prompt_front: Now, answer the following question based on the text below, only give me the answer and do not output any other words.

Question: When did Born resign as chairperson of the CFTC?

Read the following text and answer briefly.

Context 1: Brooksley Elizabeth Born (born August 27, 1940) is an American attorney and former public official who, from August 26, 1996, to June 1, 1999, was chair of the Commodity Futures Trading Commission (CFTC), the federal agency which oversees the U S  futures and commodity options markets  During her tenure on the CFTC, Born lobbied Congress and the President to give the CFTC oversight of off-exchange markets for derivatives, in addition to its role with respect to exchange-traded derivatives, but her warnings were ignored or dismissed, and her calls for reform resisted by other regulators <ref name="nytimes">Goodman, Peter S  The Reckoning - Taking Hard New Look at a Greenspan Legacy, The New York Times, October 9, 2008 </ref> Born resigned as chairperson on June 1, 1999, shortly after Congress passed legislation prohibiting her agency from regulating derivatives 

In 2009, Born received the John F  Kennedy Profiles in Courage Award, along with Sheila Bair of the Federal Deposit Insurance Corporation, in recognition of the "political courage she demonstrated in sounding early warnings about conditions that contributed" to the 2007-08 financial crisis 

Early life and education
Born graduated from Abraham Lincoln High School (San Francisco, California) at the age of 16  She then attended Stanford University, where she majored in English and was graduated with the class of 1961   She initially wanted to become a doctor, but a guidance counsellor at Stanford advised her against medicine, so she majored in English literature instead 

She then attended Stanford Law School, one of only seven women in her class   She was the first female student ever to be named president of the Stanford Law Review  She received the "Outstanding Senior" award and graduated as valedictorian of the class of 1964 

Legal career
Immediately after law school Born was selected as a law clerk to judge Henry Edgerton of the U S  Court of Appeals for the District of Columbia Circuit  It was during this time that she met her first husband, Jacob C  Landau, who was a journalist covering the Federal courts at the time  Following her clerkship, she became an associate at the Washington, D C -based international law firm of Arnold & Porter  Born was attracted to Arnold & Porter because it was one of the few major law firms to have a woman partner at that time, Carolyn Agger, who was the head of the tax practice  Born took a two-year leave of absence from Arnold & Porter to accompany her first husband to Boston, where he had received a fellowship  During that time she worked as a research assistant to law professor Alan Dershowitz 

Born's early career at Arnold & Porter focused on international trade law, in which she represented a number of Swiss industries and the government of Switzerland  She developed a practice representing clients in numerous complex litigation and arbitration cases involving financial market transactions  Among her high-profile cases was the matter of the Hunt Brothers attempt to corner the market in silver in the 1970s  She made partner at Arnold & Porter, after moving to a three-day schedule to help raise her second child, and eventually rose to be the head of the firm's derivatives practice 

Born was among the first female attorneys to systematically address inequities regarding how the laws treated women  Born and another female lawyer, Marna Tucker, taught what is considered to have been the first "Women and the Law" course at Catholic University’s Columbus School of Law  The class exclusively concerned prejudicial treatment of women under the laws of the United States, past and present   Born and Tucker were surprised to discover that there was no textbook on the issue at the time   Born is also one of the co-founders of the National Women's Law Center  Born also helped rewrite the American Bar Association rules to make it possible for more women and minorities to sit on federal bench 

During her long legal career, and into her retirement, Born did much pro bono and other types of volunteer work  She was active in the American Bar Association, the largest professional organization of lawyers in the United States   Initially Born was named a member of the governing council of the ABA's Individual Rights Section, eventually becoming chairperson   Born and Tucker founded the ABA Women's Caucus, the first organization of female lawyers in the ABA   She held several other senior positions in the ABA, including being named the first woman member of the ABA's Standing Committee on the Federal Judiciary   As a member of the Judiciary Committee, Born provided testimony and opinion on persons nominated for federal judgeships  In 1980 she was named chair of the committee   As chair of the committee, Born was invited to address the U S  Congress regarding the nomination of Judge Sandra Day O'Connor to the U S  Supreme Court 

In 1993, Born's name was floated as a possible candidate for Attorney General of the United States, but Janet Reno was nominated 

In July 2009, Nancy Pelosi appointed Brooksley Born as a commissioner to the Financial Crisis Inquiry Commission (FCIC) 

Born and the OTC derivatives market
Born was appointed to the CFTC on April 15, 1994, by President Bill Clinton  Due to litigation against Bankers Trust Company by Procter and Gamble and other corporate clients, Born and her team at the CFTC sought comments on the regulation of over-the-counter derivatives, a first step in the process of writing CFTC regulations to supplement the existing regulations of the Federal Reserve System,  the Options Clearing Corporation, and the National Association of Insurance Commissioners  Born was particularly concerned about swaps, financial instruments that are traded over the counter between banks, insurance companies or other funds or companies, and thus have no transparency except to the two counterparties and the counterparties' regulators, if any   CFTC regulation was strenuously opposed by Federal Reserve chairman Alan Greenspan, and by Treasury Secretaries Robert Rubin and Lawrence Summers  On May 7, 1998, former SEC Chairman Arthur Levitt joined Rubin and Greenspan in objecting to the issuance of the CFTC's concept release  Their response dismissed Born's analysis and focused on the hypothetical possibility that CFTC regulation of swaps and other OTC derivative instruments could create a "legal uncertainty" regarding such financial instruments,  hypothetically reducing the value of the instruments  They argued that the imposition of regulatory costs would "stifle financial innovation" and encourage financial capital to transfer its  transactions offshore  The disagreement between Born and the Executive Office's top economic policy advisors has been described not only as a classic Washington turf war, but also a war of ideologies,  insofar as it is possible to argue that Born's actions were consistent with Keynesian and neoclassical economics while Greenspan, Rubin, Levitt, and Summers consistently espoused neoliberal, and neoconservative policies 

In 1998, a trillion-dollar hedge fund called Long Term Capital Management (LTCM) was near collapse   Using mathematical models to calculate debt risk, LTCM used derivatives to leverage $5 billion into more than $1 trillion, doing business with fifteen of Wall Street's largest financial institutions   The derivative transactions were not regulated, nor were investors able to evaluate LTCM's exposures   Born stated, "I thought that LTCM was exactly what I had been worried about"   In the last weekend of September 1998, the President's working group was told that the entire American economy hung in the balance   After intervention by the Federal Reserve, the crisis was averted   In congressional hearings into the crisis, Greenspan acknowledged that language had been introduced into an agriculture bill that would prevent CFTC from regulating the derivatives which were at the center of the crisis that threatened the US economy   U S  Representative Maurice Hinchey (D-NY) asked "How many more failures do you think we'd have to have before some regulation in this area might be appropriate?"  In response, Greenspan brushed aside the substance of Born's warnings with the simple assertion that "the degree of supervision of regulation of the over-the-counter derivatives market is quite adequate to maintain a degree of stability in the system"  Born's warning was that there wasn't any regulation of them   Born's chief of staff, Michael Greenberger summed up Greenspan's position this way: "Greenspan didn't believe that fraud was something that needed to be enforced, and he assumed she probably did  And of course, she did "  Under heavy pressure from the financial lobby, legislation prohibiting regulation of derivatives by Born's agency was passed by the Congress   Born resigned on June 1, 1999 

The derivatives market continued to grow yearly throughout both terms of George W  Bush's administration  On September 15, 2008, the bankruptcy of Lehman Brothers forced a broad recognition of a financial crisis in both the US and world capital markets   As Lehman Brothers' failure temporarily reduced financial capital's confidence, a number of newspaper articles and television programs suggested that the failure's possible causes included the conflict between the CFTC and the other regulators Faiola, Anthony, Nakashima, Ellen and Drew, Jill  The Crash: Risk and Regulation - What Went Wrong, The Washington Post, October 15, 2008 

