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SC0-471 - Strategic Infrastructure Security - Dump Information

Vendor Name : SCP
Exam Code : SC0-471
Exam Name : Strategic Infrastructure Security
Questions and Answers : 179 Q & A
Updated On : February 21, 2019
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SCP SC0-471 Exam (Strategic Infrastructure Security) Detailed Information

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SC0-471 Strategic Infrastructure Security

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SC0-471 exam Dumps Source : Strategic Infrastructure Security

Test Code : SC0-471
Test Name : Strategic Infrastructure Security
Vendor Name : SCP
Q&A : 179 Real Questions

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SCP Strategic Infrastructure Security

protection licensed program (SCP) Certification and certificate alternatives | killexams.com Real Questions and Pass4sure dumps

The SCNA certification gives college students with perception on various kinds of hardware and application, and how to put in force and increase community protection method and coverage. The coursework is for advanced, skilled IT professionals.

at present, certified SCNPs are eligible to take the courses crucial to pursue the SCNA designation. students should still remember networks, networking, and community security.

college students finished two advanced courses in network security, advanced protection Implementation and enterprise safety options. issues of study encompass:

  • legislations and law
  • Forensics
  • instant safety
  • at ease electronic mail
  • Biometrics
  • PKI policy and structure
  • familiar career alternate options

    The SCNP designation is a core-tier certification that prepares people that complete the process for quite a lot of career paths, including here:

  • safety knowledgeable
  • security administration
  • wireless safety expert
  • Cisco safety expert
  • moral hacking expert
  • advice expertise (IT) professionals who've earned the SCNS designation may fill the following roles:

  • IT technician
  • tips Assurance Technical (IAT) level 2 place (govt worker)
  • A recipient of the SCNA designation often fulfills a leadership function within an advice technology department. selected positions may additionally consist of:

  • security administrator
  • information technology manager
  • Employment prospects and income info

    people who cling both a bachelor's degree in an IT-related field and the SCNA credential may additionally locate jobs as network architects. The U.S. Bureau of Labor records (BLS) notes that median salaries for these specialists came to $one hundred,240 in 2015. A 9% enhance in job alternatives became projected by the BLS for laptop network architects from 2014-2024.

    carrying on with training

    There are a wide array of training classes and certifications obtainable based upon hobby, career goals, and specific hardware or application needs. quite a few carriers, akin to Microsoft, Novell, and Cisco, offer some of the most identified designations.

    information know-how professionals can enroll within the safety licensed software to coach for three different ranges of certification. people with these credentials can work quite a lot of IT jobs and can want to pursue additional certifications.


    6 purposes of artificial Intelligence to your give Chain. | killexams.com Real Questions and Pass4sure dumps

    source: Forbes

    once idea to be a concept most effective sci-fi motion pictures may produce, synthetic Intelligence (AI) has turn into a topic of our mainstreams and everydays.

    The skills of AI enhancing well-known enterprise activities and strategies hasn’t just sparked the pastime of americans and agencies globally, however has initiated swift implementation.

    however, what's AI?

    supply: Lenovo

    synthetic Intelligence is an intelligence displayed via machines, during which, studying and action-based mostly capabilities mimic autonomy as opposed to manner-oriented intelligence.

    The easiest method to take note the potential software of AI is to obviously outline it’s knowledge cost-brought.

    delivered via Gartner Analyst, Noha Tohamy, at Gartner’s give Chain executive conference, AI was broken down into two classes:

  • “Augmentation: AI, which assists humans with their day-to-day initiatives, for my part or commercially without having complete handle of the output. Such synthetic Intelligence is used in virtual Assistant, records analysis, software options; where they are notably used to cut back mistakes as a result of human bias.
  • Automation: AI, which works completely autonomously in any box with out the want for any human intervention. for instance, robots performing key method steps in manufacturing flora” (arkieva.com 2017).
  • enhancing productivity and earnings.

    understanding these two classes of AI capacities is critical for future implementation of AI into company work equipment. In selected, the application of AI into deliver Chain connected-initiatives holds high abilities for reinforcing true-line and bottom-line price.

    previous stories, by means of the Tungsten community, have advised that beneficial time and cash is wasted on trivial deliver chain linked-initiatives which are conducted operationally via humans.

    “companies estimate they spend on regular per week round fifty five hours doing manual, paper-based mostly processes and assessments; 39 hours chasing bill exceptions, discrepancies and blunders and 23 hours responding to supplier inquiries” (mhlnews.com 2017).

    This loss- has been equated to round 6500 hours, all over the work yr, that businesses are throwing away with the aid of processing papers, fixing purchase orders and replying to suppliers.

    imagine if a business could automate such projects that are (greater or much less) ‘wasting time’.

    neatly… There’s no longer in reality any should think about anymore. businesses, even at that commercial enterprise level, have already begun the implementation of AI tech into daily give chain tasks. Tech companies comparable to IBM, Google, and Amazon have launched products that make the most of artificial intelligence.

    “McKinsey estimated that tech giants reminiscent of Google and Baidu spent some $20 billion to $30 billion on AI ultimate 12 months, of which 90% turned into on research and building and the relaxation on acquisitions of intellectual properties or groups” (asq.org 2017).

    The graphic below suggests a breakdown of the functions of AI in 835 different groups in the past 12 months.

    source: HBR

    whereas the skills for AI utility and implementation is quickly visualized during this graph, it lacks a percent exact to provide chain management (SCM). That’s as a result of, of the companies surveyed, utility of AI into SCM linked activities hasn’t been actualized on a wide-scale.

    “simplest 2% are using artificial intelligence to monitor inside legal compliance, and best three% to detect procurement fraud (e.g., bribes and kickbacks). […] simplest 7% of manufacturing and service organizations are using AI to automate production actions. similarly, best eight% are the usage of AI to allocate budgets across the business. simply 6% are the usage of AI in pricing” (hbr.org 2017).

    So…

    How can AI be applied inside SCM activities?

