Startup and Triggered Scans and Active Scan

I need a solution


I have a question about the options in Startup and Triggered Scans , today the police have selected the option “Allow users to modify startup scans”

and the idea is deselect this options,for me is not correct to the users can modify the scan.

If do this change the Active Scan and Schedule Scan start in the defined time is correct ? 

The new configuration would:

And second, an active scan daily is recommended?


Miguel Angel




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Who Drives Innovation…in Your Business?

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The popular perception of an “inventor” is someone sitting by themselves, racking their brain until a light bulb comes on over their head. But that kind of lightning-strike innovation, one person creating something entirely new all by themselves, is extremely rare.

Assaf Natanzon holds 200 patents, with over 200 more pending. He fostered a love for innovation while working in the startup culture, and now helps create new ways to keep data safe from corruption, crashes, and cyberattacks.

On this episode, Assaf shares great advice on how to foster an environment that promotes innovation. It’s not about one person thinking hard until inspiration hits. It’s about taking in new ideas, listening to people’s problems, combining disciplines, education and technology in new ways.


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Why Funding Female Entrepreneurs Is Essential for Economic Growth

By Angela Fox, Leader, Commercial and Public Sector, Dell EMC, Australia & New Zealand

Entrepreneurship is a critical driver of our economy. Entrepreneurs create up to 70 per cent of new jobs globally. They’re also huge contributors to society, both philanthropically (90 per cent of entrepreneurs donate money to charitable causes) and via innovation. Disruptive start-ups help us move beyond outdated systems and ideas, to embrace new technology and change our usual ways of doing things.

These are just some of the reasons we’re so focused on supporting entrepreneurship programs at Dell Technologies. Unfortunately, not everyone is provided an equal opportunity to build a business, which is why, as part of the Dell Women’s Entrepreneur Network (DWEN), we partner with and spearhead initiatives to support female-led start-ups.

This is especially important when you consider that just 10 per cent of venture funding globally went to a start-up with at least one woman founder between 2010 and 2015. And things aren’t much better in Australia. At a recent Sydney event, which we co-hosted alongside Springboard, Women Funding Women, we brought together female entrepreneurs, founders and investors to share their experiences. The entrepreneurs could pitch new ideas and receive guidance on achieving success from women who’ve paved the way.

The importance of funding for female-led businesses

There are a range of challenges that stand in the way when you’re a female-led business. It’s hard enough to even get a foot in the door of the ‘boys club’ of tech start-ups, but our event speakers also highlighted the unique hurdles women must overcome to communicate business value and be taken seriously.

When 94 per cent of the decision makers at venture capital firms are men, women face an uphill battle to be recognised at the same level. As CEO and co-founder at Switch Automation Deb Noller emphasised, female-led businesses can’t be just as good as their male counterparts. They must be significantly better to even be considered.

The lack of equal funding access is at the root of the problem of far fewer female-founded start-ups. Programs like DWEN help level the playing field and shine the spotlight on successful woman-led companies. But it’s not just about inclusion – it’s about results.

Research shows that businesses with a woman among their founders perform 63 per cent better than those founded solely by men. It makes sense. Without greater diversity of business leaders, there’s also less diversity of thought, which restricts thinking and innovation.

Three ways women can generate greater funding

The Women Funding Women event is just one example of the many initiatives helping women to access insights and experience that enable greater success. In such a notably supportive atmosphere, every participant was clearly excited to offer and receive actionable insights, helping each other to get a step ahead in the start-up landscape.

Here are some of the ideas shared throughout the event.

1. Show your worth

A successful pitch for funding requires sharing tangible results. Showcasing business growth, and sharing your customer base, revenue projections and cold hard numbers will give you the edge to prove your worth. While the Australian market is well known for tall poppy syndrome and a tendency to play down success, it’s imperative that women founders proclaim their own accomplishments so that others recognise them too.

2. Ask the questions first

Deb Noller points out that women often fall into the trap of sending a pitch deck to anyone that will listen. Being confident in the value of your business also means asking the relevant questions of investors, before you decide if they’re serious and the right funding partner for you. Who else are they investing in? How much have they recently invested in a business? Does their culture complement your company?

3. Share the good and the bad

Marla Brefka Heller, Partner at EY, says sharing both your successes and challenges with a potential investor seems counter-intuitive but it is the right move. It shows them you’re being honest and they can be confident that there won’t be any unexpected surprises down the track that waste time and money for all parties. While women can feel greater pressure to present a perfect business model, being open about any potential challenges shows conviction that your idea is valuable enough to be honest and work together to overcome them.

Looking to the future

To be successful, organisations must embrace leadership representation that more closely mirrors the customers they’re trying to reach. Investing in women means increased economic opportunities, better results and greater innovation – as well as being an important step towards equality in a traditionally male-dominated sphere.


