This Saturday, April 29, Bruce Hornsby will perform at A Day At The Downs Wine and Wildlife Festival, a unique event taking place at Infinity Downs Farm in Arrington, VA (otherwise known as the home of LOCKN’ Festival). Attendees can spend the day tasting wine from some of Virginia’s top wineries while mingling with endangered species including the Bongo Antelope, Lemurs from Madagascar, the Australian Red Kangaroo, African tortoises, and many many more. Musical entertainment will be provided by Hornsby, Erin Lunsford and Michael Coleman.Tickets are $25 and include a commemorative wine glass, tasting from participating wineries, animal photo-ops, demonstrations and music performances. VIP tickets include a meet & greet with Bruce Hornsby and special shaded tent and VIP bathrooms. Camping is also available. For more information, visit InfinityDowns.com. The event benefits The Wildlife Conservation Center in Nelson County.Enter to win a pair of tickets below!
Legacy IT is not able to cope with today’s digitalization – transformation is required. But who should handle the related redesign and rebuild tasks? You, the IT leader, of course. And you should start today, because it is about time that everybody views the IT as a business driver instead of a road block.No doubt about it: In IT, nothing can remain the same. The progressing digitalization across all business fields requires new resources, services and new ways of deployment. However, today many of the centralized IT organizations with traditional data centers are not able to cater to these needs.But who will be the driving force of the transformation to a new and rather decentralized IT? This is an important question in many companies, since a number of CIOs and IT leaders are not taking on this challenge, at least not wholeheartedly. Instead, some tend to feel overwhelmed, and claim to experience a lack of support from the executive board and the departments, as well as an increasing shift of decision-making power from their own to other departments.Are CIOs Truly in Reverse?According to an EMC survey among 2,471 executives, 68% of the participating CIOs believe that their organizations are already inhibiting innovations. And 69% of the responding CIOs are anticipating that their very own organizations will soon no longer be able to fulfill the requirements of other departments. Therefore, more than half of participants (58%) are assuming that their organization will cease to exist as it is in the future, and may be replaced by cloud services and outsourcing service providers for the most part.Such self-doubts are quite understandable, but they also are redundant. Why? Because this does not indicate the very end of the IT department, but the need for clearly defined action. IT leaders should address this need instead of remaining in reverse gear.IT should be based on a more decentralized approach, and partially merged with other departments? Well, then someone has to arrange for that. The executive management wants to relocate the majority of IT resources to the cloud? Then someone must plan for this relocation. The departments are looking for new applications? Then someone must develop and deploy these.Who, if not the IT organization, could do all this? Sure, certain aspects of these tasks could be handled by the executive board, department heads or external service providers. But only the CIO and his team are able to provide the necessary know-how and experience to drive everything forward at the same time.Don’t Wait and HesitateInstead, act now! The point I want to make is that in many cases what seems to be a potential threat for the corporate IT department really represents an opportunity – at least for those who are willing to accept the challenge.Now is the time for CIOs and IT leaders to recognize the opportunity, and to actively take the lead regarding the IT transformation. This goal can be achieved by clearly defining – and naming – the actions required within the company and the IT, and by claiming responsibility for the related changes and the development of convincing objectives and plans.If you want to get out of reverse and drive things forward from now on, you should:1. Claim ResponsibilityTaking on the corporate IT transformation will require some creative space. You’ll also need the support of the executive board and the departments. How do you make sure you get it? The easiest way is to have an open conversation with the relevant managers in a language that everybody understands. Let them know that you will be responsible for the transformation, and outline the next steps (as explained below). In doing so, do not assume that the other executives have already attributed the relevant competency to you: Our survey showed that 36% of the participating business managers believe that the development of an IT strategy is their job – and not the job of the CIO.2. Establish Expectations, Explain LimitationsAfter these conversations you immediately need to apply “expectation management“ principles. The upcoming transformation will take some time, and during this time your team probably will not be able to fulfill each and every requirement of the departments. Best to explain in advance what is possible, and what is not. Campaign for understanding, but please keep in mind: Don’t make promises you cannot keep.3. Define Goals, Set Clear PrioritiesAfter the prep work is done commence with the actual planning. Consult and