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132-S-712.2 Specialist: Avaya Proactive Contact Solutions Design Elective

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132-S-712.2 exam Dumps Source : Specialist: Avaya Proactive Contact Solutions Design Elective

Test Code : 132-S-712.2
Test appellation : Specialist: Avaya Proactive Contact Solutions Design Elective
Vendor appellation : Avaya
real questions : 62 actual Questions

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Avaya Specialist: Avaya Proactive Contact

Healthcare businesses opt for Avaya Collaboration options to enrich birth of patient care | killexams.com actual Questions and Pass4sure dumps

No outcomes found, are trying modern key phrase!Avaya can breathe demonstrating options to fulfill these challenges at the 2013 HIMSS conference and Exhibition in modern Orleans, La. (booth no. 6846). This comprises developments in healthcare mobility and p...

Avaya integrates Cogito AI into contact centre programs | killexams.com actual Questions and Pass4sure dumps

AI expert Cogito has efficiently completed a brand modern round of financing, with Avaya as a brand modern investor. Cogito develops AI for for emotional intelligence for customer-facing experts. The trade is a founding member of Avaya’s A.I.join Initative, launched in November 2017. both businesses will now integrate Cogito’s AI with Avaya’s contact centre programs. 

Cogito’s utility evaluates behavioural indicators through voice to provide are live dialog coaching for brokers and a true-time measure of consumer journey for every call. 

Cogito mentioned it's going to expend the cash raised in its chain C funding round to speed up go-to-market, extend analysis and development, and to grow its team.


MUG business’s Interceptor admit Now Rated “Avaya Compliant” | killexams.com actual Questions and Pass4sure dumps

PITTSBURGH--(business WIRE)--MUG enterprise, a leading consulting company, nowadays introduced that its Interceptor utility is compliant with key contact core options from Avaya, a global company of company collaboration and conversation options.

The Interceptor software helps agencies reside compliant with Federal laws concerning outbound-calling contact centers by opting for even if a number is a landline, cellular telephone, or VOIP. The application is now compliance-proven by course of Avaya for compatibility with Avaya Proactive Contact 5.0.

“With the onslaught of regulatory concerns dealing with nowadays’s muster facilities, we're very excited in regards to the Interceptor platform,” mentioned Alex G Demczak, general supervisor, MUG enterprise. “Interceptor is an smooth to set up, standalone application that requires minimal tips from the consumer. This simplifies improvements or add-ons in the future, by decreasing out of provider time.”

one of the most businesses benefiting from the interoperability of MUG commercial enterprise and Avaya options is US bank, a enterprise that makes a speciality of mortgages.

“MUG commercial enterprise’s Interceptor application is a lifesaver,” observed Jeff Greenburg, Sr. Voice community Engineer, US bank. “It gives us the capacity to elope a listing selection that excludes consummate cellphones or only selects cellphones. This helps originate positive their calling campaigns toil with each of these various mobilephone varieties, while staying inside the stringent suggestions and rules that compass telemarketing to cellphones.”

MUG commercial enterprise is a technology accomplice in the Avaya DevConnect application—an initiative to strengthen, market and sell creative third-birthday party items that interoperate with Avaya expertise and extend the value of a company’s funding in its community.

As a expertise companion, MUG trade is eligible to publish items for compliance testing by course of the Avaya admit Interoperability and test Lab. There, a crew of Avaya engineers develops a finished test course for every utility to examine no matter if it is Avaya suitable. Doing so makes it practicable for groups to confidently add superior-in-class capabilities to their community without having to substitute their current infrastructure—dashing deployment of recent functions and decreasing each network complexity and implementation expenses.

“agencies affection MUG enterprise are assisting Avaya by means of growing options that extend and personalize their products for their shoppers,” pointed out Eric Rossman, vp, developer relations. “Interceptor helps permit valued clientele the expend of Avaya Proactive Contact elope their outbound calling campaigns without rigor and effectivity.”

About Avaya

Avaya is a world issuer of company collaboration and communications solutions, featuring unified communications, contact centers, networking and linked capabilities to businesses of consummate sizes consummate over. For more suggestions tickle hunt recommendation from www.avaya.com. For extra assistance on the Avaya DevConnect program, consult with www.avaya.com/devconnect.

