Newly minted House Speaker Mike Johnson hoped to rally his members around key policy issues during a recent Republican conference call. But it didn’t take long for personal feuds to instead take center stage. GOP Rep. Young Kim, who represents a key ...

Mike Johnson faces divisive floor votes in early test of his speakership

Shawn Johnson East celebrated her last Halloween as a mother-of-two and dressed as what she called a pregnant witch as she and her husband, Andrew East, wore costumes with their children.

Pregnant Shawn Johnson East Celebrates Halloween with Son Jett and Daughter Drew in Cute Photos

A fourth athlete has joined the world's billionaire club, according to Forbes. As prolific a player as Johnson was during his career with the Los Angeles Lakers, most of the wealth that has made him a billionaire has come from smart business investments ...

Former NBA star Magic Johnson becomes fourth billionaire athlete

Janssen Pharmaceuticals, Inc., a Johnson & Johnson company ... rapid scalp psoriasis clearance, and improved health-related quality of life outcomes. In this previously understudied population, no new safety signals were reported through Week 16.1,2,3.

Health Matters: First-Of-Its-Kind Study Reveals Groundbreaking Data About Severe Plaque Psoriasis For People Of Color

Following launch of first-of-its-kind collaboration between Johnson & Johnson Innovation – JLABS and Singapore's Economic Development Board, the Singapore QuickFire Challenge invites innovators to pitch for grant funding from a pool of $100,000 for further development.

Johnson & Johnson Innovation Launches Singapore QuickFire Challenge with the Singapore Economic Development Board

The FDA has signed off on Amgen’s biosimilar version of Johnson & Johnson’s autoimmune standout Stelara. | The FDA has approved Amgen’s biosimilar version of Johnson & Johnson’s autoimmune standout Stelara.

After patent settlement, Amgen scores FDA nod for its biosimilar version of J&J's Stelara

In April of this year, healthcare giant Johnson & Johnson announced it would be raising its dividend by 5.3%. It marked the 61st consecutive year that the company has increased its payout. It's a long streak, even among other Dividend Kings. Its 3.3% ...

3 Dividend Kings Whose Growth Streaks Could Break Before 2030

Johnson has been a nurse practitioner in correctional health care for 25 years. She spent 10 years working ... to finally go into the pet business for herself. She’d discovered a company called Pet Wants that produces small-batch dog and cat food when ...

Nurse practitioner Kelly Johnson pivots from human health care to animal wellness

Johnson has also made money from past investments including a movie theater chain that he sold to Loews in 2004 and about 100 Starbucks locations he sold back to the company in 2010. Johnson now has money in "everything from NFTs to CBD," Forbes said ...

Magic Johnson is a billionaire, Forbes says

HOUSTON, October 31, 2023 /CSRwire/ - LyondellBasell is pleased to announce it received the Supply Chain Excellence Award from SC Johnson in recognition of ... the world's most pressing environmental and health issues like reducing plastic waste and ...

LyondellBasell Receives Supply Chain Excellence Award From SC Johnson

Johnson & Johnson

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Hawk and Griffin: Efficient RNN Models Redefining AI Performance

Greetings, I am Ilya, a seasoned designer with a legacy of 8 years shaping products across industries like fintech, banking, and e-commerce. Within my portfolio lie collaborations with esteemed leaders such as Finex, VTB, Johnson & Johnson, Pearson, M.Video, Ferrari, Avito, Alpari and many others.  I enjoy blending creativity with logical thinking to create stunning designs that are user-oriented and deliver a thoughtful user experience In this discourse, I explore the synergy of human ingenuity and Artificial Intelligence, envisioning AI's profound impact on product design. Furthermore, I present a curated selection of prime Figma tools, offering designers a gateway to infuse AI seamlessly into their creative journey. In this era of digitalization, where automation and process optimization are key goals, design is also experiencing this transformation, with AI driving progress. The rise of Artificial Intelligence (AI) and neural networks is orchestrating a significant shift across multiple spheres of existence, and design is unquestionably no bystander. In this era characterised by digitization's sway, where efficiency through automation reigns supreme, design finds itself seamlessly woven into this narrative, propelled forward by the inexorable march of AI. According to a study by Adobe: ”UI/UX designers were the most likely to use generative AI in future professional work — and over twice as likely to do so as print designers/publishers”. How AI Enhances the Work of UX Designers: Enhanced Personalization: AI can quickly and efficiently analyze data (behavior, demographics, preferences) to create a unique experience for each user. This positively impacts conversion and user retention. Automation of Routine Tasks: Artificial Intelligence can automate numerous mundane tasks, freeing up time for more important ones. A prime example of AI's indispensability lies in the post-UX research stage, where it helps in converting sketches into finalized designs, analyzes user behavior for more user-friendly interfaces, and tests various design options to determine the most effective. Improved Accessibility and Inclusivity: AI can make UI/UX design more inclusive and ensure digital products and services are accessible to all users, regardless of their abilities. AI-powered tools better analyze designs for accessibility issues and identify areas for improving accessibility, subsequently assisting in creating more inclusive user experiences for individuals with disabilities. Moreover, several plugins, such as Figma Voice, which I discuss further, can facilitate the work of professionals, who endure some disabilities. Innovativeness: Additionally, AI and neural networks' “learning” and “adaptation” capabilities enable designers to create more innovative and intelligent design systems that can autonomously adjust to changing conditions and requirements. Moreover, designers can use AI to develop new interaction forms, such as voice and gesture control, and explore novel ways of feedback and visualization, such as augmented and virtual reality. An example of this is trainable gesture-based systems for next-generation intelligent interfaces. Let's explore the potential of using AI through the example of Figma: Figma, one of the leading platforms for UI/UX design, actively integrates the capabilities of AI and neural networks into its products. During its recent conference, the company unveiled a selection of novel Figma features. Notably, the Dev Mode functionality stands out, as it expedites the shift from design to development by seamlessly translating designs into code, amplifying both speed and efficiency in the process. I invite you to explore several examples of Figma plugins powered by AI and neural networks, which have proven to be invaluable in my work. 6 Figma plugins which you should know Similayer is an intelligent Figma plugin that automatically allows a designer to change the color or font in similar layers. Rather than manually selecting each layer, designers can utilize Similayer to instantly identify and update all relevant layers with a single click. This plugin proves to be a game-changer, mainly when dealing with extensive projects necessitating numerous modifications. Similayer expedites workflows and enhances efficiency in such scenarios. Figma Voice is a revolutionary Figma plugin that introduces vocal interaction into the designer's workflow. This plugin allows designers to use voice commands to perform actions in Figma, transforming voice into a tool that accelerates the design process and makes it more intuitive. With Figma Voice, designers can execute commands such as moving, scaling, and rotating objects by speaking them aloud. This tool is essential for individuals with limited physical abilities or prefer a voice interface. Zecoda is an advanced Figma plugin that uses artificial intelligence for automatic design-to-code conversion. This tool transforms your Figma layouts into code written in languages like HTML, CSS, JavaScript, and React, streamlining the development process and reducing the time from design to implementation. Unlike traditional manual coding, Zecoda utilizes AI and machine learning algorithms to accurately interpret your design and convert it into code with pixel-perfect precision. It ensures a high-quality end product and significantly reduces the time and effort required for development. GPT Stylist is an innovative Figma plugin powered by artificial intelligence, designed for automatic color correction of design elements. This tool simplifies working with color schemes, making selecting and applying colors more straightforward and efficient. GPT Stylist can analyze the design using machine learning and AI algorithms and suggest optimal color combinations. It can automatically pick colors for design elements, including texts, backgrounds, buttons, etc., taking into account the context and design style. Bilfrost - a Figma plugin that utilizes artificial intelligence to automate converting design mockups into clean React code. It speeds up the development process and significantly reduces the time spent writing code from scratch. Bilfrost processes Figma design files and automatically converts them into functional React code. The result is always pixel-perfect, ensuring high quality and compatibility across various platforms and devices. This tool empowers designers to create and update interface screens without programming knowledge. Qoqo.ai is another innovative AI-powered tool specifically designed to enhance UX copywriting, create personas, build user journeys, and generate interview questions. This Figma plugin empowers designers to develop their projects more efficiently and productively, saving time and resources. Qoqo.ai utilizes AI to craft clear, concise, and engaging messages that resonate with the audience's interests. Additionally, it offers tools for creating detailed personas and user journeys, enabling designers to understand their users and their needs better. Challenges in AI UI/UX Design: As AI increasingly interweaves with the fabric of UI/UX design, it promises to redefine our understanding of user experience, offering tools that can predict, personalize, and streamline design processes like never before. However, with such groundbreaking shifts come complexities that need addressing. While the innovation potential is vast, designers navigate a new frontier teeming with opportunity and challenge. Transparency and Trust:
AI's "black box" nature can make its decisions opaque, challenging the fundamental user-designer trust. Users might be skeptical of design decisions driven by complex algorithms they need help understanding, hindering their willingness to engage. Ethical Concerns and Biases:
AI systems, if not trained correctly, can inadvertently perpetuate societal biases. Such unintentional biases in design can lead to ethical dilemmas and misrepresentations, causing harm or alienation to certain user groups. Balancing Data with Empathy:
While AI's data-driven approach is invaluable, it may overshadow human touch, intuition, and empathy. These human-centric aspects are critical for creating genuinely resonating user experiences. Potential for Homogenization:
Over-reliance on AI tools and templates can curtail designers' creativity, leading to designs that might feel generic or impersonal, lacking the distinct flair that sets apart exceptional interfaces. Individual Needs vs. Data Generalization:
Striking a balance between catering to unique user requirements and generalizing based on vast data sets is delicate. Achieving this equilibrium is vital for ensuring user satisfaction. Ethical Use and Data Privacy:
Incorporating AI into design intensifies the need to prioritize user data privacy. Ethical AI usage and data protection are foundational in preserving user trust and rights. In essence, while the integration of AI in UI/UX promises unprecedented opportunities, it simultaneously presents these challenges, demanding adaptability, foresight, and ethical diligence from designers. Conclusion In the ever-evolving landscape of design, the formidable influence of artificial intelligence and neural networks cannot be overstated. Their transformative impact accelerates processes, refines automation, and illuminates new avenues of innovation. Figma plugins, forged on the bedrock of AI and neural networks, serve as an empowering conduit, enabling designers to wield these cutting-edge technologies to their maximum potential. These plugins adeptly simplify the intricate tapestry of tasks, whether routine or complex, encompassing layer organization, code transformation, and the testing of voice-guided interfaces. However, a gentle reminder resonates: plugins remain tools in the arsenal of creativity, not substitutes for it. As they augment the design voyage, they bow to the irreplaceable essence of a designer's imagination, artistic prowess, and skill. This collection aspires to illuminate the horizon, spotlighting the gamut of capabilities and benefits that unfurl when AI and neural network plugins intertwine with Figma's canvas. May it serve as a compass guiding you through the realm of possibilities, be it embracing these plugins or embarking on alternative explorations.

