AI Avatar For Zoom Meetings

AI Avatar For Zoom Meetings — independent reviews, comparisons, pricing and step-by-step guides on Aizhi.

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  Touch 'n Go eWallet

  Touch 'n Go eWallet is a Malaysian digital wallet and online payment platform, established in Kuala Lumpur, Malaysia, in July 2017 as a joint venture between Touch 'n Go and Ant Financial. It allows users to make payments at over 280,000 merchant touch points via QR code, as well as perform peer-to-peer (P2P) money transfers. Since then, the e-wallet further diversified for users to pay for tolls via RFID or PayDirect, street parking and various online payment spanning e-hailing, car-sharing apps or taxis, various overhead bills; top-up for mobile prepaid or in-game currencies; purchases on e-commerce websites; food delivery; renewing motor insurance and other insurance/takaful plans; and even movie, bus, trains or airline tickets. == Background == Prior to the launch of the e-wallet service, Touch 'n Go provided stored-value physical all-in-one contactless card (namely Touch 'n Go cards or "TnG cards") that users can use to pay for toll fares, public transportation and parking lots as well as purchases in some retail stores. In 1999, Touch 'n Go also markets SmartTag devices that allow road users to pass through certain toll booths without the need to unwind the car window. The high entry cost of the device (around RM 100 each) also meant that only few can enjoy the seamless experience. In 2009, Touch 'n Go partnered with Maxis to launch FastTap, a new mobile payment service that utilised Near-Field Communication (NFC). Maxis customers can make payments by placing the phone near the card readers (that also supports physical bank cards and Touch ’N Go cards). However, the venture featured only one phone model, Nokia 6212, which greatly limited the public reach. In July 2012, Touch 'n Go announced another collaboration with CIMB and Maxis to create similar NFC-based online transaction service that runs on compatible smartphones. Touch 'n Go Wallet was launched in February 2017 as an QR code-based e-wallet application, to compete with Samsung Pay that utilizes NFC modules. In the controlled pilot test in Taman Tun Dr Ismail, the correspondents can experience basic functionalities (prepaid mobile service reload, bills payment, movie tickets and flight tickets purchase, transfer of money with another user, and payments at participating stores and restaurants). While the deployed version of the app was generally well-received, the existing process to transfer the balance to the physical TnG card stored value from the app garnered unanimous backlash. Test groups felt that the need to head to a self-service terminal named "Pick Up Device" in person within 24 hours for completion, along with the failure to do so (the balance would be credited back to the wallet after 24 hours), was not divulged clearly and also defeated the purpose of convenience, not to mention there were only 2 such terminals. The feature was eventually suspended. On 15 November 2017, Touch 'n Go was granted permission by the Central Bank of Malaysia to form a joint venture with Ant Financial, a Chinese-based financial company that operates Alipay. The partnership allowed the local e-wallet to learn from and build upon the operational model pioneered by Alipay. In June 2018, it was reported that Touch 'n Go was pilot testing the uses of the Touch 'n Go eWallet in Rapid Transit, as the ticketing system was enabled on the Kelana Jaya line in the Klang Valley. Pilot testing only applied to stations in Kelana Jaya, KL Gateway–Universiti, Kerinchi, KL Sentral, Dang Wangi, KLCC, and Ampang Park. The test was reported to be successful in February 2020 and was planned to be fully deployed on the LRT and MRT. Due to unforeseen circumstances, this feature did not come into fruition, the app merely adds in-app purchase of monthly concession cards called "My50". In August 2018, Touch 'n Go announced that selected drivers may experience first-hand a new RFID-based payment (later rebranded as "myRFID") that serves to replace SmartTag devices on closed toll roads with during pilot testing phase commencing on 3 September 2018. On 2 November 2018, participation in the ongoing pilot programme was expanded, allowing more drivers to sign up ahead of the public rollout of the RFID system. During the same period, Touch 'n Go has discontinued the sales of SmartTAG devices in favor of the RFID-based payment system. Initially, the installation of the RFID chip onto the car could only be done by Touch 'n Go staff at the RFID fitment centers, at no cost. As the pilot testing concluded on 15 February 2020, a self-installation kit are being offered to the public on Lazada and Shopee. Support for taxi-hailing mobile apps was added in November 2018 when Touch 'n Go partnered with EzCab and Public Cab, allowing users to make payments via QR code. This was later expanded to support MULA on 7 January 2020, and later MyCar on 4 April 2020. Touch 'n Go eWallet was also the first eWallet to convert Kuala Lumpur's most famous Ramadan bazaar in Kampong Bahru into "Kampong Kashless", a venue that can accept cashless QR payments. It welcomed more than 250,000 Malaysians including local celebrities and government officials. On 1 October 2019, some e-commerce websites owned by the Alibaba Group (TMall and Taobao) began to support Touch 'n Go eWallet payments, Lazada joined the list on 29 October 2019. Touch 'n Go eWallet was one of the three e-wallet services in Malaysia (the other being Boost and GrabPay) that was eligible for its users to receive an RM 30 credit in conjunction of E-Tunai Rakyat program under the Budget 2020 plan, that further normalizes adoption of cashless and mobile payment among Malaysians. Unlike Boost and GrabPay, whose P2P transfers were completely disabled until users have exhausted the RM 30 first, Touch 'n Go eWallet did not impose such measures. in 2020, Touch 'n Go eWallet joined DuitNow, an electronic transaction ecosystem in Malaysia which allows the funds from Touch 'n Go eWallet to be transferred to other competing services and vice versa, by implementing a standard DuitNow QR code deisgn. Japan become the first country outside Malaysia to support Touch 'n Go eWallet payment via Alipay Connect. During the COVID-19 pandemic and the enforcement of the movement control order, use of eWallets (including Touch 'n Go eWallet) increased tremendously among citizens due to its contactless nature of the payment and increased take-out orders at home; which in turn helped small and medium-sized enterprises to thrive. Touch 'n Go eWallet launched its loyalty programme – The Goal Hunter – in October 2020 where on monthly basis, users collect stamps by paying with the app in exchange for rewards that include lucky draws and other vouchers. == Services == Touch 'n Go eWallet app is available for download on both Google Play and Apple Appstore. It utilizes QR code technology for local in-store payments. The Touch 'n Go eWallet app also diversifies payment types, including but not limited to Utility bills Purchase of motor insurance policy Pay Later facility Prepaid reload and Postpaid payment to telecommunications companies loan repayments for courts, MBSJ payments, zakat and PTPTN payment for car parking P2P transfer airline ticket bookings; movie tickets from TGV Cinemas RFID refuelling at Shell stations (defunct after Shell launched its own payment app in 2024) User can reload the eWallet credit by setting up auto-reload, purchasing reload pins from convenience stores (such as 7-Eleven, KK Super Mart, MyNews, Family Mart etc.), reloading by FPX and credit/debit card. The PayDirect feature allows users to link their physical Touch 'n Go cards into the eWallet, where the toll fare can be debited from the eWallet balance when flashing the card near the sensor. In the circumstance of insufficient balance in the app, the toll fare will be deducted from the physical card's balance instead. This also conveniently allows users to view the card's remaining balance. Touch 'n Go eWallet is the first and only eWallet to offer a money-back guarantee when an unauthorised transaction is made on the user’s eWallet account, subject to Terms & Conditions. Payment via QR code scanning, including Touch 'n Go eWallet, becomes a norm in most of the shops/restaurants across Malaysia, including roadside hawkers/stall owners and automatic vending machines. The merchants usually display their owner's individual QR or Business account that they can apply for in-app. The popularity attributes to the low merchant onboarding cost (Unlike NFC payment and debit/credit card that requires purchase or rental of a payment terminal device at a yearly fee.) The app is also one of the few ewallet that supports bidirectional liquidity (alongside MAE developed by Maybank), where funds can be transferred two-way with bank accounts. This is not possible with the other major ewallets (GrabPay, Boost, ShopeePay etc.) where the money that is reloaded to the wallet cannot be transferred to another bank account, unless through manual req

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  Utah Social Media Regulation Act