coordinate with the executive management and departments, and define goals in an initial “target image” of the new IT. Which resources and services will be required in the future? Which requirements will result from these? And what will the new IT organization look like? Based on the target image, define the required change procedures, and prioritize these, since it will not be possible to do it all at once. Very important: Present your plans to the executive board, the department leaders, and your own organization.4. Prepare for the TransitionDevelop a practical plan for the transition from the old to the new IT. First, think about the resources and services which should be relocated from the data center to the cloud as a standard, the work to be assigned to service providers, and new IT resources to be procured – and then develop milestones for the implementation of these measures. Don’t forget to put it all down in writing; prepare a proper transition concept.5. Get Everybody on BoardAfter you have established the required organizational and planning basics, it’s time to inform the members of your IT organization about the upcoming changes. Explain the background and the content of the decisions you have made in cooperation with the executive management and the departments, and present your plan as well as the transition concept you have prepared. After your presentation, take the time to listen to the feedback of the team members, and take their considerations into account – after all they are subject matter experts. This also is the best way to make sure you’ll get the support you’ll need for anything that may come along. And without supporters it simply will not be possible to meet the all the challenges the future may hold.The Bottom LineThe digitalization and the related corporate IT transformation may create concerns among IT managers. Some feel that their role will not remain the same, and they may be stripped of their power. Again, this is quite understandable, but redundant at the same time. The order of the day is to plan the future and act decisively instead of holding back and hesitating. The upcoming changes will offer huge creative freedom for those who are willing to act now, as well as the chance to work strategically and in closer cooperation with the business. It’s all about creating more (business) value with your work than ever before.This is an opportunity not to be missed by any CIO.
GREEN BAY, Wis. (AP) — Tampa Bay Buccaneers advance to Super Bowl in home stadium, beating Green Bay Packers 31-26 in NFC championship game.
By Brad HaireUniversity of GeorgiaIt was about as good as it could get last year. But this year, everything that could have gone wrong did. Georgia’s 2002 peanut crop will be about average, but a far cry worse than last year’s near-record crop.After battling late-season storms that kept them out of their fields, Georgia peanut farmers are finally at the end of harvest, almost a month behind schedule, said John Beasley, a University of Georgia peanut agronomist.Opposites”Last year, we had near-perfect conditions,” he said. “But this year and last year are two opposites.”Georgia’s 2002 peanut crop is estimated to be 1.35 million pounds, about 21 percent less than last year’s crop, which was the second-best peanut production year in Georgia’s history. Yields are expected to be around 2,600 pounds per acre, about 730 pounds less than last year, according to the Georgia Agricultural Statistics Service.Georgia usually averages around 2,700 pounds per acre each year.The Bad GuysEither together or separately, all of the top peanut villains showed up this year. Drought, disease and insects loomed over the crop, hurting potential yields. Then ironically, after a dry growing season, excessive rains kept farmers from harvesting what was left of their crop.”Around mid-October, we’re usually winding down harvest in Georgia,” Beasley said. A few farmers are still trying to finish their harvests.Diggin’ & Pickin’The peanut harvest takes place in two phases: First, the peanuts, which grow underground, are dug up to the surface. The peanuts then lie exposed on the surface for a few days to dry. Then, a peanut combine runs over the exposed dry peanuts, picking them from the vines.The rain kept farmers from digging peanuts and picking the peanuts that were dug in many cases, Beasley said. This hurt the quality of those peanuts.Hurts EverywhereThe total U.S. peanut production this year is estimated to be around 3.51 billion pounds, down 18 percent from the 2001 total. U.S. yields are expected to average 2,579 pounds, down 450 pounds from 2001. Wet field conditions delayed harvest throughout the three U.S. peanut-producing regions.Drought during the growing season hurt other peanut-growing states, too, particularly Virginia, North Carolina, South Carolina and Alabama. Disease and insects also damaged crops. Nine U.S. states grow peanuts.Georgia produces about 40 percent of the total U.S. production. About 75 percent of Georgia’s peanuts are used to make peanut butter. U.S. peanut butter consumption jumped 17 percent in 2001.Despite the bad growing season, U.S. domestic peanut supplies will hold steady. Carry-over supplies from last year are good. And industry officials say U.S. peanuts will have a hard time breaking into the export markets this year due to the new way peanuts are priced under the new farm bill. They say it prices U.S. peanuts out of the world markets.
