38 research outputs found
Critical Role of Macrophages and Their Activation via MyD88-NFÎșB Signaling in Lung Innate Immunity to Mycoplasma pneumoniae
Mycoplasma pneumoniae (Mp), a common cause of pneumonia, is associated with asthma; however, the mechanisms underlying this association remain unclear. We investigated the cellular immune response to Mp in mice. Intranasal inoculation with Mp elicited infiltration of the lungs with neutrophils, monocytes and macrophages. Systemic depletion of macrophages, but not neutrophils, resulted in impaired clearance of Mp from the lungs. Accumulation and activation of macrophages were decreased in the lungs of MyD88â/â mice and clearance of Mp was impaired, indicating that MyD88 is a key signaling protein in the anti-Mp response. MyD88-dependent signaling was also required for the Mp-induced activation of NFÎșB, which was essential for macrophages to eliminate the microbe in vitro. Thus, MyD88-NFÎșB signaling in macrophages is essential for clearance of Mp from the lungs
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Continuation vs Discontinuation of Renin-Angiotensin System Inhibitors Before Major Noncardiac Surgery
ImportanceBefore surgery, the best strategy for managing patients who are taking renin-angiotensin system inhibitors (RASIs) (angiotensin-converting enzyme inhibitors or angiotensin receptor blockers) is unknown. The lack of evidence leads to conflicting guidelines.ObjectiveTo evaluate whether a continuation strategy vs a discontinuation strategy of RASIs before major noncardiac surgery results in decreased complications at 28 days after surgery.Design, setting, and participantsRandomized clinical trial that included patients who were being treated with a RASI for at least 3 months and were scheduled to undergo a major noncardiac surgery between January 2018 and April 2023 at 40 hospitals in France.InterventionPatients were randomized to continue use of RASIs (nâ=â1107) until the day of surgery or to discontinue use of RASIs 48 hours prior to surgery (ie, they would take the last dose 3 days before surgery) (nâ=â1115).Main outcomes and measuresThe primary outcome was a composite of all-cause mortality and major postoperative complications within 28 days after surgery. The key secondary outcomes were episodes of hypotension during surgery, acute kidney injury, postoperative organ failure, and length of stay in the hospital and intensive care unit during the 28 days after surgery.ResultsOf the 2222 patients (mean age, 67 years [SD, 10 years]; 65% were male), 46% were being treated with angiotensin-converting enzyme inhibitors at baseline and 54% were being treated with angiotensin receptor blockers. The rate of all-cause mortality and major postoperative complications was 22% (245 of 1115 patients) in the RASI discontinuation group and 22% (247 of 1107 patients) in the RASI continuation group (risk ratio, 1.02 [95% CI, 0.87-1.19]; Pâ=â.85). Episodes of hypotension during surgery occurred in 41% of the patients in the RASI discontinuation group and in 54% of the patients in the RASI continuation group (risk ratio, 1.31 [95% CI, 1.19-1.44]). There were no other differences in the trial outcomes.Conclusions and relevanceAmong patients who underwent major noncardiac surgery, a continuation strategy of RASIs before surgery was not associated with a higher rate of postoperative complications than a discontinuation strategy.Trial registrationClinicalTrials.gov Identifier: NCT03374449
Geology and Physical Properties Investigations by the InSight Lander
Although not the prime focus of the InSight mission, the near-surface geology and physical properties investigations provide critical information for both placing the instruments (seismometer and heat flow probe with mole) on the surface and for understanding the nature of the shallow subsurface and its effect on recorded seismic waves. Two color cameras on the lander will obtain multiple stereo images of the surface and its interaction with the spacecraft. Images will be used to identify the geologic materials and features present, quantify their areal coverage, help determine the basic geologic evolution of the area, and provide ground truth for orbital remote sensing data. A radiometer will measure the hourly temperature of the surface in two spots, which will determine the thermal inertia