  S.B. 152 and H.B. 311, collectively known as the Utah Social Media Regulation Act, were social media regulation bills that were passed by the Utah State Legislature in March 2023. The bills would have collectively imposed restrictions on how social networking services serve minors in the state of Utah, including mandatory age verification and age restrictions, as well as restrictions on data collection and on algorithmic recommendations. The Act was intended to take effect in March 2024. However, following a lawsuit over the Act by NetChoice, a tech industry lobby group, the Utah attorney general stated in January 2024 that its implementation had been delayed to October 2024, but was likely to be repealed and amended. On September 10, 2024 Chief Judge Robert J. Shelby issued a written order granting a request from NetChoice for a preliminary injunction, meaning that Utah will be unable to enforce its social media law as litigation plays out. The law was appealed to the 10th Circuit on October 11, 2024 and is awaiting a decision. == Provisions == The Act comprises two bills, S.B. 152 and H.B. 311, which respectively regulate access to social network accounts registered to minors, and impose obligations on social networking services to follow design practices that protect the privacy of minors. The bills would apply to social networks with more than 5 million active users in the United States. Social networking services would've verified the age of all users in the state of Utah, or else their account must've been deleted. The Act does not specify a specific method of age verification. Users who are under 18 must have consent from a parent or guardian to open an account, and the parent must be able to have access to the account and its data for monitoring. Unless required to comply with state or federal law, social networks were prohibited from collecting data based on the activity of minors, and may've not displayed targeted advertising or algorithmic recommendations of content, users, or groups to minors. A social network must not allow minors to access the service between the hours of 10:30 p.m., and 6:30 a.m. without parental consent. H.B. 311 prohibits social networks from exposing features to minors that cause them to have an "addiction" to the platform; the service must perform quarterly audits, and may be sued by users for harms caused by providing "addictive" features; there is a rebuttable presumption of harm if the plaintiff is 16 or younger. The bills prescribed fines of $2,500 per-violation for violations of the provisions of S.B. 152, and up to $250,000 in liabilities (plus fines of $2,500 per-user) for violations of the addiction rules. == History == The two bills were passed in early-March 2023, and signed by Governor Spencer Cox on March 23, 2023. Cox cited studies linking social media addiction to increases in depression and suicide among youth. They were originally intended to take effect on March 1, 2024. In the wake of a lawsuit in Arkansas by the trade association NetChoice over a similar bill, state senator and bill author Mike McKell stated that he planned to introduce amendments when the legislature resumed in 2024. In December 2023, NetChoice filed a lawsuit in Utah seeking to block the Act, citing that its definition of a social network was too vague, and that it "restricts who can express themselves, what can be said, and when and how speech on covered websites can occur, down to the very hours of the day minors can use covered websites. The First Amendment, reinforced by decades of precedent, allows none of this." In regards to its age verification requirements, NetChoice argued that "it may not be enough to simply verify the age of whatever person may be listed on a form of identification (even if they have such a record) because that record may not accurately reflect who the individual actually is." The office of the attorney general stated that the state was "reviewing the lawsuit but remains intently focused on the goal of this legislation: Protecting young people from negative and harmful effects of social media use." In January 2024, Attorney General Sean Reyes asked the court to delay a hearing over the bill, stating that its effective date had been delayed to October 2024, and that the legislature planned to repeal and replace the bills. On September 10, 2024, Federal Chief Judge Robert Shelby granted a preliminary injunction to stop enforcement of the law as litigation continues. The law was later appealed on October 11, 2024, by the state of Utah and had a court hearing on the appeal on November 20, 2025.

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  Social media use in the fashion industry

  Social media in the fashion industry refers to the use of social media platforms by fashion designers and users to promote and participate in trends. Over the past several decades, the development of social media has increased along with its usage by consumers. The COVID-19 pandemic was a sharp turn of reliance on the virtual sphere for the industry and consumers alike. Social media has created new channels of advertising for fashion houses to reach their target markets. Since its surge in 2009, luxury fashion brands have used social media to build interactions between the brand and its customers to increase awareness and engagement. The emergence of influencers on social media has created a new way of advertising and maintaining customer relationships in the fashion industry. Numerous social media platforms are used to promote fashion trends, with Instagram and TikTok being the most popular among Generation Y and Z. The overall impact of social media in the fashion industry included the creation of online communities, direct communication between industry leaders and consumers, and criticized ideals that are promoted by the industry through social media. == Background == In 2003, at the beginning of social media development, MySpace was founded as a “social networking service.” It allowed people to create a profile, connect with other people, and post videos, pictures, and songs. As MySpace grew in popularity, it attracted interest from companies wishing to promote their brands on the social platform. MySpace is most well known for exposing musicians and artists who made it big in the industry, and companies wanted to capitalize on their popularity by making brand deals. One of MySpace's deals was with Chevrolet, putting on a ‘secret show’. They had a ‘secret’ list of 10 top artists on MySpace, and many artists posted about the show on their accounts. Another brand deal was with Gucci promoting their “Gucci Synch Watch”, which was very successful as Gucci tapped into the youthful audience on MySpace and advertised a sleek, simple, trendy unisex watch. In 2005, YouTube was released and remains one of the most popular social media platforms today. YouTube allows users to upload videos and is free to anyone with access to the internet. It grew in popularity offering a range of videos: vlogs, cooking, health and diet videos, step-by-step tutorials, tutoring help, and more. Much like MySpace, users create accounts and can build a following, often referring to themselves as ‘YouTubers.’ When YouTube grew in popularity, it piqued the interest of brands wanting to partner with YouTube and individual YouTubers. Some brand deals were made by having ads at the beginning of each video, and the YouTuber would make a profit from each view they receive. Some deals are made by individual YouTubers thanking the brand in videos and promoting the brand's products. More recently, YouTube has delved into fashion. While there were always YouTube channels for Vogue and other fashion companies, popular YouTubers have been invited to different fashion shows and have filmed experiences there. Brands are able to target individual YouTubers based on their followers and the target audiences. In 2010, Instagram was launched, which enlarged the scope of fashion advertising. Instagram allows people to post pictures and short videos with the ability to tag different accounts. For brand deals, companies can simply be tagged in a picture instead of creating ads or lines for a user to say. In each picture, users can tag the brands of clothing they were wearing, making it very easy to promote brands. Additionally, Instagram could display ads on users' feed based on other posts the users liked, which used by fashion companies to target their potential customers. Users also use Instagram to promote fashion when they get invited to fashion events. For example, they can take a picture at the event and post it to their Instagram and put their location at the venue and tag the company. During the beginning of the COVID-19 pandemic, companies relied more on social media to keep their public virtually engaged. Fashion companies had virtual fashion shows, creating videos and content about their designs. As social media expands and new platforms come into existence, new ways of advertising are projected to be created. == Uses == === Advertising === Social media is a popular use of advertisement in the fashion industry. Information sharing has expanded due to the growth of social media platforms, which impacts social consumer involvement with fashion brands. Fashion companies use social media platforms to reach customers on emotional levels and stoke engagement with brand images and messages. Researchers in the United Kingdom have demonstrated that engaging with customers with social media messages that express social passion, social tendency, and personal warmth can boost social engagement with fashion brands. In social spheres, fashion is a method for individuals to represent their distinction through clothing. Some people who desire to socially influence others through their fashion and style now have the possibility thanks to social media in the fashion sector. Customers who want to purchase fashion brands frequently follow fashion authorities on social media and heed their recommendations for purchasing fashion products. === Influencers === Companies leveraged celebrities' fame and social standing to advertise their brands, as Tommy Hilfiger did when incorporating social media into their marketing strategy, making Gigi Hadid, who has 15.5 million Instagram followers as of 2016, a brand ambassador. Though recent developments in social media platforms have led to an increase in the awareness of influencers. Influencer marketing has emerged as a fast expanding marketing strategy in various industries as a result of the unheard-of increase in the number of social media influencers' followers. Recently, influencer marketing has received significant attention in the fashion industry. Research shows that influencer marketing may provide a rate of influence that is 11x times greater than that of other conventional advertising channels. Fashion consumers, specifically those in generations Y and Z, may be more influenced by influencers in the context of the fashion industries as they often view them as friends and personal assistants. Fashion influencer marketing on social media platforms have led fashion consumption on social sopping services. One of these social fashion services is LTK (LIKEtoKNOW.it before 2021) where everyday consumers can find and purchase clothing worn by social media fashion influencers (also known as SMFIs). Launched in 2014, LTK has gained a massive following on Instagram (over 3 million) and has 1.3 million registered users on their mobile application. Utilizing SMFIs has led to massive sales within the fashion industry, 80% of visitors of Nordstrom's mobile platform are referred by influencers. Social media fashion influencers try new fashion products, adopt fashion trends and have power in what their audience purchases. Social media fashion influencers gain a following though promoting fashion products, and posting about their lavish lifestyles attained through their higher socioeconomic status. The attractive lifestyles of the influencers influence their followers to mimic their luxurious lifestyle and are allowed to consume the same products through social shopping services. In addition to brands themselves having direct access to social media users, many content creators have great influence over consumers. "Influencers" across all social media platforms have great power when it comes to where people shop and what they purchase. Influencer marketing has become one of the most effective marketing strategies for many fashion brands. These brand deals and creator partnerships are targeted towards Millennial and Gen Z consumers, specifically on Instagram and TikTok, and 74% of consumers have made a purchase simply because an influencer they follow had recommended it. === Trends === The connection between social media and fashion has become common. Influencer marketing has emerged as a necessity and crucial component of advertising. 85% of American businesses are presently using influencer marketing as part of their marketing plan. Wearing fashion brands is a method to show oneself at social gatherings. Through their clothing, people try to demonstrate how distinct they are. Some people who really desire to socially influence others through their fashion and style now have the possibility thanks to social media in the fashion sector. Customers who want to purchase fashion brands frequently follow fashion authorities on social media and heed their recommendations for purchasing fashion products. In January 2021, the Italian fashion house Bottega Veneta deleted all its social media accounts "to lean much more on its ambassadors and fans" to spread the com

