Network Infrastructure Quotes

Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software.

But somehow things took a sinister turn, and the division of labor came to be understood as the demarcation of a social hierarchy. Women kept busy with numerous domestic responsibilities while their male counterparts' sole duty was tending to the flocks. Men had time to think critically, form political infrastructures, and ultimately, network with other men. Meanwhile, women were kept too busy to notice that somewhere along the line, they had become inferior. This is approximately when shit hit the fan.

Roads remain the essential network of the non-virtual world. They are the infrastructure upon which almost all other infrastructure depends. They are the paths of human endeavor.

The two dominant components that constitute a city, its physical infrastructure and its socioeconomic activity, can both be conceptualized as approximately self-similar fractal-like network structures.

In today’s hypercompetitive environment enabled by technology, ownership of infrastructure no longer provides a defensible advantage. Instead, flexibility provides the crucial competitive edge, competition is perpetual motion, and advantage is evanescent.

Hacking a national election is simple. Exploit a vulnerability in the manufacturer's network, poison the tabulation software update with self-deleting malware and let the manufacturer send to their field reps and election consultants who update the election systems.

It does not have to be this way. We know from American history that our communal, electoral power allows us to build vibrant social networks, safer communities, and better education systems—when we decide to do so. If impoverished structures lead to negative outcomes, then a renewed focus on restoring equitable structures and infrastructures will improve individual and communal health.

Twitter proved without a shadow of a doubt it is much more than a social network, but a user-defined infrastructure that can be harnessed to change lives and expectations, to share and enhance unique experiences and viewpoints. - Twitchhiker

Amidst all this organic plasticity and compromise, though, the infrastructure fields could still stake out territory for a few standardized subsystems, identical from citizen to citizen. Two of these were channels for incoming data—one for gestalt, and one for linear, the two primary modalities of all Konishi citizens, distant descendants of vision and hearing. By the orphan's two-hundredth iteration, the channels themselves were fully formed, but the inner structures to which they fed their data, the networks for classifying and making sense of it, were still undeveloped, still unrehearsed. Konishi polis itself was buried two hundred meters beneath the Siberian tundra, but via fiber and satellite links the input channels could bring in data from any forum in the Coalition of Polises, from probes orbiting every planet and moon in the solar system, from drones wandering the forests and oceans of Earth, from ten million kinds of scape or abstract sensorium. The first problem of perception was learning how to choose from this superabundance.

Analogously, some water out of the tap is used for making coffee, some for washing dishes, and some for bathing, but the pipe and faucet don’t care; they convey the water regardless. The host-to-host protocol was to perform essentially the same function in the infrastructure of the network.

A single spear-phishing email carrying a slightly altered malware can bypass multi-million dollar enterprise security solutions if an adversary deceives a cyber-hygienically apathetic employee into opening the attachment or clicking a malicious link and thereby compromising the entire network.

Private sector networks in the United States, networks operated by civilian U.S. government agencies, and unclassified U.S. military and intelligence agency networks increasingly are experiencing cyber intrusions and attacks,” said a U.S.-China Economic and Security Review Commission report to Congress that was published the same month Conficker appeared. “. . . Networks connected to the Internet are vulnerable even if protected with hardware and software firewalls and other security mechanisms. The government, military, businesses and economic institutions, key infrastructure elements, and the population at large of the United States are completely dependent on the Internet. Internet-connected networks operate the national electric grid and distribution systems for fuel. Municipal water treatment and waste treatment facilities are controlled through such systems. Other critical networks include the air traffic control system, the system linking the nation’s financial institutions, and the payment systems for Social Security and other government assistance on which many individuals and the overall economy depend. A successful attack on these Internet-connected networks could paralyze the United States [emphasis added].

In the decades before Zero, the Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software.

Real cybersecurity means that your Security Operations team is consistently pen testing your network with the same stealth and sophistication as the Russian nation state, the same desperation as China’s 13th Five Year Plan, the same inexhaustible energy of the Cyber Caliphate and the same greed and ambition for monetary payoff as a seasoned cyber-criminal gang.

It was the combination of EC2 and S3 - storage and compute, two primitives linked together - that transformed both AWS and the technology world. Startups no longer needed to spend their venture capital on buying servers and hiring specialized engineers to run them. Infrastructure costs were variable instead of fixed, and they could grow in direct proportion to revenues. It freed companies to experiment, to change their business models with a minimum of pain, and to keep up with the rapidly growing audiences of erupting social networks like Facebook and Twitter.

Ellison, Gates, and the other members of this government/industry collaboration used the lockdown to accelerate construction of their 5G network54 of satellites, antennae, biometric facial recognition, and “track and trace” infrastructure that they, and their government and intelligence agency partners, can use to mine and monetize our data, further suppress dissent, to compel obedience to arbitrary dictates, and to manage the rage that comes as Americans finally wake up to the fact that this outlaw gang has stolen our democracy, our civil rights, our country, and our way of life—while we huddled in orchestrated fear from a flu-like virus.

To be a software developer was to run the rest stops off the exits and to make sure that all the fast-food and gas station franchises accorded with each other and with user expectations; to be a hardware specialist was to lay the infrastructure, to grade and pave the roads themselves; while to be a network specialist was to be responsible for traffic control, manipulating signs and lights to safely route the time-crunched hordes to their proper destinations. To get into systems, however, was to be an urban planner, to take all of the components available and ensure their interaction to maximum effect. It was, pure and simple, like getting paid to play God, or at least a tinpot dictator.

Social infrastructure is not "social capital" -- a concept commonly used to measure people's relationships and interpersonal networks -- but the physical conditions that determine whether social capital develops. When social infrastructure is robust, it fosters contact, mutual support, and collaboration among friends and neighbors; when degraded, it inhibits social activity, leaving families and individuals to fend for themselves. Social infrastructure is crucially important, because local, face-to-face interactions -- at the school, the playground, and the corner diner -- are the building blocks of all public life. People forge bonds in places that have healthy social infrastructures -- not because they set out to build community, but because when people engage in sustained, recurrent interaction, particularly while doing things they enjoy, relationships inevitably grow.

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But then something unexpected happened. Donald Trump, a real estate mogul and television celebrity who did not need the Koch donor network’s money to run, who seemed to have little grasp of the goals of this movement, entered the race. More than that, to get ahead, Trump was able to successfully mock the candidates they had already cowed as “puppets.” And he offered a different economic vision. He loved capitalism, to be sure, but he was not a libertarian by any stretch. Like Bill Clinton before him, he claimed to feel his audience’s pain. He promised to stanch it with curbs on the very agenda the party’s front-runners were promoting: no more free-trade deals that shuttered American factories, no cuts to Social Security or Medicare, and no more penny-pinching while the nation’s infrastructure crumbled. He went so far as to pledge to build a costly wall to stop immigrants from coming to take the jobs U.S. companies offered them because they could hire desperate, rightless workers for less. He said and did a lot more, too, much that was ugly and incendiary. And in November, he shocked the world by winning the Electoral College vote.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

So it was possible to look at actual smartphones and tablets and laptops that had been manufactured on Old Earth. They did not work anymore, but their technical capabilities were described on little placards. And they were impressive compared to what Kath Two and other modern people carried around in their pockets. This ran contrary to most people’s intuition, since in other areas the achievements of the modern world—the habitat ring, the Eye, and all the rest—were so vastly greater than what the people of Old Earth had ever accomplished. It boiled down to Amistics. In the decades before Zero, the Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software. The density with which they’d been able to pack transistors onto chips still had not been matched by any fabrication plant now in existence. Their devices could hold more data than anything you could buy today. Their ability to communicate through all sorts of wireless schemes was only now being matched—and that only in densely populated, affluent places like the Great Chain.