of the surface materials present and their particle size and/or cohesion. Continuous measurements of wind speed and direction offer a unique opportunity to correlate dust devils and high winds with eolian changes imaged at the surface and to determine the threshold friction wind stress for grain motion on Mars. During the first two weeks after landing, these investigations will support the selection of instrument placement locations that are relatively smooth, flat, free of small rocks and load bearing. Soil mechanics parameters and elastic properties of near surface materials will be determined from mole penetration and thermal conductivity measurements from the surface to 3â5 m depth, the measurement of seismic waves during mole hammering, passive monitoring of seismic waves, and experiments with the arm and scoop of the lander (indentations, scraping and trenching). These investigations will determine and test the presence and mechanical properties of the expected 3â17 m thick fragmented regolith (and underlying fractured material) built up by impact and eolian processes on top of Hesperian lava flows and determine its seismic properties for the seismic investigation of Marsâ interior
Constraints on the shallow elastic and anelastic structure of Mars from InSight seismic data
Marsâs seismic activity and noise have been monitored since January 2019 by the seismometer of the InSight (Interior Exploration using Seismic Investigations, Geodesy and Heat Transport) lander. At night, Mars is extremely quiet; seismic noise is about 500 times lower than Earthâs microseismic noise at periods between 4 s and 30 s. The recorded seismic noise increases during the day due to ground deformations induced by convective atmospheric vortices and ground-transferred wind-generated
lander noise. Here we constrain properties of the crust beneath InSight, using signals from atmospheric vortices and from the
hammering of InSightâs Heat Flow and Physical Properties (HP3) instrument, as well as the three largest Marsquakes detected
as of September 2019. From receiver function analysis, we infer that the uppermost 8â11 km of the crust is highly altered and/
or fractured. We measure the crustal diffusivity and intrinsic attenuation using multiscattering analysis and find that seismic
attenuation is about three times larger than on the Moon, which suggests that the crust contains small amounts of volatiles
SEIS: Insightâs Seismic Experiment for Internal Structure of Mars
By the end of 2018, 42 years after the landing of the two Viking seismometers
on Mars, InSight will deploy onto Marsâ surface the SEIS (Seismic Experiment for Internal
Structure) instrument; a six-axes seismometer equipped with both a long-period three-axes
Very Broad Band (VBB) instrument and a three-axes short-period (SP) instrument. These
six sensors will cover a broad range of the seismic bandwidth, from 0.01 Hz to 50 Hz,
with possible extension to longer periods. Data will be transmitted in the form of three
continuous VBB components at 2 sample per second (sps), an estimation of the short period
energy content from the SP at 1 sps and a continuous compound VBB/SP vertical axis at
10 sps. The continuous streams will be augmented by requested event data with sample
rates from 20 to 100 sps. SEIS will improve upon the existing resolution of Vikingâs Mars
seismic monitoring by a factor of ⌠2500 at 1 Hz and ⌠200 000 at 0.1 Hz. An additional
major improvement is that, contrary to Viking, the seismometers will be deployed via a
robotic arm directly onto Marsâ surface and will be protected against temperature and wind
by highly efficient thermal and wind shielding. Based on existing knowledge of Mars, it is
reasonable to infer a moment magnitude detection threshold of Mw ⌠3 at 40⊠epicentral
distance and a potential to detect several tens of quakes and about five impacts per year. In
this paper, we first describe the science goals of the experiment and the rationale used to
define its requirements. We then provide a detailed description of the hardware, from the
sensors to the deployment system and associated performance, including transfer functions
of the seismic sensors and temperature sensors. We conclude by describing the experiment
ground segment, including data processing services, outreach and education networks and