AI in the Work of UI/UX Designer: Challenge or Opportunity?

Artificial intelligence (A.I.) has rapidly emerged as a driving force in our increasingly digital world, transforming industries and reshaping how we live and work. From advanced data analytics to intelligent automation, A.I. technologies have become pivotal in driving innovation and unlocking new possibilities across diverse sectors. As we stand at the precipice of an future, it is crucial to recognize the individuals leading the charge and pushing the boundaries of what is possible. AI-driven This article introduces 15 international A.I. executives at the forefront of this . Each executive has been selected based on their roles and the company technologies they represent, showcasing the vast array of A.I. applications reshaping their respective industries. technological revolution Join us on this exploration of these executives as we highlight their visionary approaches, technological innovations, and profound impact on the A.I. landscape. , EVP of Growth & Delivery at Nisum Sajid Mohamedy Sajid is a seasoned strategy professional and accomplished entrepreneur known for creating and expanding enterprises successfully. He possesses expertise in business planning, entrepreneurship, marketing analytics, international growth, mergers and acquisitions, venture capital, and market analysis. With a solid educational background and relevant experience, Sajid excels in navigating the dynamic business landscape and consistently demonstrates exceptional business acumen. Nisum, a technology consulting partner, specializes in designing and building custom digital commerce platforms for enterprises of all sizes. They leverage an AI-driven forecasting framework, resulting in a 25% increase in forecast accuracy. , Sr.Manager at ServiceNow Bharathi Ramadass Bharathi Ramadass, a certified ServiceNow Administrator, has expertise in Agile Scrum methodology and extensive experience building custom applications and implementing I.T. and H.R. modules in ServiceNow. With proficiency in workflows, scripting, and enhancements, Bharathi successfully integrated IBM Watson Assistant into ServiceNow. This AI-driven conversational agent empowers employees to deliver reliable customer responses, transfer conversations to live agents, and proactively address user issues. Bharathi’s dedication to digital transformation has contributed to ServiceNow’s remarkable growth, expanding from two to over 300 use cases, with a significant monthly engagement of 20% of employees with the assistant. , Head Product Manager at Transmetrics Hristo Hadjitchonev Hristo Hadjitchonev, an experienced professional in the software development industry, boasts an impressive track record spanning over three decades. He has a rich academic background, pursuing studies in Analytical Modeling in Business Intelligence and Data Mining solutions. As the Head Product Manager for Transmetrics, Hristo spearheads an ambitious endeavor to create a cutting-edge Data Science and Forecasting framework that will shape the industry’s future. Transmetrics optimizes logistics planning and asset management by leveraging the power of predictive analytics and artificial intelligence. , PhD, Co-Founder and CEO at Affectiva Rana el Kaliouby Rana el Kaliouby, an Egyptian-American scientist, entrepreneur, and angel investor, is dedicated to humanizing technology in our digital world. As the Co-Founder of Affectiva, an AI company focused on emotional intelligence, she has brought Emotion AI to over 90 countries and various industries, including automotive and media analytics. Rana’s bestselling memoir, “Girl Decoded,” chronicles her personal journey and her mission to bridge emotional intelligence and technology. Passionate about ethics and inclusion in AI, she actively participates in industry organizations and advocates for diversity. Rana believes in the transformative power of human connection. , Founder & CTO at IndustrialML Arjun Chandar Arjun Chandar is a highly accomplished professional with an impressive academic background. He holds a Bachelor of Science in Mechanical Engineering from Caltech and a Master’s in Manufacturing from the Massachusetts Institute of Technology (MIT). Arjun excels as an entrepreneur, business leader, data scientist, engineer, and inventor, specializing in Industry 4.0. IndustrialML is a renowned enterprise software company that specializes in serving industrial customers. Their expertise lies in developing essential tools to ensure seamless operations on production lines. The IndustrialML platform connects data from various sources, providing valuable context about the production status. By integrating real-time monitoring, machine vision, and advanced analytics applications, they deliver actionable insights to operators and engineers. , Head of Strategy & Business Transformation at Curren Katz Johnson & Johnson Curren Katz is a seasoned analytics leader with a track record of success in the healthcare industry. With over 10 years of leadership experience in the U.S. and Europe, Curren has spearheaded the development of numerous analytics and data science products for payers, providers, and pharmaceutical companies. They possess Data Science, Digital Health, Statistics, and Operations Research expertise. Curren’s background in cognitive neuroscience and machine learning allows them to apply artificial intelligence techniques to complex, unstructured data. Currently, Curren is driving innovation in clinical trials, focusing on decentralized trials, artificial intelligence, real-world data, and precision medicine. , Founder, and CEO at NexusLeap Madhav Srinath Madhav is a distinguished professional with a strong background in Artificial Intelligence. His educational accomplishments include graduating Magna Cum Laude from Georgia Tech with a bachelor’s degree in Industrial Engineering. He further expanded his knowledge by earning a master’s degree in Computer Science from his alma mater. Madhav’s dedication to continuous learning is evident through his active AWS certifications, including associate and speciality levels. NexusLeap is an analytics consulting company specializing in customized cloud solutions, equipping companies with scalable decision-making tools, known by its customers as a “friendly neighborhood analytics provider”. , Founder & CEO at TheDeltacube.ai Ujjyaini Mitra Ujjyaini Mitra is a strategic advisor at Zupervise and the founder & CEO of TheDeltacube.ai, where her focus goes beyond merely being “Best in Class.” She is deeply passionate about building “Next in Class” innovative AI-driven solutions using design thinking and cutting-edge technology. With over 14 years of leadership experience, Ujjyaini has successfully fostered a data-centric culture in major organizations across industries like digital media & entertainment, e-commerce, and telecommunications. Her expertise lies in developing data strategies, driving business growth, collaborating with stakeholders, and building cohesive and empowered data science teams. In her free time, Ujjyaini finds solace in practicing Vipassana Meditation, Sivananda Yoga, and exploring the realms of AI and its transformative potential. , Founder and CEO at dotData Ryohei Fujimaki During his tenure, Ryohei, the youngest research fellow in NEC Corporation’s history, played a crucial role in delivering meaningful analytical solutions. Building on his expertise and fresh perspective, he founded dotData to revolutionize automated data science. dotData brings unprecedented speed, scalability, and value to various industries, including Fortune Global 250 clients. dotData is a pioneering company specializing in end-to-end data science automation for enterprises. With unique AI-powered Feature Engineering, dotData eliminates time-consuming tasks, empowering data scientists for higher-value work while enabling data engineers and business analysts to drive data science projects. , CEO & Co-Founder at Agrolly Manoela Morais Manoela N. is a seasoned Enterprise Risk Management professional specializing in Supply Chain Risk Management and Contract Manufacturing Management & Audit. Holding a Chemical Engineering degree from the Federal University of Bahia (Brazil), an MBA in Automation & Process Control, and an M.S. in Financial Risk from PACE University in NYC, Manoela combines technical knowledge with financial acumen. In 2020, Manoela and her team developed Agrolly, a solution for farmers in developing countries, leveraging IBM Watson Studio. Agrolly utilizes A.I. technology to provide tailored information and risk assessments to help farmers optimize crop production and mitigate the impact of extreme weather conditions. The platform also facilitates financial assistance through partnerships with local financial institutions. , Director of Engineering, AI/ML at Semantix AI Lucas Bonatto Lucas is a highly skilled software engineer, holding a Master’s degree in Computer Science from PUC University. With a deep passion for machine learning, he has contributed his expertise to renowned tech companies like OLX and Hewlett-Packard. Additionally, Lucas is the visionary behind Marvin AI, an innovative open-source Artificial Intelligence platform and Elemeno, a comprehensive solution with fully-managed and highly scalable infrastructure. Semantix AI is a prominent leader in Big Data, Analytics, and Artificial Intelligence solutions. They offer innovative and disruptive services, including one-stop-shop Big Data platforms for quickly implementing complex data environments. Their expertise extends to multi-cloud infrastructure, advanced business performance, and industry data governance solutions. , Founder and CEO of Insitro Daphne Koller Koller’s career exemplifies the harmonious synergy between academia and industry within the realm of artificial intelligence. As a long-standing Stanford professor, her focus on machine learning has been influential. In 2012, Koller co-founded Coursera, an ed tech startup, alongside fellow Stanford professor Andrew Ng, now valued at $2.6 billion. Currently, as the CEO of Insitro, Koller’s latest venture applies machine learning to revolutionize pharmaceutical research. Backed by significant investments, including $250 million from Andreessen Horowitz, Insitro recently forged a major partnership with Bristol Myers Squibb. Koller’s aim is to overcome challenges in biomedical applications of machine learning, paving the way for novel, affordable therapies, and building a diverse and exceptional team. , CEO at QuickBlox Nate Macleitch Nate MacLeitch brings over 20 years of diverse industry experience spanning telecom, media, software, and technology. He has excelled in leadership roles, including Head of Sales at WIN Plc (Cisco), Twistbox Entertainment’s COO, and QuickBlox’s CEO. Beyond his impressive career, Nate is an accomplished advisor and investor, supporting startups like Springboard Mobile and TechStars. He holds degrees from the University of California, Davis, and The London School of Economics and Political Science. As CEO of QuickBlox, Nate pioneered chat API solutions to meet the growing demand for seamless remote real-time communication. QuickBlox remains committed to providing user-friendly, affordable, secure, and feature-rich communication solutions that elevate the user experience. , CEO at videoBIO Recruiter Catharine Fennell Catharine Fennell is the visionary Founder and CEO of videoBIORecruiter, a cutting-edge digital A.I. video platform revolutionizing the recruitment, interviewing, training, and talent matching processes. Through videoBIO’s software, hiring teams can streamline and modernize their talent evaluation processes while maintaining a human touch. Utilizing custom-trained machine algorithms and automated competency scoring powered by IBM Watson Studio, videoBIO Recruiter provides enterprises and universities with comprehensive, on-demand video application, screening, and interviewing solutions. Catharine’s leadership and commitment to A.I. innovations have garnered industry recognition, multiple awards, and remarkable business growth for videoBIO. , Manager, ITSM & Technical Buyer at Rasha Ragab Saleh Telecom Egypt Rasha Ragab, an accomplished Information Technology Service Management Manager with a rich background in the telecommunication industry, has played a crucial role in transforming Telecom Egypt’s customer experience. By spearheading the integration of an A.I. Chatbot and leveraging the power of IBM Watson Assistant, Rasha has enabled the company to provide exceptional customer service with efficient problem resolution and request fulfillment. The AI-powered digital assistant has successfully served over 500,000 active monthly users through Telecom Egypt’s website, and future integrations with platforms like Facebook and WhatsApp are planned to elevate the service experience further, boost customer satisfaction, and reduce churn rates. This article was originally published by on Alexander Garcia The Sociable.