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

Key Points: ● Transparency - Blockchain offers significant improvements in transparency compared to existing record keeping and ledgers for many industries. ● Removal of Intermediaries – Blockchain-based systems allow for the removal of intermediaries involved in the record keeping and transfer of assets. ● Decentralization – Blockchain-based systems can run on a decentralized network of computers, reducing the risk of hacking, server downtime and loss of data. ● Trust – Blockchain-based systems increase trust between parties involved in a transaction through improved transparency and decentralized networks along with removal of third-party intermediaries in countries where trust in the intermediaries doesn’t exist. ● Security – Data entered on the blockchain is immutable, preventing against fraud through manipulating transactions and the history of data. Transactions entered on the blockchain provide a clear trail to the very start of the blockchain allowing any transaction to be easily investigated and audited. ● Wide range of uses - Almost anything of value can be recorded on the blockchain and there are many companies and industries already developing blockchain-based systems. These examples are covered later in the book. ● Easily accessible technology – Along with the wide range of uses, blockchain technology makes it easy to create applications without significant investment in infrastructure with recent innovations like the Ethereum platform. Decentralized apps, smart contracts and the Ethereum platform are covered later in the book. ● Reduced costs – Blockchain-based ledgers allow for removal of intermediaries and layers of confirmation involved in transactions. Transactions that may take multiple individual ledgers, could be settled on one shared ledger, reducing the costs of validating, confirming and auditing each transaction across multiple organizations. ● Increased transaction speed – The removal of intermediaries and settlement on distributed ledgers, allows for dramatically increased transaction speeds compared to a wide range of existing systems.

The first thing to note about Korean industrial structure is the sheer concentration of Korean industry. Like other Asian economies, there are two levels of organization: individual firms and larger network organizations that unite disparate corporate entities. The Korean network organization is known as the chaebol, represented by the same two Chinese characters as the Japanese zaibatsu and patterned deliberately on the Japanese model. The size of individual Korean companies is not large by international standards. As of the mid-1980s, the Hyundai Motor Company, Korea’s largest automobile manufacturer, was only a thirtieth the size of General Motors, and the Samsung Electric Company was only a tenth the size of Japan’s Hitachi.1 However, these statistics understate their true economic clout because these businesses are linked to one another in very large network organizations. Virtually the whole of the large-business sector in Korea is part of a chaebol network: in 1988, forty-three chaebol (defined as conglomerates with assets in excess of 400 billion won, or US$500 million) brought together some 672 companies.2 If we measure industrial concentration by chaebol rather than individual firm, the figures are staggering: in 1984, the three largest chaebol alone (Samsung, Hyundai, and Lucky-Goldstar) produced 36 percent of Korea’s gross domestic product.3 Korean industry is more concentrated than that of Japan, particularly in the manufacturing sector; the three-firm concentration ratio for Korea in 1980 was 62.0 percent of all manufactured goods, compared to 56.3 percent for Japan.4 The degree of concentration of Korean industry grew throughout the postwar period, moreover, as the rate of chaebol growth substantially exceeded the rate of growth for the economy as a whole. For example, the twenty largest chaebol produced 21.8 percent of Korean gross domestic product in 1973, 28.9 percent in 1975, and 33.2 percent in 1978.5 The Japanese influence on Korean business organization has been enormous. Korea was an almost wholly agricultural society at the beginning of Japan’s colonial occupation in 1910, and the latter was responsible for creating much of the country’s early industrial infrastructure.6 Nearly 700,000 Japanese lived in Korea in 1940, and a similarly large number of Koreans lived in Japan as forced laborers. Some of the early Korean businesses got their start as colonial enterprises in the period of Japanese occupation.7 A good part of the two countries’ émigré populations were repatriated after the war, leading to a considerable exchange of knowledge and experience of business practices. The highly state-centered development strategies of President Park Chung Hee and others like him were formed as a result of his observation of Japanese industrial policy in Korea in the prewar period.

enforced neutrality “would essentially tell infrastructure operators and potential future operators of high-speed networks your networks are yours in name only and the larger community of Internet users—through the FCC or other regulatory bodies—will be free to set the parameters of how your infrastructure will be used in the future.” Not a business to bet on.

driven primarily by consumers. The current network infrastructure became, as a result, insufficient to meet the rapidly surging

The private-equity approach can take the form of simple improvements, such as changing irrigation from antiquated dykes and canal networks to automatic spray systems: these are the equivalent of picking low-hanging fruit. Pricey robots can boost milk per cow by 10-15%. Using “big-data” analytics to plant and cultivate seeds can push crop yields up 5%. “This is an industry where the gap between the top and bottom quartile is greater than anywhere else,” says Detlef Schoen of Aquila Capital, an alternative-investment firm. And yet the 36 agriculture-focused funds, with $15 billion under management, pale in comparison to the 144 funds focused on infrastructure ($89 billion) and 473 targeting real estate ($163 billion), according to Preqin, a data provider. TIAA-CREF, an American financial group, is a market leader with $5 billion in farmland, from Australia to Brazil, and its own agricultural academic centre at the University of Illinois. Canadian pension funds and Britain’s Wellcome Trust are among those bolstering their farming savvy.

2) Giga Internet Service Infrastructure The KCC executed a network advancement project to provide broadcast and commu

Assessment of Information Protection on New Network Infrastructures in Advance Information protection assessments were

money was stolen.” The fishmonger’s complaint highlights the role that international loans and subsidies often play, in Tunisia as elsewhere, in actively feeding kleptocracy. Moroccans complain about an unnecessary high-speed rail line linking their capital to the commercial hub, Casablanca. Their criticisms, like that of the fishmonger, illustrate that it is not just humanitarian aid in crisis or postconflict environments that gets captured as a “rent” by kleptocratic networks. Infrastructure grants—or worse, loans—supposedly provided after unhurried deliberation, serve the same purpose in acutely corrupt countries.