  • Chatbots for Operational Procurement:
  • Streamlining procurement connected projects throughout the automation and augmentation of Chabot skill requires entry to amazing and intelligent records units, wherein, the ‘procuebot’ can be capable of entry as a body of reference; or it’s ‘brains’

    As for each day tasks, Chatbots may well be utilized to:

    · communicate to suppliers all through trivial conversations.

    · Set and ship moves to suppliers regarding governance and compliance substances.

    · region purchasing requests.

    · research and reply inside questions regarding procurement functionalities or a company/organisation set.

    · Receiving/filing/documentation of invoices and funds/order requests (Smith 2016).

    2. machine studying (ML) for deliver Chain Planning (SCP)

    deliver chain planning is a vital exercise inside SCM method. Having clever work equipment for constructing concrete plans is a must in today’s business world.

    ML, applied within SCP may support with forecasting inside stock, demand and provide. If applied accurately via SCM work equipment, ML might revolutionize the agility and optimization of give chain choice-making.

    through utilising ML technology, SCM gurus — accountable for SCP — could be giving best possible situations primarily based upon clever algorithms and computing device-to-computing device evaluation of massive information units. This sort of capacity may optimize the beginning of items whereas balancing deliver and demand, and wouldn’t require human analysis, however somewhat motion atmosphere for parameters of success.

    three. machine getting to know for Warehouse management

    Taking a better seem at the domain of SCP, its success is heavily reliant on proper warehouse and inventory-based administration. inspite of demand forecasting, deliver flaws (overstocking or beneath stocking) can be a catastrophe for essentially any client-based company/retailer.

    “A forecasting engine with computer learning, just continues looking to see which combinations of algorithms and records streams have the most predictive vigour for the diverse forecasting hierarchies” (forbes.com 2017).

    ML gives an endless loop of forecasting, which bears a always self-improving output. This kind of capabilities may reshape warehouse administration as we be aware of these days.

    4. self sufficient vehicles for Logistics and delivery

    Intelligence in logistics and transport has develop into a middle-stage form of center of attention inside provide chain administration within the contemporary years. sooner and greater accurate shipping reduces lead instances and transportation charges, adds elements of environmental pleasant operations, reduces labor expenses, and — most important of all — widens the gap between rivals.

    If self reliant motors had been developed to the expertise — that definite business analysts and tech authorities have hypothesized — the have an effect on on logistics optimization would be astronomical.

    “the place drivers are confined by law from using more than 11 hours per day with out taking an 8-hour destroy, a driverless truck can power virtually 24 hours per day. That means the technology would comfortably double the output of the U.S. transportation network at 25 % of the can charge” (techcrunch.com 2016).

    5. natural Language Processing (NLP) for statistics cleansing and constructing facts Robustness

    NLP is a part of AI and laptop discovering, which has superb advantage for deciphering huge amounts of overseas language statistics in a streamlined method.

    NLP, applied throughout the relevant work took, may build records sets regarding suppliers, and decipher untapped information, due to language barrier. From a CSR or Sustainability & Governance point of view, NLP technology could streamline auditing and compliance moves prior to now unable because of present language boundaries between purchaser-organization our bodies (greenbiz 2017).

    6. ML and Predictive Analytics for employer selection and organisation Relationship administration (SRM)

    agency selection and sourcing from the appropriate suppliers is an expanding concern for reinforcing supply chain sustainability, CSR and supply chain ethics. organisation related dangers have become the ball and chain for globally visible manufacturers. One slip-up within the operations of a supplier physique, and unhealthy PR is heading appropriate against your business.

    however, what in case you had the best possible state of affairs for service provider alternative and chance management, right through each agency interplay?

    records units, generated from SRM moves, similar to corporation assessments, audits, and credit score scoring provide a vital foundation for extra choices related to a organization.

    With the aid of laptop discovering and intelligible algorithms, this (in any other case) passive information gathering could be made lively.

    service provider preference would be greater predictive and intelligible than ever before; creating a platform for fulfillment from the very first collaborations. All of this assistance can be easily obtainable for human inspections but generated via laptop-to-computing device automation; offering numerous ‘best company scenarios’ in line with whatever parameters, by which, the user desires.

    What’s the seize?

    One could hypothesize that SCM is a part of the cost chain that could be closely impacted through AI implementation, for the stronger and the worst. Of route, augmentation and automation lift protection and protection considerations for IT infrastructure and human life.

    however, something that is probably much more threatening to company: AI implementation will start replacing jobs.

    source: EPS information

    “4 years in the past, an Oxford college look at anticipated 47% of jobs can be automatic via 2033. Even the near-term outlook has been quite terrible: A 2016 report by way of the corporation for economic Cooperation and construction (OECD) stated 9% of jobs within the 21 countries that make up its membership could be automated. And in January 2017, McKinsey’s analysis arm estimated AI-driven job losses at 5%” (hbr.org).

    These numbers are complicated for most to accept, but the real future of enterprise lies within computer-to-laptop work; the automation of — currently — human manned-positions.

    until next week.


    battle for Hydrogen Funding | killexams.com Real Questions and Pass4sure dumps

    When the former executive director of popular Motors’ gas-mobile application, J. Byron McCormick, resigned from the branch of power’s hydrogen advisory committee, he didn’t go quietly. On Monday, he sent the energy secretary, Steven Chu, a letter critical of the agency’s choice to kill funding for gasoline-telephone cars in the proposed 2010 budget, stated The Hydrogen & gas telephone Letter.

    Hydrogen refueling stationDavid McNew/Getty images A hydrogen refueling station in los angeles that opened in 2008.