About MUG enterprise

MUG enterprise is a world consulting group, presenting practicing, studies and custom solutions for contact centers. For greater tips on MUG trade consult with www.mugenterprise.com. Managing the space Between You and Your consumer.


132-S-712.2 Specialist: Avaya Proactive Contact Solutions Design Elective

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132-S-712.2 exam Dumps Source : Specialist: Avaya Proactive Contact Solutions Design Elective

Test Code : 132-S-712.2
Test appellation : Specialist: Avaya Proactive Contact Solutions Design Elective
Vendor appellation : Avaya
real questions : 62 actual Questions

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Specialist: Avaya Proactive Contact Solutions Design Elective

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Avaya knowing Communications Transforms trade Processes for Improved Operational Efficiency and Customer Satisfaction | killexams.com actual questions and Pass4sure dumps

New Solution For Communications Enabled trade Processes Speeds Decision-Making, Streamlines Mission-Critical Processes and Resolves Issues Before They repercussion Customers

BASKING RIDGE, N.J., March 5 /- Avaya Inc. (NYSE:AV), a global leader in trade communications applications, software and services, today introduced a modern solution that addresses the challenges businesses pan in responding faster, smarter and more effectively in today's "always-on" world. It embeds Avaya knowing Communications capabilities into consummate types of trade processes, resulting in modern Communications Enabled trade Processes (CEBP) that profit automate and manage the human collaboration required to conduct business. Comprised of modern software and services, the CEBP solution enables enterprises to enhance operational efficiency, worker productivity and customer satisfaction.

The solution uses modern Avaya Communications Process Manager software and modern consulting, integration and remote monitoring support from Avaya Global Services to deliver CEBP solutions. The software enables communications activity to breathe triggered within a trade process and helps manage the process to its successful resolution. This is achieved by predicting or sensing critical events, automatically engaging the birthright people, and coordinating multi-channel communications among the parties. This can accelerate response times, streamline mission-critical processes, and free workers from managing communications details so they can focus on making decisions.

An Avaya customer birth to expend Avaya Communications Process Manager to improve their trade processes is Whirlpool Corporation, the world's leading manufacturer and marketer of major home appliances. The company already uses Avaya IP telephony and contact heart technology, and now is using Avaya solutions for Communications Enabled trade Processes to profit ensure smooth operation of network systems, improve supply chain management and raise the bar on its already stellar customer service.

"At Whirlpool, they want the capacity to respond fast, which means predicting issues before they arise, and escalating them with the birthright people quickly," said Brian Murphy, director of e-services, global development, Whirlpool Corporation. "To enact this, it is critical to continually improve their trade processes, and Avaya is supporting these efforts."

Whirlpool plans to expand its expend of Avaya Communications Enabled trade Processes with applications that monitor and route executives and managers alerts for a variety of purposes, including infrastructure events and manufacturing performance metrics.

Gaining a Competitive odds with Avaya CEBP

Avaya CEBP solutions allow for the improvement of consummate kinds of trade processes, such as supply chain management, transaction processing and character control. For instance, a manufacturing company can expend this solution to identify product character issues early -- before it impacts customers. Once the solution detects an issue, it automatically notifies the birthright people (i.e. character assurance specialist, engineer and supervisor) via any communications mode, breathe it mobile or desk phone, e-mail or instant message. The notified people are brought into a conference call, or asked to "close the loop" by responding to a set of options. Each participant's progress can breathe followed up on to verify the character issue has been resolved.

"The repercussion of Communications Enabled trade Processes on organizations that employ it will breathe profound," said Robin Bloor, partner, Hurwitz & Associates. "CEBP is the 'missing link' in the automation of trade processes. The knowing expend of CEBP will lead to improved trade process efficiency and execution. But beyond this, it will enable organizations to design and evolve whole trade processes-for the first time."

"Businesses are seeking modern ways to streamline operations and breathe more effective, even as they deal with more information, more calls and more customer demands," said Stuart Wells, senior vice president and president, Avaya Global Communications Solutions. "By bringing their innovation in advanced and open technologies to trade processes, Avaya gives organizations the unique competitive odds that can only arise through knowing Communications."