US intelligence officials believe that the Chinese military has mapped out infrastructure control networks so that if the two nations ever went to war, the Chinese could hit American targets such as electrical grids or gas pipelines without having to launch a missile or send a fleet of bombers.

physical sharing and exchange of computer tapes and disks on which the code was recorded. In current Internet days, rapid technological advances in computer hardware and software and networking technologies have made it much easier to create and sustain a communal development style on ever-larger scales. Also, implementing new projects is becoming progressively easier as effective project design becomes better understood, and as prepackaged infrastructural support for such projects becomes available on the Web. Today, an open source software development project is typically initiated by an individual or a small group seeking a solution to an individual's or a firm's need. Raymond (1999, p. 32) suggests that "every good work of software starts by scratching a developer's personal itch" and that "too often software developers spend their days grinding away for pay at programs they neither need nor love. But not in the (open source) world...." A project's initiators also generally become the project's "owners" or "maintainers" who take on responsibility for project management." Early on, this individual or group generally develops a first, rough version of the code that outlines the functionality envisioned. The source code for this initial version is then made freely available to all via downloading from an Internet website established by the project. The project founders also set up infrastructure for the project that those interested in using or further developing the code can use to seek help, provide information or provide new open source code for others to discuss and test. In the case of projects that are successful in attracting interest, others do download and use and "play with" the code-and some of these do go on to create new and modified code. Most then post what they have done on the project website for use and critique by any who are interested. New and modified code that is deemed to be of sufficient quality and of general interest by the project maintainers is then added to the authorized version of the code. In many projects the privilege of adding to the authorized code is restricted to only a few trusted developers. These few then serve as gatekeepers for code written by contributors who do not have such access (von Krogh and Spaeth 2002). Critical tools and infrastructure available to open source software project participants includes email lists for specialized purposes that are open to all. Thus, there is a list where code users can report software failures ("bugs") that they encounter during field use of the software. There is also a list where those developing the code can share ideas about what would be good next steps for the project, good features to add, etc. All of these lists are open to all and are also publicly archived,

growth of the World Wide Web (WWW), computer entertainment, and multimedia. These factors, no doubt, played a major role in the recent Telecommunication Act that was passed by the United States Congress in 1996. This reform act, in short, was designed to promote competition among the major network operators for providing these services. Superhighway is the term used to define high-speed integrated access, and it has become a national goal spearheaded by vice president Al Gore under the National Information Infrastructure Act. One can classify today’s worldwide network as service-specific, more or less. Telecommunication networks were designed and deployed to handle voice traffic. Both platform and fabric were

CFR’s Renewing America initiative—from which this book arose—has focused on those areas of economic policy that are the most important for reinforcing America’s competitive strengths. Education, corporate tax policy, and infrastructure, for example, are issues that historically have been considered largely matters of domestic policy. Yet in a highly competitive global economy, an educated workforce, a competitive tax structure, and an efficient transportation network are all crucial to attracting investment and delivering goods and services that can succeed in global markets. The line between domestic economic policy and foreign economic policy is in many cases now almost invisible. Building a more competitive economy for the future requires that our political leaders—not just in Congress and the White House but also in state and local governments—understand how their policy choices can affect the choices of companies that can now invest almost anywhere in the world.

In humanity's relentless drive for convenience and economic growth, we have developed a dangerous level of dependency on networked systems in a very short space of time: in less than two decades, huge parts of the so-called 'critical national infrastructure' (CNI in geekish) in most countries have come under the control of ever more complex computer systems.

Marc Goodman is a cyber crime specialist with an impressive résumé. He has worked with the Los Angeles Police Department, Interpol, NATO, and the State Department. He is the chief cyber criminologist at the Cybercrime Research Institute, founder of the Future Crime Institute, and now head of the policy, law, and ethics track at SU. When breaking down this threat, Goodman sees four main categories of concern. The first issue is personal. “In many nations,” he says, “humanity is fully dependent on the Internet. Attacks against banks could destroy all records. Someone’s life savings could vanish in an instant. Hacking into hospitals could cost hundreds of lives if blood types were changed. And there are already 60,000 implantable medical devices connected to the Internet. As the integration of biology and information technology proceeds, pacemakers, cochlear implants, diabetic pumps, and so on, will all become the target of cyber attacks.” Equally alarming are threats against physical infrastructures that are now hooked up to the net and vulnerable to hackers (as was recently demonstrated with Iran’s Stuxnet incident), among them bridges, tunnels, air traffic control, and energy pipelines. We are heavily dependent on these systems, but Goodman feels that the technology being employed to manage them is no longer up to date, and the entire network is riddled with security threats. Robots are the next issue. In the not-too-distant future, these machines will be both commonplace and connected to the Internet. They will have superior strength and speed and may even be armed (as is the case with today’s military robots). But their Internet connection makes them vulnerable to attack, and very few security procedures have been implemented to prevent such incidents. Goodman’s last area of concern is that technology is constantly coming between us and reality. “We believe what the computer tells us,” says Goodman. “We read our email through computer screens; we speak to friends and family on Facebook; doctors administer medicines based upon what a computer tells them the medical lab results are; traffic tickets are issued based upon what cameras tell us a license plate says; we pay for items at stores based upon a total provided by a computer; we elect governments as a result of electronic voting systems. But the problem with all this intermediated life is that it can be spoofed. It’s really easy to falsify what is seen on our computer screens. The more we disconnect from the physical and drive toward the digital, the more we lose the ability to tell the real from the fake. Ultimately, bad actors (whether criminals, terrorists, or rogue governments) will have the ability to exploit this trust.

For decades, the U.S. and most western nations had let their infrastructure crumble and rot away while China and other Asian nations had invested in the best technology of the day. The U.S. in particular was literally beggared by a point-by-point comparison. As early as 2010, places like Korea and Hong Kong had had Internet and information network access that made the United States look like a third-world country.

To be sure, the numbers on the far right had grown. Membership in the Liberty League, the anti–New Deal corollary to the Tea Party during the 1930s, has been estimated at 75,000, while membership in the John Birch Society in the 1960s has been estimated at 100,000 core members. Overall, at its height, 5 percent of Americans approved of the John Birch Society. The Tea Party movement, in contrast, was estimated by The New York Times to have won the support of 18 percent of the population at its zenith, but at its core, according to the researcher Devin Burghart, were some 330,000 activists who had signed up with six national organizational networks. If the estimates were correct, the actual number of hard-core Tea Party activists was not, by historical standards, all that large. But the professionalization of the underground infrastructure, the growth of sympathetic and in some cases subsidized media outlets, and the concentrated money pushing the message from the fringe to center stage were truly consequential.

Just like Creation author Steve Grand had predicted, the creatures were evolving in ways that Bezos could not have imagined. It was the combination of EC2 and S3—storage and compute, two primitives linked together—that transformed both AWS and the technology world. Startups no longer needed to spend their venture capital on buying servers and hiring specialized engineers to run them. Infrastructure costs were variable instead of fixed, and they could grow in direct proportion to revenues. It freed companies to experiment, to change their business models with a minimum of pain, and to keep up with the rapidly growing audiences of erupting social networks like Facebook and Twitter.

