Why Workload Placement Is The Key To a Strong IT Foundation

How you design your IT house can be as important as how architects design physical homes...getty

Where you decide to run your applications is as important as what you run. What does your workload placement strategy look like? Home architects are very careful about their design choices. Many of their decisions, such as the best locations for load-bearing walls, support beams and other infrastructure, have long-term consequences.

Where do they put windows and skylights will deliver optimal sunlight? How do they situate bedrooms and bathrooms? What is the right density of wood, concrete and other materials required to construct safe walls, roofs and floors? Those are just the broad strokes; architects plan thousands of minor details as well, often well before raw materials are purchased.

Like their home-building counterparts, IT systems architects carefully design technology systems. Which is why workload placement has emerged as a critical strategy for governing what applications and other resources run where.

IT has grown more complex, thanks to a proliferation of environments comprised of public and private clouds, on-premises infrastructure and edge devices. IT leaders who placed assets in these locations have constructed a multicloud house without planning for the long-term impact on their organization.

For example, while it may have initially made sense to build a key business application in a certain IT environment, perhaps performance began to lag as usage grew. Maybe the goalposts for security and compliance shifted, forcing you to rethink your choice.

Whatever architectural concerns arise, where you decide to put what in your IT house can be as important as how architects design physical homes. CIOs are thinking about this a great deal, as 92% of 233 IT decision makers Dell surveyed said that they have a formal strategy for deciding where to place workloads. Half of those executed this strategy in the past year.

Related: More Clouds, No Problem: Simplifying Your Multi-Cloud World

The Great Overcorrection

The public cloud grew rapidly, as engineers learned how easily it enabled them to launch and test new applications. Soon IT teams notched quick wins, including flexibility as they lifted and shifted existing business applications to the cloud.

Then came the overcorrection. Emboldened by the prospect of saving money while fostering greater agility as they innovated, many CIOs declared a “cloud-first” strategy. Those who were initially more measured in their adoption of cloud technology saw their colleagues migrate their entire IT estate and followed suit.

As workloads got more complex it turned out that the public cloud-first stance was not always the best fit for the business. Hasty decisions had unanticipated ramifications, either in the form of escalating costs or failed migrations.

The reasons: Workloads are unique. Each application has its own set of business requirements and benefits. Just as the home architect must carefully weigh each design choice, CIOs must be intentional about where they put their software assets.

Variations on a multicloud

Let’s consider some examples where the right workload is tied to a business outcome. Cloud environments—public or private—make sense where you get huge bursts of data traffic. Cloud technologies enable you to quickly spin up compute resources and dial them down as requirements subside.

Retail ecommerce is a classic example. For brands selling clothing, footwear and other merchandise, holiday seasonality drives peaks and valleys to web and mobile sales. Large traffic spikes in October or November through Christmas subside, then stabilize.

Or think of a digital crossword puzzle published every weekend. With most people completing these on the weekend, traffic bursts Saturday and Sunday before slowing over the remaining 5 days.

For such use cases, a public cloud that provides massive scalability may yield the desired business outcome.

Conversely, so-called “steady state” use cases—in which applications’ compute needs fluctuate little if at all—often run better on-premises, either in traditional IT infrastructure or in a private cloud. Thousands of these applications run without much deviation across business lines.

Think traditional general ledger software in ERPs. Travel and expense utilities. Software that governs data backups. Applications, such as those that monitor anomalous network traffic, often run locally for security reasons.

Other applications with disparate patterns and needs are emerging. Applications requiring minimal latency—think Internet of Things software—are moving to the edge for faster processing and cost efficacy.

In Dell’s survey, 72% of IT decision makers said performance guided their decisions to place workload, followed by data protection and security at 63% and 58%, respectively. Venues include public clouds, data centers, colocation facilities and edge environments.

Workload types vary, but 39% of respondents said they had placed data protection workloads while 35% each said they had placed ERP and CRM systems.

Diverse workloads require fungible infrastructure

There are no absolutes in determining workload placement. Well, not in the way many IT leaders think. Every software asset will have different requirements, which will influence where you decide to place them.

Just as an architect decides how to situate walls, beams, rooms and other physical infrastructure, where an IT architect places assets matters. The wrong choices can have negative consequences.

These decisions aren’t easy nor should they be made lightly, as the ramifications of poor asset placement can impact your bottom line, make your business more vulnerable or prompt you to run afoul of compliance mandates.

All diverse workloads require a flexible infrastructure that enables enterprises to move their applications and other workloads to move seamlessly across clouds, on-premises and edge venues, based on their business requirements.

As-a-Service infrastructure, which includes on-premises equipment ordered on demand, can power these workloads to meet requirements for performance and availability, as well as your needs for simplicity, agility, and control. How will you lay the foundation for your IT assets?

