppliers consist of interactive on-line labs, featuring you with an opportunity to get fingers-on with the know-how. The CCNA Cyber Ops is not any distinctive – “the labs are very neatly constructed and insightful,” adds Dave.

    What’s extra, the CCNA Cyber Ops also covers topics that aren't specific to Cisco – making it more effective for groups which use more than simply Cisco know-how.

    should you stay away from it?

    This certification is focused on working interior a SOC crew. if you’re not doing this full-time, you may additionally now not discover it as rewarding as other cybersecurity or networking certifications.

    SOC groups vary from business-to-enterprise, and while the CCNA Cyber Ops curriculum is broad, it'll no longer cover every subject matter, technology, and approach utilized in every firm.

    Launched in 2016, the CCNA Cyber Ops simply has now not been round as lengthy other Cisco certifications and does not have the identical recognition as other extra ordinary qualifications (the CCNA Routing and Switching became announced in 1998!).

    “That noted, I consider anybody because moving into a safety Operations crew and wishing to replace their talents set should still as a minimum look at this certification course,” says Dave.

    CCNA Cyber Ops and the CCNA Routing and Switching

    Employers world wide admire Cisco’s CCNA Routing & Switching certification as a must have business regular in networking.

    Cisco is obviously hoping that the CCNA Cyber Ops certification – which also sits on the associate level – will carry as much gravitas with businesses wishing to make use of tier 1 or tier 2 Cyber analysts of their safety Operation centers.

    just like the CCNA Routing and Switching, there are no reputable prerequisites for this cybersecurity certification. despite the fact, you will improvement from having studied the CCENT certification (for an introduction to Cisco networking) and the safety+ (for an entry-stage introduction to cyber protection).


    9E0-851 Customer Response Solution 3.0 (CRS)

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    Customer Response Solution 3.0 (CRS)

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    Trump and Khashoggi and Kanye, the margarita machine, Cruz-O'Rourke, other parties' candidates | killexams.com real questions and Pass4sure dumps

    Controlling U.S. foreign policy

    Re: "Trump opposes halt to arms sales — Riyadh would just buy weapons from Russia and China, he says," Friday news story.

    Reality rears its ugly face: the Saudis murder a journalist, Jamal Khashoggi, and all the Republicans scream. President Donald Trump expresses his deep concern over this repulsive and vicious attack on the free press. A few media corporations pull out of a media event to promote the financial interests of the monarchy, and politicos make vague threats to cut off arms sales to the Saudis. Obviously General Dynamics and Lockheed reminded Trump that they had big bucks to the tune of $100 billion, plus residual revenue from training, support and replacement parts.

    Trumps tacitly admits the obvious: Foreign policy is now in the hands of the defense and military contractors.

    Jacob Gallerano, Dallas

    Kanye and Kashoggi

    Just when you think it couldn't get any crazier in Donald Trump world, it does. First, there was the clown show in the Oval Office in which Kanye West went on an incoherent rant. Trump seemed to enjoy it. It says a lot about Trump that he would tolerate, nay encourage, this kind of nonsense in the Oval Office. 

    Second, and even more important, was Trump's response to journalist Jamal Khashoggi's disappearance. Our president absolutely refused to say anything negative about the Saudis' role in the incident. Instead, he continued to suck up to a country that bailed him out of a financial bind in the '90s and continues to support the Trump brand. 

    Trump's prevailing reason for not wanting to sanction the Saudis is that it might derail a billion-dollar-plus arms deal. He showed no interest or compassion for Khashoggi as a human being. Trump chose to place money above all else, which is his philosophical and practical leitmotif. Moreover, according to The Washington Post, the billion-dollar deal is a figment of his self-serving imagination.

    He is a stain on the American landscape. The quicker we can oust him from office, the better off we will be.

    Shelton Stogner, Richardson

    More margarita history

    Re: "Frozen in history — Customer's margarita complaint led restaurateur to revolutionize industry," Oct. 8 Arts & Life.

    A follow-up on the story about the frozen margarita machine created by Mariano Martinez needs telling. It should give credit to a one-time Dallasite, Rayna Green. She graduated high school in Dallas, attended Southern Methodist University and served the Peace Corps in Ethiopia. After acquiring a Ph.D. in American studies, she eventually was hired by the Smithsonian Institution to work in the National Museum of American History.

    It was her idea to put the frozen margarita machine on display there; she made it happen.

    Green has always been a booster of both Dallas and the state of Texas, even though she became a resident of Washington, D.C. Hats off to her! Let's give her the local recognition she deserves.

    Barbara F. Materka, Dallas/Uptown

    Answering Beto

    Re: "Big businesses not fans of O'Rourke — Large firms back Cruz despite challenger's agenda for growth," Wednesday news story.

