IT in Canada November/December 2015

ANTHONY BARTOLO

DONALD FARMER

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INSIGHT FOR TECHNOLOGY PROFESSIONALS

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November/ December 2015 VOLUME 6 NUMBER 6

YEAR IN REVIEW

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Contents

Vol 6 No 6 November/December 2015

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DEPARTMENTS

4 Editorial 6 News

Our roundup of news stories

10 Security Shelf 18 How to

FEATURES

8 2015: Ransomware, robots, talking Barbies and end of Moore’s Law 14 Three ways to keep your mobile security millennial-proof 16 Maximizing the future of Television 19 Canon DR-C225 scanner delivers the essentials for small office users 20 Mobile data usage to grow exponentially by 2021 21 The five questions CSOs need to ask to protect interconnected systems 22 Retailers are not keeping up with consumers’ mobile needs

8

COVER STORY: 2015: Year in Review

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EDITORIAL INSIGHT FOR TECHNOLOGY PROFESSIONALS

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As the temperatures dip at this time of the year, we usually find ourselves in a quiet, restful mood that lends itself to taking stock of the year that was.

If you happen to be CIO, CSO or IT manager, looking back at 2015 will likely be far from restful. Not a few IT professionals were probably tossing and turning during most of the nights of this waning year, and the incoming one is already giving them enough cause for more worry.

Some infosec pros have already dubbed 2015 as The Year of the Ransomware. Attackers typically encrypt a victim’s data and demand ransom in Bitcoins for access to the hostaged information.

Sony Pictures, Target and illicit dating site Ashley Madison were some of the year’s highprofile targets of data breaches. But in the case of ransomware takedowns, there appears to be a trend towards moving downstream. In one case, a ransom note popped up on an infected computer, it read: Pay $400 within 72 hours to unlock data.

In this issue’s year-end review, IT in Canada takes a look at the rise of ransomware. The article also includes a report from IBM that indicates the trend will be a common threat as well a profitable business well into 2016.

Carrying on with this security theme, John Beal talks about how companies can keep their mobile security posture millennial-proof, while Eric Jacksch discusses how cyber security practices are being applied to the new crop of connected vehicles coming out of Detroit.

It’s not all doom and gloom.

It can be argued that 2015 is also the year of the wearable - and thankfully smartwatches are starting to look more like watches rather than miniature PCs on your wrist. Catch a look at Marcello Sukhdeo’s report on Smartwatches with gorgeous design and custom technology to see what I mean.

Throughout the country we witness new technology trends powering the transformation of businesses in every sector. The uptake in mobile technology for instance has given rise to whole new economy facilitated by increasingly sophisticated and powerful mobile devices.

In her piece titled Maximizing the future of television, Maria Cubeta explains why widespread adoption of technologies like cloud, mobile, social and big data have made the TV industry ripe for disruption.

Here at IT in Canada we always welcome change and you might say we are undergoing some form of transformation. This new editorial thrust includes taking in a new member into our team.

As our new associate editor, Nestor Arellano will be working closely with our VP of content strategy Marcello, to set and implement our editorial strategy and make sure our readers get the content they want and need.

It has been busy year for IT in Canada and we’re looking forward to an even more eventful one in 2016.

J. Richard Jones Editor-in-Chief

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IN THE NEWS

By Marcello Sukhdeo

Smartwatches with gorgeous design and custom technology

HP Inc. has announced its new business relationship with the Movado Group, a leading watchmaker company to deliver custom technology for smartwatches. This news comes as HP expands its Engineered by HP program to offer smart accessories with innovative functionality to integrate with smartphone design.

“Personal style is the ultimate selfexpression, but some smart accessories on the market force consumers to sacrifice form for function,” said Sridhar Solur, General Manager, Wearables and Smart Platforms at HP Inc. “Our legacy of innovation is helping fashion-forward brands infuse technology into their designs to give consumers the stylish timepieces they want, but that are more connected and responsive to the way they live today.”

Through this new collaboration HP supplies the “smart” capabilities to brand companies who then design and supply the smartwatches to their customers. As part of this program HP develops the hardware modules, software

6 / IT in Canada Online November/December 2015

and user interface as well as providing HP cloud services to all of the brands smartwatches. It also provides an app that runs on both Android (4.4+) and iOS (8+) devices that allows users to connect their smartwatches to the cloud.

“Engineered by HP has enabled us to stay true to our design heritage and create a stylish timepiece that allows the user to control how connected they want to be”, said Jo Lawson, General Manager Wearables, Movado Group.

What this does is to open up the prospect for consumers to wear a strikingly designed watch with the latest cutting-edge technology without being forced to choose technology over design - to use the expression, this is where chocolate meets peanut butter.

Some of the functions that Engineered by HP can build into smart accessories are: • Quickly check time, date, weather, stocks and sports updates (e.g., NFL, NBA, MLB) • Receive email and social media notifications

• Read text messages • Stay up-to-date with calendar and appointment reminders • Stay informed about battery status; power reserve up to a week • Automatic time zone adjustment • Activity tracking • Haptic language for discrete notifications (i.e. vibrations) As part of this new program HP is looking to enhance its successful fashion relationships with Michael Bastian, Vivienne Tam, Project Runway and others by offering smart capabilities to enable them to create styles that will usher in a new era of connectivity for their customers.

HP plans to continue its expansion of its Engineered by HP platform to help brands incorporate smart technology into stunningly designed pieces over the next few months.

To learn more about Engineered by HP, visit engineeredby.hp.com.

By Nestor Arellano

IN THE NEWS

An iPad-MacBook hybrid would be a bad idea – Tim Cook Apple’s latest tablet device the iPad Pro just hit the store shelves last week along with a lot of press on whether the new 12.9-inch beefed up iPad can replace an office laptop. However, users hoping for some sort of iPad-MacBook hybrid are in for a disappointment.