    “I’ve currently retired to New Mexico,” Mr. McCormick wrote in an e mail message. “And as i thought about the determination, how it was worded, and the undeniable fact that the funds changed into zeroed, I didn’t think I may in any way appear to be supportive. … And quite truthfully, I didn’t wish to put my energy into debating people who … have certainly not touched true hardware, tried to build companies during this area or dealt with real valued clientele using precise items.”

    closing week’s cries of rage concerning the company determination had been little doubt heard far and wide Capitol Hill. Hydrogen has some influential supporters — among auto corporations in addition to industry groups — and they are making clear that they'd like to see the restoration of what is comfortably a $100 million cut from 2009.

    both Toyota and Honda observed their primary gasoline-mobile analysis is undertaken in Japan, so that they’re now not without delay affected. but it surely’s the principle of the element.

    Edward B. Cohen, American Honda’s vice president for government and business relations, referred to the decision “sends the wrong signal — it suggests that there isn’t the self belief in hydrogen for motor vehicles that there must be.”

    Some critics of the energy branch’s choice are personalizing this sudden lack of confidence in the gasoline-mobile transportation future, seeing it as a misstep by Mr. Chu, whose work at Lawrence Berkeley national Laboratory situated on biofuels. “We aren’t giving up on Dr. Chu,” referred to Robert Rose, govt director of the U.S. gas cellphone Council. “He hasn’t met with the correct hydrogen analysis from the auto trade — he’s been busy and is short-staffed.” Mr. Rose additionally noted: “Congress will seem to be cautiously at this.”

    next yr, the power branch is proposing to rename the application to replicate its new priority in stationary fuel cells for backup vigour and different applications, and funding would be reduced to $sixty eight million from $168 million.

    “We actually disagree with the administration’s choice,” talked about Patrick Serfass, a spokesman for the country wide Hydrogen association. “And like lots of other gamers, we’re not certain why it become made. From the hydrogen business viewpoint, we don’t feel we now have been ineffective in any respect. We’ve had loads of success over the last couple of years and are carrying on with to demonstrate growth.”

    Mr. Chu’s comment on the reduce, doubtless hectic some advocates’ passions, echoed the generally heard comment that hydrogen is all the time at least two decades away. meanwhile, the wiring of charging stations for plug-in electric powered automobiles is gathering steam. “We requested ourselves,” Mr. Chu spoke of, “‘Is it likely within the subsequent 10 or 15, 20 years that we are going to convert to a hydrogen motor vehicle economy?’ The answer, we felt, turned into ‘no.’”

    but the automakers at the forefront of gas-cellphone development, including Honda, Toyota and everyday Motors, favor to hedge their bets, relocating each plug-in and hydrogen applied sciences forward unless a transparent winner emerges.

    In a statement, G.M. referred to it became staying the path. in accordance with Lawrence D. Burns, G.M.’s vice chairman for analysis and development and strategic planning, and the business’s most seen hydrogen recommend: “We proceed to believe that hydrogen is a key to solving the nation’s mid- to long-term considerations of power safety, decreased petroleum use and greenhouse gas emissions as well as being part of the reinvention of generic Motors.”

    Mr. Burns referred to G.M.’s fleet of a hundred and fifteen Chevrolet Equinox gasoline-phone motors has logged more than 750,000 miles and “carries true fuel-telephone automobiles being pushed with the aid of real individuals.”

    John Hanson, a Toyota spokesman, stated the company doesn’t see a single clear vehicle solution — at the least now not yet. “In some regions of the U.S., a hydrogen fuel telephone might make extra sense than a battery electric, or compressed natural fuel might work superior than a plug-in hybrid,” he mentioned. “We consider hydrogen fuel cells should be very crucial, though we don’t disagree that it's a future expertise.”

    Mr. Hanson touched on the greatest impediment to a hydrogen energy economy: the daunting want for a national community of hydrogen refueling stations. There are an estimated sixty five hydrogen stations in the u.s., and only one hundred eighty world wide. electric powered automobile recharging is additionally embryonic, however a few businesses (together with the Renault-Nissan Alliance and stronger vicinity) are signing contracts with local, state and federal governments to position that infrastructure into place.

    “It’s secure to claim that over the closing 4 or five years, gasoline-telephone expertise has advanced at a faster fee than battery technology,” Mr. Hanson pointed out. “The hard elements are reducing charges, setting up an infrastructure and finding out a hydrogen process with a low carbon footprint. These are challenges, however we’re making development.”


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    Cadence and Green Hills Software Announce Strategic Partnership to Accelerate Embedded System Safety and Security | killexams.com real questions and Pass4sure dumps

    SAN JOSE, Calif.--(BUSINESS WIRE)--Cadence Design Systems, Inc. (NASDAQ: CDNS) and Green Hills Software, a privately held company, today announced a strategic partnership that is expected to leverage their respective strengths to drive embedded system safety and security, while accelerating growth for both companies. As part of the partnership, Cadence has invested about $150 million that represents an approximate 16 percent ownership interest in Green Hills, and Cadence CEO, Lip-Bu Tan, has joined the Green Hills Board of Directors.

    There continues to be rapid growth of hyperconnected embedded systems that are deployed into critical infrastructure such as aerospace and defense, automobiles, industrial and medical devices. Security has become one of the most serious challenges that these industries face, and it is paramount that all embedded systems are designed with safety and security in mind.

    Green Hills is the industry leader in embedded safety and security software solutions, with its INTEGRITY-178B real-time operating system having been certified to EAL6+, the highest Common Criteria security level achieved for an operating system. Green Hills products are broadly deployed across multiple application domains, particularly in aerospace and defense, with customers including Boeing and Lockheed Martin, and in automotive, with many top OEM and Tier 1 customers including Toyota and Ford.

    The partnership furthers the Cadence System Design Enablement strategy and builds upon its leading core electronic design automation (EDA), verification hardware, embedded processor and IP solutions to address new market expansion opportunities in the estimated $3 billion plus embedded system safety and security space. Cadence and Green Hills expect to collaborate on providing integrated solutions that comprehend both hardware and software aspects of safety and security, to enable the development of highly secure embedded systems.

    The partnership will leverage the technologies, domain expertise, market reach and resources of both companies to explore opportunities for joint go-to-market and technology collaboration across the companies as well as joint marketing initiatives.

