KnowBe4與Microsoft攜手因應危險網路行為
瀏覽器安全威脅正愈演愈烈，全球網路安全專業人員應考慮採取措施來降低風險。Menlo Security的一份 報告 顯示，以瀏覽器為基礎的釣魚攻擊增加了140%。
SecurityCoach與Microsoft Edge for Business的整合將透過原生安全訊號利用瀏覽器活動，在偵測到危險網路行為後的數秒內提供有價值的學習機會。這些危險活動包括密碼重複使用、造訪被封鎖的網站或試圖繞過安全警告。身為少數在Microsoft Edge for Business中內建報告連接器的人為風險管理平台之一，此次整合將協助Microsoft生態系統內的組織實現其在KnowBe4上的投資價值最大化，同時打造更強大、更注重安全的企業環境。
KnowBe4產品策略副總裁Stuart Clark表示：「此次新整合提供了一個理想的契機，能將以人員為中心的網路安全風險轉化為可教育的時刻，最終協助更好地保護企業。此次整合延續了KnowBe4與Microsoft的創新合作——今年稍早，我們成功推出了KnowBe4 Defend與Microsoft Defender for Office 365的整合。它還彌合了企業技術防禦與使用者之間的差距，將最大的潛在漏洞轉化為最強的資產。我們期待向全球的SecurityCoach客戶提供這一功能，協助他們強化安全防護工作。」
Microsoft Edge for Business首席產品經理Arunesh Chandra表示：「隨著瀏覽器成為使用者的主要工作空間，保護這一關鍵端點至關重要。我們很高興看到KnowBe4 SecurityCoach與Microsoft Edge相整合，協助組織更好地管理人為風險並強化其安全態勢。」
相關資源：
閱讀關於此次新合作的 部落格 。
從6月發表的KnowBe4 Defend與Microsoft Defender for Office365整合 公告 中瞭解更多資訊。
關於 KnowBe4
KnowBe4致力於賦能員工每日做出更明智的安全決策。KnowBe4受到全球7萬多個組織的信賴，有助於強化安全文化和管理人為風險。KnowBe4為人類風險管理提供AI驅動的全面「最佳套件」平台，建立自我調整防禦層以強化使用者行為，抵禦最新的網路安全威脅。HRM+平台包括安全意識與法規遵循培訓、雲端電子郵件安全、即時指導、眾包反網路釣魚、AI防禦代理等模組。身為同類產品中唯一的全球安全平台，KnowBe4利用個人化和相關的網路安全保護內容、工具和技術來動員員工，使其從最大的攻擊面改變為企業最大的資產。如欲瞭解更多資訊，請造訪 knowbe4.com 。
請在 LinkedIn 和 X 上關注KnowBe4。
免責聲明：本公告之原文版本乃官方授權版本。譯文僅供方便瞭解之用，煩請參照原文，原文版本乃唯一具法律效力之版本。
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
35 minutes ago
- Forbes
Why Big Tech's AI Billions Are Being Rewarded Unevenly
On July 30, Microsoft's market cap briefly soared past $4 trillion after the company reported another earnings beat. CEO Satya Nadella credited Azure's AI-driven growth and surging demand for copilot, telling investors the company was 'well-positioned to lead in the new era of AI-infused productivity,' according to its Q4 earnings call transcript. A day later, Meta's stock surged more than 8% after it reported ad revenue growth of 17% year-over-year and outlined new AI-powered tools for advertisers, details also captured in the Q2 earnings call transcript. On the other side of the divide, the mood was far less exuberant for Amazon and Apple. Both beat Wall Street's earnings expectations, but their stock moves were muted — and in Amazon's case, 'shares slipped despite reporting $147 billion in revenue. Apple unveiled 'Apple Intelligence' for iPhones, iPads and Macs, but offered few specifics on rollout or monetization. The contrast wasn't about who spent the most on AI. It was about which companies could convincingly connect that spending to measurable business results. That shift — from hype to proof — is redefining how the market judges AI investments. And that split is getting much harder to ignore across the industry. The AI Accountability Era When I asked what the recent earnings call by these four tech behemoths meant for the AI industry, Shekhar Natarajan, CEO of Orchestro, described it in blunt terms, calling it the new reality. 'Microsoft and Meta won because they mastered the art of AI storytelling with receipts,' he told me. 'Microsoft essentially turned OpenAI into the world's most expensive enterprise sales tool — every Azure deal now comes with an AI fairy tale that CFOs actually believe. Meta took the opposite approach: they made AI so invisible that advertisers don't even realize they're paying premium rates for algorithmic wizardry.' In contrast, he said, Amazon and Apple are 'AI rich, narrative poor.' Amazon 'built the most sophisticated AI infrastructure on the planet and somehow made it sound boring,' while Apple 'spent billions making Siri slightly less embarrassing and called it revolutionary.' That, Natarajan argued, is no longer enough. 'We've entered what I call the 'AI accountability era' — where investors have figured out that 'synergies' and 'transformation' don't pay dividends, but revenue does. The market essentially said: 'Cool demo, where's the recurring subscription model?'' This shift is merciless for companies still leaning on AI as a catch-all talking point. 'The next 12–18 months will be a bloodbath for AI tourism — expect pivots from 'AI-powered everything' to 'AI-profitable something specific,'' Natarajan noted. What Investors Reward Now Guy Dassa, AI expert and investment partner at OurCrowd, agrees the earnings gap isn't about AI spend levels, but about visibility and execution. 