While the iPad Pro can replace your PC, Apple has no plans of creating a “converged Mac and iPad” because it just not a good idea, according to Tim Cook, Apple CEO. “We feel strongly that customers are not really looking for a converged Mac and iPad,” he said in an interview with business new site IndependentIE. “Because what that would wind up doing, or what we’re worried would happen is that neither experience would be as good as the customer want.”

Many professionals have taken to using even the previous version of iPad as a work device when traveling although iPad sales have been in a decline in recent years.

The release of the iPad Pro is seen in the industry as an attempt by Apple to capture a new tablet market that focuses on business users.

Running off the new iOS 9 operating systems and powered by an A9X chip with 64-bit M9 motion co-processor, the iPad Pro managed to clock faster performance and graphics capability than other PCs in certain computer benchmark tests.

Earlier this month, Cook was interviewed in the Daily Telegraph as suggesting the PC has reached the end of its usefulness.

“Why would you buy a PC anymore?” he asked.

The Apple CEO, however, appeared to be limiting obsolesces to Windows-based personal computers.

“We don’t regard Macs and PCs to be the same,” Cook said.

“WE FEEL STRONGLY THAT CUSTOMERS ARE NOT REALLY LOOKING FOR A CONVERGED MAC AND IPAD, BECAUSE WHAT THAT WOULD WIND UP DOING, OR WHAT WE’RE WORRIED WOULD HAPPEN IS THAT NEITHER EXPERIENCE WOULD BE AS GOOD AS THE CUSTOMER WANT.” — Tim Cook, Apple CEO

November/December 2015 IT in Canada Online / 7

COVER STORY

By Nestor Arellano

2015:

Ransomware, robots, talking Barbies and end of Moore’s Law

N

ot a few infosec pros will be glad to kiss 2015 goodbye, but there’s the New Year with its still unknown perils to worry about.

With a string of embarrassing network breaches and data thefts, 2015 has been dubbed by many industry insiders as The Year of Ransomware because of the preponderance of this type of attack. With this type of attack, cyber criminals break into a network; encrypt a victim’s data and demand ransom in Bitcoins for access to the “hostaged” information.

Security In early November, a Russian anti-malware company, Dr. Web reported that the Linux.Encoder.1 ransomware was spreading through the Internet in an alarming rate and had infected no less than 2,000 Web sites by the second week of that month.

According to the United States Federal Bureau of Investigation, Cryptowall attacks helped hackers amassed as much as US$18 million through ransomware attacks from 2014 to 2015. The FBI predicts these attacks will remain popular through 2016 and even migrate to mobile devices.

CSOs are also facing a rising tide of hacktivist attacks which involves the shaming of large corporations by releasing their sensitive data in public. Take the recent case of illicit dating site Ashley Madison where the accounts of some 40 million worldwide users of the service were “outed.”

As much as 55 per cent of the attacks in 2014 were perpetrated by individuals who had legitimate access to their organization’s system. While 80 per cent of attacks are perpetrated by sophisticated hacker groups, IBM said it is “amateur” level hackers that unwittingly leave behind clues which led investigators to major breaches.

8 / IT in Canada Online November/December 2015

COVER STORY

USHERING A NEW WAVE OF CONNECTED, INTERACTIVE TOYS, THE TALKING BARBIE ACTUALLY ALLOWS TWO-CONVERSATIONS BETWEEN THE DOLL AND A CHILD. THE TOY RECORDS WHAT A CHILD SAYS AND SENDS THAT DATA VIA WI-FI TO THE CLOUD TO TRIGGER BARBIE’S COMPUTER GENERATED RESPONSE.

Mergers

Researchers also found that insider threats remain one of the biggest worries for CISOs and that most of the breaches stem from the preventable breakdown of security practices.

In a rare occasion of good news, the Canadian Radio-television and Telecommunications Commission finally got to serve it first ever warrant under the Canadian Anti-Spam Legislation (CASL), and in a big way too.

The serving of the warrant was tied to the international takedown of the Win32/Dorkbot botnet infrastructure which infected more than one million PCs in over 190 countries.

Robots The rumblings around robots grew even louder in 2015 as the world saw an even larger interest around the Internet of Things, machine-to-machine communication and unmanned vehicles. IT in Canada publisher, J. Richard Jones talks about this topic in his article The Rise of the Machines.

Indeed, the convergence of connected devices, IoT, and drone technology is already beginning to alter the way we work, play and live. Many jobs will be lost as these technologies merge and find increasing application in our day-to-day activities, but some sectors will also flourish. IDC Canada predicts 2016 will be The Year of the IoT Developer.

As companies adopt cloud computing, mergers in the tech industry between companies aiming to build up their cloud footprint have become common.

The industry is still reeling from the year’s mega merger between computer company Dell and data storage company EMC. The $67 million acquisition provides Dell access to EMC’s formidable sales force while allowing EMC to gain a foothold in the midmarket space.

Wearables and talking Barbies If wearables were the big story in 2014, 2015 is the year the gadgets ended up on our wrists, arms, feet and everywhere else.

The year saw sensors of all sorts being embedded in to almost everything from wristwatches, to glasses, headgear and even athletes’ jerseys.

There’s no shortage of smartwatches you could use for a stocking stuffer this Christmas. However, you might want to wait a bit until HP rolls out the smartwatch it is developing through its collaboration with luxury watchmaker Movado. Marcello Sukhdeo has the scoop on that in his story, Smartwatches with gorgeous design and custom technology.

They couldn’t have thought of a better combination – Barbie and artificial intelligence. Just in time for the Christmas shopping season, Mattel released the 2015 talking Barbie.

Ushering a new wave of connected, interactive toys, the talking Barbie actually allows

two-conversations between the doll and a child. The toy records what a child says and sends that data via Wi-Fi to the cloud to trigger Barbie’s computer generated response.

