For Cassandra Reffner, winning the Temple Analytics Challenge for a second straight year was about honing her visual storytelling skills one data set at a time.
“Graphic design isn’t just about making these things look nice, but also telling a story,” Reffner said.
A senior graphic design student from the Tyler School of Art, Reffner took home the $2,500 grand prize at the third annual Temple Analytics Challenge, held Nov. 16 in the MBA Commons at the Fox School of Business.
Organized by the Institute for Business and Information Technology (IBIT), the competition awards prizes totaling $10,000, from corporate members of IBIT and the Office of the Senior Vice Provost for Undergraduate Studies at Temmple University. The Temple Analytics Challenge focuses on making sense of big data through visualization — a key component of data analytics cited by experts as a promising path to job opportunities.
This year, the Temple Analytics Challenge awarded 10 prizes totaling $10,000. The competition saw participation increase by 300 percent over the previous year, with 395 entries. Participating teams included 719 students from eight of Temple’s 17 schools and colleges, as well as students from the State University of New York and Cornell University. The finalists came from programs in the Tyler School of Art, the College of Liberal Arts, the College of Engineering, the School of Media and Communications, the College of Public Health, and the Fox School of Business.
“The Temple Analytics Challenge emphasizes the Fox School’s commitment to teaching and research in the various fields connected to big data,” said Dr. M. Moshe Porat, Dean of the Fox School of Business and the School of Tourism and Hospitality Management. “But big data and data visualization are academic components in which students across Temple University regularly engage. This truly was a university-wide competition.”
Corporate partners provided competitors with large sets of data that they must analyze and visualize in a way that is both innovative and accessible. This year’s partners included Merck Pharmaceuticals, QVC, and The Pennsylvania Ballet.
Reffner, who won the Temple Analytics Challenge in 2014, chose to work with the data from The Pennsylvania Ballet, saying she could see the visuals presented within the data set. In the Pennsylvania Ballet challenge, students had to conceptualize the best way for the company to attract new audience members.
“With our limited resources, we just don’t have the time or the staff to do this kind of imagining,” said David Gray, executive director of The Pennsylvania Ballet. “Having so many smart and creative people trying to help us address challenges is a godsend.”
To expand on the project’s proposal, Reffner scrolled through various mentions the company received on social media — from Tweets and hashtags to status updates — to see what about the company got people talking. She said was intrigued by the company’s position as a “19th-century product for a 21st-century audience,” and drafted a plan that took this value and social media’s talk-back feature to improve customer interaction. She suggested a redesign of The Pennsylvania Ballet’s website to respond on all devices, including desktops, smartphones, and tablets, so customers could interact with the ballet by any means necessary.
“The main thing I look for (in the Temple Analytics Challenge) is to see if I can solve the problem, to really step into their shoes to see what they want,” Reffner said.
Reffner and 19 other finalists went before a panel of judges comprised of industry leaders, including representatives from Lockheed Martin, Campbell’s Soup Company, Deloitte Consulting and AmerisourceBergen. The judges were impressed with the overall dedication the students brought to the challenge.
Reffner, who received employment interest from two companies based upon her presentation, reflected positively on how the challenge opened up opportunities to students from all majors and schools.
“This competition is not focused toward any specific major,” Reffner said. “It’s people from all over the place that entered the competition. That’s why I love the Temple Analytics Challenge.”
Beyond The Pennsylvania Ballet challenge, student participants had the choice of two others. The Merck challenge tasked students with synthesizing data to show how a vaccine will best benefit world health. QVC provided data relating to product placement in various markets and asked students to show how this data could predict where it should next focus its attention.
“Data alone is just information. It’s usage to inspire change or action and turning it into competitive intelligence is where the value lies, and the Temple Analytics Challenge did just that,” said Maurice Whetstone, QVC’s Director of Enterprise Data Management.
“Analytics in business, and especially in healthcare, is an amazing lever toward gaining unique insight to improve business performance,” said Bill Stolte, the Executive Director of Merck’s IT Business Performance Analytics. “It is an honor to be actively engaged in the Temple Analytics Challenge, and it is remarkable to watch Temple University students rapidly self-organize and use data and visualizations in innovative ways to solve complex problems.”
Domino’s Pizza has cultivated 10 million Facebook followers. Target’s page has collected 20 million. And Nabisco’s Oreo cookie page exceeds 40 million Facebook likes.
