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6 Vulnerabilities That Penetration Testing Helps You to Detect

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6 Vulnerabilities That Penetration Testing Helps You to Detect


A penetration test is also called ethical hacking or pen test. It is like an official replicated cyber-attack on a computer system, which is executed to assess the system security. It should not be confused with vulnerability assessment. This test is executed to pinpoint the weaknesses. It includes the probability for illegal parties to attain access to the system’s data and features and strengths. This enables a complete risk evaluation to be completed.

Keeping this scenario in mind, we are presenting to the list of six vulnerabilities that cyber-security helps you to detect.

Insecure In-house Developed Apps

Companies do not test their own apps in a detailed manner like they do for customer’s apps. The input authentication fault is one main classification of susceptibility in this scenario. This is the point where client-facing input takes over the authentic subsystem functioning. These incorporate:

  • Cross-site website scripting
  • SQL app injections

Cyber criminals are mostly dependent on exploitation of vulnerabilities and inappropriate security practises. However, they victimise the misinformed and non-technical user the most. Meticulously keeping updated with the latest security patches and updates, and following well-rooted practises of cyber security can keep an organisation’s systems and its consumer’s safe against cyber-attacks.

Incompatibility of the Legacy Software

Pertinent to pitiable patch management, incorporating incompatible software reveals the wide range of vulnerabilities. Even though it still functions smoothly, however Microsoft detached support for Windows XP after almost a decade which indicated no more patches, it has turned out to be susceptible to cyber-attacks.

Patch Management

Enemies usually hit at the weakest points; the same philosophy is followed by the cyber criminals. They aim at the known weaknesses and exploit them. These are particularly the ones for which the patches have previously been out. The Information Technology managers who do not update their patches, particularly not caring much regarding updating of 3rd party apps like Java and Adobe, have in fact shown them to be vulnerable.

Pass the Hash Attack

This is the process of extracting information from the random length and positioning it into a pre-set length. Majority of the reply systems and passwords utilise the hashing procedure to alter a plaintext password into numbers and letters that would appear meaningless and random for a common user. A hacker can create a malevolent program to interject the hashed data when it is being communicated. This hashed data would be utilised to develop fake authentication and attain entrance to an apparently safe network.

Phishing

This is the common weapon used by the cyber criminals to reach the company’s private and confidential information. In this attack, the attacker tricks the customer by stealing their private data. They demand the user’s password by acting like a system administrator.

The attacker copies the interface and the layout of an app or website and tricks the customer to enter their password and username in the fake website that they have made. This is very dangerous and usually happens in the banking institutions. The customers who fall prey to such criminals lose trust in such banking institutions.

Recycled Password

Are you using the same password for each account? This is like putting your company under serious threat. Utilising recycled passwords or poor password practises across various platforms can allow the hackers to attack you very easily. In the situation where a password was stolen in a previous data-loss incident, the hacker would simply obtain access to a different, nevertheless, if not secure platform that utilises the same password.

Conclusion

These are the six vulnerabilities detected via penetration testing. For advanced treatment, organisations find best penetration testing companies. These companies have professionals and experts who can resolve any security related issue.



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Getting Started with the Agile Marketing Navigator: Cycle Planning

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Getting Started with the Agile Marketing Navigator: Cycle Planning


We recently introduced you to Agile Marketing Navigator, a flexible framework for navigating agile marketing for marketers, by marketers in the article A new way to navigate agile marketing. The navigator has four major components: Collaborative Planning Workshop, Launch Cycle, Key Practices and Roles. Within these categories, there are several sub-pieces for implementation. In recent articles, we covered the pieces in the first stop of the navigator, the Collaborative Planning Workshop

Now we’re going to dive into our second stop on your agile marketing journey—the Launch Cycle. The Launch Cycle is a repeatable cadence for delivering valuable marketing experiences early and often. Within the Launch Cycle there are five key components—Marketing Backlog, Cycle Planning, Daily Huddle, Team Showcase and Team Improvement. Last week we shared how to build an effective Marketing Backlog. Today we’re going to take a deeper look at Cycle Planning.

Cycle planning

During Cycle Planning, the team collaborates and plans for the work they intend to launch during a 5 or 10 day cycle. The goal is for everyone on the team to commit to what work they plan to launch and to discuss how they’re going to work together to achieve that goal. The team synchronizes timing around their work and understands everything involved to deliver customer value in this launch. 

To prepare for Cycle Planning, the Marketing Backlog should be ready for the team. Things to look for here are:

  • Is the work in priority order?
  • Is the work sized by effort?
  • Do we understand any dependencies?
  • Do we know what success looks like for each backlog item?
  • How will we test, learn & measure our results?