Not surprisingly, this has also triggered the alarmed response of privacy advocates and experts worried that the toy has potentials for eavesdropping or spying on children.

Goodbye Moore’s Law If it matters at all now, some pundits are saying that 2015 may mark the year that Moore’s Law finally became irrelevant.

Moore’s Law is based on the observation in 1965 by Intel co-founder Gordon Moore.

Moore found that the number of transistors per square inch of integrated circuits tend to double every year.

Based on the U.S. economic boom, increasing chip speed and slumping prices, the MIT Technology Review says there’s good reasons to believe that there is a danger that the law’s importance is “petering out.”

November/December 2015 IT in Canada Online / 9

SECURITY SHELF

DON’T BLAME SILICON VALLEY

F

ollowing the tragic events in Paris, American politicians of all stripes have engaged in the worst form of opportunism: exploiting the death of more than 120 people to further the American global surveillance agenda.

Republican Senator Richard Burr, chairman of the U.S. Senate Intelligence Committee, told reporters, “We can’t tell you today specifically that they were using a specific encrypted platform. We think that’s a likely communication tool because we didn’t pick up any direct communication...I think it’s safe to say that there are 30 end-to-end encrypted software packages that you can download for free. And, given the fact that between iTunes and PlayStation, the number of apps that are added on a weekly and monthly, yearly basis, and I think we anticipate that everything from this point forward will have an encrypted communications to it,” he said.

Leaving aside the fact that Senator Burr apparently doesn’t know the difference between Google’s Play Store (from which Android apps are downloaded) and Sony’s PlayStation gaming console, his assumption that terrorists must have used encrypted communication because intelligence agencies failed to pick up communications between them is fundamentally flawed.

10 / IT in Canada Online November/December 2015

California Senator Dianne Feinstein, ranking Democrat on the Senate Intelligence Committee, told MSNBC that the terrorists are “sophisticated, they have apps to communicate on that cannot be pierced even with a court order.”

“I have actually gone to Silicon Valley, I have met with the chief counsels for most of the big companies, I have asked for help, and I haven’t gotten any help,” Feinstein said, “I think that Silicon Valley has to take a look at their products because if you create a product that allows evil monsters to communicate in this way, to behead children, to strike innocents, whether it’s at a game in a stadium, in a small restaurant in Paris, take down an airliner, that’s a big problem.”

Senator Feinstein’s inflammatory remarks were clearly calculated to advance the U.S. government’s surveillance agenda. As a staunch supporter of the NSA, Feinstein knows exactly how those capabilities are used. Documents leaked by Snowden made it clear that the surveillance activities threatened by end-to-end encryption extend far beyond counterterrorism.

Feinstein must be aware that governments and businesses rely on encryption to protect sensitive information and that U.S. government surveillance is one of the major factors driving consumer demand for more secure

By Eric Jacksch

products. Developing software with end-toend encryption does not implicate a company in terrorism any more than automobile manufacturers are responsible for drunk driving.

Individuals have the right to communicate in private, and the sooner governments accept that fact and refocus resources on more effective counterterrorism techniques, the better.

It is possible that terrorists used messaging apps with encryption. It is also possible that they simply left all their electronic devices at home and met at a coffee shop, restaurant, a private home, or on a public street. Soldiers have conducted coordinated attacks for centuries without the aid of computers and mobile phones. Synchronized watches were more than sufficient.

Similarly, covert operatives of the past relied on tradecraft such as dead drops, trusted couriers, messages concealed in newspaper advertisements, and shortwave numbers stations that transmitted coded messages. It would be naive to believe that terrorists do not understand at least the general nature of Internet surveillance and take active avoidance measures.

The theory that terrorists are using encrypted mobile phone apps to avoid interception by intelligence agencies presupposes that the terrorists are capable of determining which of the many apps available are good enough to do so. That’s no easy task. The encryption has to be perfectly implemented, metadata must not reveal relationships, and the company providing the service must not intentionally or unintentionally provide data to intelligence agencies.

The assumption that data must be have been encrypted or it would have been detected also fails to take into account that detecting terrorist communications it not an exact science. As others have written, the task is not even looking for a needle in a haystack; it is looking for a needle in a needlestack. However, it is easier for opportunistic politicians to blame Silicon Valley.

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SECURITY SHELF

By Eric Jacksch

Steer toward security

In July 2015 Fiat Chrysler issued a recall impacting 1.4 million cars and trucks in the U.S. after two security researchers were able to take control of a Jeep via the Internet. Charlie Miller and Chris Valasek spent months studying the systems, reverse engineering software, and developing exploits.

12 / IT in Canada Online November/December 2015

W

ith willing journalist Andy Greenburg at the wheel, they treated him to blasting cold air, the local hip hop radio station at full volume, windshield wipers, wiper fluid, and a photo of themselves on the Jeep’s digital display, all from 10 km away.

Greenburg was driving at 70 miles per hour on the freeway “when they cut the transmission,” Greenburg wrote in his Wired article. “Immediately my accelerator stopped working. As I frantically pressed the pedal and watched the RPMs climb, the Jeep lost half its speed, then slowed to a crawl. This occurred just as I reached a long overpass, with no shoulder to offer an escape. The

experiment had ceased to be fun.”

Miller and Valasek faced widespread criticism for questionable ethical behaviour.

Conducting a penetration test on a vehicle with permission of the owner is one thing, but conducting live exploits with a subject on a public highway is dangerous.

Automobile manufacturers are taking action on cybersecurity issues. But there are challenges. The automotive ecosystem is complex, price sensitive, and works on release cycles many times longer than software products. However, there is good news; cars bring a new dimension to the cybersecurity field, but most of the security issues have been seen before.

SECURITY SHELF Miller and Valasek’s 91 page paper Remote Exploitation of an Unaltered Passenger Vehicle provides a lot of detail. Their attack was sophisticated, but ultimately relied on three key vulnerabilities.