15 Global AI Executives Revolutionizing Diverse Industries

The Secret of Chimneys by Agatha Christie, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . Chimneys X. Chimneys Inspector Badgworthy in his office. Time, 8.30 a.m. A tall portly man, Inspector Badgworthy, with a heavy regulation tread. Inclined to breathe hard in moments of professional strain. In attendance Constable Johnson, very new to the Force, with a downy unfledged look about him, like a human chicken. The telephone on the table rang sharply, and the inspector took it up with his usual portentous gravity of action. “Yes. Police station Market Basing. Inspector Badgworthy speaking. What?” Slight alteration in the inspector’s manner. As he is greater than Johnson, so others are greater than Inspector Badgworthy. “Speaking, my lord. I beg your pardon, my lord? I didn’t quite hear what you said?” Long pause, during which the inspector listens, quite a variety of expressions passing over his usually impassive countenance. Finally he lays down the receiver, after a brief “At once, my lord.” He turned to Johnson, seeming visibly swelled with importance. “From his lordship—at Chimneys—Murder.” “Murder,” echoed Johnson, suitably impressed. “Murder it is,” said the inspector, with great satisfaction. “Why, there’s never been a murder here—not that I’ve ever heard of—except the time that Tom Pearse shot his sweetheart.” “And that, in a manner of speaking, wasn’t murder at all, but drink,” said the inspector, deprecatingly. “He weren’t hanged for it,” agreed Johnson gloomily. “But this is the real thing, is it, sir?” “It is, Johnson. One of his lordship’s guests, a foreign gentleman, discovered shot. Open window, and footprints outside.” “I’m sorry it were a foreigner,” said Johnson, with some regret. It made the murder seem less real. Foreigners, Johnson felt, were liable to be shot. “His lordship’s in a rare taking,” continued the inspector. “We’ll get hold of Dr. Cartwright and take him up with us right away. I hope to goodness no one will get messing with those footprints.” Badgworthy was in a seventh heaven. A murder! At Chimneys! Inspector Badgworthy in charge of the case. The police have a clue. Sensational arrest. Promotion and kudos for the aforementioned inspector. “That is,” said Inspector Badgworthy to himself, “if Scotland Yard doesn’t come butting in.” The thought damped him momentarily. It seemed so extremely likely to happen under the circumstances. They stopped at Dr. Cartwright’s, and the doctor, who was a comparatively young man, displayed a keen interest. His attitude was almost exactly that of Johnson. “Why, bless my soul,” he exclaimed. “We haven’t had a murder here since the time of Tom Pearse.” All three of them got into the doctor’s little car, and started off briskly for Chimneys. As they passed the local inn, The Jolly Cricketers, the doctor noticed a man standing in the doorway. “Stranger,” he remarked. “Rather a nice-looking fellow. Wonder how long he’s been here, and what he’s doing staying at the Cricketers? I haven’t seen him about at all. He must have arrived last night.” “He didn’t come by train,” said Johnson. Johnson’s brother was the local railway porter, and Johnson was therefore always well up in arrivals and departures. “Who was there for Chimneys yesterday?” asked the inspector. “Lady Eileen, she come down by the 3.40, and two gentlemen with her, an American gent, and a young Army chap—neither of them with valets. His lordship come down with a foreign gentleman, the one that’s been shot as likely as not, by the 5.40, and the foreign gentleman’s valet. Mr. Eversleigh come by the same train. Mrs. Revel came by the 7.25, and another foreign-looking gentleman came by it too, one with a bald head and a hook nose. Mrs. Revel’s maid came by the 8.56.” Johnson paused, out of breath. “And there was no one for the Cricketers?” Johnson shook his head. “He must have come by car then,” said the inspector. “Johnson, make a note to institute inquiries at the Cricketers on your way back. We want to know all about any strangers. He was very sunburnt, that gentleman. Likely as not, he’s come from foreign parts too.” The inspector nodded his head with great sagacity, as though to imply that that was the sort of wide-awake man he was—not to be caught napping under any consideration. The car passed in through the Park gates of Chimneys. Descriptions of that historic place can be found in any guide book. It is also No. 3 in Historic Homes of England, price 21s. On Thursdays, chars-à-bancs come over from Middlingham and view those portions of it which are open to the public. In view of all these facilities, to describe Chimneys would be superfluous. They were received at the door by a white-headed butler whose demeanour was perfect. “We are not accustomed,” it seemed to say, “to having murder committed within these walls. But these are evil days. Let us meet disaster with perfect calm, and pretend with our dying breath that nothing out of the usual has occurred.” “His lordship,” said the butler, “is expecting you. This way, if you please.” He led them to a small cosy room which was Lord Caterham’s refuge from the magnificence elsewhere, and announced them. “The police, my lord, and Dr. Cartwright.” Lord Caterham was pacing up and down in a visibly agitated state. “Ha! inspector, you’ve turned up at last. I’m thankful for that. How are you, Cartwright? This is the very devil of a business, you know. The very devil of a business.” And Lord Caterham, running his hands through his hair in a frenzied fashion until it stood upright in little tufts, looked even less like a peer of the realm than usual. “Where’s the body?” asked the doctor, in curt business-like fashion. Lord Caterham turned to him as though relieved at being asked a direct question. “In the council chamber—just where it was found—I wouldn’t have it touched. I believed—er—that that was the correct thing to do.” “Quite right, my lord,” said the inspector approvingly. He produced a notebook and pencil. “And who discovered the body? Did you?” “Good Lord, no,” said Lord Caterham. “You don’t think I usually get up at this unearthly hour in the morning, do you? No, a housemaid found it. She screamed a good deal, I believe. I didn’t hear her myself. Then they came to me about it, and of course I got up and came down—and there it was, you know.” “You recognized the body as that of one of your guests?” “That’s right, inspector.” “By name?” This perfectly simple question seemed to upset Lord Caterham. He opened his mouth once or twice, and then shut it again. Finally he asked feebly. “Do you mean—do you mean—what was his name?” “Yes, my lord.” “Well,” said Lord Caterham, looking slowly round the room, as though hoping to gain inspiration. “His name was—I should say it was—yes, decidedly so—Count Stanislaus.” There was something so odd about Lord Caterham’s manner, that the inspector ceased using his pencil and stared at him instead. But at that moment a diversion occurred which seemed highly welcome to the embarrassed peer. The door opened and a girl came into the room. She was tall, slim and dark, with an attractive boyish face, and a very determined manner. This was Lady Eileen Brent, commonly known as Bundle, Lord Caterham’s eldest daughter. She nodded to the others, and addressed her father directly. “I’ve got him,” she announced. For a moment the inspector was on the point of starting forward under the impression that the young lady had captured the murderer red-handed, but almost immediately he realized that her meaning was quite different. Lord Caterham uttered a sigh of relief. “That’s a good job. What did he say?” “He’s coming over at once. We are to ‘use the utmost discretion.’” Her father made a sound of annoyance. “That’s just the sort of idiotic thing George Lomax would say. However, once he comes, I shall wash my hands of the whole affair.” He appeared to cheer up a little at the prospect. “And the name of the murdered man was Count Stanislaus?” queried the doctor. A lightning glance passed between father and daughter, and then the former said with some dignity: “Certainly. I said so just now.” “I asked because you didn’t seem quite sure about it before,” explained Cartwright. There was a faint twinkle in his eye, and Lord Caterham looked at him reproachfully. “I’ll take you to the Council Chamber,” he said more briskly. They followed him, the inspector bringing up the rear, and darting sharp glances all around him as he went, much as though he expected to find a clue in a picture frame, or behind a door. Lord Caterham took a key from his pocket and unlocked a door, flinging it open. They all passed into a big room panelled in oak, with three long windows giving on the terrace. There was a long refectory table and a good many oak chests, and some beautiful old chairs. On the walls were various paintings of dead and gone Caterhams and others. Near the left-hand wall, about half-way between the door