    It isn't a question of policy differences; it's a question of the proper role of government. Should the government try to solve problems and provide for the well-being of society? Or should it act more like a referee, preventing bad behavior and settling disputes, but otherwise trusting that we as adults will organize and creatively handle our own affairs?

    For moral, competency and personal liberty reasons, smaller government is best. Corruption in government is far more dangerous than corruption elsewhere in society. Less government means less corruption. Government provides monopolistic one-size-fits-all solutions. Don't expect progress or responsiveness once the government gets involved. 

    Increased government responsibility reduces personal responsibility. This has an insidious effect on self-respect and self-worth. Resentment and idleness flourish under this arrangement. Finally, incentives matter. Americans have incredible potential. What system best unleashes this potential? One that respects individual agency and expects the best from us? Or one that treats us like children?

    Eric Parker, Dallas

    Get out and campaign

    I have a message for the Libertarian Party, Green Party and any other party running candidates for office in the upcoming election: If you want your candidate to have a chance at getting more than 1 percent of the votes, you need to openly campaign. You can't just say, "I'm John Smith and I'm running for office." You need to put up signs, put ads in newspapers and go on TV stating your name and stand on the issues. 

    Otherwise, you are wasting your time.

    Larry Hicks, Grand Prairie

    Slim and none?

    Re: "Turnout will decide Cruz-O'Rourke — Republicans can't be lured into complacency in this close race, says Mark Davis," Wednesday Viewpoints.

    Here are some other zero chances for success throughout history: 1) George Washington's rebels defeating the British army. 2) The state of Israel surviving its birth after being attacked by the combined Arab army. 3) a black man being elected president of the U.S. 4) The Boston Red Sox defeating the Yankees after being behind in the 2004 ALCS, 3-0, to win the pennant and eventually the World Series.  5) The N.Y. Giants in '51, behind by 13 1/2 games at the end of August, coming back to win the NL pennant. 

    Life and history have taught me humility if nothing else. If your name is on the ballot, you could win. Look at Donald Trump. So Beto's odds are slim, but they aren't zero.

    Jerry Frankel, Plano


    Managing to the Next Century - The 5 Big Things For Agile Transitions | killexams.com real questions and Pass4sure dumps

    Key Takeaways
  • Successful transformation needs strong leadership to support and protect agile culture
  • Help teams and stakeholders to self-organize
  • Manage your portfolio with Outcomes (not Output)
  • Systematically remove sources of waste and delay faced by Agile teams
  • Measure and improve value delivered with frequent feedback (Inspect and Adapt)
  • Moving to Agile is hard, but necessary

    As we move into the digital age, organizations increasingly want to be more agile. Maybe it is motivated by loss; loss of customers, employees, market share or brand value. It also could be driven by a need to “keep up with the Joneses” and the desire to be as cool as Amazon or Netflix. Motivation not withstanding agile transitions are common place with many organizations looking to become “more agile”.

    However, for many organizations, the journey to becoming “more agile” is littered with false starts, unhappy stakeholders and annoyed and confused leaders. Becoming agile is difficult, not just because of agility, but actually because any change is hard for organizations to embark upon. To quote Niccolo Machiavelli:

    There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. - The Prince (1532)

    And the move to agile is a new order of things, a much more fundamental change than the adoption of a new methodology or process framework. Carlota Perez world famous economist describes the change as common-sense response to the digital age.

    No one today would propose a centralized, rigid, top-down organizational structure, where you cannot communicate across functions except through your bosses. However, that was precisely what Alfred Sloan set up at General Motors, to a great advantage at his time. With today’s communications and flexible technologies, agile creative networks make more sense and lead to much more productivity.

    Perez goes on to argue that the previous age focused on mass production. Which by its very nature is different from digital production. Mass product focuses on reducing the unit cost, and increasing quality by process optimization, conformity and standardization. Digital on the other hand, focuses on the unit size of one, where everything is unique in terms of the problem, solution and ultimate value stream. But how many organizations still manage their digital products with the same mass production paradigm with resource optimizations, standardized process and specialism of labor? The agile age requires a different approach to outcomes, work, teams and management.

