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It is just about summer — the weather is gorgeous and everyone is in a
A pretty — not beautiful — girl comes into the lobby of a local company
and glances around. She walks up to the receptionist and explains she has
a meeting with the Information Technology director and is running late.
She says she is very embarrassed and would the receptionist tell her the
conference room number and she’ll just sneak into the meeting. Feeling
sorry for the young lady, the receptionist tells her the main conference
room is on the third floor and lets her into that part of the building.
Once in the elevator, the woman gets off on the fourth floor — not the
third. She wanders the halls. A gentleman stops her because she doesnt’
have a badge. But she smiles sweetly, asks him about his day and pretty
soon they are chatting about this and that. He forgets why he stopped her
and goes back to his office.
She continues down the hall. This time she sees someone going into the
computer lab and he allows her to follow him through the door. She has
one of those smiles that lights up her entire face, and it doesn’t go
unnoticed. She explains that she is a student at the local university and
she’s going to be a summer intern in the IT department… part of her
internship is to see how the computer lab works.
She spends the next hour looking around, chatting with the network
administrators and lighting up a usually boring environment.
The girl leaves the building, waving good-bye to the receptionist on her
way out and thanking her again.
After all, she should thank her and all the others she spoke to during
The woman leaves with Post-it notes that had been stuck onto monitors
with passwords and user identifications (usually ‘admin’). She has a
wealth of knowledge on how the network is set-up, what kinds of
protection mechanisms are in place and even how to get around the
protection — thanks to a young techie who was more than pleased to show
her how ‘smart’ he was.
She now owns their network, their industry secrets and their
This is a classic case of social engineering.
According to sbc.webopedia, social engineering is defined as: ”In the
realm of computers, the act of obtaining or attempting to obtain
otherwise secure data by conning an individual into revealing secure
information. Social engineering is successful because its victims
innately want to trust other people and are naturally helpful. The
victims of social engineering are tricked into releasing information that
they do not realize will be used to attack a computer network.”
that describes a non-technical kind of intrusion that relies heavily on
human interaction and often involves tricking other people to break
normal security procedures. A social engineer runs what used to be called
a ‘con game’.”
Either definition makes it clear that social engineering involves human
interraction. That is the major factor that makes protection against
social engineering difficult. All the firewalls, and identification and
authentication mechanisms are ineffective against a seasoned social
So, how do you protect your network from these types of people?
The best protection against social engineering tactic is a well-trained
employee, who is aware of this kind of scam. The employee is the target
of social engineering. Employees need to be made aware that even though
they need to be helpful on the job, they need to be cautious and
Security training that reinforces the requirement to protect user
identifications, passwords, and other such information is a valid
protection against social engineering. Employees also need to be aware of
their surroundings to ensure that people without proper identification
are confronted and escorted to security personnel. They also need to be
aware of unauthorized people trying to follow them into secured areas.
This awareness training isn’t just for computer users and network
administrators. It’s for every employee — the receptionist, secretaries,
file clerks, etc. Training should be a yearly event.
Anything that looks suspicious should be reported. Be suspicious of that
person you have never seen before, or someone asking questions that raise
a little red flag in the back of your head. You never know when it’s a
person on a mission to obtain information that can, and will, be used
The next time a friendly individual approaches you with a request for
assistance in getting information that you know should be protected, be
prepared. Check it out before you give out any information. Beware the
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Banning Trump from Social Media Makes Sense. But Beware the Downside
President Donald Trump addressed his supporters from the Ellipse at the White House on Wednesday, January 6, before thousands from the crowd breached the Capitol Building. The attack that was largely planned and discussed on social media and extreme online communities, according to one BU researcher. Photo By Bill Clark/CQ Roll Call via AP Images
Trump BannedBanning Trump from Social Media Makes Sense. But Beware the Downside When online hate speech moves off Facebook and Twitter, it migrates to smaller, extreme, fringe platforms, BU researcher explains
After a shocking day in American history when a violent mob, incited by President Trump, stormed and breached the Capitol Building, Facebook and Twitter temporarily banned the president from using their platforms. On Thursday morning, Facebook founder Mark Zuckerberg went a step further, announcing Trump will be banned from Facebook’s social media platforms until at least the end of his term on January 20.
The events were a direct reaction to words that Trump has repeated on social media, and that he said at a rally Wednesday before the attack on the Capitol—baseless claims about election fraud, the election being stolen from him, and his loss to Joe Biden in November.