and the window, a man was lying on his back, his arms flung wide. Dr. Cartwright went over and knelt down by the body. The inspector strode across to the windows, and examined them in turn. The centre one was closed, but not fastened. On the steps outside were footprints leading up to the window, and a second set going away again. “Clear enough,” said the inspector, with a nod. “But there ought to be footprints on the inside as well. They’d show up plain on this parquet floor.” “I think I can explain that,” interposed Bundle. “The housemaid had polished half the floor this morning before she saw the body. You see, it was dark when she came in here. She went straight across to the windows, drew the curtains, and began on the floor, and naturally didn’t see the body which is hidden from that side of the room by the table. She didn’t see it until she came right on top of it.” The inspector nodded. “Well,” said Lord Caterham, eager to escape. “I’ll leave you here, inspector. You’ll be able to find me if you—er—want me. But Mr. George Lomax is coming over from Wyverne Abbey shortly, and he’ll be able to tell you far more than I could. It’s his business really. I can’t explain, but he will when he comes.” Lord Caterham beat a precipitate retreat without waiting for a reply. “Too bad for Lomax,” he complained. “Letting me in for this. What’s the matter, Tredwell?” The white-haired butler was hovering deferentially at his elbow. “I have taken the liberty, my lord, of advancing the breakfast hour as far as you are concerned. Everything is ready in the dining-room.” “I don’t suppose for a minute I can eat anything,” said Lord Caterham gloomily, turning his footsteps in that direction. “Not for a moment.” Bundle slipped her hand through his arm, and they entered the dining-room together. On the sideboard were half a score of heavy silver dishes, ingeniously kept hot by patent arrangements. “Omelet,” said Lord Caterham, lifting each lid in turn. “Eggs and bacon, kidneys, devilled bird, haddock, cold ham, cold pheasant. I don’t like any of these things, Tredwell, ask the cook to poach me an egg, will you?” “Very good, my lord.” Tredwell withdrew. Lord Caterham, in an absent-minded fashion, helped himself plentifully to kidneys and bacon, poured himself out a cup of coffee, and sat down at the long table. Bundle was already busy with a plateful of eggs and bacon. “I’m damned hungry,” said Bundle with her mouth full. “It must be the excitement.” “It’s all very well for you,” complained her father. “You young people like excitement. But I’m in a very delicate state of health. Avoid all worry, that’s what Sir Abner Willis said—avoid all worry. So easy for a man sitting in his consulting-room in Harley Street to say that. How can I avoid worry when that ass Lomax lands me with a thing like this? I ought to have been firm at the time. I ought to have put my foot down.” With a sad shake of the head, Lord Caterham rose and carved himself a plate of ham. “Codders has certainly done it this time,” observed Bundle cheerfully. “He was almost incoherent over the telephone. He’ll be here in a minute or two, spluttering nineteen to the dozen about discretion and hushing it up.” Lord Caterham groaned at the prospect. “Was he up?” he asked. “He told me,” replied Bundle, “that he had been up and dictating letters and memoranda ever since seven o’clock.” “Proud of it, too,” remarked her father. “Extraordinarily selfish, these public men. They make their wretched secretaries get up at the most unearthly hours in order to dictate rubbish to them. If a law was passed compelling them to stop in bed until eleven, what a benefit it would be to the nation! I wouldn’t mind so much if they didn’t talk such balderdash. Lomax is always talking to me of my ‘position.’ As if I had any. Who wants to be a peer nowadays?” “Nobody,” said Bundle. “They’d much rather keep a prosperous public house.” Tredwell reappeared silently with two poached eggs in a little silver dish which he placed on the table in front of Lord Caterham. “What’s that, Tredwell?” said the latter, looking at them with faint distaste. “Poached eggs, my lord.” “I hate poached eggs,” said Lord Caterham peevishly. “They’re so insipid. I don’t like to look at them even. Take them away, will you, Tredwell?” “Very good, my lord.” Tredwell and the poached eggs withdrew as silently as they came. “Thank God no one gets up early in this house,” remarked Lord Caterham devoutly. “We shall have to break this to them when they do, I suppose.” He sighed. “I wonder who murdered him,” said Bundle. “And why?” “That’s not our business, thank goodness,” said Lord Caterham. “That’s for the police to find out. Not that Badgworthy will ever find out anything. On the whole I rather hope it was Nosystein.” “Meaning——” “The All British Syndicate.” “Why should Mr. Isaacstein murder him when he’d come down here on purpose to meet him?” “High finance,” said Lord Caterham vaguely. “And that reminds me, I shouldn’t be at all surprised if Isaacstein wasn’t an early riser. He may blow in upon us at any minute. It’s a habit in the city. I believe that, however rich you are, you always catch the 9.17.” The sound of a motor being driven at great speed was heard through the open window. “Codders,” cried Bundle. Father and daughter leaned out of the window and hailed the occupant of the car as it drew up before the entrance. “In here, my dear fellow, in here,” cried Lord Caterham, hastily swallowing his mouthful of ham. George had no intention of climbing in through the window. He disappeared through the front door, and reappeared ushered in by Tredwell, who withdrew at once. “Have some breakfast,” said Lord Caterham, shaking him by the hand. “What about a kidney?” George waved the kidney aside impatiently. “This is a terrible calamity, terrible, terrible.” “It is indeed. Some haddock?” “No, no. It must be hushed up—at all costs it must be hushed up.” As Bundle had prophesied, George began to splutter. “I understand your feelings,” said Lord Caterham sympathetically. “Try an egg and bacon, or some haddock.” “A totally unforeseen contingency—national calamity—concessions jeopardized——” “Take time,” said Lord Caterham. “And take some food. What you need is some food, to pull you together. Poached eggs now? There were some poached eggs here a minute or two ago.” “I don’t want any food,” said George. “I’ve had breakfast, and even if I hadn’t had any I shouldn’t want it. We must think what is to be done. You have told no one as yet?” “Well, there’s Bundle and myself. And the local police. And Cartwright. And all the servants of course.” George groaned. “Pull yourself together, my dear fellow,” said Lord Caterham kindly. “(I wish you’d have some breakfast.) You don’t seem to realize that you can’t hush up a dead body. It’s got be buried and all that sort of thing. Very unfortunate, but there it is.” George became suddenly calm. “You are right, Caterham. You have called in the local police, you say? That will not do. We must have Battle.” “Battle, murder and sudden death,” inquired Lord Caterham, with a puzzled face. “No, no, you misunderstand me. I referred to Superintendent Battle of Scotland Yard. A man of the utmost discretion. He worked with us in that deplorable business of the Party Funds.” “What was that?” asked Lord Caterham, with some interest. But George’s eye had fallen upon Bundle, as she sat half in and half out of the window, and he remembered discretion just in time. He rose. “We must waste no time. I must send off some wires at once.” “If you write them out, Bundle will send them through the telephone.” George pulled out a fountain pen and began to write with incredible rapidity. He handed the first one to Bundle, who read it with a great deal of interest. “God! what a name,” she remarked. “Baron How Much?” “Baron Lolopretjzyl.” Bundle blinked. “I’ve got it, but it will take some conveying to the post office.” George continued to write. Then he handed his labours to Bundle and addressed the master of the house: “The best thing that you can do, Caterham——” “Yes,” said Lord Caterham apprehensively. “Is to leave everything in my hands.” “Certainly,” said Lord Caterham, with alacrity. “Just what I was thinking myself. You’ll find the police and Dr. Cartwright in the Council Chamber. With the—er—with the body, you know. My dear Lomax, I place Chimneys unreservedly at your disposal. Do anything you like.” “Thank you,” said George. “If I should want to consult you——” But Lord Caterham had faded unobtrusively through the farther door. Bundle had observed his retreat with a grim smile. “I’ll send off those telegrams at once,” she said. “You know your way to the Council Chamber?” “Thank you, Lady Eileen.” George hurried from the room. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Agatha Christie (1998). The Secret of Chimneys. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/65238/pg65238-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

