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Why campaign finance reformers are pouring millions into South Dakota's Senate race
By Andrew Prokop Oct 8, 2014, 7:30am EDT
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Andrew Prokop is a senior politics correspondent at Vox, covering the White House, elections, and political scandals and investigations. He's worked at Vox since the site's launch in 2014, and before that, he worked as a research assistant at the New Yorker's Washington, DC, bureau.
This week, academic and campaign finance reform activist Larry Lessig announced plans to spend $1 million on a Senate race in South Dakota, to boost the campaign of Democrat Rick Weiland. The investment will likely be met with some skepticism, coming so soon after a failed attempt by Lessig to help a little-known New Hampshire Senate candidate defeat Scott Brown in the GOP primary. And most Democrats have long written off this open seat — the forecasters view Weiland as an overwhelming underdog, and he hasn't led in a single poll:
But in an interview, Lessig argued to me that Weiland could win, and that his victory would help prove that voters care about reforming corruption in politics. "Our objective is to demonstrate something that people in Washington don't believe, which is that voters will vote on the basis of this issue," Lessig says. "To do that, you have to pick races that are difficult, where nobody expects you to win, but where based on our research we think we can win." Here's why he and other campaign finance reformers think South Dakota is one of those races.
1) Weiland's opposition to big money has been a major theme of his campaign
As you can see in the campaign ad / music video above, Weiland is running specifically on his opposition to "big money." The video portrays the smiling, happy Weiland singing (yes, singing) "no one's bought me," as he's haunted by the specter of a grim-faced, camera-wielding tracker from the conservative group America Rising. Beyond that, he's pledged that the first bill he'll introduce will be a constitutional amendment to let Congress regulate election spending more stringently.
"We've been watching Weiland since the beginning of the Mayday PAC," Lessig says, because of that message. But early on, that wasn't enough to win an endorsement — because Weiland didn't seem like he had a chance. Based on the public polling and research his own consultants conducted, Lessig says, "It was not clear it made sense to get into it earlier in the summer."
2) The GOP nominee has recently been tarnished by a scandal
Former South Dakota Governor Mike Rounds. (Mike Rounds for Senate)
In recent weeks, South Dakota headlines have been dominated by news about a scandal involving the administration of former Governor Mike Rounds — the GOP Senate nominee. The scandal, which has been simmering for some time, involves the state's administration of federal funds for the EB-5 program, which provides green cards for immigrants who invest $500,000 or more in rural or high unemployment areas.
The scandal's details are complex — here's a roundup of key stories from the Argus Leader's David Montgomery — but some Rounds appointees have been implicated in mismanaging contracts and funds involved in the privatization of the program, and one actually committed suicide shortly before he was to be indicted for embezzling half a million dollars.
"The conventional wisdom hasn't accounted for somebody spending twice as much as Rounds has in the bank"
Additionally, the very concept of EB-5 — giving green cards to immigrants who spend a lot of money in your area — sounds shady to many. Ann Lee of Demos has written that the federal program is "rife with fraud and corruption." One outside group of campaign finance reformers has even attempted to dub the scandal "The Mike Rounds citizenship-for-sale scheme," though that's a stretch.
Lessig argues that the nature of the scandal will help focus voter attention on his message. "The emergence of this EB-5 scandal has increasingly put pressure on Rounds in exactly the frame that we want this race to be thought of," Lessig says. "Which is, to what extent will we have a senator who will encourage cronyism and influence inside of our government, or to what extent will we have a senator who will stand up to that?"
3) Campaign finance reformers hope to double Rounds' spending
Larry Lessig. (Photo: Ed Schipul)
South Dakota is a small state where advertising is cheap, and outside groups can get a lot of bang for their buck. But Weiland hasn't raised very much money, so outside spending would help him a lot. Additionally, David Montgomery of the Argus Leader reported that Rounds has $1.1 million cash on hand for the final month of the campaign — which is not all that much for a competitive Senate race.
Now, Lessig's own group will pour in $1 million, combined with, he says, others who are spending another million. (That likely refers to another outside group of campaign finance reformers named Every Voice Action, which has been spending on the Weiland race for weeks, including on those anti-EB-5 ads.)
"The conventional wisdom hasn't accounted for somebody spending twice as much as Rounds has in the bank, on the basis of the one issue that Rounds is vulnerable on — cronyism," Lessig says. Of course, GOP outside groups could still try to come to Rounds' rescue if it looks like he's in deep trouble. But, Lessig says, his group could still up its commitment too — "We're spending at least a million," he emphasizes.
4) Other candidates could split the vote
Larry Pressler. (Amy Sussman / Getty Entertainment)
Larry Pressler, a former three-term Republican senator from South Dakota, is also running for the seat this year, as an independent. He raised less than $10,000 in the first quarter of 2014. Yet in recent weeks, he's actually seemed to benefit the most in the polls from Rounds' decline — particularly in a shocking poll released Tuesday that put Rounds at only 35 percent of the vote, Pressler in second place at 32 percent, and Weiland at 28 percent. While Lessig prefers Weiland, he says, "Pressler is pretty good on these issues. So our campaign will be against Rounds and pro-Weiland, not against Pressler." (Pressler, 71 years old, has said he'll only serve one term, so he doesn't have to spend any time raising money. He hasn't said which party he'd caucus with.)
Weird things can happen in three-way races. Pressler could either make Weiland's victory possible, or doom it, depending on how much support he draws and whom he draws it from. In any case, the winning candidate in South Dakota will likely need only a relatively small plurality — particularly considering that another candidate, former GOP state senator Gordon Howie, is also running as an independent.
5) National Democrats have abandoned Weiland — so campaign finance reformers would get the credit for a win
Harry Reid is not a fan of Rick Weiland. (Win McNamee, Getty)
Lessig's group doesn't want its spending to be just a drop in the bucket, on behalf of Democratic candidates who have more than enough money of their own to spend already. They'd prefer to look for potential upset opportunities that can win media coverage and help change the "conventional wisdom" that voters don't care about campaign finance.
South Dakota's race may provide a unique opportunity for this, because national Democrats and their outside groups have long written Weiland off — perhaps in part due to personal animosity from Harry Reid, whose close associates run several key outside spending groups.
Weiland is a former aide to Reid's predecessor as Senate Majority Leader, Tom Daschle (who himself held the other South Dakota Senate seat until his 2004 loss). Last year, when Reid was trying to woo his preferred candidates into the South Dakota race, Daschle encouraged Weiland to jump in himself. Reid was reportedly infuriated and openly said that Weiland was "not my choice." Earlier this year, Alexandra Jaffe of the Hill reported that Weiland was still getting the "cold shoulder" from DC Democrats.
Reid has long maintained that Weiland has no chance of winning, and Democratic outside spending groups — whether following his signals, or merely agreeing with his conclusions — have stayed out of the race. This provided the campaign finance reformers with a rather unique opportunity to jump in and be Weiland's main outside spending backers — though Wednesday afternoon, Bloomberg's Mark Halperin and Michael Bender reported that the DSCC would spend $1 million on the race after all.
"It won't be easy; there's no guarantee here," Lessig says. But he believes the potential payoff, if the upset actually happens, could be huge for the cause. Imagine if Democrats narrowly hold the Senate, due to a Lessig-funded shocker upset in South Dakota.
As in New Hampshire, Lessig's theory that he'll be able to pull off this unlikely victory remains, to put it mildly, untested. But many aspects of this race are strange — not least of which is the fact that campaign finance reformers are trying to overwhelm one candidate with outside spending. It will certainly be interesting to see what happens in South Dakota next.
Update: Added breaking news that the DSCC now plans to spend $1 million on the race.
Next Up In The Latest


Can you tell which option is correct? And why it is necessary to use or not to use this or that article?
They are actually both correct. I will list two scenarios, one for each one, to show how they are correct.
Bob: I'm so hungry! Does anyone have food?
Bob: Finally, it's lunch time. Guess what I have?
Bobby: I don't know, what do you have? A sandwich?
Bob: I have a pizza!
As you can see, they both make sense in each scenario, and if you put on in the other scenario, they will still work. It's a matter of what you mean. I have a pizza means that you have one pizza. I have pizza means you have pizza. One is more specific than the other.
Which is correct: Muhammad Ali died in hospital VS died in a hospital?