Such large numbers demonstrate a shift toward social media marketing and the expanding role of commercial branding in today’s online world, according to Dr. Jay I. Sinha, an Associate Professor of Marketing and Supply Chain Management at Temple University’s Fox School of Business.
Sinha’s latest research publication, “The Risks and Rewards of Brand Personification Using Social Media,” which appeared in the Boston Globe and MIT Sloan Management Review, digs into social media’s role in rewriting the consumer-producer relationship for today’s top brands. More than 92 percent of marketers responded in 2014 that social media marketing is important for their businesses, and 80 percent indicated these efforts increase traffic to their websites, Sinha noted.
“Social media marketing is the new big thing,” Sinha said. “It allows a company to stay close to its customers, being responsive, engaging them, and evolving with them through time.”
Tweeting its core values or responding to Facebook comments about a new product gives a company a human-like presence, Sinha said. This personification, he added, deepens consumer loyalty and buyer-conversion rates, or the number of consumers making online purchases. So whether it’s an international company like Domino’s Pizza, or a hyper-local grocery store chain, photographs, hashtags, and followers are a part of the new normative advertising pattern.
“In the past, a satisfied customer typically told three other people, while a dissatisfied customer griped to 11 people,” Sinha said. “Nowadays, each has the potential to tell the entire world – by virtue of being on social media.
The globalization of online marketing, to Sinha, emphasizes the need for well-written, interesting and visually appealing content. He indicates Whole Foods’ strategy on Instagram that focuses on striking food photography with the use of no captions, while Target uses #tbt, or ThrowbackThursday, to promote its 1980s-inspired fashion line.
Sinha notes the line between trendy and offensive, however, can be a tipping point.
“Firms should not regard social media as the space where they can emulate private individuals and espouse extreme viewpoints, launch attacks against business rivals, or castigate those who post negative reviews,” he said. “This is off-putting and unprofessional.”
To diminish the chance for error, using Twitter, Instagram, Facebook, YouTube, and Pinterest as primary social media platforms is enough, Sinha indicated, as many users are engaged with just two or three of those sites. He also urged firms to cultivate the smartphone app market with which millennials, or those between the ages of 18 and 35, are engaged. YouTube, he continued, is a way to corner members of the baby-boomer generation who aren’t as engaged on Facebook or Twitter.
Expanding on social media brand personification, Sinha said he is currently researching the “culture-jacking” phenomenon, which refers to a company’s attachment of itself to a trending topic in order to increase followers. Companies’ successes with this tactic, Sinha noted, is not foolproof, as there are several documented missteps.
“All of this shows that companies need to use social media with proper judgment and planning, and steer clear of topics that may be remotely controversial,” Sinha said.
Temple University’s Institute for Business and Information Technology (IBIT) and Lockheed Martin (NYSE: LMT) are joining forces to help solve the cyber talent crisis that faces the country. This fall they will host a National Cyber Analyst Challenge designed to encourage and support the best students currently pursuing cyber related degrees in the top cyber programs in the nation.
Between seven and 10 schools with appropriate programs will select and field a team of top students (undergraduate or master’s studying information systems, computer science or engineering) to participate in the three-phase competition. First, each team will analyze and propose solutions to a cyber case. The second phase is a full day of virtual training. The finals, a real-time practical challenge, will be held in Washington, D.C. in October.
Each school that joins the contest will receive $15,000 to support students, faculty and travel. The winning team will be awarded up to $25,000.
The Cyber Analyst Challenge was created to respond to strong needs in the industry.
According to SimplyHired.com, in April 2015 there were 26,980 open cyber-security related positions. The need in these positions is less for operators and more for analysts. As threats multiply and diversify, intelligence analysis and identification is becoming critical, rather than secondary to the ability to configure or code secure servers. Yet, the job seekers in the talent pipeline find it difficult to integrate operational skills with strategic threat and cyber analysis.
“Our programs and our customers have a significant need for students to enter the workforce with not only the technical cyber skills but the analysis mindset that a competition like this will foster,” explained Chris Kearns, Lockheed Martin vice president of Enterprise IT Solutions. “We are thrilled to partner with our nation’s top universities to invest in the future workforce.”