provide a description of the format to be used for future data distribution
Assessment of the digital maturity of the players in the banking area in a digital transformation perspective
La banque est un secteur en premiĂšre ligne de la transformation digitale et se classe en 4e position des secteurs les plus transformĂ©s numĂ©riquement derriĂšre les technologies de lâinformation et de la communication, les mĂ©dias et les services professionnels (Gandhi & al, 2016). En outre, lâexplosion des donnĂ©es et le besoin de traitement en temps rĂ©el est un dĂ©fi pour les acteurs pour rĂ©pondre ou anticiper les besoins des clients. En ce sens, la transformation digitale des banques est emblĂ©matique des opportunitĂ©s et des risques de notre sociĂ©tĂ© numĂ©rique.Les Ă©tudes tendent Ă prouver que la performance digitale reflĂšte la performance Ă©conomique de lâentreprise (Accenture, 2016b). Il devient dĂšs lors dâautant plus important dâeffectuer sa transformation digitale pour rester ou devenir une banque performante dâautant plus que la mortalitĂ© moyenne des multinationales nâest que de 40 ans (Schatt, 2014).Le prĂ©alable Ă lâanalyse peut rĂ©sider dans la connaissance, par les banques, de leur maturitĂ© numĂ©rique actuelle.Le modĂšle dĂ©veloppĂ© dans cette thĂšse sâinscrit dans cette perspective et vise Ă souligner les forces dâun acteur bancaire et ses points perfectibles pour, dans une perspective opĂ©ratoire, alimenter la stratĂ©gie de transformation des entreprises du secteur. Le point de dĂ©part en est une mĂ©thode de mesure de maturitĂ© numĂ©rique de toute organisation (Fayon, Tartar, 2014) qui a Ă©tĂ© approfondie dans le cadre de ce travail de thĂšse. La rĂ©flexion a Ă©tĂ© conduite relativement aux tendances structurantes de la transformation digitale, et Ă un centrage sur le cas du secteur bancaire. Elle sâest nourrie des travaux acadĂ©miques relatifs au changement de paradigme portĂ© par les technologies numĂ©riques et Ă ceux relatifs au design organisationnel entre autres. Deux enquĂȘtes (lâune sur la banque du futur ; lâautre sur les attentes des gĂ©nĂ©rations en matiĂšre de service bancaire) et un PoC rĂ©alisĂ© dans le cadre du paiement sans contact sur smartphone Ă La Poste, ont nourri la rĂ©flexion pour enrichir notre modĂšle initial de mesure de la maturitĂ© numĂ©rique.Pour bĂątir le modĂšle, nous avons fait le choix de nous baser principalement sur les travaux existants dans les deux domaines au cĆur de la transformation digitale, dâune part les systĂšmes dâinformation oĂč de nombreux outils mĂ©thodologiques ont Ă©tĂ© dĂ©veloppĂ©s (CMMI, ITIL, CobiT, etc.) et dâautre part le marketing. Chacun des indicateurs du modĂšle initial a Ă©tĂ© challengĂ© en sâappuyant sur la littĂ©rature dans le domaine ainsi que sur un corpus de donnĂ©es Ă©laborĂ© pour ce travail de thĂšse.La portĂ©e de cette mesure est de deux ordres. Le rĂ©sultat peut permettre, pour les dĂ©cideurs qui sâen saisissent â typiquement les acteurs de la transformation digitale (Comex, CDO, Directeur du SI, Directeur marketing) â, dâalimenter la stratĂ©gie de transformation digitale de lâacteur considĂ©rĂ© (grĂące au calcul de la maturitĂ© des leviers identifiĂ©s et globalement de la banque pour mettre en exergue ses forces et ses faiblesses). Mais cette mesure peut avoir Ă©galement une portĂ©e performative. Elle peut permettre en effet, comme pour tous dispositifs de mesure, de donner un Ă©tat « objectivĂ© » mais Ă©galement « objectivant » du niveau atteint par chacun des indicateurs et accompagner dĂšs lors un processus rĂ©flexif de transformation digitale.Un certain nombre de limites sont inhĂ©rentes Ă ce travail de thĂšse, dans sa dimension instrumentale notamment. La cohĂ©rence interne du modĂšle, bien que mise Ă lâĂ©preuve de diffĂ©rentes dĂ©marches analytiques et tests, nâest pas exempte, par construction, dâune part dâarbitraire. La pertinence du modĂšle, si elle a pu ĂȘtre testĂ©e partiellement Ă lâaune de cas dâentreprise, reste soumise Ă lâĂ©preuve de la gĂ©nĂ©ralisation. Par ailleurs, le caractĂšre Ă©volutif des technologies numĂ©riques et des changements sociĂ©taux associĂ©s, pourront faire perdre de lâacuitĂ© Ă certains indicateurs. Mais la dimension intrinsĂšquement performative du modĂšle pourrait demeurer.The bank is a front-line sector of digital transformation and ranks 4th in the most digitally-transformed sectors behind IT, media