Born declined to publicly comment on the unfolding 2008 crisis until March 2009, when she said: "The market grew so enormously, with so little oversight and regulation, that it made the financial crisis much deeper and more pervasive than it otherwise would have been " She also lamented the influence of Wall Street lobbyists on the process and the refusal of regulators to discuss even modest reforms 

An October 2009 Frontline documentary titled "The Warning"  described Born's thwarted efforts to regulate and bring transparency to the derivatives market, and the continuing opposition thereto  The program concluded with an excerpted interview with Born sounding another warning: "I think we will have continuing danger from these markets and that we will have repeats of the financial crisis -- may differ in details but there will be significant financial downturns and disasters attributed to this regulatory gap, over and over, until we learn from experience "

In 2009 Born, along with Sheila Bair of the FDIC, was awarded the John F  Kennedy Profiles in Courage Award in recognition of the "political courage she demonstrated in sounding early warnings about conditions that contributed" to the 2007-08 financial crisis   According to Caroline Kennedy, "Brooksley Born recognized that the financial security of all Americans was being put at risk by the greed, negligence and opposition of  powerful and well connected interests     The catastrophic financial events of recent months have  proved them [Born and Sheila Bair] right "  One member of the President's working group had a change of heart about Brooksley Born   SEC Chairman Arthur Levitt stated "I've come to know her as one of the most capable, dedicated, intelligent and committed public servants that I have ever come to know", adding that "I could have done much better  I could have made a difference" in response to her warnings 

In 2010, a documentary film Inside Job further alleged that derivatives regulation was ineffective from the Clinton administration on  Along with fellow whistleblower, former IMF Chief Economist Raghuram Rajan, who was also scorned by the economic establishment, Brooksley Born was cited as one of the authorities arguing that financial derivatives increase economic risk 

 Personal life 
Born is married to Alexander E  Bennett (also retired from Arnold & Porter)   She has five adult children - two from a previous marriage to Jacob Landau and three stepchildren  Notably, Born was named a partner at Arnold & Porter while working part-time so she could raise her two young children   When both of her children were school-age, Born returned to practice full-time 

References

External links
Attorney profile at Arnold & Porter
Brooksley Born (2009 Winner) of the Profiles in Courage Award, with acceptance speech transcript and NECN video

Profile at MarketsWiki
Speeches and statements
"Testimony Of Brooksley Born Chairperson of the CFTC Concerning The Over-The-Counter Derivatives Market", before the House Committee On Banking And Financial Services, July 24, 1998 
"The Lessons of Long Term Capital Management L P ", Remarks of Brooksley Born, Chairperson of the CFTC, Chicago-Kent-IIT Commodities Law Institute, Chicago, Illinois, October 15, 1998 
 Interview: Brooksley Born for "PBS Frontline: The Warning", PBS, (streaming VIDEO 1 hour), October 20, 2009 
Articles
Manuel Roig-Franzia  "Credit Crisis Cassandra:Brooksley Born's Unheeded Warning Is a Rueful Echo 10 Years On", The Washington Post, May 26, 2009
 Taibbi, Matt  "The Great American Bubble Machine", Rolling Stone'', July 9–23, 2009