The competition will not only enhance the skills of the future workforce and inspire students to pursue careers in cyber-security. Students will receive fast-paced, real world practical experience, scholarships, recognition and the opportunity to engage with others who share their interests, nationwide.
“This competition is unique because it focuses on student development from the start and will serve as a role model for how to develop talent by engaging with industry in systematic and sustained manner,” said Dr. Munir Mandviwalla, Associate Professor and Chair of the Fox School of Business’ Management Information Systems department, and IBIT Executive Director.
Fox School’s Institute for Business and Information Technology (IBIT), at Temple University, provides cutting-edge knowledge and valuable connections to sustain excellence in information technology. IBIT integrates industry perspectives with academic research expertise to create forums for generating and exchanging best practices.
IBIT is affiliated with the Fox School’s nationally ranked Department of Management Information Systems. IBIT draws participating faculty and students from MIS as well as the expertise of the entire Fox and Temple University community.
For more information please visit http://cyberanalystchallenge.org
About Lockheed Martin
Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs approximately 112,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services. The Corporation’s net sales for 2014 were $45.6 billion.
Two Philadelphia high school students temporarily put their summer plans on hold for a unique afternoon activity: The students, from Temple University’s Urban Apps & Maps Studios, delivered a technology prototype presentation to a leading executive from Samsung.
Sharing conference-room space with Young-jun Kim, Senior Vice President of Design of Samsung Electronics and President of Samsung’s Art and Design Institute, the students unveiled Samsung Self, a platform they developed to incentivize youth to have an active lifestyle and reduce the health risks associated with obesity. Using an avatar that reflects the user’s current condition and activity level, a user’s every movement is tracked, including staircase climbing, walking, watching movies in front of a TV and listening to music. Self connects various aspects of a busy youth’s life that can affect their health through digital rewards that could be applied to music downloads, for example.
The students’ mission was to create a digital platform that would appeal to fitness junkies and novice exercisers, alike.
“A student’s life is very well-structured, and doesn’t leave much time for activities like exercise,” said Dr. Youngjin Yoo, the Harry A. Cochran Professor of Management Information Systems and the founder of Temple’s Apps & Maps Studio. “Self was designed with the student in mind. It’s a fully synchronous application that would cater to their busy schedules in order to maintain healthy lifestyles.”
Samsung, a project sponsor, had supplied Urban Apps & Maps students with the company’s smart phones and existing fitness wearables, so that they might provide research findings and feedback from one of the world’s most-coveted marketing demographics – teenagers. What the students found, in a thorough five-tiered research methodology, was that while high-school-age students were prone to using wearables, these devices had the most impact “on people who didn’t need them,” said Sylvia Lin, a senior at Philadelphia’s Central High School.
The group’s research rendered startling statistics, as well. More than 61 percent of the students they polled do not consider portion size, and fewer than 42 percent packed their lunches each school day. According to the Center for Disease Control’s Youth Risk Behavior Survey, released in 2013, more than 14 million American high school students are classified as obese.
That’s how the student group arrived at Self. Lin and Jeff Cook, a senior at George Washington Carver High School for Engineering & Science, detailed its features, primarily SSENERGY, which issues points for users’ healthy eating and exercise habits. SSENERGY points act as a currency in the system, for online purchases or downloads.
“We propose that motivation for fitness and exercise can be achieved through unorthodox methods,” Lin said during the presentation. “Teenagers are already using their phones to complete so many functions. An interface like Self is one way technology can curb the trend of teenage obesity.”
“Samsung is a global company and our products are available everywhere,” Kim said. “However, our products and services must reflect local culture and context. Working with high school students through Temple University gives us great insights that we cannot buy even if we hire the top design agencies”.
Added Yoo: “We see our area’s high school students as cultural researchers who are experts in tomorrow’s high tech culture.”
Lin and Cook developed Samsung Self with the assistance of a half-dozen high-school-age peers, as well as student and professor mentors from Temple, including: Yoo; Dr. Karl Morris, Professor of Computer Science at the College of Science and Technology; Tyler School of Art graduate Bill Pierce; Fox School of Business MBA student Vivienne Dobbs; and more.
Urban Apps & Maps Studio is Temple’s university-wide, interdisciplinary program geared toward the encouragement, development, and founding of start-ups to transform urban challenges into products and services.