The first vulnerability was an open TCP port with a service that required no authentication. While the protocol was intended for interprocess communications, connection to the port was allowed from the Uconnect infotainment system’s WiFi and cellular network connections. There was no reason for this port be accessible from either network; it should have been firewalled or configured to listen only on the loopback interface. Authentication should probably have also been required.

The second vulnerability involved command execution. It was possible to run arbitrary shell commands via the open, unauthenticated TCP service by specifying a filename containing a shell metacharacter. However, exploiting that vulnerability wasn’t required because the service also inadvisably provided an execute method

designed to run arbitrary shell commands.

This combination of vulnerabilities made it possible to to execute arbitrary shell commands on the underlying QNX operating system via the cellular network. Even a moderately skilled hacker could have “owned” the Uconnect system. But taking over the entire car was more complicated.

Modern automobiles have two or more data buses through which their various components communicate in real-time. Turning on the windshield wipers, or shifting from park to drive, results in messages being sent between components. Devices on the data buses do not authenticate each other; if an attacker can inject messages onto the bus it is possible to impersonate components.

The exploited Uconnect system contains a microcontroller and software that allows it to communicate with other electronic modules on both of the vehicle’s data buses (CAN-IHS and CAN-C). The main Uconnect system not only has the ability to update the microcontroller’s software, but it even includes a command-line utility to

do it. Code signing is also not implemented.

This third vulnerability is critical; once an attacker has compromised the Uconnect system, he or she can upload replacement software and re-flash the microcontroller, allowing unrestricted communication with both data buses. This allowed Miller and Valasek lateral movement and control of vehicle systems.

The overall security architecture was flawed. The system with the largest attack surface was able to update a more sensitive internal component. A prudent security model would assume that the Uconnect system could be compromised and include controls to protect the CAN buses.

Automotive cybersecurity is a new area, but most of the vulnerabilities discovered so far are not. Experienced, ethical security professionals understand how to architect more secure systems, detect vulnerabilities, and mitigate risk. They work to help their clients, not embarrass them. Qualified help is available; automotive manufacturers need to steer toward security.

Information is the key to protecting information. That’s why Symantec security solutions are backed by world-class intelligence to help your customers identify threats in real time and keep their information safe. Learn more at symantec.com/security-intelligence.

When you can do it safely, you can do it all.

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November/December 2015 IT in Canada Online / 13

MOBILE SECURITY

By John Beal

Three ways to keep

YOUR MOBILE SECURITY MILLENNIAL-PROOF

14 / IT in Canada Online November/December 2015

MOBILE SECURITY

M

illennials are redefining the workforce we know, today.

According to Statistics Canada, employees born between 1980 and the mid-2000s became the largest generation in the Canadian workforce in 2014.

By 2030, millennials will comprise 75 percent of the entire global workforce.1 These figures alone demonstrate how millennials will become the number one catalyst for accelerated change in the workplace. Already, generational differences are revolutionizing the work environment, such as focusing on mobile, social and cloud applications.

Known for its innate digital proficiency, Generation Y brings greater expectations of technology wherever they go – especially in the workplace. Millennials are demanding the ability to connect with their colleagues, access their work at any time, and to do so from multiple devices. But, who can blame them? No other generation before has grown up in a world where technology was right at their fingertips.

The challenge – or end-all – isn’t merely recognizing these generational gaps within the company. Rather, it’s managing the risks of the 21st century mobile revolution, and the drastic implications that their actions can have on enterprises.

Hackers are honing in the growing opportunities to exploit holes in corporate mobile devices, which often stem from taking advantage of simple (and what appears to be harmless) mistakes – it can be as miniscule as downloading a vulnerable dating app.

Employers and corporations need to start listening. If not now, it could very well lead the company to serious and fatal repercussions. According to the latest Ponemon Institute’s Cost of Data Breach Study in Canada, 52 percent of data breaches were caused by malicious or criminal attack, while system glitch and employee negligence or human error both represented 24 percent of all data breaches. More advanced, sophisticated cybercrime attacks are on the rise, with an

MORE ADVANCED, SOPHISTICATED CYBERCRIME ATTACKS ARE ON THE RISE, WITH AN AVERAGE TOTAL ORGANIZATION COST OF $5.32 MILLION FOR CANADIAN COMPANIES IN 2015. UNDERSTANDING THE DANGERS AND POSSIBLE OUTCOMES, HOW CAN WE PROVIDE THE MILLENNIAL WORKFORCE WITH THE MOBILE FLEXIBILITY THEY NEED, WHILE ENSURING CORPORATE DATA REMAIN SAFE? average total organization cost of $5.32 million for Canadian companies in 2015.

Understanding the dangers and possible outcomes, how can we provide the millennial workforce with the mobile flexibility they need, while ensuring corporate data remain safe?

1

Ensure security is easy and accessible Build an organization-wide mobile strategy that also caters to today’s millennial requirements. For instance, millennials primarily seek convenience, so it’s critical to ensure employees always have access to what they need to easily work remotely without compromising the safety of corporate information. Allowing sharing of data across multiple devices, without employing cumbersome VPN connections, is important.

When tighter security is mandatory, such as in corporate data centers, apply policies to restrict potentially harmful activities, such as camera usage and web surfing.

2

Establish your own user experience There are multiple reasons why mobile app security is such a big concern in the marketplace: 50 percent of mobile app developers do not retain enough budget to secure them. 40 percent of organizations do not scan the code in their apps for vulnerabilities before releasing them. And the average business tests less than half of the apps it builds.

Try taking app security into your own hands by gauging your employees’ app preferences and emphasizing user experience.

Millennials are extremely design-orientated and won’t shy away from (potentially vulnerable) alternatives if an app doesn’t satisfy their expectations.

