Simon Armitage: It Ain't What You Do
The Fun Boy Three - It Aint What You Do () (HD)This was the second single from The Fun Boy Three and their first collaboration with Bananarama. Nov 26, · Hurriganes - Tavastia - Full Length Concertfunlovestory.com?v=gsBhwekd9R0Hurriganes - Keep On Knockin'funlovestory.com?v=gKjSjMrlw64Hurr.
The " shim sham " is often danced to the Lunceford recording of this song. The jazz tune was transformed into a pop song with ska elements in Terry Hall of Fun Boy Three owned a copy of Bananarama's previous single " Aie a Mwana ", and after seeing an article about the trio in The Facehe decided he wanted them to sing background vocals on the song, solely based what is s suggest app the fact that he liked their look.
Some reissues of the album also include the "Just Do It" section as a separate track. This s song article is a stub. You can help Wikipedia by expanding it. This s single —related article is a stub. From Wikipedia, the free encyclopedia. Archived from the original on Retrieved Australian Chart Book — Illustrated ed.
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Mar 25, · 'Tain't What You Do - Jimmy Lunceford. Apr 12, · it’s the way that you do it. How we procure and maintain the systems that secure information advantage from the growing volume of data in both military and civilian environments will dictate whether we can stay ahead of the game in situations that demand speed and agility. Don't mean a thing (aah-ahh-ah) Take it easy (aah-ahh-ah) And then your jive will swing (aah-ahh-ah) It ain't what you do it's the place that you do it. It ain't what you do it's the place that you do it. It ain't what you do it's the place that you do it. And that's what gets results. Do do do do-do do-do do do dooo.
My how the world has changed since I wrote my last post …. On the whole, it is undeniable that the pandemic has driven a massive adoption of digital services, and led to an even greater surge in popularity for fintech companies. As digital services adoption surged, so did the dependency on the digital supply chain. Rather than relax risk postures, businesses must continue to apply or step up the rigour and governance needed to manage risks associated with employees and supply chains, all the while trying to navigate the on-going unprecedented health crisis.
In January , a Financial Times investigation highlighted underlying problems with potentially false accounting and money laundering in the Asian operation of Wirecard. Surprisingly, the accounting executive in charge, Edo Kurniawan, remained in position after the investigation. Records show that Wirecard was plagued with less than optimal accounting and internal controls for more than a decade. Subsequent clean audits from EY gave it a semblance of respectability.
Further unsavoury information emerged subsequently, such as the fact that Wirecard processed transactions for a Maltese Mafia-linked casino , known for moving cash out of Italy in a sophisticated money laundering operation.
Investors, analysts and regulators, with few exceptions, largely ignored the warning signs. To add insult to injury, the once darling of the fintech world was suspended by several regulators, leaving many of their fintech customers unable to process payments , and consumers unable to access their funds, a situation many could have done without given the current challenges of the pandemic.
Some industry commentators have ventured that this was perhaps a failure in regulatory framework s. I would argue that external regulations are no substitute for proper behaviours and risk management processes. Examining the individual components of the Wirecard scandal, there are many lessons that can be learned and applied equally to cybersecurity management as they are to fraud prevention.
After all, good governance is good governance, regardless of where you need to apply it. There are many parallels that can be drawn between cybersecurity and fraud prevention. In fact, I would go as far as saying that cybersecurity and fraud prevention are two sides of the same coin. A multitude of cyber and information security failures lead to financial fraud. For example, what is a business email compromise BEC attack other than a lack of 1 Security e.
The two functions are so intrinsically linked that I fail to understand why they are generally not working together more closely. They are, after all, addressing the same or similar issues, from a slightly different angle. They will both invest in technology and processes to address these issues.
These technologies and processes often overlap. Better communications would lead to better processes, but also substantial savings. In addition, we understand and sympathise with the usual CISO complaint regarding the lack of budget, but have you ever heard a corporate risk executive who will generally be responsible for the fraud prevention function complaining about lack of funds? No, nor me. That is because corporate risk is well understood.
Cyber risk — which should be an inherent part of corporate risk — has not yet reached that level of maturity.
Tip for my security friends: get closer to your fraud colleagues and understand what they do, they might just have the budget you need for the problem at hand.
Again, that means communicating effectively. But regulators also recognise that more stringent regulations are not effective by themselves, and that culture and behaviours are the main drivers for risk management to be effective.
Although unlikely to slow down the overall popularity of fintech, the Wirecard scandal has put more focus on transparency and trust. Admittedly, young businesses may consider themselves technology companies, and therefore subject only to technology-related risks. But losing sight of the need for effective processes, a conducive culture and appropriate governance frameworks especially in financial services , only leads to more failure.
Neira Jones is a global advisor and thought leader in the fraud, payments and cybersecurity industries. Follow her on Twitter at neirajones. Industry Perspectives. Securing the Digital World. The Language of Cybersecurity. Need help? Click on the button below to begin a chat session. My how the world has changed since I wrote my last post … On the whole, it is undeniable that the pandemic has driven a massive adoption of digital services, and led to an even greater surge in popularity for fintech companies.
For Wirecard, the writing was on the wall… In January , a Financial Times investigation highlighted underlying problems with potentially false accounting and money laundering in the Asian operation of Wirecard.
Reading the signs… Some industry commentators have ventured that this was perhaps a failure in regulatory framework s. An effective corporate risk and governance framework will spot irregularities. The technologies are there to help, but if appropriate processes are not in place to triage, report and action early warnings, it will be wasted technology investment. Going back to Wirecard, it took the action of a whistleblower to bring the matter to light.
The cybersecurity community faces the very same problems. Have an efficient governance framework. A governance framework needs to be objective, transparent and impartial. This means sticking to the rules. Is it so different for cybersecurity? Take regulatory compliance seriously. Regulations are there for a reason, and they ensure that any given ecosystem can operate effectively and safely by defining and enforcing appropriate controls.
For cybersecurity, regulatory controls are there to prevent cybercrime in its many forms. For fraud prevention, they help to spot accounting irregularities and internal fraud. Wirecard decided to hire PWC as their auditor instead, creating a potential conflict of interest as they were also the auditors for Wirecard Bank.
Equally, for cybersecurity, oversight and culture are key. Lead from the top. Focus on internal controls. Following on from the example above, we all know that threats are not always external. Either deliberate or through a lack of knowledge, insider threats have consistently been on the CISO agenda over the last few years. For example, some are very quick to blame cloud providers for the many media worthy cloud data breaches of late, when in fact, cloud misconfiguration is generally the issue.
Focus on supply chain governance. Nowadays, with our increasingly stretched supply chains e. The failure of Wirecard resulted in significant impact on their B2B customers, largely fintech firms.
The more able of these clients had already put plans in place to distance themselves from Wirecard. Sadly, consumers relying on those services were left in the lurch and unable to access their funds, affecting vulnerable segments particularly hard. This dented consumer trust in those services. This is of course an issue that the cybersecurity community should be very familiar with. Have a committed and accountable Board. As bad behaviour was rewarded or at least overlooked , a toxic corporate culture took hold.
Boards need to be educated, and accountable. To achieve this, whether in fraud prevention or cybersecurity, communication is key. And that's what gets results… There are many parallels that can be drawn between cybersecurity and fraud prevention.
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