Islamic terror posed an unprecedented threat, because the usual rules of deterrence had no evident application. In military defense it can ordinarily assumed that an adversary can be dissuaded by increasing the cost of his action. The stability of the nuclear era depended on deterrence – the notorious “mutual assured destructive capability” of two state adversaries who wished to have their people and polity survive. A non-state actor such as al-Qaeda has no population held in thrall, and its cult of martyrdom sees death as unimportant.268 Thus, the task of the West became to anticipate and intercept specific operations, aided by disruption of the terrorist network’s infrastructure.

Libraries will be able to thrive and innovate in a networked, digital, and mobile era only if they adopt the collaborative approach of building shared platforms. Libraries as platforms—ideally, free and open platforms—must be a core part of library infrastructure in the future. If libraries do not make this shift, the companies that have already figured it out—search engines, social networks, even doll companies—will play a bigger role than libraries in the shaping of democracy in our digital future.

a platform is fundamentally an infrastructure designed to facilitate interactions among producers and consumers of value. These two basic types of participants use the platform to connect with each other and to engage in exchanges—first, an exchange of information; then, if desired, an exchange of goods or services in return for some form of currency.

due to the precision of the optical electron oscillation frequency within strontium or aluminium. 30. Train of identical nearly single-cycle optical pulses. The spectrum of the pulse train looks like the teeth of a comb, hence it is called a frequency comb. ‘Optical clockwork’ of this kind allows the comparison of disparate frequencies with such remarkable precision that it provides a means to test the tenets of relativity, and thus to understand better the role of light in defining space and time. Frequency, and thus time, is the physical quantity that can be measured with the highest precision of any quantity, by far. Optical telecommunications Frequency combs are also important in telecommunications links based on light. In Chapter 3, I described how optical waves could be guided along a fibre or in a glass ‘chip’. This phenomenon underpins the long-distance telecommunications infrastructure that connects people across different continents and powers the Internet. The reason it is so effective is that light-based communications have much more capacity for carrying information than do electrical wires, or even microwave cellular networks. This makes possible massive data transmission, such as that needed to deliver video on demand over the Internet. Many telecommunications companies offer ‘fibre optic broadband’ deals. A key feature of these packages is the high speed—up to 100 megabytes per second (MBps)—at which data may be received and transmitted. A byte is a number of bits, each of which is a 1 or a 0. Information is sent over fibres as a sequence of ‘bits’, which are decoded by your computer or mobile phone into intelligible video, audio, or text messages. In optical communications, the bits are represented by the intensity of the light beam—typically low intensity is a 0 and higher intensity a 1. The more of these that arrive per second, the faster the communication rate. The MBps speed of the package specifies how rapidly we can transmit and receive information over that company’s link.

Shervin Pishevar’s other star investment, Uber, was embroiled in its own case about whether it was as humble and powerless as it claimed. A group of drivers had sued Uber, as well as its rival Lyft, in federal court, seeking to be treated as employees under California’s labor laws. Their case was weakened by the fact that they had signed agreements to be contractors not subject to those laws. They had accepted the terms and conditions that cast each driver as an entrepreneur—a free agent choosing her hours, needing none of the regulatory infrastructure that others depended on. They had bought into one of the reigning fantasies of MarketWorld: that people were their own miniature corporations. Then some of the drivers realized that in fact they were simply working people who wanted the same protections that so many others did from power, exploitation, and the vicissitudes of circumstance. Because the drivers had signed that agreement, they had blocked the easy path to being employees. But under the law, if they could prove that a company had pervasive, ongoing power over them as they did their work, they could still qualify as employees. To be a contractor is to give up certain protections and benefits in exchange for independence, and thus that independence must be genuine. The case inspired the judges in the two cases, Edward Chen and Vince Chhabria, to grapple thoughtfully with the question of where power lurks in a new networked age. It was no surprise that Uber and Lyft took the rebel position. Like Airbnb, Uber and Lyft claimed not to be powerful. Uber argued that it was just a technology firm facilitating links between passengers and drivers, not a car service. The drivers who had signed contracts were robust agents of their own destiny. Judge Chen derided this argument. “Uber is no more a ‘technology company,’ ” he wrote, “than Yellow Cab is a ‘technology company’ because it uses CB radios to dispatch taxi cabs, John Deere is a ‘technology company’ because it uses computers and robots to manufacture lawn mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation techniques to grow its sugar cane.” Judge Chhabria similarly cited and tore down Lyft’s claim to be “an uninterested bystander of sorts, merely furnishing a platform that allows drivers and riders to connect.” He wrote: Lyft concerns itself with far more than simply connecting random users of its platform. It markets itself to customers as an on-demand ride service, and it actively seeks out those customers. It gives drivers detailed instructions about how to conduct themselves. Notably, Lyft’s own drivers’ guide and FAQs state that drivers are “driving for Lyft.” Therefore, the argument that Lyft is merely a platform, and that drivers perform no service for Lyft, is not a serious one.

It boiled down to Amistics. In the decades before Zero, the Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software.

China wants to rule the world by connecting an AI digital brain to robotics, via the 5G network. This would allow the Chinese regime to control drones, micro-bots, humanoid robots, vehicles, infrastructure, IoTs, smart phones and all data pertaining to the entire human race.

As we discussed, without liquidity through secondary markets, attracting node validators to a new network will be difficult, as the tokens compensate for their time and resources to maintaining network infrastructure.

A platform is a business based on enabling value-creating interactions between external producers and consumers. The platform provides an open, participative infrastructure for these interactions and sets governance conditions for them.

Once again, infrastructure had set a limit on the pace of development of a new technology. But by the second decade of the nineteenth century, malleable-iron rails were beginning to replace brittle cast iron on the wagonways of England, and stone or wooden sleepers strengthened the roadbeds for heavy locomotives. With such improvements, Trevithick’s circular track on vacant land in London would open out into a network of fast, reliable transportation—but not before its inventors and engineers endured a final long haul of challenges and trials.

items. While Monster Hunter included a single-player mode, its appeal was its online play. The five-man crew who had worked with Capcom thought some the game's networking code looked awfully familiar. "Same network infrastructure, same style of gameplay [as the PS2 Diablo title]," Joe Morrissey said. [Return to Chapter]

Thomas Edison had to invent much more than the electric light. As do all innovators of new technologies, he faced the larger problem of developing and deploying the infrastructure required to support his inventions. Behind the steam engine, a network of mines and distribution systems supplied coal for its operation. Local generating plants and networks of underground pipes sustained gas lighting. When Edison planned his direct-current system of electric lighting, not wanting to run wires as thick as a man’s leg, he envisioned neighborhood-scale generating stations—steam engines turning direct-current generators—modeling his system on the gas-lighting system and even running his wiring, like gas, in pipes underground.

