С момента своего выхода в 2016 году BloodHound стал основным инструментом для специалистов по наступательной безопасности, позволяющим выявлять неправильные конфигурации в Active Directory.
Основная цель FalconHound - обеспечить использование всех различных событий в системе и обновление базы данных BloodHound для улучшения качества работы синих команд при его использовании
С момента своего выхода в 2016 году BloodHound стал основным инструментом для специалистов по наступательной безопасности, позволяющим выявлять неправильные конфигурации в Active Directory.
Основная цель FalconHound - обеспечить использование всех различных событий в системе и обновление базы данных BloodHound для улучшения качества работы синих команд при его использовании
Bitcoin is built on a distributed digital record called a blockchain. As the name implies, blockchain is a linked body of data, made up of units called blocks that contain information about each and every transaction, including date and time, total value, buyer and seller, and a unique identifying code for each exchange. Entries are strung together in chronological order, creating a digital chain of blocks. “Once a block is added to the blockchain, it becomes accessible to anyone who wishes to view it, acting as a public ledger of cryptocurrency transactions,” says Stacey Harris, consultant for Pelicoin, a network of cryptocurrency ATMs. Blockchain is decentralized, which means it’s not controlled by any one organization. “It’s like a Google Doc that anyone can work on,” says Buchi Okoro, CEO and co-founder of African cryptocurrency exchange Quidax. “Nobody owns it, but anyone who has a link can contribute to it. And as different people update it, your copy also gets updated.”
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