and professional services (Gandhi & al, 2016). In addition, the burst of data and the need for real-time processing is a challenge for the players to meet or anticipate the needs of customers. In this way, the digital transformation of banks is emblematic of the opportunities and risks of our digital society.Studies tend to demonstrate that digital performance reflects the company's economic performance (Accenture, 2016b). It is therefore all the more important to carry out its digital transformation in order to remain or become a performing bank, especially since the average mortality of multinationals is only 40 years (Schatt, 2014).The question is where are the banks going to be in the value chain: continuing vertical integration or horizontal integration to diversify, buy or make partnerships with technological players or fintech?The prerequisite may lie in the knowledge of their current digital maturity. The model developed in this thesis makes it possible to highlight the strengths of a banking player and its perfectible points likely to feed the transformation strategy for its leaders and the related priorities. The starting point is the methodology of measuring digital maturity of any kind of organization (Fayon, Tartar, 2014) that has been challenged as part of this thesis work. Its axes, which define digital maturity, have evolved and are there to number six: Organization, Technology and Innovation, People, Offer, Environment, Strategy.The reflection has been focused on the structuring trends of digital transformation, and a focus on the case of the banking sector. She has been nourished by academic work related to the paradigm shift brought by digital technologies and those related to organizational design among others. Two surveys (one on the bank of the future, the other on the expectations of the generations in terms of banking service) and a PoC realized as part of the contactless payment on smartphone at La Poste french company have fueled the reflection to enrich our initial model of measuring digital maturity.To build the model, we have chosen to rely primarily on existing work in both areas at the heart of digital transformation, on the one hand information systems where many methodological tools have been developed (CMMI, ITIL, CobiT, etc.) and secondly marketing. Each of the indicators of the initial model was challenged by relying on the literature in the field as well as on a body of data developed for this thesis work.The scope of this measure is of two kinds. The result can make it possible for the decision makers who seize it - typically the actors of the digital transformation (Executive Committee, CDO, CTO, CMO) â feed the digital transformation strategy of the considered actor (thanks to the calculation of the maturity of the 6 levers and globally of the bank to highlight its strengths and its weaknesses, it is then necessary to exploit them in the service of its strategy). But this measure can also have a performative scope. It allows, as for all devices measuring tools, to give an "objectivized" but also "objectifying" level reached by each of the indicators and therefore accompany a reflexive process of digital transformation.A number of limitations are inherent to this thesis work in its instrumental dimension in particular. The internal coherence of the model, although tested by different analytical approaches and tests, is not exempt, by construction, from an arbitrary part. The relevance of the model, even if it has been tested partly with some business cases, remains subject to the test of generalization. In addition, the evolving nature of digital technologies and associated societal changes may make some indicators less relevant. But the performative dimension of the model could then remain
Les réseaux sociaux menacent-ils nos libertés individuelles ?
Les rĂ©seaux sociaux sur Internet utilisent des ressources classiques du Web, comme la messagerie ou les forums de discussion. Outre le profil que lâinternaute renseigne parfois avec des informations sensibles au sens de la Cnil (opinions politiques, religieuses, philosophiques, appartenance syndicale, santĂ©, orientation sexuelle), le pivot dâun rĂ©seau social est constituĂ© par le carnet dâadresses du membre. Ainsi, les rĂ©seaux sociaux permettent de constituer des gigantesques bases de donnĂ©es ..