1940 births
American women lawyers
Arnold & Porter people
Clinton administration personnel
Columbus School of Law faculty
Commodity Futures Trading Commission personnel
Heads of United States federal agencies
Lawyers from San Francisco
Living people
Stanford Law School alumni
21st-century American women
Stanford University alumni
Context 3: Hospitals as critical infrastructures has been historically dependent on various types of devices and equipment that are being revolutionized with digitalized solutions  The digitalization of conventional healthcare equipment is added with the new inclusion of numerous new devices for data collection, analysis, communication, and so on  All in all, the futures digital hospitals in 5G will be exponentially more data-dependent and digital-intensive  For that, this paper looks to theorize how the security scenario in a futures digital hospital would look like, and what relevant business possibilities could emerge for cybersecurity providers in the healthcare context  In this paper, we open up discussions on business possibilities relevant to Internet of Things-mobile device management for critical infrastructures such as future digital hospital  We apply business models as a conceptual lens to analyze how cybersecurity business could evolve for 5G enabled IoT-Mobile device management providers as a cybersecurity vendor 
The healthcare sector has progressed significantly since the introduction of Internet and proliferation of network technologies   Among many issues, the use of data, availability of data, data mass, and access control of data in healthcare remain are critical for keeping healthcare services trustworthy and secure for the end users, both hospital staff and the patients  Disruptions in healthcare services would have severe effects on people’s lives  However, as hospital managers and professionals need to design their data-dependent and digital-intensive networks in a manner, which is highly secure, they also should provide the basis for uninterrupted service for business sustainability  Security is often observed as a tradeoff between risk and business gains   Investing in security is important in order to secure business-critical systems and data for meeting business goals and eventually for creating competitive advantage [3, 4] 
Innovative technologies have the power to disrupt industries and prompt business transformation   The coming of fifth generation (5G) of telecommunications networks is seen to result in this kind of disruption  As we are gradually moving towards 5G, it is worthwhile to theorize how the security scenario in a futures digital hospital would look like, and what relevant business possibilities could emerge from cybersecurity in the healthcare context  From this perspective, in this paper, we open up discussions on business possibilities relevant to Internet of Things mobile device management for critical infrastructures such as future digital hospital  We apply business models as a conceptual lens to analyze how cybersecurity business could evolve for 5G enabled IoT device management providers as a cybersecurity vendor 
A futures digital hospital facility is envisioned to consist tech-aided advanced critical medical devices, intelligent information systems, digital communication tools, hundreds of handheld mobile devices (smartphones, tablets), wireless clinical wearables, in addition to thousands of smart IoT nodes [6, 7]  These devices should be fully integrated to improve staff productivity, hospital functions, patient safety and privacy, and, overall improve patient experience through secure and reliable healthcare services  However, inclusion of these various kinds of digital devices to the hospital context make the overall device network quite complex and heterogeneous   Thus, from a critical infrastructures view point, to manage, configure, update and secure the immense fleet of digital devices besides all the high-tech medical equipment, the futures digital hospital will need to redefine device management policy and services  
Mobile device management (MDM) systems are usually referred to “support centralized control of an entire fleet of mobile devices (smartphones and tablets) and mobile applications by applying and ensuring pre-defined configuration settings” [8, 9]  In the scope of this paper, we broadly use the term IoT-MDM to refer to a device management system that is capable of managing, configuring and updating both handheld mobile devices and IoT devices in combination in a centralized manner  We will briefly open up the concept of MDM and IoT-MDM 
The purpose of this study is to identify business potential for IoT-MDM service providers as cybersecurity vendor in the context of the future digital hospital  In doing so, we apply the concept of business model in order to make sense of a ICT-oriented business environment   Among various available conceptualizations, business model is considered as a boundary-spanning unit of analysis that explain the underlying business logic and the value creation and value capturing logic of an organization [11–15] 
Traditionally, device management has been associated with management and configuration of handheld mobile devices , thus, mobile device management (MDM)  Gartner  perceives MDM software to be a policy tool to configure and manage mobile handheld devices  They also mark that MDM services need to ensure security in reference to connectivity and content that is being transmitted  Along with surge of smart mobile devices, the Internet of Things (IoT) is growing large during the last few years and promises to flood the market with billions of devices in the coming years too   Zhang et al   states scalability, transparency and reliability as important issues that differentiates IoT from the conventional Internet  To that end, there are several IoT platforms available currently in the market for managing, updating and configuring IoT nodes, e g  IBM Bluemix, Cumulocity, ARM mbed OS, etc    However, the transition raises the question about the differences and similarities between MDM and IoT device management as approaches 
Takalo  marks MDM and IoT device management to be quite close on a conceptual level: both need solution for automated management of large device fleets consisting different form factors, device models, and operating system  Additionally, such systems conceptually needs to support various communication channels like: WiFi, cellular network and Ethernet  However, on practical level, MDM is more strictly controlled by operating systems and device vendors  IoT device management, on the other hand, is characterized by multiple operating systems, multiple hardware platform variations, non-complete standards, multiple communication methods and protocols  This agile approach allows the coexistence of various types of devices and nodes in the same environment  Recently, services are appearing where MDM and IoT device management are brought together under the same platform, which in a way reduces the complexity in device management and also improves the overall security of the system 
While we are still in early phase of mass IoT deployment and 5G deployment is approaching, it is important to revisit some of the key security threats that has been identified in recent literature relevant mainly to IoT  Zhang et al  [19, 21] identified privacy preservation as a critical issue for information security in IoT ecosystems  They further state that conventional naming, identification and authentication policies need to be improved and rather needs approaching differently  Farooq et al   look at the four layer generic IoT architecture consisting perception layer, network layer, middle-ware layer & application layer  Additionally, they offer a list of security challenges for each layer  Some of the key challenges are: unauthorized access, tag cloning, eavesdropping, spoofing, RF jamming, sinkhole attack, sleep deprivation attack, denial of service attack, malicious code injection, man-in-the-middle attack, spear-phishing attack, sniffing attack  Backman et al   state, a comprehensive security solution needs to address endpoint security, management and monitoring security, and secure data distribution and storage 
Ortbach et al   enumerate the drivers for adoption of MDM in organization through a quantitative analysis, reflecting three broad drivers: organization, environment, and technology  From organizational perspective, the company size, mobile IT usage, employee innovativeness with IT and BYOD (bring your own device) culture were identified as important drivers  From environmental viewpoint, regulations and other business partner influence are significant drivers for MDM adoption  Finally, from technology point of view, perceived security benefits and perceived cost of the service seems to affect the managerial attitude towards MDM adoption 
MDM systems are today a very common tool to manage users’ devices  With MDM, all mobile device types, tablets and PCs with typical operating systems can be controlled centrally   It is often thought that MDM can manage only mobile phones, but actually the MDM framework includes also users’ identities and profiles  This makes MDM a viable tool for organizations to manage their employees identities, user profiles, all devices, all applications and security controls under same system 
From an emerging technology perspective, SDN (software-defined network)/NFV (network functions virtualization) based 5G Slicing will challenge some of the traditional MDM features   Especially end-to-end security from device to IT cloud is difficult to realize with MDM  Of course, it is possible to force the use of VPN in mobile device with MDM, but many aspects of communications security will be still unsolved  Thus, 5G slicing provides new tools to control and manage the end-to-end communications flow with network functions (VNFs)  In the advent of IoT, this is particularly important since the billions of IoT devices of the 2020s will have only a minimal processing power and memory compared to the smart phones of today  These IoT devices may connect to network only once a month and communicate only with network edge cloud servers  Therefore, managing these new IoT devices cannot be done with conventional MDM systems of today 
Fortunately, many features of MDM can be provided by dedicated 5G slices and their VNFs  If e g  a IoT device does not have the latest anti-virus updates, the network slice may still provide the isolation and security controls so that the IoT device can send the metering data  Moreover, if the IP flow from the IoT device includes other than actual metering data, eg  due to malware in IoT device, this IP flow can be analyzed and filtered by slice specific VNFs before passing it to IoT could 
As a summary, it can be argued that SDN/NFV based 5G Slicing will provide new tools for security management, and, when combined with IoT-MDM system functionalities, together these can deliver a better device management framework for different kinds of user devices of the 2020s 
Hospital organizations are considered as critical infrastructure (CI) to nation states [3, 25]  As a critical infrastructure, hospital organizations are prone to security threats that can affect health policies, public health, healthcare services, surgical procedures, electronic patient records, patient privacy, doctor-patient communication, etc  Lehto and Ahokangas  notes, new technology (e g  next generation mobile networks, smart data storage, IoT) adoption of CIs increases the cybersecurity touchpoints and hence making the CIs more vulnerable  Broadly, from cybersecurity perspective, the hospital organizations in future will be vulnerable from management perspective (e g  organizing healthcare services, managing huge amount of patient data, clinical data, medication data, communication between health professional and patients etc ), healthcare service delivery perspective (e g  in an unwelcoming case of denial of service attacks in hospital context: like wannacry), network perspective (e g  security of the overall hospital network), and last but not the least from an individual privacy perspective (e g  individual patient records, healthcare professional logs, etc ) 