Apps & Maps, which receives funding from the John S. and James L. Knight Foundation, offers hundreds of high school students from Philadelphia access to a six-week program, through which they learn digital design and business skills from Temple student and professor mentors. From that larger group, a few are handpicked to remain as year-round fellows.
A researcher from Temple University’s Fox School of Business found that investments in information technology (IT) can reduce overall spending by state governments.
According to Dr. Min-Seok Pang, Assistant Professor of Management Information Systems, American state governments could stand to save $3.49 from their budgets for every $1 that’s invested in IT.
Pang’s paper, titled, “Do CIO IT budgets explain bigger or smaller governments? Theory and evidence from U.S. state governments,” was co-authored by Dr. Ali Tafti, of the University of Illinois at Chicago and Dr. M.S. Krishnan, of the University of Michigan. Their paper has been accepted for publication in top academic journal, Management Science. A related study by Pang has been published by MIS Quarterly.
Pang and his fellow researchers analyzed the IT budgets of chief information officers from each of the 50 states, during a five-year period from 2001 to 2005. Pang said he and his team chose to analyze the spending patterns of state governments, as opposed to those of federal governments, because state governments spend on similar services, like education, police, recreation, finance, human resources, and facility management.
“One could argue that because government has no comparative motive, meaning state governments are not competing with one another, there’s no imperative need for survival and, therefore, no value in making IT investments,” Pang said. “But my research shows that is not the case. In fact, IT has demonstrated that it can generate value.”
IT has the potential to make a state government’s processes more efficient and transparent, thus leading to a reduction in spending, Pang said. The digitizing of traditionally paper-based processes, for example, could help a state government trim its manpower and waste production, he theorized. A state government also could elect to disseminate data or publish its annual budget through digital mediums, he said, creating a level of transparency that would prevent a government from spending too much.
Overall, Pang said, the implementation of IT by a state government would free up additional resources that can be best applied to areas like police, education, human resource and more.
“In the government sector, the use of IT would lead to improved transparency and, in the long run, would help governments refrain from wasteful spending,” Pang said.
Pang’s research study is believed to be one of the first of its kind, in examining the benefits of IT spending by state governments.
Google “big data,” and the first search result returns the word, “dangerous.”
The irony of using a big data factory to discover the risks of its own data was not lost on researchers and experts attending the Privacy in an Era of Big Data workshop, funded by the National Science Foundation (NSF) and hosted by the Fox School of Business and Temple University’s Big Data Institute.
“Big data” is loosely defined as the collection and analysis of large data sets of complex information. As the scope of collected data increases, there is a significant need for advanced analytic techniques and the development of new methods of investigation. Temple’s Big Data Institute was established to harness the full potential of big data and enable further research on the subject with an interdisciplinary approach by bringing together seven related research centers across the university and the Fox Chase Cancer Center.
Co-founder of the Institute Dr. Paul A. Pavlou, Chief Research Officer and Associate Dean of Research, Doctoral Programs, and Strategic Initiatives, along with Dr. Sunil Wattal, Director of the Center on Web and Social Media Analytics and Associate Professor of Management Information Systems, were awarded a grant from the NSF to further their investigation into unexplored links between big data and privacy.
“This is a topic that’s on everyone’s minds, and we’re here to get some useful insight on it,” Wattal said.
The workshop, held April 22-23, was a part of a weeklong event to encourage big data research from industry, government, and academia on the future of big data and privacy. The goal of the workshop, Pavlou said, was “to create a forward-looking research agenda into the future of big data.”
A priority for attendees was establishing the balance of big data with privacy rights, in order to improve national security and further develop consumer marketing. Dr. Thomas Page, Technical Director for Core Infrastructure & Cloud Repositories at the National Security Agency, represented the government perspective on big data, with a keynote presentation.
“There’s a moral responsibility in this space. We’re doing this on behalf of the American people,” Page said.
Page called for a new focus when discussing big data. “Big Smart Data,” he said, avoids unnecessary or intrusive information from reaching analysts, and allows new public policy to be enacted that balances personal privacy and national security concerns.
Page’s keynote address raised concerns of a “zero sum game,” wherein consumers trade privacy for national security. Christina Peters, Chief Privacy Officer at IBM, noted that she believes the two are not equivalent. Citing instances of security breaches at Target and Home Depot, she indicated how a history of misuse or neglect has risked consumer information.