Keep reading: Why the Hybrid Workplace Needs a Hybrid IT Model

Vice President, Product Management, Dell APEX

Chad Dunn has been with EMC and Dell Technologies for over 15 years.

Source: Why Workload Placement Is the Key to a Strong IT Foundation

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Top 5 Security Hacks to Defend Your Crypto Wallet!

RWaltz Blockchain Solutions Experts

With a massive number of cryptocurrencies exploding in the market, crypto wallet application adoption is also rising at a faster pace. With the technological revolution, hackers have also fine-tuned their hacking methods and have now grown up smarter to hack your crypto wallets.
Generally, Cryptocurrency Wallet Development Company offers multi-layer security to the crypto applications developed by them. But, still can be prone to hacking attempts.

Hackers are Making a Way into Your Crypto Wallet! 

The initial 7 months of 2022 witnessed $1.9 billion worth of crypto coins being stolen which accounts for 60% more compared to last year. When a user downloads a trojan application on the device, it steals $600,000 worth of Bitcoins from your Crypto Wallet Application. This Android trojan is called Sharkbot which initiates money transactions from your crypto wallets bypassing the security systems. This is just one type of trojan, there are multiple trojans the hackers can attack your Crypto Wallet Application with.

Also, hackers normally try to exploit the interfaces that connect the crypto wallet applications to the backend service that supports them.

Security Hacks You Need to Ponder on for Defending your Crypto Wallets! 

Cold Wallet to be Your Savior! 

The best way to prevent cryptocurrency loss is to store your coins in a cold wallet or hardware wallet. These wallets store your funds offline, thus preventing hackers from accessing your cryptocurrencies online or through traditional methods.

A cold crypto wallet is much like a USB device, holding a private key that is used to access your cryptocurrencies. Storing your private key online will result in hackers easily accessing it and your account will be compromised. This will lead you to lose all your crypto investment. So, it is advisable to store your private key offline.Exchange platform that Keeps Hackers Away!

 Before you choose an exchange platform, make sure you carry out your research thoroughly on the security of the crypto exchange platform. Check online if the crypto exchange platform you are choosing has been compromised in the past or if any wallet on the exchange platform has been hacked. If the crypto exchange platform has been hacked, it depicts poor security protocols, where your crypto wallet or investment in it might be at risk.

Check if the crypto exchange platform is using multi-factor authentication or TLS/ SSL encryption to secure your wallet. In the last, verify if they have any safety measures in place like the transaction limits and notifications on every transfer or even the option to freeze the account and mitigate the damages.If you are looking for a crypto exchange development, here it is! RWaltz Software, Your trusted partner to launch your crypto exchange platform.

Multi-Factor Authentication to Authenticate Your Access!

Multi-Factor Authentication offers a layered defense mechanism by authenticating your wallet with independent credentials like passwords, security tokens, and/ or biometrics.  To set up multi-factor authentication, you can select either SMS or a 2FA application push notification.

Be Aware of Phishing Attacks!

Phishing attackers generally target users by posing as legitimate entities to gain access to your sensitive information. Avoid falling prey to these phishing attacks by making sure you log into the correct crypto exchange platform. Don’t click on the link received over emails, chats, or even text messages.
Save the exchange link or add it to your favorites. Lastly, always verify the details twice before you make crypto transactions.

Don’t forget to Change Your Passwords Regularly!

It is a cyber law, that how much ever tricky password you set, one day it will be compromised. So, the best way to prevent this theft is to set a complex password, store it safely and change it regularly. Make sure you don’t reuse the password or set any personal information as a key.
Instead of saving passwords on google, use password managers. Lastly, make sure your password is updated every six months.

BitcoinVB – Highly Secure Wallet Application by the Industry Leaders!

BitcoinVB is a highly secure wallet application developed by RWaltz for ensuring the secure storing and management of bitcoins.
Click here, to explore the portfolio! If you are looking for a similar wallet application, then RWaltz can be the right choice for you. We are a reliable cryptocurrency wallet development company that offers custom digital wallet app development.

Let’s Wrap Up!

Hopefully, the above article has enlightened your knowledge of digital wallet app security. If you have any queries, feel free to connect with our experts. Hurry up! Schedule a meeting now!

By: RWaltz

Source: Top 5 Security Hacks to Defend Your Crypto Wallet!.

Related contents:Polkadot Crypto DOT No Longer Security: “Token Has Morphed” U.Today

Former BitGo, Curv exec launches new crypto wallet security firm The Block

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The WhatsApp Business Model – How Does WhatsApp Make Money?

Screenshot-2022-03-14-at-18-27-13-779593_1179282_wjhatsapp_updates.webp-WEBP-Image-700-×-400-pixels-1

What Is WhatsApp & How Does It Work?