    A focus on outcomes – taking ownership of the business value

    Instead of a focus on getting work done in the most cost-efficient, consistent, risk adverse manner, agile teams concentrate on delivering value in the most effective way. They focus not on the work, but instead the outcomes they are trying to deliver. Scrum, the world’s most popular agile framework, is empirical in approach. Thus, problems are broken down into small experiments with frequent observation which may result in changes. Smaller batches of work coupled with the need to concentrate on value means:

  • Ownership becomes a top priority - In most traditional organizations, decisions are made in a slow, consensus driven manner. Documents are used to store the details and are signed off to ensure that everyone knows who was involved. Change is treated as a problem with expensive management processes, review committees and escalation approaches. Agility requires decisions to be made, and work to be delivered allowing feedback and improvement. That requires ownership.
  • Value needs to be clearly understood and measured, which seems like a simple requirement - The reality is that much work does not have a clear connection to value. Measurement is also very difficult as organizations wrestle with visibility, transparency and ownership.
  • Teams must be aligned to customers – Often teams have a poor understanding of their relationship with a customer and even if they have the benefit of knowing the customer they neither are aligned to them or can get access to them. Customers are managed by the front end of the business, sales, marketing and support. Product development has to work with these organizations to get access and feedback.
  • Frequent understanding requires frequent observation – For digital products, that means delivering them to customers to be used. Delivering frequently has huge implications on every part of the development process from how requirements are managed, to how the product is tested. How the underlying software is architected also changes to support smaller more frequent changes. For non-digital or hybrid products the need to gather frequent feedback also changes the way work is done with more of a focus on frequent review, simulation and testing.  
  • Work is not owned by a manager

    In the new agile world, it is neither possible to tell people to do a particular task or plan at the same level of breadth or depth. Work is defined, managed and executed by empowered teams who are not focused on the task, but instead the outcome they are trying to achieve. Quality including technical debt is treated in the same way that value is treated allowing the team and the business to make explicit, transparent decisions on trade-offs. But moving away from traditional managed work to a more agile approach requires more than managers stepping away but requires organizations to have:

  • Clarity of accountability and ownership – In most modern organizations everyone is responsible, but no one is accountable. In an agile organization, it is clear that the team is responsible for the outcomes, the business for deciding where to focus the team in terms of value and the organization accountable for building the environment for the team to be successful. By having clear responsibilities and allowing teams to make decisions agile organizations can quickly cut away lots of the waste associated with traditional top down management approaches.
  • Management focused on building the right environment – Many managers get their position because they are good at doing the work. That leads to a culture of “parental-ism” with managers telling people what to do. For simple work this can be effective, but when work becomes complex and process variable it is very difficult requiring the manager to be always there. The management role therefore has to change to coaching, and servant leadership helping the team deal with the work and focus on the outcomes.
  • Projects replaced by products – For many organizations, work is done through projects, and at any one time there are thousands of projects being run. Each project has funding, resources and lots of documentation. People work on multiple projects and teams are created and destroyed frequently. Agility does not force an organization not to do projects, but does encourage a more focused, team centric approach to work. By reducing projects and moving to a product or customer alignment, teams can better focus on outcomes. Additional benefits are simpler planning cycles, reduced complexity of communication and reducing of the dreaded context switching problem. Projects will still exist for initiatives that cross multiple customer / product / outcome boundaries, but they will not be the norm. 
  • Teams are real

    At the very heart of the agile organization is a collection of teams, self-organized and empowered to make decisions. They have all the right skills to deliver value and are supported by an organization that fills in any gaps and helps them to get better.  At scale that means teams of teams and the adoption of practices to ensure that dependencies are effectively managed. But unlike in the world of mass production, agile organizations do not benefit from “throwing lots of bodies at a problem”, and instead encourage leaner, “smarter” organizational models. Organizations may need to change their approach to teams by:

  • Concentrating on building long lived teams – Teams are not a new concept for organizations, in fact for many they like the idea so much they put people on multiple teams. Agile organizations encourage a more focused, people centric model with teams having an identity and consistent membership. That means that work is brought to the team rather than the team forms around the work. This will require a change in thinking and process for many project management organizations.  
  • Separating of work management from people management – It is very hard to be transparent when the person who reviews you, determines your bonus and decides on promotions is working with you on a daily basis. By having a clear separation of work management and people management on agile teams encourages transparency and openness. Work is managed by the team, people development and management is either managed by some sort of community or guild, or by more traditional management.
  • Incrementally evolving the architecture towards customers – For many organizations, individuals are aligned to applications and those applications are reused in many different customer or value contexts. That leads to complexity with everything affecting everything. Modern, agile enterprise architectures focus on optimizing for agility. That may mean that some things are duplicated and that the total cost of ownership for an individual application might be higher, but ultimately the value of responding to the market outweighs that cost. Optimization moves in terms of location in the stack as it has done previous with changes to the cost of disk space or processing.
  • Diversity matters – To respond to complex problems requires experienced teams with a variety of different perspectives and skills. Diversity of opinion, idea and solution are crucial for delivering value. But for many organizations team boundaries re-enforce departmental, system and experience boundaries. For agile to work, and for organizations to deliver great customer solutions it is important to build diverse teams that challenge the status quo, look and feel different.
  • Introducing the 5 challenges of Agile Transition

    Moving to the “new order” is not easy, and many organizations have begun the journey with the adoption of Scrum, and are looking at scaling frameworks such as LeSS, SAFe and Nexus, and organizational models like the Spotify. Unfortunately, there is no single silver bullet for “transforming” your organization into an agile, digital native enterprise. Looking at organizational frameworks and scaling models are great tools and just one piece of the puzzle, as the move requires a more holistic approach to agility. It also cannot be thought of as replacing one methodology with another, but instead something more fundamental to the way the organization responds to the market and delivers value. Organizations should concentrate on 5 broad challenges.

