Tresorit is a Swiss company providing end-to-end encrypted cloud storage and secure content collaboration services. Founded in 2011, the company primarily serves businesses and organizations with elevated data protection and compliance requirements. Since 2021, Tresorit has been part of Swiss Post's digital business services, which, under the name 'Swiss Post Digital' offer secure communication platforms and connectable software solutions for SMEs, public authorities, and the healthcare sector, among others. == History == Tresorit was founded in 2011 by Hungarian software developers Istvan Lam, Szilveszter Szebeni and Gyorgy Szilagyi with the aim of providing a secure alternative to traditional cloud storage solutions. The company developed a cloud collaboration platform based on client-side end-to-end encryption and a zero-knowledge architecture. In its early years, Tresorit gained attention through a public security challenge inviting researchers to attempt to compromise its encryption system. The initiative received coverage in technology and cybersecurity media. The company initially positioned itself as a secure alternative to conventional cloud storage services and gradually expanded its offering toward enterprise-focused collaboration tools. In 2021, Swiss Post Communications Services acquired a majority stake in Tresorit. The company is now part of Swiss Post, and continues to operate independently within Swiss Post’s digital division, while benefiting from the broader infrastructure and institutional framework of its parent organization. Tresorit has offices in Zurich, Munich, and Budapest. == Products and Services == Tresorit provides a cloud-based platform for secure file storage and collaboration. Its services include encrypted file sharing, email encryption, electronic signatures, and encrypted data rooms for managing sensitive documents and workflows. The platform is available on Windows, macOS, Linux, Android, and iOS. == Technology == Tresorit uses client-side end-to-end encryption based on a zero-knowledge model. Files are encrypted on the user’s device before being uploaded to company servers. According to the company, encryption keys remain under user control, meaning that Tresorit and third parties cannot access the content of stored files. == Security challenge == Between 2013 and 2014, Tresorit organized a public challenge inviting security researchers to attempt to compromise the service's encryption implementation. The challenge received coverage in technology and cybersecurity media. == Acquisition by Swiss Post == In 2021, Swiss Post Communications Services acquired a majority stake in Tresorit as part of Swiss Post’s broader digital services strategy. The company is now part of Swiss Post. == Reception == Tresorit has been covered by international technology and business publications in the context of secure cloud storage and encrypted collaboration services. TechCrunch described the company as an early European provider of end-to-end encrypted cloud services, while The New York Times included it in discussions of secure file-sharing tools. Other publications such as TechRadar and ITPro have reviewed Tresorit in the context of enterprise security and confidential data handling.
Alias Eclipse
Eclipse was a professional 2D image editing program available on Silicon Graphics and Windows workstations. Designed to manipulate high-resolution images like digitized movie frames and photographs for print, it offered color correction tools, image processing effects, rudimentary paint features, and spline-based drawing and masking. == History == Eclipse was originally developed in the late 1980s by Full Color Computing, an early provider of photo retouch and color prepress software for Silicon Graphics workstations. Alias Research (later Alias Systems Corporation), a developer of professional 3D graphics applications for the SGI platform, purchased the rights to Eclipse in fall 1990. Alias developed Eclipse through the early to mid-1990s, releasing version 2.5 in 1995 with improvements to the speed of color correction, effects, and rendering. Xyvision's Contex Prepress division purchased exclusive rights to Eclipse from Alias in 1996, and released version 3.0 the following year. Eclipse was subsequently sold to German developer Form & Vision GmbH, which continued development and ported it to the Windows platform. In 1999, Form & Vision released a demo of Eclipse 3.1.3 on the SGI platform which was limited to 1600 x 1600 pixel images, then ceased development of Eclipse on the SGI platform. Eclipse was thereafter developed exclusively for the Windows platform, culminating with version 3.1.4 in 2001. In the same year the firm went bankrupt. == Features == Eclipse was designed to work with very large images that could not be manipulated in real time on contemporary computer systems due to memory limitations, and thus allowed the user to make modifications to a lower-resolution copy of the original image in "proxy mode." Brush strokes, color corrections, and other edits were saved in proxy mode, then applied to the full-size image in post processing. This method also allowed for batch processing of a high-resolution image sequence using the edits applied to the original proxy image. Other features included color correction and separation, warping, special effects, text, and shape masking. Wavelet image compression created by LuraTech was added to Eclipse 3.1.4
SIGMOD Edgar F. Codd Innovations Award
The ACM SIGMOD Edgar F. Codd Innovations Award is a lifetime research achievement award given by the ACM Special Interest Group on Management of Data, at its yearly flagship conference (also called SIGMOD). According to its homepage, it is given "for innovative and highly significant contributions of enduring value to the development, understanding, or use of database systems and databases". The award has been given since 1992. Until 2003, this award was known as the “SIGMOD Innovations Award.” In 2004, SIGMOD, with the unanimous approval of ACM Council, decided to rename the award to honor Dr. E.F. (Ted) Codd (1923 – 2003) who invented the relational data model and was responsible for the significant development of the database field as a scientific discipline. == Recipients ==