Please be advised that emergency repairs to the Chelsea Street Bridge will begin on Thursday, June 1, 2006 through Tuesday, June 6, lasting 24 hours a day. The bridge, which connects Chelsea Street in East Boston to the City of Chelsea, will be closed to vehicles and pedestrian traffic during the work.
The Boston Transportation Department recommends motorists use one of two alternate routes: the McArdle Bridge that connects to Chelsea via Meridian Street in East Boston, or Route 1.
All airport employees parking in the Chelsea Garage should allow extra travel time. To reduce wait time, Massport will be adding additional shuttle bus service for airport employees.


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Did Colombo's Internal Politics Stir India-Sri Lanka Teacup?
Image of Sri Lanka map and President Sirisena used for representational purposes.(Photo: Shruti Mathur / The Quint)
C Uday Bhaskar 18.10.18
Opinion 5 min read
While the tragic fate of Jamal Khashoggi, the US journalist of Saudi Arabian origin is dominating the news cycle globally, a rather intriguing report alleging an 'assassination plot' has caused a mini-stir in the South Asian teacup.
Also Read : Sri Lanka Denies Reports Sirisena Said RAW Plotted Assassination
A Diplomatic Bombshell
Media reports emanating from Colombo on 16 October made for dramatic headlines – the gist being that the Sri Lankan President Maithripala Sirisena had alleged at a cabinet meeting, that an Indian national was part of a plot to assassinate him. The exact quote attributed to Mr Sirisena reads as: "The Indian national must be a RAW agent trying to kill me. The Indian PM may not be aware. That is often the case. Trump may not be aware of CIA's similar moves." Was the latter a subtle reference to the Khashoggi case?
Be that as it may, the RAW reference was a diplomatic bombshell and came on the eve of the Sri Lankan Prime Ministers Ranil Wickremesinghe's visit to Delhi on Thursday, 18 October, for a meeting with his Indian counterpart.
To calm the storm in the India-Sri Lanka teacup, Sirisena called Indian PM Narendra Modi on 17 October, and said that his remarks had been misquoted / distorted by the media and assured Modi that his government was cognisant of the importance of the bi-lateral ties they shared. Both leaders reiterated the importance of the friendship between the two countries.
Also Read : China's Grip Tightens Over Sri Lanka's Ports, India Should Be Wary
Sri Lanka's 'Assassination Paranoia'
Concurrently there was frenzied action on Wednesday, 17 October, and as many as three different statements were issued by Colombo to contain the damage and embarrassment. While the Sri Lankan Ministry of Foreign Affairs gravely noted that it was "disappointing" that the President's remarks had been distorted and taken out of context, the office of the Cabinet of Ministers (equivalent to the Cabinet Secretary) noted that the news items in the media as reported on Tuesday, 16 October, "are totally false."
To add to the medley of denials and clarifications, the Sri Lankan President's media division asserted that while, "discussions have taken place on the alleged plot to assassinate the President", "the President has not mentioned any involvement of an Indian intelligence service in the alleged plot to assassinate him."
The Indian national in question is one M Thomas who was in the news in September for ostensibly being part of a plot to assassinate the Sri Lankan President and the former Defence Ministry Secretary Gotabhaya Rajapaksa. The Sri Lankan anti corruption department apparently exposed the plot and in a rather convenient manner; it was alleged that Kumar was found carrying his RAW identification documents.
Sri Lankan political leaders have a deeply embedded paranoia about assassinations and these are not unfounded. It may be recalled that Sri Lanka's founding political leader SWRD Bandaranaike (who sowed the seeds of Sinhala nationalism), the Prime Minister of erstwhile Ceylon in the 1950's met a tragic end when he was assassinated by a Buddhist monk in 1959. Subsequently, his wife, and later their daughter, led the island nation at different points in time.
Is India's RAW Behind Major Political Upheavals in Sri Lanka?
The emergence of the Tamil movement for a separate identity that morphed into the LTTE, led to a spate of killings/assassinations and the better known among these include another President Ranasinghe Premadasa (1993) and a presidential candidate Gamini Dissanayake , who, with 51 other victims, was killed in a bomb blast during an election rally in Colombo in 1994.
More recently, Sri Lanka's widely respected foreign minister Lakshman Kadirgamar was shot dead near his Colombo home in August 2005, though the LTTE denied any involvement and many conspiracy theories did the rounds at the time.
Along with the deeply-embedded anxiety about assassinations per se in Sri Lankan politics, there has been a deeply-held conviction bordering on certitude, in some quarters in Colombo, that India and its external intelligence agency R&AW (Research and Analysis Wing) are behind every major political upheaval in the island.
This perception which was latent in the early 1970's after the birth of Bangladesh, has gained strength in Sri Lanka after India's disastrous attempt to play the role of a broker and later peacekeeper, in the complex ethnic politics of the island nation.
1980s Colombo, A Kind Of Casablanca
The feckless policies pursued by then PM Rajiv Gandhi and the contradictory politics that had Delhi and Chennai on different tracks not only resulted in the loss of precious Indian lives (the ill-conceived IPKF operation) but added to the abiding suspicion about Delhi and the larger than life profile accorded to the RAW in the internal dynamic of Sri Lanka.
In the 1980's, Colombo had become a kind of Casablanca, with intelligence agencies from different countries milling around and an anti-India orientation was also nurtured by Pakistan and its ISI.
Professionals recall a widely publicised event at the time when an Indian RAW officer was honey-trapped by the CIA in a Colombo-Chennai trapeze. It is now averred that Beijing has a robust but little noticed presence in the island that is seeking to exploit the distinctive maritime location of Sri Lanka for futuristic intelligence operations in space and cyber.
Espionage and high profile political assassination plots are sensational when they are brought into the public domain but often evaporate under objective scrutiny. So, was it domestic politics in Colombo that stirred the India-Sri Lanka tea-cup so visibly?
(The writer is a leading expert on strategic affairs. He is currently Director, Society for Policy Studies. He can be reached at @theUdayB. This is an opinion piece and the views expressed above are the author's own. The Quint neither endorses nor is responsible for the same.)
Follow our Opinion section for more stories.

redpajama_set_name: RedPajamaCommonCrawl


I have moaned about warm beer in London before, so you'll know what to expect. More moans about warm beer in case you can't work it out. Firstly background. Cask conditioning when done properly for everyday drinking beers, is the finest way of presenting beer. When not done properly it is dire.
Warmth is the enemy of cask conditioning. It is physics pure and simple. At higher temperatures, CO2 is less soluble in liquid. Everyone knows that don't they? Everyone except London publicans that is. Last night in the Dispensary my beer was an astonishing 17.6C. That's warm. This is CAMRA East London's Pub of the Year 2009. Hmm. It makes the Bree Louise's 15C seem positively arctic. Of course in both cases the beer was flabby and unpalatable. At over £3 a go, this isn't acceptable.
So naturally we left there and heading home, had a pint in JDW's Goodman's Field. Saltaire Blonde at a perfect 12C and a world of difference in price and quality. It just needed a sparkler for complete enjoyment. A curry was called for and when E went home to warm the plates and set the table, while it was being cooked, I nipped into the Brown Bear. I didn't fancy London Pride or Doom Bar and the taster I had of Wyre Piddle in the Leaves confirmed this brewery fully deserve its "avoid" status on my mental list of micros. I beat a hasty retreat to the Empress of Prussia, a Shep's tied house. It was empty apart from me. The Master Brew was also a perfect 12C, full of condition and tasted bloody awful. With stewed tea tannins and harsh hop oils, it was a hard to drink mess.