The Marketing Owner should come to Cycle Planning with a Cycle Goal in mind that ladders up to the Guidepoint. This is meant to give the team guidance on what a good outcome of the cycle will look like, but not specific tasks that they will complete.

A Cycle goal may read something like this:

The above shares what the Marketing Owner hopes the team accomplishes, but the team decides what work they can do in the cycle to get there and may also have other work as well.

The team doing the work attends Cycle Planning. This may include part-time team members, or Supporting Cast people that have work in the upcoming Cycle. Stakeholders and Practice Leads shouldn’t attend unless they are contributing to the work.

The team is self-organizing in Cycle Planning. The team decides which marketing backlog items they can tackle during the cycle, and how they will accomplish the work by breaking out tasks.

At the end of Cycle Planning, all team members should know what work the team has committed to and how they all plan to approach getting it done. The Cycle Planning eliminates siloed planning and people only focusing on their tasks and brings to light collective team ownership.


Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.


About The Author

Stacey knows what it’s like to be a marketer, after all, she’s one of the few agile coaches and trainers that got her start there. After graduating from journalism school, she worked as a content writer, strategist, director and adjunct marketing professor. She became passionate about agile as a better way to work in 2012 when she experimented with it for an ad agency client. Since then she has been a scrum master, agile coach and has helped with numerous agile transformations with teams across the globe. Stacey speaks at several agile conferences, has more certs to her name than she can remember and loves to practice agile at home with her family. As a lifelong Minnesotan, she recently relocated to North Carolina where she’s busy learning how to cook grits and say “y’all.”



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What It Is & How to Build an Effective One

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What It Is & How to Build an Effective One


In the business world, professionals are obsessed with tactics because they can help them meet their short-term goals. But if all you do is focus on the short-term, you won’t spend enough time or energy figuring out how you can succeed in the long-term.

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the second key persona for modern marketing operations leaders

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the second key persona for modern marketing operations leaders


This 4-part series presents a framework that helps rationalize the roles and responsibilities modern marketing operations leaders are taking on. This installment summarizes the framework briefly, and dives into how MOps leaders are now “orchestrators.” 

In case you missed it, part 1 is here.

Inspiration for this framework

Two years ago, marketing technology pioneer and chiefmartec.com editor Scott Brinker outlined the four key responsibilities of marketing technologists, summarized here.  

That work espoused the view that you could be both a marketer AND a technology leader. They are not mutually exclusive! It was my inspiration for this framework, explaining how today’s MOps leaders are instrumental for marketing and business success.

X-Axis:  A range of skills from a focus on technology to creativity and arts

Y-Axis: A range of decision-making skills, ranging from emotional to rational approaches

The resulting grid captures four MOps archetypes or “personas.” MOps leaders exhibit characteristics across all parts of this framework and will operate in multiple quadrants, similar to Brinker’s frameworks.

Modernizers – Are most likely to be the “original” technologists, constantly modernizing their martech stack.

Orchestrators – Are the closest to Brinker’s Maestros and the focus of this article. He described this archetype in 2020 as the “Operations Orchestrator — MAESTROS who design and manage the workflows, rules, reports, and tech stacks that run the marketing department.

Psychologists – Are now increasingly responsible for “reading customers’ minds,” i.e. interpreting customers’ interest through intent data and digital engagement.

Scientists – Are constantly testing and evaluating. Experimentation is their specialty.

Orchestrators: Leaders of the band

Now that you’re familiar with the framework, let’s dig deeper into the Orchestrators!

I’ll start with a personal story. My exposure to orchestration started with 8-straight years of practice in violin and trumpet during my formative years. Each week was literally a blur of private lessons, group lessons, orchestra and/or band practice. I probably spent as much time with music directors as I did with my family.  

It was painfully obvious to those conductors when we hadn’t prepared or practiced. Moreso, we would get – literally – an “earful” from the conductor when we were not listening to the other instrument sections. If we were not coordinating our efforts and timing, the outcome was awful for anyone listening.

Source: Unsplash

This orchestration metaphor is powerful because there are multiple levels for MOps leaders:

  • As a project management team within marketing, and often as a conductor across external agency partners.
  • As a cross-function business partner and primary contact for IT, compliance, and legal, in addition to the traditional MOps role of achieving marketing/sales alignment

Notably, all marketers have to be project managers for their own tasks/deadlines. They must be aligned with overall campaign and program timelines. 

However, as organizations scale they are more likely to have dedicated project management teams to handle coordination across the specialist teams within marketing. The orchestration responsibility may include timeline, scope, and capacity trade-offs even after campaign briefs have received approval. 