  • Support and protect agile culture with strong leadership
  • Help teams and stakeholders to self-organize
  • Manage your portfolio with outcomes (not output)
  • Systematically remove sources of waste and delay faced by Agile teams
  • Measure and improve value delivered with frequent feedback (inspect and adapt)
  • Support and protect agile culture with strong leadership

    The culture of the organization is defined by the norms enacted by the organization in how they do everything. Leadership defines and re-enforces those norms in the actions and words. Having leaders that embody the values of agility and reinforce its principles is crucial for any transition. For example, agility requires a continuous approach to learning and understanding, but if leaders focus on mistakes and apportioning blame, then it is likely that any empirical process will not work.

    Help teams and stakeholders to self-organize

    Creating an environment where teams self-organize and are empowered to make decisions that deliver value is the foundation for agility.  Unfortunately, just telling teams to be empowered and self-organize is not an effective way to introduce those ideas. Instead change needs to be introduced incrementally and practices such as Delegation Board from management 3.0 can help slowly move teams to taking the lead.  

    Manage your portfolio with outcomes (not output)

    Agility like anything is only as good as the outcome you are focused on. By building an agile enterprise that is focused on customer outcomes rather than work you not only enable better alignment, but you also drive a clear vision and objective. Traditional organizations have always focused on the system, with only small parts of the organization being connected to the customer and the outcomes they seek. Modern, agile enterprises make outcomes in the context of customers’ needs front and center and make everyone responsible for them.

    Systematically remove sources of waste and delay faced by Agile teams

    Waste is the enemy not of efficiency but of value. Waste to agile teams is anything that stops them from delivering value and improving. Waste such as hand-offs to external departments to waste in time spent in review meetings. To become more agile everything is on the “waste removal” agenda and nothing is “set in stone”. That means that groups such as finance, audit and compliance need to be part of the change allowing them to be review existing processes with a view to change. Planning is often an area where waste is present with long term planning cycles and change management processes taking valuable time away from key stakeholders and delivery teams. In Scrum, waste is managed throughout by making it transparent in the daily Scrum and opportunities for improvement being discussed in Sprint Review and Retrospective. But outside of any particular framework agile teams look at everything with an eye to learn and improve. They also have the courage to challenge the status quo.

    Measure and improve value delivered with frequent feedback (Inspect and Adapt)

    If you were going to measure one thing to determine if an enterprise is agile it would be how frequently they get their customers, stakeholders and teams to review the delivered items. Getting real data on the use on what you have delivered, coupled with a desire to create the simplest thing to get feedback are cornerstones to agility. Famous agile organization customer centric organization Amazon famously delivers software every 11.6 seconds. Not because it wants to add more features, but because it wants to try new ideas with its customers and get feedback.

    Summary

    It seems ironic, but many organizations think of a move to agile as a hill to be climbed using traditional approaches. Build a plan, find the resources and then execute. But becoming an agile enterprise is much more than adopting a particular process framework or changing job titles. It is a fundamental change to the way in which you respond to the market. Organizational models, processes, tools and even the underlying products will change frequently in response the needs of the customer, market and stakeholders. An agile enterprise is at its heart a customer-centric learning organization. Peter Senge in his book the 5 Discipline, The Art and Practice of a learning organization describes the need for an organization to becoming focused on learning.

    “The only sustainable competitive advantage is an organization's ability to learn faster than the competition”.

    Ultimately, by concentrating on the 5 challenges of agile leadership, self-organization, becoming customer outcome centric, waste adverse and frequently delivering learning the culture of the organization, organizations will become more focused on learning and will become more agile.  

    About the Author

    Dave West is the Product Owner and CEO at Scrum.org. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then as VP, research director Forrester Research, he ran the software development and delivery practice. Prior to joining Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture. As a member of the company’s executive management team was also instrumental in growing Tasktop from a services business into a VC backed product business with a team of almost 100.


    Analytics and AI: digital transformation tips for the algorithm age | killexams.com real questions and Pass4sure dumps

    This new book brings managers up to speed on the business potential of analytics and artificial intelligence (AI), and how to gear their organisations up for change and innovation.