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Kwanzaa celebrates what its founder Maulana Karenga called the seven principles of Kwanzaa, or Nguzo Saba (originally Nguzu Saba—the seven principles of African Heritage), which Karenga said "is a communitarian African philosophy," consisting of what Karenga called "the best of African thought and practice in constant exchange with the world. The celebration had some traction years back, though currently not very popular here in the USA … a la 2% ( like Jazz? ) .. still, potent !
Dr. Karenga did not host the MTV Music Awards … but Russell Brand has! .. and he now crows, it was a total charade. The preceding link is the October BBC interview with Jeremy Paxman … over and undertones of George Carlin and Jay Billington Bullworth and Dylan Ratigan .. though framed by Russell's gorgeous curls, a lovely beard, flashing eyes and teeth ... Geez … you'd think this would take off ? Looks like it is ! (see Kwanzaa, above )… it's said if you are not angry, you are not paying attention .. careful though … be sure to wick it, shake it off ! Keep Shakin'Your Beauty !
There is alot more to say about all this, that's likely what the next 500 years is for .. so let's see, be, do, .. and accentuate the positive .. don't mess with Mr. In Between … peoplovpeacecopowerunity !
The evolution will be broadcast .. and needs a soundtrack .. worldOne ! ... Geez … you'd think this too would take off !
Let's see … an overnight sensation? after nearly 20 years ? .. YES! we can work with that!
worldOneradio —> 12-27-13 —> A Lucid Nation / Genetics Retro Gene + Tony Duncan /Sacred Mountain + Medicine Game/ Dvd excerpt + Redbone /13th Hour + A Tribe Called Red / Different Heroes + Dj Spooky Dawn Penn / No No No Remix + Luciano Tribute to Dennis Brown + Get Smart Mambo dvd Excerpt + Nightmares on Wax / Feelin Good + Lisa Hannigan / I Don't Know + Gogol Bordello / Name Your Ship + Rita Hosking / Something You Got + Sudama Mark Kennedy / Amazing Grace –> and on and on til the break o dawn –> along with all the great daily morning CST musicality in Undercurrents, and the Daily Doug Wendt Trifecta of Native +World +ROOTS… and Radio EdPhones.
We have deeply enjoyed Interchill Records releases and Artists collective over a long while … newly … We are t h r i l l e d to welcome many recent longplay mix contributions from Interchill dj AnDJrew ... you'll hear these poured into daily and nightly worldOneradio mixology … for Interchillage people .. you .. me .. ALLAWE!
You can listen to worldOneradio 24/7 by pressing PLAY @ top right of this website (shoutcast) .. or take us with you via free app tune in .. your smart phone as a magical mystery divining rod .. NICE .. search "worldOneradio" and you'll see the logo pop up … now that's a smart use of smart phone !
WorldBeat~les … All You Need Is Love !


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11 Former 'Biggest Loser' Stars Who Have Spoken Out Against the Show
May 8, 2017 by Samantha Lear
Backlash surrounding The Biggest Loser is nothing new, though it is coming to the surface again now, thanks to a new show.
On June 13, the NBC reality series' creator J.D. Roth's spin-off The Big Fat Truth will premiere on Z Living, bringing back six former contestants looking to lose the weight they gained post-show.
This spurred Season 11's Rulon Gardner to speak out yet again against TBL, as well as its sibling series. But he's not the only one!
Scroll through for 11 former contestants — plus, a host and a trainer — who have spoken out against the show.
Rulon Gardner, Season 11
Rulon is slamming creator J.D. Roth for his new show, saying he "preys on overweight and vulnerable people to make millions of dollars and to get lots of corporate sponsors. So it makes sense that he would come back and recreate that."
Kai Hibbard, Season 3
"The whole f—king show is a fat-shaming disaster that I'm embarrassed to have participated in," Kai told New York Post in 2015.
"You just think you're so lucky to be there that you don't think to question or complain about anything."
Danny Cahill, Season 8
Danny, who has gained back over 100 pounds of the 240 he lost, told Us Weekly his metabolism has slowed immensely since the show.
"The battle was just beginning because it's been harder now," he explained.
"Losing it was six months of my life. That was a period, but now I have to live with this day after day, for the rest of my life, and that is really hard."
Jillian Michaels, former trainer
After Season 15 winner Rachel Frederickson appeared dramatically thinner in the season finale, trainer Jillian Michaels left TBL saying she was "deeply concerned by the negative direction the show has taken."
"I was immediately concerned and wondering how this happened, how no one had said something to me and how the checks and balances that have been put into place, in my opinion, this had fallen through those checks and balances," she told E! News at the time.
Suzanne Mendonca, Season 2
The Season 2 contestant accused the show of abuse in 2015, telling New York Post she suffered multiple stress fractures in her feet during filming and wasn't allowed to stop training. She also claims they ate baby food and would use the sauna for hours a day to lose weight.
Suzanne, who now takes blood pressure medicine and is pre-diabetic, says, "A lot of the Losers probably won't say this — they all drank the Kool-Aid — but we have all suffered."
Tracey Yukich, Season 8
Similar to Danny Cahill, 45-year-old Tracey told Us Weekly in 2016 she gains weight more quickly now, forcing her to go to extremes to maintain a healthy weight.
"I give myself a full 12 hours of empty belly for fasted cardio in the morning," she stated. "I have to work out twice a day; otherwise I bloom up to over 200 pounds."
Sean Algaier, Season 8
The 37-year-old pastor went from 444 pounds to 289 on the show, only to gain it all back after — and then some. Doctors say he is burning 458 fewer calories a day than would be expected for a man his size.
"It's kind of like hearing you have a life sentence," he told NYTimes last year.
Ajay Rochester, Biggest Loser Australia host
The former host of TBL's Australian franchise spoke out against the series, saying producers cared more about contestants looking thin than being healthy or projecting a positive image.
Dina Mercado, Season 8
"I think at this point there is kind of a false hope with [The Biggest Loser] because knowing what we know now, going into it, I didn't know this..." Alicia said in 2016 of studies showing the negative impact of the show on contestants' health.
Ali Vincent, Season 5
Though the first female winner hasn't outright slammed the show, she did reveal in 2016 she'd gained back all 112 pounds she lost in 2008, due to not fully dealing with the emotional elements of her eating habits.
"The Biggest Loser gave me the opportunity to believe in myself, and I don't know that I ever really did," Vincent said in interview with pastor T.D. Jakes.
"Everybody wanted me to and I wanted to for them, and I had results to prove it. But do I really deserve to have everything that I dream of? Do I deserve to have this happiness?"
Joelle Gwynn, Season 7
Joelle confirmed to New York Post in 2016 that the show had provided Adderall and pills with FDA-banned ephedra extract to aid in contestants' quick weight loss.
She says the show's doctor, Rob Huizenga, told them it was "up to us to take them."