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  Data governance

  Data governance is a term used on both a macro and a micro level. The former is a political concept and forms part of international relations and Internet governance; the latter is a data management concept and forms part of corporate/organizational data governance. Data governance involves delegating authority over data and exercising that authority through decision-making processes. It plays a role in enhancing the value of data assets. == Macro level == Data governance at the macro level involves regulating cross-border data flows among countries, which is more precisely termed international data governance. This field was first formed in the early 2000s, and consists of "norms, principles and rules governing various types of data." There have been several international groups established by research organizations that aim to grant access to their data. These groups that enable an exchange of data are, as a result, exposed to domestic and international legal interpretations that ultimately decide how data is used. However, as of 2023, there are no international laws or agreements specifically focused on data protection. == Data governance (Data Management) == Data governance is the set of principles, policies, and processes that guide the effective and responsible use of data within an organization. It creates a framework for decision making, accountability, and oversight across the data lifecycle, from creation and storage to sharing and disposal. Data governance is closely linked with data management, which provides the practical methods to carry out governance objectives. These methods include data quality assurance, metadata management, master data management, security controls, and compliance monitoring. Together, governance and management aim to maximize the value of data as a strategic asset, reduce risks from misuse or inaccuracy, and ensure compliance with regulatory, ethical, and business requirements. The importance of this discipline has grown with the rise of big data, cloud computing, and artificial intelligence, where consistent standards and stewardship are essential for privacy protection, interoperability, and informed decision making. == Data governance drivers == While data governance initiatives can be driven by a desire to improve data quality, they are often driven by C-level leaders responding to external regulations. In a recent report conducted by the CIO WaterCooler community, 54% stated the key driver was efficiencies in processes; 39% - regulatory requirements; and only 7% customer service. Examples of these regulations include Sarbanes–Oxley Act, Basel I, Basel II, HIPAA, GDPR, cGMP, and a number of data privacy regulations. To achieve compliance with these regulations, business processes and controls require formal management processes to govern the data subject to these regulations. Successful programs identify drivers that are meaningful to both supervisory and executive leadership. Common themes among the external regulations center on the need to manage risk. The risks can be financial misstatement, inadvertent release of sensitive data, or poor data quality for key decisions. Methods to manage these risks vary from industry to industry. Examples of commonly referenced best practices and guidelines include COBIT, ISO/IEC 38500, and others. The proliferation of regulations and standards creates challenges for data governance professionals, particularly when multiple regulations overlap the data being managed. Organizations often launch data governance initiatives to address these challenges. == Data governance initiatives (Dimensions) == Data governance initiatives improve the quality of data by assigning a team responsible for data's accuracy, completeness, consistency, timeliness, validity, and uniqueness. This team usually consists of executive leadership, project management, line-of-business managers, and data stewards. The team usually employs a methodology for tracking and improving enterprise data, such as Six Sigma, and tools for data mapping, profiling, cleansing, and monitoring data. Data governance initiatives may be aimed at achieving a number of objectives including offering better visibility to internal and external customers (such as supply chain management), compliance with regulatory law, improving operations after rapid company growth or corporate mergers, or to aid the efficiency of enterprise knowledge workers by reducing confusion and error and increasing their scope of knowledge. Many data governance initiatives are also inspired by past attempts to fix information quality at the departmental level, which can lead to incongruent and redundant data quality processes. Most large companies have many applications and databases that can not easily share information. Therefore, knowledge workers within large organizations may not have access to the data they need to best do their jobs. When they do have access to the data, the data quality may be poor. By setting up a data governance practice or corporate data authority (individual or area responsible for determining how to proceed, in the best interest of the business, when a data issue arises), these problems can be mitigated. == Implementation == Implementation of a data governance initiative may vary in scope as well as origin. Sometimes, an executive mandate will arise to initiate an enterprise-wide effort. Sometimes the mandate will be to create a pilot project or projects, limited in scope and objectives, aimed at either resolving existing issues or demonstrating value. Sometimes, an initiative originates from lower down in the organization's hierarchy and will be deployed in a limited scope to demonstrate value to potential sponsors higher up in the organization. The initial scope of an implementation can vary greatly as well, from review of a one-off IT system to a cross-organization initiative. == Data governance tools == Leaders of successful data governance programs declared at the Data Governance Conference in Orlando, FL, in December 2006, that data governance is about 80 to 95 percent communication. That stated, it is a given that many of the objectives of a data governance program must be accomplished with appropriate tools. Many vendors are now positioning their products as data governance tools. Due to the different focus areas of various data governance initiatives, a given tool may or may not be appropriate. Additionally, many tools that are not marketed as governance tools address governance needs and demands.

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  TinEye

  TinEye is a reverse image search engine developed and offered by Idée, Inc., a company based in Toronto, Ontario, Canada. It was the first image search engine on the web to use image identification technology rather than keywords, metadata or watermarks. TinEye allows users to search not using keywords but with images. Upon submitting an image, TinEye creates a "unique and compact digital signature or fingerprint" of the image and matches it with other indexed images. This procedure is able to match even heavily edited versions of the submitted image, but will not usually return similar images in the results. == History == Idée, Inc. was founded by Leila Boujnane and Paul Bloore in 1999. Idée launched the service on May 6, 2008 and went into open beta in August that year. While computer vision and image identification research projects began as early as the 1980s, the company claims that TinEye is the first web-based image search engine to use image identification technology. The service was created with copyright owners and brand marketers as the intended user base, to look up unauthorized use and track where the brands are showing up respectively. In June 2014, TinEye claimed to have indexed more than five billion images for comparisons. However, this is a relatively small proportion of the total number of images available on the World Wide Web. As of September 2025, TinEye's search results claim to have over 77.6 billion images indexed for comparison. == Technology == A user uploads an image to the search engine (the upload size is limited to 20 MB) or provides a URL for an image or for a page containing the image. The search engine will look up other usage of the image in the internet, including modified images based upon that image, and report the date and time at which they were posted. TinEye does not recognize outlines of objects or perform facial recognition, but recognizes the entire image, and some altered versions of that image. This includes smaller, larger, and cropped versions of the image. TinEye has shown itself capable of retrieving different images from its database of the same subject, such as famous landmarks. TinEye is capable of searching for images in JPEG, PNG, WebP, GIF, BMP and TIFF format. Results generated from TinEye include the total number of matches in their database, a preview image, and the URL to each match. TinEye can sort results by best match, most changed, biggest image, newest, and oldest. User registration is optional and offers storage of the user's previous queries. Other features include embeddable widgets and bookmarklets. TinEye has also released their commercial API. == Usage == TinEye's ability to search the web for specific images (and modifications of those images) makes it a potential tool for the copyright holders of visual works to locate infringements on their copyright. It also creates a possible avenue for people who are looking to make use of imagery under orphan works to find the copyright holders of that imagery. Being that orphan works can be defined as "copyrighted works whose owners are difficult or impossible to identify and/or locate," the use of TinEye could potentially remove the orphan work status from online images that can be found in its database. === Fact-checking === It has been recommended by fact-checkers as a useful resource in attempts to verify the origin of images. As of 2019, TinEye specialized in copyright violations and finding exact versions of images online.