3

Respect personal boundaries Businesses shouldn’t be concerned with employees’ personal data, such as their contacts, photos, browsing history, or personal apps – as long as it doesn’t infringe on corporate policy.

At the end of the day, it is virtually impossible to monitor and limit all the different uses by your employees. However, allowing personal devices to be freely used for work only increases the risk of compromising proprietary data.

Instead, learn to take advantage of technologies – employing strategies and tools that can detect malicious apps or malware, and then take action. Heavily restricting corporate device use or banning Bring-YourOwn-Device (BYOD) policy, will only trigger talents away from the company.

Remember that while millennials are currently the leaders in this movement of workers adopting new technologies, there will always be another generation after. It’s critical to keep an open mind and create an adaptable security roadmap for a company to stay ahead and ultimately, survive.

Every generation brings something new to the table. Resist dividing and managing in fear, and instead, leverage each generation’s differences.

By John Beal, National Security Saas Leader, IBM Canada November/December 2015 IT in Canada Online / 15

TECHNOSPECTIVE

By Maria Cubeta

MAXIMIZING THE FUTURE OF TELEVISION

T

he increasingly widespread adoption of technologies like cloud, mobile, social and big data have made the TV industry ripe for disruption and the impact is far-reaching – internet providers, service providers and consumers are all feeling the effects of this new world.

Consider this – nearly half of all millennials have never subscribed to Pay TV services.

That alone is enough to suggest the TV industry is undergoing its most dramatic transformation since the dawn of cable TV. But don’t count your traditional TV service provider out just yet. While these changes are significant, TV service providers have an opportunity to bring together the best of OTT with traditional Pay TV to create a television experience that meets the breadth of their viewers’ needs - from the digital natives who spend 53 percent of total video time watching on a multiscreen device (Ericsson ConsumerLab) to the ‘Baby Boomers’ that 16 / IT in Canada Online November/December 2015

TECHNOSPECTIVE

have witnessed television’s revolution from a black and white box to the ubiquitous sleek screens that surround us today.

Learning from the past The speed of change in the new internet era of TV breeds uncertainty. As new and unexpected innovations and consumer trends emerge, the pressures associated with this evolution create unparalleled complexities, especially for video networks. The good news for the TV and media industry is that these dramatic shifts aren’t entirely new.

Technology innovation and rapidly changing consumer expectations have driven radical change in the music, PC and video game market for years. With the rise of OTT and user-generated video platforms demonstrating similar patterns of adoption and infiltration, TV can learn from the lessons of the past.

Chief among these is the need for companies to act early and break from the traditional – often legacy – functions of the product or service that may now be holding them back. One case study to heed is Blockbuster’s failure to adapt to changing market trends when Netflix emerged. A slightly more positive case study concerns the rivalry between PCs and Gaming Consoles and their continuing evolution.

TV service providers must look at how customers’ expectations have changed: the offer of hundreds of channels through a Pay TV subscription could once give a significant competitive edge. Today, the same quantity of content can have a negative impact on a provider’s customer relationship: Ericsson’s 2015 TV and Media ConsumerLab Report found that ‘half of consumers watching linear TV say they can’t find anything to watch at least once a day.’

More is not always more when it comes to creating perceived value for the consumer and this is where personalization and improved content discovery plays a critically important role in determining a TV service provider’s longer-term prospects.

The key to survival: continuous innovation In all the uncertainty, one thing is clear. In order to survive, all service providers must embrace new technologies at a much more rapid pace. Technology innovation is the key differentiator that will enable incumbent service providers to meet the expectations of a younger TV audience that has grown up with OTT services. Service providers must invest in fulfilling the expectations of TV anytime, anywhere and utilize the potential of the cloud to overcome the limitations of legacy technologies.

The value of receiving real-time or close to real-time analytics and adapting services accordingly; the ability to offer greater personalization and content recommendations to ultimately improve search and discovery: these are the types of capabilities made possible by modern web and cloud technologies that can enable TV service providers to create an immersive viewing experience that will help delight the consumer and maintain greater brand loyalty.

Delivering the TV of the future requires just as many cultural changes as it does technological shifts. The Pay TV industry has historically relied on waterfall software development techniques which typically result in one or two product releases a year.

Compare this with consumer internet services like Amazon, Netflix, eBay and Google that are able to push out new features and functionality on an almost daily basis.

To compete with OTT services, TV service providers must start to operate like consumer internet companies, collaborating with industry partners, content providers and consumers to meet unique customer needs.

To achieve this, service providers must embrace a strategy of continuous innovation made possible by agile development.

Investing in the future While the growth in adoption of Cloud DVR and more robust TV Anywhere platforms signals the start of this shift, the battle for

THE PAY TV INDUSTRY HAS HISTORICALLY RELIED ON WATERFALL SOFTWARE DEVELOPMENT TECHNIQUES WHICH TYPICALLY RESULT IN ONE OR TWO PRODUCT RELEASES A YEAR. market share is only just beginning. All players should be investing in solutions that offer viewers a Pay TV experience that feels just as innovative and high tech as their interactions with other types of consumer technologies.

Service providers have a unique opportunity in this digital evolution to build on their inherent strengths while embracing new technologies to stay ahead of evolving customer expectations now and in the future.

To avoid getting left behind, they must focus on building a network-quality service that brings together the breadth and depth of premium content that they currently excel at with the personalization, speed, flexibility and continuous innovation of OTT. Maria Cubeta is head of Ericsson TV Platforms marketing communications, working closely with TV Platforms’ product management, engineering and the leadership team to craft compelling communications on Ericsson MediaFirst, Mediaroom, Mediaroom Reach, and Content Management System. Maria leads a team dedicated to creating communication strategies and implementing compelling external and internal communications and events that showcase Ericsson’s role in enabling TV service providers to provide their customers with highly engaging and innovative TV experiences that evolve with the consumer. Prior to joining Ericsson, Maria worked in the venture capital industry leading marketing communications for Intel Capital, Intel’s global investment organization, in the US and Latin America. In this role, she worked closely with startup CEOs to advise on external communications.