    Startups and enterprises looking to harness the power of exponential technologies can find useful checklists, frameworks, and case studies in the new book, AI and Analytics: Accelerating Business Decisions by Sameer Dhanrajani.

    “AI is the natural evolution to changing genres of sophisticated analytics, further strengthened by an algorithm economy,” Sameer begins. “AI is rapidly becoming the vehicle to address and solve the most pressing societal problems related to healthcare, security, education, and allied areas. This makes it akin to the next Industrial Revolution itself,” he adds.

    Sameer is the Chief Strategy Officer at Fractal Analytics, and was earlier at Cognizant Technology Solutions and Genpact. The book is drawn from his 150 blogposts over five years, but the book could do with a lot more editing to remove repetitive material. The painfully small font makes it difficult to read across the 372 pages, and many figures and charts are illegible.

    Here are some of my key takeaways from the book in terms of trends, impacts, organisational change, startup players, and future challenges. See also my reviews of the related books Big Data Revolution, Big Data @ Work, and Life 3.0.

    Trends

    The book begins by identifying key trends in this space: industrialisation of analytics; data collection and monetisation; analytics-led business transformation; and rise of the algorithm economy in areas like behavioural prediction. Market forces drivers for analytics are technological advancement, rise of consumerism, data explosion, and competitive pressure.

    Depending on the level of maturity with respect to reactive, tactical, and strategic use of analytics at the local or enterprise-wide level, companies can be classified as laggards, amateurs, practitioners or masters. Analytics in mature organisations is business-user friendly, and grows beyond the purview of CTOs and CIOs. In a data-driven economy, data sits at the core of every business model, leading to real-time insights and agile decision-making.

    AI is powering new models of assisted intelligence (in clearly-defined, rules-based, repetitive tasks, for example in Gmail), augmented intelligence (for example, clinical decision support; Netflix recommendations based on individual and group patterns), and autonomous intelligence (for example, facial recognition, driverless cars, automated trading).

    Transformation 1: Analytics

    The journey to analytics transformation is not a sprint but a marathon, Sameer cautions; it involves technology, process, culture and leadership change. Just gathering lots of data is not enough; many companies have large volumes of “dark data” in silos.

    The transformation calls for unification in approaches across divisions and functions, internally and externally. Companies should think big, frame the right questions, craft a data agenda with effective quality and governance, and embed insights at the right touchpoints to deliver immediate value, Sameer advises.

    Effective “data horsepower” depends on data quality, storage, assimilation, sanitisation, harmonisation, and visualisation. Data readiness should be followed by technology and business readiness. Security and privacy of consumer data should also be respected.

    Close cooperation is needed between the data management team, data modelers, data scientists, visualisation experts, domain experts, and business unit heads. Early initiatives can focus on projects and tactics, then scale up to strategy and partnerships.

    In the age of the predictive enterprise, the “data deluge” should be converted to a data monetisation engine. Data is worth monetising if it can predict behaviours, lead to actionable insights, refine understanding of existing and potential customers, and make a decision with precision.

    Sameer offers a 2X2 matrix comparing data maturity and analytical maturity to decide whether corporate decision-making is gut-based, reactive, tactical or forward-looking. Speed and quality of response are important if they can prevent fraud or failure, reduce customer waiting time, and improve resource utilisation.

    Decisions to build, buy or outsource analytics solutions and services should be taken based on criticality, differentiation, availability of in-house talent, and vendor considerations of ease of use, cost-effectiveness, and granularity of control.

    In additional to transactional Big Data about consumer activities, companies need “thick data” about consumer behaviours and emotions via qualitative insights. This helped Lego understand, for example, that children wanted not just quick gratification but the longer experience of imagining and creating.

    “The problem with Big Data is that organisations can get too obsessed with numbers and charts, and ignore the humanistic reality of their customers’ lives,” Sameer rightly cautions (see my review of the related book Sensemaking).

    Such insights help understand the “choice architecture” of consumers, and use methods like “social proof” to induce change via “behavioural nudges.” Such techniques are effective during election campaigns, for example.

    Transformation 2: AI

    Innovative giants such as the FANG companies are rapidly disrupting a number of sectors with AI. Robotic Process Automation (RPA) is disrupting IT services and BPO companies. A company should make itself AI-ready by embedding intelligence in processes and platforms, fostering a learning culture, encouraging innovation, deepening internal relations, re-skilling teams, and preparing for tough ethical challenges.

    Engaging with tech experts, consultants and startups also helps. The focus should be on processes and not just departmental functions or silos. “Algorithms can work at a speed and scale that cannot be easily matched by scaling the human workforce,” Sameer explains. Robots and algorithms can also build other robots and algorithms.