Here to explain what it will take to prepare the next generation of enterprise leadership is our panel, Venkat Nambiyur, Director of Business Transformation, Enterprise, and Cloud Architecture at Oracle; Sriram Sabesan, Consulting Partner and Digital Transformation Practice Lead at Conexiam; Michael Fulton, Associate Vice President of IT Strategy and Innovation at Nationwide and Co-Chair of The Open Group IT4IT™ Forum, and David Lounsbury, Chief Technical Officer at The Open Group. The discussion is moderated by Dana Gardner, principal analyst at Interarbor Solutions.
Gardner: David, why is this the right time to be defining new guidance on how IT and digital professionals should approach their responsibilities?
Lounsbury: We had a presentation by a couple of Forrester analysts about a year ago at a San Francisco meeting of The Open Group. They identified a change in the market.
We were seeing a convergence of forces around the success of Agile as a product management methodology at the edge, the increased importance of customer experience, and the fact that we have radically new and less expensive IT infrastructure and IT management approaches, which make this all happen more at the edge.
And they saw this change coming together into a new kind of person who's ready to use digital tools to actually deliver value to their businesses. They saw this as a new part of transformation. The Open Group looked at that challenge and stepped up to define this activity, and we created the Digital Practitioners Work Group to bring together all of the necessary factors.
Those include an emphasis on customer experience, to manage digital delivery, to manage digital products, and the ability to manage digital delivery teams together. We want to build one body of knowledgefor how to actually be such a digital practitioner; what it means for individuals to do that. So the people on this podcast have been working in that group toward that objective since then.
Gardner: Is this digital practitioner position an expansion of an earlier category, such as enterprise architect, chief information officer (CIO), or chief technology officer (CTO)? Or is it something new? Are we transitioning, or are we starting fresh?
Sabesan: We are in the middle of transitioning, as well as creating something fresh. Through the last few decades of computing change, we had been chasing corporate-efficiency improvement, which brought in a level of rigidity. Now, we are chasing individual productivity.
Companies will have to rethink their products. That means a change will have to happen in the thinking of the CIO, the chief financial officer (CFO), the chief marketing officer (CMO), and across the full suite of chief executives. Many companies have dabbled with the new role of a Chief Digital Officer (CDO) and Chief Data Officer (CDO), but there has been a struggle of monetization and of connecting with customers because loyalties are not as [strong as] they used to be.
We are creating guidance to help people transition from old, typical CIO and CFO roles into thinking about connecting more with the customer, of improving the revenue potentials by associating closely with the productivity of the customers, and then improving their productivity levels.
Nambiyur: This is about leadership. I work with Oracle Digital, and we have worked with a lot of companies focused on delivering products and services in what I call the digital market.
The nature of these roles has changed from a CIO, a developer, or a consumer to a digital practitioner of different interactions. So, from my perspective at Oracle, this practitioner work group becomes extremely important because now we are talking in a completely different language as the market evolves. There are different expectations in the market.
Fulton: There are a couple of key shifts going on here in the operating model that are driving the changes we're seeing.
First and foremost is the rapid pace of change and what's happening in organizations and the marketplace with this shift to a customer focus. Businesses require a lot more speed and agility.
Historically, businesses asked IT to provide efficiency and stability. But now we are undergoing the shift to more outcomes around speed and agility. We are seeing organizations fundamentally change their operating models, individual skills, and processes to keep up with this significant shift.
The other extremely interesting thing we're seeing are the emerging technologies that are now coming to bear. We're seeing brand-new what's possiblescenarios that affect how we provide business benefits to our customers in new and interesting ways.
We are getting to a much higher bar in the context of user experience (UX). We call that the Apple- or Amazon-ification of UX. Organizations have to keep up with that.
The technologies that have come up over the last few years, such as cloud computing, as well as the near-term horizon technologies, things like quantum computing and 5G, are shifting from a world of technology scarcity to a world of technology abundance.
Dave has talked quite a bit about this shift. Maybe he can add how he thinks about this shift from scarcity to abundance when it comes to technology and how that impacts a digital practitioner.
Lounsbury: We all see this, right? We all see the fact that you can get a cloud account, either with a credit card or for free. There has been this explosion in the number of tools and frameworks we have to produce new software.
The old model – of having to be very careful about aligning scarce, precious IT resources with business strategies — is less important these days. The bar to roll out IT value has migrated very close to the edge of the organization. That in turn has enabled this customer focus, with "software eating the world," and an emphasis on digital-first experiences.
The result is all of these new business skills emerging. And the people who were previously in the business realm need to understand all of these digital skills in order to live in this new world. That is a very important point.
Dana, you introduced this podcast as being on what IT people need to know. I would broaden that out quite a bit. This is about what business people need to know about digital delivery. They are going to have to get some IT on their hands to do that. Fortunately, it's much, much easier now due to the technology abundance that Michael noted.
Fulton: The shift we are undergoing — from a world of physical to information-based — has led to companies embedding technology into the products that they sell.
The importance of digital is, to Dave's point, moving from an IT functional world to a world where digital practitioners are embedded into every part of the business, and into every part of the products that the vast majority of companies take to market.
This includes companies that historically have been very physical, like aircraft engines and GE, or oil refineries at Shell, or any number of areas where physical products are becoming digital. They now provide much more information to consume and much more technology rolls into the products that companies sell. It creates a new world that highlights the importance of the digital practitioner.
Nambiyur: The traditional sacred cows of the old are no longer sacred cows. Nobody is willing to just take a technologist's word that something is doable or not. Nobody is willing to take a process expert's word that something is doable or not.
In this new world, possibility is transparent, meaning everybody thinks that everything is possible. Michael said that businesses need to have a digital practitioner in their line of business or in many areas of work. My experience of the last four years of working here is that, every participant in any organization is a digital practitioner. They are both a service provider and a service consumer simultaneously, irrespective of where they stand in an organization.
It becomes critical that everybody recognizes the impact of this digital market force, and then recognize how their particular role has evolved or expanded to include a digital component, both when they deliver value and how they receive value.
In this new world, possibility is transparent, meaning everybody thinks that everything is possible. … The traditional sacred cows are no longer sacred.
Sabesan: I will provide a couple of examples on how this impacts existing roles and new roles.
For example, we have intelligent refrigerators and intelligent cooking ovens and ranges that can provide insights to the manufacturer about the customers' behaviors, which they never had before. The designers used to operate on a business-to-business (B2B) sales process, but now they have insights into the customer. They can directly get to the customer's behaviors and can fine-tune the product accordingly.
Yet enterprises never had to build the skill sets to be able to use that data and create new innovative variations to the product set. So that's one gap that we are seeing in the market. That's what this digital practitioner guide book is trying to address, number one.
Number two, IT personnel are now having to deal with a much wider canvas of things to be brought together, of various data sets to be integrated.
Because of the sensors, what was thought of as an operational technology has become part of the network of the IT as well. The access to accelerometers, temperature sensors, pressure sensors, they are all now part of your same network.
A typical software developer now will have to understand the hardware behaviors happening in the field, so the mindset will have to change. The canvas is wider. And people will have to think about an integrated execution model.
That is fundamental for any digital practitioner, to be thinking about putting [an integrated execution model] into practice and having an architectural mindset to approach and deliver improved experiences to the customer. At the end of the day, if you don't deliver experiences to the customer, there is no new revenue for the company. You're thinking has to pivot-change from operation efficiency or performance milestones to the delivery of an experience and outcome for the customer.
Gardner: It certainly looks like the digital practitioner role is applicable to large enterprises, as well as SMBs, and cuts across industries and geographies.
In putting together a set of guidelines, is there a standardization effort under way? How important is it to make digital practitioners at all these different types of organizations standardized? Or is that not the goal? Is this role instead individual, organization by organization?
Nambiyur: It's a great question. In my view, before we begin creating standards, we need the body of knowledge and to define what the practitioner is looking to do. We have to collect all of the different experiences, different viewpoints, and define the things that work. That source of experience, if you will, can eventually evolve into standards.
Do I personally think that standards are coming? I believe so. What defines that standard? It depends on the amount of experiences we are able to collect. Are we able to agree on some of the best practices, and some of the standards that we need to follow so that any person functioning in the physical ecosystem can successfully deliver in repeatable outcomes?
I think this can potentially evolve into a standard, but the starting point is to first collect knowledge, collect experience from different folks, use cases, and points of use so that we are reasonably able to determine what needs to evolve further.
Gardner: What would a standard approach to be a digital practitioner look like?
Sabesan: There are certain things such as a basic analysis approach, and a decomposition and execution model that are proven as a repeatable. Those we can put as standards and start documenting right now.
We are looking for some sort of standardization of the analysis, decomposition, and execution models, yet providing guidance.
However, the way we play the analysis approach to a financial management problem versus a manufacturing problem, it's a little different. Those differences will have to be highlighted. So when Venkat was talking about going to a body of knowledge, we are trying to paint the canvas. How you apply these analysis methods differently under different contexts is important.
If you think about Amazon, it is a banking company as well as a retail company as well as an IT service provider company. So, people who are operating within or delivering services within Amazon have to have multiple mindsets and multiple approaches to be presented to them so that they can be efficient in their jobs.
Right now, we are looking at some form of standardization of the analysis, decomposition, execution models, and yet providing guidance for the variances that are there for each of the domains. Can each of domains by itself standardize? Definitely, yes, and we are miles away from achieving that.
Lounsbury: This kind of digital delivery — that customer-focused, outside-in mindset — happens at organizations of all different scales. There are things that are necessary for a successful digital delivery, that decomposition that Sriram mentioned, that might not occur in a small organization but would occur in a large organization.
The focus initially is on "what" and not "how." Knowing what principles you have to have in order for your customer experiences to work, that you have to manage teams, that you have to treat your digital assets in certain ways, and those things are the leading practices. But the tools you will use to do them, the actual bits and the bytes, are going to evolve very quickly. We want to make sure we are at that right level of guidance to the practitioner, and not so much into the hard-core tools and techniques that you use to do that delivery.
Fulton: One of the interesting things that Dave mentions is the way that the Digital Practitioner Body of Knowledge™ (DPBoK) is constructed. There are a couple of key things worth noting there.
One, right now we are viewing it as a perspective on the leading practices, not necessarily of standards yet when it comes to how to be a digital practitioner. But number two, and this is a fairly unique one, is that the Digital Practitioner Body of Knowledge does not take a standard structure to the content. It's a fairly unique approach that's based on organizational evolution. I have been in the IT industry for longer than I would care to admit, and I have never seen a standard or a body of knowledge that has taken this kind of an approach.
Typically, bodies of knowledge and standards are targeted at large enterprise, and they put in place what you need to do — all the things that you need to do when you do everything perfect at full scale. What the Digital Practitioner's Body of Knowledge does is walk you through the organizational evolution, from starting at an individual or a founder of a startup — like two people in a garage — through when you have built that startup into a team, and you have to start to put some more capabilities around that team, up to when the team becomes a team of teams.
