codesanitize

javascript – React Native TextInput in ScrollView Not Working – Totally different from Normal Keyboard Points

iOS Development

codesanitize

7 August 2025

Drawback Description
I’ve a React Native app with a TextInput part inside a ScrollView that merely would not work correctly. The TextInput seems to render however typing/interplay would not perform accurately. That is NOT the standard keyboard dismissal problem that is generally requested about.
What I’ve Already Tried
I’ve tried all the usual ScrollView keyboard options that did not work:

   keyboardShouldPersistTaps="dealt with"
   keyboardShouldPersistTaps="all the time"
    keyboardDismissMode="on-drag"
    keyboardDismissMode="none"

Working vs Non-Working Code
✅ This TextInput works completely (in a evaluation display):

This TextInput doesn’t work (in job progress screen)

 
   {/* Other content... */}

     {/* JobProgressSection component that contains: */}

Component Structure
The non-working TextInput is inside:
ScrollView
└── Main Content View
└── JobProgressSection Component
└── Notes Section View
└── TextInput (doesn’t work)

The working TextInput is inside:
ScrollView (or regular View)
└── Feedback Section View
└── TextInput (works perfectly)
Key Differences I Notice

Component nesting: The broken one is inside a separate component (JobProgressSection) that’s rendered within the main component
ScrollView complexity: The broken one has more complex ScrollView props
Styling: Different style objects being used

Questions

Is there something about rendering TextInput inside imported components within ScrollViews that causes issues?
Could the complex ScrollView props be interfering with TextInput functionality?
Are there any known issues with TextInput state management when the component is deeply nested?
Could Firebase real-time listeners or useEffect hooks be interfering with TextInput?

What I Need
I need to understand why one TextInput works perfectly while the other doesn’t, despite both having similar props. The standard keyboard persistence solutions don’t apply here since this seems to be a deeper React Native rendering or state management issue.
Any insights into what could cause this difference in behavior would be greatly appreciated!

The Reformist CTO’s Information to Affect Intelligence

Software Development

codesanitize

7 August 2025

The Reformist CTO’s Information to Affect Intelligence

Affect Intelligence is the title of my newest guide. It explains how
to enhance consciousness of the enterprise impression of latest initiatives. The
Traditional Enterprise thinks of the expenditure on these initiatives as
discretionary spend. A software program enterprise may account for it
as R&D expenditure. Written with a framing of funding
governance, the guide is aimed on the execs who approve investments.
They’re those with the authority to introduce change. In addition they have
the best incentive to take action as a result of they’re answerable to
buyers. However they don’t seem to be the one ones. Tech CXOs have an incentive
to push for impression intelligence too.

Think about this. You’re a CTO or different tech CXO comparable to a CIO or CDO
(Digital/Information). Your groups tackle work prioritized by a Product group or
by a crew of enterprise relationship managers (BRM). Greater than ever, you’re being requested to report and
enhance productiveness of your groups. Typically, that is a part of a price range
dialog. A COO or CFO may ask you, “Is rising the price range the
solely possibility? What are we doing to enhance developer productiveness?” Extra
lately, it has change into a part of the AI dialog. As in, “Are we utilizing
AI to enhance developer productiveness?”. And even, “How can we
leverage AI to decrease the fee per story level?” That’s self-defeating
unit economics in overdrive! As in, it goals to optimize a metric
that has little to do with enterprise impression. This might, and often does, backfire.

Whereas it’s okay to make sure that everybody
pulls their weight, the present developer productiveness mania feels a bit
a lot. And it misses the purpose. This has been careworn time
and once more.
You may already know this. You recognize that developer productiveness is in
the realm of output. It issues lower than consequence and
impression. It is of no use if AI improves productiveness with out making a
distinction to enterprise outcomes. And that is an actual danger for a lot of firms
the place the correlation between output and consequence is weak.

The query is, how do you persuade your COO or CFO to fixate much less on
productiveness and extra on general enterprise impression?