    Business leaders must figure out how to design and leverage algorithmic business models (“the economics of connections,” as described by Gartner). “Mr Algorithm” may well be the new member in the boardroom, Sameer jokes. “To some degree, every company will become a math house,” he adds.

    Inputs from fields like design thinking will become increasingly valuable, by providing human-centred creative angles. Companies should set up a design research capability, to combine context with analytics. This helps with problem reframing, structured ideation, and responsible and inclusive design; it applies to the consumer as well as internal enterprise contexts.

    Careers and skills

    Analytics practitioners need domain knowledge in statistics and machine learning, skills in storytelling, experience in data engineering, and a sense of academic curiosity. “The data must tell a story that can be understood by all stakeholders,” Sameer explains.

    Visual dashboards play an important role here as well. The data scientist’s role goes beyond collecting data and developing products; it is also about engagement and quality. Companies will need a culture of fact-based decision-making, powered by data science expertise and AI strategy. Success in this era even calls for being comfortable with uncertainty and acting with agility.

    The rise of AI will make it all the more important for humans to reposition themselves towards tasks requiring judgement, creativity, empathy, ethics and regulation. This could also be the time for a career pivot for traditional IT professionals, who can branch out into new areas like Blockchain and cybersecurity. Adaptability is key to unlearn and relearn, Sameer advises.

    Business impacts

    AI is well-suited to tackle complicated and complex problems, as well as tasks with drudgery, risk and repetition. Analytics and AI are transforming operations, HR, finance, marketing, and strategy. They reduce decision latency, strengthen fire-fighting, improve risk modelling, refine product categorisation, and speed up responsiveness in real-time scenarios involving airplanes, power plants, and self-driving cars.

    Impact areas are across sectors: banking (fraud mitigation, customer retention, risk management), automotive (connected cars, drones), insurance (digital actuarian models), healthcare (at the level of patients, drugs, treatments), retail (personalisation, supply chain optimisation, omni-channel commerce), and cybersecurity (monitoring and predicting attack patterns).

    “AI has been critical in research and development to eliminate human error, which is expected to have a major impact in fintech,” Sameer explains. Services can also be personalised to a “customer segment of one.” Robo advisors can help users with goal-based planning and wealth management.

    Other “man-machine learning” (MML) scenarios arise in automated and augmented underwriting in the insurance sector, such as claims management and fraud prevention. Smart wallets will guide users to more responsible spending habits. Better models can be used for collection services and punitive actions.

    Analytics in healthcare can be used at the level of medical records, diagnosis, treatment, and follow-up care. Real-world evidence (RWE) helps track differences and similarities across comparator groups, which can be used in designing disease treatment. Detailed datasets and analytics for health technology assessment can improve clinical trial design, for example the use of bio-markers.

    Analytics can also yield rich insights from patient portals such as PatientsLikeMe. AI is a “boon to the life science industry,” Sameer explains. Sectors like genomics show how coordinated approaches towards data processing are the future of the industry. Genomics can help identify high-risk patients in diseases like diabetes.

    AI can also be used to manage regulatory compliance, for example misinterpretation of rules. Open source tools are emerging to explore large genomic data sets, for example Integrative Genomics Weaver (by MIT and Harvard). The key is to manage large volumes of data in real time and find pertinent correlations quickly.

    “Predictive analytics has been used in retail for decades; however, in the last few years, AI with other advances in technology have super-charged the speed, scale and cost at which it is used,” Sameer explains; the accuracy has also increased.

    Diversity in retail options and the rise of mobile and social media have given consumers more choice and voice than before. “A data-rich industry, e-commerce benefits widely with AI adoption,” observes Sameer, pointing to intelligent product discovery via visual and voice search as an example.

    Customer expectations have risen, and they expect to be rewarded for their loyalty; they want exclusive, personalised, and relevant offers. Businesses will in turn need to get smarter to gather valuable data, assess deep context instantaneously, harness collaborative filtering, reduce customer churn, and detect and reduce lost sales.

    “The application of algorithms is witnessing a shift from productivity based in the back end to a core selling model in the front end,” says Sameer. “To be effective, customer intelligence needs to include raw transactional as well as behavioural data,” he adds.

    Attribute analysis and event sequence analysis are useful computational techniques in this regard to get a more complete view of the customer. In omni-channel retail, customers expect consistency, agility and ease at all times.

    Analytics and AI are creating fluid supply chains; smart logistics enables better demand planning and forecasting. Inventory tracking, route optimisation, product placement, and promotional displays are other areas where analytics makes an impact.

    CXO impacts

    Impact areas of analytics and AI also span different functions and managerial roles, such as marketing, advertising, HR, finance, and enterprise information management. For example, the CMO will be able to improve engagement marketing at scale in real time, harness contextual insight-driven automation, and break out of silos to enable effective cross-selling and upselling.