A futures digital hospital will consist various advanced technologies, such as critical medical devices, intelligent information systems and digital communication tools, which are fully integrated to improve staff productivity, hospital operations, patient safety, and the overall patient experience  Among them, many will be wireless mobile devices, wireless wearables and thousands of smart IoT devices for various kinds of measurements  
Innovations help transform healthcare in forms of advanced telecommunications techonology, new drugs and treatments like biological sensor pills or implants, new medical devices, social media interation, etc  [1, 6, 7]  In future, hospitals and surgical tools will be revolutionized with intelligence and connectivity i e  providing more assistive functions by sensors, processors, data collection, software algorithms and interfaces which are, for example, embedded in the tools that will support surgeon’s decision-making in action   Robotic-assisted Surgery (RAS) can be considered as a good example of such transformation  The rapid adoption of Minimally Invasive Surgery (MIS) and today’s information revolution not only improves the surgical outcomes and patient’s life but also changes the patient-physician relationship 
‘Smart’ i e  IoT-based technologies are going to intellectualize medical devices and service systems into Smart Hospitals  Smart hospitals extrapolate from totally digitalized and automated data collection, tracking and delivery between systems, devices, patients, and health professionals and organization   In future, it is also envisioned that virtual hospitals and personalized medication will become part of patient care  Patients will be able to visit virtual hospitals or e-clinincs for clinical purposes without the presence of health professionals, but procedures and communication are managed via remote management and telemedicine solutions  
Other features that futures digital hospitals will include: use of different AR (augmented reality) and VR (virtual reality) applications for healthcare related purposes  While VR applications are quickly evolving in the gaming industry, some applications are deemed suitable in hospital environment too  Patients can be introduced to hospital environment through VR solutions, which can reduce patient stress prior to surgical procedures   Another application of VR in healthcare has been identified as rehabilitation support for temporary physical disabilities and mental trauma  Further, AR solutions can help patients navigate within a large hospital complex 
The term, Business model, has had its root in information systems (IS) and information communication technology (ICT) since the late 1970s originating from business informatics  However, it came into management and strategic management literature as a research interest from the mid-1990s [29, 30]  Although business model had its roots in IS and ICT, the amount of research work on cyber security as a context is still quite negligible harnessing the potential of business model concept 
The concept of business models lies at the intersection of entrepreneurship and strategy, it can be observed as a bridge between abstract strategies and the practical implementation of strategic decisions and actions amidst the uncertainties of the modern business context [11–14, 31]  For instance, Zott and Amit  conceptualize business model as a ‘boundary-spanning’ set of activities aimed at creating and appropriating value  Morris et al   viewed the concept of the business model as a set of decisions related to the venture strategy, architecture, and economics of firm (value creation and capture) that need addressing to create sustainable competitive advantage in the chosen markets and specific contexts 
As a boundary-spanning unit of analysis, business models , connects an organization with its business environment, other organizations, customers, individuals and society as well; with the overall ecosystem at large [34, 35]  Trying to bridge business models and cyber security under current context, there are two core issues  First, as almost all of the entities operating within the digital sphere face multifaceted cyber threats, how can business model approach help organizations to respond to such situations? Second, how can business model approach help to identify opportunities and monetize security in future 5G? In the next two sub-chapters, we present two business model approaches that are suitable for ICT contexts, and, can help find answers to the above mentioned questions 
As the mobile telecommunications industry advanced, so did business model related discussions in the literature about extending organizational boundaries through vertical and horizontal integration in industries   Around this, Wirtz et al   offered four mutually exclusive business models classifying Internet based business models to be precise  According to Wirtz et al  , these business models present in Web 2 0 are related to connection, content, context, and commerce  Building further, Yrjölä et al   interpreted these business models as chronological layers, where “lower” layer business models are pre-requisites for the “higher” layer business models to exist 
Figure 1 The layered 4C ICT business models archetypes [Adapted from 35, 37, 38] 
The first layer is concerned with connection-related business model where a stakeholder provides connection services   Connection- related business models are relevant to connectivity for all sorts of devices and nodes through various communication channels, e g  PCs, smartphones, tablets, IoT devices, etc  The second layer is the business model focusing on monetizing content  At the content layer, all sorts of online content services (e g  mobile video streaming) are classified (i e  relevant, up-to-date and interesting) and are accessible conveniently for the end user  The content might be peer-to-peer/user-oriented contents (i e  exchange of personal content), and web browsing content (audio, video, text etc ) 
The third, context, layer concerns the ability to create and monetize user, content, equipment/user device and system profiles and turn (big) data into meaningful information and knowledge through systemic virtual contextualization  The fourth layer concerns commerce, the ability to monetize any or all of the connection, content, or context specific resources, actors or activities related to the ongoing communications  At this layer, we identify business, consumer and public/government types of communications   Thus, B2B (business-to-business), B2C and B2G communications as well as C2B, C2C and C2G or G2B, G2C and G2G communications may be monetized at this layer 
Casdesus-Masanell and Llanes’s  offers different software business models based on the openness of core software and extension software offering  According to the mixed source software business model approach, services can be: open source (open core- open extension), open core (open core- closed extension), open extensions (closed core- open extension) and proprietary (closed core- closed extension)  Although this model was offered specifically suiting the software industry, we argue that similar approach can be useful in other ICT contexts to scale up value offering by adjusting cooperation and industrial partnering model 
Figure 2 Mixed source business model approach [Adapted form 40] 
Depending on individual organization’s choice of mixed source options, it should eventually translate the value creation and value capture logic of the firm  Casadesus-Masanell & Llanes  argues that purely proprietary models results in higher captured value for organizations but lessens the scope of value creation for users  In contrast, purely open source models can deliver the maximum value to customers but reduce captured value  The key for organizations is to locate the best mix of openness-closeness for an optimum level of value capture and creation  From the business model elements collection, the mixed source approach explain key partners, key activities, key resources and technologies used  From a strategic perspective, this approach to business modeling helps an organization to find a way to scale up or down its business activities 
This study concerns business possibilities of IoT and mobile device management in the context of futures digital hospital  Since future is elusive and the speed of technology advancements has been rapid during recent decades, we consider the most suitable method for conducting this research to be through qualitative approach  Qualitative methods helps with flexibility and sensitivity to the context that is less explored, and it can facilitate understanding of how things work in a particularly complex setting   We adopt a single qualitative case study approach for this research to explain underlying business potential of a scantly explored industrial context within the existing literature  
Interview 1 Pediatric Surgery Administration, teaching, hospital development, technology and innovations Pediatric surgery patient journey, concept development of futures digital hospital, digitalization in healthcare 
Workshop 1 Network specialists, operator service provider, cybersecurity expert Business opportunity creation, new market exploration, security aspects Digitalization in healthcare, security business opportunities in health domain, business modeling 
Workshop 2 Operator service provider, cybersecurity expert Business opportunity creation, new market exploration, security aspects Digitalization in healthcare, security business opportunities in health domain, business modeling 
Table 1 summarizes the data used for this research  The empirical data used for this study was collected through two streams  First, in order to build the conceptual case of future digital hospitals, five interviews were conducted with pediatric surgery specialists, a nurse, and a general physician from two hospital districts in Finland  These semi-structured interviews were organized between April and May 2016  These interviews also focused on understanding the journey path in a pediatrics surgery case to clarify suitability of digitalization in the future  However, in the scope of this paper, we do not discuss the patient journey pediatrics surgery in detail  Second, we explored the cybersecurity and business perspectives in two workshops that were organized with telecommunications and cybersecurity experts from the industry  One of the workshops were organized in November 2016  The other workshop took place in August 2017  While the futures digital hospital context from a security perspective relates more towards hospital management and network functionality, the IoT devices and mobile devices perspective is closer to end user security needs  This paper focuses on the cyber security related business opportunities through IoT-MDM systems/services that broadly covers the above mentioned domains  Findings and analysis from the interviews and workshops are presented next 
In this section, we present our analysis in four steps  First, we briefly discuss the relevance of Internet business models (4C)  to the context of the study, addressing how this approach can help cybersecurity providers identify business opportunities in IoT-MDM  Second, we present a 4-quadrant matrix reflecting four different 5G security-provisioning scenarios, which are also relevant to IoT-MDM  Then, we connect each scenario back to business models by applying a mixed-source business model approach  and identify different possible business models for each kind of cybersecurity provider  Finally, we connect the overall discussion back to the case of future digital hospital 
The 4C business model archetypes helps decoding the boundaries between multiple business models operating either in the same verticals of the ecosystem or in the same horizontals  These archetypes can provide with a basis to classify and analyze business models of suppliers, competitors, and, at the same time, business models of customers