Avaya's Open Communication Web Services Simplify CEBP Deployments

Avaya Communications Process Manager is a platform that manages a rich set of composite communication capabilities leveraging Avaya's broad application portfolio. It exposes these capabilities as high-level Web services that are simple to implement and use, and are compliant with a Service Oriented Architecture (SOA). These modern Web Services provide capabilities such as "Advisory," which contacts users, "Notify & Respond," which drives responses, and "Notify & Conference," which contacts users and adds them to a conference call.

With this approach, Avaya eliminates the complexity of using low-level computer telephony integration (CTI) and proprietary APIs, and enables the re-use of Web Services, helping companies communications-enable their trade processes in the most practical and cost-effective manner.

Session Initiation Protocol (SIP) technology besides plays a key role in this solution, allowing CEBP to seamlessly control a wide gain of Avaya and multivendor communications devices and resources. This will comprehend applications built on Ubiquity's SIP Application Server, which Avaya obtained in its acquisition of Ubiquity. With this acquisition, Avaya plans to accelerate its knowing Communications strategy for enterprises with a scalable SIP based foundation for integrating real-time communications into trade processes, as well as support for carrier-grade application development.

Avaya's Ecosystem of CEBP Partners to Drive Next-Generation Applications

An array of Avaya services and ecosystem partners will play a central role in delivering Communications Enabled trade Processes. Avaya Global Services provides end-to-end CEBP support services, which includes consulting on discovery process, creating an architecture design per customer requirements, and ongoing software support with proactive remote monitoring.

Ongoing development of Avaya CEBP applications will breathe fostered by an ecosystem of developers, consultants and trade application partners. This includes integration with leading trade application solutions, including IBM WebSphere® and SAP NetWeaver®, in order to provide CEBP capabilities to trade process users throughout enterprises.

Avaya will breathe showcasing its modern Communications Enabled trade Process solutions, along with partner-developed solutions, at the VoiceCon Spring 2007 event in Orlando, Florida, March 5 - March 8. (Booth #601).

For more information on obtaining Avaya Communications Enabled trade Process solutions, visit http://www.avaya.com/cebp.

Solution Details:

Avaya Communications Process Manager: This software is the central driver of Avaya Communications Enabled trade Processes. It delivers multiple Web Services to integrate communications capabilities across Avaya's application portfolio, including Avaya Communication Manager, Meeting Exchange and Voice Portal. The software orchestrates consummate of the communications activities required when an event in a trade process warrants contact with other individuals -- finding the birthright people and contacting them, and bringing them together for decisive collaboration.

Avaya Event Processor: This optional capability of the Communications Process Manager continuously monitors real-time information streams so the solution can detect significant events and quickly respond by initiating alerts or triggering an knowing communications workflow through Communications Process Manager.

Avaya Global Services: To ensure businesses receive the customized Communications Enabled trade Processes they require, Avaya provides communications consulting services, customized software development, and a plenary gain of ongoing support and proactive remote monitoring services.

About Avaya

Avaya delivers knowing Communications solutions that profit companies transform their businesses to achieve marketplace advantage. More than 1 million businesses worldwide, including more than 90 percent of the FORTUNE 500®, expend Avaya solutions for IP Telephony, Unified Communications, Contact Centers and Communications Enabled trade Processes. Avaya Global Services provides comprehensive service and support for companies, tiny to large. For more information visit the Avaya Web site: www.avaya.com/.

Source: Avaya Inc.

CONTACT:Media Relations:Jonathan Varman,+1-908-953-6432,jvarman@avaya.com,

Web site: http://www.avaya.com/http://www.avaya.com/cebp

Related Thomas Industry Update Thomas For Industry

'In Chuck They Trust': Partners convey CEO Robbins Is Firing On consummate Cylinders | killexams.com actual questions and Pass4sure dumps

To convey channel partners are bullish about the future of Cisco Systems under the leadership of CEO Chuck Robbins is an understatement.

Even after four of Cisco's longtime top engineers abruptly departed the networking giant in June -- along with a slew of other Cisco leaders over the past year -- partners are confident in the 19-year Cisco veteran’s plans.