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The orchestration responsibility multiplies when agency execution teams are delivering on individual tactics and media buys. Last year, Optimizely described these evolving orchestration duties as a “transformative shift and approach towards how marketing synchronizes their teams, content, channels, workflows, and data!”

I believe the shift is even more impactful, with orchestration benefits being felt beyond marketing. The highest value “program orchestration” responsibilities occur when MOps leaders are representing marketing’s interests in enterprise-wide programs with other functions within the organization, including product, compliance, and IT. Examples of orchestration duties with these other key functions can include:

  • Product teams – Coordinating campaigns with major product feature/functionality launches, and managing brand standards.
  • Legal/Compliance – Overseeing compliance with Can-Spam, GDPR, and CCPA, and customer preference and data privacy initiatives that may be initiated by a marketing touch-point. 
  • IT/Procurement – Technology stack management, vendor evaluations and negotiations, platform integrations and data management.

All of this departmental and cross-departmental coordination requires skill sets that can be analogized as the difference between a chamber orchestra (marketing) and a full symphony. It’s the highest level of conducting across the enterprise. 

MOps leaders are holding individuals and teams to target timelines while managing the scope of a particular campaign and business initiative. They do this while also overseeing targeting of customer and prospect segments.

In order to accomplish this complex segmentation and coordination, MOps leaders are now responsible for cross-functional data – embodied by the modern martech stack imperative: integration. Integration across systems has been the #1 issue for marketers since the modern marketing tech stack started exploding in the early 2010’s, but software and solutions providers finally listened. A tipping point was reached in 2020. Marketers reported that we were finally working within an integrated, multi-system environment, according to a CDP Institute member survey analyzed here.  

Continuing with the orchestration analogy, the conductor is the integration “synchronizer,” deciding if/when the data flows across the stack. The sheet music is the data model standard showing how to map common attributes. 

However, just because we now have this more integrated environment does not mean our work is done. The instruments do not play themselves (yet!) and they require configuration and deliberate training to play effectively — both individually and in groups. 

Training was one of the top responsibilities for marketing ops leadership, ranking it in the top 5 of MOPS tasks by percentage of work, according to the 2022 MarTech Salary and Career Survey, published jointly by MarTech and chiefmartec.com (free, ungated download here). conducted by chiefmartec.

In the 2020 version of that same study, training was highlighted as one of the top two responsibilities for many of the primary marketing technologists personas, and 91% of operations orchestrators reported that training and supporting technologies were among their top priorities.

MOps leaders are never done

Finally, under the category of “MOps leaders are never done”, the last several years have also forced a whole new category of orchestration duties – a combination of conducting, training, and martech growth: marketing work management.

The largest growth (67%) over the last several years was in the category of “work management”, according to the 2022 edition of the Martech Landscape. Established entrants such as Adobe expanded with the acquisition of Workfront, while newer players like Trello and Monday gained traction.  

Although this was already a prevailing trend BEFORE the pandemic, the hybrid/remote work environment brought on by the last 2+ years forced these project management and agile-planning tools to the forefront.  The marketing work management category grew to over 1000+ tools, according to the State of Martech 2022

Source: State of MarTech 2022 – chiefmartec.com and Martech Tribe

MOps leaders are Maestros

In summary, modern MOps leaders are indeed Maestros. They are skilled orchestrators, conducting a symphony across multiple levels. They lead:

  • Omni-channel campaigns within marketing and across business functions
  • Integration across an ever-growing, integrated martech stack
  • Training and deployment as one of their primary responsibilities 

Editor’s note: In Part 3 of this 4-part series, Milt will expand on MOps leaders’ growing role as Psychologists. For background on this framework, see Part 1 of this series here


Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.


About The Author

Milt is currently Director of Customer Experience at MSI Data, an industry-leading cloud software company that focuses on the value and productivity that customers can drive from adopting MSI’s service management solutions.

With nearly 30 years of leadership experience, Milt has focused on aligning service, marketing, sales, and IT processes around the customer journey. Milt started his career with GE, and led cross-functional initiatives in field service, software deployment, marketing, and digital transformation.
Following his time at GE, Milt led marketing operations at Connecture and HSA Bank, and he has always enjoyed being labeled one of the early digital marketing technologists. He has a BS in Electrical Engineering from UW Madison, and an MBA from Kellogg School of Management.

In addition to his corporate leadership roles, Milt has been focused on contributing back to the marketing and regional community where he lives. He serves on multiple boards and is also an adjunct instructor for UW-Madison’s Digital Marketing Bootcamp. He also supports strategic clients through his advisory group, Mission MarTech LLC.



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