ground_truth: June 1, 1999.

prompt_front: Now, answer the following question based on the text below, only give me the answer and do not output any other words.

Question: What may happen if the VR headset lenses are exposed to sunlight or strong light?

Read the following text and answer briefly.

Context 2: '用户指南 * User Guide 02 CN 11 EN * 包装内含 使用前注意事项 快速引导 产品部件详情说明 操作说明 02 02 03 06 08 01 
•本产品支持在系统设置中进行瞳距调节 , 调节时请务必注意，最小瞳距可能会碰触鼻梁。当您佩戴头盔后，您 “显示”中进行手动调节，请注意设置使用不合适的瞳距，可能会引起视觉重影或者眼睛疲劳。 可在“设置” ► •本产品“护眼模式”经德国 TÜV Rheinland 低蓝光认证，通过软件算法降低三色通道中的蓝光量，来达到保护 “护眼” “色彩调节” 眼睛的作用，该模式下画面颜色偏黄，您可根据个人喜好在“设置” 中激活或关闭此功能。 ““显示” ► ► ► 包装内含： VR 头盔 / 手柄 × 2 / 1 5V AA 碱性干电池 × 4/ 眼镜支架 / 遮光鼻托 / 手柄挂绳 × 2 / USB-C 电源适配器 / USB-Cto C 2 0 数据线 / 快速指南 / 用户指南 / 安全与质保指南使用前注意事项 •本产品在开阔的室內环境使用体验最佳，建议至少预留 2×2 米 的空间。使用前请确认身体没有不适且周围环 境安全，特别是佩戴头盔在室内行走移动时，要尽量避免发生意外。 •不建议 12 岁及以下儿童使用本产品，建议将头盔、手柄和配件置于儿童够不到的位置，13 岁以上青少年须在 成人监护下使用，以免发生意外。 •本产品无近视调节功能，近视用户请佩戴眼镜使用并尽量避免近视眼镜被头盔的光学镜片磨伤或刮伤。建议在 使用和收纳时注意防护光学镜片，避免尖锐物体划伤镜片，擦拭清洁时请使用柔软的眼镜布，否则可能划伤镜片， 影响视觉效果。 •长时间使用可能引发轻微的昡晕或者眼疲劳，建议使用 30 分钟后适当休息，可通过眼保健操或观看远处物体缓 解眼疲劳。如果您的身体感到任何不适，请立即停止使用。如果不适持续，请咨询医生。 •当头盔镜片被阳光或紫外线照射时（尤其在户外、阳台、窗台及汽车内存放时），可能导致屏幕出现永久性黄斑。 请尽量避免该情况发生，此种屏幕损坏不在产品的质保范围内。 *本产品最终外观及功能以实物为准，部分地区包装内含物品有所差异，本说明仅供参考。 02 CN
六自由度 VR 体验 本产品可以追踪头盔和手柄前、后、左、右、上、下和旋转的运动状态，您在现实中的肢体运动会实时反映在虚 拟世界中。 由于没有任何线缆的束缚，您在虚拟世界自由探索时请确保游玩区域的安全。 1  建议准备一个整洁安全的体验空间：至少 2×2 米；保持房间明亮，避免在只有单色的墙或大面积玻璃、镜子类 反射物以及许多移动画面和物体的空间中使用。 2  撕下 VR 头盔前端摄像头上的保护膜，并佩戴手柄挂绳。 3  根据开机后的画面提示进行游玩区域的设定。 ❶ 安装电池 按箭头方向拔出电池盖侧边的绝缘纸 快速引导 提示：本产品虚拟的安全区提醒功能，不能完全保证您在设定好的游戏区域中的安全，请时刻注意周围的安全情况。 提示：建议使用 1 5V AA 碱性电池。 按照图示拨动电池盖拨钮打开电池盖更换电池。 03 CN
❷ 手柄开机 ❸ 头盔开机 ❹ 佩戴头盔，调节至清晰舒适的位置 首次开机：拔出绝缘纸，手柄自动开机（蓝灯闪烁） 非首次开机：短按手柄 Home 键开机（蓝灯闪烁） 长按头盔电源键 2 秒（蓝灯常亮） 调节旋钮转动绑带，使后脑垫套在头上，微调绑带长度及佩戴位置至视野清晰 04 提示：近视用户请佩戴眼镜或镜片插件使用，本产品不具备近视调节功能。 CN
❺ 微调顶绑带 微调顶绑带使其受力以减少额头压力 ❻ 瞳 距 调 节 在系统设置：“设置” ► “显示”界面中进行瞳距调节，点击“+”或“-”按钮可微调瞳距直至画面清晰 64mm 请勿 强行 掰动镜 筒，以 免造 成损坏 ！ 请注 意设 置使用 不合适 的瞳 距，可 能 会引起 视 觉重影 或 者眼睛 疲 劳。准 确 的瞳距 设 置有助 于 获得清 晰 的图像 并 减少眼睛 疲劳。 05 CN
产品部件详情说明 头盔状态指示灯 蓝灯常亮：开机进行中或工作状态 黄灯常亮：充电中，电量低于 98% 红灯常亮：充电中，电量低于 20% 绿灯常亮：充电完毕，电量大于 98% 或 充满 蓝灯闪烁：关机进行中 红灯闪烁：电量低于 20% 指示灯熄灭：休眠或关机 06 ① 电源键 开机：长按 2 秒 关机：长按 5 秒 复位：长按 10 秒 开机时，短按休眠 ② ③ ④ ⑤ 状态指示灯 贴脸泡棉 音量键 彩色透视摄像头 使用时请勿遮挡 ⑥ ⑦ ⑧ 顶部绑带 可拆卸 绑带旋钮 环境追踪摄像头 使用时请勿遮挡 ⑨ ⑩ ⑪ USB-C 接口 左 / 右喇叭 距离传感器 佩戴头盔后，系统自动唤醒 摘下头盔后，系统自动休眠 ⑫ ⑬ 眼球追踪摄像头 此功能仅 Pro 版支持 使用时请勿遮挡 面部追踪摄像头 此功能仅 Pro 版支持 使用时请勿遮挡 CN
手柄状态指示灯 熄灭：已连接或者关机 蓝灯常亮：固件升级模式 蓝灯闪烁：连接中 红蓝灯交替慢速闪烁：等待配对 ① ② 摇杆 菜单键 ③ Home 键 开机 : 短按关机 : 长按 6 秒退出应用 : 短按屏幕中心校正 : 长按 1 秒④ ⑤ ⑥ ⑦ 状态指示灯 抓握键 截屏键 扳机键 ⑧ ⑨ 电池盒 打开：拨动拨钮，电池盒弹出 安装：按压直至自动锁紧 追踪光环 使用时请勿遮挡 注：手柄挂绳可按图示将粗绳穿过细绳并锁紧在手柄尾端 07 CN
手柄硬件复位 如果手柄出现按 Home 键和任何按键均无反应或者头盔中虚拟手柄卡死不动的问题可拆装电池重新启动手柄。 近视用户配戴 本设备不具备近视调节功能，头盔可支持佩戴镜框宽度小于 150mm 的大多数标准眼镜。 操作说明 头控模式 未连接手柄的情况下，您可通过转动头部光标及点击头盔音量加减按键进行操作。 切换主控手柄射线 在主控菜单下，短按对应手柄的扳机键可以切换主控手柄的射线。 屏幕中心校正 戴着头盔直视前方，按住手柄 Home 键（或头控模式下头盔上的音量减键）1 秒以上，进行屏幕中心的校正将菜 单拉到当前视野朝向位置。 断开手柄 长按手柄 Home 键直至手柄状态指示灯红灯亮起并伴随振动产生时即可松手，此时手柄关机并断开与头盔的连接。 您无需刻意进行手柄关机操作，在以下状态下手柄会自动关机省电： •头盔进入深度休眠时（摘下头盔后一段时间） •头盔手柄管理界面解绑手柄时 •头盔关机时 添加新手柄 如需添加新手柄（头盔最多可同时连接一对手柄，即左右手柄各一只），或解绑手柄后再次连接 , 可进入“设置” “手 柄”，点击“配对”，同时按住手柄 Home 键和扳机键直至手柄状态指示灯红蓝交替闪烁时即可松开，然后根据 头盔画面提示操作。 ► 休眠 / 唤醒 方式一：摘下头盔一段时间后，系统自动休眠；戴上头盔时，系统自动唤醒。 方式二：短按头盔电源键也可以进行休眠或唤醒操作。 硬件复位 头盔硬件复位 如果头盔出现短按头盔电源键没有反应或头盔的画面卡死等问题，可以长按头盔电源键 10 秒以上重新启动头盔。 08 CN
安装眼镜支架 安装遮光鼻托 如您存在眼镜摩擦光学镜片或者压迫鼻梁的问题，请按照图示安装眼镜支架以增加间隔空间。 您可根据佩戴的舒适度选择是否安装。 如您感觉鼻子处漏光影响体验，请按照图示安装遮光鼻托配件。 由于眼睛空间密闭可能加剧起雾及出汗问题，您可根据喜好选择是否安装。 ❶ 摘下贴脸泡棉 ❷ 将眼镜支架按照图示安装在产品上 ❸ 将贴脸泡棉按照图示安装眼镜支架上 ❶ 摘下贴脸泡棉 ❸ 安装贴脸泡棉❷ 将遮光鼻托按照图示方式安装在贴脸泡棉上 注：按照图示拆卸眼镜支架 09 CN
更换贴脸泡棉 贴脸泡棉多次清洁和长时间使用后会变色和质地变软，您可酌情更换新泡棉。 更换顶绑带 摘下贴脸泡棉 ❸ 安装贴脸泡棉 按照图示捏住顶绑带金属扣，往下压到底然后抽出 ❷ •购买优质热门应用 •畅 聊 社 区， 与 众 多 PICO 玩 家 一起探索 VR 世界 •管理设备更便捷 •参与丰富互动活动 •更多精彩内容等你来发现 ❶ 微 信公 众 号：PICO VR抖音：PICO官 方 旗 舰 店哔 哩 哔 哩：PICO-VR官 方微 博：PICO-VR ❶ ❷ 10 CN
In The Box: VR Headset / 2 Controllers / 4 1 5V AA Alkaline Batteries / Glasses Spacer / Nose Pad / 2 Controller Lan- yards / USB-C Power Adapter / USB-C to C 2 0 Data Cable / Quick Guide / User Guide / Safety and WarrantyGuide Important Health & Safety Notes • This product is designed and intended to be used in an open and safe indoor area, free of anytripping or slipping hazards  To avoid accidents, remain conscious to the potential confines ofyour physical area and respect the boundary of your virtual area whenever you see it  Be sure towear the lanyards when using the Controllers  Make sure that there is enough space around yourhead and body (at least 2 meters by 2 meters) to stretch your arms to avoid damage or injury toyourself, others, and your surroundings  • This product is not recommended for children aged 12 and under  It is recommended to keep headsets,controllers and accessories out of the reach of children  Teenagers aged 13 and over must use it underadult supervision to avoid accidents  • This product is designed to accommodate most prescription glasses  Make sure to wear the VR Headsetin a manner in which the VR Headset lenses do not rub or impair your prescription lenses  • Prolonged use may cause dizziness or eye fatigue  It is recommended to take a break every 30 minutes Try relieving your eyestrain by looking at distant objects  If you feel any discomfort, stop using the prod- uct immediately  If the discomfort persists, seek medical advice • Do not expose the optical lenses to direct sunlight or other strong light sources  Exposure to directsunlight may cause permanent yellow spot damage on the screen  Screen damage caused by sunlightexposure or other strong sources of light is not covered by the warranty  • This product supports interpupillary distance (IPD) adjustment in system settings  When adjusting,please be aware that with the minimum IPD, it may touch the bridge of the nose  You can adjust the IPDaccording to your actual interpupillary distance in "Settings"►"Display"  Please note that using inap- propriate IPD may increase the risk of discomfort  • This product has an “Eye Protection Mode”, certified by TÜV Rheinland (Germany), which can protectyour eyes by reducing blue light in the three color channels using software algorithms  The screen ap- pears yellowish in this mode and you can turn this feature on/off in "Settings"►"Display"►"Color"►“- Eye Protection”  • Protect optical lenses during use and storage to prevent damage, such as scratches or exposure tostrong light or direct sunlight  * Product and packaging are updated regularly, and the functions and contents of the standalone headset may be upgraded in the future Therefore, the content, appearance and functionality listed in this manual and product packaging are subject to change and may notreflect the final product  These instructions are for reference only  * Carefully read this user guide before using the product and share this information with any other users, as it contains important safetyinformation  Keep the user guide as reference for the future  11 EN
6 Degrees of Freedom VR The device can track your translational and rotational movements in all directions (up/down, left/right,forward/backward, pitch, roll, and yaw)  Your movements in the real world will be captured and translatedto what you see in the virtual world when using the appropriate content  Ensure a safe environment before you start your VR experience  1  Clear a safe indoor area of at least 2 meters by 2 meters  Keep the room bright, avoid spaces with main- ly single-colored walls, glass, mirrors, moving pictures or other similar objects  2  Remove the protective film that covers the headset front cameras  Wear the lanyards connected to theControllers  3  Set up your environment by following instructions on the VR Headset screen  Install Batteries ❶Pull the tab to remove the insulating paper  Quick Guide 2 m 2m This product can not guarantee your safety with guardian system, you will need to always pay attention to the surrounding safety  * Note: 1 5V AA alkaline batteries should be used Slide the toggle according to arrow direction toopen the battery case  12 EN
Power on the Controller ❷ First Start: The Controller will start automaticallyafter removing the insulating paper  Others: Short press the Home button for 1second until the status indicator flashes blue Power on the VR Headset ❸ Long press the Power button for 2 seconds untilthe status indicator turns blue Wear Your Headset for a Comfortable Fit and View ❹ Adjust the strap dial to turn the strap so that the back of your head rests on the padding  Fine-tune thelength and position of the strap to give a clear view  * Note: You can use this product with prescription glasses or lenses insert  13 EN
Fine-tune the Top Strap ❺ Fine-tune the head strap to reduce pressure on the forehead  Interpupillary Distance (IPD) Adjustment ❻ In System Setting, go to “Setting” ► “Display” to adjust IPD, tap “+” or “-” button to slightly adjust IPDuntil the picture is clear  14 64mm Please note that inappropriate IPD setting may cause ghosting or eyestrain Accurate IPD setting helps you get a clear imaging and ease eyestrain  EN
Product Details VR Headset Status Indicator Legend Blue: Powered on with battery over 20% Yellow: Charging: Battery is less than 98% Red: Charging: Battery is less than 20% Green: Charging: Battery is more than 98% or charge complete Blue flashing: Shutting down Red flashing: Battery is less than 20% Off: Sleeping or Powered off Power Power on: Long press for 2 seconds Power off: Long press for 5 seconds Hardware reset: Long press for 10 seconds Short press to enter sleep or wake up Status Indicator Face Cushion Volume ① ② ③ ④ ⑤ ⑥ ⑦ ⑧ RGB See Through Camera Do not block during use  Top Strap Removable Strap Dial Tracking Cameras Do not block during use  ⑨ ⑩ ⑪ USB-C Interface Left/Right Speaker Proximity Sensor The system wakes upwhen the VR headset isput on, sleeps when VRheadset is taken off  ⑫ ⑬ Eye Tracking Cameras Pro version only  Do not block during use  Face Tracking Camera Pro version only  Do not block during use  15 EN
