enrico mercadante @emercada

Leading Specialists team in @Cisco South Europe & Innovation for @CiscoItalia . Love skitouring bike and SUP as much as great food. Tweets are my own. it.linkedin.com/pub/enrico-mer… never at rest Joined October 2007

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Prof. Feynman @ProfFeynman

a year ago

Study hard what interests you the most in the most undisciplined, irreverent, and original manner possible.

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Naval @naval

2 years ago

The ascetic doesn’t renounce the world to gain something better, rather because he realizes there is nothing to be gained.

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EU_Eurostat @EU_Eurostat

2 years ago

Did you know that young people up to 18 years of age make up 18% of the EU population? 👭 🏡 Discover more about children and young people in the EU with our informative infographic, which covers education, health, living conditions and more. ➡️ europa.eu/!c4cBYW

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EU_Eurostat @EU_Eurostat

2 years ago

In the EU in 2023, the highest shares of over-qualified non-EU citizens were in: 🇬🇷Greece (69.6%) 🇮🇹Italy (64.1%) 💼Over-qualified citizens of other EU countries in: 🇮🇹Italy (45.1%) 🇨🇾Cyprus (43.1%) 💼Nationals: 🇪🇸Spain (34.4%) 🇬🇷Greece (31.1%) 👉europa.eu/!GxWr7f

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Gianmatteo Manghi @gmanghi

3 years ago

Che bello rivedere tanti nostri partner di persona: energia positiva, collaborazione e tante novità al @CiscoItalia Partner Club 2023! #ciscopclub23 #AI #CyberSecurity #innovation

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Angelo Fienga @afienga

3 years ago

Looking fw to joining @D_Ewalts for our joint session on Circular IT and relative challenges and opportunities. @WeAreCisco @CiscoItalia @emercada

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enrico mercadante @emercada

3 years ago

"How do I allow my employees to use AI to be more productive while I ensure that they don’t accidentally put sensitive enterprise or customer data into the wrong hands?" umbrella.cisco.com/blog/controlli…

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Massimo @Rainmaker1973

3 years ago

The interesting pattern created by the tangent lines to sine function [source: bit.ly/2uU2jd7]

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Massimo @Rainmaker1973

3 years ago

A non-Newtonian fluid is a fluid that does not follow Newton's law of viscosity, i.e. viscosity is not constant and it's a funtion of the stress applied [read more: buff.ly/3WnTSm5] [📹 Bunnyy_slime: buff.ly/3PSQU6F]

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Angelo Fienga @afienga

3 years ago

Sustainable Finance Summit starting in Paris today. Looking fw to discussing Cisco strategy for Sustainability and Green Pay program. @WeAreCisco @CiscoItalia @SantoniAgo @emercada @cassieroach_gps @deniseleeyeh

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James Lucas @JamesLucasIT

3 years ago

Il cupolone visto dall'Altare della Patria

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Massimo @Rainmaker1973

3 years ago

A Fibonacci dog can surely cheer up you day buff.ly/2lBq2MA [source, by Gianni Sarcone: buff.ly/2xpGq7H] #MathMonday #MotivationMonday

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Aakash Gupta @aakashgupta

3 years ago

AutoGPT is the breakthrough. It’s making GPT-4 look quaint. AutoGPT agents are self-directing machines. Here are 25 ways to use AutoGPT to skyrocket your career:

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Ludovico Einaudi @LudovicoEinaud

3 years ago

This was taken in 2016 in the Arctic Ocean. I was inspired by eight million voices from around the world calling for Arctic protection. Today is Earth Day and there's still an urgent need of help to support the work in the environmental movement. #EarthDay

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enrico mercadante @emercada

3 years ago

Network Infrastructure is the nervous system of business and society ... keep it safe by staying up to date !