The Chimneys

My personal experience comes from two different worlds. One world is a big corporation with tens of thousands of employees, and I was one of the people who actually built it. The other world is my experience of working with small startups and watching how modern digital companies work. No matter how different these worlds may seem, my peek into both of them suggests to me that the flattest business structures usually generate the best results. In these structures, employees work as micro-entrepreneurs within a company. That means modern corporate models are based on maximum competition between people, leading to better quality at each level, lower costs, and a better client experience. Middle Ages: Flat Earth and Flat Structures By saying ‘modern’, I do not mean that flat, decentralized, or self-directed models are actually a novelty. Today, it might seem that previous human history was entirely based on a rigid hierarchy, but it is not so. For instance, look at the feudal society typical of Western Europe’s early Middle Ages. At the time, vassals were empowered with quite strong autonomy over the lands and people under their rule. Their powers included routine economic management, justice, and sometimes even monetary policy. Vassal’s duty to his lord was more or less limited to paying taxes (in monetary or natural form) and providing a certain number of military units in times of need. Think of those duties as performance KPIs for an autonomous division in a modern flat-model company. What’s also important, the king's control (think of him as a flat company CEO) , because the vassal's bond was with his own lord, not with his lord's master: ‘the vassal of my vassal is not my vassal’. was, in any case, weak However, with the rise of absolute monarchies, empires, and colonialism, hierarchical systems indeed became mainstream. These new social orders relied on overwhelming military power, and the military organization can be viewed as the pinnacle of the management model that I refer to as ‘classic’ in this article. The classic model is aimed at controlling employees, assuming that without such control their performance would be poorer by default. Tight control means that each group of 10-15 employees must have their boss, who, in turn, is controlled by the next-level boss, and so on. On one hand, such a model is based on control and lack of trust; on the other hand, it encourages deception between different management levels. So everyone is playing a game with low efficiency and very high costs. Modern Findings and Success Stories As tides changed in the 19-20th century, absolute monarchies gave way to democratic rule in many parts of the world. Subsequently, researchers started questioning the benefits of a traditional (i.e., ‘tall’, or highly hierarchical) management model, trying to apply the new social governance standards to corporations and studying ‘flat’ or less hierarchy-dependent structures. A classic work on the topic, , was released in 1972 by Edwin E. Ghiselli and Jacob P. Siegel. This paper is still being cited by other researchers half a century later. ‘Leadership and managerial success in tall and flat organization structures’ After a thorough study of many companies, Ghiselli and Siegel came to the conclusion that ‘there is a link between employee success and the level of autonomy and self-realization in flat organizations, and there is more participation in broader decision making creating a sense of ownership, which in turn, increases productivity’. Another study, by John M. Ivancevich and James H. Donnelly, Jr. published in 1975, revealed that salesmen working in flat organizations perceived more satisfaction with respect to self-actualization and autonomy. ‘Relation of Organizational Structure to Job Satisfaction, Anxiety-Stress, and Performance’ Also, they perceive lower amounts of anxiety stress and perform more efficiently than salesmen in medium and tall organizations. Based on these findings and my own empirical experience, I think that corporate management should be based on empowering employees and forging mutually beneficial relationships between them. Taxi drivers and delivery couriers are good examples of such relations and management. They work not because they are controlled by their bosses, but because they are partners of a taxi operator or a delivery company. It is an entirely different type of motivation, which I consider to be much more effective in all aspects, from economics to client experience. However, the success of flatness and decentralization is not limited to drivers and couriers alone. Arguably the most famous and successful example of decentralization is Johnson & Johnson, a company with an over 100-year history. It is worth noting that it does not come from the tech sector, operating in consumer healthcare, pharma, and medical technology. is based on granting full autonomy to each of the more than 265 companies it owns located across 60 countries and working in three major business segments. J&J’s modus operandi The company is in constant search of new assets. After an M&A deal, the new asset continues to work as a separate entity under the common brand. Caution: do not get flat broke For the sake of truth and accuracy, I cannot omit flat structure failure stories as well. Different companies, including some cutting-edge digitals, rejected the boss-less concept at some point. These examples include shoe company; online trading platform; social network management service; social journalism platform launched by Twitter co-founders and project hosting and collaboration service (thank you Lighthouse Blog for this list and for the on the topic). Zappos Treehouse Buffer Medium GitHub scathing article Being an avid advocate of a flat and decentralized business model, I do not mean to promote diving into it without a second thought. Nor do I intend to proclaim hierarchy altogether evil. After all, as Bob Sutton, Stanford professor, bestselling author, and speaker , ‘If you can find a group of people (or dogs or baboons) without a hierarchy, I want to hear about it. Yes, power and status differences are sometimes reduced, but hierarchy is a fact of organizational life.’ said Choosing the right way to set up your business leaves no room for the luxury of being dogmatic, maximalist, or naive. A business model, no matter how tall or flat, is just a tool. And there is no such thing as a tool equally good for everyone. Considering which model suits us most, we should not swing between extremes, but rather shift our emphasis to either of the poles, gently and carefully. Two major things to keep in mind are: a. whether a flat model would benefit your particular business and b. whether you are personally up to it. One of the of the Ghiselli and Johnson study is that flat organizations rewarded managers and also that flat organizations work better than tall organizations in . most important outcomes who worked well and enjoyed situations that demanded autonomy and independence encouraging individuality Their peers, Lyman W. Porter and Edward E. Lawler III that organizations with many reporting levels (i.e., ‘tall’ ones) were better in . found producing security and the satisfaction of social needs In other words, flatness is good for people with a specific mindset and a certain level of courage and ambition. But it might disappoint and frustrate those seeking a safe haven. Make sure you and the people you are going to lead match the right description. Think twice, and be realistic. Models and Rules If, at some point, you come to the conclusion that flatness and decentralization are for you, there is a whole new world out there. There are a lot of specific models to choose from, starting from a classic bunch of friends launching their garage-based startup to more sophisticated schemes for large-scale structures. It all depends on your needs and the circumstances. For instance, in the wake of the COVID pandemic, McKinsey & Company suggested introducing decentralized structures as an effective means of crisis management: Source: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/to-weather-a-crisis-build-a-network-of-teams Also, there is an interesting thing known as a ‘helix’ organization, positioned as a decent tradeoff between the centralized and decentralized worlds: Source: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-helix-organization There are so many studies dedicated to choosing the right alternative model configurations that they simply would not fit in this article, which is anyway aimed at introducing readers to the topic. However, there are some rules of thumb worth sharing, useful to anyone opting for flat and decentralized models with scaling potential. In 2021, a group of Harvard Business Review contributors studied several self-directed companies located in the greater Helsinki region, often referred to as the ‘Silicon Valley of the North’. Among these companies were Supercell and Futureplay game developers, Futurice and Vincit tech consultancies, and Wolt, a last-mile delivery company. They came up with that should guide self-directed companies as they grow: four major principles Self-direction is something that can easily be lost unless it is actively maintained and promoted. This requires that companies come up with solutions to the new challenges that arise as they grow (for example, through organic modular design) and that they work hard to maintain their spirit and values (for example, through stories that encourage a shared sense of identity). It matters how coordination is organized and control exercised. Usually, this requires a mix of enabling mechanisms that do the trick without undermining self-direction. Self-directed organizations need to share information in non-hierarchical ways. This requires that companies take transparency seriously and use AI to share data in novel ways throughout distributed organizations. Self-directed companies that succeed while they grow are those that invest in learning, celebrating successes and failures, and updating their identities by promoting living stories. There seems little to add to that apart from one note, last but not least. This truly universal rule was brilliantly formulated in an ten years ago by Mark B. Templeton, president and C.E.O. of Citrix, the Internet software company: interview with The New York Times ‘You have to make sure you never confuse the hierarchy that you need for managing complexity with the respect that people deserve. Because that’s where a lot of organizations go off track, confusing respect and hierarchy, and thinking that low on hierarchy means low respect; high on the hierarchy means high respect. So hierarchy is a necessary evil of managing complexity, but it in no way has anything to do with respect that is owed an individual.’