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  Perfectly Imperfect (platform)

  Perfectly Imperfect is an online newsletter and social media platform. It was initially founded in 2020 as a biweekly email newsletter that focused on recommendations. In January 2024, Perfectly Imperfect launched PI.FYI, a social media platform. The platform is based around sharing recommendations. Its main feed is presented in reverse chronological order and is not algorithmically curated. == History == Perfectly Imperfect was started during the COVID-19 pandemic by Tyler Bainbridge, alongside college friends Alex Cushing and Serey Morm, whom he met at UMass Lowell; Morm later departed. Motivated by a dissatisfaction with algorithm-driven recommendation culture, they launched on Substack in September 2020. Its early newsletter format, PI, published brief recommendation lists and personal notes from contributors. Contributors have included a mix of underground artists and more established creative figures, such as Charli XCX, Chloe Cherry, Chloe Wise, and Meetka Otto. In October 2024, PI announced it was leaving Substack to launch its own site. == Overview == The current platform, PI.FYI, features both editorial content (guest columns, long-form essays, staff picks) and user-generated recommendations. The platform also supports "Ask" posts, where users can solicit recommendations from the community, and allows commenting, liking, and profile customization. In August 2025, it launched an events feature. In 2022, Perfectly Imperfect hosted their first offline event at Baby's All Right in Brooklyn, with a performance by The Dare. They have since expanded their event promotion/sponsorship to markets such as Los Angeles, San Francisco, and even Auckland.

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  Content management

  Content management (CM) are a set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information may be more specifically referred to as digital content, or simply as content. Digital content may take the form of text (such as electronic documents), images, multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management. The process of content development and management is complex enough that various commercial software vendors (large and small), such as Interwoven and Microsoft, offer content management software to control and automate significant aspects of the content lifecycle. == Process == Content management practices and goals vary by mission and by organizational governance structure. News organizations, e-commerce websites, and educational institutions all use content management, but in different ways. This leads to differences in terminology and in the names and number of steps in the process. For example, some digital content is created by one or more authors. Over time that content may be edited. One or more individuals may provide some editorial oversight, approving the content for publication. Publishing may take many forms: it may be the act of "pushing" content out to others, or simply granting digital access rights to certain content to one or more individuals. Later that content may be superseded by another version of the content and thus retired or removed from use (as when this wiki page is modified). Content management is an inherently collaborative process. It often consists of the following basic roles and responsibilities: Creator – responsible for creating and editing content. Editor – responsible for tuning the content message and the style of delivery, including translation and localization. Publisher – responsible for releasing the content for use. Administrator – responsible for managing access permissions to folders, collections and files, usually accomplished by assigning access rights to user groups or roles. Admins may also assist and support users in various ways. Consumer, viewer or guest – the person who reads or otherwise consumes the content after it is published or shared. A critical aspect of content management is the ability to manage versions of content as it evolves (see also version control). Authors and editors often need to restore older versions of edited products due to a process failure or an undesirable series of edits. Time-sensitive content may also require updates as the subject matter evolves over time. Another equally important aspect of content management involves the creation, maintenance, and application of review standards. Each member of the content creation and review process has a unique role and set of responsibilities in the development or publication of the content. Each review team member requires clear and concise review standards. These must be maintained on an ongoing basis to ensure the long-term consistency and health of the knowledge base. A content management system is a set of automated processes that may support the following features: Import and creation of documents and multimedia material Identification of all key users and their roles The ability to assign roles and responsibilities to different instances of content categories or types Definition of workflow tasks often coupled with messaging so that content managers are alerted to changes in content The ability to track and manage multiple versions of a single instance of content The ability to publish the content to a repository to support access The ability to personalize content based on a set of rules Increasingly, the repository is an inherent part of the system, and incorporates enterprise search and retrieval. Content management systems take the following forms: Web content management system—software for web site management (often what content management implicitly means) Output of a newspaper editorial staff organization Workflow for article publication Document management systems Knowledge management software Single source content management system—content stored in chunks within a relational database Variant management system—where personnel tag source content (usually text and graphics) to represent variants stored as single source "master" content modules, resolved to the desired variant at publication (for example: automobile owners manual content for 12 model years stored as single master content files and "called" by model year as needed)—often used in concert with database chunk storage (see above) for large content objects == Governance structures == Content management expert Marc Feldman defines three primary content management governance structures: localized, centralized, and federated—each having its unique strengths and weaknesses. === Localized governance === By putting control in the hands of those closest to the content, the context experts, localized governance models empower and unleash creativity. These benefits come, however, at the cost of a partial-to-total loss of managerial control and oversight. === Centralized governance === When the levers of control are strongly centralized, content management systems are capable of delivering an exceptionally clear and unified brand message. Moreover, centralized content management governance structures allow for a large number of cost-savings opportunities in large enterprises, realized, for example, through (1) the avoidance of duplicated efforts in creating, editing, formatting, repurposing and archiving content; (2) process management and the streamlining of all content related labor; and/or (3) an orderly deployment or updating of the content management system. === Federated governance === Federated governance models potentially realize the benefits of both localized and centralized control while avoiding the weaknesses of both. While content management software systems are inherently structured to enable federated governance models, realizing these benefits can be difficult because it requires, for example, negotiating the boundaries of control with local managers and content creators. In the case of larger enterprises, in particular, the failure to fully implement or realize a federated governance structure equates to a failure to realize the full return on investment and cost savings that content management systems enable. == Implementation == Content management implementations must be able to manage content distributions and digital rights in content life cycle. Content management systems are usually involved with digital rights management in order to control user access and digital rights. In this step, the read-only structures of digital rights management systems force some limitations on content management, as they do not allow authors to change protected content in their life cycle. Creating new content using managed (protected) content is also an issue that gets protected contents out of management controlling systems. A few content management implementations cover all these issues.