Partners Have said an internal power struggle is under course at Cisco after Robbins reorganized the company's 25,000-member engineering unit into four modern teams. Soon after the reorganization, Soni Jiandani, Mario Mazzola, Prem Jain and Luca Cafiero -- consummate Cisco engineering leaders who led the research and development of several Cisco "spin-ins" including Insieme in 2012 – announced their resignations efficacious June 17.

[Related: Chuck's Rx: Cisco's Prescription For Subscription ]

Partners applauded Robbins' decision to quiver up the engineering organization as piece of a hard-driving trail to accelerate the software transformation at the company.

"Chuck is doing the birthright thing," said Harry Zarek, CEO of Compugen, one of Cisco's top partners, ranked No. 67 on the 2016 CRN Solution Provider 500 list. "Kudos to him. It's a grandiose gutsy move. I am a sturdy supporter of Chuck. He has been a channel guy forever. consummate I can convey is they support Chuck."

David Powell, vice president of TekLinks, a Birmingham, Ala.-based Cisco Gold confederate ranked No. 174 on the 2016 CRN Solution Provider 500 list, said Robbins has earned the confidence of the channel and reshuffling leadership positions could breathe a necessity if Cisco wants to successfully transform from selling network hardware to software and services.

"They've had a lot of people that Have been trusted by the confederate community -- affection Edison [Peres] and others, leave," said Powell. "And that's OK. They understand Chuck needs to build his team and needs to secure the birthright people around him that he feels he needs to evanesce forward."

Partners said Robbins has made their Cisco trade more profitable in 2016 and they aren't expecting revenue to slow down regardless of the leadership changes.

"It will definitely breathe the biggest [revenue] year for PCM, without a doubt, around Cisco," said Phil Mogavero, vice president of Advanced Technology Group network solutions and regional chief technology officer at El Segundo, Calif.-based PCM -- a $1.5 billion technology integrator that partners with Cisco, ranked No. 28 on the 2016 CRN Solution Provider 500 list. "By expanding their value-based offerings in the region of security and collaboration, it's providing PCM with greater opportunities to extend their margin and profits with Cisco."

Mogavero -- who years ago conducted sales calls alongside Robbins when the CEO was a Cisco sales executive -- said despite the executive departures, Cisco's strategy remains solid and aligns with the industry shift to the cloud.

Under Robbins' leadership, Cisco is providing the channel with more margin opportunities by structure its product and services portfolio around peppery markets affection security and Software as a Service.

For its recent third fiscal quarter, Cisco beat Wall Street estimates through double-digit growth in its security, collaboration and services business. For the quarter, Cisco's security trade increased 17 percent year over year to $482 million, collaboration increased 10 percent to $1.07 billion year over year, and services jumped 11 percent year over year to $3.13 billion.

"Chuck is accelerating innovation so there [are] more reasons to Have conversations with their customers around Cisco. Whereas for a while -- as they were trying to device out their course forward -- there was a bit of a delay or just not a lot of sense of urgency around innovation," said TekLink's Powell.

"Cisco is doing a better job in understanding how they originate money," he said.

Robbins’ application to extend innovation in areas such as cloud, security, the Internet of Things and software is driving profit for the channel, said partners. The channel today represents 85 percent of Cisco's annual revenue, according to a modern report by fiscal services firm UBS.

New product innovation includes the launch of several IoT-focused products and the unveiling of a breakthrough analytics data heart appliance: Cisco Tetration Analytics.

With Robbins at the helm, Cisco has purchased or revealed its intent to acquire 11 companies -- most of which are cloud-based vendors. On June 28, the San Jose, Calif.-based networking giant said it would buy its fourth security vendor in the past 12 months: cloud security specialist CloudLock for $293 million.

"Chuck is letting partners evanesce after these modern roles and Have relevant cloud conversations with customers – that's the grandiose thing I contemplate with him," said Ethan Simmons, vice president, East, for Dallas-based Lumenate, a Cisco confederate ranked No. 152 on the 2016 CRN Solution Provider 500 list.