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Graduate life at Dell- Entrepreneurship in a global corporation

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Six months ago I started working as a trainee at Dell EMC, the World’s Largest Privately-Controlled Technology Company. Even though it is a global and huge corporation I perceive Dell EMC as a genuine and authentic employer, supplier and innovator, and in the following post I will describe why.

Given my interest in technology, my willingness to support customers in a digital world and my passion for innovation, Dell EMC was for me an obvious workplace to apply for. I wanted to work with innovation and at the same time learn more about the tech- industry and market trends. After a couple months of insight in the company it has appeared to me that my idea of Dell EMC being innovative and a developing workplace, is correct. Not only has Dell committed 4.5 billion dollars to research and development of the company itself, but we support customers in innovating as well. We offer our customers the solutions they need in order to build their digital future and to free up time and resources for innovation.

As a trainee at Dell EMC I have the privilege to travel and experience a couple of our sites across Europe. During a stay in Amsterdam I got to meet graduates from 17 nationalities and some of the local staff in the Netherlands. This was when I first was introduced to the initiative Dell for entrepreneurs .

Dell for entrepreneurs (also referred to as DFE) was created 5 years ago in the US as a way for Dell to support entrepreneurs to gain the resources, expertise and solutions they need to succeed. The purpose is to network and get inspired by each other. DFE has, since it was first initiated, grown worldwide. It is now present in the US, Canada, Germany, Singapore, Netherlands, Spain etc. However, at the end of 2017, when I started my trainee position at Dell, DFE had not yet entered the Swedish market. Therefore I was determined to bringing Dell for entrepreneurs to Stockholm, Sweden. Together with a fellow colleague, we did some research on the Swedish market in order to find the best way of adapting DFE locally in Sweden. We attended startup-events in Stockholm and met with people that are engaged in the entrepreneurial ecosystem of our capital. Furthermore we interviewed representatives of DFE from other countries in order to understand their way of approaching the project. Eventually we anchored the project with the Swedish management team and together with an excellent team we are now starting the Dell for entrepreneurs journey in Sweden! This is an awesome opportunity, not only for myself, who gets to work with what I am passionate about; innovation, developing talents and connecting with others, but it is also a great way for the startups in Sweden and Dell EMC to network and get inspired by each other. The Dell environment has truly encouraged me to take own initiatives and to pursue what I am passionate about. At this present stage we are identifying ways to adapt DFE to the Swedish ecosystem in order to best support the local startups.

Finally, some thoughts around innovation and entrepreneurship. I believe diversity is crucial in order to succeed with innovation and entrepreneurship. Bringing people together from different backgrounds, industries and with different experiences is opening up for new learnings and insights. Furthermore, I believe that openness is important to innovation and successful cooperation. If you are open to other people’s thoughts and perspectives, you can connect different parties and understand different ideas. I believe the best innovations are created when we come together to work for a common goal. Winning together is one of the core values of DellEMC, and I see no better way than connecting with the startup world and its ecosystem in order to win together!


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Israel – ‘The Startup Nation’, Lessons For India

Lessons for India

There are many lessons applicable to India, which can be learned from Israel’s startup and innovation ecosystem. Some of these lessons maybe more relevant than the ones from Silicon Valley. These lessons can be categorized across culture, education, role of government, and role of corporates.

But before we get into those, it is important to note that there is a widespread myth that most entrepreneurs and successful startup founders are fresh undergrads or college drop-outs. Bill Gates and Mark Zuckerberg are big exceptions, not the rule.

Experience is a key factor for successful high value IP (Intellectual Property) driven startups. The average age of startup founders in the Silicon Valley and Israel is closer to 40. A typical startup founder is someone who has completed higher education (MS/PhD) and worked further in research/development for some years. This experience is not only useful for gaining deeper domain knowledge, but to also gain a good network of potential co-founders, employees, pilot customers, partners and investors.

While it is important to teach entrepreneurship to undergraduate students and giving them opportunities to build on their ideas – it is unrealistic to expect many breakthrough startups to come out of undergraduate colleges.

Culture & Education

Culture is difficult to emulate. It’s a more fundamental thing. Yet there are some aspects of the culture that are common across the two India and Israel (e.g. ability to do more with less, with constrained resources). These abilities in India need to be encouraged and rewarded. Of course, there is a right way of doing things and doing a total ‘Jugaad’. Need a right balance.

Indian education system discourages asking questions and challenging the authority – quite opposite of the Israeli system. Changing this is a huge task.

At the higher education level, a significant shift is required. India’s investment in R&D is very low across the board, and this also reflects in our funding of our higher education and research institutes. This needs to change. Of course, the efficiency and utilization of these funds also needs significant improvement.