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  Intranet

  An intranet is a computer network for sharing information, easier communication, collaboration tools, operational systems, and other computing services within an organization, usually to the exclusion of access by outsiders. The term is used in contrast to public networks, such as the Internet, but uses the same technology based on the Internet protocol suite. An organization-wide intranet can constitute a focal point of internal communication and collaboration, and provide a single starting point to access internal and external resources. In its simplest form, an intranet is established with the technologies for local area networks (LANs) and wide area networks (WANs). Many modern intranets have search engines, user profiles, blogs, mobile apps with notifications, and events planning within their infrastructure. An intranet is sometimes contrasted to an extranet. While an intranet is generally restricted to employees of the organization, extranets may also be accessed by customers, suppliers, or other approved parties. Extranets extend a private network onto the Internet with special provisions for authentication, authorization and accounting (AAA protocol). == Uses == Intranets are increasingly being used to deliver tools, such as for collaboration (to facilitate working in groups and teleconferencing) or corporate directories, sales and customer relationship management, or project management. Intranets are also used as corporate culture-change platforms. For example, a large number of employees using an intranet forum application to host a discussion about key issues could come up with new ideas related to management, productivity, quality, and other corporate issues. In large intranets, website traffic is often similar to public website traffic and can be better understood by using web metrics software to track overall activity. User surveys also improve intranet website effectiveness. Larger businesses allow users within their intranet to access public internet through firewall servers. They have the ability to screen incoming and outgoing messages, keeping security intact. When part of an intranet is made accessible to customers and others outside the business, it becomes part of an extranet. Businesses can send private messages through the public network using special encryption/decryption and other security safeguards to connect one part of their intranet to another. Intranet user-experience, editorial, and technology teams work together to produce in-house sites. Most commonly, intranets are managed by the communications, HR or CIO departments of large organizations, or some combination of these. Because of the scope and variety of content and the number of system interfaces, the intranets of many organizations are much more complex than their respective public websites. Intranets and the use of intranets are growing rapidly. According to the Intranet Design Annual 2007 from Nielsen Norman Group, the number of pages on participants' intranets averaged 200,000 over the years 2001 to 2003 and has grown to an average of 6 million pages over 2005–2007. == Benefits == Intranets can help users locate and view information faster and use applications relevant to their roles and responsibilities. With a web browser interface, users can access data held in any database the organization wants to make available at any time and — subject to security provisions — from anywhere within company workstations, increasing employees' ability to perform their jobs faster, more accurately, and with confidence that they have the right information. It also helps improve services provided to users. Using hypermedia and Web technology, Web publishing allows for the maintenance of and easy access to cumbersome corporate knowledge, such as employee manuals, benefits documents, company policies, business standards, news feeds, and even training, all of which can be accessed throughout a company using common Internet standards (Acrobat files, Flash files, CGI applications). Because each business unit can update the online copy of a document, the most recent version is usually available to employees using the intranet. Intranets are also used as a platform for developing and deploying applications to support business operations and decisions across the internetworked enterprise. Information is easily accessible to all authorised users, enabling collaboration. Being able to communicate in real-time through integrated third-party tools, such as an instant messenger, promotes the sharing of ideas and removes blockages to communication to help boost a business's productivity. Intranets can serve as powerful tools for communicating (such as through chat, email and/or blogs) within a given organization about vertically strategic initiatives that have a global reach throughout said organization. The type of information that can easily be conveyed is the purpose of the initiative and what it is aiming to achieve, who is driving it, results achieved to date, and whom to speak to for more information. By providing this information on the intranet, staff can keep up-to-date with the strategic focus of their organization. For example, when Nestlé had a number of food processing plants in Scandinavia, their central support system had to deal with a number of queries every day. When Nestlé decided to invest in an intranet, they quickly realized the savings. Gerry McGovern says that the savings from the reduction in query calls was substantially greater than the investment in the intranet. Users can view information and data via a web browser rather than maintaining physical documents such as procedure manuals, internal phone list and requisition forms. This can potentially save the business money on printing, duplicating documents, and the environment, as well as document maintenance overhead. For example, the HRM company PeopleSoft "derived significant cost savings by shifting HR processes to the intranet". McGovern goes on to say the manual cost of enrolling in benefits was found to be US$109.48 per enrollment. "Shifting this process to the intranet reduced the cost per enrollment to $21.79; a saving of 80 percent". Another company that saved money on expense reports was Cisco. "In 1996, Cisco processed 54,000 reports and the amount of dollars processed was USD19 million". Many companies dictate computer specifications which, in turn, may allow Intranet developers to write applications that only have to work on one browser such that there are no cross-browser compatibility issues. Being able to specifically address one's "viewer" is a great advantage. Since intranets are user-specific (requiring database/network authentication prior to access), users know exactly who they are interfacing with and can personalize their intranet based on role (job title, department) or individual ("Congratulations Jane, on your 3rd year with our company!"). Since "involvement in decision making" is one of the main drivers of employee engagement, offering tools (like forums or surveys) that foster peer-to-peer collaboration and employee participation can make employees feel more valued and involved. == Planning and creation == Most organizations devote considerable resources into the planning and implementation of their intranet as it is of strategic importance to the organization's success. Some of the planning would include topics such as determining the purpose and goals of the intranet, identifying persons or departments responsible for implementation and management and devising functional plans, page layouts and designs. The appropriate staff would also ensure that implementation schedules and phase-out of existing systems were organized, while defining and implementing security of the intranet and ensuring it lies within legal boundaries and other constraints. In order to produce a high-value end product, systems planners should determine the level of interactivity (e.g. wikis, on-line forms) desired. Planners may also consider whether the input of new data and updating of existing data is to be centrally controlled or devolve. These decisions sit alongside to the hardware and software considerations (like content management systems), participation issues (like good taste, harassment, confidentiality), and features to be supported. Intranets are often static sites; they are a shared drive, serving up centrally stored documents alongside internal articles or communications (often one-way communication). By leveraging firms which specialise in 'social' intranets, organisations are beginning to think of how their intranets can become a 'communication hub' for their entire team. The actual implementation would include steps such as securing senior management support and funding, conducting a business requirement analysis and identifying users' information needs. From the technical perspective, there would need to be a coordinated installation of the web server and user access netw