Even when there isn’t any productiveness stress, a tech CXO might nonetheless use the steerage right here
to enhance the attention of enterprise impression of assorted efforts. Or if you’re a product CXO, that is even higher.
It will be simpler to implement the suggestions right here if you’re on board.

Affect Trumps Productiveness

In manufacturing unit manufacturing, productiveness is measured as items produced per
hour. In development, it is perhaps measured as the fee per sq. foot.
In these domains, employee output is tangible, repeatable, and efficiency
is straightforward to benchmark. Information work, however, offers in
ambiguity, creativity, and non-routine problem-solving. Productiveness of
data work is tougher to quantify and sometimes decoupled from direct
enterprise outcomes. Extra hours or output (e.g., strains of code, dash
velocity, paperwork written, conferences attended) don’t essentially lead
to larger enterprise worth. That’s until you’re a service supplier and your
income is solely when it comes to billable hours. As a know-how chief,
you have to spotlight this. In any other case, you possibly can get trapped in a vicious
cycle. It goes like this.

As a part of supporting the enterprise, you proceed to ship new
digital merchandise and capabilities. Nonetheless, the business (enterprise)
impression of all this supply is usually unclear. It’s because
impact-feedback loops are absent. Confronted with unclear impression, extra concepts
are executed to maneuver the needle someway. Spray and pray! A
function manufacturing unit takes form. The tech property balloons.

Determine 1: Penalties of Unclear Enterprise Affect

All that new stuff have to be saved working. Upkeep (Run, KTLO)
prices mount. It limits the share of the price range obtainable for brand new
growth (Change, R&D, Innovation). If you ask your COO or CFO
for a rise in price range, they ask you to enhance developer
productiveness as a substitute. Or they ask you to justify your demand when it comes to
enterprise impression. You wrestle to supply this justification due to a
common deficit of impression intelligence throughout the group.

If you happen to’d prefer to cease getting badgered about developer productiveness,
you have to discover a solution to steer the dialog in a extra constructive
course. Reorient your self. Pay extra consideration to the enterprise impression
of your groups’ efforts. Assist develop impression intelligence. Right here’s an
introduction.

Affect Intelligence

Affect Intelligence is the fixed consciousness of the
enterprise impression of initiatives: tech initiatives, R&D initiatives,
transformation initiatives, or enterprise initiatives. It entails monitoring
contribution to key enterprise metrics, not simply to low-level
metrics in proximity to an initiative. Determine 2 illustrates this with
the usage of a visible that I name an impression community.

It brings out the
inter-linkages between components that contribute to enterprise impression,
straight or not directly. It’s a bit like a KPI tree, however it may well
typically be extra of a community than a tree. As well as, it follows some
conventions to make it extra helpful. Inexperienced, pink, blue, and black arrows
depict fascinating results, undesirable results, rollup relationships, and
the anticipated impression of performance, respectively. Strong and dashed
arrows depict direct and inverse relationships. Aside from the rollups (in blue), the hyperlinks
do not all the time signify deterministic relationships.
The impression community is a bit like a probabilistic causal mannequin. Just a few extra conventions
are specified by the guide.

The underside row of options, initiatives and so on.
is a short lived overlay on the impression community which, as famous earlier, is mainly a KPI tree the place each node
is a metric or one thing that may be quantified. I say momentary as a result of the guide of labor retains altering
whereas the KPI tree above stays comparatively secure.

Determine 2: An Affect Community with the present E-book of Work overlaid.

Sometimes, the introduction of latest options or capabilities strikes the
needle on services or products metrics straight. Their impression on
higher-level metrics is oblique and fewer sure. Direct or first-order
impression, referred to as proximate impression, is simpler to note and declare
credit score for. Oblique (greater order), or downstream impression,
happens additional down the road and it might be influenced by a number of
components. The examples to observe illustrate this.

The remainder of this text options smaller, context-specific subsets
of the general impression community for a enterprise.

Instance #1: A Buyer Help Chatbot

What’s the contribution of an AI buyer help chatbot to limiting
name quantity (whereas sustaining buyer satisfaction) in your contact
heart?