The implications for civil government are equally obvious—expanding social services, city administration, and rule of law into periurban areas is clearly important, as are investments in infrastructure to guarantee supplies of fuel, electricity, food and water. Less obvious but equally important are investments in governance and infrastructure in rural areas, as well as efforts to mitigate the effects of rural environmental degradation, which can cause unchecked and rapid urban migration. Given the prevalence and increasing capability of criminal networks, police will need a creative combination of community policing, constabulary work, criminal investigation, and special branch (police intelligence) work. And local city managers, district-level officials, social workers, emergency services, and ministry representatives may need to operate in higher-threat governance environments in which they face opposition. The

A somewhat provocative example of the interconnections between the gaming industry and finance. A technologist working for a large London hedge fund hinted this to me in interview. Trained in computer science and engineering, this interviewee first worked as a network programmer for large online multiplayer games. His greatest challenge was the fact that the Internet is not instantaneous: when a player sends a command to execute in action, it takes time for the signal to reach the computer server and interact with the commands of other players. For the game to be realistic, such delays have to be taken into account when rendering reality on the screen. The challenge for the network programmer is to make these asymmetries as invisible as possible so that the game seem 'equitable to everyone.' The problem is similar in finance, where the physical distance from the stock exchange's matching engines matters tremendously, requiring a similar solution to the problem of latency: simulating the most likely state of the order book on the firm's computers in order to estimate the most advantageous strategies or the firm's trading algorithms. Gaming and finance are linked not through an institutional imperative of culture or capital - or even a strategy, as such - but rather through the more mundane and lowly problems of how to fairly manage latency and connectivity.

Like most visionary utopias, though. IDN (Integrated Data Network) was never to be. Perhaps it was simply too ambitious a project: infrastructures seldom respond to a single vision or a master plan, as Paul Edwards (2010) writes, and conjuring up a platform that would serve the entire marketplace was an almost Quixotic task. Infrastructures emerge not through planning and calculated foresight, but through the meandering paths of history, in the mangle of making, tinkering, and wrestling with the obduracy of organizations, practices, and their installed base. The system eventually introduced for Big Bang reflected this fragility and contingency of infrastructures: it was the creative result of reshaping legacy devices into a system that did the job for the time being. A band-aid. A product of creative, recombinant bricolage.

Platforms combine characteristics of traditional organizations and markets. A platform is essentially a synthesis of Coase’s firm and Hayek’s market. The firm no longer invests in production but rather in building the infrastructure and tools to support and grow a networked marketplace or community.

Debates are about divisions, about differing points of views, but there are some universal truths that cannot be denied. The universal truth of cycles—spring, summer, winter, fall; the universal truth of gravity; and a universal truth that we’ve discovered from the first moment our ancestors appeared on earth six million years ago—man adapts. “Man has used his brain to outwit predators who are stronger, faster, more numerous. Man has learned to tame some of those predators: wolves became our friends, animals were bred for food. Man learned to farm, feeding millions where before they would feed less than a fourth of that; man invented shelter, clothing, weapons, writing, trade, architecture that defied their physical capabilities, and now, a network and infrastructure that connects us all. Planes, translation, the internet. We’re more interlaced than we’ve ever been.

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It happened in 2006 when the company’s COO and soon-to-be CEO, Randall Stephenson, quietly struck a deal with Steve Jobs for AT&T to be the exclusive service provider in the United States for this new thing called the iPhone. Stephenson knew that this deal would stretch the capacity of AT&T’s networks, but he didn’t know the half of it. The iPhone came on so fast, and the need for capacity exploded so massively with the apps revolution, that AT&T found itself facing a monumental challenge. It had to enlarge its capacity, practically overnight, using the same basic line and wireless infrastructure it had in place. Otherwise, everyone who bought an iPhone was going to start experiencing dropped calls. AT&T’s reputation was on the line—and Jobs would not have been a happy camper if his beautiful phone kept dropping calls. To handle the problem, Stephenson turned to his chief of strategy, John Donovan, and Donovan enlisted Krish Prabhu, now president of AT&T Labs. Donovan picks up the story: “It’s 2006, and Apple is negotiating the service contracts for the iPhone. No one had even seen one. We decided to bet on Steve Jobs. When the phone first came out [in 2007] it had only Apple apps, and it was on a 2G network. So it had a very small straw, but it worked because people only wanted to do a few apps that came with the phone.” But then Jobs decided to open up the iPhone, as the venture capitalist John Doerr had suggested, to app developers everywhere. Hello, AT&T! Can you hear me now? “In 2008 and 2009, as the app store came on stream, the demand for data and voice just exploded—and we had the exclusive contract” to provide the bandwidth, said Donovan, “and no one anticipated the scale. Demand exploded a hundred thousand percent [over the next several years]. Imagine the Bay Bridge getting a hundred thousand percent more traffic. So we had a problem. We had a small straw that went from feeding a mouse to feeding an elephant and from a novelty device to a necessity” for everyone on the planet. Stephenson insisted AT&T offer unlimited data, text, and voice. The Europeans went the other way with more restrictive offerings. Bad move. They were left as roadkill by the stampede for unlimited data, text, and voice. Stephenson was right, but AT&T just had one problem—how to deliver on that promise of unlimited capacity without vastly expanding its infrastructure overnight, which was physically impossible. “Randall’s view was ‘never get in the way of demand,’” said Donovan. Accept it, embrace it, but figure out how to satisfy it fast before the brand gets killed by dropped calls. No one in the public knew this was going on, but it was a bet-the-business moment for AT&T, and Jobs was watching every step from Apple headquarters.

Focus only on the critical requirements. Many startup companies get distracted by the trappings of a new business. Focus only on those aspects of the business that are critical to delivering your product to the customer. Too often, businesses over-invest in buildings, infrastructure, and networks “in advance” of business materializing—really

The integration of these two kinds of networks, namely, the requirement that socioeconomic interaction represented by space-filling fractal-like social networks must be anchored to the physicality of a city as represented by space-filling fractal-like infrastructural networks, determines the number of interactions an average urban dweller can sustain in a city.

In a country like Nigeria, people have been made to believe that you need prayer to do what God has given men power to achieve.

System Message Logging (Syslog) It is amazing just how helpful Cisco devices try to be to their administrators. When major (and even not-so-major) events take place, these Cisco devices attempt to notify administrators with detailed system messages. As you learn in this section, these messages vary from the very mundane to those that are incredibly important. Thankfully, administrators have a large variety of options for storing these messages and being alerted to those that could have the largest impact on the network infrastructure.

