Intranet Quotes

The Hand roused. It lumbered to its feet, reeking of ionized air and dry metallic bones, revealing a level of functionality Alif had not detected. He reeled backward, recalibrating. Breaching the confines of the State intranet, the Hand began to attack the base of Alif's tower, slicing away layers of code through a mirroring protocol of a kind Alif had never seen before.

Homo Sapiens are Exploitable. Large Corporations Base the Mass with Least Recognition. It does NOT have to be the Employee Himself that would Deteriorate the Corporations Intranet but Surely since his Least Recognized, He is Most Definitely Vulnerable, Its a Starting Point to Open a Door for a Lovely Challenging Maze filled with Seed of Corruption that in Stages the Artists Shall Paint their Mark.

Ray, we don’t have much time,” I said. “We need to access the EDA intranet node hidden here in the store. It’s an emergency.” Ray only hesitated for a split second. “Behind the UFO poster on the back wall.” I turned and located the one he was talking about—a framed reprint of Mulder’s “I Want to Believe” poster from The X-Files. I took it down, revealing what appeared to be a small titanium safe embedded in the brick wall behind it, with a keypad at its center.

In Celebration, AT&T donated the hardware and installation components to create the Celebration Community Network, an intranet that provides town residents with email, chat rooms, a bulletin-board service, and access to the Internet, all free of charge.

he know how to work the computers, navigate our intranet? Would he know the user names or passwords of the reporters?” “No. But if Nick didn’t delete the files, then it could be anybody. How the hell do we

From: Jonathan Rosenberg Date: Thu, Aug 5, 2010 at 2:59 PM Subject: Amidst boundless opportunities, 13 PMs whiff on OKRs (names included) Product Gang, As most of you know, I strongly believe that having a good set of quarterly OKRs is an important part of being successful at Google. That’s why I regularly send you notes reminding you to get them done on time, and why I ask managers to review them to make sure all of our OKRs are good. I’ve tried notes that are nice and notes that are mean. Personal favorites include threatening you with Jonathan’s Pit of Despair in October 07 and celebrating near perfection in July 08. Over time I iterated this carrot/stick approach until we reached near 100% compliance. Yay! So then I stopped sending notes, and look what happened: this quarter, SEVERAL of you didn’t get your OKRs done on time, and several others didn’t grade your Q2 OKRs. It turns out it’s not the type of note I send that matters, but the fact that I send anything at all! Names of the fallen are duly noted below (with a pass given to several AdMob employees who are new to the ways of Google, and to many of you who missed the deadline but still got them done in July). We have so many great opportunities before us (search, ads, display, YouTube, Android, enterprise, local, commerce, Chrome, TV, mobile, social . . .) that if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong. In fact, if that’s really the case, come see me. In the meantime, please do your OKRs on time, grade your previous quarter’s OKRs, do a good job at it, and post them so that the OKR link from your moma [intranet] page works. This is not administrative busywork, it’s an important way to set your priorities for the quarter and ensure that we’re all working together. Jonathan

We opened this information up to build feelings of trust and ownership in our employees, in the hope of getting the same reaction from the workforce as Jack Stack did. And it worked. I closed that umbrella, and no one complained. Since then all financial results, as well as just about any information that Netflix competitors would love to get their hands on, has been available to all of our employees. Most notable is the four-page “Strategy Bets” document on the home page of the company’s intranet.

Another survey found that at one very large electric company, 80 percent of the devices were connected to the corporate intranet, and there were, of course, connections from the intranet out to the public Internet.

54 procent uppger att de saknar definierade syften med intranätets undersidor. Det är väldigt svårt att veta hur man får till ett nyttigt intranät om man inte vet vad man ska ha det till.

At Google, a newly hired software engineer gets access to almost all of our code on the first day. Our intranet includes product roadmaps, launch plans, and employee snippets (weekly status reports) alongside employee and team quarterly goals (called OKRs, for “Objectives and Key Results”… I’ll talk more about them in chapter 7), so that everyone can see what everyone else is working on. A few weeks into every quarter, our executive chairman, Eric Schmidt, walks the company through the same presentation that the board of directors saw just days before. We share everything, and trust Googlers to keep the information confidential.

Just last year, Mrs. Clinton claimed that as secretary of state she didn’t carry a work phone. It was too cumbersome and inconvenient for her to carry two phones. She didn’t have room for them. Then we learned she carried an iPhone and BlackBerry, neither government issued nor encrypted. Then we learned she carried an iPad and an iPad mini. But she claimed she didn’t do email. Then we learned she had email—on a private server. But then she claimed her email was for personal correspondence, yoga, and wedding planning. Then we learned her email contained government business as well—lots of it. Listen, nobody transmits classified material on the Internet! Nobody! You transmit classified material via a closed-circuit, in-house intranet or even physically via courier. You can’t even photocopy classified data except on a machine specially designed for hush-hush material, and even then you still require permission from whatever agency and issuer the document originated. So the only way for that material to be transmitted over an email is for her or someone in her office to dictate, Photoshop, or white-out the classified material in question, to remove any letterhead, or to duplicate the material by rewriting it in an email. Government email accounts are never allowed to accept emails from nongovernment email accounts. We’re supposed to delete them right away. Exceptions exist for communications with private contractors, but those exceptions are built into the system. I repeat: To duplicate classified material without permission or to send it over an unsecured channel is completely illegal. That’s why every government agency employs burn bags, safes, and special folders for anything marked Confidential, Secret, and Top Secret. People have lost their careers and gone to jail for far less. Yet Hillary Clinton transmitted classified material by the figurative ton. No one else can operate like that in government. But she takes her normal shortcuts and continues to lie about it. There is no greater example of double standards in leadership than First Lady, Senator, and Secretary of State Hillary Clinton. Is it too inconvenient or cumbersome for her to follow the same rules that agents in the field have to follow? Maybe it would make morale too high? Clinton’s behavior harkens to the old motto: “The beatings will continue until morale improves.