    “The hyperconnected era is creating increasing safety and security challenges, particularly for the critical aerospace and defense, automotive, medical and industrial IoT domains,” said Lip-Bu Tan, chief executive officer of Cadence. “By partnering closely with Green Hills, we look forward to delivering solutions that will accelerate the development of highly secure embedded systems in these critical areas and furthering our System Design Enablement strategy by broadening our reach in these verticals to expand beyond our core business into newer adjacent areas of the system space.”

    “Security is the joint responsibility of software and hardware,” said Dan O’Dowd, founder and chief executive officer of Green Hills Software. “This new partnership between Cadence and Green Hills Software brings together the best in hardware and software know-how to supply the developers of internet of things devices with end-to-end support to enhance the safety and security of their devices and prevent them from being compromised.”

    About Cadence

    Cadence enables electronic systems and semiconductor companies to create the innovative end products that are transforming the way people live, work and play. Cadence® software, hardware and semiconductor IP are used by customers to deliver products to market faster. The company’s System Design Enablement strategy helps customers develop differentiated products—from chips to boards to systems—in mobile, consumer, cloud datacenter, automotive, aerospace, IoT, industrial and other market segments. Cadence is listed as one of Fortune Magazine’s 100 Best Companies to Work For. Learn more at cadence.com.

    About Green Hills Software

    Founded in 1982, Green Hills Software is the worldwide leader in embedded safety and security. In 2008, the Green Hills INTEGRITY-178B RTOS was the first and only operating system to be certified by NIAP (National Information Assurance Partnership comprised of NSA & NIST) to EAL 6+, High Robustness, the highest level of security ever achieved for any software product. Green Hills Software’s open architecture, integrated development solutions address deeply embedded, safety/security and high-reliability applications for the military/avionics, medical, industrial, automotive, networking, consumer and other markets that demand industry-certified solutions. Green Hills Software is headquartered in Santa Barbara, CA, with European headquarters in the United Kingdom. Visit Green Hills Software at www.ghs.com.

    © 2019 Cadence Design Systems, Inc. All rights reserved worldwide. Cadence, the Cadence logo and the other Cadence marks found at www.cadence.com/go/trademarks are trademarks or registered trademarks of Cadence Design Systems, Inc. All other trademarks are the property of their respective owners.


    Cybera announces strategic Virocom partnership and bolsters EMEA team | killexams.com real questions and Pass4sure dumps

    New agreement and strengthening of EMEA team offers a compelling proposition for the retail sector

    LONDON, UK – 19th February 2019: Cybera, the market leader in delivering SD-WAN application and security services, has announced a new strategic partnership with leading network service provider, Virocom, which will enable Cybera to strengthen its channel relationships and drive rapid growth within the EMEA market.

    Cybera’s purpose-built network services platform will empower Virocom’s retail customers that operate multiple remote business locations, to rapidly deploy, secure, and optimise new cloud-based applications and services.

    Julian Andrews, Managing Director at Virocom, comments on the partnership: “Virocom and Cybera are key players in the dynamic area of retail transformation and innovative technology. We see high value in this partnership and are working together to present a powerful portfolio that accelerates retail customer success.”

    “We are aware of the pain points businesses experience along the digital transformation journey – a journey that must be endeavoured to stay relevant and evolve in the volatile retail market. Together, we remove the fear of taking those first vital and obligatory steps of future proofing the integrity of a business’ infrastructure, whilst allowing them to gradually migrate to a digital environment. Our solution does more than help our customers survive current business needs. With us, they evolve and thrive.”

    Hubert Da Costa, SVP and GM of EMEA operations at Cybera, adds: “Virocom’s stellar culture combined with the depth of quality throughout its organisation, makes it the perfect partner for continuing our global journey. This partnership enables Cybera to leverage the channel, which is the most powerful route to market for any organisation as it prioritises international expansion.”

    “Unlike traditional networking approaches, we deliver secure application networks rather than site-to-site connections and VPNs. With Cybera, each application has its own secure network that is both optimised and prioritised based on specific business requirements, including performance and security. We truly believe that the opportunities for this new partnership between Cybera and Virocom are endless.”

    To further accelerate its engagement with the channel partner community, Cybera has appointed Michael Prescott as its new EMEA Sales Director, while Roger Jones has joined as EMEA Solutions Director, helping to further build Cybera’s presence within the region.

    With over 20 years of IT sales experience behind him, most recently with Dell Technologies, Michael’s previous leadership positions within Avaya, EMC and Honeywell has armed him with extensive knowledge of the channel, retail, hospitality and transport sectors. This will prove invaluable as Michael drives increased sales for Cybera.

    Roger Jones joins Cybera with over a quarter-century of technical experience behind him and will oversee the direction of Cybera’s new and existing customer solutions. Previously leading O2’s technical team, Roger also possesses extensive knowledge of the retail sector, having played a leading role in securing a £70m, five-year managed WAN deal with UK retail giant, Sainsbury’s.

    “Having Michael and Roger join the Cybera team is testament to our ambitious growth strategy. The experience that they both bring will prove invaluable to realising our short and long-term growth aspirations,” added Da Costa. “Their work with global, recognised technology and retail conglomerates is a major element of Cybera’s proposition, allowing us to increase the speed of engagement with partners, whilst developing targeted solutions that meet their business-critical needs.”

    – Ends –

    About Cybera Inc.Cybera enables business for distributed enterprises, including retail and hospitality, healthcare, financial services and other key verticals with many remote locations. The company is the market leader in delivering application-based SD-WAN services. Its cloud-based services are purpose-built for widely distributed enterprises and IoT devices, helping to take the complexity and cost out of secure application networking and to future-proofing new business opportunities. This allows customers and managed service provider partners to bring on new network and security services across 1000s of remote sites at a disruptive pace.

