If you’re using a device that runs an older version of Android (before 5.0), you’re likely experiencing issues logging into our Safari Queue app. We apologize for this disruption, and we’re treating it as a top priority.
We’re now beta testing a new version of the app that fixes the problem. If you don’t want to wait for the general release, you can gain access to the beta right now via the Play Store Beta program.
Again, we apologize for the disruption. It’s unacceptable that you would lose access to the Android app, and we recognize that we failed to act as swiftly as we should have. Thank you for your patience as we test the solution.
The technical details
Recently, one of our service providers deprecated TLS 1.0/1.1, which is a version of a cryptographic protocol used by networking components to negotiate secure transactions (
https). This provider now requires that secure connections be made with TLS 1.2 (a more modern version).
Devices with the Android OS earlier than version 5.0 usually have TLS 1.2 installed, but it’s not available by default. When the deprecation was implemented, all HTTPS requests made from those devices began to fail immediately, most noticeably during login, when the device would report (inaccurately) that the credentials supplied were invalid.
We were notified by the provider in advance of this change but failed to realize the scope of the impact. The right response would’ve been to recognize the implications immediately and work with our provider to forestall the changes until we could ship an update to Safari Queue. Once our provider proceeded with the change, it was too late and we couldn’t patch 1.x to work around the 1.2 requirement.
In version 2.0 of Queue, now in beta, we’ve patched our network clients to enable TLS 1.2. Please join the beta program for immediate access.
Safari looks a little different today–we have a new logo, and you’ll see “O’Reilly” in the new red header bar. And this signal that Safari is now 100% O’Reilly is just the beginning–since O’Reilly became Safari’s sole owner in August 2014, we’ve been working on a host of new ways to make it even more useful (and more user-friendly).
When O’Reilly launched Safari back in July, 2000 (it was definitely what would now be called an MVP), our founder and CEO Tim O’Reilly said:
We’ve always followed our own path, rather than conform to the conventional practices of the publishing industry. Safari is a logical extension of that approach. In designing the service, we’ve exploded the notion of ‘book’ and built a front end for the content of our books that truly harnesses the power of the Web.
Safari brought the information in our books–and soon after, those of many other excellent publishers–to the Web, but 16 years later, Safari is about so much more than books. From concise webcasts to comprehensive training courses to full conferences, Safari also has nearly 4000 videos. If you haven’t yet, check out the new Learning Paths on important tech and business topics, and the popular Best of 2015 collections.
One more thing–if you want a quick way to keep track of what matters now (and why!) in the technology world, sign up for one or more of O’Reilly’s email newsletters for your weekly dose of news and insight every week. In the words of one reader, “I’d have to spend hours combing the net and filtering junk to get half of what you guys present us every week.”
Two months ago, I was slated to participate in a conference panel on metadata but unfortunately had to cancel. But very fortunately, Todd Carpenter, Executive Director of the National Information Standards Organization (NISO), filled in for me at the last moment. You can take a look at his slides here. The following is a brief precis of the talk that I was going to give with a couple of nods to Todd and audience commentary that a colleague shared with me post-conference.
First and foremost, it must be understood that metadata drives your online publishing platform functionality. Without it nothing really works and Todd put it very well when he said during his presentation that “without metadata, users will ‘walk by’”. Whenever publishers ask us if our PubFactory platform has been developed to maximize discoverability or to support the latest cool, new curation features, my typical response is to ask “Yes…and how will you provide the metadata needed to enable the requested feature(s)?”. Surprisingly often, the answer I get is “I have no idea”. Read more »
“Follow-up is the key to sales success.”
If you’re in sales, you’ve probably heard those words so many times they’ve lost their meaning. Let’s change that: it’s time to put power back in those words.
Forget everything you think you know about the follow-up. We’re going to look at it from a fresh perspective. It’s time the follow-up stopped being a “good idea” and became a measurable action.
Does follow-up really make a difference?
If your prospect doesn’t respond, is following up really going to make a difference?
In my experience, hell yeah. I once had to follow up with an investor 48 times before I was even able to set up a meeting. That’s a lot of rejection. But I persisted, and he ended up investing.
Don’t take my word for it. Here’s what Brandon Gracey of Handshake has to say:
What if I’d given up after 47 attempts? What if Brandon had only followed up 40 times? Neither of us would have closed those life-changing deals.
The results speak for themselves: If you want to become a priority to someone, the price is tireless follow-up. Read more »
One of our favorite features of Safari is the quality and variety of publishing partners who provide valuable content to our library. A partner that exemplifies this breadth and depth is Elsevier, an international multimedia publishing company that provides content across an incredible range of topics.
As part of a continuing feature here at the Safari blog, we’d like to shine a spotlight on the imprints of Elsevier that provide content to Safari.
Read more »
by Julian Gamble
Did you know that NASA has debugged a spacecraft 100M miles away with LISP REPL?
Would you like to have that same power in your Java app today? (As an aside, some might contend this powerful enough to create a risk, so you should consider if this fits your needs. Don’t give access to this to anyone who shouldn’t have root access your server.)
Today we’re going to build a web REPL in Clojure. Then we’ll integrate it into a Java application. Then we’ll use it to read a value inside the Java application that otherwise we’d have no visibility of. Read more »
by Robert Maurer and Michelle Gifford
On a daily basis we are called on to help others. We do this as parents, spouses, and friends; and we do this in the workplace, as employees, colleagues, and managers. But how often do we consciously and skillfully pull from our toolbox the right strategy for guiding, motivating, and inspiring another person? And, if our first efforts fail, how creative are we in finding another strategy? Collaboration, coaching, and mentoring are certainly rewarding when done well, but they can be both painful and ineffective when done poorly.