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

However, before the collective interviews begin, we create a template for the job. This is a draft list of the qualities sought, along with numerical weightings that should be attached to each of these. Employees help design the template. They can log on to the company intranet and suggest the qualities and qualifications that we should look for in a candidate, and then assign scoring points to each attribute. Basic qualifications, like international experience or schooling, fluent English, and a firm command of financial technique, are not a part of the template.

Abrams voice cut in over the comm. “My God, this place is breath-taking!” “It is a palace for the gods,” added Brock. The group stood gawking at the magnificence of the hall surrounding them. Delanda went to the table, placed her helmet and pack on it, and began pulling tablets, scanners, and other accessories out. She wrestled off her gloves, but had trouble with the suit torso so Wilson had to intervene and help. Without a thought to the revealing fit of the white stretch suit liner, she escaped the spacesuit bottom and placed it on the table. Then, with still no self-consciousness at all, she stripped the suit liner off down to athletic bra and slim panties and pulled her pink, rolled up vacuum-packed flight coveralls and cloth boots from the suit pack. After excitedly dressing, she hurriedly grabbed a scanner from her pack and began investigating the hall. Show over, one by one we all removed our suits and became visitors in white suit liners. Wilson gave his fatherly warning. “Everyone be very careful removing and folding those liners. If you tear or damage the thermal control system in any way you could have an unpleasant trip back to the ship. Also, be careful to tuck in your suit communicator since we’ll all be using wrist coms from now on. That is if they actually work here.” Delanda ignored his comments and headed for the far end of the hall. Wilson pulled on black coveralls, R.J.’s were farmhouse blue, Brock and Wen light green, Abrams in hospital scrubs green, and Sharma’s and Ansara’s in tan. Mine were captain’s blue. As we studied our celestial surroundings, Delanda returned and spoke in a commanding voice. “Gentlemen, if you would grab your tablets and gather around me here at this magnificent table we should get started.” For the first time there was a unanimous look of annoyance, although everyone quickly complied. R.J. and I stood opposite her feeling like two school kids being ushered around on a field trip. Delanda checked to be sure everyone was paying attention. “Okay, I’m assuming our intranet will work in here even though we’re out of contact with the ship. Let’s try it. All of you use your tablets to access mine and copy the file titled: Translations. Let me know if anyone has trouble.” Delanda’s tablet appeared on our screens. As she had guessed, there were no problems getting in. Once copied, I opened the file and found dozens of Altair symbols, some highlighted, most grayed-out. “Okay, everyone got in? Right? Okay, the symbols you see highlighted are the ones I believe I have a rudimentary translation for. Those that are in gray, your guess is as good as mine.” “How do you propose we proceed?” asked Brock. “Speaking as an experienced field researcher, I would suggest one of us photographs and documents this first chamber thoroughly while the rest of us split up and do the same with other chambers, periodically reporting back here after each excursion. We should have one central person remain here to monitor the progress of everyone in the event they get into trouble. I would think that would be you, Commander Mirtos, since you are the best at rescue. Does anyone have any objections?” R.J. leaned over. “I believe this is a non-hostile takeover. Are you going to step in?” “Not until she says something I disagree with.” Delanda continued. “So, if no one has any objections the first order of business will be to photograph every wall symbol we find along with any artifacts possibly associated

But I’m still too wound up to sleep. So I browse through the audiobooks on the intranet, hoping I’ll find the one I’m looking for. It’s there. Order of the Phoenix. I skip to Chapter Twenty-One and forward to a section near the end. Hermione is accusing Ron of having the “emotional range of a teaspoon.” I wonder if Aaron is in the car now, listening to the same thing. And then I shove that thought into the folder with the others.

When I finally got her out of the game, she became a self-evolving algorithm, capable of black-box learning.” “How will this learning work?” “We’ll upload exabytes of information—curated segments of the entirety of human history, knowledge, and culture—into our intranet, which is a closed, secure box. What she does with this ocean of data, we won’t see. It will filter through hidden layers of nodes, through the mysterious landscape of her open system. Then the results will manifest in her behavior on the other side—during our interactions.

The HCL intranet started buzzing about the plans on My Blueprint. Knowledge sharing increased well beyond Nayar's initial hopes. People helped each other refine their plans.

As MIT Media Lab’s Joi Ito puts it, the online economy was not won by the closed-loop “intranets” of the early networking business—not by France Telecom’s Minitel system, or by the internal networks of AOL or Prodigy—but by the fully accessible Internet made possible by the TCP/IP pair of open protocols. The Internet’s open constitution has since been protected by an alphabet soup of global, not-for-profit bodies—albeit with some concern about their excessive power. The Hyperledger project seemed to be forming around similar principles.

Good news! Now that your core processes are documented, Step 3 is the easiest of all. Here’s where you take all of the great work you’ve done in Steps 1 and 2 and package it. The titles of your core processes now become your table of contents. Each documented process in Step 2 becomes one of your sections. You put them in a binder or on your company intranet. On the cover, put your company name followed by the word “Way.” If your company name is the ABC Company, then it should read “The ABC Company Way.

In the simplest possible terms, the ECM is involved in every process and function of the body. It also serves as the body’s intranet – a private internal communication network. The ECM makes sure all the cells are in communication with all the other cells, creating a body-wide signaling network (Oschman 2003, Langevin 2006) that transmits mechanical signals such as strain and vibration throughout the entire organism via the fascial web.

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1