Cisco Talos Intelligence Group @TalosSecurity

3 years ago

A new state-sponsored campaign called "Jaguar Tooth" is part of a broader trend of adversaries targeting network infrastructure. Here is the latest information Talos has on these attacks and advice on protecting this infrastructure globally cs.co/6016OOsPO

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Fondazione per la Sostenibilità Digitale @DigiTInst

3 years ago

“Annunciamo oggi l’ingresso di Confindustria in @DigiTInst: una adesione della quale siamo felici, perché quello della Fondazione è un lavoro di straordinaria importanza per il Paese” @SantoniAgo, Vice Presidente @Confindustria con delega al Digitale! #SostenibilitàDigitale

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Fondazione per la Sostenibilità Digitale @DigiTInst

3 years ago

Prassi di Riferimento #UNI @DigiTInst: perché è importante misurare la #SostenibilitàDigitale? Ne parliamo, nella terza Tavola Rotonda di giornata, con: • @smarras (@DigiTInst) • @mimmo_squillace (@UNINFO_it) • Marco Barra Caracciolo (Bludigit) • @emercada (@CiscoItalia)

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Fondazione per la Sostenibilità Digitale @DigiTInst

3 years ago

“Oggi le aziende sono costrette ad interfacciarsi con il digitale e la sostenibilità. I KPI definiti da questa iniziativa aiutano a navigare in questo mare e a porsi le domande giuste” @emercada, Responsabile Innovazione @Cisco Europa.

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Marc Randolph @marcrandolph

3 years ago

In 2000, Blockbuster was the movie rental king with 60,000 stores and 9,000 employees. Reed Hastings and I, on the other hand, were just two Silicon Valley geeks with a DVD-rental-by-mail idea. We’d been struggling since 1998 to find a way to make it work, and by the summer of 2000, we were finally seeing light at the end of the tunnel. Our no-due-dates, no-late-fees subscription model was a hit. Customers were pouring in and the company was growing like crazy. Running a subscription business takes a lot of cash, since you pay acquisition costs up front while the revenue comes in over time. But it was the height of the internet boom. Cash was plentiful. Until suddenly it wasn’t. Over a few short months, the internet bubble finally popped. The .com at the end of our name had been a badge of honor; now it was three scarlet letters. And with customers flooding in, cash was flying out. We’d spent more than $50 million getting to this point, and now it looked like our success was going to bankrupt us. Luckily, there is a Silicon Valley play book for this. It’s called “pursue strategic alternatives”—code for “sell, and sell fast.” The obvious strategic alternative for us was Blockbuster. Which is why, just a few weeks later, you’d have found me, Reed, and our CFO Barry McCarthy sitting at a giant conference table on the 37th floor of the Blockbuster headquarters in Dallas, getting ready to pitch Blockbuster. The pitch was simple. We would join forces with Blockbuster. We would run the online business. They would run the stores. We would jointly develop a blended model. And everyone would live happily ever after. And it was going great. They were leaning in. They asked good questions. Until they asked the most important question of all: “How much?” Now, we had rehearsed this. We figured we were $50 million in the hole... so let’s go with that! Reed leaned forward confidently and told them: “Fifty Million Dollars.” There was perfect silence. Their words were “we’ll consider it,” but we could tell they were fighting to suppress laughter. After that, the meeting went downhill fast. Well, what doesn’t kill you makes you stronger. Or, as my father used to tell me, “sometimes, the only way out is through.” We knew there was no easy way out. We struggled for years. But we eventually did make it through. We had our IPO. We passed Blockbuster in revenue. And today, the company that Blockbuster could have purchased in 2000 for $50 million, has a market cap exceeding $150 billion. And that company with 9000 stores? Now it’s got just one. But what’s the lesson to take from this? There’s certainly an inspiring one: It’s possible for a handful of people, with no prior experience in the video business, to take down a 6 billion dollar category-leading company. But I think the more important lesson—one that Blockbuster learned too late—is simply this: If you are unwilling to disrupt your business, there will always be someone willing to do it for you.

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Cisco @Cisco

3 years ago

What do the Indy Autonomous Challenge, #5G Networks, and the future of #SelfDrivingCars all have in common? Speed, compatibility, and confidence – just to name a few 🏎️ cs.co/60113CQCJ