It was possible to look at actual smartphones and tablets and laptops that had been manufactured on Old Earth. They did not work anymore, but their technical capabilities were described on little placards. And they were impressive compared to what Kath Two and other modern people carried around in their pockets. This ran contrary to most people's intuition, since in other areas the achievements of the modern world - the habitat ring, the Eye, and all the rest - were so vastly greater than what the people of Old Earth had ever accomplished. It boiled down to Amistics [the choices that different cultures made as to which technologies they would, and would not, make part of their lives]. In the decades before Zero, the Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software. The density with which they'd been able to pack transistors onto chips still had not been matched by any fabrication plant now in existence. Their devices could hold more data than anything you could buy today. Their ability to communicate through all sorts of wireless schemes was only now being matched - and that only in densely populated, affluent places like the Great Chain... Anyone who bothered to learn the history of the developed world in the years just before Zero understood perfectly well that Tavistock Prowse had been squarely in the middle of the normal range, as far as his social media habits and attention span had been concerned. But nevertheless, Blues called it Tav's Mistake. They didn't want to make it again. Any efforts made by modern consumer-goods manufacturers to produce the kinds of devices and apps that had disordered the brain of Tav were met with the same instinctive pushback as Victorian clergy might have directed against the inventor of a masturbation machine. To the extent the Blue's engineers could build electronics of comparable sophistication to those that Tav had used, they tended to put them into devices such as robots...

An almost equally important payoff of open source is its utility as a way to propagate open standards and build markets around them. The dramatic growth of the Internet owes much to the fact that nobody owns TCP/IP; nobody has a proprietary lock on the core Internet protocols. The network effects behind TCP/IP’s and Linux’s success are fairly clear and reduce ultimately to issues of trust and symmetry — potential parties to a shared infrastructure can rationally trust it more if they can see how it works all the way down, and will prefer an infrastructure in which all parties have symmetrical rights to one in which a single party is in a privileged position to extract rents or exert control. It is not, however, actually necessary to assume network effects in order for symmetry issues to be important to software consumers. No software consumer will rationally choose to lock itself

As we’ll discuss in more detail in chapter 6, a platform’s ability to monetize the value of the exchanges it facilitates is directly related to the types of currency exchange it can capture and internalize. A platform that can internalize the flow of money may be well placed to charge a transaction cut—for example, the fee of 10 percent of the sale price typically charged by eBay after a successful auction. A platform that can capture only attention may monetize its business by collecting payments from a third party that considers the attention valuable—for example, an advertiser willing to pay Facebook for “eyeballs” attracted by posts related to a particular topic. The platform’s goal, then, is to bring together producers and consumers and enable them to engage in these three forms of exchange: of information, of goods or services, and of currency. The platform provides an infrastructure that participants plug in to, which provides tools and rules to make exchanges easy and mutually rewarding.

The crucial role of the value unit. As this description of the core interaction shows, value units play a crucial role in the workings of any platform. Yet, in most cases, platforms don’t create value units; instead, they are created by the producers who participate in the platform. Thus, platforms are “information factories” that have no control over inventory. They create the “factory floor” (that is, they build the platform infrastructure within which value units are produced). They can foster a culture of quality control (by taking steps to encourage producers to create value units that are accurate, useful, relevant, and interesting to consumers). They develop filters that are designed to deliver valuable units while blocking others. But they have no direct control over the production process itself—a striking difference from the traditional pipeline business.

One kind of feedback loop is the single-user feedback loop. This involves an algorithm built into the platform infrastructure that analyzes user activity, draws conclusions about the user’s interests, preferences, and needs, and recommends new value units and connections that the user is likely to find valuable.

Facilitate. Unlike traditional pipeline businesses, platforms don’t control value creation. Instead, they create an infrastructure in which value can be created and exchanged, and lay out principles that govern these interactions. That’s what the process of facilitating is all about. One aspect of facilitating interactions is making it as easy as possible for producers to create and exchange valuable goods and services via the platform.

How and why is this happening? Let’s break it down. In the world of platforms, the Internet no longer acts merely as a distribution channel (a pipeline). It also acts as a creation infrastructure and a coordination mechanism. Platforms are leveraging this new capability to create entirely new business models. In addition, the physical and the digital are rapidly converging, enabling the Internet to connect and coordinate objects in the real world—for example, through smartphone apps that allow you to control your home appliances at long distance. Simultaneously, organizational boundaries are being redefined as platform companies leverage external ecosystems to create value in new ways.7 In this new stage of disruption, platforms enjoy two significant economic advantages over pipelines. One of these advantages is superior marginal economics of production and distribution.

A platform is a business based on enabling value-creating interactions between external producers and consumers. The platform provides an open, participative infrastructure for these interactions and sets governance conditions for them. The platform’s overarching purpose: to consummate matches among users and facilitate the exchange of goods, services, or social currency, thereby enabling value creation for all participants.

roads, rails, airports, ports, mass transit systems, and broadband networks. There was a good chance the Democrats would retake the Senate, but I expected to face a hostile Republican majority in the House. In theory, infrastructure should have bipartisan appeal, but we’d learned that partisanship could overwhelm everything. So outreach would have to start right away.

the United States shares the concern of some in Asia that the BRI could be a Trojan horse for China-led regional development, military expansion, and Beijing-controlled institutions’.132 And, it should be stressed, for the control of critical infrastructure. After 40 per cent of the Philippines’ national electricity network was sold to the giant state-owned State Grid Corporation of China, the head of the national transmission corporation conceded that the Philippines’ entire power supply could be shut down by the flick of a switch in Nanjing, the location of the monitoring and control system.133 State Grid also owns a large share of the electricity networks in the Australian states of Victoria and South Australia.134 Its bid for the New South Wales grid was rejected on national security grounds.

Disruptive technologies are dismissed as toys because when they are first launched they “undershoot” user needs. The first telephone could only carry voices a mile or two. The leading telco of the time, Western Union, passed on acquiring the phone because they didn’t see how it could possibly be useful to businesses and railroads—their primary customers. What they failed to anticipate was how rapidly telephone technology and infrastructure would improve (technology adoption is usually non-linear due to so-called complementary network effects). The same was true of how mainframe companies viewed the PC (microcomputer), and how modern telecom companies viewed Skype.

AWS and the Seven-Year Lead When creating Amazon Web Services (cloud computing), Amazon was essentially creating their own internal Internet Operating System (IOS) and then leveraging their technology infrastructure into a profit center. He said, “IT departments are recognizing that when they adopt AWS, they get more done. They spend less time on low value-add activities like managing datacenters, networking, operating system patches, capacity planning, database scaling, and so on and so on. Just as important, they get access to powerful APIs [Application Programing Interfaces] and tools that dramatically simplify building scalable, secure, robust, high-performance systems. And those APIs and tools are continuously and seamlessly upgraded behind the scenes, without customer effort.” —Bezos (2014 Letter) In other words, Amazon took the proprietary infrastructure they built for themselves and turned it into a service that any developer could use for their own purposes.