“I think that banning [Trump’s] account is the right call for social networks, but it might have unforeseen consequences,” says Gianluca Stringhini, a Boston University College of Engineering assistant professor of electrical and computer engineering. He has been studying online disinformation, hate speech, and radicalization for years, and recently earned a National Science Foundation CAREER award to develop tools to rapidly identify coordinated cyber mobs.
In a recent paper, Stringhini and his collaborators studied what can unfold after radical online communities are banned from platforms. The researchers analyzed online posts made between 2023 and 2023 from r/The_Donald and r/Incels, two communities that were banned from Reddit and subsequently moved to stand-alone websites. They found overall that having them banned significantly decreased posting activity, reducing the number of posts, active users, and newcomers.
But r/The_Donald users that migrated to an independent website called chúng tôi showed signs of increased toxicity and radicalization. According to Stringhini, their findings paint a nuanced picture of the effect of platform moderation action and should help inform decisions that platforms, and government officials, make when it comes to dealing with false and hateful messages.
The Brink caught up with Stringhini to discuss Wednesday’s events, and what impact a ban on Twitter and Facebook could have on Trump and his followers.
A With Gianluca Stringhini
Can you explain how Wednesday’s events at the Capitol were fueled by online communities? Do you see a clear connection?
Do you think it is a good idea for platforms like Twitter and Facebook to ban President Trump?
Stringhini: I think that in the short term the ban will help reduce the spread of conspiracy theories on Twitter and Facebook. As a side effect, however, many supporting Trump will feel like they are being censored. Without mentioning the incitement of violence, Donald Trump’s Twitter account has been sharing disinformation and conspiracy theories for years, often coming from those same polarized communities that I previously mentioned. The amplification effect that his account has in spreading this false information is staggering, because millions of people take his posts at face value. I think that banning his account is the right call for social networks, but it might have unforeseen consequences.
What did your research find about bans and their impact on limiting false information and radicalization?
Stringhini: In our work we provided two case studies of communities that after being banned on Reddit migrated to their own independent website, in this case the two were chúng tôi and chúng tôi We found that these migrations resulted in lower activity by users, possibly because the limited number of topics available on the platform made it less appealing to users who previously could post on any subreddit. We did however find that the users who migrated and remained active on chúng tôi showed increases in signals associated with toxicity and radicalization. This paints a nuanced picture of the effect of platform moderation actions, because while fewer users are exposed to toxic content, those who are [exposed to toxic content] become decidedly more extreme, which could lead to more virulent online activity or even real-world violence.
Now that Trump is banned, even if it’s temporary, do you think it’s likely that he or his followers will move to a different platform?
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The Engineer Who Rebuilt BU President Brown has made the future part of everybody’s job
Since Robert A. Brown became president, the University has seen four years of record surpluses, making it possible to build new dorms and renovate old ones and to modernize classrooms and labs, among other accomplishments. Photos by Webb Chappell and BU Photography
There were two things Robert Brown promised himself he would not get caught up in when he was considering taking the job of president of Boston University. “One was what the Globe had written about the University and John Silber,” says Brown. “The other was trying to understand the place before I had to commit. It was too complicated for that.”
The first item, Brown knew, was a requirement for anyone hoping to shepherd BU into the 21st century. Silber (Hon.’95), the University’s president from 1971 to 1996 and later chancellor, had been a walking lightning rod for the Globe, and seemed to revel in the philosophical clashes with the press and political opponents, not to mention his faculty. And when Silber stepped out of firing range, the Board of Trustees stepped in and gave the press something else to take potshots at: in 2003, the board paid former NASA director Daniel Goldin, whom they had signed on as president, $1.8 million to walk away just before he was set to begin the job. By the time a new presidential search committee started talking to Brown in spring 2005, many observers of higher education were not looking at Boston University as a model of executive leadership.
The second item on Brown’s short list of things to steer clear of presented a curious personal anomaly. Because while most leaders of billion-dollar enterprises want to avoid complexity, Brown, a provost and former chemical engineer and applied mathematician at MIT, is in love with it. An organization with 17 schools and colleges, 32,000 students, more than 8,600 employees, and a budget of $1.7 billion offered an irresistible opportunity for analysis and synergies.