You are starting to get bigger and bigger, until you evolve into a full enterprise perspective, where you are a larger company that needs more of the full capabilities.
By taking this organizational maturity, evolution, and emergence approach to thinking about a leading practice, it allows an individual to learn and grow as they step through in a standard way. It helps us fit the content to you, where you are as an individual, and where your organization is in its level of maturity.
Taking this organizational maturity, evolution, and emergence approach to thinking about leading a practice allows an individual to learn and grow in a standard way.
It's a unique approach, walking people through the content. The content is still full and comprehensive, but it's an interesting way to help people understand how things are put together in that bigger picture. It helps people understand when you need to care about something and when you don't.
If you are two people in a garage, you don't need to care about enterprise architecture; you can do the enterprise architecture for your entire company in your head. You don't need to write it down. You don't need to do models. You don't need to do all those things.
If you are a 500,000-person Amazon, you probably need to have some thought around the enterprise architecture for your company, because there's no way anybody can keep that in their mind and keep that straight. You absolutely have to, as your company grows and matures, layer in additional capabilities. And this Body of Knowledge is a really good map on what to layer in and when.
Gardner: It sounds as if those taking advantage of the Body of Knowledge as digital practitioners are going to be essential at accelerating the maturity of organizations into fully digital businesses.
Given the importance of that undertaking, where do these people come from? What are some typical backgrounds and skill sets? Where do you find these folks?
Who runs the digital future?
Sabesan: You find them everywhere. Today's Millennials, for example, let's go with different categories of people. Kids who are out of school right now or still in school, they are dabbling with products and hardware. They are making things and connecting to the Internet and trying to give different experiences for people.
Those ideas should not be stifled; we need to expand them and help them try to convert these ideas and solutions into an operable, executable, sustainable business models. That's one side.
On the other far end, we have very mature people who are running businesses right now, but who have been presented with a challenge of a newcomer into the market trying to threaten them, to question their fundamental business models. So, we need to be talking to both ends — and providing different perspectives.
As Mike was talking about, what this particular Body of Knowledge provides us is what can we do for the new kids, how do we help them think about the big picture, not just one product version out. In the industry right now, between V1 and V2, you could potentially see three different competitors for your own functionality and the product that you are bringing to market. These newcomers need to think of getting ahead of competition in a structured way.
And on the other hand, enterprises are sitting on loads of cash, but are not sure where to invest, and how to exploit, or how to thwart a disruption. So that's the other spectrum we need to talk about. And the tone and the messaging are completely different. We find the practitioners everywhere, but the messaging is different.
Gardner: How is this then different from a cross-functional team; it sounds quite similar?
Sabesan: Even if you have a cross-functional team, the execution model is where most of them fail. When they talk about a simple challenge that Square is trying to become, they are no longer a payment tech company, they are a hardware company, and they are also a website development company trying to solve the problem for a small business.
So, unless you create a structure that is able to bring people from multiple business units together — multiple verticals together to focus on a single customer vertical problem – the current cross-functional teams will not be able to deliver. You need risk mitigation mindset. You need to remove a single team ownership mindset. Normally corporations have one person as accountable to be able to manage the spend; now we need to put one person accountable to manage experiences and outcomes. Unless you bring that shift together, the traditional cross-functional teams are not going to work in this new world.
Nambiyur: I agree with Sriram, and I have a perspective from where we are building our organization at Oracle, so that's a good example.
Now, obviously, we have a huge program where we hire folks right out of college. They come in with a great understanding of — and they represent — this digital world. They represent the market forces. They are the folks who live it every single day. They have a very good understanding of what the different technologies bring to the table.
We have a huge program where we hire right out of college. They represent the digital world, the market forces, and they are living it every day.
But one key thing that they do — and I find more often – is they appreciate the context in which they are operating. Meaning, if I join Oracle, I need to understand what Oracle as a company is trying to accomplish at the end of the day, right? Adding that perspective cannot just be done by having a cross-functional team, because everybody comes and tries to stay in their comfort zone. If they bring in an experienced enterprise architect, the tendency is to stay in the comfort zone of models and structures, and how they have been doing things.
I even look at some of the folks who are non-technologists, folks who are trying to understand why they should work with IT and why they need an enterprise architect. So to help them answer these questions, we give them the perspective of what value they can bring from the perspective of the market forces they face.
That's the key way. Cross-functional teams work in certain conditions, but we have to set the change, as in organizational change and organizational mindset change, at every level. That allows folks to change from a developer to a digital practitioner, from an enterprise architect to a digital practitioner, from a CFO to a digital practitioner.
That's really the huge value that the Body of Knowledge is going to bring to the table.
Fulton: It's important to understand that today it's not acceptable for business leaders or business members in an organization to simply write off technology and say that it's for the IT people to take care of.
Technology is now embedded throughout everything that we do in our work lives. We all need to understand technology. We all need to be able to understand the new ways of working that that technology brings. We all need to understand these new opportunities for us to move more quickly and to react to customer wants and needs in new and exciting ways; ways that are going to add distinct value.
To me the exciting piece about this is it's not just IT folks that have to change into digital practitioners. It's business folks across every single organization that also have to change and bringing both sides closer together.
Lounsbury: Yes, that's a really important point, because this word "digital" gets stuck to everything these days. You might call it digital washing, right?
In fact, you put your finger on the fundamental transformation. When an organization realizes that it's going to interact with its customers through either of the digital twins — digital access to physical products and services or truly digital delivery — then you have pieces of information, or data, that they can present to the customer.
That customer's interactions through that — the customer's experience of that – which also then brings value to the business. A first focus, then is to shift from the old model of, "Well, we will figure out what our business is, and then we will throw some requirements down the IT channel, and sooner or later it will emerge." As we have said, that's not going to cut it anymore.
You need to have that ability to deliver through digital means right at the edge with your product decisions.
Gardner: David, you mentioned earlier the concept of an abundance of technology. And, Michael, you mentioned the gorilla in the room, which is the new tools around artificial intelligence (AI), machine learning (ML), and more data-driven analysis.
To become savvier about how to take advantage of the abundance of technology and analytics requires a cultural and organizational shift that permeates the entire organization.
To what degree does a digital practitioner have to be responsible for changing the culture and character of their organization?
Lounsbury: I want to quote something I heard at the most recent Center for Information Systems Research Conference at the MIT Sloan School. The article is published by Jeanne Ross, who said, the time for digitization, for getting your digital processes in place, getting your data digitalized, that's passed. What's important now is that the people who understand the ability to use digital to deliver value actually begin acting as the agents of change in an organization.
To me, all of what Sriram said about strategy — of helping your organization realize what can happen, giving them through leading practices and a Body of Knowledge as a framework to make decisions and lower the barrier between the historical technologist and business people, and seeing them as an integrated team – that is the fundamental transition that we need to be leading people to in their organizations.
We want people to be able to question the status quo and show a sample of what could be a better way. Those will drive the cultural shifts.
There are two sides of the equation. We also have the DevOps model where, "I build, and I own." The other one is, "I build it for you, you own, and keep pace with me." So basically we want people to be able to question the status quo and show a sample of what could be a better way. Those will drive the cultural shifts and push leaders beyond their comfort zone, that Venkat was talking about, to be able to accept different ways of working: Show and then lead.
Nambiyur: I can give a great example. There is nothing more effective than watching your own company go through that, and just building off on bringing Millennials into the organization. There is an organization we call a Solutions Hub at Oracle that is entirely staffed by college-plus-two folks. Ans they are working day-in and day-out on realizing the art of what's possible with the technology. In a huge way, this complements the work of senior resources — both in the pre-sales and the product side. This has had a cumulative, multiplier effect on how Oracle is able to present what it can do for its customers.
We are able to see the native digital-generation folks understanding their role as a digital practitioner, bringing that strength into play. And that not only seamlessly complements the existing work, it elevates the nature of how the rest of the senior folks who have been in the business for 10 or 20 years are able to function. As an organization, we are now able to deliver more effectively a credible solution to the market, especially as Oracle is moving to cloud.
That's a great example of how culturally each player – it doesn't matter if they are a college-plus-two or a 20-year person — can be a huge part of changing the organizational culture. The digital practitioner is fundamental, and this is a great example of how an organization has accomplished that.
Fulton: This is hard work, right? Changing the culture of any organization is hard work. That's why the guidance like what we are putting together with the Digital Practitioner Body of Knowledge is invaluable. It gives us as individuals a starting point to work from to lead the change. And it gives us a place to go back to and continue to learn and grow ourselves. We can point our peers to it as we try to change the culture of an organization.
It's one of the reasons I like what's being put together with the Digital Practitioner Body of Knowledge and its use in enterprises like Nationwide Insurance. It's a really good tool to help us spend our time focused on what's most important. In Nationwide's case, being on our site for the members that we serve, but also being focused on how we transform the culture to better deliver against those business objectives more quickly and with agility.
Lounsbury: Culture change takes time. One thing everybody should do when you think about your digital practitioners is to go look at any app store. See the number of programming tutorials targeted at grade-school kids. Think about how you are going to be able to effectively manage that incoming generation of digitally savvy people. The organizations that can do that, that can manage that workforce effectively, are going to be the ones that succeed going forward.
Gardner: What stage within the Body of Knowledge process are we at? What and how should people be thinking about contributing? Is there a timeline and milestones for what comes next as you move toward your definitions and guidelines for bring a digital practitioner?
Lounsbury: This group has been tremendously productive. That Digital Practitioner Body of Knowledge is, in fact, out and available for anyone to download at The Open Group Bookstore. If you look for the Digital Practitioner Body of Knowledge, publication S185, you will find it. We are very open about getting public comments on that snapshot as we then finish the Body of Knowledge.
Of course, the best way to contribute to any activity at The Open Group is come down and join us. If you go to www.opengroup.org, you will see ways to do that.
Gardner: What comes next, David, in the maturation of this digital practitioner effort, Body of Knowledge and then what?
Lounsbury: Long-term, we already began discussing both how we work with academia to bring this into curricula to train people who are entering the workforce. We are also thinking in these early days about how we identify Digital Practitioners with some sort of certification, badging, or something similar. Those will be things we discuss in 2019.
This entry was posted in application transformation, artificial intelligence, Cloud computing, data center, Data center transformation, enterprise architecture, Enterprise transformation, multicloud, professional services, The Open Group and tagged big data, BriefingsDirect, Cloud, cloud computing, Dana Gardner, DevOps, digital transformation, hybrid cloud, Interarbor Solutions, security, storage, The Open Group. Bookmark the permalink.