Determine 3: Downstream Affect of an AI Chatbot

It isn’t sufficient anymore to imagine success based mostly on mere resolution
supply. And even the variety of passable chatbot classes which
Determine 3 calls digital assistant seize. That’s proximate
impression. It’s what the Lean Startup mantra of
build-measure-learn goals for usually. Nonetheless, downstream
impression within the type of name financial savings is what actually issues on this
case. Typically, proximate impression won’t be a dependable main
indicator of downstream impression.

A chatbot is perhaps a small initiative within the bigger scheme, however small
initiatives are a great place to train your impression intelligence
muscle.

Instance #2: Regulatory Compliance AI assistant

Think about a typical workflow in regulatory compliance. A compliance
analyst is assigned a case. They research the case, its related
laws and any latest modifications to them. They then apply their experience and
arrive at a suggestion. A closing determination is made after subjecting
the advice to a lot of opinions and approvals relying on the
significance or severity of the case. The Time to Resolution may
be of the order of hours, days and even weeks relying on the case and
its business sector. Sluggish selections might adversely have an effect on the enterprise.
If it seems that the analysts are the bottleneck, then maybe it
may assist to develop an AI assistant (“Regu Nerd”) to interpret and
apply the ever-changing laws. Determine 4 exhibits the impression community
for the initiative.

Determine 4: Affect Community for an AI Interpreter of Laws

Its proximate impression could also be reported when it comes to the uptake of the
assistant (e.g., prompts per analyst per week), however it’s extra
significant to evaluate the time saved by analysts whereas processing a case.
Any actual enterprise impression would come up from an enchancment in Time to
Resolution. That’s downstream impression, and it could solely come about if
the assistant have been efficient and if the Time to preliminary
suggestion have been certainly the bottleneck within the first place.

Instance #3: E-mail Advertising and marketing SaaS

Think about a SaaS enterprise that provides an e-mail advertising and marketing resolution.
Their income will depend on new subscriptions and renewals. Renewal relies upon
on how helpful the answer is to their prospects, amongst different components
like value competitiveness. Determine 5 exhibits the
related part of their impression community.

Determine 5: Affect Community for an E-mail Advertising and marketing SaaS

The clearest signal of buyer success is how a lot further income
a buyer might make via the leads generated by way of the usage of this
resolution. Due to this fact, the product crew retains including performance to
enhance engagement with emails. For example, they could determine to
personalize the timing of e-mail dispatch as per the recipient’s
historic conduct. The implementation makes use of
behavioral heuristics from open/click on logs to establish peak engagement
home windows per contact. This data is fed to their marketing campaign
scheduler. What do you assume is the measure of success of this function?
If you happen to restrict it to E-mail Open Price or Click on By Price you
might confirm with an A/B take a look at. However that might be proximate impression solely.

Leverage Factors

Drawing up an impression community is a typical first step. It serves as a
generally understood visible, considerably like the ever-present language of
area pushed design.
To enhance impression intelligence, leaders should handle the failings of their
group’s idea-to-impact cycle ( Determine 6).
Though it’s displayed right here as a sequence, iteration makes it a
cycle.

Any of the segments of this cycle is perhaps weak however the first (concept
choice) and the final (impression measurement & iteration) are
significantly related for impression intelligence. A scarcity of rigor right here
results in the vicious cycle of spray-and-pray ( Determine 1). The segments within the center are extra within the realm
of execution or supply. They contribute extra to impression than to impression
intelligence.

Determine 6: Leverage Factors within the Thought to Affect Cycle

In programs pondering, leverage factors are strategic intervention
factors inside a system the place a small shift in a single factor can produce
vital modifications within the general system conduct. Determine 6 highlights the 2 leverage factors for impression
intelligence: concept choice and impression measurement. Nonetheless, these two
segments usually fall underneath the remit of enterprise leaders, enterprise
relationship managers, or CPOs (Product). Then again, you—a tech
CXO—are the one underneath productiveness stress ensuing from poor
enterprise impression. How may you introduce rigor right here?