'The market is no longer rewarding AI spending in a vacuum, it's rewarding clarity, execution, and monetization,' he explained. Microsoft tied its AI investments directly to Azure's revenue growth and to customer adoption of copilot across office and enterprise workflows. Meta demonstrated that AI-driven ad targeting and content recommendations are keeping users engaged and advertisers spending more. Amazon and Apple, Dassa said, were 'more opaque' — investors heard about model development and branding, but saw little in the way of measurable revenue attribution. 'Yes, we're entering a post-hype phase,' he added. 'The narrative is shifting from potential to performance. Investors are asking: Where is the revenue? Where is the efficiency gain? Where is the user growth? Companies can no longer get by with vague promises or flashy demos — they need to show productized AI, enterprise adoption, or embedded monetization.' According to IDC, companies are now generating an average of $3.50 in value for every $1 spent on AI, with more than 90% of initiatives delivering measurable returns within 18 months. In practical terms, Dassa explained, that means investor decks will focus less on model size and more on use case adoption, margin expansion and defensible infrastructure. 'AI is no longer a strategy; it's an execution layer,' he added. The New AI Differentiator If 2023 was about who had the biggest model, 2025 is about who can deploy one seamlessly at scale. 'Here's the dirty secret nobody talks about: Building great AI models is now table stakes,' said Natarajan. 'Every teenager with a GitHub account can fine-tune GPT. The real money is in the unglamorous stuff — who can serve a model in 50 milliseconds instead of 500, who can handle inference spikes without melting their data centers.' That's where infrastructure maturity becomes visible in market performance. Dassa noted that Microsoft's lead in enterprise AI is underpinned by Azure's GPU access, inference optimization and integration pipelines — capabilities it has been quietly scaling for years. Meta's advantage comes from running AI models across one of the most extensive proprietary stacks in tech, tuned for ad delivery at global scale. 'Meanwhile,' Dassa noted, 'companies without robust infrastructure or with unclear integration plans are struggling to convince investors they can translate models into money.' The analogy Natarajan draws is to the internet boom of the late 1990s. 'Everyone focused on websites while the real winners were building CDNs and payment processors,' he said. 'Today's AI infrastructure leaders are tomorrow's Cloudflares and Stripes.' AI Execution Needs People Capital spending alone won't win the next phase of AI adoption. Kieran Corbett, venture partner at Geek Ventures, put it plainly: 'CAPEX for CAPEX sake will no longer be tolerated by shareholders, tangible growth and execution is what will be rewarded by further capital. Where so much of this AI spend is now being spent on is the talent race to enable effective execution and this doesn't look like it'll slow down.' In other words, execution isn't just about GPUs and data centers. It's about whether a company can attract and retain the talent to turn its AI investments into differentiated products, integrated workflows and sticky revenue streams. That talent race is intensifying, particularly for engineers who can bridge the gap between research and deployment. And for public companies, the stakes are higher than just quarterly earnings calls. Miss the execution mark now, and it's not only market cap that suffers, but also the competitive positioning for the rest of the decade. Time To Build Real Stuff Microsoft and Meta didn't simply benefit from favorable market winds this quarter. They earned investor confidence by pairing clear AI narratives with visible revenue impact, backed by infrastructure and teams that can deliver at scale. Amazon and Apple may close that gap in future quarters, but Q2 sent a message the market won't soon forget: the AI free ride is over. As Natarajan put it, 'We funded your AI fantasy camp. Time to build an AI business.'
Business Wire
5 hours ago
- Business Wire
TotalEnergies SE: Information Concerning the Total Number of Voting Rights and Shares in the Share Capital as at July 31, 2025
PARIS--(BUSINESS WIRE)--Regulatory News: TotalEnergies SE (Paris:TTE) (LSE:TTE) (NYSE:TTE): (1) In accordance with Article 223-11 of the AMF General Regulation, this number is calculated on the basis of all the shares to which voting rights are attached, including shares for which voting rights have been suspended. (2) Total number of exercisable voting rights, after deduction of 87,252,159 treasury shares.