Tall or Flat: Choosing the Right Model for Your Business and Yourself

This story was originally published on by and . and contributed reporting. ProPublica Isaac Arnsdorf Ryan Gabrielson Mollie Simon Caroline Chen President Joe Biden has to immunize every American against COVID-19, and his administration says it’s using the full force of the federal government to get the doses . There’s a reason he can’t promise them sooner. ordered enough vaccines by July Vaccine supply chains are extremely specialized and sensitive, relying on expensive machinery, highly trained staff and finicky ingredients. Manufacturers have run into intermittent shortages of key materials, according to the ; the combination of surging demand and workforce disruptions from the pandemic has caused delays of four to 12 weeks for items that used to ship within a week, much like what happened when consumers were sent scrambling for household staples like , and . U.S. Government Accountability Office flour chicken wings toilet paper People often question why the administration can’t use the mighty Defense Production Act — which empowers the government to demand critical supplies before anyone else — to turbocharge production. But that law has its limits. Each time a manufacturer adds new equipment or a new raw materials supplier, they are required to run extensive tests to ensure the hardware or ingredients consistently work as intended, then submit data to the Food and Drug Administration. Adding capacity “doesn’t happen in a blink of an eye,” said Jennifer Pancorbo, director of industry programs and research at North Carolina State University’s Biomanufacturing Training and Education Center. “It takes a good chunk of weeks.” And adding supplies at any one point only helps if production can be expanded up and down the entire chain. “Thousands of components may be needed,” said Gerald W. Parker, director of the Pandemic and Biosecurity Policy Program at Texas A&M University’s Scowcroft Institute for International Affairs and a former senior official in the Department of Health and Human Services office for preparedness and response. “You can’t just turn on the Defense Production Act and make it happen.” The U.S. doesn’t have spare facilities waiting around to manufacture vaccines, or other kinds of factories that could be converted the way last year. General Motors began producing ventilators The GAO said the Army Corps of Engineers is helping to expand existing vaccine facilities, but it can’t be done overnight. Building new capacity would take two to three months, at which point the new production lines would still face weeks of testing to ensure they were able to make the vaccine doses correctly before the companies could start delivering more shots. “It’s not like making shoes,” Dr. Anthony Fauci, director of the National Institute of Allergy and Infectious Diseases, said in an interview with ProPublica. “And the reason I use that somewhat tongue-in-cheek analogy is that people say, ‘Ah, you know what we should do? We should get the DPA to build another factory in a week and start making mRNA.’ Well, by the time a new factory can get geared up to make the mRNA vaccine exactly according to the very, very strict guidelines and requirements of the FDA ... we already will have in our hands the 600 million doses between Moderna and Pfizer that we contracted for. It would almost be too late.” Fauci added that the DPA works best for “facilitating something rather than building something from scratch.” The Trump administration deployed the Defense Production Act to give vaccine manufacturers priority in accessing crucial production supplies before anyone else could buy them. last year And the Biden administration used it to help Pfizer obtain specialized needles that can squeeze a sixth dose from the company’s vials, as well as for two critical manufacturing components: filling pumps and tangential flow filtration units. The pumps help supply the lipid nanoparticles that hold and protect the mRNA — the vaccines’ active ingredient, so to speak — and also fill vials with finished vaccine. The filtration units remove unneeded solutions and other materials used in the manufacturing process. These highly precise pieces of equipment are not typically available on demand, said Matthew Johnson, senior director of product management at Duke University’s Human Vaccine Institute, who works on developing mRNA vaccines, but not for COVID-19. “Right now, there is so much growth in biopharmaceuticals, plus the pinch of the pandemic,” he said. “Many equipment suppliers are sold out of production, and even products scheduled to be made, in some cases, sold out for a year or so looking forward.” In the meantime, the shortage of vaccines is creating widespread frustration and anxiety as eligible people struggle to get appointments and millions of others wonder how long it will be before it is their turn. , the U.S. had distributed 72.4 million doses and administered 56.3 million shots, but fewer than 16 million people have received both of the two doses that the Pfizer and Moderna vaccines require for full protection. As of Feb. 17 The Biden administration has said it is increasing vaccine shipments to states by 20%, to 13.5 million doses a week, and encouraged states to give out all their shots instead of holding on to some for second doses. But now that second-dose appointments are coming due, many jurisdictions are having to focus on those and stepping back from vaccinating uninoculated people. Even as the total number of vaccinations increased last week, the number of first doses fell to 6.8 million people, down from 7.8 million three weeks ago, according to Centers for Disease Control and Prevention data. At best, it will take until June for manufacturers to deliver enough doses for the roughly 266 million eligible Americans age 16 and over, according to public statements by the companies. That includes expected deliveries of Johnson & Johnson’s one-dose vaccine, which is widely expected to win emergency authorization from the FDA shortly after a public advisory committee meeting on Feb. 26. But Johnson & Johnson has fallen behind in manufacturing. The company told the it will have only 2 million doses ready to go by the time the vaccine is authorized, whereas its $1 billion with HHS scheduled 12 million doses by the end of February. GAO contract It’s not clear what held up Johnson & Johnson’s production line; the company has benefited from first-priority purchases thanks to the DPA, according to a senior executive close to the manufacturing process. A Johnson & Johnson spokesman declined to comment on the cause of the delay, but said the company still expects to ship 100 million U.S. doses by July. Vaccine supply won’t cover all Americans until late spring, at best Public statements from vaccine developers Pfizer, Moderna and Johnson & Johnson illustrate how many people could be covered by the available U.S. supply from now until the end of the summer. Sources: , company press releases and statements, news reports, . Information as of Feb. 16. U.S. Census 2020 Demographic Analysis estimates GAO Moderna declined to comment on “operational aspects” of its manufacturing, but “does remain confident in our ability to meet contracted quantities” of its vaccine to the U.S. and other nations, a spokesperson said in a statement. Pfizer did not respond to ProPublica’s written questions. Ramping up production is especially challenging for Pfizer and Moderna, whose vaccines use an mRNA technology that’s never been mass-produced before. The companies started production even before they finished trials to see if the vaccines worked, another historic first. But it wasn’t as if they could instantly crank out millions of vaccines full blast, since they effectively had to invent a novel manufacturing process. “Putting together plans 12 months ago for a Phase 1 and 2 trial, and making enough to dose a couple hundred patients, was a big deal for the raw material suppliers,” said Johnson, the product manager at Duke University’s vaccine institute. “It's just going from dosing hundreds of patients a year ago to a billion.” Raw materials for the Pfizer and Moderna vaccines are also in limited supply. The manufacturing process begins by using common gut bacteria cells to grow something called “plasmids” — standalone snippets of DNA — that contain instructions to make the vaccine’s genetic material, said Pancorbo, the North Carolina State University biomanufacturing expert. Next, specific enzymes cultivated from bacteria are added to cause a chemical reaction that assembles the strands of mRNA, Pancorbo said. Those strands are then packaged in lipid nanoparticles, microscopic bubbles of fat made using petroleum or plant oils. The fat bubbles protect the genetic material inside the human body and help deliver it to the cells. Only a few firms specialize in making these ingredients, which have previously been sold by the kilogram, Pancorbo said. But they’re now needed by the metric ton — a thousandfold increase. Moderna and Pfizer need bulk, but also the highest possible quality. “There are a number of organizations that make these enzymes and these nucleotides and lipids, but they might not make it in a grade that is satisfactory for human consumption,” Pancorbo said. “It might be a grade that is satisfactory for animal consumption or research. But for injection into a human? That’s a different thing.” Johnson & Johnson’s vaccine follows a slightly more traditional method of growing cells in large tanks called bioreactors. This takes time, and the slightest contamination can spoil a whole batch. Since the process deals with living things, it can be more like growing plants than making shoes. “Maximizing yield is as much of an art as it is a science, as the manufacturing process itself is dependent on biological processes,” said Parker, the former HHS official. The vaccine developers are continuing to find tweaks that can expedite production without cutting corners. Pfizer is now delivering six doses in each vial instead of five, and Moderna has asked for permission to fill each of its bottles with 15 doses, up from 10. If regulators approve, it would take two or three months to change over production, Moderna spokesman Ray Jordan said on Feb. 13. “It helps speed up and lighten the logistical side of getting vaccines out,” said Lawrence Ganti, president of SiO2, an Alabama company that makes glass vials for the Moderna vaccine. SiO2 expanded production with in funding from the federal government last year, and Ganti said there aren’t any hiccups at his end of the line. $143 million Despite the possibility of sporadic bottlenecks and delays in the coming months, companies appear to have lined up their supply chains to the point that they’re comfortable with their ability to meet current production targets. Massachusetts-based Snapdragon Chemistry received almost $700,000 from HHS' Biomedical Advanced Research and Development Authority to develop a new way of producing ribonucleoside triphosphates (NTPs), a key raw material for mRNA vaccines. Snapdragon’s technology uses a continuous production line, rather than the traditional process of making batches in big vats, so it’s easier to scale up by simply keeping production running for a longer time. Suppliers have told Snapdragon that they have their raw materials covered for now, according to Matthew Bio, the company’s president and CEO. “They’re saying, ‘We have established suppliers to meet the demand we have for this year,’” Bio said. Photo by on Mufid Majnun Unsplash

