One of the main problems in counterterrorism today is that there are so many people and vehicles, and so much data and material, moving through globalization's myriad networks that it seems virtually impossible to track it all effectively. Nowhere has this problem been more acute than on the high seas.

In 2006, Adm. Harry Ulrich, then U.S. commander of NATO Naval Forces Europe, decided to do something about it. Despite having virtually no resources, his dream was to transpose the global air-traffic control system onto sea traffic.

Worldwide, aircraft are transparent, because they're all required to carry an identification beacon that allows them to be tracked leaving and entering airports, and monitored between airports, by a global network of sensors. Act suspiciously and somebody's fighter aircraft will soon be on your tail.

No such pervasive system currently exists globally for maritime traffic. While bigger ships carry an ID beacon similar to aircraft, without a shared monitoring network, that's like tracking only selected commercial jets and giving everyone else a pass.
So Ulrich, upon taking command, asked a simple question: "If we can do that in the air, why can't we do it on the sea?" He made a point of pioneering his sea-traffic-control effort first inside the Mediterranean, where NATO's southern naval forces have historically been concentrated, but his real target was waters off Africa -- the most ungoverned maritime space in the world.

Ulrich knew the U. S. Navy couldn't do it alone, much less bring Africa's meager coast-guard-like navies up to snuff so they could do it on their own. So he quickly created a network of assets -- both public and private -- to manage that space, modeling his monitoring system on international air-traffic control.

Ulrich began stitching together a network of shore-based sensors ringing the Mediterranean. His naval command then began initial monitoring by tapping into the International Maritime Organization's existing Automated Identification System, transforming NATO's ability to track ship traffic in the Med.

Almost overnight, NATO went from tracking dozens of ships on the Mediterranean to thousands, and instead of getting the data sometimes up to 72 hours late, now the contacts were being tracked in one to five minutes -- to an accuracy within 50 feet on the earth's surface.

When the classic big-firm systems integrators told Ulrich it would be too costly to pull it off, the admiral turned to the Volpe Center in Cambridge, Massachusetts, a U.S. Department of Transportation research center. Instead of hundreds of millions of dollars, Ulrich's initial network cost $900,000. The shore-based receivers are small, roughly the size of a radar dish you might find on a pleasure craft.

The strength of the system is a function of its reach: the more countries join, the larger the shared operational picture. By the time Ulrich retired at the end of 2007, he had enlisted 32 countries throughout the Mediterranean, the North Atlantic, along the west coast of Africa, around the Black Sea, and in the Pacific. Today, the network continues to spread around the planet.

With Ulrich's system in place, local police, coast guards, and border patrols catch most bad guys, obviating American military responses. As Harry told me for an article I wrote about his work in a fall 2007 issue of Esquire, "I don't do defense; I do security. When you talk defense, you talk containment and mutually assured destruction. When you talk security, you talk collaboration and networking. This is the future."

The admiral's legacy program, the Maritime Safety and Security Information System, earned the Volpe Center a prestigious "Innovations in American Government" award this month from Harvard University's Ash Institute for Democratic Governance and Innovation.

Even thought TIBCO’s BusinessEvents does not yet support Bayesian Classifiers, Artificial Neural Networks and other advanced decision support algorithms, it is just a matter of time before TIBCO will add these advanced features “out of the box”.  On the other hand, the extensible nature of TIBCO’s BE makes it possible to add probabalistic computing functionality, however this requires quite a lot of programming and integration work.

When I see a great release like this for TIBCO, it makes me a little nostalgic for “the good old days” travelling the world in the front of the aircraft for TIBCO.   TIBCO has a rich and diverse customer base.  This customer base includes financial services companies; however, TIBCO is much less dependent on financial services than other event processing companies.   So, with TIBCO you not only get great technology, but rock-solid stability in an unstable and uncertain business world.

As a side note, an S&P analyst recently downgraded TIBCO’s stock (TIBX), primarily due to chao in the financial services sector.    Because of TIBCO’s global reach and stability, plus forward vision, advanced technologies and many years of commericial success, the S&P downgrade will create a buying opportunity for TIBCO stock.

• Moderator: Nick Hoover, Senior Editor, InformationWeek
• Speaker - Anne Berkowitch, Co-Founder & CEO, SelectMinds
• Speaker - J.B. Holston, CEO and President, NewsGator
• Speaker - Umberto Milletti, CEO, InsideView

Businesses can take advantage of social networks by finding innovative ways to reach out to people. Looking at who you know and how you know them can benefit you. Knowing a personal connection to someone that you are trying to contact (for sales) is helpful. The blurring between home, personal, and business life is making this information more available and better able to leverage. People are able to capture more valuable long term information from social networks.