Erlang himself, working for the Copenhagen Telephone Company in the early twentieth century, used it to model how much time could be expected to pass between successive calls on a phone network. Since then, the Erlang distribution has also been used by urban planners and architects to model car and pedestrian traffic, and by networking engineers designing infrastructure for the Internet. There are a number of domains in the natural world, too, where events are completely independent from one another and the intervals between them thus fall on an Erlang curve. Radioactive decay is one example, which means that the Erlang distribution perfectly models when to expect the next ticks of a Geiger counter. It also turns out to do a pretty good job of describing certain human endeavors—such as the amount of time politicians stay in the House of Representatives.

the containment of the coronavirus pandemic will necessitate a global surveillance network capable of identifying new outbreaks as soon as they arise, laboratories in multiple locations around the world that can rapidly analyse new viral strains and develop effective treatments, large IT infrastructures so that communities can prepare and react effectively, appropriate and coordinated policy mechanisms to efficiently implement the decisions once they are made, and so on. The important point is this: each separate activity by itself is necessary to address the pandemic but is insufficient if not considered in conjunction with the others. It follows that this complex adaptive system is greater than the sum of its parts. Its effectiveness depends on how well it works as a whole, and it is only as strong as its weakest link.

KERI (Key Event Receipt Infrastructure) is a novel technology - a type of consensus network - that allows to move certain functions of decentralized identity-management systems off-chain to a different layer, and minimize the role of the distributed ledger.

Asoka World School is a reputed international school in Kochi affiliated with CBSE. We have a student-friendly environment and has a very interesting syllabus. The STEM enriched curriculum helps to provide an in-depth learning experience for the students. We have a wide range of extracurricular activities for nurturing and developing a child’s creativity and imagination. Asoka World School can be an ideal option for your child. Here are some key reasons why Asoka World School is the best for your kid. Individualized attention in classes: Our student-teacher ratio arrangement is standardised in such a way that teachers are able to give individual attention to each child. Our teachers are well educated, experienced and constantly inspires their students. We follow the golden teacher-student ratio of 1:20. This helps students to gain the concepts of each subject easily hence they become more confident. This also enriches their knowledge, and they get more quality time to interact with their teachers. image Child Safe Environment: At Asoka World School, you will find your child is in extremely safe hands. Our classrooms are aesthetically designed and technologically equipped to disseminate learning through very many fun ways. Asoka World School has a world-class building design, infrastructure, fully integrated wireless network, climate-controlled smart classrooms, security features and no compromise hygiene and safeguarding policy that offers everything you have been dreaming for your child. Updated Curriculums: We have 4 levels of programmes prepared for our children. Foundational - KG - IInd Preparatory - IIIrd - Vth Middle School - VIth - VIIIth Senior School - IXth - XIIth These programs are framed by our school to focus on developing various vital skills in the students. Our teachers adopt a customised teaching approach that can help students of every category. Our flexible curriculum enhances the communication between the teachers and students to a great extent. Our school has result-oriented teaching methods, qualified and responsible teaching staff to help facilitate a learning environment that is both safe and nurturing. As the best CBSE school in Kochi, Asoka World School is a leader in its sector and we hope to continue rising and come out as the best school in Kochi.

But if IOTA lost the confidence of some of the most respected cryptographers in the blockchain community, it continued to generate enthusiasm among a variety of big-name enterprises. That’s perhaps because, quite apart from how badly or otherwise it developed and managed its cryptography, the IOTA team’s economic model is enticing. If its cryptographic flaws can be fixed, the tangle idea could in theory be far less taxing and expensive in terms of computing power than Bitcoin and Ethereum’s methods, which require every computer in their massive networks of validators to process and confirm the entire list of new transactions in each new block. German engineering and electronics giant Bosch has been running a range of experiments with IOTA, including one involving payments between self-driving trucks arranged in an energy-saving linear “platoon.” The idea is that the trucks at the back that are enjoying the benefits of the slipstream would pay IOTA tokens to those at the front to compensate them for bearing the bulk of energy costs in creating that slipstream. Meanwhile, IOTA and Bosch are both part of a consortium called the Trusted IoT Alliance that’s committed to building and securing a blockchain infrastructure for the industry. Other members include Foxconn, Cisco, BNY Mellon, and a slew of blockchain-based startups, such as supply-chain provider Skuchain and Ethereum research lab ConsenSys.

Several years after Typhoon Yolanda struck the Philippines, international development organizations remained to help in the recovery and rehabilitation process. In my mind, it was difficult to talk about sustainable development when students had to risk their lives just to go to school, when farmers and fishers had to take whatever the middlemen were willing to give because transportation of their produce proved too difficult. A number of municipalities could only be accessed through boats. Whenever it rained, families would have to make a decision whether to risk their lives or lose their income. It was at this point that I realized that if we were to achieve real and inclusive economic growth, then a good infrastructure network was necessary. I would have never thought that in a matter of years I would join President Rodrigo Duterte's Build, Build, Build team.

The world in which we live has always been significantly shaped by civil engineering. A Btech in civil engineering has made it feasible to plan and build the physical infrastructure that underpins modern society, from imposing buildings to complex transit networks. The discipline of civil engineering is positioned to experience substantial breakthroughs and changes in the future. In this blog, we'll look at five forecasts that provide a view into the future of btech in civil engineering and how it will affect our lives.

DBAs work exactly in the middle of sofware and hardware, between developers and operators and between applications and infrastructure. This position provides DBAs with all sorts of challenges, from a badly written SQL statement from developers to storage bottlenecks, from network latency problem to metadata definition, and from coding database procedures to defining hardware requirements for a new database.

In the beginning, there was the internet: the physical infrastructure of wires and servers that lets computers, and the people in front of them, talk to each other. The U.S. government’s Arpanet sent its first message in 1969, but the web as we know it today didn’t emerge until 1991, when HTML and URLs made it possible for users to navigate between static pages. Consider this the read-only web, or Web1. In the early 2000s, things started to change. For one, the internet was becoming more interactive; it was an era of user-generated content, or the read/write web. Social media was a key feature of Web2 (or Web 2.0, as you may know it), and Facebook, Twitter, and Tumblr came to define the experience of being online. YouTube, Wikipedia, and Google, along with the ability to comment on content, expanded our ability to watch, learn, search, and communicate. The Web2 era has also been one of centralization. Network effects and economies of scale have led to clear winners, and those companies (many of which I mentioned above) have produced mind-boggling wealth for themselves and their shareholders by scraping users’ data and selling targeted ads against it. This has allowed services to be offered for “free,” though users initially didn’t understand the implications of that bargain. Web2 also created new ways for regular people to make money, such as through the sharing economy and the sometimes-lucrative job of being an influencer.

But still, what does the flying disc problem really solve? For those who currently commute, if a sensor network eradicated traffic so that they could reclaim that time for another purpose, would a flying disc really matter? Would skyways of the future prove safer than the highways we already have? For those who use public transit, would a disc traveling as the crow flies justify spending a lot of money on a new kind of vehicle and the infrastructure to operate it? Would the average person come to rely on it as a necessity?