WhatsApp is a messaging application that allows users to communicate with each other via text, audio, and video.WhatsApp can be accessed via its tablet and smartphone apps (available on Android and iOS devices) as well as its web application (called WhatsApp Web).

Users can communicate with each other individually (in private chats) or via groups. WhatsApp’s platform is end-to-end encrypted, meaning that only the users in the chat can read the messages. If users feel like sharing their special moments, they can do so via WhatsApp’s Stories feature. These moments are then displayed for 24 hours.

Apart from its consumer application, WhatsApp has also a communication tool for businesses (named WhatsApp Business). Businesses can:

  • Set up business profiles with helpful information for their customers (such as an address, email addresses, or a link to their website)
  • Labeling contacts for better categorization
  • Automated messages and quick replies
  • Broadcasts (similar to a newsletter)

The WhatsApp Business tool is geared toward small businesses. If a business has some greater scale, it can opt into using WhatsApp’s Business API. The API endpoint allows them to integrate it into their existing business software.WhatsApp is used by more than 2 billion people in over 180 countries across the globe. As such, it is the world’s largest communication platform.

The History Of WhatsApp

WhatsApp, headquartered in Mountain View, California, was founded in 2009 by Jan Koum and Brian Acton.Koum was born in Kyiv, Ukraine, during the 1970s. He spent the transformative years of his childhood in Fastiv, a small town just outside of the Ukrainian capital.Being of Jewish descent, Koum and his family often became the subject of anti-Semitic behavior. On top of that, the Soviet government was notorious for spying on its citizen, leaving the family with no room for privacy to express the predicament they felt being in.

In 1992, at the age of 16, Koum and his mother were allowed to immigrate to the United States where they ended up in Mountain View. Unfortunately, his dad was never allowed to enter the states and eventually died in 1997.The mother-son-duo spent their first few years in a small two-bedroom apartment provided via government assistance. To make ends meet, Koum’s mother took up a babysitting job while Jan worked as a grocery store clerk.A few years later, his mom was diagnosed with cancer and they continued to live off her disability allowance.

By that time, Koum was already head deep into computers. He became a self-taught programmer by purchasing manuals from used bookstores and returning them when he was done reading (to save money).In the mid-1990s, he enrolled himself at San Jose State University to pursue a degree in Computer Science. Koum ended up joining Ernst & Young as a security tester post-graduation. In 1997, EY assigned him to work on Yahoo’s advertising system where he ended up meeting Acton.Acton’s path prior to their meeting couldn’t have been more different.

He was born and raised in Michigan where his mother ran a freight-shipping company, allowing them to live a fairly comfortable life.He ended up doing his Computer Science undergrad at Stanford and then joined Apple as a software engineer. In 1996, Acton became Yahoo’s 44th employee where he quickly climbed the corporate ladder.The pair hit it off immediately and Acton convinced Koum to apply for a role at Yahoo. 6 months later, Koum joined the internet giant as an infrastructure engineer.

He even dropped out of college (he was still attending San Jose State at the time) to completely focus on Yahoo.Their relationship deepened in the years that followed. When Koum’s mother died of cancer in 2000, Acton immediately offered his support. He’d frequently invite Koum over to his house, on skiing trips, or to ultimate Frisbee matches.While their bond became stronger throughout the years, their dissatisfaction with working at Yahoo grew alongside it.

The majority of their time at Yahoo was spent on releasing Project Panama, the firm’s long-awaited advertising platform.In the end, having worked on an advertising product for almost a decade, both Acton and Koum felt emotionally drained. Their dislike for advertising products should eventually come back to haunt them (but more on that later).In 2007, a year after the launch of Project Panama, both Acton and Koum handed in their resignation. They embarked on a year-long hiatus, traveling around South America and enjoying games of ultimate Frisbee.

Then, around the beginning of 2009, Koum purchased his first-ever iPhone. He immediately realized that the App Store, which had just launched a few months prior, would spawn a whole new generation of businesses that build on top of Apple’s ecosystem.A mutual friend of Koum introduced him to Igor Solomennikov, a Russia-based iOS developer that would help him build the product’s frontend (while Koum was responsible for the backend portion).

A few weeks later, on February 24th, 2009 (which is also Koum’s birthday), he incorporated WhatsApp Inc. in California. WhatsApp, by the way, is short for “what’s up”, a phrase Koum found befitting for a messaging app.Over the next months, Koum spent hours upon hours programming the app. Unfortunately, a plethora of bugs caused it to continuously crash. At one point, he was even ready to call it quits. Acton’s response was fairly blunt: “You’d be an idiot to quit now,” he stated. “Give it a few more months.”Koum’s perseverance eventually paid off when Apple released push notifications in the summer of 2009.