Controller Status Indicator Legend Off: Connected or Powered off Blue: Firmware updating in progress Blue flashing: Searching for connection Red and blue flashing alternately: Pairing in progress 16 Joystick Menu ③ ① ② Home Power on: Short pressPower off: Long press for 6 secondsReturn home screen: Short pressScreen recentering: Press for 1 secondStatus Indicator Grip Capture Trigger ④ ⑤ ⑥ ⑦ ⑧ ⑨ Battery Case Open: Slide down the toggle andpop up the battery case  Lock: Push the battery case to lock  Tracking Ring Do not block during use  * Note: Pass the Controller Lanyardthrough the string as shown andlock at the end of the Controller EN
Operating Instructions Headset Control Mode If the Controller is not connected, you can interact with the home screen by moving your head to directthe crosshairs over your intended selection and clicking the Volume Up/Down button on the VR Headset  Switch the pointer of the master Controller In the home screen, short press the Trigger of the corresponding Controller to switch the pointer of themaster Controller  Screen re-centering Wear the VR Headset and look straight ahead, press and hold the Home button of the Controller or VRHeadset ( or the Volume Down button of the VR Headset in head control mode) for more than 1 second tore-center the screen  Disconnect the Controller Press and hold the Home button until the status indicator turns red and the Controller vibrates Controllers will automatically shut down to save power in the following cases:When the VR Headset enters deep sleep (a while after the VR Headset is taken off)When the Controller is unpairedWhen the VR Headset is powered off Add a new Controller If you need to add a new Controller (the VR Headset can only connect one left Controller and one rightController) or reconnect with an unpaired Controller  Go to “Settings” ► “Controller”, click on “Pair” Press and hold the Home button and the Trigger of the Controller at the same time until the red and bluelights of the Controller flashing alternately, and then follow the instructions on the VR Headset screen  Sleep / Wake up Option 1 (Proximity Sensor) Take off VR Headset for automatic sleeping: wear the VR Headset for automat- ic waking up  Option 2 (POWER Button) Press the Power button of the VR Headset for manual sleeping or waking up  Hardware reset VR Headset reset If the visual in the VR Headset freezes, or the VR Headset does not respond after short press the Powerbutton, you can press the Power button of the VR Headset for more than 10 seconds to reboot the VRHeadset  Controller reset If the virtual Controller, the Home button or any buttons of the Controller doesn\'t respond, remove andreinstall the battery case to restart the Controller  The VR Headset Adjustment This device has no myopia adjustment function  The VR Headset allows wearing most standard glasseswith a frame width of less than 150mm  to install Glasses Spacer to increase the space  You can install or not according to your situation  17 EN
Install Glasses Spacer Install Nose Pad If you have glasses collision with headset lens or pressure on the bridge of nose, please follow the pictureto install Glasses Spacer to increase the space  You can install or not according to your situation  If you feel light leaking from your nose, please follow the picture to install Nose Pad to block the light You can consider having it installed at your own discretion  Disassemble the Face Cushion  Install the Glasses Spacer on the Headset  ❸ ❶ ❷ Install the Face Cushion on the Glasses Spacer  Disassemble the Face Cushion  Install the Nose Pad on the Face Cushion  ❶ ❷ Install the Face Cushion on the Headset  ❸ * Note: Disassemble the Glasses Spacer 18 EN
Replace Face Cushion The Face Cushion will have the following phenomena such as color change, surface fluff, soft texture afterlong-term use and repeated cleaning  You can replace a new Face Cushion as needed  Replace Top Strap ❶ ❷ Disassemble the Face Cushion  Pinch the metal buckle of the top strap asshown, press it down and pull it out Install the Face Cushion on  ❸ ❷ ❶ • Purchase high-quality and trending apps • Join PICO Community and explore the VR worldwith other PICO players• Manage your device with ease • Engage in diverse and interactive activities • More exciting features waiting for you 19 EN
'
Context 3:  For this case, the 4C business model archetypes are mostly relevant for cybersecurity providers and IoT-MDM system/service providers as a tool to analyze customer business models and identify customer needs, the hospital management style  These customer needs can eventually be turned around as business opportunities  While IoT-MDM systems and services are not only concerned about cybersecurity, there is room for service providers to customize and tailor services based on customer needs  These service providers either can target customers from one layer (connection/content/context/commerce) across multiple industries, or, they can also target a specific industry (e g  healthcare) create customized services for all the layers in that industry 
To make sense of the overall cybersecurity provisioning for future 5G, we created the 4-quadrant matrix (Figure 3) by identifying major security drivers for new business creation in future 5G  These scenarios were created in workshops with telecommunication & cybersecurity experts from the industry  While these service provisioning scenarios are relevant to overall 5G, they are also significantly related to the case of IoT-MDM system/services 
Figure 3 Scenarios for 5G cybersecurity provisioning [Adapted from 35] 
As a result, we find four major drivers of security, which potentially will come with new business opportunities in the 5G era  Device driven security comprises distributed and D2D security techniques  Platform driven security will focus on centralized and D2D security techniques  Whereas, network infrastructure driven security should focus on centralized and infrastructure security methods  Lastly, location driven security should harness distributed and infrastructure security techniques 
In a quest to identify potential business entities operating in each of the quadrants relevant to device management, we recognize a ‘secure device manufacturer/provider’ focuses on device-driven security  Currently, multiple device manufacturers are developing devices where security features are built-in, regardless of which network or websites the users are accessing  This built-in security can be offered to multiple kinds of devices including smartphones, tablets, pcs, wearables, and even to IoT devices with communication and computation capability  These secure devices are built in a way that it will control access to potentially harmful networks, websites, and content; even without any commercially available security applications installed  However, when a customer enterprise (e g  the future digital hospital) is buying a fleet of hundreds of such secure devices, the question raises how to manage and configure all these devices from time-to-time  In such a case, even the secure devices will need IoT-MDM services for proper management and seamless upgrading when needed 
For the platform-driven security, we observe a ‘traditional IoT-MDM system provider’ can be a good example  In many cases, IoT-MDM system providers are selling there device management systems to enterprises directly  And, in other cases, they are selling the service through MNO’s bundled with connectivity and/or infrastructure  While as network infrastructure-driven security, a ‘mobile network operator/carrier’ or a ‘network infrastructure vendor’ can build own IoT-MDM system to offer their clients as well  And, finally, a location-specific micro operator can offer location-driven security  Micro operators offer mobile connectivity combined with specific, local services  The operation of a micro operator is spatially confined to either its premises or to a defined area of operation  As a part of the location-specific services, these micro operators can also offer IoT-MDM services for the users through outsourcing 
Further, we attempt to connect the aforementioned classification and examples of different players offering IoT-MDM services with the mixed source business model approach  Table 2 summarizes our understanding on how each kind of cybersecurity provider can open and mix the core value creation logic for end users  As mentioned previously, the mixed-source business model options are: open source (open core, open extensions), open core (open core, closed extensions), open extensions (closed core, open extensions), and proprietary (closed core, closed extensions)  In relation to these mixed-source options, we analyze the plausible options for each of the four distinct cybersecurity providers in the context of this study 
Secure device manufacturer/provider Secure devices Proprietary (own device, own IoT-MDM platform), Open extensions (own device, outsourced IoT-MDM service) 