A lot of social network applications can be taken from the talent management space. Deploying alumni networks as a talent source is also a great asset. Alumni represent a well-known and relevant population. This provides a great economic benefit from a social network.

If you are running a sales organization and looking at building a pipeline of leads, consider how these leads are relevant. The ability to get more leads is apparent in finding the right person, right connection, and right contact. Underlying everything are productivity and efficiency. How much time are sales reps spending researching and pursuing each opportunity? With information on social networks, the time can be greatly decreased. Knowledge sharing is something that can be actively measured.

The ROI varies with the business issue that’s trying to be addressed by a particular network. Recruiting for example has a very concrete, measurable ROI. Knowledge share gets a little more tricky. How do you measure how much is shared and the impact on business systems? Businesses need to determine what specific goal they are trying to address.

CFOs want to see ROI, not intuitive information. If you can demonstrate engagement and participation in these networks and knowledge sharing tools, more and more executives are getting comfortable seeing how it’s used at a qualitative and process level. It’s a very case by case basis.

One major crisis that we see in our customers is the competition between sales and marketing. Each wants to do their own thing, they go together like oil and water. However, the push of the economy is now forcing them work together. This is a great opportunity for IT to step in and help them collaborate and be more productive.

Other resistance from companies are how to manage what they are trying to accomplish while still giving employees free reign of sites like Facebook. What are the incentives for using these technologies? How does it fit into your company culture and productivity scale? You must bring meaning to the structure of engaging in social networks.

Social networks like LinkedIn and Facebook would not exist if people did not contribute information to them. However, if people don’t know that it is there, it does not exist. People need to see the value and get drawn in to engage. There are two ways that companies get into social networks. Tie it into the business process. The general idea of social networks are intuitive and easy to understand, which make it an easier case to present to chief executives. Make it clear - how do you go about it and what’s the value?

Social networks are intrinsically about extending the network, the more contacts you have, the more to choose from when researching a specific contact. It also has to be integrated into your dataworkflow. Companies are going to build a variety of networks inside and outside the enterprise. The big companies (SAP, IBM) are all rushing to offer collaborative and social network functionality. However, this is not entirely useful unless it’s integrated into the entire infrastructure.

Good Day To You My Friend. 

It is understandable that you might be a little bit apprehensive because you do not know me but I have a lucrative business proposal of mutual interest to share with you. I got your reference in my search for someone who suits my proposed business relationship. 

I am 54 years old and happily married with children, and I have an obscured business suggestion for you. I will need you to assist me in executing a business project from Hong Kong to your country. It involves the transfer of a large sum of money. Everything concerning this transaction shall be legally done without hitch. Please endeavor to observe utmost discretion in all matters concerning this issue. 

Once the funds have been successfully transferred into your account, we shall share in the ratio to be agreed by both of us. 

I will prefer you reach me on my private email address below (xxxxxxxxx@yahoo.com.hk) and finally after that I shall furnish you with more information's about this operation. Should you be interested, please forward the following to me urgently: 

1. Full names 
2. Occupation 
3. Private phone number 
4. Current contact address 

Please if you are not interested delete this email and do not hunt me because I am putting my career and the life of my family at stake with this venture. Although nothing ventured is nothing gained. 

Your earliest response to this letter will be appreciated. 

Kind Regards, 

Ben S. Bernanke

Which of the following initiatives are likely to be a major telecommunications technology related priority for 2007? Mobility is a huge issue.

We’re starting to see traction with mobility.

• The evolution of enterprise mobility:
  • Voice –> messaging –> e–mail –> web, –> business applications –>  instant messaging/presence –> what’s next?
• Cell phone to Smartphone:
  • 1G –> 2G –> 3G

Converging IT Responsibilities

Collaboration, Web/Internet, Desktop Computer, Deskphone/PBX, Mobile Phone and Applications. All of this is under the umbrella of IT. IT departments are not a single cohesive unit where everyone gets along. They have different motivations, budgets, goals, etc.

BlackBerry manages all of these responsibilities in one, forcing these departments to collaborate and work together. This is key for interoperability between these systems, knowing how they work together.

Desktop capabilities are expected in mobility:

• Information
• Collaboration
• Voice
• Transactions
• Presence
• Application

Mobile devices are fundamentally changing the pace of which we all work. You can reach anybody at anytime. This changes business.

All of this is working with data that is behind a corporate firewall.

The big change in IT is that for almost any industry now, the data that you have and you manage is a core corporate asset. It doesn’t matter whether you’re in manufacturing, logistics, or a bakery. Information is king. This has the benefit of moving IT up to a C-level position. You are a core part of your business success. This has benefits, and also added stress.

Voice is still the “killer app” for mobility. Deskphones and smartphones need to overlap into a mobile voice system.