    Cybera helps customers, power the world’s largest SD-WAN deployment with 16,000+ locations, the largest loyalty application in the world, and the largest mobile payment application. The company has been named an IDC Innovator, a Gartner Cool Vendor and recognised seven times by Inc5000 as one of America’s fastest growing private companies. Investors include Sumeru Equity Partners, a Silicon Valley based spin out of Silver Lake. For more information about Cybera, visit www.cybera.com.

    About VirocomVirocom are excited about technology and the potential power of its applications for the future and firmly believe that all consumers should achieve the maximum benefits from the tech they employ! Established in 2004 with an in-depth knowledge and experience of the business communications spectrum, Virocom deliver tailormade services through its unique software layer application Ascension Cloud.

    We explore strategic partnerships, collaborating to increase automation, strengthen security and provide customer satisfaction by consistently providing solutions that enable frictionless and highly automated environments, simplifying complex and new tech for all enterprises.

    Through partner alliances we offer vital multifaceted services identifying and offering fluid solutions that are firmly aligned to our customers’ goals keeping them relevant online and on the high street.

    Source: RealWire


    Measuring Strategic Progress Against ISIS | killexams.com real questions and Pass4sure dumps

    Measuring Strategic Progress Against ISIS

     

    Patricia H. M. Morrissey

     

    “’All the airstrikes and the operations were for nothing if we aren’t able to hold the areas cleared of the militants,’ said Rezwanullah Basharmal, the senior Afghan official in Deh Bala.  ‘We, the district government, don’t have the capacity and enough numbers of forces to protect the area.’”

     

    -- WSJ: “U.S., Afghan Offensive Crushes Islamic State in Area Near Pakistan,” 21 June 2018

    Introduction

     

    Over the past four years the United States and its partners have labored mightily to remove ISIS “Core” from its self-declared Caliphate in Iraq and Syria, sever the global organization’s connection to its branches, and disrupt its propaganda and recruitment capabilities, but the number of ISIS-affiliated groups has grown and emerged in new places.  In this global fight, we continue to assess progress against ISIS and its branches and networks using maps that show territory physically taken, fighters killed, locations of enemy and friendly forces, and we count numbers of IDPs in camps or returned to their homes.  We attempt to identify jihadist leaders and their locations so they can be detained or targeted.  This information tells us very little about the underlying political and social competition or the longer-term prospects of our partners for sustainably defeating ISIS.  As history has taught us, quantitative assessment of an insurgent or violent extremist enemy’s strength versus our own only provides a fleeting, surface-level snapshot of current conditions. 

     

    In order to make a clear case that the aggregate efforts of the Global Coalition to Counter ISIS (or Daesh as they are called in some countries) are showing progress towards “defeating” ISIS, we must understand the nature of this movement as a competition between its local jihadist groups and existing government leaders and institutions, at all levels, for the allegiance or submission of the population.  In other words, we must address it for what it is: a networked global insurgency.  ISIS branches and affiliates are competing for control over populations in vulnerable communities around the world, using the physical and ideological potency of the global network to strengthen itself.  Understanding this competition is central to the ability of the US and its allies to select the appropriate tools to assist legitimate local leaders to achieve and sustain strategic success against ISIS.    

     

    The objective of this paper is to provide a basis for articulating a clear strategy to defeat ISIS over the long term, and to provide a theoretical framework for prioritizing civilian programs and military operations based on that strategy.  While passive and active measures to deny ISIS movement and its trans-regional communications, and to disrupt its propaganda and recruitment apparatus, are critical to containment of the immediate threat, the focus of this paper is on long-term strategy of the U.S. and Coalition against this global insurgency and our ability to measure progress towards defeating ISIS’ control of key populations and territory.  To demonstrate strategic progress against ISIS, we must be able to help local communities protect themselves against ISIS’ ability to influence and coerce them into submission to their authority.  

     

    Global Strategy

     

     

     

    The ability of the US and Coalition partners to physically interfere with ISIS’ command and control, intelligence gathering, propaganda and facilitation system is severely constrained because it rides on the global public communications infrastructure. We can monitor communications with massive resources, but we cannot wage command and control warfare against an infrastructure that citizens around the world rely on for communications, commerce, and safety, amongst other services.  We can counter the messages that ISIS uses those networks to deliver, but to make progress against ISIS we must keep our focus on helping partner governments provide political narratives that address core values and local grievances and assist them in backing up those narratives with action. 

     

    Chasing purveyors of violent extremism and their facilitators around the internet is not a winnable long-term game.  We must think realistically about effective ways to undermine ISIS as a global movement.  The most strategic end-state of the USG’s D-ISIS Strategic Framework requires the US and partners to degrade ISIS such that “it is unable to function as a unified, global organization and regresses into smaller, disaggregated organizations whose violent activity is detected and disrupted by local and regional governance, security and law enforcement.”[i] This requires us to understand how ISIS gains support or compliance at the local level and then spreads its authority to nearby communities, as it did in western Iraq and eastern Syria in 2013-14 when it overwhelmed and coopted insecure Sunni communities that had been abused and neglected by the central Shiite-led government.

     

    Many national security experts understand what the strategic fight is going to take in terms of resources and political commitment from our leadership and are skeptical about obtaining either.  But our leadership in the US and across the Coalition must not fool themselves into thinking we can ignore what we have already learned through the sacrifice of much blood and treasure.  To defeat ISIS over the long run, we should focus even more intently on how we encourage and enable the right governance partners to increase their legitimacy and capability as protectors of the lives and rights of all of their people.  Our best strategic investment against ISIS is to assist partners in strengthening their capabilities to protect their citizens such that they are willing and capable of rejecting ISIS’ political and social agenda, and of expelling ISIS fighters and sympathizers from their territory.

     

    1

     

     

    Figure 1. Conceptual Framework for Thinking about the Aggregate Impact of Partner and Violent Insurgent Group Activities on the Competition for Power

     

    Our ability to assess friendly progress against the insurgent group competing for political control requires us to conduct a net assessment of the power of legitimate (as defined by the population) authorities versus violent extremist insurgencies over time. We must be able to measure enemy capabilities and intent to attack and/or destabilize communities against the friendly government’s active and passive defenses.  To do that we must be able to monitor and characterize the competitive activities and their impact on the population. 