We need to focus on improving our Masters and PhD level programs. We need quality, not quantity. We need to focus on relevant, market-ready IP creation. Today, our institutions like the IITs produce some of the best undergraduates in the world. However, the same cannot be said about our Masters and PhD students.

Some of our best undergrads end up doing MS/PhDs outside India (mostly in U.S. and in Europe, Japan, and other countries). This is a key issue and needs immediate attention (will need a separate article to discuss this in detail). The Indian government is taking some steps in this direction (like the recently announced PhD scholarships), but a lot more needs to be done. We need to track and improve the number of IIT, IISER, IISc B.Tech/MS graduates, who do PhDs in India.

Since we don’t produce many world class PhDs, the multi-national R&D centers don’t recruit them here. This is one reason good students are not doing PhDs in India, since there are very few good corporate R&D job opportunities. This is partially a chicken and egg problem. The cycle can be broken by upgrading our research facilities and PhD programs and improving the supply.

In some aspects IITs and the new IISERs are comparable with the best in the world. But they need a long way to go, before we could count some of these in the top-50 global universities. The quality vs. quantity argument is valid here too. Yes, we need more institutes; but we also need sustained focus (and resources/funding) to get at least 1-2 of the old IITs to world class level.

To further improve the quality of PhD programs in India, we need more university to university collaborations. These need to move forward with concrete programs at the department levels – and not just stay at signing ‘MoUs’.

Role of Government

As discussed earlier, the government has to play a key role in improving higher education (Masters and PhD programs). In conjunction, it is also critical to improve our basic research & development capabilities. We need large investments and great execution (like ISRO). Our R&D spend as a percentage of GDP is way low at 0.8% (compared to 4.3% for Israel, and 2.5% for China).

Government also needs to fund creation of Incubators that provide funding, support and mentoring for deserving startups. Here again, quality is more important than quantity. As mentioned earlier, Israel has less than 20 incubators. We need more startups with good solid IP; not yet another ‘me-to’ incremental e-business innovation, that too copied from a U.S. startup idea. We need more startups in cyber-security, agri-tech, energy, AI, healthcare, biotech, advanced manufacturing, materials, etc. and less in e-commerce.

A good example of successful (yet low profile) incubator in India, which supports startups with high value IP, in the areas of biotech, materials, energy, is the Innovation Center at National Chemical Laboratory in Pune. We need more startups founded by PhDs and senior R&D professionals, who have created some new, non-trivial IP.

Third and important long term area for government support is exploring the ‘DARPA’ (Defense Advanced Research Projects Agency) model from U.S. Israel follows a similar model.

DARPA is a U.S. government agency that funds strategic projects in the area of defense and national security. A good portion of this funding is received by the private sector. DARPA provides strong program management and oversight (by its own program managers) on these projects, executed by the private sector. This ensures good execution and efficient usage of the R&D dollars. The Program Managers from DARPA are industry veterans and are experts in specific domain areas.

In U.S. and Israel, the offshoots of defense related spending on strategic projects (through DARPA and other agencies) has resulted in many dual use products and technologies. These technologies are later commercialized or built upon by established companies and even startups. In many respects such agencies provide a basic R&D foundation (much like state supported universities), and help the overall innovation and startup ecosystem.

In India, the DRDO model is mostly all government (public sector). We need to understand, evaluate (and adapt as required) the DARPA model for India as well.

Role of Corporates

Indian private sector companies in tech and other sectors also need a strategic product/IP vision. Today, along with the government, the private sector too contributes to a significantly lower R&D spend, compared to their international peers.

In the IT space, India has been largely focused on the Software Services. Some of these large companies are sitting on large cash piles. The IT Services market is ripe for disruption with cloud, automation and other structural shifts. Now is the time for these IT Services companies to start investing more in product R&D and IP creation. They can also allocate more funds for their venture capital arms, which can in turn drive funding of IP driven product startups.

Closing Comments

We need to progress in multiple areas simultaneously, if we want to build a good, high-value IP driven startup ecosystem. Israel provides some good learning examples. We need to move to a ‘product’ and ‘solution’ mind-set. ‘Make in India’ should not just be about manufacturing, but also about IP creation, core R&D and import substitution in strategic areas. We need to improve startup to startup and university to university level contacts and close collaborations with Israel, U.S. and other countries.

The Indo-Israel Joint Innovation Fund announced last year during PM Modi’s visit is a good start. The Indian market is important for Israeli startups, and joint IP development should be explored. Lastly, we need better alignment between defense driven R&D and funding with our universities, corporate R&D and startups.