Each time one of the app’s users changed their status, all of their contacts would get a notification.Eventually, people would start messaging each other through the app – from any place around the world. While this may sound dull in today’s hyper-connected world, WhatsApp’s introduction became a huge revelation and, for the first time, indicated the impact smartphones could have on our lives.At the time, the only free texting application was BlackBerry’s BBM, which was solely accessible to users that owned a BlackBerry device.

User growth started to snowball when Koum released an upgraded version of WhatsApp that included a messaging interface (i.e. chats). Over 250,000 users downloaded the app within a matter of days.To keep up with demand, Koum came to see Acton, who at the time was still unemployed and working on another startup idea, to convince him to join the project. When Acton used the app for the first time, he immediately realized the limitless potential that a messaging platform like WhatsApp could have.A few months later, Acton was able to convince 5 of his former colleagues at Yahoo to invest $250,000 in the startup’s first-ever seed funding round.

The funding round furthermore granted him co-founder status and a significant stake in the company.The money allowed them to hire a few more developers that would build WhatsApp products for the Android’s and BlackBerry’s operating system, respectively. Yet, they remained true to their frugal origins.The team would share a warehouse with Evernote (who’d later take over the whole building and essentially kick them out). They would wear blankets to keep them warm and used the cheapest Ikea furniture for work.What became more abstruse was that the team find it necessary to put up an office sign.

Instead, they’d tell job candidates to get to the Evernote building, walk around the back, find the unmarked door, and simply knock.A bigger problem became the startup’s largest cost pool: SMS verifications. SMS brokers like Click-A-Tell would send the messages on WhatsApp’s behalf and charge them anywhere between $0.02 to $1 depending on location.The team would occasionally change the app’s pricing structure from free to paid (equal to $1) to cover its cost. Yet, despite the fact that they charged users, WhatsApp would rise to become a top 20 app in the U.S. App Store by the beginning of 2011.

WhatsApp’s growth was solely based on word of mouth and the quality of the product they delivered. Deeply affected by their experience at Yahoo, the founders promised themselves to never derail the app with ads or other distractions. To that extent, Koum had a note in front of his desk reminding him of the exact same thing.Being on top of the App Store world and building a high-quality product put the team on the radar of a lot of Silicon Valley investors. Yet, they were rejected right from the start. Acton’s fear, at the time, was that VC funding would lead to lesser decision-making power – and investors would force them to insert ads into the application.

One investor proved to be particularly enduring. Jim Goetz, Partner at Sequoia Capital, tried to get in contact with the founders for well over 8 months – without any success. Eventually, his persisting follow-ups led to a meeting at the Red Rock Café, a famous Mountain View workspace known to be home to many startup founders.Goetz ensured the duo that he’d only act as a strategic advisor and not force them to make any business decisions they weren’t comfortable with.

In the end, Sequoia was able to lead WhatsApp’s Series A round, which netted the company $8 million.The founders made sure to use the money to the best of their ability. By 2013, WhatsApp had over 200 million monthly active users and a staff of 50 people. Sequoia would go on to invest another $50 million via WhatsApp’s Series B, which valued the company at $1.5 billion.Ironically enough, when Goetz signed the check, Acton sent him a screenshot of the firm’s account balance, which was equal to $8.2 million. They simply needed the money ”for insurance”, as Acton recalled.

Being a highly capital efficient company with a rapidly expanding user base does eventually put you on the radar. In the spring of 2012, Koum’s email inbox was hit with the following subject line:“Get together?”The recipient was no one other than Mark Zuckerberg asking the WhatsApp founder to have a chat over dinner. Over the next year, the pair got together for many more of these dinners, discussing the chances of a potential acquisition.In mid-June 2013, when WhatsApp just crossed the 300 million user mark, the founders had a scheduled meeting with Google’s Head of Android Sundar Pichai (who now serves as the company’s CEO).

Pichai would even introduce the pair to then Google CEO and co-founder Larry Page. A few days before that meeting was bound to happen, a WhatsApp employee ran into Amin Zoufonoun, Facebook’s Director of Business Development and one of the brains behind the $1 billion Instagram acquisition.He told him that Acton and Koum were supposed to meet Page in the next few days. Zoufonoun immediately went back to the office to speed up the acquisition process in order to avoid a last-minute counteroffer by Google.

Yet, the founders still attended that Google meeting but actually didn’t even receive an offer from Google.About 2 weeks after that meeting, on February 15th, 2014, Zuckerberg and Koum inked the deal. Facebook would pay $19 billion to acquire 100 percent of WhatsApp, paying $4 billion in cash, $12 billion in stock, and another $3 billion in stock grants if the founders would stay on at Facebook for at least 4 years. The price ended up rising to $22 billion due to the share-based components of the deal.