“I have always enjoyed dealing with the complexity,” says Brown. “I made the transition from complicated physical systems to the complexity of the academic organization.”
At BU, however, there was more than physical complexity to deal with. There were politics, and the shards of unresolved issues were likely to pop up anytime, anywhere, like targets in a Whack-A-Mole game.
“There were dead cats everywhere,” Brown recalls. “And nobody wanted to bury them.”
It worked. Today, five and a half years into Brown’s tenure, the University has seen four years of record surpluses, money that has made it possible to put $172 million into building new dorms and renovating old ones, and $100 million into modernizing classrooms and labs. The University has increased financial aid to students by $32.8 million, bringing the total allocated to financial aid to $277.4 million annually. And his commitment to research and his efforts to build an infrastructure to support that research helped increase sponsored program awards by 33 percent from the time of his arrival, to $407.8 million in 2010. Alumni gifts have also set new records: prior to Brown’s presidency, the University had had only one gift of more than $10 million. Since he took office, six large gifts account for more than $60 million.
In September 2010, the many positive changes that Brown has brought to BU were officially recognized when the Board of Trustees expressed the hope that he would continue doing what he had been doing for another five years.
Brown said yes.
Julie Sandell, Faculty Council chair from 2006 to 2008, says Brown’s first major move accomplished two important things. It yielded the outlines of a useful strategic plan, and “it showed that this was going to be a new era of cooperative efforts.”
“Dr. Brown realized very quickly that a plan that grows from the bottom up serves a number of purposes,” says Sandell, a School of Medicine professor of anatomy and neurobiology and associate provost for faculty development. “It would engage the faculty in thinking in a forward-looking way about how to take BU to the next step. It was a novel idea, that the faculty would have a collective responsibility in determining the direction of the institution. It was more of a partnership than many faculty had experienced.”
“I knew it was going to be hard,” he says. “But I also knew that if you don’t start moving forward, you spend so much time wringing your hands over the past. You have to tweak or manage the process as it goes. You had to fix it as it moved.”
In September 2007, Brown unveiled Forging Our Future by Choosing To Be Great. The plan was unabashedly ambitious. It outlined ways to make it easier for students enrolled in one college to study in another; it called for improvements to dorms and classrooms and for the recruitment of 100 new faculty for the College of Arts & Sciences. Several of the professional schools were targeted for growth. The School of Management was slated to hire 20 new faculty, the School of Law would begin a capital campaign for an expanded and fully renovated facility, with a dollar-for-dollar match in funding from the University, and the College of Fine Arts would expand and renovate. The plan also established that undergraduate student financial aid would keep Boston University accessible to qualified students regardless of their economic status, and it cited as a priority an effort to make faculty salaries and benefits competitive to attract the best teachers, scholars, and researchers. It included new opportunities for alumni, such as mentoring programs to connect students to the professional world and a revamped career counseling system to provide broader resources for BU graduates.
The price tag was as impressive as the plan: $1.8 billion over 10 years, with annual commitments growing to $225 million per year. But during the many months that the faculty had been honing the plan, Brown and BU’s executive leadership had been exploring ways to pay for it.
“Bob was an instant expert in financial matters,” says Joseph Mercurio, the University’s executive vice president. “In a very short time he had a thorough understanding of our financial operating model.”
Most of the funding of the plan—60 percent, it was decided—would come from operations and from debt financing. Mercurio says Brown’s modifications to finances, which include a greater reliance on data-driven financial analytics, have allowed the University to double—to $100 million a year—the money transferred to academic programs, student services, and building.
“Some of the money we were able to transfer came from the elimination of units that were not core to the University, like the Tyngsboro campus,” says Mercurio, “and some of it came from fine-tuning things.”
Savings from those efforts, Mercurio says, will pay for projects such as a new $52 million business management system, making wireless internet access available all across campus, creating a new $65 million student services center on East Campus, and a renovation of the School of Law tower. Alumni giving also is playing important new roles, such as in the development of the $38 million residence for students at the School of Medicine.
At the beginning of the 2008 fall semester, three years into the new era of Bob Brown, BU had completed the two best fiscal operating years in its history. University leadership seemed comfortable with the new president, who, to the relief of many, had made no substantial personnel changes.