November/December 2015 IT in Canada Online / 17

HOW TO

HOW TO:

By Anthony Bartolo

Find the Windows 10 Product Key After an Upgrade Enter Chris Goulard, IT Analyst and member of the #CANITPRO community on Twitter, with a solution via script to provide the actual Windows 10 key provide after upgrade. The script is as follows: Set WshShell = CreateObject(“WScript.Shell”) MsgBox ConvertToKey(WshShell.RegRead(“HKLM\SOFTWARE\ Microsoft\Windows NT\CurrentVersion\DigitalProductId”))

A

t the recent Microsoft Cloud Roadshow here in Toronto, team CANITPRO was provided the opportunity to present best practices surrounding Windows 10 security, manageability and deployment.

During the session entitled Taking Advantage of the New Deployment Features in Windows 10 the following question was asked: “How do you find the Windows 10 product key once the upgrade from Windows 7, 8 or 8.1 is completed?”

Now traditionally, all that is required to retrieve this information is using the inventory capability via the Mobile Device Management software of choice. Another option has been made available via third party applications. Be careful when pursuing this route as reports have come forward that some third party applications install adware/malware during the installation of the tool. In either case, what has been discovered in some cases using both methods is the key provided is actually a generic key akin to one of the following: • Windows 10 Enterprise: NPPR9-FWDCX-D2C8J-H872K-2YT43 • Windows 10 Pro: VK7JG-NPHTM-C97JM-9MPGT-3V66T • Windows 10 Home: TX9XD-98N7V-6WMQ6-BX7FG-H8Q99 The trouble with using these keys, should you need to re-enter said key in future, is that it enrolls said Windows 10 installation into Insider Preview. While ok in a lab environment, Insider Preview could be troublesome in a production environment.

18 / IT in Canada Online November/December 2015

Function ConvertToKey(Key) Const KeyOffset = 52 i = 28 Chars = “BCDFGHJKMPQRTVWXY2346789” Do Cur = 0 x = 14 Do Cur = Cur * 256 Cur = Key(x + KeyOffset) + Cur Key(x + KeyOffset) = (Cur \ 24) And 255 Cur = Cur Mod 24 x = x -1 Loop While x >= 0 i = i -1 KeyOutput = Mid(Chars, Cur + 1, 1) & KeyOutput If (((29 - i) Mod 6) = 0) And (i <> -1) Then i = i -1 KeyOutput = “-” & KeyOutput End If Loop While i >= 0 ConvertToKey = KeyOutput End Function Simply copy and paste the above script into a new notepad file.

Name the notepad file what you wish, however change the extension from .txt to .vbs. Save and run the newly created Key Catcher on a toolset USB key or right on the newly upgraded machine itself and the true key will be provided.

REVIEWS

By Nestor Arellano

CANON DR-C225 SCANNER delivers the essentials for small office users

F

or personal and small office users, Canon’s moderately priced ImageFormula DR-C225 scanner covers a load of essential workplace scanning tasks for such a compact package.

The 5.95-lb. device with an 8.7” x 11.8” footprint is capable of duplex scanning, fast text recognition, scans to searchable PDF format and connects to several popular third-party cloud services and comes with a suite of top-level application programs.

All that for a price tag that hovers around $460 to $520 in Canada.

Small footprint Its’ innovative, upright design and ability to scan a wide variety of document types and sizes make the DR-C225 an ideal scanner for small business and small workgroup environments.

The unit does not need extra room for an output tray. The paper follows a U-shaped path beginning in the 30-sheet automatic document feeder in the rear, moving under the scanner and then ending up in the output tray. The tray is parallel to the scanner’s front panel.

When being used with heavier paper like business cards, the user can flip a small lever on the side of the machine to enable the paper to follow a straight path leading it under the scanner and through a slot near the bottom of the output tray.

Scan speed The DR-C225 has a 600 pixel per inch optical resolution.

Its’ rated scan speed is 25 pages per minute (ppm) and 50 images per minute (ipm) for two-sided scanning.

The scanner takes a little over one minute to scan directly to a searchable PDF file which is a format ideal for document management.

Destinations include: Email; Print; Microsoft SharePoint; OneDrive; SugarSync; Dropbox; Google Drive; and the application programs pre-loaded in the device.

Software

Bottom Line

The DR-C225 is easy to setup. Apart from PaperPort and OmniPage, the unit comes with additional software such as Presto! BizCard 6 for scanning business cards, Twain, WIA and ISIS drivers, which allows users to scan from nearly any program with a scan command.

Users get full PDF capabilities with Nuance eCopy PDF Pro Office 6 which contain a PDF Converter Assistant and PDF Create Assistant.

Canon’s CaptureOnTouch also allows users to scan by picking one of three predefined profiles. The software also allows users to choose a destination to send the scanned document to.

Default documents types are: Business Cart; Text, and Full Auto

One drawback of the Canon ImageFormulaDR-C225 is the lack of Wi-Fi which prevents it from connecting wirelessly to computers, tablets, and mobile devices.

Luckily, the scanner’s Wi-Fi-enabled sister, the DR-C225 is also available in the market.

The machine shares all of the specifications and features of the DR-C225, plus the advantage of Wi-Fi connectivity, priced at around $640.

However, is USB connection is not a deal breaker and if you are looking for a low-cost but fast scanner that can fit into minimal or cramped office space, the DR-C225 is your ticket. This machine cost well below $550, its’ text recognition feature is fast and accurate and comes with a useful array of application programs.