Imagine that you are preparing to talk with a colleague, employee, or a family member. Your goal is to help them improve their current situation, performance, or life. What is your approach? How do you decide what strategy to use? Or, do you think in terms of strategy at all? If one approach isn’t working, do you have a plan B or C ready? When I interview executives who are required to give feedback to employees, I ask them to list their strategies for this challenging task. They often say, hesitantly, “I just tell it like it is…” or “I give it to them straight.” I then inquire, “So, how well is that working?” The answer, usually accompanied by an uncomfortable smile, is “sometimes.” And sometimes, direct feedback – no matter how painful it is to give or receive – is the right response. But not always.
To achieve strong collaboration, different situations call for varying types of feedback and support. For those situations where a more strategic approach is called for, allow me to provide you with a “gourmet guide” of support that will help you to provide assistance and motivate others at work and at home. For those times when you are the one in need of support, you can also use this menu to help identify what you might need from others.
There are seven strategies that are especially useful and are easily recalled using the mnemonic of INSPIRE. The word is a fitting, since inspire means “to take in.” When you are providing feedback or support, you want the other person to take in and be inspired by what you have to say. Read more »
by Rob Fazio, PhD
“Having a vision is fun, vision with precision gets it done.”
Vision statements on a wall, on a website, or on a piece of paper can serve a purpose for businesses, but they don’t lead to success. The purpose of a vision is to have something not just to move towards, but to achieve. We need to challenge ourselves to move beyond the just the emotional connection to a vision and focus on mapping out the hard work it takes to get somewhere you want to go. A big mistake leaders make is that they think simply having a vision is enough, it’s not.
Research and reality tells us how it is. Psychologist Lien Pham and Shelley Tailor from University of California (Pham & Taylor, 1999) put students into two groups. They asked one group (Group A) to visualize how great it would be to get a high grade. The other group (Group B) wasn’t asked to visualize the positive feelings associated with the end state of a high grade. Both groups kept track of the hours they spent studying. Even though the group that visualized the positive feelings associated with a good grade only did this for a few minutes it had a significant impact on the amount of time they studied as well as their grades. The group of students (Group A) that visualized the positive feelings ended up studying less and ended up with lower grades. The visualization may have made them feel good, but it did not prepare them for success and therefore set them up for the failure. My view is that Group A, that associated the positive feelings with the outcome, became overconfident and were not aware and/or not realistic about how to get to what they wanted.
What makes the point even more clearly is that the researchers had a third group of (Group C). This group was asked to visualize the “how” or process of getting an A for a few moments a day. They were asked to get into more detail and visualize how and what they would do to get an A. Compared to the group (Group A) that just visualized the outcome of getting an A, and to the group that wasn’t asked to do anything (Group B), the group that was asked to visualize the “how” (Group C) ended up studying more hours and earned higher exam grades than both groups. The researchers concluded that visualizing the steps to prepare them for success put them in a more realistic and practical vision to succeed. Read more »
Recently, we were able to ask five questions of Murtaza Haider, about the new book from IBM Press called “Getting Started with Data Science: Making Sense of Data with Analytics.” Below, the author talks about the benefits of data science in today’s professional world.
- What are some examples of data science altering or impacting traditional professional roles already?
Only a few years ago there did not exist a job with the title Chief data scientist. But that was then. Small and large corporations, and increasingly government agencies are putting together teams of data scientists and analysts under the leadership of Chief data scientists. Even White House has a Chief data scientist position, currently held by Dr. DJ Patel.
The traditional role for those who analyzed data was that of a computer programmer or a statistician. In the past, firms collected large amounts of data to archive rather than to subject it to analytics to assist with smart decision-making. Companies did not see value in turning data into insights and instead relied on the gut feeling of managers and anecdotal evidence to make decisions.
Big data and analytics have alerted businesses and governments to the latent potential of turning bits and bytes into profits. To enable this transformation, hundreds of thousands of data scientists and analysts are needed. Recent reports suggest that the shortage of such professionals will be in millions. No wonder we see hundreds of postings for data scientists on LinkedIn.
As businesses increasingly depend upon analytics driven decision making, data scientists and analysts are simultaneously becoming front-office superstars, which is quite a change from them being the back office workers in the past. Read more »
by Sari Greene
I cringe each time I hear the oft repeated declarations that “every company will be compromised” and that “it isn’t a matter of if, but when”. These statements are the basis of the FUD (fear, uncertainty and doubt) driven cyber sales machine. What is closer to the truth is that Internet connected systems have a high probability of being subject to a targeted or opportunistic attack, inadvertent exposure, or malicious subversion. However, it is (and I stress) not inevitable that the attacker will be successful. Motivation, work factor, evasion capabilities, resiliency, and sometimes, luck all play a part. Threat modeling can be used to understand these factors and influence the outcome.
Threat modeling is used to identify and categorize potential threats. Conventional cybersecurity threat modeling uses one of three approach; attacker-centric, architecture-centric, or asset-centric.
- Attacker-centric threat models starts with identifying an attacker and then evaluates the attacker’s goals and potential techniques.
- Architecture-centric threat models focus on system design and potential attacks against each component.
- Asset-centric threat models begin by identifying asset value and motivation of threat agents.
Many organizations find this task daunting. Do not despair! Threat modeling does not have to be overwhelming. A simplified approach to threat modeling is to answer four essential questions that identify threat adversary motivation, attack workfactor, organizational threat intelligence and detection capability, and resiliency. Read more »