    Customer churn can be reduced, and loyalty and win-backs tracked in real-time. Social media listening and rich data flows within the organisation can improve brand perception analysis, and predictive powers will be enhanced on a scale not previously possible, says Sameer. Decisions based on such actionable insights will be smarter, faster, repeatable and replicable.

    “HR is shifting from being an art to a science,” explains Sameer, pointing to the use of chat bots, employee sentiment analysis, and fraud detection. The rise of talent sciences represents a new era in HR, by enhancing human capital management via better psychometric and behavioural data analysis.

    This includes pre-hire selection methods beyond gut instinct, training based on learning analytics, job rotation, attrition prediction, and succession planning. Gartner research classifies HR analytics into four levels: workforce summary, HR processes, employee performance, and workforce planning.

    CFOs will be able to dig below the numbers to their source along with better business correlations; this can improve invoice clearing and expense claim auditing. The rise of IoT and Industry 4.0 frameworks will create new types of CIO leadership persona: explorer, ambassador, clarifier, educator, attractor and cartographer, according to Gartner.

    Challenges

    A range of challenges is holding back the rapid rise of AI. These include lack of understanding about AI, absence of standardised and structured frameworks, inadequate data awareness or strategy, inability to vision or morph to new business models, and lack of re-skilling to make workforces AI-ready.

    “Enterprises must figure out how humans and machines can collaborate and complement each other to create competitive advantage and synergies,” Sameer urges. This also applies to risk management, where AI can help companies monitor and respond to cyber-attacks and fraudulent behaviour based on pattern analysis at the level of devices, processes and networks.

    The author rightfully identifies a range of other business, ethical and legal challenges that companies need to factor in as they increase their capabilities in analytics and AI. These include customer and employee privacy, enterprise change management, and upskilling to deal with work transformation.

    Case studies

    The book is packed with case studies and profiles of sectoral business impacts. A data focus can create “new business moments,” such as Google leveraging previously untapped hyperlinks as a data resource; AI now drives everything from its search platforms to driverless cars. A significant chunk of business at Amazon comes from its recommendation engine; the company’s other initiatives also represent the state of the art in deploying an “integrated strategy machine.”

    Nike has integrated data to avoid potential stock-outs and maintain optimal inventory levels. Data monetisation at Vodafone Netherlands led to stronger marketing success by improving relevance of targeting and market positioning.

    Tesco Bank uses ClubCard customer data to identify customer needs and create new personalised products and services. Freight company Pitt Ohio uses predictive analytics to increase repeat orders and reduce the risk of lost customers. Analytics helped PPL Electric improve its service reliability metrics.

    Data collection and open reporting have been used for public works monitoring in South Africa (WaterWatchers), health services tracking in Uganda (Cipesa), spotting illegal fishing structures (Iran), comparing educational policies (World Bank), and modelling agricultural risk in Kenya (GeoVentures),

    Emcien delivers its pattern-detection capability via cloud-based analytics-as-a-service to retailers and telcos. Host Analytics, 8thBridge, and Dachis Group offer insights-as-a-service, drawing on customer data and social media. JBara offers business best practices for improving customer profitability, while 9Lenses helps companies benchmark their performance.

    The Talla chat bot assists in interview question management. TextIO uses AI to detect biases in communication during interviews. HireVue helps companies analyse interview videos for cues from voice inflections, micro-expressions and verb choices. BluVision radio badges track employee movements and flag intrusions or time-wasting behaviours.

    Minhondo improves employee networking by profiling their workspace and online browsing activities. Bain has researched how companies track and improve efficiency of meetings to reduce wastage of time.

    JP Morgan uses algorithms to track and reduce rogue trading among employees. JP Morgan Chase has a contract intelligence platform (CoIn) to analyse legal documents. American Express uses predictive analytics to identify at-risk customers. Lemonade uses AI to speed up its home insurance signup process. Progressive uses telematics to track driver performance and customise a range of car insurance plans.

    Philips IntelliSpace uses AI to improve performance in ICUs. Moorfields Eye Hospital is using Google Deep Mind Health to track eye disease complications. Texas Health has partnered with Healthways to identify high-risk patients and offer customised intervention. Pfizer uses Watson for Drug Discovery to mine research articles for insights on better drug usage in cancer treatment.

    Healthcare company Merck created a data-driven solution called MANTIS (Manufacturing and Analytics Intelligence) which helped reduce inventory carrying costs; rollout began with a “lighthouse” project in the Asia-Pacific, followed by a broader rollout.