November/December 2015 IT in Canada Online / 19

MOBILITY ACCOMMODATING BIG DATA

By Marcello Sukhdeo

MOBILE DATA USAGE TO GROW EXPONENTIALLY

by 2021

M

obility is driving at such a rapid pace that it’s difficult to even look into the rear view mirror to see where we were 5 years ago, 3 years ago, or even 1 year ago. At such breakneck speed, it’s fairly easy to surmise that the growth of mobility will continue to increase in the years to come.

According to the November 2015 Ericsson Mobility Report for North America, until 2021 mobile data usage is expected to grow by 40 per cent year by year. This growth is attributed to the increased availability of mobile broadband in the U.S. and Canada and the demand by consumers for consistent access to a variety of online services like video, Internet browsing and social media. To meet these demands, operators are increasing coverage, speed and capacity to satisfy the data-heavy needs of consumers.

About 50 per cent of mobile devices in the U.S. and Canada currently run on LTE networks giving users access to higher data speeds. This increase in speed is in turn driving more data usage of online services.

As this trend continues to go upward it is estimated that by 2021 mobile data usage will exceed 9 Exabytes per month (currently it is at 1.3 EB per month), which is equivalent to 900,000 copies of the total printed collection of the Library of Congress in Washington, D.C. 20 / IT in Canada Online November/December 2015

What’s more interesting, smartphones will contribute to over 90 per cent of the data usage growth from now until 2021.

This isn’t a surprising prognosis, as many are now using smartphones to access data daily. The report went on to add that mobile subscriptions will increase by 45 per cent in the U.S. and Canada by 2021. That is a huge increase from 280 million mobile subscriptions today to about 410 million by 2021. As the popularity of smartphones continues to grow, we will see a dramatic decline of basic phones as well.

The primary use of mobile After analysing the amount of time spent playing applications on mobile devices, communication services like voice calling, instant messaging, voice and video calling over IP, email and social networking continue to be the principal reasons for mobile usage. About 90 per cent of voice calling in the U.S. and Canada is done through traditional voice calls, while traditional network-based SMS is still a popular way to text for three out of every four users.

By the end of 2015 LTE is expected to represent about 50 per cent of mobile subscriptions in the U.S. and Canada. This figure is forecast to grow to more than 95 per cent of LTE/5G subscriptions by 2021 as consumers migrate from other technologies. This surge will allow operators to provide consumers with more advanced services such as Voice over LTE (VoLTE) along with the high-speed, always-connected experience they’ve come to expect.

The increase in LTE availability enables

users to use more mobile data. Today the average mobile user consumes about 3.8 GB of data per month, by 2021 this is estimated to increase to about 22 GB of data per month.

This sharp increase is anticipated due to higher resolution screens, video steaming, social networking and other apps. The faster it gets the more usage there will be.

Video consumption Video consumption on mobile devices on the whole is driving a data surge. Over the past two years there has been a 50 per cent increase in the number of users that watch video on their smartphones weekly with a greater demand among consumers between the ages of 16-19. Short videos remain the most popular video category but there has been an increase in long format videos such as full-length movies, as well.

Another interesting development is Wi-Fi calling, which allows mobile users to make phone calls and send messages from their smartphone, tablets and PCs using a Wi-Fi network. Many use this service because Wi-Fi calling does not require a separate app to be installed. Today Wi-Fi calling is evolving as a way to support voice calls in indoor locations and when travelling internationally.

As the need for speed continues to grow in the mobile world, operators are responding by rapidly expanding LTE in both the U.S. and Canada. This massive expansion along with the growing amounts of video content and use of social media are creating an explosive spout in mobile data usage that should continue well beyond 2021.

SYSTEMS

By Nestor Arellano

THE 5 QUESTIONS CSOs need to ask to protect interconnected systems

T

he growing reliance on interconnected systems coupled with the failure to provide employees adequate security training exposes many organizations to serious security threats.

Cybercrime syndicates as well as so-called hacktivist groups continue to develop and fine-tune techniques aimed at extracting sensitive corporate and government information using weak passwords and social media activities of personnel, warned Bryan Lillie, chief technical officer of United Kingdom-based defense technology company QinetiQ. “Integration of systems means successful attacks against one system can provide access to another system,” Lillie explained during his presentation on the dangers of connected systems at the recently concluded Best Defense 2015 conference presented by the London Economic Development Corp. in London, Ont. “Systems that were once self-contained are now configured and controlled via Internet connected systems…

Where are the boundaries in connected systems? There really isn’t one.”

His presentation provides some useful takeaways for chief security officers (CSO) as well as IT managers.

Lillie said attackers often employ a combination of physical and cyber-attacks.

For instance, in 2011 the hacktivist group Anonymous carried out an online attack and stage a physical protest targeting San Francisco’s Bay Area Rapid Transit (BART) system. The result was massive disruption of the ground-based public transportation system that included the closure of four transit stations and the shutdown of cellular phone services in tunnels and stations.

While interconnected and interdependent systems have increased the vulnerability of organizations, Lillie pointed out that one of the greatest risks comes from insider threats posed by human behaviour and vulnerabilities to social engineering tactics.

Recently, he said, cyber-spies created a fake Facebook page for United States Ad-

miral James Stavridis, the supreme allied commander of the North Atlantic Treaty Organization (NATO). Several British military and government officials were duped into accepting a Facebook friend request from the bogus Facebook page.

Attackers find it easy to gain access to corporate and government networks and steal sensitive data because of: • The prevalence of weak passwords; • Poor security procedures (unregulated social media use, I.D badges worn offsite); • Staff that readily share company information over the phone even to unknown callers; • Personnel clicking on links and URLs that link to malware; • An underlying belief that security is part of the bureaucracy and not really necessary.

According to Lillie IT decision makers can lessen the cyber-risk exposure of their organization by asking themselves the following questions: 1. What information about my organization can be found through online search engines?