Mesure de la maturité numérique des acteurs du secteur bancaire, dans une perspective de transformation digitale
The bank is a front-line sector of digital transformation and ranks 4th in the most digitally-transformed sectors behind IT, media and professional services (Gandhi & al, 2016). In addition, the burst of data and the need for real-time processing is a challenge for the players to meet or anticipate the needs of customers. In this way, the digital transformation of banks is emblematic of the opportunities and risks of our digital society.Studies tend to demonstrate that digital performance reflects the company's economic performance (Accenture, 2016b). It is therefore all the more important to carry out its digital transformation in order to remain or become a performing bank, especially since the average mortality of multinationals is only 40 years (Schatt, 2014).The question is where are the banks going to be in the value chain: continuing vertical integration or horizontal integration to diversify, buy or make partnerships with technological players or fintech?The prerequisite may lie in the knowledge of their current digital maturity. The model developed in this thesis makes it possible to highlight the strengths of a banking player and its perfectible points likely to feed the transformation strategy for its leaders and the related priorities. The starting point is the methodology of measuring digital maturity of any kind of organization (Fayon, Tartar, 2014) that has been challenged as part of this thesis work. Its axes, which define digital maturity, have evolved and are there to number six: Organization, Technology and Innovation, People, Offer, Environment, Strategy.The reflection has been focused on the structuring trends of digital transformation, and a focus on the case of the banking sector. She has been nourished by academic work related to the paradigm shift brought by digital technologies and those related to organizational design among others. Two surveys (one on the bank of the future, the other on the expectations of the generations in terms of banking service) and a PoC realized as part of the contactless payment on smartphone at La Poste french company have fueled the reflection to enrich our initial model of measuring digital maturity.To build the model, we have chosen to rely primarily on existing work in both areas at the heart of digital transformation, on the one hand information systems where many methodological tools have been developed (CMMI, ITIL, CobiT, etc.) and secondly marketing. Each of the indicators of the initial model was challenged by relying on the literature in the field as well as on a body of data developed for this thesis work.The scope of this measure is of two kinds. The result can make it possible for the decision makers who seize it - typically the actors of the digital transformation (Executive Committee, CDO, CTO, CMO) â feed the digital transformation strategy of the considered actor (thanks to the calculation of the maturity of the 6 levers and globally of the bank to highlight its strengths and its weaknesses, it is then necessary to exploit them in the service of its strategy). But this measure can also have a performative scope. It allows, as for all devices measuring tools, to give an "objectivized" but also "objectifying" level reached by each of the indicators and therefore accompany a reflexive process of digital transformation.A number of limitations are inherent to this thesis work in its instrumental dimension in particular. The internal coherence of the model, although tested by different analytical approaches and tests, is not exempt, by construction, from an arbitrary part. The relevance of the model, even if it has been tested partly with some business cases, remains subject to the test of generalization. In addition, the evolving nature of digital technologies and associated societal changes may make some indicators less relevant. But the performative dimension of the model could then remain.La banque est un secteur en premiĂšre ligne de la transformation digitale et se classe en 4e position des secteurs les plus transformĂ©s numĂ©riquement derriĂšre les technologies de lâinformation et de la communication, les mĂ©dias et les services professionnels (Gandhi & al, 2016). En outre, lâexplosion des donnĂ©es et le besoin de traitement en temps rĂ©el est un dĂ©fi pour les acteurs pour rĂ©pondre ou anticiper les besoins des clients. En ce sens, la transformation digitale des banques est emblĂ©matique des opportunitĂ©s et des risques de notre sociĂ©tĂ© numĂ©rique.Les Ă©tudes tendent Ă prouver que la performance digitale reflĂšte la performance Ă©conomique de lâentreprise (Accenture, 