"If a confederate can evanesce out and Have a relevant cloud conversation with a customer that's looking for that trusted adviser role, Cisco has better enabled partners to evanesce out and Have those conversations now," said Simmons.

During Cisco's fiscal year 2016 with Robbins as CEO, the company's Popular back-end rebate program, VIP (Value Incentive Program), shifted toward incentivizing partners around software, security, digital-ready networks and SaaS, according to Cisco. At Robbins' first confederate peak as CEO, the company said it would simplify VIP to profit its channel community.

In exclusive interviews with CRN, Robbins and his top leaders laid out Cisco's vision for the future in regard to how it will transition the channel into the digital age. For the first time, Cisco is creating a network software subscription model designed to change the sales motion for its channel partners based on its Digital Network Architecture and Cisco ONE software.

"There's never been a better time to bring something innovative affection this to the industry, and I mediate the market will welcome it," said Kent MacDonald, vice president of trade development at Calgary, Alberta-based Long View Systems, a Cisco Gold confederate ranked No. 85 on the 2016 CRN Solution Provider 500. "From a confederate lens, we're very enthused to contemplate the creativity and innovation versus continuing to always drive something from speeds and feeds [in] a hardware scenario."

Although partners convey challenges palter ahead for Robbins, such as retaining talent and implementing a more lucid cloud strategy, the future looks gleaming for Cisco and its channel.

"We know and understand Chuck, and Chuck knows and understands the channel. That gives him the confidence to build the foot on the accelerator and partners are contented to breathe on that ride with him," said MacDonald. "In Chuck they trust."

STEVEN BURKE contributed to this story.


Learning from the Octopus: How Secrets from Nature Can profit Us Fight Terrorist Attacks, Natural Disasters, and Disease: Excerpt | killexams.com actual questions and Pass4sure dumps

Here's an excerpt from the modern book Learning from the Octopus: How Secrets from Nature Can profit Us Fight Terrorist Attacks, Natural Disasters, and Disease by Rafe Sagarin.

201204301135Despite the billions of dollars we’ve poured into curious wars, homeland security, and catastrophe response, they are fundamentally no better prepared for the next terrorist beset or unprecedented flood than they were in 2001. Their response to catastrophe remains unchanged: add another step to airport security, another meter to the levee wall. This approach has proved totally ineffective: reacting to past threats and trying to predict future risks will only fritter resources in their increasingly unpredictable world.

In Learning from the Octopus, ecologist and security expert Rafe Sagarin rethinks the seemingly intractable problem of security by drawing inspiration from a surprising source: nature. Biological organisms Have been live -- and thriving -- on a risk-filled planet for billions of years. Remarkably, they Have done it without planning, predicting, or trying to consummate their responses to intricate threats. Rather, they simply accommodate to unravel the challenges they continually face.

Military leaders, public health officials, and trade professionals would consummate affection to breathe more adaptable, but few Have figured out how. Sagarinargues that they can learn from observing how nature is organized, how organisms learn, how they create partnerships, and how life continually diversifies on this unpredictable planet.

As soon as they imerse their toes into a composed Pacific tidepool and watch what they thought was a rock swirl into an octopus, jetting away in a cloud of ink, they can launch to contemplate the how human adaptability can mimic natural adaptation. The very mechanisms that enabled the octopus’s escape besides allow their immune system to ward off modern infectious diseases, helped soldiers in Iraq to recognize the threat of IEDs, and aided Google in developing faster ways to detect flu outbreaks.

While they will never breathe able to predict the next earthquake, terrorist attack, or market fluctuation, nature can pilot us in developing security systems that are not purely reactive but proactive, holistic, and adaptable. From the tidepools of Monterey to the mountains of Kazakhstan, Sagarin takes us on an eye-opening tour of the security challenges they face, and shows us how they might learn to respond more effectively to the unknown threats lurking in their future.

