CIO Forum

 Cio Forum is for Global Information Technology Industry

  1. Cryptocurrencies have been at the center stage of fintech-related developments for the last couple of years. They have brought about a lot of interest from the general public in the field of cryptography. Reputed universities like Princeton are now offering dedicated courses in mastering blockchains. The modern crypto revolution did not start overnight though. Here we analyze the rationale behind using cryptocurrencies (with a historical perspective), the need behind a global value of store, and the rising demand in this field.

    For a token to be called “money”, it must satisfy certain requirements; it should be portable, durable, recognizable, scarce, and it should be divisible into proper smaller denominations. Cryptocurrencies fulfill these requirements, and even more. For example, Bitcoin is divisible into 10^8 base units called Satoshis, it can be stored electronically, and it does not atrophy or decay. Moreover, it is backed by proof of work, which ensures its scarcity. In fact the total number of bitcoins to be injected in the market (provided to the miners) over the next few decades has already been estimated very accurately and is capped at 21 million BTC.

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  2. Locked in a pitched battle with cyber-attackers, organizations are nonetheless forging ahead with aggressive cloud and “Internet of Things” initiatives that drastically increase their threat exposure. Holding back progress is not a viable option, so it’s time to come up with an effective defense strategy that effectively cloaks network assets from the bad guys. That’s what Tempered Networks is offering with its Identity-Defined Networking (IDN) architecture, based on the Host Identity Protocol (HIP). 

    Essentially, IDN provides a network fabric overlay to the Internet, overcoming the inherent weakness in TCP/IP that uses IP numbers for both identification and location. That flaw makes it simple for hackers to probe and discover IP addresses, while also making it extremely complex to manage devices that move from one server to another. 

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  3. Executives, leaders, managers, and consultants love talking about mission, vision, strategy, and tactics; all concepts that are widely discussed but also widely misunderstood. Challenge someone to define what a company mission really is, and you’ll end up in an endless discussion about what constitutes the right definition. Google doesn’t solve your problem: you’ll find dozens of conflicting definitions of what a mission is on the internet. 

    I don’t claim to know any better, but I do have a simple solution to the problem of confusion: stop using these terms. They add little value and—even if you believe you’ve nailed their meaning—it is unlikely to resonate with the rest of your organization.
    Here is what I suggest.

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  4. What I like about agile is that every team, especially the ones that have achieved a good maturity level, has developed their own ways of working—how great is that?!

    However, when it comes to report effort required to develop a particular piece of work back to the business, things often get lost in translation. There are all sorts of techniques to estimate development tasks, but what’s the best one?

    Let’s start with the assumption there’s no right or wrong, but just what works best for the team.

    I’ve worked in an environment where they used to use different dogs breeds to estimate! For example, a user story that was a “Great Dane” did require way more effort than one that was a “Chihuahua,” and so on.

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