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Q: Simple Roots of E6 in Coordinates? There are several possibilities how one can write simple roots in terms of coordinates. Firstly, they depend on the numbering of the nodes in the Dynkin diagram. Let's fix the choice for $E_6$ to be

Unfortunately there are still several possibilities. For example, this paper quotes at the second page very different simple roots than Wikipedia, which claims that the simple roots in coordinates are the rows of the following matrix:

Which set is correct? Or are both? My problem is that I get very different result if I use these two different sets. Is there some good resource that lists the different possibilities?

A: It is straightforward to verify $\langle v,v\rangle = 2$ for all rows $v$ and $\langle v,w\rangle=-1$ precisely for rows joined by a line and $\langle v,w\rangle=0$ otherwise.

redpajama_set_name: RedPajamaStackExchange


This extraordinary rum saw the light of day in Ferrand's Bonbonnet château, in Cognac, France. Alexandre Gabriel brought together six celebrated rum lovers from Paris, London, Chicago, San Francisco and New Orleans to create an Old Fashioned Traditional Dark, meaning it is an uncut amber rum worthy of the heydays of the Royal Navy. For this audacious project – which flouts the cautious age we live in – the talented team collected samples from Barbados, Jamaica and French Guiana. The result is a mahogany-colored, obviously impressively powerful rum but also a beautiful flavor profile boasting notes of coffee, candied orange, rancio, and caramel. Can be slightly brutal when tasted neat but perfect with a splash lime and pineapple juice!


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Breen Bill to Reduce School Administrative Spending Passed Out of Committee Unanimously
Posted by Friends of Peter Breen 15pc on February 28, 2018
The House of Representatives' Elementary & Secondary Education- Licensing, Administration & Oversight committee recommended approval of legislation sponsored by State Rep. Peter Breen, which would bring public school district administrative costs in line with national averages. The bill would also limit future administrative spending increases to the consumer price index or 5%, whichever is lower.
"It's long past time to get control of our school district administrative spending," said Breen. "Illinois schools are spending about 2 ½ times the national average on these costs. When our school districts bring these expenditures in line with national norms, we can either redirect that money toward classroom instruction, where kids would directly benefit, or use that money to reduce property taxes."
According to Breen, the General Assembly last took up the Limitation of Administrative Costs section of Illinois law in 1997, and two decades later, the metrics in that section used have become outdated and insufficient. "Whether school districts use shared service agreements, intergovernmental agreements, or the consolidation tools available to them, there are a variety of ways to get administrative costs back to the national average," Breen said. "The Better Government Association suggested last year that $400 million could be saved if Illinois schools limited administrative spending to national averages, as outlined in this bill."
With the committee's 8-0 recommendation for approval, Breen's HB 4789 will now be forwarded to the House floor for a full debate and vote.
Schools Taxes


How will it impact the kind of deals affiliate marketing companies negotiate with e-commerce companies?
Though our value proposition is different with the cashback feature, the acquisition is a positive development for the overall affiliate marketing industry. The combined entity will get marketing support from Times, which will help them grow fast. This leads to more awareness about coupons, deals, cashback and makes retailers realise the value of affiliates. This helps us in negotiating better deals with e-commerce companies. The acquisition clearly shows recognition of the value being generated by our sector. Congratulations to Sameer Parwani and his team. It's always great to see entrepreneurs succeed.
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This merger is not going to influence the way we work with e-commerce companies at the moment, but we are always looking for fresh ways to promote the deals that we do get out of our negotiations. As long as we give our users what they're looking for, Flipit India will continue to grow regardless of external mergers.
How will it impact negotiation with offline players?
As of now, we don't offer many offline deals. In an evolving sector like ours, success for one company always has a positive impact on others in the industry.
We do not deal with any offline players at the moment, apart from medical institutions in the form of MediRupee.com. Hence, again we don't see an impact here.
We don't foresee any change in negotiations with online or offline players.
We don't treat our offline partners any differently from our online partners.
Do you plan to offer group deals to customers?
We are likely to consider offering high-end group deals and discounts for pre-selected groups.
We do not offer, or plan to offer group deals to our customers.
Flipit India is currently tailored to suit the individual so that everyone gets what they're looking for. Any alternatives we plan on integrating for group deals will come later on in the future.
Groupon already offers group deals.
Guys Next in line in my opinion is www.grabon.in. They are doing really well technology wise and are just a break away from cracking the exit.
Thanks for sharing our views. Consolidation in Indian ecommerce will continue & quite typical of an evolving ecommerce market. Huge congrats to Sameer & the CouponDunia team - it's always wonderful to see entrepreneurs succeed.