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  Rademacher complexity

  In computational learning theory (machine learning and theory of computation), Rademacher complexity, named after Hans Rademacher, measures richness of a class of sets with respect to a probability distribution. The concept can also be extended to real valued functions. == Definitions == === Rademacher complexity of a set === Given a set A ⊆ R m {\displaystyle A\subseteq \mathbb {R} ^{m}} , the Rademacher complexity of A is defined as follows: Rad ⁡ ( A ) := 1 m E σ [ sup a ∈ A ∑ i = 1 m σ i a i ] {\displaystyle \operatorname {Rad} (A):={\frac {1}{m}}\mathbb {E} _{\sigma }\left[\sup _{a\in A}\sum _{i=1}^{m}\sigma _{i}a_{i}\right]} where σ 1 , σ 2 , … , σ m {\displaystyle \sigma _{1},\sigma _{2},\dots ,\sigma _{m}} are independent random variables drawn from the Rademacher distribution i.e. Pr ( σ i = + 1 ) = Pr ( σ i = − 1 ) = 1 / 2 {\displaystyle \Pr(\sigma _{i}=+1)=\Pr(\sigma _{i}=-1)=1/2} for i ∈ { 1 , 2 , … , m } {\displaystyle i\in \{1,2,\dots ,m\}} , and a = ( a 1 , … , a m ) ∈ A {\displaystyle a=(a_{1},\ldots ,a_{m})\in A} . Some authors take the absolute value of the sum before taking the supremum, but if A {\displaystyle A} is symmetric this makes no difference. === Rademacher complexity of a function class === Let S = { z 1 , z 2 , … , z m } ⊆ Z {\displaystyle S=\{z_{1},z_{2},\dots ,z_{m}\}\subseteq Z} be a sample of points and consider a function class F {\displaystyle {\mathcal {F}}} of real-valued functions over Z {\displaystyle Z} . Then, the empirical Rademacher complexity of F {\displaystyle {\mathcal {F}}} given S {\displaystyle S} is defined as: Rad S ⁡ ( F ) = 1 m E σ [ sup f ∈ F | ∑ i = 1 m σ i f ( z i ) | ] {\displaystyle \operatorname {Rad} _{S}({\mathcal {F}})={\frac {1}{m}}\mathbb {E} _{\sigma }\left[\sup _{f\in {\mathcal {F}}}\left|\sum _{i=1}^{m}\sigma _{i}f(z_{i})\right|\right]} This can also be written using the previous definition: Rad S ⁡ ( F ) = Rad ⁡ ( F ∘ S ) {\displaystyle \operatorname {Rad} _{S}({\mathcal {F}})=\operatorname {Rad} ({\mathcal {F}}\circ S)} where F ∘ S {\displaystyle {\mathcal {F}}\circ S} denotes function composition, i.e.: F ∘ S := { ( f ( z 1 ) , … , f ( z m ) ) ∣ f ∈ F } {\displaystyle {\mathcal {F}}\circ S:=\{(f(z_{1}),\ldots ,f(z_{m}))\mid f\in {\mathcal {F}}\}} The worst case empirical Rademacher complexity is Rad ¯ m ( F ) = sup S = { z 1 , … , z m } Rad S ⁡ ( F ) {\displaystyle {\overline {\operatorname {Rad} }}_{m}({\mathcal {F}})=\sup _{S=\{z_{1},\dots ,z_{m}\}}\operatorname {Rad} _{S}({\mathcal {F}})} Let P {\displaystyle P} be a probability distribution over Z {\displaystyle Z} . The Rademacher complexity of the function class F {\displaystyle {\mathcal {F}}} with respect to P {\displaystyle P} for sample size m {\displaystyle m} is: Rad P , m ⁡ ( F ) := E S ∼ P m [ Rad S ⁡ ( F ) ] {\displaystyle \operatorname {Rad} _{P,m}({\mathcal {F}}):=\mathbb {E} _{S\sim P^{m}}\left[\operatorname {Rad} _{S}({\mathcal {F}})\right]} where the above expectation is taken over an identically independently distributed (i.i.d.) sample S = ( z 1 , z 2 , … , z m ) {\displaystyle S=(z_{1},z_{2},\dots ,z_{m})} generated according to P {\displaystyle P} . == Intuition == The Rademacher complexity is typically applied on a function class of models that are used for classification, with the goal of measuring their ability to classify points drawn from a probability space under arbitrary labellings. When the function class is rich enough, it contains functions that can appropriately adapt for each arrangement of labels, simulated by the random draw of σ i {\displaystyle \sigma _{i}} under the expectation, so that this quantity in the sum is maximized. The Rademacher complexity of a set A {\displaystyle A} can be rewritten as Rad ⁡ ( A ) := 1 m E σ [ sup a ∈ A ∑ i = 1 m σ i a i ] = 1 m 2 m ∑ σ ∈ { − 1 / m , + 1 / m } m [ sup a ∈ A ⟨ σ , a ⟩ ] . {\displaystyle \operatorname {Rad} (A):={\frac {1}{m}}\mathbb {E} _{\sigma }\left[\sup _{a\in A}\sum _{i=1}^{m}\sigma _{i}a_{i}\right]={\frac {1}{{\sqrt {m}}2^{m}}}\sum _{\sigma \in \{-1/{\sqrt {m}},+1/{\sqrt {m}}\}^{m}}\left[\sup _{a\in A}\langle \sigma ,a\rangle \right].} Each term in the summation is the farthest distance of the set A {\displaystyle A} from the origin, along a unit-length direction σ {\displaystyle \sigma } . The directions are along the vertices of a hypercube. Thus, we can also write it as Rad ⁡ ( A ) = 1 2 m 1 2 m − 1 ∑ σ ∈ { − 1 / m , + 1 / m } m / { − 1 , + 1 } [ sup a ∈ A ⟨ σ , a ⟩ − inf a ∈ A ⟨ σ , a ⟩ ] {\displaystyle \operatorname {Rad} (A)={\frac {1}{2{\sqrt {m}}}}{\frac {1}{2^{m-1}}}\sum _{\sigma \in \{-1/{\sqrt {m}},+1/{\sqrt {m}}\}^{m}/\{-1,+1\}}\left[\sup _{a\in A}\langle \sigma ,a\rangle -\inf _{a\in A}\langle \sigma ,a\rangle \right]} Here, the set { − 1 / m , + 1 / m } m / { − 1 , + 1 } {\displaystyle \{-1/{\sqrt {m}},+1/{\sqrt {m}}\}^{m}/\{-1,+1\}} denotes half of the vertices of a hypercube, selected so that each diagonal has exactly one vertex selected. In words, this states that 2 m Rad ⁡ ( A ) {\displaystyle 2{\sqrt {m}}\operatorname {Rad} (A)} is precisely the average width of the set A {\displaystyle A} along all diagonal directions of a hypercube. == Examples == A singleton set has 0 width in any direction, so it has Rademacher complexity 0. The set A = { ( 1 , 1 ) , ( 1 , 2 ) } ⊆ R 2 {\displaystyle A=\{(1,1),(1,2)\}\subseteq \mathbb {R} ^{2}} has average width 1 / 2 {\displaystyle 1/{\sqrt {2}}} along the two diagonal directions of the square, so it has Rademacher complexity 1 / 4 {\displaystyle 1/4} . The unit cube [ 0 , 1 ] m {\displaystyle [0,1]^{m}} has constant width m {\displaystyle {\sqrt {m}}} along the diagonal directions, so it has Rademacher complexity 1 / 2 {\displaystyle 1/2} . Similarly, the unit cross-polytope { x ∈ R m : ‖ x ‖ 1 ≤ 1 } {\displaystyle \{x\in \mathbb {R} ^{m}:\|x\|_{1}\leq 1\}} has constant width 2 / m {\displaystyle 2/{\sqrt {m}}} along the diagonal directions, so it has Rademacher complexity 1 / m {\displaystyle 1/m} . == Using the Rademacher complexity == The Rademacher complexity can be used to derive data-dependent upper-bounds on the learnability of function classes. Intuitively, a function-class with smaller Rademacher complexity is easier to learn. === Bounding the representativeness === In machine learning, it is desired to have a training set that represents the true distribution of some sample data S {\displaystyle S} . This can be quantified using the notion of representativeness. Denote by P {\displaystyle P} the probability distribution from which the samples are drawn. Denote by H {\displaystyle H} the set of hypotheses (potential classifiers) and denote by F {\displaystyle {\mathcal {F}}} the corresponding set of error functions, i.e., for every hypothesis h ∈ H {\displaystyle h\in H} , there is a function f h ∈ F {\displaystyle f_{h}\in F} , that maps each training sample (features,label) to the error of the classifier h {\displaystyle h} (note in this case hypothesis and classifier are used interchangeably). For example, in the case that h {\displaystyle h} represents a binary classifier, the error function is a 0–1 loss function, i.e. the error function f h {\displaystyle f_{h}} returns 0 if h {\displaystyle h} correctly classifies a sample and 1 else. We omit the index and write f {\displaystyle f} instead of f h {\displaystyle f_{h}} when the underlying hypothesis is irrelevant. Define: L P ( f ) := E z ∼ P [ f ( z ) ] {\displaystyle L_{P}(f):=\mathbb {E} _{z\sim P}[f(z)]} – the expected error of some error function f ∈ F {\displaystyle f\in {\mathcal {F}}} on the real distribution P {\displaystyle P} ; L S ( f ) := 1 m ∑ i = 1 m f ( z i ) {\displaystyle L_{S}(f):={1 \over m}\sum _{i=1}^{m}f(z_{i})} – the estimated error of some error function f ∈ F {\displaystyle f\in {\mathcal {F}}} on the sample S {\displaystyle S} . The representativeness of the sample S {\displaystyle S} , with respect to P {\displaystyle P} and F {\displaystyle {\mathcal {F}}} , is defined as: Rep P ⁡ ( F , S ) := sup f ∈ F ( L P ( f ) − L S ( f ) ) {\displaystyle \operatorname {Rep} _{P}({\mathcal {F}},S):=\sup _{f\in F}(L_{P}(f)-L_{S}(f))} Smaller representativeness is better, since it provides a way to avoid overfitting: it means that the true error of a classifier is not much higher than its estimated error, and so selecting a classifier that has low estimated error will ensure that the true error is also low. Note however that the concept of representativeness is relative and hence can not be compared across distinct samples. The expected representativeness of a sample can be bounded above by the Rademacher complexity of the function class: If F {\displaystyle {\mathcal {F}}} is a set of functions with range within [ 0 , 1 ] {\displaystyle [0,1]} , then Rad P , m ⁡ ( F ) − ln ⁡ 2 2 m ≤ E S ∼ P m [ Rep P ⁡ ( F , S ) ] ≤ 2 Rad P , m ⁡ ( F ) {\displaystyle \operatorname {Rad} _{P,m}({\mathcal {F}})-{\sqrt {\frac {\ln 2}{2m}}}\leq \mathbb {E} _{S\sim P^{m}}[\operatorname {Rep} _{P}({\

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  Media engagement framework