Excerpt: Learning from the Octopus: Prologue: Unnatural Disasters

On the morning of December 26, 2004, animals across Asia and Africa were acting strangely. Elephants elicited horrific bellows, herds of oxen bolted for higher ground, and domestic dogs refused to evanesce on their morning walks along the beach. In some cases, bewildered humans followed the lead of their charges to higher ground, but many did not. Less than an hour later, the ocean was sucked back far from shore and a huge tsunami thundered consummate across India, Africa, and southern Asia, killing 225,000 people -- one of the worst catastrophes in modern history.1

After the floodwaters retreated, international aid poured in, with particular attention paid to installing state-of-the-art tsunami warning systems across the region. Yet in comparison to the animal-based warning systems, these high-tech solutions are quiet fairly primitive. Just a few years after the tsunami, villagers in the Aceh province of Indonesia, one of the hardest hit areas, angrily stoned their tsunami warning until it was destroyed. The villagers felt the annoyance of the system's False alarms outweighed its purported benefits in early warning.

Destroying warning systems that are conjectural to protect us isn't uncommon. In the United States, residents of over 21 million households Have tampered with, destroyed, or disabled their own smoke detectors because of the nuisance of False alarms.3 In fairness to the makers of smoke and tsunami alarms, such technologies Have only been around for a few decades -- a fleeting fraction of Earth's long and violent undergo with tsunamis, floods, and fire. By contrast, the surprisingly accurate security systems demonstrated by the animals before the tsunami Have been developed and fine-tuned over billions of years, and this illustrates a major point: there is no technological solution that can prepare us for the risks of a highly variable and unpredictable world as well as the ancient natural process of adaptation.

Indeed, just a few weeks before the 2004 tsunami, the most technically sophisticated military oblige in the world inadvertently and quite publicly demonstrated how poorly adapted it was to its latest challenge. It happened during a pretty criterion piece of military propaganda set up for the evening news. The U.S. secretary of defense was to helicopter in to the edge of a war zone to bolster the troops' morale, listen sincerely to their concerns, and assure them that consummate of America was fighting birthright there alongside them. But it didn't swirl out that course for Secretary of Defense Donald Rumsfeld in Kuwait on December 8, 2004. To the cheers of several thousand soldiers assembled, Specialist Thomas Wilson, a 31-year venerable Tennessee National Guardsman, pointedly asked the secretary why he and his fellow soldiers were being forced to rummage through garbage dumps to find armor to strap on to their vehicles, which provided inadequate protection in the combat zone. Rumsfeld was initially taken aback, then tartly retorted, "You evanesce to war with the Army you have."4

It was a pivotal flash in how George W. Bush's war in Iraq was going to breathe interpreted. The left seized on it as yet another instance of the "chicken hawks" in the Bush administration cruelly sacrificing their pawns in an elective game of geopolitical chess. The birthright amplified reports that Wilson was "fed" his question by a Chattanooga Free Press reporter5 -- more evidence that the generous media was out to sabotage an essential front in the "War on Terror." Even fairly level-headed commentators couldn't profit but contrast the scrappy U.S. soldiers rummaging around junk piles for "hillbilly armor" to weld to their vehicles against the disinterested, out-of-touch button-down government bureaucrat. But the most famous contrast the exchange belied hasn't been well notable -- it was the contrast in adaptability demonstrated between soldiers affection Specialist Wilson and a large security organization affection the Department of Defense (DoD). This is, in fact, the very contrast in adaptability between animals sensing and responding to a tsunami and tsunami alarms sensing and responding to something that may or may not breathe a tsunami.

For armies fighting a war, for health practitioners trying to ward off a flu pandemic, for first responders containing the damage from a natural disaster, for IT managers trying to protect a computer network, for resource managers trying to course for a world dramatically altered by climate change, for CEOs worried about the next stock market crash, and for any national worried about the effects of any of these potential threats, adaptability is essential. If they want to interact with the world at consummate (and in a world of 7 billion people, they don't Have much choice), having the capacity to change how they interact with it is the only course they can survive.

For the troops on the ground, the process of adapting began soon after the invasion of Bagdad. They "went to war with the Army they had" (to paraphrase Rumsfeld), and it worked brilliantly for a while. With massive firepower, better training, and air superiority, even the most feared of Saddam Hussein's forces virtually collapsed in front of the advancing coalition. But as the venerable regime collapsed, the ground became rich for any number of modern threats to sprout up. The threat environment radically changed.