Hal Varian, Chief Economist at Google, discussed the trust contract held between consumers and big data collectors. He argued that big data factories have the most to lose. “Search engines have a lot more to lose than a human. When computers screw up they screw up big,” Varian said.
Google’s top search results for “how do I know” are: “if I’m pregnant,” “if I’m gay,” and “if I have AIDS,” all of which, Varian said, demonstrate Google’s desire to not only share a vast amount of information, but to also take seriously its responsibility as an online confidante.
“Search engines are the biggest privacy enhancers in the world. People won’t ask these questions to their lawyer, doctor, parents, or priest. This is the first time you can get this type of answer from a non-human,” said Varian, who also served as the featured keynote speaker at the Frederic Fox Lecture Series April 23, another event during Big Data Week.
Varian explained that the intended use of big data is to educate consumers on the difference between privacy and security. Since privacy is the restricted use of personal information, a responsibility of big data should be to protect the security of the data and manage the risks associated with personal data analytics.
A closing comment from the first day of the workshop was the idea that “big data is the new bacon,” as presented by Lael Bellamy, Chief Privacy Officer at The Weather Channel. Her support of improved data collection and consumer intelligence reinforced the notion that although big data is trending, it’s been around for a long time.
“It’s possible everyone can benefit from the Big Data revolution,” said Carnegie Mellon University professor Dr. Rahul Telang.
A professor from Temple University’s Fox School of Business has been named a Microsoft MVP.
Professor of Statistics Dr. Isaac Gottlieb, whose passion for teaching students the ins and outs of Microsoft Excel, earned distinction as one of Microsoft’s 2015 Most Valuable Professionals. This marks the second straight year Gottlieb has been so recognized.
Microsoft’s MVP Award is presented to exceptional community leaders who are committed to sharing their technical expertise and real world knowledge of Microsoft products within their community and with Microsoft.
It all started with a simplified idea, Gottlieb said. After teaching separate software methods to students studying varying subjects, he said he sought out to find a “one-stop shop” to make learning easier for students. Microsoft Excel was his portal, and he’s come to perfect the system.
“I discovered that every subject that you teach, whether it’s statistics, operations management or analytics, has different software,” Gottlieb said. “It takes almost half a semester to master that software and, by the time you know the software, you don’t have time to practice the subject.”
Gottlieb said he started to apply statistics, operations management and analytics into Excel and began teaching his method.
“So that’s how I became an expert. It took me two years to perfect it,” he said.
According to Gottlieb, Excel has not changed much within the last 12 years, except perhaps the interface. Microsoft did recently add Business Intelligence in the last two years, he said.
“Once you master it, it’s like playing the piano,” Gottlieb said. “After a while, you just learn new music.”
Gottlieb was presented with Microsoft’s MVP Award in January. As a recipient, he has had the opportunity to meet with other Microsoft professionals from around the world. In November 2014, he attended the MVP Summit at Microsoft’s headquarters in Redmond, Wash.
Although there are more than 1,800 MVPs, very few are masters in Excel, Gottlieb said. Because of his expertise, Microsoft’s professionals have asked Gottlieb to hold a workshop at one of its Excel centers in Singapore.
While in Singapore, he said, “(Microsoft’s) development team contacted me and asked for my analytic ideas for its upcoming version of Excel.”
There’s no denying that Excel is Gottlieb’s forte. He has published a book on the subject, titled, Next Generation Excel: Modeling In Excel For Analysts and MBAs (For MS Windows and Mac OS), (Wiley 2013). He also has an Excel-Tip-Of-The–Month newsletter that is distributed to more than 50,000 subscribers.
Gottlieb teaches more than 1,500 students annually at the Fox School, and all incoming Doctorate of Philosophy (PhD), Master’s of Business Administration (MBA), Master’s of Science (MS) and Bachelor’s of Business Administration (BBA) students are required to complete his online Excel workshop during their respective programs.
“After you teach so many people for so many years, (Excel) becomes natural,” he said.
(To subscribe to Gottlieb’s newsletter, email firstname.lastname@example.org.)
Admittedly, Cassandra Reffner said she does not have as great of an understanding of mathematical analytics as business-school students. And she said she only understands the most basic functions of Microsoft Excel.