  The media engagement framework is a planning framework used by marketing professionals to understand the behavior of social media marketing-based audiences. The construct was introduced in the book, ROI of Social Media. Powell’s background in marketing ROI and Groves' experience and understanding of the applications of social media in business led to a collaboration. Dimos joined as a brand strategist for Litmus Group, a global management consulting firm. The media engagement framework consists of the definitions of personas (Individuals, Consumers and Influencers), referenced by the competitive set or constraint that applies to that persona and the measurement framework that might be applied to those personas. It is referenced at the center of the marketing process diagram, surrounded by the marketing functions of strategy, tactics, metrics and ROI. The marketing process diagram describes how the media engagement framework can apply to any strategic marketing activity but was developed to establish a completely integrated framework describing how both traditional and social media marketing activities can be planned, executed, measured and improved. == Application == The media engagement framework provides a strategic planning construct in which measurements and metrics play a crucial role. Applying the media engagement framework aids in the development and management of an effective online marketing presence leveraging social media to engage a market or audience. By first personifying the audience, the marketer is able to identify the limiting aspect of the engagements possible with that audience segment and then, understand the type of engagement metrics to apply. Each persona makes decisions differently about how he/she acts in the social media universe. A framework metric can be applied for each of these personas: Endorsement funnel for influencers Community engagement funnel for individuals Purchase funnel for consumers Individuals, influencers and consumers make decisions based on alternatives available to them and constraints put on them. To engage with an individual brands must realize they are competing against the time an individual spends on line. If they find something else more engaging, they will engage with that activity. Brands compete against other brands for the purchases of consumers acting in the category. Lastly, influencers have only so many endorsements they can make and therefore brands compete with other endorsers for the endorsement of an influencer. Creating engaging content by keeping target audience in mind like create content that audience find it funny, interesting, and relatable will encourage audience to share it on social networks. Which will be beneficial for you brand, getting more people to know about your business and brand. Contact Digilord to create engaging content for your brand. Use of listening tools (Google Alerts, Twitter Search, SocialMention.com, Veooz.com, Alterian SM2, Radian6, Sysomos, Buzzient etc.) can be employed within the model to help identify the members of the audience segment and to support the formation of other social engagement planning and management tools.

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  Vans challenge

  The Vans challenge is a viral internet challenge that began in March 2019 where people show their Vans shoes landing right-side up after tossing them in the air. The viral sensation reportedly started after a Twitter user shared a video of the occurrence, which was captioned: “Did you know it doesn’t matter how you throw your Vans they will land facing up.” Since then, multiple people on social media posted similar videos of them throwing their Vans in the air and landing right-side up, along with Crocs, UGG boots, and other popular shoes. This theory proved false, as these shoes have not always landed facing up after tossing them.

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  Data Management Association

  The Data Management Association (DAMA), formerly known as the Data Administration Management Association, is a global not-for-profit organization which aims to advance concepts and practices about information management and data management. It describes itself as vendor-independent, all-volunteer organization, and has a membership consisting of technical and business professionals. Its international branch is called DAMA International (or DAMA-I), and DAMA also has various continental and national branches around the world. == History == The Data Management Association International was founded in 1980 in Los Angeles. Other early chapters were: San Francisco, Portland, Seattle, Minneapolis, New York, and Washington D.C. == Data Management Body of Knowledge == DAMA has published the Data Management Body of Knowledge (DMBOK), which contains suggestions on best practices and suggestions of a common vernacular for enterprise data management. The first edition (DAMA-DMBOK) was published on 2009 November 1, the second edition (DAMA-DMBOK2) was published on 2017 July 1., and the Revised second edition (DAMA-DMBOK2 rev.2) was published on 2019 March 19. DMBOK has been described by the authors as being an "equivalent" to the Project Management Body of Knowledge (PMBOK) and Business Analysis Body of Knowledge (BABOK). It encompasses topics such as data architecture, security, quality, modelling, governance, big data, data science, and more. DMBOK also includes the DAMA Data Wheel, an infographic which represents core data management practices. The center of the infographic is data governance, and the surrounding segments each represent a different aspect of data management: Data architecture Data modeling and design Data storage and operations Data security Data integration and interoperability Document management Content management Master data management Reference data and master data Data warehousing Metadata management Data quality Business intelligence Data science == Professional Accreditation == DAMA also provides a professional data management certification for individuals known as a Certified Data Management Professional (CDMP), which is based on the DMBOK as a study reference. There are four levels of certification based on career experience and exam results. The highest level, Fellow, requires 25 years of experience and nomination by DAMA members. It is an example of one of many competing certifications for data management professionals.

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  Paprika (app)

  Paprika is an app and website that helps users organize recipes, produce meal plans, and create grocery lists. The app is available for Android, iOS, macOS, and Windows devices. == Overview == The app allows users to import recipes from various sources, including websites and other apps. The app also allows users to automatically generate meal plans, which are also customizable, in order to achieve specific objectives such as weight loss, muscle gain, adherence to various dietary preferences, or personal taste. The app is also capable of generating grocery lists based on the daily or weekly meal plans chosen by the user. All the recipes, menus, and grocery lists of each user are accessible from smartphones, tablets, and computers. The app is part of a broader category of mobile apps focused on meal planning, recipe management, and shopping list automation, which have grown in popularity with the expansion of smartphone usage and digital cooking tools. == History == Paprika Recipe Manager for iPad version 1.0 was initially released in September 2010 by Hindsight LLC. Paprika 2.0 was released for iPhone and iPad in November 2013, and Paprika 3.0 was released for iOS and macOS in November 2017. == Reception == Paprika has been featured in technology and lifestyle publications as a recipe management and meal planning application. Coverage has noted features such as importing recipes from websites, ingredient scaling, and cross-platform synchronization. The app has also appeared in lists of cooking and meal planning tools published by outlets including The Verge and The Kitchn.

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  AS2

  AS2 (Applicability Statement 2) is a specification on how to transport structured business-to-business data securely and reliably over the Internet. Security is achieved by using digital certificates and encryption. == Background == AS2 was created in 2002 by the IETF to replace AS1, which they created in the early 1990s. The adoption of AS2 grew rapidly throughout the early 2000s because major players in the retail and fast-moving consumer goods industries championed AS2. Walmart was the first major retailer to require its suppliers to use the AS2 protocol instead of relying on dial-up modems for ordering goods. Amazon, Target, Lowe's, Bed, Bath, & Beyond and thousands of others followed suit. Many other industries use the AS2 protocol, including healthcare, as AS2 meets legal HIPAA requirements. In some cases, AS2 is a way to bypass expensive value-added networks previously used for data interchange. == Technical overview == AS2 is specified in RFC 4130, and is based on HTTP and S/MIME. It was the second AS protocol developed and uses the same signing, encryption and MDN (as defined by RFC3798) conventions used in the original AS1 protocol introduced in the late 1990s by IETF. In other words: Files are encoded as "attachments" in a standardized S/MIME message (an AS2 message). AS2 does not specify the contents of the files. Usually, the file contents are in a standardized format that is separately agreed upon, such as XML or EDIFACT. AS2 messages are always sent using the HTTP or HTTPS protocol (Secure Sockets Layer — also known as SSL — is implied by HTTPS) and usually use the "POST" method (use of "GET" is rare). Messages can be signed, but do not have to be. Messages can be encrypted, but do not have to be. Messages may request a Message Disposition Notification (MDN) back if all went well, but do not have to request such a message. If the original AS2 message requested an MDN: Upon the receipt of the message and its successful decryption or signature validation (as necessary) a "success" MDN will be sent back to the original sender. This MDN is typically signed but never encrypted (unless temporarily encrypted in transit via HTTPS). Upon the receipt and successful verification of the signature on the MDN, the original sender will "know" that the recipient got their message (this provides the "Non-repudiation" element of AS2). If there are any problems receiving or interpreting the original AS2 message, a "failed" MDN may be sent back. However, part of the AS2 protocol states that the client must treat a lack of an MDN as a failure as well, so some AS2 receivers will not return an MDN in this case. Like any other AS file transfer, AS2 file transfers typically require both sides of the exchange to trade X.509 certificates and specific "trading partner" names before any transfers can take place. AS2 trading partner names can usually be any valid phrase. === MDN options === Unlike AS1 or AS3 file transfers, AS2 file transfers offer several "MDN return" options instead of the traditional options of "yes" or "no". Specifically, the choices are: ==== AS2 w/ "Sync" MDNs ==== Return Synchronous MDN via HTTP(S) ("AS2 Sync") - This popular option allows AS2 MDNs to be returned to AS2 message sender clients over the same HTTP connection they used to send the original message. This "MDN while you wait" capability makes "AS2 Sync" transfers the fastest of any type of AS file transfer, but it also keeps this flavor of MDN requests from being used with large files (which may time out in low-bandwidth situations). ==== AS2 w/ "ASync" MDNs ==== Return Asynchronous MDN via HTTP(S) (a.k.a. "AS2 Async") - This popular option allows AS2 MDNs to be returned to the AS2 message sender's server later over a different HTTP connection. This flavor of MDN request is usually used if large files are involved or if your trading partner's AS2 server has poor Internet service. ==== AS2 w/ "Email" MDNs ==== Return (Asynchronous) MDN via Email - This rarely used option allows AS2 MDNs to be returned to AS2 message senders via email rather than HTTP. Otherwise, it is similar to "AS2 Async (HTTP)". ==== AS2 w/ No MDNs ==== Do not return MDN - This option works like it does in any other AS protocol: the receiver of an AS2 message with this option set simply does not try to return an MDN to the AS2 message sender. ==== Filename preservation ==== AS2 filename preservation feature will be used to communicate the filename to the trading partner. The banking industry relies on filenames being communicated between trading partners. AS2 vendors are currently certifying that implementation of filename communication conforms to the standard and is interoperable. There are two profiles for filename preservation being optionally tested under AS2 testing: Filename preservation without MDN responses Filename preservation with an associated MDN response certification Walmart recommends contacting Drummond Group, LLC for more information on EDIINT AS2, or for a list of interoperable-testing AS2 software providers. == Benefits == For many businesses, the use of AS2 and electronic data interchange (EDI) is not a choice so much as it is a requirement of doing business with a large customer or partner. That said, AS2 is a universal protocol that has benefits, from both business and technology vantage points. === Business case === Cut costs by using the web for EDI file transfers, AS2 reduces the cost of transactions from expensive VANs. Extend EDI to more partners; with lower costs and universal web connectivity, AS2 allows organizations to implement EDI with partners worldwide that have little EDI infrastructure. Save time by eliminating the need to manually process orders. Eliminate errors by turning manual processes into automated processes. Universal solution — AS2 is established and tested, so no one has to re-invent the wheel. === Technological advantages === Leverage the web: if an organization can share data securely via the web, they already have much of the infrastructure for AS2. Unlimited EDI data — there are no practical limitations on transaction sizes via the web, and AS2 includes features for managing large transfers. Payload Agnostic — AS2 can be used to transport any type of document. While EDI X12, EDIFACT and XML are common, any mutually agreed-upon format may be transferred.