“Brown had carte blanche from the board to replace anyone he wanted,” says trustee David D’Alessandro, a former Board of Trustees chair and the chair of the search committee that recruited Brown. “But he didn’t do that. He recognized the enormous talent from previous administrations and didn’t bring in any of his own people.”
Beverly Brown is the unpaid director of development for BU’s Center for Global Health & Development. They have two grown sons and live in the 160-year-old Gothic revival mansion known as Sloane House. On summer weekends, Brown says, the two head to their house on the Cape, and as often as possible, to the Ocean Edge golf course in Brewster. “We’re blessed,” he says. “Bev and I have a lot of things we like to do together.”
By mid-September 2008, the University leadership was confronted with something that hadn’t been factored in to the strategic plan: the economy, threatened by an ocean of bad mortgages and dangerously leveraged banks, was about to fall off a cliff. Most university presidents watched nervously, unwilling to make any move that might signal doubt about the fiscal soundness of their institution. Brown didn’t wait. On October 1, he announced that the University would put a freeze on the hiring of new employees and on commitments to capital projects whose construction contracts had not been nailed down.
Less than two weeks later, the Dow Jones industrial average tumbled 18 percent and the Standard & Poor’s 500 fell more than 30 percent in five days of trading.
“That was a case where Bob was a real visionary,” says Robert Knox (CAS’74, GSM’75), a 13-year veteran and current chair of the Board of Trustees. “He managed the crisis better than most, if not all, peer institutions.”
“When you look at Bob’s tenure,” says Knox, “you see truly astute financial management. I think BU is the only major university that has received a ratings upgrade in that time by both major rating agencies, Moody’s and Standard & Poor’s.”
That astute financial management comes to Brown painstakingly, and as he says, painfully. “The most depressed I get annually is the time of year I see the budget proposals,” he says. “Everybody comes in and says, ‘If I had this incremental amount of resource, I could do X, and I could be better.’ And they’re all right. The question is how to prioritize things.”
One of Brown’s most visible—to prospective students—priorities has been a limit on tuition increases. In the last two years, he has kept the rise to 3.73 percent, the lowest increase in three decades, and a likely influence on the increasing number of applicants for slots in the freshman class. During his tenure, applications for undergraduate admission have jumped about 30 percent, from 31,851 to 41,509, an all-time record. That matters, says Brown, because tuition and fees account for about 46.6 percent of the University’s total revenue, while auxiliary services such as dining and housing bring in about 16.1 percent. Sponsored research contributes about 23.9 percent.
“I’m a great fan of private higher education,” Brown says. “I love the self-containment of it. I love the idea of working between the leadership of the University and the faculty and the board. There’s no governor, there’s no legislature, there’s nobody else. If you can figure out a financial model that can get you where you want to go within those constituencies, you go.”
In fact, Brown has done more than figure out a financial model within those constituencies; he’s reconstituted the most influential of them, the Board of Trustees, working closely with longtime members, such as Knox, D’Alessandro, and Alan Leventhal (Hon.’09), another former board chair, to identify and recruit new trustees.
“Today more than half of the 41 members are new to the board,” says Brown. “We have a lot of people who have had past associations with the school and some who were not involved at all. Commercial real estate developer Steve Karp, one of the most successful businessmen in New England, is now the chair of the budget and finance committee. I can say I have the privilege of being a president with one of the best boards in the country, because they put the time and energy into it and they are aligned in trying to making the University better.”
Brown has put similar energy and discernment into his search for deans, appointing 14 of 19 deans, and bringing in such highly regarded leaders as Kenneth Freeman to the School of Management and Benjamin Juarez to the College of Fine Arts. Last fall,he recruited Jean Morrison as provost, luring her away from the University of Southern California, where she had been executive vice provost for academic affairs and graduate programs, as well as director of the USC Women in Science and Engineering program.
“Hiring Jean Morrison says a lot about where the University has come under Bob’s leadership,” says Knox. “I don’t think there’s a chance in the world that someone of her caliber would come here if she were not fully convinced that we have an amazing organization, and an ability to become an even greater organization in a reasonable period of time.”
Working with deans and the Faculty Council, Brown has also made progress narrowing the historic gap between the salaries of men and women. Faculty Council chair Adam Sweeting, a College of General Studies associate professor of humanities, says Brown’s willingness to share all data on salary ranks and gender has helped to reform the relationship between the faculty and administration.