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Ok, Pro-christian readers can comment. I'll try and be nice.
Just because something flies in the face of everything one knows to be true, doesn't make it wrong. I'm not calling myself a universalist but I am intrigued by the idea of it.
Did Paul mean that even though the single sin of Adam was enough to damn the entire human race, the single act of righteousness of Christ was NOT ENOUGH TO SAVE ALL MEN?
Was Adam's sin MORE POWERFUL than Christ's salvation? Was Adam able to bring more "death," and this universal death has overwhelmed the weaker "life" that is found in Christ?
Therefore... Will ALL men be saved or only the small sliver of people who happen to follow the correct instructions? Is eternal life ONLY for the Christians?
If so, then Jesus truly did save the world through his very temporary death. If not, then God is responsible for billions of deaths and Hell (whatever that is) will be full up. Big questions.
The single sin of Adam was enough to damn the entire human race, yes.
But he doesn't say "Christ's righteousness was NOT enough..." He says it WAS. But God chose to make that salvation available thru faith. But not all have faith. So not all will take advantage.
All men will NOT be saved. Christ said that the way to salvation is narrow and few pass thru it, but the way to destruction is broad and many take it.
>>Yes He did and the world will be redeemed (see 2 Peter and Revelation for more info). But that doesn't mean that all PEOPLE will be saved.
>>What is your argument for that? God CREATED those people and all have the choice to come to Him, but few do. How is that His fault?
Take it to a different level. What if God WERE really directly responsible? By what standard do YOU condemn His actions as evil?
The world will be redeemed.. oh lucky world. The planet you say? uh-huh.. the planet but not the people. Jesus died for a few days so that the planet would be redeemed but most of the 'people' will still be fucked up.
God made this 'Hell' you say, to eternally punish and torment people who reasoned with the minds he gave them that he didn't exist. When you walk this earth and see the misery it's quite easy to reason there's no one at the wheel.
>>From the Xtian perspective, the " whole creation groans and suffers" (Romans 8:22) as it waits for its redemption, so that statement makes sense that way. Not to you, but you operate from different presuppositions, like alchemy and spontaneous generation and logic being a human convention.
--the planet but not the people.
>>The whole planet will be redeemed, and many of the people, but not all.
>>I don't know exactly what you mean that Jesus died "for a few days." Do you mean He was dead for the 3 days? If so, OK, I follow you.
May I ask how it would be Jesus' fault for supplying a way of salvation and some people not accepting it? How is it His fault that people turn their backs on Him?
>>Actually, Hell is for Satan and his angels who rebelled. But it is also by extension for God's other enemies, ie, people who hate Him and love their sin and love evil.
This includes you, by the way.
--who reasoned with the minds he gave them that he didn't exist.
>>From a Xtian perspective, those people's minds are blinded by Satan (2 Corinthians 4:4) and their reasoning is foolish and stupid (1 Corinthians 3).
From an atheist perspective, this reasoning is nothing more than atoms banging around and is the result of evolution to a place that is advantageous to survival. Why should I believe that this reasoning is valid or could lead anyone to truth? Can you help me understand that?
--it's quite easy to reason there's no one at the wheel.
What kind of things might you need to see to convince you that someone is "at the wheel"?


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Belgique
 Église Saint-Éloi, à Bullange (Province de Liège)
 Église Saint-Éloi à Ruddervoorde (Province de Flandre-Occidentale)
 Église  Saint-Éloi, à Froyennes (Province de Hainaut)

France
 Église Saint-Éloi, à Aunay-sous-Auneau (Eure-et-Loir) ;
 Église Saint-Éloi, à Barzy-sur-Marne (Aisne) ;
 Église Saint-Éloi, à Bordeaux (Gironde) ;
 Église Saint-Éloi, à Dunkerque (Nord) ;
 Église Saint-Éloi, à Émerainville ;
 Église Saint-Éloi, à Fresnoy-le-Grand (Aisne) ;
 Église Saint-Éloi, à Hazebrouck (Nord) ;
 Église Saint-Éloi, à Liergues (Rhône) ;
 Église Saint-Éloi, à Lieusaint (Manche)
Église Saint-Éloi (située à Paris, dans l'île de la Cité - détruite)
 Église Saint-Éloi, à Paris () ;
 Église Saint-Éloi, à Passy-sur-Marne (Aisne) ;
 Église Saint-Éloi, à Pœuilly (Somme) ;
 Église Saint-Éloi, à Rainneville (Somme) ;
 Église Saint-Éloi, à Roissy-en-France (Val-d'Oise) ;
 Église Saint-Éloi, devenue temple Saint-Éloi, à Rouen (Seine-Maritime) :
 Église Saint-Éloi, à Saint-Quentin (Aisne) ;
 Église Saint-Éloi, au Val-Saint-Éloi (Haute-Saône) ;
 Église Saint-Éloi, à Vauvillers (Somme) ;
 Église Saint-Éloi, aux Ventes (Eure) :
 Église Saint-Éloi, à Vitray (Allier) ;
 Église Saint-Éloi-des-fonderies à Vivier-au-Court (Ardennes).

Voir aussi

redpajama_set_name: RedPajamaWikipedia


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Is Microsoft Windows Security Essentials Enough for Enterprise Security?
Microsoft Windows Security Essentials (MSE) was first launched in 2009 as a security baseline strategy, bundled with the Windows OS. We are increasingly finding that more enterprises are considering utilising Windows Security Essentials as the sole security defence for their systems.
The approach that we've found to be most effective is that a good security posture is achievable through security diversity rather than one sole strategy, best is to adopt defence in-depth.
Enterprises are progressively seeking to utilise Windows Security Essentials as their only security strategy. This has not been driven by security awareness or the need to improve the security of that organisation but mostly driven by cost and misinformation. Lack of understanding of the prevailing threat vectors and the total security landscape is a dangerous game, and many organisations have fallen into this trap only to return from battle wounded after an infection or inevitable intrusion.
Many businesses are finding themselves in the position where they eagerly need to find areas within business where cost savings can be made. With Windows Security Essentials thrown in with the OS, this seems to be an ideal area to achieve this…. no need to look any further for a solution and it's bundled and free. Vendors and resellers alike also have little knowledge of the threats or use this method to ensnare unsuspecting customers and later the customers are left with the exposure long after the sale of the professional services.
Microsoft Security Essentials, the free 'complete' anti-malware tool released in 2009, aimed to replace Windows Live OneCare and Windows defender. MSE also comes built into Windows 8, also named Windows Defender, not to be confused with the previous version of Windows Defender that MSE replaced. Initially the MSE seemed to hold its own, faring well even against paid competitor products, however this did not last long and has not been the case for a very long time. It was comparable to some of the free solutions, but against commercial solutions it has always lacked features and enterprise grade functionality.
MSE may have a place in consumer security, for the home user that wouldn't give much thought to security, under these circumstances any form of security is better than none but it is not recommended as a sole security tool for enterprise. For the security conscious and those wanting to protect more than what Microsoft tells them about, it's best to stick to a more comprehensive and well-rounded defence solution.
Security is possibly the most important area of the enterprise and enterprises should always allow for the best security that can be afforded. MSE is a free 'OK' strategy (not a solution) but nowhere near offering the security enterprises require. Proven through having failed to achieve AV certification on a number of occasions.
Microsoft themselves have noted that MSE offers only 'baseline performance' and have indirectly acknowledged that it does not offer the security equivalent to that a commercial solution might. MSE is limited and far from robust. Even free third party alternatives perform better.
The field of security is constantly changing, Microsoft is not focused on adapting and improving MSE and MSE has not been able to keep up with other AV products that have adapted over time and developed into far superior products. MSE does not provide the features required in an AV solution. MSE struggles to even compete for the first layer in your security solution.
Generally AV has a poor reputation in the security market, malware detection is haphazard with poor accuracy. AV companies struggle to stay on top of the ever-changing threats, and those are the companies that try to keep abreast. Although the protection from AV is questionable some products do fare better than others, the overall ineffectiveness of AV should highlight the need to ensure your enterprise is always using the cream of the crop of AV at any one time.
In enterprise security has gone beyond the point where a meek antivirus will suffice, under these considerations MSE is out-dated. Avenues of attack have progressed and some are capable of thwarting AV completely. Attack vectors like phishing use URLs and websites to trick users; MSE is incapable of protecting against this type of incident however there are solutions that offer this type of feature.
AV protection is still essential as a layer in enterprise security despite what many are now saying, it's naive to think that it can be the only form of security for enterprise. Additional security strategies are essential to provide the best security posture. The security needs to be proactive rather than only reactive as with some AV offerings.
When compared with other like (also free) solutions MSE even falls short and it fails to offer all the management, deployment and security features an enterprise would need. Nearly 40% of undesirables go undetected compared with other solutions that have a superior detection capability in comparison.
What should an enterprise be looking for in a security solution?
Enterprise need to ensure that the level of security that they are achieving is optimal, this is very important. For a good security posture security diversity rather than one strategy is the answer. A multiple layer method utilises a combination of security technologies and procedures across conventional IT environments and the cloud. AV is a small part of this multi-layer approach and this is why it is so strange to imagine enterprise considering the use of MSE solely.
For an effective security posture enterprise should aim to acquire the following for comprehensive security.
Security is only has effective as the weakest link in the strategy. For a complete successful solution all procedures and technologies should work seamlessly together. It's important to keep your systems updated, not only the OS but also all applications running on the OS. Always keep and maintain a backup and finally don't underestimate a comprehensive, robust multi-layered security solution.
MSE has failed to achieve what other AV solutions have; even most free solutions have proven to be far superior in performance and features offered compared with MSE.
An effective AV should stop majority of threats, withstand a wide variety of threats and threat vectors; have sufficient features and capabilities to perform optimally and to perform its function. MSE falls short.
Enterprises should not be entertaining the thought of skimping on Security, this can only conclude in disaster. Although the Microsoft offering is free, why invest the time in a product that the company themselves have admitted is no more than an entry level security strategy, when we all know that security is critical in enterprise.
Anyone taking security seriously will think further than MSE; surely they will want to think further than a strategy that is only 'OK'.
The Threats faced by enterprises are very different however we are finding that enterprises have not kept up with the changes, most of the time enterprises are not even aware that they have been compromised. Enterprises that have kept abreast of the changes to the threat landscape have realised that AV is just not enough and have invested heavily in an alternate diverse security approach.
A third party AV solution with superior performance and features should be considered and this should form a small part of a wider security solution as noted earlier on, an improved security posture is achievable through diversity and not being reliant on one strategy or solution.
Security is always changing so AV offerings should be adapting all the time. If an AV solution does not keep up to date, the performance, features and ultimately security offered will not suffice. It is therefore essential to remain on top of your AV software, manage it and review annually to ensure that the AV you are using is still the best of the lot…if not don't hesitate to adopt another.
Home » Security » Windows Client Security » Is Microsoft Windows Security Essentials Enough for Enterprise Security?