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  Data lineage

  Data lineage refers to the process of tracking how data is generated, transformed, transmitted and used across systems over time. It documents data's origins, transformations and movements, providing detailed visibility into its life cycle. This process simplifies the identification of errors in data analytics workflows, by enabling users to trace issues back to their root causes. Data lineage facilitates the ability to replay specific segments or inputs of the dataflow. This can be used in debugging or regenerating lost outputs. In database systems, this concept is closely related to data provenance, which involves maintaining records of inputs, entities, systems and processes that influence data. Data provenance provides a historical record of data origins and transformations. It supports forensic activities such as data-dependency analysis, error/compromise detection, recovery, auditing and compliance analysis: "Lineage is a simple type of why provenance." Data governance plays a critical role in managing metadata by establishing guidelines, strategies and policies. Enhancing data lineage with data quality measures and master data management adds business value. Although data lineage is typically represented through a graphical user interface (GUI), the methods for gathering and exposing metadata to this interface can vary. Based on the metadata collection approach, data lineage can be categorized into three types: Those involving software packages for structured data, programming languages and Big data systems. Data lineage information includes technical metadata about data transformations. Enriched data lineage may include additional elements such as data quality test results, reference data, data models, business terminology, data stewardship information, program management details and enterprise systems associated with data points and transformations. Data lineage visualization tools often include masking features that allow users to focus on information relevant to specific use cases. To unify representations across disparate systems, metadata normalization or standardization may be required. == Representation of data lineage == Representation broadly depends on the scope of the metadata management and reference point of interest. Data lineage provides sources of the data and intermediate data flow hops from the reference point with backward data lineage, leading to the final destination's data points and its intermediate data flows with forward data lineage. These views can be combined with end-to-end lineage for a reference point that provides a complete audit trail of that data point of interest from sources to their final destinations. As the data points or hops increase, the complexity of such representation becomes incomprehensible. Thus, the best feature of the data lineage view is the ability to simplify the view by temporarily masking unwanted peripheral data points. Tools with the masking feature enable scalability of the view and enhance analysis with the best user experience for both technical and business users. Data lineage also enables companies to trace sources of specific business data to track errors, implement changes in processes and implementing system migrations to save significant amounts of time and resources. Data lineage can improve efficiency in business intelligence BI processes. Data lineage can be represented visually to discover the data flow and movement from its source to destination via various changes and hops on its way in the enterprise environment. This includes how the data is transformed along the way, how the representation and parameters change and how the data splits or converges after each hop. A simple representation of the Data Lineage can be shown with dots and lines, where dots represent data containers for data points, and lines connecting them represent transformations the data undergoes between the data containers. Data lineage can be visualized at various levels based on the granularity of the view. At a very high-level, data lineage is visualized as systems that the data interacts with before it reaches its destination. At its most granular, visualizations at the data point level can provide the details of the data point and its historical behavior, attribute properties and trends and data quality of the data passed through that specific data point in the data lineage. The scope of the data lineage determines the volume of metadata required to represent its data lineage. Usually, data governance and data management of an organization determine the scope of the data lineage based on their regulations, enterprise data management strategy, data impact, reporting attributes and critical data elements of the organization. == Rationale == Distributed systems like Google Map Reduce, Microsoft Dryad, Apache Hadoop (an open-source project) and Google Pregel provide such platforms for businesses and users. However, even with these systems, Big Data analytics can take several hours, days or weeks to run, simply due to the data volumes involved. For example, a ratings prediction algorithm for the Netflix Prize challenge took nearly 20 hours to execute on 50 cores, and a large-scale image processing task to estimate geographic information took 3 days to complete using 400 cores. "The Large Synoptic Survey Telescope is expected to generate terabytes of data every night and eventually store more than 50 petabytes, while in the bioinformatics sector, the 12 largest genome sequencing houses in the world now store petabytes of data apiece. It is very difficult for a data scientist to trace an unknown or an unanticipated result. === Big data debugging === Big data analytics is the process of examining large data sets to uncover hidden patterns, unknown correlations, market trends, customer preferences and other useful business information. Machine learning, among other algorithms, is used to transform and analyze the data. Due to the large size of the data, there could be unknown features in the data. The massive scale and unstructured nature of data, the complexity of these analytics pipelines, and long runtimes pose significant manageability and debugging challenges. Even a single error in these analytics can be extremely difficult to identify and remove. While one may debug them by re-running the entire analytics through a debugger for stepwise debugging, this can be expensive due to the amount of time and resources needed. Auditing and data validation are other major problems due to the growing ease of access to relevant data sources for use in experiments, the sharing of data between scientific communities and use of third-party data in business enterprises. As such, more cost-efficient ways of analyzing data intensive scale-able computing (DISC) are crucial to their continued effective use. === Challenges in Big Data debugging === ==== Massive scale ==== According to an EMC/IDC study, 2.8 ZB of data were created and replicated in 2012. Furthermore, the same study states that the digital universe will double every two years between now and 2020, and that there will be approximately 5.2 TB of data for every person in 2020. Based on current technology, the storage of this much data will mean greater energy usage by data centers. ==== Unstructured data ==== Unstructured data usually refers to information that doesn't reside in a traditional row-column database. Unstructured data files often include text and multimedia content, such as e-mail messages, word processing documents, videos, photos, audio files, presentations, web pages and many other kinds of business documents. While these types of files may have an internal structure, they are still considered "unstructured" because the data they contain doesn't fit neatly into a database. The amount of unstructured data in enterprises is growing many times faster than structured databases are growing. Big data can include both structured and unstructured data, but IDC estimates that 90 percent of Big Data is unstructured data. The fundamental challenge of unstructured data sources is that they are difficult for non-technical business users and data analysts alike to unbox, understand and prepare for analytic use. Beyond issues of structure, the sheer volume of this type of data contributes to such difficulty. Because of this, current data mining techniques often leave out valuable information and make analyzing unstructured data laborious and expensive. In today's competitive business environment, companies have to find and analyze the relevant data they need quickly. The challenge is going through the volumes of data and accessing the level of detail needed, all at a high speed. The challenge only grows as the degree of granularity increases. One possible solution is hardware. Some vendors are using increased memory and parallel processing to crunch large volumes of data quickly. Another method is putting data in-memory but using a grid

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