To make this even more of a Cinderella story, Koum signed the agreement on the doorsteps of his old welfare home in Mountain View.Furthermore, the deal would make Koum and Acton overnight billionaires. Koum would make $6.8 billion after taxes while Acton would pocket $3 billion. Lastly, Sequoia walked away with $3.5 billion, which represented a 60-fold return on the firm’s $58 million investment.Ironically enough, both Acton and Koum applied for roles at Facebook after they left Yahoo but were ultimately rejected. Now, they had not only a seat at the table but access to quasi-infinite resources.

As a result, WhatsApp was able to triple its user base to 1.5 billion within 3 years of the acquisition.On the outside, everything was looking great but the tension between Facebook and WhatsApp executives began to rise soon after.Sheryl Sandberg, Facebook’s Chief Operating Officer, as well as many other Facebook executives started to push WhatsApp’s founding team to ease the end-to-end encryption it became known for.Furthermore, they wanted to include targeted ads within the app, a concept that both Acton and Koum opposed heavily (they even had a clause in their contracts that granted them accelerated payouts if Facebook insisted to include ads).

A few disagreements between the company’s employees also popped up. For instance, Facebook employees issued their dissatisfaction about the fact that WhatApp’s desks, which were brought over from their Mountain View location (WhatsApp moved into Facebook’s headquarters after the acquisition), were larger than the standard desks Facebook employees were equipped with.WhatsApp also negotiated for nicer bathrooms and had conference rooms which permitted Facebook employees from entering.

WhatsApp, on the other end, wasn’t without fault either. When the founders were tasked with replicating Snapchat’s Story feature into WhatsApp, Acton and Koum used that assignment as an excuse to delay exploring other revenue-generating avenues.Eventually, the mounting tension between the 2 camps became irreparable. On September 17th, 2017, Acton announced he would leave WhatsApp. Koum’s departure came just 7 months after (in April 2018). Due to their premature exit, Acton and Koum gave up $900 million and $400 million in stock compensation, respectively.

To make matters worse, Acton publicly denounced Facebook, criticizing the company on how it handled its user data in the wake of the Cambridge Analytica scandal. He even pushed people to stop using Facebook by publicly supporting the #DeleteFacebook movement.Facebook, that same year, was even slapped with a $122 million fine by the European Union due to providing “incorrect or misleading information” in regards to the acquisition.While all these incidents painted a gloomy picture of how miserable life as a Facebook-owned property can be, it did not seem to affect WhatsApp’s usage growth at all.

Particularly India, with its 1.37 billion inhabitants, became one of the major growth markets.WhatsApp’s popularity among Indians allowed many businesses to flourish by offering products and services to millions of smartphone users via the app’s Business tools. Unfortunately though, just like its mother company, WhatsApp became a breeding ground for spreading fake news.In 2017, 17 men were killed after false rumors of their attempts to kidnap kids from a village spread on the app.

WhatsApp introduced various measures, such as limits on message forwarding and full-page newspaper ads warning about these rumors, to combat the spread of fake news on its platform.In some instances, WhatsApp (albeit unintentionally) even caused political leaders to be ousted. In October 2019, Lebanon’s Prime Minster Saad Hariri, amidst intense public pressure, was forced to resign from his position after proposing a 20 percent tax on the first WhatsApp call users made in a day.And the bad news did not end there. In January 2021, WhatsApp announced that it would roll out a new privacy policy which forced users to share data with its parent company Facebook.

While it turned out to be a misunderstanding (Facebook already gathers WhatsApp data in an encrypted way, so user information remains private), the damage was already done.Many of its users flocked to other messaging platforms, such as Signal (as promoted in a tweet by Elon Musk), Telegram, or Viber. Initially, the company said it would remove users who wouldn’t accept the new terms. However, the company reversed its course days before the supposed go-live on May 15th, 2021.In fact, the company has now doubled down on privacy-related changes and other features that often mimic those of Telegram and such.

For instance, in June, the platform introduced multi-device support, which allows users to message on various devices at the same time. Other features include encrypted video chats as well as disappearing photos and videos (August 2021).Unfortunately, not everyone seemed to believe in WhatsApp’s noble intentions. In September 2021, Irish authorities imposed a €225 million (~$267 million) fine on WhatsApp for failing to tell some users how much data was shared with Facebook.

The fine was the second highest ever issued under Europe’s General Data Protection Regulation (GDPR), which was first introduced back in May 2018.Today, WhatsApp is widely considered to be the world’s largest communication platform. Over 100 billion messages are now being exchanged on the platform – every day. WhatsApp currently employs well over 1,000 people in 6 office locations across 4 countries.

How Does WhatsApp Make Money?

WhatsApp makes money by charging medium and large enterprises for access to its Business API. But before we go into more detail, let’s take a closer look at the firm’s previous monetization efforts.As earlier stated, WhatsApp used to monetize its customers via a subscription model. Users paid $1 per year to be able to use the app. That would be equal to a $2 billion revenue run rate given WhatsApp’s 2 billion user base.In 2016, 2 years after the acquisition, Facebook decided to ditch the $1 fee.