From a secure device manufacturer perspective, device business can be considered as the core operation whereas IoT-MDM services would be extended solution  A secure device manufacturer/provider can have either a proprietary model or an open extensions model  In the proprietary model, the secure device manufacturer will offer their own devices alongwith their own IoT-MDM system/service  This is a viable case in a sense that customers who are purchasing the fleet of secure devices might prefer the IoT-MDM service from the same vendor, which is ideally less risk prone  Generally, when a customer organization buys a fleet of secure devices, they would expect the device management functions to be offered by the same service provider since integration of multiple systems/interfaces might increase vulnerability and reduce the customer’s confidence on the system  However, in practice, not all secure device manufacturer will specialize in automated device management solutions, and new R&D expenses to develop the IoT-MDM systems could result to be financially unfeasible  So, the second option for a secure device manufacturer is to have an open extensions model, where they will still offer the secure devices but outsource the IoT-MDM services to other vendors 
A micro operator’s core business relates to location specific network, while they are offering additional location specific services as extensions  Ideally, a micro operator’s business model in this case can be considered to be open source  At one hand micro operators are dependent on appropriate available spectrum resources on carriers and NIVs, and on the other hand, outsourcing the IoT-MDM services to other vendors seems more economically feasible than building own system  In contrast, a traditional IoT-MDM system/ service provider can have either a direct-open extensions business model or an indirect-open extensions business model  Unlike the other three archetypes in this discussion, IoT-MDM system/services are the core business for this kind of actor, as device and network related issues can be considered as extensions  An IoT-MDM system/service provider is characteristically dependent on connectivity providers, i e  MNOs, NIVs  In a direct-open extensions business model, while they are selling the IoT-MDM service directly to the end users, they are using the operator connectivity, but delivering their core value directly  Alternatively, in an indirect-open extensions business model, these IoT-MDM vendors can sell the services through MNOs/NIVs/device vendors to the end users 
Finally, a mobile network operator can either have an open extensions business model, or less likely a proprietary business model for IoT-MDM services  In an open extensions business model, operators will offer own connectivity to end users while outsourcing the IoT-MDM service to vendors  In very few cases though, operators might have their own IoT-MDM system on offering and thus they can sell both connectivity and IoT-MDM service as a proprietary bundle 
Looking back at the case of futures digital hospital, it is deemed to comprise various advanced technology-aided devices, let it be for clinical purposes or communications purpose that support healthcare  With the presence of devices like smartphones, tablets, wearables, connected TVs, VR touchpoints, AR touchpoints, robotic assistance for surgeries, thousands of smart IoT devices, makes the overall device network of the digital hospital complex and need automated centralized management  This centralized management of numerous IoT and mobile devices can be delivered through IoT-MDM system/services  Using the IoT-MDM system/service, the hospital organization can configure, secure, and time-to-time update their device network 
While procuring IoT-MDM services, the above analysis shows that futures digital hospitals can source it either directly from IoT-MDM service providers or through MNOs  Alternatively, if a digital hospital also plays the role of a micro operator, besides offering other location-specific services, the micro operator can also offer device management services by sourcing it from other vendors  In other cases, the future digital hospital can procure fleet of secure devices for the hospital from whom they can also source the device management service as a bundle  From the 4C business models perspective, the hospital organization seems to be a single organizational entity where different activities can be categorized in the 4C layers  Cybersecurity providers can specify and address such issues to highlight and customize their service offering for the future digital hospital 
In this article, we have looked at the futures digital hospital context from a device management perspective, and attempted to portray business model options based on how to create and capture economic value from cybersecurity business  Though in this research, we adopt a high-level stance on cybersecurity from a technical perspective, the overall discussions on business potential are relevant to issues like information security, communication security, storage security, security at vulnerable touchpoints in hospital context (end user interface layer, IoT nodes, system layer, network layer) 
Futures digital hospitals will be vulnerable to cybersecurity threats because of its data-dependency and digital-intensive device network  Thus, the business opportunity for cybersecurity providers in this case can be considered as the need for automated and centralized IoT-MDM service  To that end, this paper presents four distinct players who can provide such service to a critical infrastructure like a digital hospital  The mixed-source business model options further open up multiple alternatives that each type of vendor can consider while tailoring services for the future digital hospital   This paper also connects the 4C ICT business model archetypes to cybersecurity business context which can be used as an analytical tool to identify customer needs and scope for value creation  
Academically, this work contributes by filling up the void in discussing business models for cybersecurity as an industry  In addition, in the existing literature the hospital context has also been less discussed from a cybersecurity business perspective  From an industrial point of view, the business model options discussed in this research are timely and relevant to the market context and need  As mentioned, the mixed source business model options show how cybersecurity providers can extend their offering for different kinds of need for the hospital context based on their core businesses  This study can prove to be helpful for cybersecurity business entities and at the same time hospital managers  The scope of this paper explains business potential of cybersecurity vendors to an emerging industry from a higher level  In this paper, authors do not attempt to analyze the technical aspect of cyber security provisioning in healthcare context, however that is a forthcoming research possibility of this study  Also, since this research is based on a conceptual phenomenon, thus its empirical validation, both qualitatively and quantitatively is still yet to come, which can be considered as a limitation of the study 
All in all, we consider that applying a business perspective to IoT-MDM systems can solve many challenges of a modern mobile IT environment, not only in healthcare but also in other kinds of critical infrastructures   These IoT-MDM systems can be provided by various kind of vendors through a balanced and timely business model 
This study has been supported by the DIMECC Cyber Trust – Digital cyber security program 
 Lehto, I , and Ahokangas, P  (2017)  “Mobile Security Business Models for Critical Infrastructures – An Ecosystemic Approach”, in Proceedings of the 24th Nordic Academy of Management Conference 2017, Bodo, Norway 
 Loebbecke, C , and Picot, A  (2015)  Reflections on societal and business model transformation arising from digitization and big data analytics: A research agenda  The Journal of Strategic Information Systems, 24, 149–157 
 Himidan, S , and Kim, P  (2015)  The evolving identity, capacity, and capability of the future surgeon  In Seminars in pediatric surgery, 24, 145–149, WB Saunders 
 Beimborn, D , and Palitza, M  (2013)  “Enterprise app stores for mobile applications-development of a benefits framework”, in Proceedings of the Nineteenth Americas Conference on Information Systems, Chicago, Illinois 
 Ortbach, K , Brockmann, T , and Stieglitz, S  (2014)  “Drivers for the adoption of mobile device management in organizations”, in proceedings of the Twenty Second European Conference on Information Systems, Tel Aviv 2014 
 Wirtz, B  W , Schilke, O , and Ullrich, S  (2010)  Strategic development of business models: implications of the Web 2 0 for creating value on the internet  Long range planning, 43, 272–290 
 Afuah, A  (2004)  Business Models: A Strategic Management Approach  McGraw-Hill/Irwin 
 Alt, R , and Zimmermann, H  D  (2001)  Preface: introduction to special section–business models  Electronic markets, 11, 3–9 
 Chesbrough, H , and Rosenbloom, R  S  (2002)  The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies  Industrial and corporate change, 11, 529–555 
 Shafer, S  M , Smith, H  J , and Linder, J  C  (2005)  The power of business models  Business horizons, 48, 199–207 
 Zott, C , and Amit, R  (2010)  Business model design: an activity system perspective  Long range planning, 43, 216–226 
 Xu, T , Wendt, J  B , and Potkonjak, M  (2014)  Security of IoT systems: Design challenges and opportunities  In Proceedings of the 2014 IEEE/ACM International Conference on Computer-Aided Design, 417–423  IEEE Press 
 Zhang, Z  K , Cho, M  C  Y , Wang, C  W , Hsu, C  W , Chen, C  K , and Shieh, S  (2014)  IoT security: ongoing challenges and research opportunities  In Service-Oriented Computing and Applications (SOCA), 2014 IEEE 7th International Conference, 230–234  IEEE 
 Farooq, M  U , Waseem, M , Khairi, A , and Mazhar, S  (2015)  A critical analysis on the security concerns of internet of things (IoT)  Int  J  Computer Appl  111 
 Backman, J , Väre, J , Främling, K , Madhikermi, M , and Nykänen, O  (2016)  IoT-based interoperability framework for asset and fleet management