Three University of Georgia students earned $5,000 to bring their sweet business plan to fruition thanks to the UGA College of Agricultural and Environmental Sciences’ FABricate entrepreneurship challenge. VTasteCakes, a company founded by food industry marketing and administration seniors Jasmyn Reddicks and Tatyana Clark and agricultural communication senior Ayodele Dare won first place in FABricate’s final pitch contest on March 29. All are students in the college.“This an impressive group of young entrepreneurs,” CAES Dean and Director Sam Pardue told the FABricate spectators. “We are certainly grateful for their ideas. We want to foster creativity and one of the ways we do that is through programs like FABricate.” Part of the college’s Food and Agribusiness Entrepreneurial Initiative, the FABricate competition provides students with a platform to expand their business and leadership skills. In the competition, students produce and market new products or services in the agriculture, business, technology or food production sectors. The final presentations were given in the style of “Shark Tank,” the reality TV show in which entrepreneurs pitch their businesses to investors.This year’s judges included Keith Kelly, owner of Farmview Market in Madison, Georgia; Laura Katz, director of the UGA Small Business Development Center’s Athens, Georgia-area office; and Jim Flannery, an instructor in the UGA Terry College of Business Entrepreneurship Program. VTasteCakes’ understanding of the growing market for vegan foods, along with their delicious cupcake recipes, sealed the deal for this year’s FABricate judges. Reddicks, the group’s head baker, based her vegan cupcake recipe on one of her grandmother’s cupcake recipes, then tweaked it to increase the vegetable content. They caught the judges’ attention with their products’ rich taste and their health-conscious marketing strategy. They made each cupcake without eggs or dairy products and used vegetable pulp to maintain a moist texture and to add extra nutrients. The team plans to use their prize money to expand their product line and to launch a pop-up shop that will serve cupcakes around the Athens community and the UGA campus. The competition’s second-place winners, Kona Kola, took home $2,500 to launch their line of cold-pressed and cold-bottled sugarcane juice. John Tarleton, who is pursuing a master’s degree in business administration, teamed up with his sister and brother-in-law, CAES graduate students Alyssa and Lane Flanders, to develop their concept.They pitched the drink as a natural, fiber-rich alternative to sodas sweetened with refined sugar. The third-place team, Wished Trees, founded by CAES agribusiness graduate students Rance Paxton and Mary Kate Bagwell, aimed to connect people who want to plant trees with companies that want to offset their carbon footprints by sponsoring reforestation projects. The teams have been honing their concepts since fall. “Since October of last year, each team has spent hundreds of hours perfecting their business ideas,” said Hannah Rull, contest coordinator and former contestant.Teams worked with Four Athens, an Athens-based entrepreneurship resource center, and hosted think-tank seminars with local entrepreneurs to work through their ideas.The prize money for this year’s competition was contributed by Kelly and Farmview Market; Caroline Bakker Hofland, president and CEO of CBH International; and the Terry College Entrepreneurship Program. For more information about the FABricate program, visit students.caes.uga.edu/current/fabricate.html.
6SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » Web application compromise, a major culprit in the Equifax incident, is the number one breach type in the finance industry this year and a growing trend, according Cambridge, Mass.-based BitSight.In a new report from the security ratings firm, researcher Ryan Heitsmith noted, “September marked a month of heated discussion concerning data privacy issues, with continuing coverage in the media regarding breaches at major, global institutions.”BitSight considered the types of breaches experienced by the finance sector over three years of data to determine whether web application compromise is on the rise as well as the impact of these events. In 2017, web application compromise overtook all other breach types, making up a significant 33% of events experienced by the finance sector. “These events result in greater information loss and reputational damage than other breach types observed by BitSight,” Heitsmith stated.