     

     

    Global Strategy and the D-ISIS Integrated Strategic Plan (DISP)

     

    The “Defeat-ISIS Integrated Strategic Plan” (DISP) provides the official USG documentation of the “whole-of-government” activities undertaken to achieve the eight end-states of the Defeat-ISIS Strategic Framework signed by the President in October 2017.  The DISP is structured around five “National Level Objectives” -- three functional and two that are geographically-focused (the “Core” in Iraq and Syria and its immediate neighbors Jordan and Lebanon, and the rest of the world where ISIS has a known presence).  Each section articulates a “Theory of the Case” and a set of priority actions and tasks that Departments, Agencies (and/or Coalition partners) execute to support that section of the plan.  The structure is a classic decomposition of strategic goals into ever more detailed objectives and tasks that when synchronized and aggregated back together are meant to achieve the strategic end-states.

     

    The DISP is a massive work of interagency collaboration and State and DoD leaders have brought coherent processes to bear on an extremely broad-ranging set of activities.  The underlying assumption is that if we continuously and synchronously conduct activities that demonstrate effects consistent with desired end-states, we will eventually “defeat” ISIS.  Each section of the plan lists a set of indicators of success, but these indicators are not clearly connected to a strategic theory of victory rooted in the competition for power that ISIS is rigorously waging against established, but often weak, governing authorities.  To achieve strategic victory over the long-term, we must sharpen our focus on enabling partners to degrade and contain the physical and political power of ISIS in order to provide stable governance and effective security for their populations.  Determining what we are able to contribute to each unique set of political competitions requires us to understand how ISIS is gaining power and influence, and how it is able to break down local authorities’ ability to protect and provide for their populations.  That knowledge will allow us to tailor US and Coalition support to those activities that are most effective in helping partners prevent or counter that outcome. 

     

    2

     

    Figure 2. Tailoring D-ISIS Activities to Decrease the Political, Physical and Economic Power of ISIS

    DISP Assessment: Strategic Questions about Local Dynamics

     

    How will we know that our select set of actions are helping partners change the balance of power towards legitimate leaders who can effectively provide for the physical, economic and social security of its populations?  Past efforts to evaluate whether the US and its allies have achieved success in degrading violent insurgent groups like ISIS have been insufficient to predict sustainable/strategic progress or the emergence or possible resurgence of the insurgent group.  The DISP “Theories of the Case” for each section postulate that the aggregate effects of the priority actions and tasks will produce “defeat” of ISIS, but in order to monitor strategic effects of our actions, we must be able to take a microscope to the real impact on the ground in the most vulnerable communities.

     

    In past campaigns against insurgent jihadists many different types of proxy indicators have been collected, but most do not accurately describe which group has political control, how that might be changing over time and why.  In order to monitor the strategic progress of the DISP and related plans, we need to ask questions that will tell us how/why ISIS may be gaining power vis a vis partner governments.  Below is a list of the questions we must strive to answer if we are to assist populations in overcoming the attractiveness of the jihadist message and physical threats from ISIS.[ii]

     

    ISIS:  How is ISIS interacting with the population in vulnerable areas and with the global ISIS’s regional or global network to increase its strength?

  • What methods / capabilities is ISIS using to coerce the population? 
  • What prevents the population from cooperating with local authorities to help identify and locate members of ISIS? 
  • What are the key issues/grievances enabling ISIS to compete for political and physical control in the [local] area of conflict? 
  • How is ISIS able to hide?
  • How effective are we at interfering with/degrading their ability to connect to the larger jihadist movement and tap into facilitation networks to acquire human and materiel resources?  (Global Network)
  • How are we interfering with/degrading ISIS’s ability to communicate?
  • How are we helping to degrade localized propaganda that is enabling ISIS to gain recruits and other resources?
  • Partner authorities: Who are the legitimate authority figures in the area of conflict and how can we work with them?

  • What people/organizations have authority and why? Are we working with the “right” partners?  
  • How do we enable the right partners to work with us to repel ISIS?
  • How can partners help citizens protect themselves from physical attacks?
  • What capabilities do our partners need to repel and expel ISIS from their territory?  (Local security forces - capability, capacity, commitment, trust)
  • What do we know about the levers and resources that are available in areas where ISIS is competing for control?  How do we enable the partner governance structure to access the resources ISIS is harnessing and build resilience into the population such that they are able to repel ISIS persuasive, administrative and coercive activities? 
  • If ISIS is leveraging discontent in a minority population that is ignored or attacked by the government, how do we partner with the local minority population?
  • This set of questions requires research and analysis to determine the political dynamics within communities, including the competitive actors, and their tools for persuasion, administration and coercion.  A strategic assessment will need to begin by identifying current sources of this type of information and organize it to assess progress against ISIS and/or identify gaps in information.  Critical sources of data include field research, conflict analysis, evaluations of partner will and capability, open source and classified intelligence, and operational and programmatic effectiveness data that enable us to see the cause and effect relationships between US/partner actions in containing and degrading ISIS’ activities.  Some of this information may not be available and research may need to be conducted to ascertain the answers to specific questions.  This data and analysis will form the basis for evaluating the strategic progress of the global campaign (offensive, defensive and enabling actions) and for operational adaptation across partner, US and Coalition military and civilian activities.