What Reffner does know, however, is how to analyze data and display it in a creative, understandable manner. A junior graphic design student from the Tyler School of Art, Reffner won the $2,500 grand prize at the second annual Temple Analytics Challenge.
The month-long competition, organized by the Institute for Business and Information Technology (IBIT) at the Fox School of Business, culminated Nov. 17 in finalist presentations at Alter Hall. The challenge tasks students from all of Temple University’s schools and colleges with making sense of data through visualizations and infographics.
The Temple Analytics Challenge awarded 10 prizes totaling $10,000, from corporate members of IBIT and the Office of the Senior Vice Provost for Undergraduate Studies at Temple University.
In its second year, the Temple Analytics Challenge received 130 submissions from more than 300 participants. The finalists came from both undergraduate and graduate programs across the University, including the College of Engineering, the Tyler School of Art, and the Fox School of Business.
Reffner used a test tube illustration to demonstrate the residual impact felt by employees following the proposed relocation of Merck’s corporate headquarters. Judges reflected favorably upon Reffner’s infographic, which displayed the raw number of employees whose commutes would be negatively affected by 30 or more minutes. (Other Merck Challenge finalists opted to use percentages.) To circumvent the issue, Reffner offered what she called “prescriptions,” using a medicine-bottle design to provide Merck with alternatives like incentivizing carpools or public transit usage, or implementing break time for employees who make longer commutes.
“I think the judges liked how I gave solutions, or as I called them ‘prescriptions,’ to help benefit those employees and to look at this in a less-negative term,” Reffner said. “
Corporate partners of the Temple Analytics Challenge provided data sets and specific problems from which the students had to create an original visualization that also provided clear and meaningful insight. The NBCUniversal Challenge pertained to the allocation of advertising dollars for midterm elections; the Lockheed Martin Challenge focused on employee behaviors predicting security threats; and the aforementioned Merck Challenge centered around the overall impact of a corporate site’s relocation. The 20 finalists presented their work before a panel of professional judges, including representatives from QVC, Campbell Soup Company, and RJMetrics.
“The breadth of majors and students that excelled in the competition was really impressive. Analytics and the ability to interpret and visualize complex data is such an important skill, it’s exciting to so many students get involved and the final presentations were outstanding,” said Nicholas Piergallini, Program Manager at Lockheed Martin and a judge for the competition.
“We’re proud to once again see such a great set of entries from students across the University,” said Dr. David Schuff, Associate Professor of Management Information Systems and organizer of the challenge, “A key goal of the challenge is to encourage students from different disciplines to build their data analysis and communication skills, and to see how these skills apply to their careers.”
Reffner and five fellow Tyler students were among the competition’s 20 finalists, and she was one of three from Tyler to win one of the Temple Analytics Challenge’s 10 cash prizes. Encouraged to enter the competition by Tyler professor Abby Guido, Reffner said she hopes her grand-prize win helps push other students at Temple University to compete next year.
“Being a graphic design student, it was difficult to figure out what the data was and what we had to look at, what we had to analyze, and how to design it in a way people would understand,” Reffner said. “Most of my class doesn’t know Excel.
“But the Temple Analytics Challenge was an innovative way to bring students from around campus together and show we can translate what we do know to a broader spectrum. It was that multidisciplinary aspect of the competition that, I think, was the most fun.”
Doug Seiwert echoed Reffner’s point. Seiwert, the Vice President of Information Technology and Enterprise Applications Development at QVC, said the popular home-shopping network produces one terabyte of data every month.
“For those of you who don’t know, that’s a lot of data,” said Seiwert, the event’s keynote speaker, “and it can be daunting when you’re processing this much data. Our challenge, and (the students’) challenge in this competition, was finding ways to make the data widely consumable, and I think you all did an outstanding job.”
Many companies and organizations have set up defenses to keep hackers on the outside, protecting the information of their customers and clients. However, with increasingly sophisticated use of malware, some hackers can sit silently within a company’s information systems for years without being detected.
A new report from the Temple University Institute for Business and Information Technology (IBIT), at the Fox School of Business, examines advanced persistent threats to information assets by using the medieval analogy of barbarians inside the gate.
In December 2013, retail chain Target announced a security breach resulting in 40 million credit and debit card records being compromised. Other retail chains such as 7-Eleven and Carrefour have also suffered attacks, having 160 million credit and debit card numbers exposed. Hackers have also targeted Nasdaq and bank accounts at Citigroup and PNC.