Another up and coming technology is the mobilization of enterprise applications. This provides the ultimate user experience. For example, Blackberry has mobilized the SAP Business Suite on BlackBerry smartphones. SAP CRM access is as seamless and intuitive as email on BlackBerry and incorporates push, alerting, security, GPS, Wi-Fi and media.

Enterprise grade platforms will extend core competencies of enterprise systems to mobile environments.

• Secure
• Reliable
• Manage
• Control
• Administration
• Standardize

Conclusion:

Putting it together: integrating the wireless capabilities of today into the business tools of tomorrow.

The New York Times rounds up using cell phones as hotspots: Though the reporter, Bob Tedeschi, mentions the issue of having to have an unlimited data plan to avoid unpleasant charges, and worries about bad drains and malicious users, he doesn't note that many carriers don't allow this kind of sharing or routing without a separate "tethering" plan, that can run $20 or more per month. Also, U.S. carriers have now all imposed a 5 GB per month reasonable use cap; some will cut you off, some charge you more, some cancel your service based on exceeding this use.

Gigabit Wi-Fi? Someday: TechWorld considers the IEEE's Very High Throughput (VHT) study group, which wants to start work on 1 Gbps or faster Wi-Fi standard for completion in 2012. With 802.11n offering raw symbol rates up to 600 Mbps--even though no devices have shipped with the radios and antennas to offer that optional high speed yet--there's interest in other frequencies that would allow faster encodings, as well as aggregating multiple links to achieve high speed rates. My experience in testing and using 2.4 GHz with Draft N would show that wide or aggregated channels doesn't work very well. The article's writer, Peter Judge, notes that ultrawideband had potential (over short distances) to approach the gigabit mark, but that UWB hasn't really reached the market in any substantive way years after it was promised to be a big technology.

Flight attendants express concerns about in-flight broadband porn: When I've spoken to airlines, industry experts, and service providers, I find that they all have stories about how porn is viewed on computers, through DVD players, and in convenient magazine form on planes today. Adding the Internet may provide new salacious imagery, but the problem predates Internet access, and filtering Internet service is never as good a solution as a social one. Someone idiotic enough to view porn on a plane over the Internet is also stupid enough to bring along inappropriate DVDs they watch while seated next to children. Flight attendants already have the power vested in them to take care of this. The flight attendants for American might be expressing this concern as part of a bargaining issue, where their responsibilities but not commensurate pay have increased.

Spokane ends free Wi-Fi: Remember Vivato? Boy, I sure do. A company with a reach far exceeding its grasp, Vivato initially powered Spokane's downtown network. The network has continued to run on some basis--I'm not sure using what equipment--and now will move from free to fee. OneEighty Networks will charge about $10 per month to cover the costs of the network, for which local businesses at one point chipped in.

Brazilian TAM airline signs up for in-flight calling, messaging: OnAir has signed up the Brazilian carrier TAM, which will deploy the service on its Airbus A320 craft. Brazil hasn't yet provided regulatory approval, so no launch date is noted. TAM is the largest domestic and international carrier for Brazil.

Having a validated drug discovery platform is the first and most important criterion for defining a good platform company. The platform is typically comprised of a combination of technology, experienced personnel and intellectual property that can generate a stream of drug candidates. Most importantly, investing should be done only after a product of the platform demonstrates activity in clinical trials. Having a clinically validated product is not a guarantee for future success of the platform nor does it mean that the specific agent will reach the market, but it does imply that one or more of the platform’s products stand a reasonable chance of becoming a commercial drug. A validated platform may increase overall success rates, yet the odds of a particular drug candidate to make it all the way to approval are still low.

...

Exelixis is active in the ever growing market of kinase inhibitors (KIs) for the treatment of cancer, that is, drugs that block the activity of kinases in cancer cells. Cancer cells are often described as cells that are out of control: They proliferate quickly, ignore death signals, invade nearby tissues and eventually metastasize to distant organs. These disease onset and advancement are associated with processes such as cell growth, motility and blood-vessel formation, which are governed by a complex network made of kinases. Thus, blocking these processes by inhibiting the relevant kinases has emerged as one of the most attractive approaches to fighting cancer.

Together with monoclonal antibodies, kinase inhibitors represent a paradigm shift in cancer treatment from cytotoxic agents to targeted therapies, a trend that is constantly growing. Like antibodies for cancer, kinase inhibitors target tumors while sparing healthy cells and consequently lead to better activity with fewer side effects. Kinase inhibitors, however, possess several advantages over antibodies. The most evident advantage is that KIs can hit targets inside the cell while antibodies can only bind targets presented on the cell surface, so internal targets are approachable only by KIs. Another advantage is the fact that KIs can be given orally, which is a major factor in terms of patient convenience, especially given the typical long treatment duration associated with targeted therapies. Another advantage, which will be later discussed in the article, is the ability to produce KIs that hit several targets at once.