The Hill
5 hours ago
- The Hill
Netscape: Remembering the internet's Big Bang, 30 years later
Aug. 9 marks the 30th anniversary of the internet's Big Bang moment, an inflection point in the emergent digital world. This Big Bang was the stunning stock market debut of Netscape Communications, maker of the first widely popular web browser, Netscape Navigator. Netscape — a pitch-perfect name for a web pioneer — is at best a distant memory these days. But on August 9, 1995, Netscape took its shares public in an IPO that illuminated the online world, introducing the web to millions of people only vaguely familiar with the technology. Netscape was a Silicon Valley startup whose IPO defined the audacity of the web's early days. The company had been founded in 1994 by James H. Clark, he of Silicon Graphics fame, and Marc Andreessen, then a recent college graduate whom Newsweek magazine was soon to call the 'über-super-wunder whiz kid of cyberspace.' Although its founders were colorful, the company had been a money-loser during the months before its IPO. Its Navigator browser, however, was user-friendly and becoming a preferred gateway to the early web. Clark, Andreessen, and Netscape's gentlemanly chief executive, James Barksdale, went on a multicity roadshow to pitch the company to would-be investors in the weeks preceding the IPO. There was, it turned out, no scarcity of interested parties. Five million Netscape shares were offered for sale August 9, 1995, at $28 each. Trading of the stock on the NASDAQ exchange was delayed nearly two hours because of a huge order imbalance. When Netscape did open for trading, it sold for $71 a share. By day's end, the share price had eased to $58.25, which represented a market capitalization of more than $2 billion. It was a stirring launch still celebrated as the ' Netscape Moment.' Netscape euphoria was a digital and cultural phenomenon that proved short-lived. The IPO caught the attention of the software giant Microsoft, which had been fairly slow to recognize the promise of the web. The IPO confirmed Netscape as a threat to its software dominance. Later in August 1995, Microsoft introduced its own web browser, Internet Explorer 1.0. The initial version was anemic, but Microsoft regularly released upgrades, eventually bringing Explorer to par, technically, with Navigator. What came to be called the 'browser wars' were joined. To win, Microsoft deployed what the federal government said were monopoly tactics by bundling Explorer with its Windows operating system. The government and several states sued, accusing Microsoft of misusing its power 'to develop a choke hold on the browser software needed to access the Internet.' Antitrust litigation came too late to save Netscape. Its once-overwhelming share of the browser market dwindled under Microsoft's pressure. In late 1998, Netscape was acquired by book-ending its meteoric rise and decay as an independent company. The digital graveyard is filled with 1990s startups and their thwarted ambitions. Alta Vista, for example, once promised high-speed search online. It was unceremoniously shut down in 2013. Why recall the abbreviated life of a flamboyant internet pioneer like Netscape? Several reasons offer themselves. Netscape's IPO signaled that great wealth to be made online, which helped ignite the dot-com frenzy of the late 1990s. The IPO became a standard of sorts for judging tech innovations. The other day, for example, a Reuters commentary ruminated about the 'shadow' that Netscape's IPO may cast these days over enthusiasm for artificial intelligence. More broadly, Netscape in 1995 anticipated a period of sweeping transformation online that affected and altered nearly all aspects of life. Netscape also deserves recognition as an impressively innovative company. Its lasting contributions include Secure Sockets Layer, an encryption tool that helped protect online transactions. A Netscape technologist named Brendan Eich developed JavaScript, a programming language that animated the web. Netscape also introduced those small packets of digital information known as cookies, stored on a user's computer. Netscape, moreover, was a force that contributed to a heady sense of optimism about the early web. The writer Charles Yu several years ago recalled the jauntiness of those days. 'I entered college in 1993 and graduated in 1997,' Yu wrote. 'Halfway through, the Internet became a thing. Netscape said: 'Here you go, here's a door to a brand-new place in the existence of the universe. We just started letting people in. Go ahead, it's fun. It'll keep getting bigger for the rest of your life. Also, you can change stuff in it. You get to make up new rules for everything — thinking, remembering, communicating.'' Netscape was emblematic of a promising but tentative time when, according to Pew Research Center, most Americans were 'still feeling their way through cyberspace.' The web was an inviting if a bit mysterious place back then, before the advent of social media, smart phones, and myriad apps. It's surely meaningful, then, to have at least a nodding familiarity of the days and the company that gave rise to the digital world's Big Bang.