“My goal with the article was to raise people’s awareness, which is the most powerful tool [for security enhancement],” said Gregory Senko, associate director of the Fox School’s Master of Science in Information Technology Auditing and Cyber-Security program. “I wanted to make people aware that there is a risk and they need the proper tools to know when they are being attacked.”
While working on a book, Security Intelligence – How Big Data and Machine Learning can tackle the increasingly complex world of Cyber Security, Senko realized that the rate of persistent polymorphic attacks is growing and that more vendors are developing tools intended to address these threats.
Symantec, a leading information security company, noted the escalated rate of reported Advanced Persistent Threats (APT). In November 2013, the number of reported APT attacks increased to about 118 from only 57 in November 2012. “We’re likely to see a
big wave of aggressive attacks,” Senko said.
The Stuxnet virus in 2010-11 served as the first well-publicized appearance of a successful, state-sponsored act of modern cyber warfare. This virus inspired hackers to employ analytics, reverse engineering and code cannibalization to design malware that was able to circumvent traditional security arrangements that recognize threats as patterns in digital transmissions. This allowed hackers to penetrate networks that seemed secure,
operating stealthily over extended periods of time. These attacks are known as Advanced Persistent Threats.
Senko recommends four transformative steps to achieve even more robust enterprise security.
First, he urges companies to strengthen their fundamental security processes. This means spending money to pay for up-to-date perimeter security and employing well-educated security engineers and well-informed employees.
Second, Senko recommends companies to look at metrics used for performance management, issue identification and problem mitigation, from a more security-oriented perspective. According to the report, “this same data may yield opportunities to identify
subtle changes in activity that underlie a persistent attack.”
Third, a culture must be created that promotes information security organizations to act proactively. Procedural and structural approaches to deal with day-to-day prevention need to be set in place, versus waiting to react to emergencies.
Finally, Senko suggests companies should invest in tools such as cloud-based, Big Data-driven offerings that allow for more enhanced network performance management and improved network management.
“Companies will find this preventive approach can be expensive. But they will end up dealing with the problem sooner or later. The question is: Will spending now avoid even greater spending later if they don’t take steps to protect themselves,” Senko said.
The ongoing IBIT Report series is based on rigorous, vendor-neutral academic research that provides actionable knowledge on topics relevant to industry partners. To download Senko’s full report, visit http://ibit.temple.edu/blog/2014/02/20/barbarians-inside-the-gate-dealing-with-advanced-persistent-threats/
It’s become clear in the business world that IT is no longer just a function of a company, but a key player in the business strategy of a company. Upon closer look, it became more prominent in successful companies that the business strategy is driven by an IT strategy. Digital Business Strategy looks into that intersection between information systems and strategy and how they align to create a complete plan for a company. It drives questions such as: How does IT increase value to a company? And how can IT be used creatively to improve the way companies function?
In an era where innovation affects everything around us, it is important for entrepreneurs to understand its value and how it affects companies seeking to grow. This research borrows theories, methods, and tools from evolutionary biology (the study of how species evolve overtime) to better understand the changes digital technology bring to a company, described as a multi-ecosystem in constant change. Two basic forms of evolution are found in these digital ecosystems (communities of organisms): mutation, that includes imitation and incremental changes; and recombination, that requires a more direct intervention. Companies that want to promote, grow, or manage their ecosystem(s), must understand their evolutionary trajectory which will allow them to enter a highly competitive digital market where the competition is happening at the ecosystem level and not just at the product level.
We identify a set of IT functionalities—single-location shipping, multi-location shipping, supply chain visibility, and financial settlement—that can be used to manage the flows of physical goods, information, and finances in interorganizational logistics processes. Using data from one of the world’s largest logistics suppliers and over 2,000 of its interorganizational relationships with buyers across multiple industries. The results show that the proposed interorganizational IT capability profiles and interorganizational communications have both a direct and an interaction effect on relational value.
Research indicates that marketers plan to increase social media spending by 46% in 2012. However, not all social media platforms are alike. To make the most of a social media marketing budget and effectively engage new and existing customers, marketers should understand the culture and features available with each platform and develop strategy accordingly. To help with this process, this following infographic offers a snapshot comparison between Google+ and Facebook.