Information audit
The information audit (IA) extends the concept of auditing from a traditional scope of accounting and finance to the organisational information management system. Information is representative of a resource which requires effective management and this led to the development of interest in the use of an IA. Prior the 1990s and the methodologies of Orna, Henczel, Wood, Buchanan and Gibb, IA approaches and methodologies focused mainly upon an identification of formal information resources (IR). Later approaches included an organisational analysis and the mapping of the information flow. This gave context to analysis within an organisation's information systems and a holistic view of their IR and as such could contribute to the development of the information systems architecture (ISA). In recent years the IA has been overlooked in favour of the systems development process which can be less expensive than the IA, yet more heavily technically focused, project specific (not holistic) and does not favour the top-down analysis of the IA. == Definition == A definition for the Information Audit cannot be universally agreed-upon amongst scholars, however the definition offered by ASLIB received positive support from a few notable scholars including Henczel, Orna and Wood; “(the IA is a) systematic examination of information use, resources and flows, with a verification by reference to both people and existing documents, in order to establish the extent to which they are contributing to an organisation’s objectives” In summary, the term audit itself implies a counting, the IA being much the same yet it counts IR and analyses how they are used and how critical they are to the success of a given task. == Role and scope of an IA == In much the same way as the IA is difficult to define, it can be utilised in a range of contexts by the information professional, from complying with freedom of information legislation to identifying any existing gaps, duplications, bottlenecks or other inefficiencies in information flows and to understand how existing channels can be used for knowledge transfer In 2007 Buchanan and Gibb developed upon their 1998 examination of the IA process by outlining a summary of its main objectives: To identify an organisation’s information resource To identify an organisation’s information needs Furthermore, Buchanan and Gibb went on to state that the IA also had to meet the following additional objectives: To identify the cost/benefits of information resources To identify the opportunities to use the information resources for strategic competitive advantage To integrate IT investment with strategic business initiatives To identify information flow and processes To develop an integrated information strategy and/or policy To create an awareness of the importance of Information Resource Management (IRM) To monitor/evaluate conformance to information related standards, legislations, policy and guidelines. == Methodology evolution == === Overview === In 1976 Riley first published a definition of IA as a way of analysing IR based on a cost-benefit model. Since Riley, scholars have outlined further developed methodologies. Henderson took a cost-benefit approach hoping to draw focus from manpower-costing to information storage and acquisition which he felt was being overlooked. In 1985 Gillman focused upon identifying the relationships which existed between various components in order to map them to one another. Neither Henderson nor Gillman’s methods offered alternative approaches beyond the existing organisational frameworks. Quinn took a hybrid-approach combining Gillman and Henderson’s methods to identify the purpose of existing IR and to position them within the organisation, as did Worlock. The differentiator between Quinn and Worlock lay in Worlock’s consideration of solutions outside of the current organisational structure. These approaches had thus far had paid little attention to the needs of the user or in making structured recommendations for the development of a corporate information strategy. Therefore, here follows a brief outline and overall comparison of four published strategic approaches in order that one might understand the development of the IA methodology. === Burk and Horton === In 1988 Burk and Horton developed InfoMap, the first IA methodology developed for widespread use. It aimed to discover, map and evaluate the IR within an organisation using a 4-stage process: Survey staff using questionnaires/interviews Measure the IR against cost/value Analyse resources Synthesise the findings and map the strengths and weaknesses of the IR against the objectives of the organisation. Although the method inventoried all IR (and therefore met standard ISO 1779) this bottom-up approach revealed limited analysis of the organisation holistically and the steps were not explicit enough. === Orna === Orna produced a top-down methodology in contrast to Burk and Horton, placing emphasis upon the importance of organisational analysis and aimed to assist in the production of a corporate information policy. Initially the method had just 4-stages, this later revised to a 10-stage process which included pre and post-audit stages as below: Conduct a preliminary review to confirm operational/strategic direction Gain support/resource from management Gain commitment from the other stakeholders (staff) Planning including the project, team, tools and techniques Identify the IR, information flow and produce a cost/value assessment Interpret findings based upon current versus desired state Produce a report to present findings Implement recommendations Monitor effects of change Repeat the IA Orna’s method introduced the need for a cyclical IA