Why Making Vaccine Doses Is a Slow Process

In the US, the Food and Drug Administration (FDA) acts as a primary entity setting standards for compliance in pharma. In the EU, the European Medicines Agency (EMA) keeps an eye on drug quality. These and many other organizations around the globe make sure to promote public health by evaluating, regulating, and supervising all things pharma. The following factors, among others, are prompting regulatory bodies to introduce pharmaceutical compliance programs: The growing pressure on the healthcare and pharmaceutical industries to ensure patient safety and protect public health The rising amount of counterfeit products on the market Rising drug development, testing, and distribution costs The need for facilitating compliance in pharmaceutical industry with applicable laws The need for maintaining consistent quality standards across different regions and markets. Compliance programs aim to promote transparency, safety, and efficacy in the industry. However, achieving compliance in pharma can be complex and costly. Adopting , companies can gain a valuable ally in their efforts to achieve and maintain compliance. Below, we share our experience crafting pharma and and highlight key ways in which technology streamlines pharmaceutical compliance. pharmaceutical technology solutions life science software Four ways in which technology streamlines compliance in pharma 1. Overcoming silos , , , and other technologies can help pharma companies consolidate data that was previously stored across siloed systems. Cloud-based data management data warehousing big data analytics Consolidated data storage allows pharmaceutical companies to gain a 360-degree view of their data and detect compliance issues early on. One example of a company leveraging modern tech to improve pharma compliance by boosting data management is Pfizer. The leading pharma corporation relies on an that consolidates clinical trial data from multiple sources for a single, unified view. It conveniently tracks the progress of clinical trials, identifies trends and patterns, and ensures that trial data is accurate and up-to-date. electronic document management system Another example comes from Johnson & Johnson, which uses a that integrates all enterprise data coming from different sources. The solution facilitates the company’s efforts in achieving compliance in pharma by maintaining accurate and up-to-date records of all activities related to drug development, testing, and distribution. This includes tracking all stages of drug development, including research, , regulatory approval, and post-market surveillance. cloud-based data management system clinical trials 2. Enabling advanced reporting By relying on new-gen reporting tools, pharmaceutical companies can now generate customized reports of any complexity (in real time as well). This helps them gain deeper insight into their data, identify potential pharma compliance risks, and take proactive measures to address them. Moreover, technology tools can help pharma companies avoid duplicate or contradictory reports across different departments or regions, ensuring that the data submitted to regulatory bodies . is consistent and accurate The Jonhson & Johnson’s data management system mentioned above is a worthy example of how technology facilitates pharma compliance through efficient adverse event reporting. The Johnson & Johnson’s solution allows the company to efficiently track and report adverse events and side effects, ensuring that all necessary information is collected and submitted to regulatory bodies in a timely manner. Another global pharmaceutical company, Sanofi, uses to facilitate their efforts in achieving compliance in pharma. Technology tools allow the company to generate customizable reports that meet the specific requirements of each regulatory body they deal with. All reports are generated automatically, saving time and minimizing the potential for human error. advanced reporting 3. Facilitating business processes Another use case of technology in facilitating pharma compliance is improving business processes. Specifically, technology can help streamline and even automate the following tasks: Administration, tax, and : accounts payable, payment processing, bank reconciliation, and tax reporting finance Purchasing: expense analysis, expense report management, procurement data management, supplier relationship management, and contract management : demand forecasting, inventory and assets management Supply chain Human resources: travel and expense management, employee data management, time record validation, and others. Many pharma companies across the globe are leveraging the power of tech to facilitate and . For example, Novo Nordisk, a multinational pharmaceutical company headquartered in Denmark, uses technology to automate indirect tax compliance management across more than 50 countries the company operates in, which significantly improves their pharma compliance management programs. automate mundane workflows The solution is integrated with the company’s ERP system, which helps quickly identify the potential areas of non-compliance. It also provides real-time visibility into the company’s tax position, enabling Novo Nordisk’s executives to make more informed decisions and optimize their tax strategy. Another example of relying on business process optimization for maintaining compliance in pharma comes from AstraZeneca. The global pharmaceutical company has adopted that allows them to effectively manage their global vendor relationships, monitor vendor performance, and keep an eye on the vendors’ compliance with regulatory requirements. The system maintains a central database of vendors and their associated compliance documentation, including qualifications, certifications, and financial records. a vendor management system 4. Speeding up drug development The growing use of technology helps pharma companies reduce the time and cost associated with bringing new drugs to the market. The ways in which modern tech allows speeding up drug development — while helping maintain pharma compliance — are many: Advanced data analytics and machine learning tools can accelerate and identification of potential drug candidates drug discovery Using computer simulations and digital twins can help predict drug behavior before it is tested live Electronic health records and other patient data management systems can help identify eligible patients for clinical trials and speed up recruitment Wearable devices and monitoring technology can provide real-time data on patients in clinical trials, reducing the time and cost of collecting data manufacturing equipment can accelerate the production of drug prototypes while guarding drug quality Internet of Things-powered tools can automate repetitive tasks in drug development, freeing up researchers’ time Robotic process automation (RPA) can provide scalable and cost-effective storage and processing of large amounts of data, providing for faster analysis and decision-making. Cloud computing technologies One example of a company that has already discovered the value of tech in speeding up drug development is GSK. The British pharmaceutical and biotechnology company to test drug compounds more quickly, efficiently, and accurately. The company also relies on AI to identify potential drug candidates, significantly reducing the time it takes to move them to clinical trials. uses artificial intelligence Another example of a company using tech to improve pharma compliance comes from Novartis. The Swiss pharma corporation uses AI to analyze vast amounts of data from its drug discovery and development programs. Specifically, they apply AI to analyze patient data, preclinical data, and genetic information to identify potential drug targets and optimize drug candidates. Novartis also uses AI to design new drug compounds with specific properties and to . predict how those compounds will interact with biological targets Barriers to using technology for pharma compliance management While technology can be extremely helpful in achieving compliance in pharma, there are several barriers that companies must overcome in order to tap into the full value of tech. One of the most significant ones is the lack of digital maturity within the sector. Digital maturity refers to the extent to which an organization is relying on digital tools and technology. Many pharma companies still depend on legacy systems, which can be difficult to integrate with modern technology solutions. A among global pharma leadership highlights the following reasons for the low digital maturity in the sector: survey conducted by DT Сonsulting Improving the sector’s digital maturity and streamlining pharma compliance efforts calls for sector-wide change and requires addressing the following bottlenecks: The perceived risk associated with adopting new technology The pharma industry is highly regulated, and any change to processes or systems must be carefully evaluated and tested to ensure compliance with regulatory requirements. This cautious approach can lead to slow decision-making, resulting in delays in the adoption of new technology. : To minimize the risks associated with adopting technology solutions, we advise you to collaborate with regulatory authorities and engage with them early in the transformation process in order to ensure pharmaceutical compliance and get a buy-in. Solution Another solution to consider is starting your digital transformation initiative with a pilot study. Conducted in a controlled environment, it could help you test new technologies, as well as demonstrate their compliance and safety. The lack of technology standardization in the sector Many pharma companies have grown through mergers and acquisitions, resulting in a patchwork of legacy systems and processes that are often difficult to integrate. This can make it challenging to implement new technology solutions, as they may not be compatible with the existing systems. : To overcome this issue, we recommend running a thorough assessment of current systems and processes to identify potential bottlenecks, prioritizing the implementation of technology solutions that are compatible with existing systems, and resorting to iterative implementation to ensure seamless integration of all technology components. Solution The lack of interoperability The pharma sector is highly dependent on data. Data silos and the lack of interoperability can hinder the adoption of technology and pose a challenge to maintaining compliance in pharma. Different departments within a pharma company may use different systems or even different versions of the same system, making it challenging to consolidate data and gain a holistic view of the organization’s operations. : To ensure , consider developing a comprehensive data strategy that would define data governance, ownership, and standardization policies. It also pays off to conduct regular data audits to identify data silos and inconsistencies. Solution data integrity and software interoperability The lack of digital skills and expertise within the industry The pharma sector has traditionally been slow to embrace new technology and may lack the necessary resources, skills, and expertise to implement digital solutions. : To close the expertise gap, pharmaceutical companies can either invest in recruiting experienced professionals who can lead the implementation of the new technology or turn to external consultants with the expertise developing solutions for pharma to provide strategic and technology leadership. Solution On a final note Even though historically, the pharmaceutical sector has been rather slow in adopting technology for better pharma compliance management, the outlook is changing. Regulatory authorities themselves prompt the industry to jump on the innovation bandwagon. In the US, the FDA created the emerging technology program that encourages innovative approaches to pharmaceutical product design and manufacturing. Similarly, the Process Analytical Technologies (PAT) team established by the EMA and the MHRA (Medicines and Healthcare products Regulatory Agency) leads innovation in the EU and UK. The success stories of early adopters prove: technology solutions do make it easier to achieve and maintain compliance in pharma. Still, to reap the benefits, it is crucial to approach the implementation of novel solutions cautiously and with the potential challenges in mind.To learn more about how technology solutions can help your company achieve and maintain compliance, get in touch with our technology consultants. Looking for ways to streamline pharma compliance? Contact ITRex for help. Also published . here