WE ENTER THE stacks. This library does not use the Dewey decimal system, instead relying on the librarians’ intuitive, psycho-geographical layout. Starting on the left-hand side with subjects local to San Francisco, things proceed outward and along the aisles into the American West, World Geography and Natural History, Extraction, Transportation, Infrastructure, Housing, Art, Film, Networked Media, Material Culture, Language and Gender, Race and Ethnicity, U.S. Political History, Geopolitics and Un-American Activities, and finally, a section called Abstract and Off-Earth.

Fasal is an online system that connects farmers in rural India directly with market agents and other buyers. Via Fasal, farmers can quickly learn the price of goods at a number of nearby markets, choose the sales location most advantageous to them, and use the data to negotiate a better deal, a challenge that exists around the world.2 Sangeet Choudary, one of the authors of this book, led the commercialization and launch of the Fasal initiative. One of the challenges facing Choudary and his team was figuring out what kind of communications infrastructure they could use to enable producers and consumers to share value units. They realized that the big advantage working in their favor was cell phones. More than half of Indian farmers, even the poorest, own and use cell phones. In fact, as in much of the developing world, cell phone use in rural India has spread rapidly. Cellular telephony, with its instant communications capability, became the conduit for the market data the small farmers so desperately needed.

YouTube gained traction among producers, the focus of the platform moved from improving video hosting infrastructure (as a value proposition to producers) to improving matchmaking of videos with consumers (focusing on video search, and a video feed).

Customer Network and Go-to-Market Infrastructure: Orchestrators use their platforms to create a network effect, connecting participants with customers and sometimes with one another. In other words, they help ecosystem participants thrive by bringing them together and providing services to help them enhance their offers as well as access to a broad network of customers. As more and more customers join, the ecosystem becomes more and more attractive to participants. And likewise, as more and more participants join, the ecosystem becomes increasingly attractive to customers.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

Several years after Typhoon Yolanda struck the Philippines, international development organizations remained to help in the recovery and rehabilitation process. In my mind, it was difficult to talk about sustainable development when students had to risk their lives just to go to school, when farmers and fishers had to take whatever the middlemen were willing to give because transportation of their produce proved too difficult. A number of municipalities could only be accessed through boats. Whenever it rained, families would have to make a decision whether to risk their lives or lose their income. It was at this point that I realized that if we were to achieve real and inclusive economic growth, then a good infrastructure network was necessary. I would have never thought that in a matter of years I would join the Build, Build, Build team.” - Anna Mae Yu Lamentillo , Night Owl: A Nationbuilder’s Manual 2nd Edition (p. 10, Why do I support Build, Build, Build? )

Makalipas ang ilang taon matapos nanalasa ang Bagyong Yolanda sa Pilipinas, patuloy pa rin ang pagtulong ng mga international development organizations sa rehabilitasyon. Sa isip ko, mahirap pag-usapan ang tungkol sa sustainable development kung ang mga mag-aaral ay kailangan ipagsapalaran ang kanilang buhay makapunta lang sa paaralan; kung ang mga magsasaka at mangingisda ay napipilitang kunin kung anuman ang inaalok na presyo ng ahente dahil ang paghahatid ng kanilang ani at huli ay napakahirap. Ang ilang mga bayan ay napupuntahan lamang gamit ang mga bangka. Kapag umuulan, kailangang mamili ng mga pamilya kung ipagsasapalaran ang kanilang buhay o mawala ang kanilang kita. Sa puntong iyon ko napagtanto na kung nais natin makamit ang inclusive growth, kinakailangan ang isang mahusay na infrastructure network. Hindi ko akalain na matapos lang ang ilang taon ay sasali ako sa Build, Build, Build ni Pangulong Rodrigo Duterte.” - Night Owl: Edisyong Filipino (p. 10, Bakit ko Sinusuportahan ang Build, Build, Build?)

The main focus areas of reconnaissance are: Network information: Details about the type of network, security weaknesses, domain name, and shared files, among others. Host information: Details about the devices connected to a network, including their IP addresses, Mac addresses, operating system, open ports, and running services, among others. Security infrastructure: Details about the security policies, security mechanisms employed, weaknesses in the security tools, and policies, among others.

DDoS Protection DOSarrest's DDoS protection service has evolved over the last 12+ years to handle the largest and especially the most sophisticated attacks, we have a fair bit of experience after all. DOSarrest's DDoS protection service is a fully managed security service. DDoS Protection - Our global network capacity is at 3Tbps and ever increasing - Most Secure WAF available, based on a positive security model - Complete comprehensive cloud based website security service - Fully managed service - Includes global performance monitoring, CDN and load-balancing - All of our infrastructure is owned and operated by us - Stop any and all attacks, Period ! - PCI level 1 certified - 12 years of experience in DDoS protection - 99.99% Uptime guarantee - Unparalleled 24/7 support - Globally distributed nodes

platform is a business based on enabling value-creating interactions between external producers and consumers. The platform provides an open, participative infrastructure for these interactions and sets governance conditions for them. The platform’s overarching purpose: to consummate matches among users and facilitate the exchange of goods, services, or social currency, thereby enabling value creation for all participants.

The platform provides an open, participative infrastructure for these interactions and sets governance conditions for them.

The vast majority of major, collaborative infrastructure projects around the world have been guided by government policy and funded by public resources: sanitation systems, road systems, railway networks, public health systems, national power grids, the postal service. These are not the spontaneous outcomes of market forces, much less of abstract growth. Projects like these require public investment. Once we realise this, it becomes clear that we can fund the transition quite easily by directing existing public resources from, say, fossil fuel subsidies (which presently stand at $5.2 trillion, 6.5% of global GDP) and military expenditure ($1.8 trillion) into solar panels, batteries and wind turbines.

Wilhelm Meya - An American Social Entrepreneur Wilhelm Meya is an American social entrepreneur and international nonprofit leader. He is renowned for his work preserving and protecting endangered indigenous languages. As Founder & CEO of The Language Conservancy (TLC), he has grown a network of over a dozen related organizations that work to support endangered languages and build linguistic capacity & infrastructure. Mr. Meya has worked hard to forge numerous alliances between his organization and governmental agencies as well as educational institutions.

The following ad is also a Director of IT position dressed up as a CIO.  The position reports to the CFO creating a natural conflict between the requirements of the role to be strategic but being overruled all the time by the tactical view of the CFO. The CIO salary will also be depressed due to the lower rank and the person will not have proper access to the Provost and other VP level people who will be the CIO’s primary clients. Chances are very high the focus will be on the network infrastructure and maintenance – note the highlighting of the wired and wireless networks.

Deep in the hot thinking depths of the solar system, vast new intellects come up with a new theory of wealth that optimizes resource allocation better than the previously pervasive Free Market 1.0. With no local minima to hamper them, and no need to spawn and reap start-ups Darwin-style, the companies, group minds, and organizations that adopt the so-called Accelerated Salesman Infrastructure of Economics 2.0 trade optimally with each other. The phase-change accelerates as more and more entities join in, leveraging network externalities to overtake the traditional ecosystem.