Suddenly, thousands of soldiers, independently as individuals and linked through the units they fought with, were observing that hidden improvised explosive devices (IEDs) were becoming their biggest threat to security. Whereas the DoD had planned for a war against AK-47s, Scud missiles, and weapons of mass destruction, soldiers on the ground began to contemplate their enemies as random trash piles, sudden fender benders in downtown traffic, and cell phones; hiding, distracting from, and detonating IEDs. By the time Wilson was so incensed as to dare breach military protocol to give a superior officer a dressing down, 266 of his colleagues had been killed due to IEDs.

The soldiers adapted the best that they could -- welding metal plates to their vehicles, blocking up culverts to purge the most obvious niches for bombers to use, and learning to identify the signs of hidden bombs in otherwise unremarkable debris. But their capacity to accommodate was limited by forces beyond their control -- by the paraphernalia they were given, by the available scrap metal, by the rules of date that they were ethically and legally bound by -- and the casualties mounted.

By contrast, the Department of Defense had virtually unlimited resources, especially after the terrorist attacks of September 11, 2001, when no politically minded senator or representative would ever swirl down a military appropriation request. What the DoD lacked was adaptability. Even as Specialist Wilson and his comrades were frantically tracking the rapidly changing tactics of insurgents, the DoD was slowly churning away on weapons systems and fighting procedures that had been dreamed up long ago in places far, far away from the streets of Baghdad and Fallujah. Rumsfeld's retort to Wilson belied a centralized view whereby tiny numbers of intellectuals design a battle course and the accompanying technology years in advance, and that's what you evanesce to war with. Moreover, even to bring the idealized technological solutions to deal with the threats theorized by DoD experts, the department was bound by a ponderous top-down procurement system in which a tiny number of large contractors submitted bids for development of weapons systems that inevitably ran over-budget and beyond the estimated timeline.

As a result, until Specialist Wilson's outburst, the upper reaches of the DoD were neither sensing changes in the threat environment nor responding quickly when modern threats were correctly identified. And even after congressional outrage from the exchange between Wilson and Rumsfeld fueled calls to speed up production and deployment of mine-resistant ambush-protected vehicles (MRAPs), they did not arrive in Iraq in until November 2007, nearly three years later. By that time, an additional 1,589 of Wilson's colleagues had been killed due to IED attacks. The DoD solution certainly arrived too late to save their lives, but besides too late to even deal with the original threat. A rapid downward trend in IED attacks and deaths was already well on its course by the time the MRAPs arrived in Iraq.

1. Mott, Maryann. "Did Animals Sense Tsunami Was Coming?" National Geographic News. January 4, 2005. http://news.nationalgeographic.com/news/2005/01/0104_050104_tsunami_animals.html; and "Pre-tsunami Animal Behavior." http://www.freewebs.com/asiadisaster/unusualanimalbehaviour.htm. Both accessed March 29, 2011.

2. MacKinnon, Ian. "Aceh Residents Disable Tsunami Warning System After False Alarm." Guardian, June 7, 2007. http://www.guardian.co.uk/world/2007/jun/07/indonesia.ianmackinnon. Nizza, Mike. "To atomize a Tsunami Alarm." modern York Times, June 8, 2007. http://thelede.blogs.nytimes.com/2007/06/08/warning-systems-unplugged/. Both accessed March 29, 2011.

3. Public/Private Fire Safety Council. "Home Smoke Alarms and Other Fire Detection and warning Equipment." White Paper. 2006.

4. "Troops Grill Rumsfeld over Iraq." http://news.bbc.co.uk/2/hi/middle_east/4079201.stm. "Rumsfeld Gets Earful from Troops." http://www.washingtonpost.com/wp-dyn/articles/A46508-2004Dec8.html. "Soldiers Must rely on 'Hillbilly Armor' for Protection," http://abcnews.go.com/WNT/story?id=312959&page=2. consummate accessed April 13, 2010.

Excerpted with license from from Learning from the Octopus: How Secrets from Nature Can profit Us Fight Terrorist Attacks, Natural Disasters, and Disease, by Rafe Sagarin. Available from Basic Books, a member of The Perseus Books Group. Copyright (c) 2012.



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