2016b). Il devient dĂšs lors dâautant plus important dâeffectuer sa transformation digitale pour rester ou devenir une banque performante dâautant plus que la mortalitĂ© moyenne des multinationales nâest que de 40 ans (Schatt, 2014).Le prĂ©alable Ă lâanalyse peut rĂ©sider dans la connaissance, par les banques, de leur maturitĂ© numĂ©rique actuelle.Le modĂšle dĂ©veloppĂ© dans cette thĂšse sâinscrit dans cette perspective et vise Ă souligner les forces dâun acteur bancaire et ses points perfectibles pour, dans une perspective opĂ©ratoire, alimenter la stratĂ©gie de transformation des entreprises du secteur. Le point de dĂ©part en est une mĂ©thode de mesure de maturitĂ© numĂ©rique de toute organisation (Fayon, Tartar, 2014) qui a Ă©tĂ© approfondie dans le cadre de ce travail de thĂšse. La rĂ©flexion a Ă©tĂ© conduite relativement aux tendances structurantes de la transformation digitale, et Ă un centrage sur le cas du secteur bancaire. Elle sâest nourrie des travaux acadĂ©miques relatifs au changement de paradigme portĂ© par les technologies numĂ©riques et Ă ceux relatifs au design organisationnel entre autres. Deux enquĂȘtes (lâune sur la banque du futur ; lâautre sur les attentes des gĂ©nĂ©rations en matiĂšre de service bancaire) et un PoC rĂ©alisĂ© dans le cadre du paiement sans contact sur smartphone Ă La Poste, ont nourri la rĂ©flexion pour enrichir notre modĂšle initial de mesure de la maturitĂ© numĂ©rique.Pour bĂątir le modĂšle, nous avons fait le choix de nous baser principalement sur les travaux existants dans les deux domaines au cĆur de la transformation digitale, dâune part les systĂšmes dâinformation oĂč de nombreux outils mĂ©thodologiques ont Ă©tĂ© dĂ©veloppĂ©s (CMMI, ITIL, CobiT, etc.) et dâautre part le marketing. Chacun des indicateurs du modĂšle initial a Ă©tĂ© challengĂ© en sâappuyant sur la littĂ©rature dans le domaine ainsi que sur un corpus de donnĂ©es Ă©laborĂ© pour ce travail de thĂšse.La portĂ©e de cette mesure est de deux ordres. Le rĂ©sultat peut permettre, pour les dĂ©cideurs qui sâen saisissent â typiquement les acteurs de la transformation digitale (Comex, CDO, Directeur du SI, Directeur marketing) â, dâalimenter la stratĂ©gie de transformation digitale de lâacteur considĂ©rĂ© (grĂące au calcul de la maturitĂ© des leviers identifiĂ©s et globalement de la banque pour mettre en exergue ses forces et ses faiblesses). Mais cette mesure peut avoir Ă©galement une portĂ©e performative. Elle peut permettre en effet, comme pour tous dispositifs de mesure, de donner un Ă©tat « objectivĂ© » mais Ă©galement « objectivant » du niveau atteint par chacun des indicateurs et accompagner dĂšs lors un processus rĂ©flexif de transformation digitale.Un certain nombre de limites sont inhĂ©rentes Ă ce travail de thĂšse, dans sa dimension instrumentale notamment. La cohĂ©rence interne du modĂšle, bien que mise Ă lâĂ©preuve de diffĂ©rentes dĂ©marches analytiques et tests, nâest pas exempte, par construction, dâune part dâarbitraire. La pertinence du modĂšle, si elle a pu ĂȘtre testĂ©e partiellement Ă lâaune de cas dâentreprise, reste soumise Ă lâĂ©preuve de la gĂ©nĂ©ralisation. Par ailleurs, le caractĂšre Ă©volutif des technologies numĂ©riques et des changements sociĂ©taux associĂ©s, pourront faire perdre de lâacuitĂ© Ă certains indicateurs. Mais la dimension intrinsĂšquement performative du modĂšle pourrait demeurer
Stratégie d'entreprise 2.0 : vers un Porter 2.0 avec les outils du Web 2.0
National audience[No abstract
Facebook, Twitter et les autres... : intégrer les réseaux sociaux dans une stratégie d'entreprise
Il a fallu 38 ans Ă la radio pour toucher 50 millions d'utilisateurs, 13 ans Ă la tĂ©lĂ©vision, 4 ans Ă Internet... tandis que Facebook a conquis 100 millions de membres en moins de 9 mois ! D'abord destinĂ©s aux individus dĂ©sireux de prolonger ou de nouer des relations, les rĂ©seaux sociaux ne peuvent plus aujourdhui ĂȘtre ignorĂ©s des entreprises, en tant que puissants vecteurs de collaboration et de crĂ©ation de valeur. Christine BalaguĂ© et David Fayon, tout en proposant une approche thĂ©orique et critique de ce phĂ©nomĂšne, expliquent exemples concrets Ă l appui comment intĂ©grer les rĂ©seaux sociaux dans une stratĂ©gie d entreprise, en fonction de l objectif visĂ© : communiquer autour d une marque, gĂ©nĂ©rer du buzz, nouer des partenariats, recruter des collaborateurs, Ă©largir un circuit de distribution, amĂ©liorer la gestion de la relation client, etc. Ils donnent Ă©galement des conseils pour optimiser leur utilisation : comment tirer parti de Facebook, Twitter, LinkedIn ou Viadeo ? Quels outils intĂ©grer ? Si l on souhaite doter son entreprise de son propre rĂ©seau : quelles fonctions choisir, quelle architecture prĂ©voir