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Pittsburgh Profile: Matt Kowalczyk’s love of football and computers attracted recruiters from …

Matt Kowalczyk shows hometown pride in full Steelers garb at the 2005 NFC Championship game. (Flickr Photo)

Matt Kowalczyk grew up about an hour outside of Pittsburgh in Youngstown, where residents “basically did one of four things: Work in the mill, work for GM, work for the mob, or play football.”

Kowalczyk chose football, not knowing at the time that it would set him on a journey toward a career in tech. Carnegie Mellon University recruited him to play for the college team, which was fortuitous because Kowalczyk was also an admitted “computer nerd.” When he wasn’t playing ball, he worked as an Apple service technician.

“Understand that football was (is) a religion in that region, and everyone organizes their life schedule around football season,” Kowalczyk said.

At CMU, Kowalczyk played football and studied information and decision systems. The later caught the attention of Microsoft. The Redmond, Wash. company recruited Kowalczyk straight out of college, relocating him to the Seattle region where he has been ever since.

After Microsoft, Kowalczyk led a series of startups, some more successful than others. Today he’s president of MediaFolio Technologies, a company that offers a training platform for the hospitality industry.

GeekWire interviewed Kowalczyk for this Pittsburgh Profile, a series of Q&As with some of the most influential people and interesting characters we meet during our month-long “HQ2” project.

Continue reading for Kowalczyk’s answers to our questions, and check out all of our Pittsburgh coverage here.

What do you love about Pittsburgh and what would you change?

Kowalczyk: I absolutely love the passion around sports. It’s such a great sports town. The inability to buy alcohol or even beer at a grocery store is so backwards.

Favorite Pittsburgh spot.

Kowalczyk: I could list 20 places. If I had to pick one place, I’d pick Point State Park. When I was at CMU, I often would ride my bike down to the park and just watch the city. It’s such a beautiful place.

Favorite Pittsburgh celebrity.

Kowalczyk: Fred Rogers (Mr. Rogers) or Andy Warhol

Kowalczyk poses with Pittsburgh’s Mr. Rogers statue.

Best food in Pittsburgh.

Kowalczyk: Pierogies

Best insider tip for transplants.

Kowalczyk: Invest in a lawn chair. Not for sitting, but for saving your parking spot during the winter months. Typically you spend hours digging out your car from a city street, and you don’t want to just give your parking spot. So everyone puts a lawn chair in their newly excavated parking spot for use later.

Favorite Pittsburgh word or phrase.

Kowalczyk: Everyone you interview will probably say “yinzer” or “yinz” – so I’ll provide a more fun word – “Slippy” instead of “slippery”. Educate yourself here.

Pittsburgh’s most important innovation or invention.

Kowalczyk: Driverless cars. I used to work at the Robotics Institute at CMU developing software for NeXTSTEP in 1992 and even back then I would often see a driverless van or truck being tested in the parking lot. The Institute had a grant from DARPA to research them.

How would you describe the tech, innovation and startup activity taking place in Pittsburgh to an outsider who hasn’t experienced it?

Kowalczyk: Civil engineering startups had been all the rage for years, and you will still see a lot of startups in that space. Only recently with the arrival of Uber and Google has the startup community expanded to other types of industries (consumer, enterprise, etc)

What do you think are the chances of Amazon HQ2 ending up in Pittsburgh?

Kowalczyk: About as likely as Mike Tomlin being fired as head coach of the Steelers. Both are being seriously considered at the moment.

Can you tell us about any memorable experiences you had in Pittsburgh that illustrate the character and nature of the city and its tech/startup/engineering community?

Kowalczyk: The community is more open than even the Seattle tech community. Everyone is working together to help Pittsburgh succeed. Last year, the Chief Product Officer of Ansys (an ex MS exec – Walid Abu-Habda) offered to hang out with me at a Dunkin Doughnuts in Mt. Lebanon and just talk Pittsburgh tech for an hour. He was extremely generous with his time and offered to help me in any way if I wanted to move back to Pittsburgh.

If you were parachuting into Pittsburgh as a tech/business reporter, what’s the first story you’d want to cover? Who is the first person you’d want to sit down with?

Kowalczyk: Probably the growth of East Liberty and Lawrenceville as upcoming tech hubs. Also, go spend a couple days at the Robotics Institute to see what amazing projects they have going on. Or spend time with CERT and become scared at the very real threat of cyber warfare.

Any other advice for us as we prepare for GeekWire HQ2 in Pittsburgh?

Learn about Randy Pausch.Bring warm clothes. Make sure you attend a Pens game.

Twitter: @matt_k

LinkedIn: Matt Kowalczyk


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Examples Of Cyber Warfare Information Technology Essay

Examples Of Cyber Warfare Information Technology Essay

Examples Of Cyber Warfare Information Technology Essay

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