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‘Online? I do not even know what’s that all about’

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There is a massive push for organisations to migrate their services to the digital world, but says Liesel Kirsten MD of CanPro, this often alienates some users as they are not equipped to use many of the services offered.

Earlier this year, ewn.co.za carried reports showing that parents of school children feel they have failed them because they are not digitally competent, so could not enroll their children in desired schools using the online medium.

When organisations are confronted with the question of the digital divide, they typically downplay the reality that users first need to find an internet connection and then miraculously acquire the skills with which to use the online services or download and use associated applications.

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Internationally there is a massive drive for public and private organisations to become more effective and efficient by migrating their services to the digital world. Examples are online application forms, banking, learning and sales, to name just a few. Companies wanting to make the transition or broaden the reach of their offerings in this way have large budget allocations to the development of the required hardware and software to achieve their particular objectives.

The mere provision of technological tools unfortunately does not guarantee successful implementation towards digital migration objectives. Successful implementation requires that their target audience has the necessary know-how to confidently use the hardware and software.

To achieve the full scope of benefit, therefore, companies must devote time and resources to the digital activation of clients and other end-users. Only then can it be considered effective service delivery in the digital world, otherwise what they will find is that they reach even fewer people than with paper-based systems.

Only 5 % self-activate

CanPro is a company that digitally activates hardware and software and has found that a mere 5% of people activate themselves on new technology as a result of their prior learning and experiences. This means that if a company is launching a new app or online services such as those of the Gauteng Department of Education (GDE), that requires parents to register learners or banks requiring online transactions on apps, only 5% of their existing customers will be sufficiently competent to do so without support.

Digital migration plans are incomplete if they do not include budget that allows for training interventions in order to ensure clients have the know how to use new technology. This does not just apply to software but also to data-enabling hardware such as WiFi.

Speaking with the insight gained from activating over 600 000 people in a variety of communities, CanPro says that while self-activation remains at 5% for the first three months that training is available, it increases to 10% within six months as a result of peer training and support.

CanPro supports organisations with digital migration of their business and, alongside this, the activation of their technology. To achieve this, CanPro has developed a cloud-based platform called WorkPro to manage youth enterprises and their staff as digital trainers. The application, which is available on smartphones and tablets, structures their tasks, records their data, tracks their progress, and validates their services, allowing them to invoice for successfully delivered work. It further provides the organisation with a live BI app to view progress throughout the project.

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Figure: A Youth Enterprise representative training a resident how to use Ivanplats’ community portal

Organisations can thus contract youth enterprises to deliver on core business outcomes such as digital migration whilst also contributing to national goals such as enterprise, youth, community and skills development. As more and more life-critical services become digitized, opportunity for realistic and fair uptake of those services must be created.

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Bring your network with you

At last week’s Critical Communications World, Motorola unveiled the LXN 500 LTE Ultra Portable Network Infrastructure. It allows rescue personal to set up dedicated LTE networks for communication in an emergency, writes SEAN BACHER.

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In the event of an emergency, communications are absolutely critical, but the availability of public phone networks are limited due to weather conditions or congestion.

Motorola realised that this caused a problem when trying to get rescue personnel to those in need and so developed its LXN 500 LTE Ultra Portable Network Infrastructure. The product is the smallest and lightest full powered broadband network to date and allows the first person on the scene to set up an LTE network in a matter of minutes, allowing other rescue team members to communicate with each other.

“The LXN 500 weighs six kilograms and comes in a backpack with two batteries. It offers a range of 1km and allows up to 100 connections at the same time. However, in many situations the disaster area may span more than 1km which is why they can be connected to each other in a mesh formation,” says Tunde Williams, Head of Field and Solutions Marketing EMEA, Motorola Solutions.

The LXN 500 solution offers communication through two-way radios, and includes mapping, messaging, push-to-talk, video and imaging features onboard, thus eliminating the need for any additional hardware.

Data collected on the device can then be sent through to a central control room where an operator can deploy additional rescue personnel where needed. Once video is streamed into the control room, realtime analytics and augmented reality can be applied to it to help predict where future problem points may arise. Video images and other multimedia can also be made available for rescuers on the ground.

“Although the LXN 500 was designed for the seamless communications between on ground rescue teams and their respective control rooms, it has made its way into the police force and in places where there is little or no cellular signal such as oil rigs,” says Williams.

He gave a hostage scenario: “In the event of a hostage situation, it is important for the police to relay information in realtime to ensure no one is hurt. However the perpetrators often use their mobile phones to try and foil any rescue attempts. Should the police have the correct partnerships in place they are able to disable cellular towers in the vicinity, preventing any in or outgoing calls on a public network and allowing the police get their job done quickly and more effectively.”

By disabling any public networks in the area, police are also able to eliminate any cellular detonated bombs from going off but still stay in touch with each other he says.

The LXN 500 offers a wide range of mission critical cases and is sure to transform communications and improve safety for first responders and the people they are trying to protect.

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Kaspersky moves to Switzerland

As part of its Global Transparency Initiative, Kaspersky Lab is adapting its infrastructure to move a number of core processes from Russia to Switzerland.

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This includes customer data storage and processing for most regions, as well as software assembly, including threat detection updates. To ensure full transparency and integrity, Kaspersky Lab is arranging for this activity to be supervised by an independent third party, also based in Switzerland.

Global transparency and collaboration for an ultra-connected world

The Global Transparency Initiative, announced in October 2017, reflects Kaspersky Lab’s ongoing commitment to assuring the integrity and trustworthiness of its products. The new measures are the next steps in the development of the initiative, but they also reflect the company’s commitment to working with others to address the growing challenges of industry fragmentation and a breakdown of trust. Trust is essential in cybersecurity, and Kaspersky Lab understands that trust is not a given; it must be repeatedly earned through transparency and accountability.

The new measures comprise the move of data storage and processing for a number of regions, the relocation of software assembly and the opening of the first Transparency Center.

Relocation of customer data storage and processing

By the end of 2019, Kaspersky Lab will have established a data center in Zurich and in this facility, will store and process all information for users in Europe, North America, Singapore, Australia, Japan and South Korea, with more countries to follow. This information is shared voluntarily by users with the Kaspersky Security Network (KSN) an advanced, cloud-based system that automatically processes cyberthreat-related data.

Relocation of software assembly

Kaspersky Lab will relocate to Zurich its ‘software build conveyer’ — a set of programming tools used to assemble ready to use software out of source code. Before the end of 2018, Kaspersky Lab products and threat detection rule databases (AV databases) will start to be assembled and signed with a digital signature in Switzerland, before being distributed to the endpoints of customers worldwide. The relocation will ensure that all newly assembled software can be verified by an independent organisation and show that software builds and updates received by customers match the source code provided for audit.

Establishment of the first Transparency Center

The source code of Kaspersky Lab products and software updates will be available for review by responsible stakeholders in a dedicated Transparency Center that will also be hosted in Switzerland and is expected to open this year. This approach will further show that generation after generation of Kaspersky Lab products were built and used for one purpose only: protecting the company’s customers from cyberthreats.

Independent supervision and review

Kaspersky Lab is arranging for the data storage and processing, software assembly, and source code to be independently supervised by a third party qualified to conduct technical software reviews. Since transparency and trust are becoming universal requirements across the cybersecurity industry, Kaspersky Lab supports the creation of a new, non-profit organisation to take on this responsibility, not just for the company, but for other partners and members who wish to join.

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