to be put in place in order for the IR to be continually tracked and improvements made regularly. Again this method was criticised for lacking some practical application and in 2004 Orna revised the methodology once more to try to rectify this problem === Buchanan and Gibb === In 1998, similarly to Orna's earlier publication, Buchanan and Gibb took a top-down approach, drawing techniques from established management disciplines to provide a framework and a level of familiarity for information professionals. This set of techniques was a notable contribution to IA methodologies and understood the need to be flexible for each organisation. Theirs was a 5-stage process: Promote benefits of the IA through seminars/surveys/CEO letter for cooperation Identify the mission objectives of the organisation, define environment (PEST), map information flow and examine organisation culture. Analyse and formulate action plan for problem areas, flow diagrams and a report of findings and recommendations Account for cost of IR and related services using Activity Based Costing (ABC) and Output Based Specification (OBS). Synthesise the whole process in final audit report and provide an information strategy (strategic direction) in relation to the organisation’s mission statement. This was the introduction of a new approach to costing the IR and had an integrated strategic direction, yet the scholars admitted that this method may be impractical for smaller organisations. === Henczel === Henczel’s methodology drew upon the strengths of Orna and Buchanan and Gibb to produce a 7-stage process: Planning and submission of business case for approval to proceed Data collection and development of an IR database and population through survey techniques Structured data analysis Data evaluation, interpretation and formulation of recommendations Communication of recommendations through a report Implementing recommendations through a devised programme The IA as a continuum-establishment of a cyclical process Focus was made once more on the strategic direction of the organisation conducting the IA. Furthermore, Henczel made examination into the use of the IA as a first-step in the development of a knowledge audit or knowledge management strategy as discussed in the later section. == Case studies == Scholars and information professionals have since tested the above methodologies with varied results. An early case study produced by Soy and Bustelo in a Spanish financial institution in 1999 aimed to identify the use of information resources for qualitative and quantitative data analysis due to the rapid expansion of the organisation within a six-year period. Although the methodology was not explicitly credited to any of the above-mentioned scholars, it did follow a strategic (post 1990's) IA process including gaining support from management, the use of questionnaires for data collection, analysis and evaluation of the data, identification and mapping of the IR, cost-analysis and outlining recommendations to assist with the establishment of an Information policy. In addition the IA report suggested that the process would need to be continual (cyclical as Orna, Henczel and Buchanan and Gibb suggest). Conclusions of this case-study stated that th
NewSQL
NewSQL is a class of relational database management systems that seek to provide the scalability of NoSQL systems for online transaction processing (OLTP) workloads while maintaining the ACID guarantees of a traditional database system. Many enterprise systems that handle high-profile data (e.g., financial and order processing systems) are too large for conventional relational databases, but have transactional and consistency requirements that are not practical for NoSQL systems. The only options previously available for these organizations were to either purchase more powerful computers or to develop custom middleware that distributes requests over conventional DBMS. Both approaches feature high infrastructure costs and/or development costs. NewSQL systems attempt to reconcile the conflicts. == History == The term was first used by 451 Group analyst Matthew Aslett in a 2011 research paper discussing the rise of a new generation of database management systems. One of the first NewSQL systems was the H-Store parallel database system. == Applications == Typical applications are characterized by heavy OLTP transaction volumes. OLTP transactions; are short-lived (i.e., no user stalls) touch small amounts of data per transaction use indexed lookups (no table scans) have a small number of forms (a small number of queries with different arguments). However, some support hybrid transactional/analytical processing (HTAP) applications. Such systems improve performance and scalability by omitting heavyweight recovery or concurrency control. == List of NewSQL-databases == Apache Trafodion Clustrix CockroachDB Couchbase CrateDB Google Spanner MySQL Cluster NuoDB OceanBase Pivotal GemFire XD SequoiaDB SingleStore was formerly known as MemSQL. TIBCO Active Spaces TiDB TokuDB TransLattice Elastic Database VoltDB YDB YugabyteDB == Features == The two common distinguishing features of NewSQL database solutions are that they support online scalability of NoSQL databases and the relational data model (including ACID consistency) using SQL as their primary interface. NewSQL systems can be loosely grouped into three categories: === New architectures === NewSQL systems adopt various internal architectures. Some systems employ a cluster of shared-nothing nodes, in which each node manages a subset of the data. They include components such as distributed concurrency control, flow control, and distributed query processing. === SQL engines === The second category are optimized storage engines for SQL. These systems provide the same programming interface as SQL, but scale better than built-in engines. === Transparent sharding === These systems automatically split databases across multiple nodes using Raft or Paxos consensus algorithm.