The underlying strategy was to continue focusing on user growth and help WhatsApp become the ubiquitous leader in the messaging space.That also meant ditching any plans to insert ads into the product. Whilst Facebook’s Messenger product does offer in-app advertising, its executives have decided to work with businesses to monetize WhatsApp.In 2018, WhatsApp launched its Business API, which became the first continuous effort to monetize the app post-acquisition.

The B2B tool is free to use for small companies. Meanwhile, larger organizations have to pay whenever they send a reply 24 hours after the initial message was sent. Everything beyond the 24-hour threshold will cost anywhere between $0.05 to $0.90 per replied message.Furthermore, WhatsApp partners up with other companies, such as the cloud communication platform Twilio, to deliver its API.

Future Monetization Channels

In recent times, multiple reports have emerged about new revenue streams that WhatsApp may pursue.WhatsApp has been working on a payment product since 2018. In June 2020, it finally launched a payment service in Brazil that allowed users to pay each other (mirroring Venmo and Zelle) as well as other businesses on the platform.Unfortunately, around 10 days later, Brazil’s central bank suspended the launch, stating that it wanted to “preserve an adequate competitive environment” within its mobile payments industry.

Mastercard and Visa, WhatsApp’s payment partners, were asked to suspend any money transfer within the app.While the failed launch was a tough pill to swallow, it hasn’t stopped the company from pursuing the payment concept.In November 2020, it enabled P2P payments in India, the firm’s largest market by user count. Business payments, in which WhatsApp would receive a portion of the order value, are expected to follow in the next few months. Also, in May 2021, Brazil lifted its payment ban, adding another country to the mix.

For the longest time it had been speculated that Facebook might finally decide to put ads on WhatsApp. Will Cathcart, the Head of WhatsApp, has indicated a more native approach.Instead of advertisements pointing towards a website (like on Messenger), ads would be directed at existing WhatsApp Business accounts that sell products and services a user might need.Another possibility might be ads within WhatsApp’s Story feature. These ads would, in all likeliness, show up in between stories. Businesses would then pay WhatsApp a fee in exchange for being shown on these advertorial placements.

Lastly, it has also been speculated that WhatsApp is set to introduce business directories as well as cashback rewards. With the directory, businesses would pay WhatsApp a fee for being listed or promoted on it while cashback rewards would grant the company a portion of the purchasing price (known as a referral fee).However, due to the firm’s troubled past, it remains very timid with the monetization features it introduces.

WhatsApp Funding, Valuation & Revenue

According to Crunchbase, WhatsApp has raised a total of $60.3 million across 3 rounds of venture capital funding. The company’s only investor throughout its startup time was Sequoia Capital, with partner Jim Goetz leading negotiations.The last time WhatsApp valuation was publicly disclosed occurred during its acquisition by Facebook. The tech giant paid a whopping $19 billion to acquire a 100 percent stake in the company.Facebook has furthermore decided to not disclose any revenue it generates from WhatsApp. Instead, any revenue figures are included in the firm’s overall income figures.

By: Victor

Hi folks, my name is Viktor. A twenty-something year old who all the sudden found himself in the world of blogging.The information you can find on this website is a reflection of my lifelong experiences working in technical account management, consulting, and data analytics. My work has been featured in a variety of media outlets, including Business Insider, Yahoo Finance, Seeking Alpha, Coindesk, BuzzFeed, and hundreds more……

Source: The WhatsApp Business Model – How Does WhatsApp Make Money?

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In Praise of Empathy: An Application of Social Psychiatry

In the business world and in popular culture, empathy has gained steady prominence. Daniel Goleman popularized the term emotional intelligence (or EI) in 1995, opining that it is as equal if not more important than IQ.1 Later, in a Harvard Business Review article “What Makes a Leader,” Goleman discusses EI as the sine qua non of leadership and again as a core communication skill.2

The business practice of design thinking encourages organizations to research customer empathy as key to understanding marketplace product or service need and solution design. Empathy is all the more important given our growing multicultural reality.

What is empathy? Can professional consultants, coaches, physicians, attorneys, MBAs, human resource professionals, clergy, therapists, and others think deeper about the merits of empathy? In what follows, I will explore these questions.

Two Types of Empathy

While several definitions exist, 2 generic types of empathy are evident. First, one-way empathy is the capacity to relate, be simpatico, or read others. George Herbert Mead called this “taking the role of the other.” Hence, we thoughtfully consider others and their viewpoint during our interaction. This is often easier said than done in today’s climate of extreme views.