“There is a transparency and a sharing of information that is greatly appreciated,” says Sweeting, lauding Brown’s launch of joint initiatives between the Charles River and Medical Campuses, such as the Center for Global Health & Development, the Center for Neuroscience, and the University Honors College. “He thinks very strategically about academic programs and how to make the University an even better private research university.”
Brown also recognized a few governance holes that had never been filled. And so, for the first time in BU’s history, the University hired a vice president for research, a chief investment officer, and a chief information officer.
D’Alessandro, a longtime observer of BU, former chair, CEO, and president of John Hancock Financial Services, and the author of three books on executive leadership, says Brown’s achievements in his first five years cover the waterfront: he’s worked in impressively collaborative ways with the faculty, he’s diversified the Board of Trustees, he’s expanded the University’s footprint both physically and academically, and he’s made BU a more desirable destination for incoming freshmen. Most notably, he says, in economically uncertain times, Brown has set the University on a sound financial course.
Brown is more modest. He insists that the DNA needed for much of the progress made was here long before his arrival. “My sense of BU, and that hasn’t changed at all since I arrived, is that the faculty have always had a great desire to have the institution be more recognized than it is,” he says. “They have always wanted to be recognized for the quality of this institution and the quality of what we do. My bringing that alignment together was really trivial.”
In the wood-paneled office where Brown will map out BU’s journey for the next five years, a stuffed toy cat sprawls on a windowsill, facing out across the Charles River. The cat, he says, was a gift from a colleague who heard Brown remark shortly after his arrival on the dead cats everywhere that no one wanted tobury. Today, with this one floppy exception, the dead cats are buried.
Art Jahnke can be reached at [email protected].
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When teachers feel free to be themselves at school, it has a lot of benefits for them and their students.
Popular movies with teacher characters cover the spectrum from dryly professional (Ferris Bueller’s economics teacher) to inappropriately candid (Miss Halsey in Bad Teacher). The media is constantly sending us the message to be ourselves with maxims such as “You do you” and “Keep it real,” but should we bring our authenticity to a room full of young people? In an article on authenticity at work, McGill University professor Patricia Faison Hewlin writes, “When we experience authenticity—when we feel that we’re living out our personal values and perspectives—we feel a greater sense of well-being.”
When we bring our true selves to our classrooms, we enhance the learning environment and improve our overall job satisfaction.
4 Ways to Be Yourself at School
1. Share your home life… with boundaries. My middle school students have seen photos of my family and pets. They know that I’m obsessed with peanut M&Ms and that I earned two Ds my first semester of college (this is part of a purposeful lesson I give on productive failure). What they don’t know is how I vote, my favorite wine, and a myriad of other personal details that are off-limits. I tell family stories occasionally, but I’m careful to not share information about someone that the person wouldn’t want me to share.
As an example, I used to tell funny toddler stories about my daughter, but as she grew older and eventually attended the same middle school where I taught, these personal stories came to an end. And I might casually bring up the fact that my feet are sore from a long hike but not mention that I have a strange rash that I need to have checked out.
2. Confront challenges to being authentic. In an episode of Adam Grant’s WorkLife called “Authenticity Is a Double-Edged Sword,” journalist Alicia Menendez says that employees who identify with a nondominant group at work, which could mean being a person of color on a predominantly White faculty or a member of the LGBTQ community, can find authenticity in the workplace to be especially challenging. In her book The Likability Trap, Menendez suggests that those who are not of the dominant culture seek out a sponsor to help push through. Does your school offer affinity groups for faculty and staff? Is there someone in leadership who can help promote a culture of authenticity for everyone?
Cornelius Minor, author of the book We Got This: Equity, Access, and the Quest to Be Who Our Students Need Us to Be, writes about being our authentic selves in the classroom to promote student learning. In an interview with education podcaster Angela Watson, Minor challenges the hero narrative that teachers are often held to. Those held to the hero label can’t have imperfections, fears, or struggles. “I think the term ‘being there for the kids’ in many ways is divisive. It is my work as a teacher to walk right into that division and stand for children. I always say that it is my role as a teacher to initially create opportunities for children and to eventually teach them how to create opportunities for themselves.”
3. Be inspired but not a carbon copy. When I first started teaching a new course, I literally copied every lesson from the veteran teacher next door. I mistakenly believed that if I did everything he did, I would be a successful teacher like he was. Wrong! Every day, I felt defeated and lost because I wasn’t bringing my personal touches to the class.