In principle, you possibly can attempt speaking to the leaders accountable for concept
choice and impression measurement. But when they have been prepared and in a position,
they’d have doubtless noticed and addressed the issue themselves. The
typical Traditional Enterprise just isn’t freed from politics. Having this
dialog in such a spot may solely end in well mannered reassurances
and nudges to not fear about it as a tech CXO.

This example is widespread in locations which have grown Product and
Engineering as separate capabilities with their very own CXOs or senior vice
presidents. Smaller or youthful firms have the chance to keep away from
rising into this dysfunction. However you is perhaps in an organization that’s
properly previous this orgdesign determination.

Actions to Enhance Affect Intelligence

As the subsequent port of name, you possibly can strategy your COO, CFO, or CEO
(the C-Suite Core) with the suggestions right here. Maybe purchase them a
copy of the guide or make a abstract presentation at a management offsite.
The C-Suite Core approves investments, and so they have the authority and
the motivation to enhance impression intelligence. They’re greatest positioned to
enhance governance of their investments. That’s the strategy within the
guide. However what if that’s not possible for some cause? What if their
priorities are completely different?

Nicely, when you can’t have them actively concerned, a minimum of attempt to
get hold of their blessing for making an attempt some reform by yourself. It’s price
doing so as a result of, as identified earlier, it’s you who finally ends up paying
the worth of dwelling with the established order on this regard. Proper, so right here’s
be a reformist (or activist) CTO.

Motion #1: Introduce Sturdy Demand Administration

Product might personal concept triaging and prioritization, however they don’t all the time
doc their rationale for concept choice very properly. Whether or not it takes
the type of a enterprise case or a justification slide deck, a great one
must reply all of the questions within the Sturdy Demand Administration Questionnaire.

A generally understood impression community helps reply a number of the above questions. However what’s completely important
for strong demand administration is solutions to the above, not the impression community.
Answering the above makes for SMART (Particular, Measurable, Achievable, Related, Time-bound) concepts.
Else they is perhaps VAPID (Obscure, Amorphous, Pie-in-the-sky, Irrelevant,
Delayed). It’s unattainable to validate the enterprise
impression of VAPID concepts put up tech supply. This results in the unhealthy results of
Determine 1.

To mitigate this state of affairs, you have to assert your proper to allocate the
bandwidth of your groups, an costly enterprise useful resource, to adequately documented concepts solely. Accomplish that for vital
efforts solely, not for each story or bug. Outline your individual thresholds, two person-weeks for instance.

Make a distinction between prioritization and scheduling. The previous is the act of assigning
precedence to a piece merchandise. The latter is about slotting the work-item right into a work-cycle (e.g. dash). Many organizations do not
make this distinction and consider prioritization as inclusive of scheduling. Rethink this.
Product nonetheless will get to prioritize. Scheduling has all the time been topic to sensible issues like
dependencies or the supply of sure crew members. It shall now additionally require solutions to the above.

If the questions above
have been answered as a part of concept triage, Engineering should get hold of entry to them.
Sturdy demand administration implies that engineering groups solely take up work
that’s documented as above, along with your ordinary documentation necessities (e.g. PRD). This implies it isn’t simply you,
your groups too should perceive the what, how and why of impression
intelligence. Extra on this later.

Notice that adequately documented doesn’t
essentially imply properly justified. Sturdy demand administration does
not imply Engineering makes a judgement name as as to if one thing is
price doing. It solely makes positive that the projected advantages and
timelines are documented in a verifiable method. Product nonetheless will get to assign precedence.
To get the work scheduled, they might even reply “we don’t
know” to a number of the questions posed. At the least we’ll understand how
a lot of engineering capability will get allotted to well-informed vs.
ill-informed prioritization.

I helped Travelopia, an experiential journey firm, implement
an early model of strong demand administration. Right here’s a convention
video the place they discuss it.