     

    Monitoring, Evaluating and Adapting to ISIS as a Global Insurgency 

     

    Recognition by the U.S. and its Coalition partners that the fight against ISIS and its global network is playing out locally and internationally at the same time will bring clarity to our ability to assess the strategic progress of the campaign against ISIS.  This not only requires us to acquire knowledge of the networks ISIS is using to move fighters, finances and materiel, but also to gain detailed knowledge about the local governance and security structures that ISIS is challenging.  With this knowledge we can begin to measure the ability of our tools and actions to bolster the control of the friendly governing authorities.  Some additional questions we will need to ask ourselves as we adapt our strategy and DISP:

  • How could U.S. and partners work better together to collect and analyze data that would improve knowledge of partner capabilities and political strength, and the position of the population with respect to groups competing for political control?
  • Are there new approaches we could employ to help the legitimate government provide for the security of its citizens while degrading ISIS’ ability to influence or coerce them?
  • How are political factors limiting US, Coalition efforts to enable partner authorities? Can we change those factors?
  • If we can successfully enable friendly partners to protect their communities and push ISIS out of their territory, where will they go next? 
  • Summary

     

    This paper is meant to provide a conceptual framework for determining critical resources needed to make strategic progress against ISIS over time.  A successful strategic approach to defeating ISIS requires us to understand that ISIS is a globally-networked insurgency in which elements of the organization use the fundamentalist Salafi jihadist ideology to inspire commitment to the movement and their connections to the larger network to compete for power at the local level.   We should focus our support to partners on enhancing their ability to counter ISIS’ attempts to undermine their capability and legitimacy wherever we assess significant vulnerability to ISIS influence and coercion. 

     

    In sum, an effective global strategy rests on our ability to: 

  • Monitor for, and warn of, ISIS probing and attempts to influence and/or coerce vulnerable populations.
  • Assess the capability and will of local partners to protect the population and enable their communities to repel and expel ISIS.
  • Identify specific gaps in partners’ ability to detect and repel ISIS, help to fill those gaps such that the community and its leaders have the strength and will to reject ISIS. 
  • When we focus on measuring the competitive control dynamics between an insurgent group and local authorities, we can refine partner, USG and/or Coalition strategy and prioritize actions and capabilities accordingly.  A helpful metaphor: to defeat a chronic illness we must not only counter the observable symptoms of disease, we must understand the nature of the disease, address the underlying causes, and strengthen the body’s immune system so it can continue to prevent its reoccurrence.  The global strategy and assessment process described herein builds on lessons learned over decades.  It will still be challenging to mobilize political support for such a comprehensive approach, but it will allow us to answer the deeper questions that provide the foundation for adapting policy, strategy and resources for strategic success against ISIS and other violent extremist organizations over the long-term.

     

    End Notes

     

    [i] USG Defeat-ISIS Integrated Strategic Plan, July 2017 (information extracted is unclassified).

    [ii] Note: These questions could be asked about any violent insurgent group’s challenge to governing authorities, but this paper focuses on ISIS.

     