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Reach, publisher of UK newspapers Daily Mirror and Daily Express, plans to axe about 550 jobs as the coronavirus forces readers online and slashes advertising revenues, it said Tuesday.”Structural change in the media sector has accelerated during the pandemic and this has resulted in increased adoption of our digital products,” Reach chief executive Jim Mullen said in a statement.”However, due to reduced advertising demand, we have not seen commensurate increases in digital revenue.” Reach said the company plans a reduction in headcount of about 550 staff, or 12 percent of its workforce — as it looks to make annual cost savings of £35 million ($43 million).The company, which owns also a number of UK regional newspapers, said the restructuring would cost the group £20 million.”Editorial will move to a more centralized structure bringing together national and regional teams across print and digital to significantly increase efficiency and remove duplication while maintaining the strong editorial identity of our news brands,” Reach said. The company will also have “fewer locations and a simpler management structure”, the statement said. Reach added that its revenue slumped 27.5 percent in the second quarter, “impacted by reductions in circulation and advertising”. Topics :
Earlier this month independent property analysis firm SQM Research predicted Melbourne and Sydney house prices this year to fall by three per cent and four per cent respectively. Video Player is loading.Play VideoPlayNext playlist itemMuteCurrent Time 0:00/Duration 7:28Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -7:28 Playback Rate1xChaptersChaptersDescriptionsdescriptions off, selectedCaptionscaptions settings, opens captions settings dialogcaptions off, selectedQuality Levels576p576p480p480p256p256p228p228pAutoA, selectedAudio Tracken (Main), selectedFullscreenThis is a modal window.Beginning of dialog window. Escape will cancel and close the window.TextColorWhiteBlackRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentBackgroundColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentTransparentWindowColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyTransparentSemi-TransparentOpaqueFont Size50%75%100%125%150%175%200%300%400%Text Edge StyleNoneRaisedDepressedUniformDropshadowFont FamilyProportional Sans-SerifMonospace Sans-SerifProportional SerifMonospace SerifCasualScriptSmall CapsReset restore all settings to the default valuesDoneClose Modal DialogEnd of dialog window.This is a modal window. This modal can be closed by pressing the Escape key or activating the close button.Close Modal DialogThis is a modal window. This modal can be closed by pressing the Escape key or activating the close button.PlayMuteCurrent Time 0:00/Duration 0:00Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -0:00 Playback Rate1xFullscreenPrestige property with Liz Tilley07:29 STORMY TIMES: The Aussie housing market could be in for a tough few years.ANOTHER big player is predicting a tough time ahead for the Aussie real estate market. It could be bad news for real estate investors if predictions from Westpac turn out to be true.In a weekly update released by the bank earlier this week, some grim predictions were made about house prices over the next 24 months. House prices, the update predicted, were expected to fall by as much as 10 per cent over the next two years “with weakness particularly centred on the Sydney and Melbourne markets”.The update added that this predicted drop could also hit the broader economy.“This will represent a considerable change in the “atmospherics” around housing wealth and may weigh further on prospects for consumer spending,” the statement read. BUILDERS’ DECISION TO GO OUT ON A LIMB PAYS OFF More from newsParks and wildlife the new lust-haves post coronavirus18 hours agoNoosa’s best beachfront penthouse is about to hit the market18 hours agoThe Melbourne and Sydney markets have already dropped in 2018.Australia’s biggest city has experienced a rough couple of months, with large drops in housing values across a range of suburbs in the start of 2018.Research for Sydney’s Daily Telegraph earlier this month showed that the median Sydney house sale price had fallen by 5.2 per cent over the past year. MANSION COMES WITH UNDERGROUND CAR SHOWROOM
Connecticut-based bulk carrier owner and operator Eagle Bulk Shipping is continuing with its fleet restructuring program as it sold another Supramax vessel.The company said it recently signed a memorandum of agreement (MOA) to dispose of Thrasher, the 53,400 dwt vessel built in 2010.The agreement was inked with Indonesia-based Meratus Line at the end of April 2019, VesselsValue’s data shows.The ship was sold for gross proceeds of USD 10 million, Eagle Bulk revealed.The transaction follows two Supramax sales in January this year when the company sold the 2001-built vessels Condor and Merlin for USD 12.8 million.Also in January, Eagle Bulk acquired Cape Town Eagle, an Ultramax bulker, for USD 20.4 million. The 2015-built ship has been delivered into the company’s fleet.The sale of Thrasher was unveiled in Eagle Bulk’s financial report for the first quarter of this year showing that the company delivered a net income of USD 29.5 million, a decrease of 44 percent compared to USD 52.7 million seen in the corresponding period a year earlier.During the first quarter of 2019, the company generated revenues of USD 77.4 million, representing a drop of 2 percent compared to the same three-month period in 2018. The decrease was primarily due to the decline in the dry bulk market.Time charter equivalent (TCE) revenue stood at USD 44 million in Q1 2019, lower by 14 percent year over year.“Notwithstanding weakness in freight markets during the first quarter, we were able to achieve our highest TCE outperformance to date. I am pleased to report that our first quarter TCE outperformance, relative to the adjusted benchmark Baltic Supramax Index equated to almost $2,400 per vessel per day, representing a beat of over 30%,” Gary Vogel, Eagle Bulk’s CEO, commented.“With respect to our fleet, preparations for IMO 2020 are well underway. To date we have fitted five vessels with scrubbers, with the majority of the installation time occurring at sea while ships continue to trade.” “We expect to have thirty-four scrubbers installed within 2019, and three additional units in 2020,” he concluded.