After some reflection and coaching from my department head, I rebalanced by committing to stay in step with the timing of the units and closely aligned assessments. Everything in between was open space for my personal teaching style.
It’s tempting to emulate a master teacher, but Lisa Dabbs reminds us in an Edutopia article to “be that unique teacher you were born to be, and share your experience and passion with your students. Try out those great ideas that are percolating, and watch the magic happen in your classroom.”
4. Smile (and frown) well before Christmas. If you’ve been teaching for quite a while, you might have heard, “Don’t smile till Christmas.” In fact, you should smile, laugh, frown, and maybe even cry well before December. We are humans. We have emotions, and our expression of emotions serves as a model for our kids. It’s OK for kids to see you cry in response to a tragedy, frown when you’re frustrated, and light up when they walk in the room. I still vividly remember my teacher crying when we learned of the Challenger tragedy in 1986.
Try verbally labeling your feelings for your kids. “I’m frustrated that the classroom was left messy yesterday” or “I’m really sad today because my uncle isn’t well.” Heather Wolpert-Gawron encourages teachers to think aloud: “Let the kids into your thinking process, and you will have shared both your personality and your expertise.” When you make a mistake, laugh about it, demonstrate how you’re correcting it, and if needed, apologize.
Another option for bringing realness to the classroom is through humor. What if you’re not the slapstick or stand-up routine type? Explore ways that resonate with you personally that may bring some levity to the classroom. There are many brands of humor: Some teachers use cringey puns, some wear quirky ties or socks, some use dry irony (especially with older students), and some welcome the lighthearted self-deprecating variety.
If you find yourself distinctly switching from your teacher self to your real self, take some time to reflect on how these suggestions might help you bring your true self to school. Small shifts in how you show up, how you speak, and how willing you are to open up will help the kids get to know you as a real person.
NVIDIA is the leading AI chip company. It has experienced a significant surge in its stock price, reaching an all-time high following its impressive performance in the fiscal first quarter and its optimistic forecast for future growth. The company’s predictions for the current quarter, with sales projected at $11 billion, represent a remarkable 64% year-over-year increase. This exceeded analysts’ expectations of $7.2 billion for the fiscal second quarter. The increasing demand for artificial intelligence (AI) technology is the extraordinary story propelling NVIDIA’s stock surge. CEO Jensen Huang revealed that the company is scaling production to meet the massive need for AI technology. It includes its industry-leading graphics processing units (GPUs). NVIDIA’s commitment to meeting the surging demand has captured investors’ attention, driving the stock to new heights.
Also Read: Revolutionizing Computer Graphics: NVIDIA to Unveil 20 AI Research Papers at SIGGRAPH 2023Record-Breaking Performance and Soaring Stock Price
NVIDIA stock witnessed a staggering 24.4% surge, closing at $379.80 and peaking at $394.80 during intraday trading—a remarkable 29% increase. This surge propelled the stock past its previous record high of $346.47 in November 2023. Year to date, NVIDIA stock has already soared by an impressive 109% as of the last day’s close.
Also Read: US Stock Market Finds Boost From Artificial Intelligence (AI)Positive Impact on Taiwan Semiconductor Manufacturing Company (TSMC)
NVIDIA’s success had a positive ripple effect, extending to its contract chipmaker, Taiwan Semiconductor Manufacturing (TSM). TSM stock experienced a significant boost of 12% to $100.95 following the news of NVIDIA’s stellar performance.