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    Apple [69 Certification Exam(s) ]
    AppSense [1 Certification Exam(s) ]
    APTUSC [1 Certification Exam(s) ]
    Arizona-Education [1 Certification Exam(s) ]
    ARM [1 Certification Exam(s) ]
    Aruba [6 Certification Exam(s) ]
    ASIS [2 Certification Exam(s) ]
    ASQ [3 Certification Exam(s) ]
    ASTQB [8 Certification Exam(s) ]
    Autodesk [2 Certification Exam(s) ]
    Avaya [96 Certification Exam(s) ]
    AXELOS [1 Certification Exam(s) ]
    Axis [1 Certification Exam(s) ]
    Banking [1 Certification Exam(s) ]
    BEA [5 Certification Exam(s) ]
    BICSI [2 Certification Exam(s) ]
    BlackBerry [17 Certification Exam(s) ]
    BlueCoat [2 Certification Exam(s) ]
    Brocade [4 Certification Exam(s) ]
    Business-Objects [11 Certification Exam(s) ]
    Business-Tests [4 Certification Exam(s) ]
    CA-Technologies [21 Certification Exam(s) ]
    Certification-Board [10 Certification Exam(s) ]
    Certiport [3 Certification Exam(s) ]
    CheckPoint [41 Certification Exam(s) ]
    CIDQ [1 Certification Exam(s) ]
    CIPS [4 Certification Exam(s) ]
    Cisco [318 Certification Exam(s) ]
    Citrix [48 Certification Exam(s) ]
    CIW [18 Certification Exam(s) ]
    Cloudera [10 Certification Exam(s) ]
    Cognos [19 Certification Exam(s) ]
    College-Board [2 Certification Exam(s) ]
    CompTIA [76 Certification Exam(s) ]
    ComputerAssociates [6 Certification Exam(s) ]
    Consultant [2 Certification Exam(s) ]
    Counselor [4 Certification Exam(s) ]
    CPP-Institue [2 Certification Exam(s) ]
    CPP-Institute [1 Certification Exam(s) ]
    CSP [1 Certification Exam(s) ]
    CWNA [1 Certification Exam(s) ]
    CWNP [13 Certification Exam(s) ]
    Dassault [2 Certification Exam(s) ]
    DELL [9 Certification Exam(s) ]
    DMI [1 Certification Exam(s) ]
    DRI [1 Certification Exam(s) ]
    ECCouncil [21 Certification Exam(s) ]
    ECDL [1 Certification Exam(s) ]
    EMC [129 Certification Exam(s) ]
    Enterasys [13 Certification Exam(s) ]
    Ericsson [5 Certification Exam(s) ]
    ESPA [1 Certification Exam(s) ]
    Esri [2 Certification Exam(s) ]
    ExamExpress [15 Certification Exam(s) ]
    Exin [40 Certification Exam(s) ]
    ExtremeNetworks [3 Certification Exam(s) ]
    F5-Networks [20 Certification Exam(s) ]
    FCTC [2 Certification Exam(s) ]
    Filemaker [9 Certification Exam(s) ]
    Financial [36 Certification Exam(s) ]
    Food [4 Certification Exam(s) ]
    Fortinet [13 Certification Exam(s) ]
    Foundry [6 Certification Exam(s) ]
    FSMTB [1 Certification Exam(s) ]
    Fujitsu [2 Certification Exam(s) ]
    GAQM [9 Certification Exam(s) ]
    Genesys [4 Certification Exam(s) ]
    GIAC [15 Certification Exam(s) ]
    Google [4 Certification Exam(s) ]
    GuidanceSoftware [2 Certification Exam(s) ]
    H3C [1 Certification Exam(s) ]
    HDI [9 Certification Exam(s) ]
    Healthcare [3 Certification Exam(s) ]
    HIPAA [2 Certification Exam(s) ]
    Hitachi [30 Certification Exam(s) ]
    Hortonworks [4 Certification Exam(s) ]
    Hospitality [2 Certification Exam(s) ]
    HP [750 Certification Exam(s) ]
    HR [4 Certification Exam(s) ]
    HRCI [1 Certification Exam(s) ]
    Huawei [21 Certification Exam(s) ]
    Hyperion [10 Certification Exam(s) ]
    IAAP [1 Certification Exam(s) ]
    IAHCSMM [1 Certification Exam(s) ]
    IBM [1532 Certification Exam(s) ]
    IBQH [1 Certification Exam(s) ]
    ICAI [1 Certification Exam(s) ]
    ICDL [6 Certification Exam(s) ]
    IEEE [1 Certification Exam(s) ]
    IELTS [1 Certification Exam(s) ]
    IFPUG [1 Certification Exam(s) ]
    IIA [3 Certification Exam(s) ]
    IIBA [2 Certification Exam(s) ]
    IISFA [1 Certification Exam(s) ]
    Intel [2 Certification Exam(s) ]
    IQN [1 Certification Exam(s) ]
    IRS [1 Certification Exam(s) ]
    ISA [1 Certification Exam(s) ]
    ISACA [4 Certification Exam(s) ]
    ISC2 [6 Certification Exam(s) ]
    ISEB [24 Certification Exam(s) ]
    Isilon [4 Certification Exam(s) ]
    ISM [6 Certification Exam(s) ]
    iSQI [7 Certification Exam(s) ]
    ITEC [1 Certification Exam(s) ]
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    LEED [1 Certification Exam(s) ]
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    LPI [24 Certification Exam(s) ]
    LSI [3 Certification Exam(s) ]
    Magento [3 Certification Exam(s) ]
    Maintenance [2 Certification Exam(s) ]
    McAfee [8 Certification Exam(s) ]
    McData [3 Certification Exam(s) ]
    Medical [69 Certification Exam(s) ]
    Microsoft [374 Certification Exam(s) ]
    Mile2 [3 Certification Exam(s) ]
    Military [1 Certification Exam(s) ]
    Misc [1 Certification Exam(s) ]
    Motorola [7 Certification Exam(s) ]
    mySQL [4 Certification Exam(s) ]
    NBSTSA [1 Certification Exam(s) ]
    NCEES [2 Certification Exam(s) ]
    NCIDQ [1 Certification Exam(s) ]
    NCLEX [2 Certification Exam(s) ]
    Network-General [12 Certification Exam(s) ]
    NetworkAppliance [39 Certification Exam(s) ]
    NI [1 Certification Exam(s) ]
    NIELIT [1 Certification Exam(s) ]
    Nokia [6 Certification Exam(s) ]
    Nortel [130 Certification Exam(s) ]
    Novell [37 Certification Exam(s) ]
    OMG [10 Certification Exam(s) ]
    Oracle [279 Certification Exam(s) ]
    P&C [2 Certification Exam(s) ]
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    Pegasystems [12 Certification Exam(s) ]
    PEOPLECERT [4 Certification Exam(s) ]
    PMI [15 Certification Exam(s) ]
    Polycom [2 Certification Exam(s) ]
    PostgreSQL-CE [1 Certification Exam(s) ]
    Prince2 [6 Certification Exam(s) ]
    PRMIA [1 Certification Exam(s) ]
    PsychCorp [1 Certification Exam(s) ]
    PTCB [2 Certification Exam(s) ]
    QAI [1 Certification Exam(s) ]
    QlikView [1 Certification Exam(s) ]
    Quality-Assurance [7 Certification Exam(s) ]
    RACC [1 Certification Exam(s) ]
    Real-Estate [1 Certification Exam(s) ]
    RedHat [8 Certification Exam(s) ]
    RES [5 Certification Exam(s) ]
    Riverbed [8 Certification Exam(s) ]
    RSA [15 Certification Exam(s) ]
    Sair [8 Certification Exam(s) ]
    Salesforce [5 Certification Exam(s) ]
    SANS [1 Certification Exam(s) ]
    SAP [98 Certification Exam(s) ]
    SASInstitute [15 Certification Exam(s) ]
    SAT [1 Certification Exam(s) ]
    SCO [10 Certification Exam(s) ]
    SCP [6 Certification Exam(s) ]
    SDI [3 Certification Exam(s) ]
    See-Beyond [1 Certification Exam(s) ]
    Siemens [1 Certification Exam(s) ]
    Snia [7 Certification Exam(s) ]
    SOA [15 Certification Exam(s) ]
    Social-Work-Board [4 Certification Exam(s) ]
    SpringSource [1 Certification Exam(s) ]
    SUN [63 Certification Exam(s) ]
    SUSE [1 Certification Exam(s) ]
    Sybase [17 Certification Exam(s) ]
    Symantec [134 Certification Exam(s) ]
    Teacher-Certification [4 Certification Exam(s) ]
    The-Open-Group [8 Certification Exam(s) ]
    TIA [3 Certification Exam(s) ]
    Tibco [18 Certification Exam(s) ]
    Trainers [3 Certification Exam(s) ]
    Trend [1 Certification Exam(s) ]
    TruSecure [1 Certification Exam(s) ]
    USMLE [1 Certification Exam(s) ]
    VCE [6 Certification Exam(s) ]
    Veeam [2 Certification Exam(s) ]
    Veritas [33 Certification Exam(s) ]
    Vmware [58 Certification Exam(s) ]
    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]





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