This strategy can have its detractors, particularly amongst these on the
receiving finish of such robustness. They could deride it as gatekeeping. You
should take the lead in explaining why it’s obligatory. A later part offers some steerage on the way you
might go about this. For now, I’ll solely record the widespread objections.

It will gradual us down. We will’t afford that.
Self-Censorship: Let’s put our home so as first.
It’s not agile to contemplate all this upfront.
Innovation isn’t predictable.
Our PMO/VMO already takes care of this.
This is not collaborative.
We don’t have the info.

The final one is greater than an objection if it’s a truth. It may be
a showstopper for impression intelligence. It warrants speedy consideration.

We Don’t Have The Information

Information is crucial to reply the questions within the Sturdy Demand Administration Questionnaire. Demand
mills may protest that they don’t have the info to reply a few of
the questions. What’s a CTO to do now? On the very least you possibly can begin
reporting on the present state of affairs. I helped one other consumer come up
with a score for the solutions. Qualifying requests have been rated on a
scale of insufficient to wonderful based mostly on the solutions to the
questionnaire. The thought is to share month-to-month stories of how well-informed
the requests are. They make it seen to COOs and CFOs how a lot
engineering bandwidth is dedicated to engaged on mere hunches. Creating
consciousness with stories is step one.

Consciousness of gaps brings up questions. Why will we lack knowledge?
Insufficient measurement infrastructure is a typical cause. Body it as
measurement debt in order that it will get a minimum of as a lot consideration and
funding as technical debt.

A company takes on measurement debt when it implements
initiatives with out investing within the measurement infrastructure required
to validate the advantages delivered by these initiatives.

Motion #2: Pay Down Measurement Debt

Measurement debt is greatest addressed via a measurement enchancment
program. It includes a crew tasked with erasing blind spots within the
measurement panorama. However it could require separate funding, which
means a tech CXO may must persuade their COO or CFO. If that’s not
possible, take into account doing it your self.

Take the lead in lowering measurement debt. Advise your groups to
instrument utility code to emit structured impact-relevant occasions at
significant factors. Retailer it and use it to construct analytics dashboards
that can assist validate proximate and downstream impression. They have to be
constructed alongside new performance. Guarantee to solely fill the gaps in
measurement and integration. No must duplicate what may already be
obtainable via third celebration analytics instruments that Product may have already got in place.
Measurement debt discount is perhaps simpler if there is a product operations crew in place.
Your builders may have the ability to work with them to establish and handle gaps extra successfully.

The trouble could also be thought-about as a part of coding for non-functional
(cross-functional) necessities. Consider it as one other kind of
observability: the observability of enterprise impression. Do it just for
vital or effort-intensive performance at first. It’s a
bit unconventional, nevertheless it may aid you be a extra impactful CTO.

Learn extra about measurement debt right here

Motion #3: Introduce Affect Validation

If you undertake impression measurement as a observe, it permits you to
preserve a report as proven within the desk under. It offers a abstract of the
projection vs. efficiency of the efforts we mentioned earlier. Product
does this often, and if that’s the case, Engineering ought to ask to take part. If
Product isn’t doing it, Engineering ought to take the lead and drive it in
order to keep away from the spray and pray lure defined earlier. In any other case, you
gained’t have an alternate proposal once you get badgered about developer
productiveness.

You now have the chance to conduct an impression retrospective. The
reply to the query, “By how a lot and in what timeframe”
(merchandise 3(b)(i) within the Sturdy Demand Administration Questionnaire), permits us to pencil in a date for a
proximateimpression retrospective session. The session is
meant to debate the distinction between projection and efficiency, if any.
In case of a deficit, the target is to be taught, to not blame. This
informs future projections and feeds again into strong demand
administration.