Robot revolution: Is it a threat to your business?
Robo-advisors: a welcome advance to the way you do business or a threat to your livelihood? It appears that financial planners are split in their opinions about the arrival of the technology that could sort out debts and tax affairs via mobile devices while consumers eat their breakfast.
Last week we revealed that Snapchat may be about to join the robotic revolution (see article) and now Forbes is suggesting that human financial advisors are failing to view robo-advisors as a significant competitive challenge.
According to Silviya Simeonova, senior analyst for Corporate Insight, low fees, high-end technology and transparent prices from the robots will lead to consumers expecting the same from full-service companies.
John DeGoey, meanwhile, portfolio manager for Burgeonvest Bick Securities Limited, believes they are a legitimate and viable alternative to human advisors and the industry needs to sit up and take notice.
"You can like it or dislike it, but ignore it at your peril," he said.
"They provide a legitimate means for the industry to segment itself and for people to determine what type or level of service they want. There's also the possibility that people might leave DIY discount brokerages to work with robos, too, so it's not just the human advice channel that might be cannibalized.
Robo-advisors are effectively a wealth management service that use algorithms to suggest automated investment portfolios deemed suitable for an individual's risk appetite and goals. Though currently in their infancy, a report from Cerulli Associates has suggested that robo-advice platforms will reach US$489bn in assets by 2020 – a rise from just $18.7bn today.


Olympic hope and world champion swimmer Alexander Dale Oen passes away after suffering a suspected heart attack at 26.
Norwegian world champion swimmer Alexander Dale Oen has died of a suspected heart attack in Arizona at the age of 26, the Norwegian Olympic Committee said on Tuesday.
The 2011 world 100 metres breaststroke champion and one of Norway's best hopes for a medal at this year's London Olympics was attending an altitude training camp in Flagstaff, Arizona.
His team mates became worried when they noticed he had spent a long time in the shower on Monday evening and Dale Oen did not react when they called out and knocked on the door. When they got into the bathroom, they found him lying half-in and half-out of the bath tub.
Ola Ronsen, doctor to Norway's elite Olympians, was quickly on the scene and an ambulance arrived shortly afterwards, but despite their best efforts to revive him Dale Oen was pronounced dead at 2100 local time.
"This is incredibly sad and tragic," Ronsen said.
"As a doctor, it is painful experience not to succeed with resuscitation.
"Everything was done according to procedure, and everything was tried, so it's infinitely sad that we were unable to revive him."
Born in Oygarden in south-western Norway, Dale Oen's career was ground-breaking for Norwegian swimming, and his bronze medal at the 2006 short course championships was the first for a Norwegian man in a world event.
He also won his country's first Olympic swimming medal when he took silver in the 100m breaststroke in Beijing in 2008 but it was at the 2011 world championships that he became a real national hero to the Norwegian people.
As he prepared for the 100m breaststroke competition in Shanghai, Dale Oen's nordic homeland was rocked by the massacre of 77 people by far right fanatic Anders Behring Breivik.
The country was thrown into shock and Dale Oen struggled with his emotions in the aftermath of the attacks, touching the Norwegian flag on his swimming cap every time he entered the pool deck.
"This is the toughest day the sport of swimming in Norway has ever had"
Three days later, he swam to victory in the 100m breaststroke final and dedicated his triumph to the Norwegian people.
"We need to let everyday life come back because we cannot get things ruined," he told reporters after the race.
"In a time like this for Norway, we need to be together, to be one. I think now that everyone back at home, of course, is paralysed. I can feel the emotion, but I'm here in Shanghai and I have to show my best and... just think of those at home."
final message he told his followers he was looking forward to returning to his native country.
"2 days left of our camp up here in Flagstaff, then it's back to the most beautiful city in Norway - Bergen," he wrote.
Federation said in a statement.
"This is the toughest day the sport of swimming in Norway has ever had."
manner," said Borre Rognilen, president of Norway's Olympic council.


text:
Q: How to Reduce the font size of Morris Donut graph? Here is my js fiddle link JSFiddle
I have tried out using css..but its not happening
svg text{
    font-size:10px!important /*but its not reducing the font size */
}

A: Include the style
svg text{
      font-size:10px!important;
}

In the end of your HTML (after the js includes). This will solve your problem.
P.S:This is not the best way to solve this as morris.js by default resizes your text to fit the graph.


text:
// Copyright (c) Microsoft Corporation. All rights reserved.
// Licensed under the MIT License.

package com.azure.messaging.servicebus.administration.models;

import com.azure.messaging.servicebus.ServiceBusMessage;

/**
 * Describes a filter expression that is evaluated against a {@link ServiceBusMessage}. Filter is an abstract class with
 * the following concrete implementations:
 *

 *
{@link SqlRuleFilter} that represents a filter using SQL syntax.

 *
{@link CorrelationRuleFilter} that provides an optimisation for correlation equality expressions.

 *

 *
 * @see SqlRuleFilter
 * @see CorrelationRuleFilter
 * @see TrueRuleFilter
 * @see FalseRuleFilter
 */
public abstract class RuleFilter {
    RuleFilter() {
        // This is intentionally left blank. This constructor exists
        // only to prevent external assemblies inheriting from it.
    }
}

redpajama_set_name: RedPajamaGithub


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