We may have to practice a maturity once voiced by F. Scott Fitzgerald, who wrote that “the test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.” Second, there is two-way empathy, which includes the above, but embraces the communication of our understanding back to the individual we are relating to.

Practicing Empathy

The communication of empathy with another provides a supportive context, even a healing aspect for both patient and practitioner whether coach, consultant, physician, or therapist. Two-way empathy supports a patient’s self-validation and can encourage further self-exploration.

As change agents, we are a thought-partner who allows a patient to move to deeper levels of self-exploration with our empathetic communication. Moreover, isolation diminishes and interpersonal effectiveness increases. Empathy helps us feel less alone, especially if it is two-way empathic communication.

When we converse with another we can verbally and nonverbally acknowledge what we are hearing. The preeminent psychologist Carl R. Rogers, PhD, advocated for this style of communication.3 He suggested empathy was an attitude, a check in with another individual to confirm understanding of their comments. This promotes communication.

With this type of empathy, we are not offering interpretations of what we hear or see or sense. We are not searching for unconscious processes, nor are we searching for how to disagree. While somewhat superficial, this empathy type is critical to promote self-esteem and a sense of safety in others during our interaction.

We bolster our own self-concept while also supporting the self-concept of others when we acknowledge understanding (whether we agree with their comments or not). With two-way empathy, we convey safety and trust in a patient or other client without judgement. We thereby model kindness, general understanding, and tolerance. Moreover, we hope the patient builds or exercises growth in their own empathy.

There is a deeper empathy too that should be acknowledged. The noted psychiatrist Heinz Kohut, MD, calls this vicarious introspection.4 Here, we move beyond mere recognition and communication of our understanding of another’s immediate experience. Instead, we attempt to see another’s bigger life situation, their past experience, and likely its influence on their immediate experience with us. To ourselves we may ask several questions:

– What is the entirety or the whole of the other’s perceived situation?

– What are conscious and unconscious elements of a patient’s life history?

– What might it be like to be the other?

We may or may not communicate our answers to such questions to the other person, but we strive to understand more deeply what is being communicated. Kohut suggests we value empathy as a facilitative method to enable a patient to receive interpretations. Of course, not all patients can tolerate the depth of our empathetic response. Hence, practitioners must gauge patient acceptance while we simultaneously gauge our ability to communicate sensitive areas in our interactions.

Coaching has value here, without being overly therapeutic. Organization consultants and others might not be sufficiently experienced to embrace this empathy type. Therapists, on the other hand, often make use of vicarious empathy.

Another aspect of empathy can be identified as a here and now or moment to moment style of patient interaction. We strive to be in the patient’s shoes in total, as the psychiatrist R.D. Laing, MD, voiced. Laing even embraced this deep type of empathy for use with his psychotic patients. To merge with another using a here and now approach, we are aware of a patient’s movements, postures, gestures, facial expressions, comments, and pauses in communication.

Several human growth impromptu approaches also embrace verbal and nonverbal sensitivity to a patients’ total presentation. These include J.L. Moreno, MD’s “Sociodrama and Psychodrama,” Frederick S. Perl, MD, PhD’s Gestalt Therapy, and Daniel Glasser, MD’s Reality Therapy.

Here and now micro practice is most suitable for experienced professionals. We think and feel our way into a patient’s inner world and undertake their journey as partners. As practitioners we grasp our patients’ struggle and help articulate and explore their concerns through empathy. Reflection on a patient’s comments takes place, yet content, feelings, and interpretations may all help promote client development.

Concluding Thoughts

As mentioned, the approaches to empathy explored above may in part overlap. Here and now empathy however is best applied in a therapeutic context, while the other 2 forms may be most useful with coaches and organization consultants. Some approaches may be useful in tandem and not applied exclusively.

Nevertheless, the goal is patient recognition that they are understood. Being understood may facilitate their problem solving and/or growth. We must use empathy with positive intention, and never use it with negative intention (as a means to psychopathic, sadistic, or other selfish ends).

Other forms of empathy remain unexplored in this essay, such as self-empathy and societal empathy for national and/or global epic conditions such as mass shootings, COVID-19 deaths, wars, starvations, threats to democracy, etc. In all its forms, empathy challenges us to a higher level of humanness. We remain to ourselves and to others in praise of empathy as a vehicle for humanizing patients’ lives.

By:

Dr Green is a former National Endowment for the Humanities Fellow.

Source: In Praise of Empathy: An Application of Social Psychiatry

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Reducing Risk When Migrating Mission-Critical Applications To The Cloud

Over the last decade, significant strides have been made in cloud computing, and today’s enterprises have substantial data and application footprints in the cloud. Many organizations are moving toward implementing cloud-based operations for their most crucial business applications.

A cloud-first mindset is usually a given for new companies and continues to gain traction for established enterprises. Still, existing legacy infrastructures and large on-premise footprints that don’t map easily to cloud architectures are slowing and even blocking faster adoption.