A Pattern Report of Proximate Affect
Characteristic/Initiative	Metric of Proximate Affect	Anticipated Worth or Enchancment	Precise Worth or Enchancment
Buyer Help AI Chatbot	Common variety of passable chat classes per hour throughout peak hours.	2350	1654
“Regu Nerd” AI Assistant	Prompts per analyst per week	> 20	23.5
“Regu Nerd” AI Assistant	Time to preliminary suggestion	-30%	-12%
E-mail Advertising and marketing: Personalised Ship Instances	E-mail Open Price	10%	4%
	Click on By Ratio	10%	1%

It is okay if, within the first 12 months of rollout, the actuals are a lot weaker than what was anticipated. It
may take some time for concept champions to mood their optimism once they state anticipated advantages.
It should not have any bearing on particular person efficiency assessments.
Affect intelligence is supposed to align funding with portfolio (of initiatives) efficiency.

Affect measurement works the identical for downstream impression, however impression
validation works otherwise. It’s because not like proximate impression,
downstream impression could also be as a result of a number of components. The desk under illustrates
this for the examples mentioned earlier. Any noticed enchancment within the
downstream metric can’t be robotically and absolutely attributed to any
single enchancment effort. For instance, it’s possible you’ll discover that decision quantity
has gone up by solely 2.4% within the final quarter regardless of a 4% progress within the
buyer base. However is all of it because of the buyer help chatbot? That
requires additional evaluation.

A pattern report of downstream impression
Characteristic/Initiative	Metric of Downstream Affect	Anticipated Enchancment	Noticed Enchancment (Unattributed)	Attributed Enchancment
AI Chatbot	Name Quantity (adjusted for enterprise progress)	-2%	-1.6%	?
“Regu Nerd” AI Assistant	Time to Resolution	-30%	-5%	?
E-mail Advertising and marketing: Personalised Ship Instances	MQL	7%	0.85%	?
	Advertising and marketing-Attributed Income	5%	Not Obtainable	?

Retrospectives for downstream impression are supposed to attribute noticed
enhancements to the initiatives at play and to different components. That is
referred to as contribution evaluation. That is tougher for Engineering to drive
as a result of they require all contributing initiatives, even these outdoors
Engineering, to take part. They’re greatest scheduled month-to-month or
quarterly, convened by a enterprise chief who has a stake within the
downstream metric in query. Due to this fact, they is perhaps a bridge too
far, even for a reformist CTO. Nonetheless, you possibly can nonetheless ensure that
that the measurements are in place for the retrospective to happen,
ought to the enterprise chief so select.

For the sake of completeness, Determine 7 exhibits what
the outcomes of a downstream impression retrospective may seem like
for the instance of the shopper help chatbot.

It exhibits that decision volumes solely rose by 2.4% quarter-on-quarter
regardless of a 4% progress within the buyer base. The mannequin assumes that if
nothing else modifications, the change in name quantity ought to match the change
within the buyer base. We see a distinction of 1.6 proportion factors or
160 foundation factors. How will we clarify this? Your knowledge analysts may
inform you that 60 bps is defined by seasonality. We credit score the remainder
(100 bps) to self-service channels and ask them to say their
contributions. After a spherical of contribution evaluation, you may arrive
on the numbers on the backside. You might use some heuristics and easy
knowledge evaluation to reach at this. I name it Easy Affect Attribution to
distinction it with extra rigorous strategies (e.g., managed experiments)
{that a} knowledge scientist may choose however which could not all the time be
possible.

Determine 7: Instance of Affect Attribution

Motion #4: Supply your CFO/COO an alternative choice to ROI

Nowadays, nobody is aware of the ROI (return on funding) of an initiative. Projections made to win approval won’t be
in strict ROI phrases. They could simply say that by executing initiative X, some vital metric
would enhance by 5%. It isn’t potential to find out ROI with simply this data.
However with the outcomes of impression validation in place as above, you may have the ability to calculate the subsequent neatest thing, the Return on Projection (ROP).
If the stated metric improved by 4% as towards the projected 5%, the ROP, additionally referred to as the advantages realization ratio, is 80%. Realizing that is manner higher than understanding nothing.
It’s manner higher than believing that the initiative should have performed properly simply because it was executed (delivered) appropriately.