AARON
AARON is the collective name for a series of computer programs written by artist Harold Cohen that create original artistic images autonomously, which set it apart from previous programs. Proceeding from Cohen's initial question "What are the minimum conditions under which a set of marks functions as an image?", AARON was in development between 1972 and the 2010s. As the software is not open source, its development effectively ended with Cohen's death in 2016. The name "AARON" does not seem to be an acronym; rather, it was a name chosen to start with the letter "A" so that the names of successive programs could follow it alphabetically. However, Cohen did not create any other major programs. Initial versions of AARON created abstract drawings that grew more complex through the 1970s. More representational imagery was added in the 1980s; first rocks, then plants, then people. In the 1990s more representational figures set in interior scenes were added, along with color. AARON returned to more abstract imagery, this time in color, in the early 2000s. Cohen used machines that allowed AARON to produce physical artwork. The first machines drew in black and white using a succession of custom-built "turtle" and flatbed plotter devices. Cohen would sometimes color these images by hand in fabric dye (Procion), or scale them up to make larger paintings and murals. In the 1990s Cohen built a series of digital painting machines to output AARON's images in ink and fabric dye. His later work used a large-scale inkjet printer on canvas. Development of AARON began in the C programming language then switched to Lisp in the early 1990s. Cohen credits Lisp with helping him solve the challenges he faced in adding color capabilities to AARON. An article about Cohen appeared in Computer Answers that describes AARON and shows two line drawings that were exhibited at the Tate gallery. The article goes on to describe the workings of AARON, then running on a DEC VAX 750 minicomputer. Raymond Kurzweil's company has produced a downloadable screensaver of AARON for Microsoft Windows PCs. This version of AARON can also produce printable images. AARON's source code is not publicly available, but Cohen has described AARON's operations in various essays and it is discussed in abstract in Pamela McCorduck's book. AARON cannot learn new styles or imagery on its own; each new capability must be hand-coded by Cohen. It is capable of producing a practically infinite supply of distinct images in its own style. Examples of these images have been exhibited in galleries worldwide. AARON's artwork has been used as an artistic equivalent of the Turing test. It does seem however that AARON's output follows a noticeable formula (figures standing next to a potted plant, framed within a colored square is a common theme). Cohen is very careful not to claim that AARON is creative. But he does ask "If what AARON is making is not art, what is it exactly, and in what ways, other than its origin, does it differ from the 'real thing?' If it is not thinking, what exactly is it doing?" — The further exploits of AARON, Painter. The Whitney Museum featured AARON in 2024, showcasing the evolution of AARON as the earliest artificial intelligence (AI) program for artmaking.
Artificial intelligence in marketing
Artificial intelligence marketing (AI marketing) is a form of marketing that uses artificial intelligence concepts and models such as machine learning, natural language processing, and computer vision to achieve marketing goals. The main difference between AI marketing and traditional forms of marketing reside in the reasoning, which is performed through a computer algorithm rather than a human. Each form of marketing has a different technique to the core of the marketing theory. Traditional marketing directly focuses on the needs of consumers; meanwhile some believe the shift AI may cause will lead marketing agencies to manage consumer needs instead. AI is used in various digital marketing spaces, such as content marketing, email marketing, online advertisement (in combination with machine learning), social media marketing, affiliate marketing, and beyond. == Historical development == AI in marketing has a long history, which goes all the way back to the 1980s. At this time, AI research was focusing on expert systems and robotics. Despite the initial research and the studies that were carried out, AI adoption remained limited. Research on it came to a stop for a while, until research was revived two decades later with the advancement in technology, the rise of big data, and a significant increase in computational power. Eventually, AI became very popular in the marketing world, and caught the eyes of many researchers as well as professionals. A large‐scale bibliometric study covering 1,580 peer‑reviewed papers published between 1982 and 2020 confirms that scholarly output on AI in marketing has surged since 2017, with Expert Systems with Applications emerging as the most prolific outlet. Prior to the application of artificial Intelligence in marketing, there was something called "collaborative filtering". This was used as early as 1998 by Amazon, and one of the first ways companies predicted consumer behavior, which enabled millions of recommendations to different customers. Personalized recommender systems are now widely used, for example to suggest music on Spotify, or TV shows on Netflix. A big milestone in AI marketing happened in 2014, when programmatic ad buying gained much greater popularity. Marketing consists of numerous manual tasks such as researching target markets, insertion orders, and managing high budgets as well as prices. In order to cut costs, and remove the need for these tedious tasks, many companies started to automate the marketing process with AI. In 2015, Google introduced RankBrain, a machine learning component of its search algorithm designed to interpret the intent behind user queries. RankBrain was followed by further AI-based search updates, including BERT in 2019, which improved the understanding of conversational queries, and the Multitask Unified Model (MUM) in 