Organizations are poised to prioritize cloud investments over the next five years, according to the results of IDC’s Future of Operations research. The appeal includes the potential for an improved experience for customers, employees and suppliers/partners, better development agility, improved time to market and increased operational efficiency across organizations.

Although a pivot to the cloud could complete the evolution of the business from an operational and capital perspective, significant barriers to broader adoption still exist.

Cloud spending is on track to surpass $1 trillion by 2024, partly due to urgent changes to business operations driven by the pandemic, which accelerated cloud adoption timelines for many companies. And the results of recent research find that optimizing cloud costs tops companies’ 2021 priorities for the fifth year in a row.

Increasingly ambitious migration timelines are driving important decisions about moving critical applications without fully understanding the risks. Organizations are addressing application and data migration with largely ineffective one-size-fits-all solutions that don’t always meet expectations, often causing more problems than they promise to solve.

Others are moving with extreme caution when deciding which applications to keep on-prem and which to move, migrate or refactor. Mission-critical apps remain on the legacy infrastructure to assure control over the foundational data and safely maintain business as usual.

Moving from massive, on-prem data centers to the cloud presents a future filled with possibilities but also a level of risk due to the various unknowns within this significant paradigm shift. After all, a mission-critical app can be essential to the immediate viability of an organization and fundamentally necessary for success.

Although moving to the cloud is the way forward for many modern companies, migration can prove time-consuming and highly challenging, often with incomplete or unacceptable results. Successful migration can further business opportunities, but the risk of failure is considerable, and the high visibility that accompanies these major initiatives increases the level of exposure and consequences of said failure.

Mission-critical initiatives often cross the length and breadth of organizations, across low-level operational groups up to the C-suite and beyond. But just as all data is not created equal, neither are clouds or migration strategies.

Data Mobility Matters

With increasing cloud investments comes a growing need for more accessible data mobility. As more data moves to the cloud and strategies expand to occasionally include multicloud environments, there’s an expectation that underlying cloud resources deliver about the same level of performance as on-prem. But, often, the required type and volume of cloud resources are not available and deployment is difficult or impossible.

Performance is instrumental in determining where a mission-critical application should live and drives myriad scaling considerations and challenges. Sometimes, particular features, functionality and capabilities are lacking.

Perhaps the data primarily resides in a private or hybrid cloud to engage in cloud bursting on the public cloud when capacity needs to balloon. Longtime legacy challenges of architecting for the peak versus the average persist. Still, cloud decisions have forced IT leaders to relinquish a level of control over the physical infrastructure, significantly increasing risk.

Managing data mobility is challenging. To increase success, plan an approach that minimizes workflow disruptions of critical processes while ensuring sufficient capacity to support expected workloads and providing enough scalability to handle unexpected workloads. Managing random workload fluctuations requires a solid plan and a scalable, flexible and agile architecture to avoid those black swan events that are all too threatening.

Cloud Migration Considerations

Successful migration is not easy, but for many applications, it’s pretty simple to migrate to a platform as a service (PaaS) or managed service and be up and running fairly quickly. But for those performance-sensitive vertical stack monolithic applications running on the most expensive hardware for decades, moving can prove challenging and even impossible.

Ideally, refactoring enhances an application without negatively modifying external behavior and improving the internal architecture, as well as perhaps gaining cost efficiencies, maintenance or performance. But not all mission-critical applications are a fit for a refactor. Complexity, cost and the risk of disrupting a mission-critical app that’s performing as expected are valid reasons to leave some apps on-prem.

Others are constrained by performance requirements that aren’t achievable in the cloud with current offerings. There are fundamental limitations to the types of applications and databases that can quickly move to the cloud, and overhauling those solutions introduces significant risk, possibly resulting in critical delays and higher costs.

Solving Migration Problems

The best plan to mitigate the risks and improve the odds for cloud migration is to eliminate silos between multiple clouds and on-prem — regardless of type or location — facilitating a free flow of information in a simple, resilient, well-understood fashion. The next truth can’t be overstated:

Data is the new oil and should be treated as such. Just as trained specialists are leveraged to find and extract oil, specialized experts should be utilized when performing high-risk, business-changing moves regarding mission-critical data and the application stacks that access it. Ideally, the team migrating mission-critical applications should be proficient in enabling data mobility across environments without refactoring to reduce risk.

The question of cloud migration in 2021 is often no longer “if” but “when and how.” The material risk of maintaining the status quo can be significant, and avoiding moving mission-critical applications to the cloud is often no longer an option. A wise man once said, “What’s dangerous is not to evolve,” and this truism fully applies to an organization’s journey to the cloud.

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Source: Reducing Risk When Migrating Mission-Critical Applications To The Cloud

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