ROP is a measure of projection vs. efficiency. A tech CXO might encourage their COO/CFO to utilize ROP
to make higher funding selections within the subsequent spherical of funding. Asking for a radical justification earlier than funding is sweet, however they’re based mostly on assumptions.
A projection is invariably embedded within the justification. In the event that they solely determine based mostly on projections, it incentivizes folks to make unrealistic projections.
Enterprise leaders could also be tempted to outdo one another in making unrealistic projections to win funding (or sources like crew capability).
In any case, there isn’t any solution to confirm later. That’s until you have an effect intelligence framework in place. The guide has extra element on
combination and use this metric at a portfolio stage. Notice that we aren’t aiming for good projections in any respect.
We perceive product growth just isn’t deterministic. Reasonably, the concept is to handle
demand extra successfully by discouraging unrealistic or unsound projections. Discourage spray and pray.

Motion #5: Equip Your Groups

It might probably really feel lonely if you’re the one senior exec advocating for
larger impression intelligence. However you don’t should run a lonely marketing campaign.
Assist your supply groups perceive the massive image and rally them round
to your trigger. Assist them admire that software program supply doesn’t
robotically suggest enterprise impression. Even function adoption doesn’t. Begin
by serving to them perceive the which means of enterprise impression in numerous
contexts. I’ve discovered it helpful to elucidate this with an illustration of a
hierarchy of outcomes as in Determine 8 Those on the
prime are closest to enterprise impression. The lower-level outcomes may help
or allow the higher-level outcomes, however we must always not take that for
granted. Affect intelligence is about monitoring that the supposed linkages
work as anticipated. When your groups internalize this hierarchy, they’ll be
in a position that can assist you implement strong demand administration much more. They’ll
start to understand your nudges to cut back measurement debt. They’ll begin
asking Product and enterprise leaders concerning the enterprise impression of
performance that was delivered.

Determine 8: A hierarchy of outcomes

We’re publishing this text in installments. The ultimate installment
will cowl a variety of objections that Sriram has encountered to the
program above – objections involved about slowing down, lack of agility
and collaboration, and the unpredictability of innovation.

To seek out out once we publish the subsequent installment subscribe to this
website’s
RSS feed, or Martin’s feeds on
Mastodon,
Bluesky,
LinkedIn, or
X.

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STRIDE menace sort	CAPEC Mechanism of Assault
Spoofing	Interact in Misleading Interactions
Tampering	Manipulate Knowledge Constructions, Manipulate System Sources
Repudiation	Inject Surprising Objects
Data Disclosure	Acquire and Analyze Data
Denial of Service	Abuse Present Performance
Elevation of Privilege	Subvert Entry Management

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3D-Printed Nylon Filters With Titanium Dioxide For Greywater Therapy – NanoApps Medical – Official web site

Fabricating the Filters

Efficiency And Limitations

Future Instructions

Journal Reference

javascript – React Native TextInput in ScrollView Not Working – Totally different from Normal Keyboard Points

The Reformist CTO’s Information to Affect Intelligence

Affect Trumps Productiveness

Affect Intelligence

Instance #1: A Buyer Help Chatbot

Instance #2: Regulatory Compliance AI assistant

Instance #3: E-mail Advertising and marketing SaaS

Leverage Factors

Actions to Enhance Affect Intelligence

Motion #1: Introduce Sturdy Demand Administration

We Don’t Have The Information

Motion #2: Pay Down Measurement Debt

Motion #3: Introduce Affect Validation

Motion #4: Supply your CFO/COO an alternative choice to ROI

Motion #5: Equip Your Groups

IKE Throttling for Cloud-based VPN Resiliency

Cloud-VPN & IKEv2 endpoints exposition to DoS assaults

Implementing a network-layer throttling mechanism

Minimizing the influence on official customers

Offering observability on high-rate initiators with a probabilistic strategy

Closing Notes

A Sensible Information to Menace Modeling

Menace Modeling Objectives: 4 Key Questions

What Are We Constructing?

What Can Go Flawed?

Introduction to CAPEC

Figuring out Menace Modeling Mitigation Methods and the Significance of Abstraction Ranges

Bringing Credibility to Menace Modeling