2021, which is multimodal and processes information across 75 languages. These advances shifted search engine optimization practice away from keyword matching toward content that satisfies user intent. Artificial intelligence is increasingly used in marketing to personalize user experiences and automate decision-making. For example, Netflix uses AI algorithms to recommend content based on viewing history, while Sephora employs chatbots to assist customers with product selection and availability. Programmatic advertising platforms like Google Ads leverage machine learning to optimize bidding strategies and target audiences more effectively. These applications demonstrate how AI enhances efficiency, engagement, and conversion rates across digital channels. === Artificial neural networks === An artificial neural network is a form of computer program modeled on the brain and nervous system of humans. Neural networks are composed of a series of interconnected processing neurons that function in unison to achieve certain outcomes. Using “human-like trial and error learning methods neural networks detect patterns existing within a data set ignoring data that is not significant while emphasizing the data which is most influential”. From a marketing perspective, neural networks are a form of software tool used to assist in decision making. Neural networks are effective in gathering and extracting information from large data sources and have the ability to identify cause and effect within tha data. These neural nets through the process of learning, identify relationships and connections between databases. Once knowledge has been accumulated, neural networks can be relied on to provide generalizations and can apply past knowledge and learning to a variety of situations. Neural networks help fulfill the role of marketing companies through effectively aiding in market segmentation and measurement of performance while reducing costs and improving accuracy. Due to their learning ability, flexibility, adaption, and knowledge discovery, neural networks offer many advantages over traditional models. Neural networks can be used to assist in pattern classification, forecasting and marketing analysis. == Tools and uses == Classification of customers can be facilitated through the neural network approach allowing companies to make informed marketing decisions. An example of this was employed by Spiegel Inc., a firm dealing in direct-mail operations that used neural networks to improve efficiencies. Using software developed by NeuralWare Inc., Spiegel identified the demographics of customers who had made a single purchase and those customers who had made repeat purchases. Neural networks where then able to identify the key patterns and consequently identify the customers that were most likely to repeat purchase. Understanding this information allowed Spiegel to streamline marketing efforts, and reduced costs. Sales forecasting “is the process of estimating future events with the goal of providing benchmarks for monitoring actual performance and reducing uncertainty". Artificial intelligence techniques have emerged to facilitate the process of forecasting through increasing accuracy in the areas of demand for products, distribution, employee turnover, performance measurement, and inventory control. An example of forecasting using neural networks is the Airline Marketing Assistant/Tactician; an application developed by BehabHeuristics which allows for the forecasting of passenger demand and consequent seat allocation through neural networks. This system has been used by National air Canada and USAir. Neural networks provide a useful alternative to traditional statistical models due to their reliability, time-saving characteristics and ability to recognize patterns from incomplete or noisy data. Examples of marketing analysis systems includes the Target Marketing System developed by Churchull Systems for Veratex Corporation. This support system scans a market database to identify dormant customers allowing management to make decisions regarding which key customers to target. When performing marketing analysis, neural networks can assist in the gathering and processing of information ranging from consumer demographics and credit history to the purchase patterns of consumers. Predictive analytics is a form of analytics involving the use of historical data and artificial intelligence algorithms to predict future trends and outcomes. It serves as a tool for anticipating and understanding user behavior based on patterns found in data. Predictive analytics uses artificial intelligence machine learning algorithms to recognize and predict patterns within data. Machine learning algorithms analyze the data, recognize patterns, and make predictions through continuous learning and adaptation. Predictive analytics is widely used across businesses and industries as a way to identify opportunities, avoid risks, and anticipate customer needs based on information derived from the analysis of user data. By analyzing historical customer data, artificial intelligence algorithms can deliver relevant and targeted marketing content. Recent systematic reviews show that generative large‑language models such as GPT‑3 and GPT‑4 are now routinely embedded in predictive‑analytics pipelines to mine unstructured market data and anticipate customer intent with greater precision. Personalization engines use artificial intelligence and machine learning to provide content or advertisements that are relevant to the user. User data is gathered, which then gets processed with machine learning, and patterns and trends among the users are identified. Users with shared characteristics or behaviors are then segmented into groups, and the personalization engine adjusts content and advertisements to match each segment's preferences. By processing a large amount of data, personalization engines are able to match users to advertisements and recommendations that align with their interests or preferences. Field evidence from consumer‑goods and electronics firms indicates that AI‑driven personalization can raise