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Check Point Research highlights new trend of forged negative COVID-19 test results and fake vaccine certificates offered on the Darknet and various hacking forums for people seeking to board flights, cross borders, attend events or start new jobs. This article was last updated on March 30th 2021 On March 23rd, only one day after Check Point Research’s latest report about Fake COVID-19 test results and vaccination certificates offered on Darknet and hacking forums Check Point’s researchers learned that the marketplace they have been monitoring on the Darknet that offered those products and services is now down, due to a hack. According to a post on the market’s forum, published March 25, a hacker figured out a way to create fake orders which he immediately cancelled using their seller account, creating refunded funds out of thin air, which were immediately withdrawn by the hacker. Using this method, they were able to gain 13 Bitcoins (BTC), which is the equivalent of over 752K US. As a result, the marketplace is down completely since, and at this point in time is yet to be restored online. It is important to note that Check Point’s researchers have been monitoring this marketplace since November 2020 and this is the first time that any such downtime has occurred. Market downing did not stop sales of COVID-19 “Vaccines” and “Vaccine Certificates” The hacking and subsequent downtime of the market has not halted sales of COVID-19 “vaccines” and “vaccine certificates”.  Since the marketplace went down, a hacking forum was staged on the same web address offering a variety of advertisements, with COVID-19 vaccines and vaccination documents included, and all at great discounts for promotion purposes. Examples are attached below: Check Point Research will continue to monitor this marketplace to see if it has been taken down permanently as a result of the hack, or if its previous activities will resume. Fake ‘vaccine passport’ certificates on sale for $250 – users simply send their details and the money, and the seller emails back the fake documents Fake negative COVID-19 test results on sale from various sellers from just $25 Darknet advertisements for COVID-19 vaccines have increased by over 300% in past three months Multiple vaccine variants for sale: AstraZeneca, Sputnik, SINOPHARM and Johnson & Johnson, with prices ranging between $500 and $1000 per dose. While the global roll-out of COVID-19 vaccinations continues to accelerate, it’s worth remembering that only around 1% of the world’s population have received their full course of injections. Billions are still waiting for their first dose, which inevitably leads those people to question exactly when they will get it.  Especially as plans are being made internationally to allow those that have been vaccinated, or can prove they have had a recent negative test, the freedom to travel to other countries, attend large-scale events, take a new job, and more. So there’s a strong and growing demand for vaccinations and test results because of the greater freedoms they will give to people.  And of course, there will always be people who don’t want to wait for their official vaccination, or for an official negative test result – and shady people willing to service that demand.  Back in January, we reported were advertising COVID-19 vaccines for sale from $500 – and now the number of adverts has more than tripled to over 1,200.  Further, vendors are also offering a range of fake vaccination certificates and negative test results to people who need proof of either. how there were hundreds of advertisements on the dark net In this report we show the latest updates on the sharp increase in adverts for COVID-19 vaccines from the Darknet.  We also show several examples of how negative COVID-19 test results are being offered to buyers who are willing to pay for them, with examples of these custom-made documents that appear authentic and genuine. In addition, we show examples of vaccination ‘certificates’, being manufactured, created and printed to order, ready to be used to enable people to board planes, cross borders or for any relevant activity that requires a person to give proof that they have been vaccinated. Darknet adverts for COVID-19 vaccines spike As we previously , a range of counterfeit coronavirus vaccines are offered, often touted from just $500 per dose. In recent weeks our researchers have spotted an increasing amount of advertisements for vaccines within Darknet markets:  currently numbering over 1,200, with sellers based in the U.S. and European countries including Spain, Germany, France and Russia.  This represents over a 300% increase since January 2021. The vaccines advertised include Oxford – AstraZeneca (at $500), Johnson & Johnson ($600), the Russian Sputnik vaccine ($600) and the Chinese SINOPHARM vaccine. reported The Holy Grail – Fake vaccination certificates advertised for sale As a means to prepare society for restarting tourism, flights routine and border crossing, the European commission, the EU’s executive arm, has proposed a vaccination certificate to be used as the ultimate ‘door opener’ across countries and societies. The commission suggested that EU citizens should be allowed to use a “digital green certificate” to prove that they have been vaccinated against the virus; that they have received a negative Covid-19 test; or they have recovered after contracting the coronavirus. In other words, the vaccination certificate, for the foreseen future, will become the passport, bilaterally agreed between countries, which will give holders an entrance ticket to, and enable them to participate in many activities (e.g. live shows, cultural activities and entrance to public areas). It seems that various threat actors and hackers have quickly realized the potential market for fake documents, and have been quick to grab the monetization opportunity. In this ad, vaccination certificates are offered for the price of 10,000 RUB (approx. $135) On a different ad on the Darknet marketplace, a seller, supposedly from the U.K., offers a vaccination card for $150, accepting crypto currencies as the payment method. We have the vaccination certificate. How many do you need? Our researchers reached out to one of these Darknet sellers to understand the process, and get as many details as possible regarding delivery, price and authenticity. To our question regarding a signature of a physician on the certificate and indicators of its authenticity, the seller reassured us they have done this many times previously, for many people and had no issues with it.  All we needed to do was provide the exact names and dates we wanted on the certificate (of the vaccinations supposedly made), and pay $200.  “You don’t have to worry…It’s our job….We have done this to many people and it’s all good,” the vendor told us. Crossing borders In this example, the user offers an official certificate from a clinic in Moscow for citizens of the CIS, which makes crossing the borders of Russia possible. The lucrative offer goes out for a “Service pack” which costs 8000 Rub (approx. $110). In reply, a prospective buyer queries whether this has already been used and were there any problems reported, to which the seller replies that “many people already passed (the borders) with it”. COVID-19 tests on sale! Buy 2 get 3rd free! A different hacking forum touted COVID-19 (negative) test results on sale with the following announcement: “We do negative covid tests, for travelers abroad, for getting a job etc. Everything is done within 24 hours, without big collaterals. The publishers promise “High quality” and the following sale opportunity: “Buy 2 negative tests and get the 3rd for free!” Negative coronavirus test – the DIY version In addition to the Darknet and hacking forums, we’ve also spotted different websites that offer the ability to quickly create of authentic-looking negative COVID test documents, created promptly according to data input by users, in a very friendly user interface, for just $25. Results are produces within 30 minutes and are sent discreetly to users’ email inbox. Though the website clearly states that the documents are not genuine test results, and goes on to highlight that the user must understand and agree that they will not use this website, any information contained within this website, or any fake negative COVID Test generated by this website to commit a crime, hurt, damage, injure, or otherwise maliciously mislead or deceive any other person or organization …. despite this, the results are very authentic and professionally made, and can potentially be used to fake negative test results. Tips for awareness and avoiding the use of fake documents: People should watch for authenticity indicators on documents such as misspellings, errors, low quality logos, and errors in terminology (e.g. ‘corona disease’ or ‘the covid epidemic’) Every country should internally manage a central repository of tests and vaccinated people, which can be securely shared between relevant authorized bodies within the country. All data of tests and vaccination population should be digitally signed with encrypted keys Airports, border keepers and any official enforcement agent should have the ability to scan a QR or bar code (which is digitally signed – without this digital signature the code is highly exploitable!) on the certificate. The code should link to a secured repository that can validate the authenticity of the paper and whether the name on it did got the vaccine or was actually tested for COVID and got a (negative) result Going forward, countries should be able to share the digitally signed data to enable certificate holders to safety roam and cross borders. For example, Greece and Israel have already agreed to recognize each other’s vaccination certificates (also known as ‘green passports’). Conclusion As our societies struggle to return to pre-COVID norms, a negative COVID test result or a vaccination certificate is becoming the golden key that will unlock restrictions and enable people to move and mingle with greater freedom. And of course, this creates an opportunity for criminals and scammers to exploit those people who are willing to risk using fake documents to achieve that freedom. As COVID-19 is likely to play a major role in dictating what we as individuals can and cannot do in our daily lives for the foreseeable future, countries’ Governments should be aware of this fast-growing illegal and dangerous trend for fake vaccination certificates and “official” medical records being sold and produced to whoever wishes to pay for them. Check Point Researchers will continue to closely monitor troubling trends on the darker sides of the Internet.

What's it Like to Obtain a COVID-19 Vaccination Certificate on Darknet

It is estimated that in 2019, digital advertising spending in the world amounted to a staggering This means that almost 50% of the total advertising budget worldwide was spent on digital advertising. As businesses realize the value of digital advertising, there is an increasing need to also understand the challenges that it brings. $333 billion. One such challenge is the difficulty to make sure that ads go in the right places and to the right audience. For instance, in 2015, were played right at the beginning of YouTube videos about ISIS and terrorist propaganda. Their mother companies, Johnson & Johnson and Anheuser-Busch, were not happy to find their ads alongside these extremist videos. Instead of boosting their brands, those digital ads ended up hurting their reputation. ads for Aveeno and Bud Light This issue has become a real concern for many businesses, which is why a strategy called brand safety is growing in popularity among marketers. defines brand safety as the set of measures that a business implements to make sure that their online advertisements are not published in places that might harm the company’s image. If your company runs but does not have a brand safety strategy yet, the following steps should help you create one. Forbes digital advertisements Define What Brand Safety Means to Your Business Although the concept of brand safety is universal, its meaning can vary from one business to another. If your brand sells lingerie, your brand safety measures will be different from brand safety measures taken by a toy company. If you are a lingerie company, it may not be advisable for you to run ads on videos where the primary audience are kids. If you are a toy company, however, those kinds of videos are exactly where you want to place your ads. According to DigiDay, there are which may hurt your brand online: 12 toxic areas Adult Death or Injury Military conflict Spam or harmful site Arms Online piracy Obscenity Terrorism Crime Hate speech Illegal drugs Tobacco Take the time to evaluate which of these toxic areas you want to avoid the most, and which ones may sometimes be acceptable for your brand to be associated with. If you are a brand like , for example, then you most likely will want to be associated with tobacco-related content. However, if you are a health-focused brand like , then you probably want to avoid websites related to tobacco and related vices. Marlboro Decathlon Use Ad Technology A shows that 20% of consumers prefer brands who advertise on credible websites, and that 19% of consumers will view a brand in a negative light if they see an advertisement in a non-credible website. With fake news and bots on the rise, it is becoming difficult to distinguish the trustworthy websites from untrustworthy ones. survey by Network Research For instance, in 2019, Procter and Gamble (P&G)’s Febreze brand was hailed as the . Analysis showed that 54% of engagement on its sponsored Instagram posts came from fake accounts. These bots wasted millions of P&G’s marketing budget. “most fooled” brand when it came to bots Thankfully, that can help your brand or your ad agency spot fake news. Utilize these technologies to reduce the time spent on finding the ideal online spaces to place your ads. There are also automated advertising tools that will let you know . there are powerful advertising technologies available how much of your online reach and engagement are from real humans as opposed to bots Add a Human Component to Your Ad Verification Process Although ad technology can help you weed out the bots and fake news, sometimes the context of ad placement is still best understood by humans. Whether your brand’s digital advertising is ran in-house or , there are human-centred processes you can put in place to verify that your advertisements are in safe and relevant places. outsourced to an external digital agency There are many cases where humans can understand the context of an advertisement better than can. For example, while ad technology may think that a news website is a credible place to place your ads on, humans are still better judgers of the appropriateness of news articles within that website. Artificial Intelligence See below about a teacher who was hit by a car outside a school. Toyota’s ad placement in that article definitely seems inappropriate.  A human was most likely not a part of Toyota’s verification process for this digital ad. If a human was present in the process, the ad would most likely not have made it in this article. the news article Establish a Takedown Policy Sometimes, regardless of the brand safety measures you put in place, your ads may still end up in the wrong place. When that happens, it is important to respond quickly. Establishing a takedown policy allows you to mitigate any potential negative impacts from the controversial ad placement. Whether you are running your own digital ads or have a third-party agency that does it for you, your contracts with publishers or digital agencies must clearly state that you have the right to take down any advertisement you want removed. It must specify the acceptable timeframe required for publishers to remove the ads quickly. Your contracts with agencies and publishers must also include consequences for them if they choose not to take down ads at your request. This gives you control over your advertising placements. The Impact of Brand Safety One misplaced ad could hurt your brand’s reputation for a long time and can seriously impact your company’s revenues. revealed that when consumers see brands alongside harmful content, their preference for that brand drops significantly. Furthermore, the study showed that consumers’ willingness to purchase from a brand whose ad was seen alongside a negative content dropped by 200%. A 2018 study Investing resources into an effective brand safety strategy can therefore generate great returns for your business. As digital advertising continues to grow, it is important to make sure that your business employs a holistic approach that uses both technology and human components to ensure that your ads are in appropriate places and are directed to relevant audiences.

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