2. What online groups and sites do our personnel use?

3. Is it possible to identify which technologies and systems our organization is using?

4. Are staffers able to recognize potential security threats?

5. Do our personnel know what to do when they encounter a potential security threat?

Lillie concluded that organizations need to exert more effort in educating staff on security, integrating physical and cyber security as well as continually measuring and testing system performance and protection to stay on top of security threats.

November/December 2015 IT in Canada Online / 21

E-COMMERCE

By Marcello Sukhdeo

Retailers are not keeping up with

T

CONSUMERS’ MOBILE NEEDS

he holiday season is quickly approaching and, as one would expect, people from coast to coast are starting their holiday shopping. But what might surprise you is how these people are shopping; nearly half of all Canadian consumers surveyed by Accenture revealed that they are happy to shop in-store and are even open to the idea of shopping right up to Christmas Day. What ever happened to this online shopping revolution everyone was talking about?

The reason why so many consumers are clinging to this traditional method of shopping, according to Accenture’s 2015 Holiday Shopping Survey, is not that consumers don’t want to migrate to cyber shopping but because retailers aren’t keeping up with their needs of providing a fully functional mobile shopping experience. Only two per cent of respondents indicated that the majority of their holiday shopping would be done through mobile apps and mobile-enabled websites.

“The way Canadians think about shopping for the holidays is changing, and retailers must offer a more enhanced mobile browsing and shopping experience to drive sales at 22 / IT in Canada Online November/December 2015

the busiest time of year,” said Robin Sahota, Managing Director, Retail at Accenture.

It is somewhat surprising that retailers in a country with one of the highest smartphone use-rates per capita are not making full use of technology to provide a mobile browsing experience that can encourage more sales. If more mobile apps and mobile-enabled websites are available, 61 per cent of respondents said they would be interested in shopping by using this channel as it would provide the means to monitor incentives such as loyalty points. A further 54 per cent indicated that they would use promotions to shop on their mobile devices while another 49 per cent like to keep a tab on what’s in their cart so they are not surprised at checkout.

So what are consumers really looking for in a retail app? Over 70 per cent of those that responded say they would be persuaded to download a retailer’s app if they can view their loyalty program, locate items easily, access personalized offers and discount coupons.

When asked what factors would prevent them from using a mobile app or website to shop, 38 per cent cited privacy or security concerns, while 28 per cent are frustrated that retail sites are not optimized for mobile browsing. The top rated reasons for shopping with a mobile device are; to stay out of crowed stores (57 per cent), as a means to get a better discount or deal (56 per cent) and 47 per cent of respondents cited convenience.

“This season, consumers are looking for a mobile app that is a holiday shopping companion, rather than simply a way to buy things as they would on a laptop,” said Kelly Askew, Managing Director, Retail Strategy at Accenture. “The better the customer journey is through the seamless integration of their mobile, online and in-store experiences, the greater the opportunity to win them over and make their holiday shopping a positive time for them.”

By Donald Farmer

BUSINESS

BROWSING AND BUSINESS INTELLIGENCE

T

oo often, we base Business Intelligence today on a simple premise: that people are logical decision-makers. In this light, common BI practices promise that the right data, in the right format, at the right time, will help you toward better outcomes. However, as human beings, we just don’t work that way. What influences your knowledge workers’ outcomes?

It’s not just the right data; it’s also the surroundings they work in, and their feelings as they decide.

You may be thinking we can’t do much to change the mind-set of our decision-makers. All we can do is provide that best data in the best format and make sure our visualizations and results are as precise as possible. Can we really control anything else?

In fact, I do believe we can help to give users a more complete understanding of the data and motivations behind their choices.

We are all familiar with one handy interaction that is radically different from traditional approaches to data: the simple, but potent, interface of the internet search engine. However, the use of search can seem counter-intuitive for a BI practitioner, because searches often return data points by the thousand and we know from experience how many prove less than useful. Yet, even though they deliver a near-overwhelming flood of results, search engines have a great advantage for the new and advanced user alike. They allow for browsing, or what Peter Pirolli has called “Information Foraging.”

Pirolli’s theory sees us foraging for information in a very similar way to animals hunting for food. We receive a great deal from the information environment, browsing through cues, or “information scent,” for the pieces we want. We may return more data with less structure – but enhanced by good browsing tools giving cues to content and relevance – and still provide better insights than presenting a small, focused, result set. Hunting and foraging represent basic human skills that help us to navigate the data surrounding us. You can get better results and better information through browsing and foraging compared to our accustomed structured queries.

We should also appreciate that the touch interface is a significant improvement to browsing. Touch interfaces feel satisfyingly intuitive. Everyone can understand the simplicity: using a fingertip to navigate and act. When applied to business, the

possibilities seem endless. Learning from my own work in the field with customers, I know they happily spend more time navigating and exploring in a program when using a touch application, compared to a conventional desktop interface. We often call the touch interface of the tablet a relaxed “lean-back experience” compared to the more directed “lean forward” world of the desktop. More time spent foraging the data means more discoveries and insights, precisely because users are able to casually browse in a more natural setting. Furthermore, the touch experience is inherently exploratory. With a new tablet app, the first thing you are likely to try is exploring the interface and seeing what artifacts onscreen respond to touch, and which features reveal new information.

I believe Business Intelligence as a practice should not first and foremost aim to narrow the data space to a restricted set of predetermined answers, delivered in response to a well-defined query. If you can formulate that query well enough, then probably you have mostly found your way to the answer already. The exploratory foraging experience, what I often call the discovery experience, enables users to find things they didn’t even know they were looking for. Browsing opens up a world of information. As BI practitioners, that’s what we need to strive for. It’s not just about the data – it’s about the truly important insights we can uncover when our users are enabled with tools that support and expand our instincts.

November/December 2015 IT in Canada Online / 23

HIGH SPEED DOCUMENT SCANNER

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Canon is a registered trademark of Canon Inc. imageFORMULA is a trademark of Canon Inc. © 2015 Canon Canada Inc.