Also Read: How Did A Taiwanese Company Become The Backbone Of Modern AI?Analysts Raise Price Targets and Predict Trillion-Dollar Valuation
After NVIDIA’s special beat-and-raise report, more than two dozen Wall Street analysts raised their price targets for NVIDIA stock. Several analysts even predicted that NVIDIA could become the next company to achieve a market value of $1 trillion. As of the close of Thursday’s trading session, NVIDIA boasted a market capitalization of $938 billion. Thus, solidifying its position as a prominent player in the market.The Role of GPUs in NVIDIA’s Success
Learn More: CPU vs GPU: Why GPUs are More Suited for Deep Learning?AI Powers NVIDIA’s Data Center Segment
NVIDIA’s data center segment, encompassing semiconductors used in data centers, AI applications, and cloud computing, proved to be the star performer. The detail achieved record-breaking revenue of $4.28 billion, marking a remarkable 14% year-over-year increase and an 18% sequential increase. The robust results were primarily driven by the growing demand for generative AI and large language models utilizing NVIDIA GPUs for AI. Strong demand from large consumer internet companies and cloud service providers further contributed to the segment’s success.Astounding Forecast and Investing Considerations
NVIDIA set a new high watermark for its data center segment and provided a mind-boggling forecast. Management expects revenue to reach $11 billion in the current quarter. Thus, representing a remarkable 33% year-over-year growth and potentially becoming NVIDIA’s best quarter ever. However, potential investors must consider the lofty valuation. The stock trades at 164 times trailing earnings and 27 times sales, which may deter value investors seeking more conservative multiples.Our Say
NVIDIA’s exceptional performance in the fiscal first quarter, driven by the skyrocketing demand for AI technology, has propelled its stock price to record-breaking levels. The company’s optimistic forecast and dominance in the graphics processing unit (GPU) market have garnered significant attention from investors and analysts. While the lofty valuation may raise caution for some, NVIDIA’s position as a technological leader and its ability to meet the growing demand for AI technology make it a formidable player in the industry. With a strong foundation and promising prospects, NVIDIA, an AI chip company, is well-positioned for continued growth and success in the evolving world of artificial intelligence.
Fighting Extremist Social Media with Social Media BU class campaign against online recruitment in US-sponsored competition
Steve Quigley’s COM class has built SAVE from the ground up as a social media campaign to help prevent extremist groups from recruiting young people online.
The campaign, created by the New Media and Public Relations class of Stephen Quigley, a College of Communication associate professor of public relations, is one of about 150 similar efforts entered in the Peer to Peer (P2P): Challenging Extremism competition put together by EdVenture Partners and sponsored by the US Departments of State and of Homeland Security and Facebook. On December 16, judges will choose six finalists, three US teams and three international teams, to travel to Washington, D.C., in February and present their campaigns in the competition’s final round. The first-place winners will take home $5,000 in scholarship money.
SAVE was developed by about 20 students with the aim of dissuading potential recruits to violence by employing the same social media tools—Facebook, YouTube, Instagram, and Twitter—used by recruiting sites, but delivering a very different message. The campaign will feature messages about the harm extremist groups cause, the loss felt by parents of children who become extremists, and resources for those looking for help. The goal is not only to reach those who might be drawn to these extremist ideologies, but also to reach the people who are important to them—friends and family.
“We want to influence the influencers,” says Quigley (SED’87), who received a call in August from P2P asking if he was interested in entering his class this year. The answer was yes, although with some trepidation; he is not an expert on violent extremism. So, he teamed up with global terrorism expert Jessica Stern, a Pardee School of Global Studies professor. Stern says social media has become “a very important battleground,” for extremist efforts, one where the US government does not fight well.
“It is really important for young people to get involved in this fight,” she says. “We’ve seen middle-aged people in the State Department trying to develop counternarratives that appeal to 19-year-old kids who are getting recruited to these groups, and it has not worked. I think it is inspired to have young people get involved. It’s really good for the students and it’s really good for counterterrorism.”
Stern, who will carry the project over to her spring 2023 class Topics in International Relations, connected Quigley’s class with Parents for Peace, an NGO for parents whose children may be drawn to extremist ideologies. From there, the class created the idea of SAVE and ran with it, with only months to create a competitive campaign, while other teams had been building their projects for years.
“The beginning of November was when we really started getting into the nitty-gritty,” says Elle Hvozdovic (COM’17). “It was a little bit late, based on other people getting into campaigns, mostly because we had to spend so much time making sure that we understood the topic that we were campaigning for.”
“The more I stood back and let the students take the lead, the better it became,” says Quigley. What people don’t seem to realize, he says, is that many of the people who join these groups are not in some foreign country—they can be classmates, friends, and family.
A lot of extremists’ “target audience is college kids, most of them graduating,” says Hvozdovic. “They are vulnerable, they need guidance, they are struggling to find a job—it is a very stressful time in your life, and they really capitalize on that aspect of it.”
Several students say that they hope to see SAVE continue to grow after the class is over. And it just might—when Quigley and his class submitted their application, SAVE and its posts had 646 likes on Facebook, 577 on Twitter, and 2,000 on Instagram.
Ian Evans can be reached at [email protected].
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