    Flipkart’s Project Mira uses AI to query users about what they want. At SnapDeal, 40 percent of total sales are driven by predictive algorithms. Pandora and NetFlix leverage hyper-granular behavioural profiles of customer shopping habits at scale.

    Alibaba’s TMall uses robots in its warehouses, and DHL uses autonomous forklifts. UPS improved its route schedules and customer service through its On-Road Integrated Optimisation and Navigation (ORION) system.

    WalMart blends offline and online shopping via in-store Pick-up Towers for online shoppers; facial recognition is also used to identify unhappy or frustrated customers at checkout lines. Macy’s has leveraged Big Data for real-time visibility and pricing, by drawing on location and demand insights. Toy retailer Entertainer used micro-segmentation analytics to increase digital channel sales. LinkedIn uses the “also viewed” feature to show profiles and jobs to those already viewed.

    Disney’s Magic Band bracelets yield valuable insights in consumer persona while helping visitors in park navigation, ticketing, and room bookings. Knorr, through a social media campaign called #WhatsForDinner, uses AI to recommend recipes based on what consumers have in fridges.

    GoFind uses a deep learning-based image search engine to help people find products in online stores. L’Oreal and CoverGirl use ModiFace’s facial modelling techniques to help with product discovery. TheTake uses AI to help people find products similar to what they see on TV. Google Assistant helps voice-based search of images on smartphones.

    Siemens is using the Industry 4.0 framework for automating supply chains and making factories self-organising. BMW ID profiles help leverage data in the connected car ecosystem. EverScreen uses AI with security cameras to track errors in checkout scanning.

    The Associated Press is generating reports with AI-powered robots, and focusing journalists on more investigative reporting. Pinterest uses a combination of AI and crowdsourcing to help users find what they want through better curation.

    Airbus used fuzzy matching and self-learning algorithms to reduce production disruptions. BP augments human skills with AI to improve field operations. Insurance company Ping uses AI to speed up its loan offering capabilities with better customer scoring capabilities.

    The US Postal Service uses deep-learning neural networks to automatically read handwritten zipcode digits. Other high-profile AI stories are exemplified by AlphaGo, Watson, and Big Blue.

    Startups

    Large companies such as Google, Microsoft, Amazon, Facebook, NetFlix, LinkedIn and GE are leading the AI wave. A number of startups have also entered the fray, such as SearchLight Health (healthcare sector analytics), Netradyne (determining causes of automobile accidents), Node (natural language processing), Dumbstruck (emotion analysis), Shift Technology (claims management), ControlExpert (auto insurance), Libra (genomics), Layar (AR), and Premise (consumer price index). New devices have also emerged in healthcare, such as Asthmapolis (GPS-enabled tracker to record inhaler usage).

    CB Insights classifies AI startups in fintech into segments such as credit scoring, direct lending, personal assistants, asset management, fraud detection, insurance, sentiment analysis, debt collection, reporting, and predictive analytics. “For traditional banking institutions, the focus and energy for innovation are simply not there, nor are the necessary IT budgets,” Sameer observes; this has driven many corporates to engage with startups.

    Many large firms have also acquired analytics and AI startups, or made strategic investments in them, for example Ford (Argo), Citibank (FeedzAI), RBS (Lavo), Roche (Bina Technologies), and Google (MoodStocks). Wells Fargo has a startup accelerator programme for the fintech sector. 

    The road ahead

    Emerging frontiers to watch are IoT (streaming analytics, edge responses, embedded intelligence), Blockchain (usage of new asset classes), and chatbots. “Algorithmic marketplaces will disrupt the analytics ecosystem and likely the whole software ecosystem,” Sameer predicts.

    Embedded and connected intelligence will transform the automotive industry, improving in-vehicle content and services while also spawning new business partnerships for road safety and fuel efficiency. A new range of creative possibilities will arise with self-aware automotive vehicles and networks, as AI transforms self-driven cars and drones.

    IoT represents new challenges via the need for edge analytics and not just centralised analytics; issues to tackle are performance, latency and security. New frameworks, partnerships and monetisation models will be needed for smart cities, homes, and seamlessly interconnected media and manufacturing sectors. Analytics will also help policymakers understand new frontiers like cryptocurrency, for example spending patterns, transaction traces, and international transfers.

    In the long run, though analytics and AI will advance, there will still be decisions that require insights beyond what AI can interpret. “We need to consider AI not as machines, but as colleagues,” Sameer advises. AI algorithms can augment human capabilities, and new business processes can be created based on augmented working strategy.

    More exploration and experimentation are called for in this brave new world. Ultimately, the evolution of technology is creating a “new normal,” and will drive humans to find a new purpose in life.



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    Cisco 9E0-851 Exam (Customer Response Solution 3.0 (CRS)) Detailed Information



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