An interesting webinar @
-Yogesh
An interesting webinar @
-Yogesh
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With all organizational data moving into SANs, their security is becoming a growing concern. Here we look at a few technologies to make them more secure | |||||||
Monday, June 04, 2007 SANs have numerous benefits in an enterprise setup, as they create an aggregated pool of storage for the organization. But such a storage pool that’s accessible to all may become a liability unless well thought out security policies are framed and made a part of the storage area network. Traditionally, SANs were deployed for a subset of a single data center, that is, a small isolated network and, therefore, were inherently more secure. But, today it is commonplace to find a SAN that spans outside a data center for business continuance and disaster recovery purposes. Moreover, with the advent of technologies such as iSCSI and FCIP, which use vulnerable TCP/IP for the transport, the need to secure SANs has become more evident. In this article, we’ll discuss SAN security. Understanding threats
In the SAN switches for instance, remove the operator privileges so that nobody has complete control, and use role-based authentication instead. Likewise, ensure that there are no overlapping domain Ids, which can otherwise result in configuration errors. A correctly configured switch can help prevent both deliberate and unintentional disruptions. Besides securing the SAN fabric, there are many other technologies available for securing the SAN better. Let’s have a look at them.Zoning |
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© Source: PCQuest |
Folks,
Few good links, which one could look for good resources,http://www.aipmm.com http://www.pdma.orghttp://www.pdmabok.org/
-Yogesh
Key ideas from the Harvard Business Review article by
What multinational doesn’t want a piece of the action in China—with 1.3 billion potential customers, 9.3% percent annual economic growth, and a per capita income that quadruples yearly? Carried away by these figures—along with the Chinese workforce’s low wages—most multinationals have rushed to set up manufacturing facilities in China or sell products there. But they’ve ignored an important development: the emergence of Chinese companies as powerful rivals not only within China but also in the global market. Why? Many global managers assume that Chinese companies aren’t big enough or profitable enough, or sufficiently financed or equipped, to pose a threat. Yet as the Chinese government encourages more private ownership of companies, firms that blend private and public ownership are tackling the global market. Though these companies enjoy state support, the government doesn’t interfere in their management. It permits them to list on the China stock exchange ahead of other companies and acquire other firms quickly. Armed with these advantages, some “mixed-ownership” [AU: make sure this reflects style used in article] companies have quietly grabbed market share from older, bigger, and financially mightier rivals in Asia, Europe, and the United States. Western managers who ignore these “hidden dragons” risk seeing them become their strongest rivals in the next five years.
Four groups of Chinese companies are simultaneously tackling the world market:
These domestic leaders build global brands by identifying segments that global market leaders have dismissed because of volume is too low or profit margins negligible. They leverage their experience in adapting technologies and features to meet cost-conscious Chinese buyers’ price points. Low manufacturing costs give them a further edge. Example: To enter the U.S. refrigerator market, Chinese appliance company Haier focused on basic, cheap—but reliable—products that didn’t demand state-of-the-art technologies. It sold small refrigerators for hotel rooms and students’ dorms—products incumbents had ignored—capturing 50% of the minifridge market. Nine of the ten largest U.S. retail chains now carry its products.
Leveraging their economies of scale, dedicated exporters set their sights on the external market. They first break into mass markets, where their low production costs give them an edge. Then they develop expertise with crucial technologies—often forming strategic partnerships and acquiring rivals—to migrate to specialized, high-value markets. Example: China International Marine Containers bought Hyundai’s container-making operations in China for its manufacturing technology. In five years, CIMC captured half the world market for refrigerated containers. It’s the first in its industry capable of designing and manufacturing refrigerated containers for air, sea, road, and train transport.
These networks comprise hundreds of small, specialized, entrepreneurial companies located in one limited geographical area. Operating as a cohesive, interdependent entity, they take on world markets. With scant bureaucracy and overhead, they’re flexible, low-cost producers. They thrive in markets requiring quick responses to changes in demand. Example: The 1,000-unit Shengzhou fashion network produces 250 million ties annually, supplying Armani, Pierre Cardin, and others. It codesigns ties with these fashion houses, using Internet-based collaboration software—and turns designs into products in 24 hours. It’s challenging European incumbents at the top of the market.
The Chinese government built a large infrastructure for scientific and technological research, then required state-owned laboratories to obtain funding by commercializing their technologies. In response, research institutes have spawned companies and encouraged scientists to become entrepreneurs in emerging industries. # Source: http://harvardbusinessonline.hbsp.harvard.edu/