ground_truth: Exposure to sunlight or strong light may cause permanent yellow spot damage on the screen.

prompt_front: Now, answer the following question based on the text below, only give me the answer and do not output any other words.

Question: What is the definition of mobile device management (MDM)?

Read the following text and answer briefly.

Context 3:  In Emerging Technologies and Factory Automation (ETFA), 2016 IEEE 21st International Conference, 1–4  IEEE 
 Isotalo, L  (2017)  “5G Slicing as a Tool to Test User Equipment Against Advanced Persistent Threats”, in International Conference on Network and System Security, 595–603  Springer, Cham 
 Alcaraz, C , and Zeadally, S  (2015)  “Critical infrastructure protection: requirements and challenges for the 21st century”, in International Journal of Critical Infrastructure Protection, 8, 53–66 
 Sutherland, J , and van den Heuvel, W  J  A  M  (2006)  Towards an intelligent hospital environment: adaptive workflow in the OR of the future  In System Sciences, 2006  HICSS’06, in Proceedings of the 39th Annual Hawaii International Conference, 5, 100b–100b  IEEE 
 Haq, M  M  (2008)  U S  Patent No  7,412,396  Washington, DC: U S  Patent and Trademark Office 
 Spector, N  D , Cull, W , Daniels, S  R , Gilhooly, J , Hall, J , Horn, I , and Stanton, B  F  (2014)  Gender and generational influences on the pediatric workforce and practice  Pediatrics, 133, 1112–1121 
 Wirtz, B  W  (2011)  Business model management  Design–Instrumente–Erfolgsfaktoren von Geschäftsmodellen, 2 
 Gomes, J  F , Ahokangas, P , and Owusu, K  A  (2016)  Business modeling facilitated cyber preparedness  Int  J  Business & Cyber Security, 1, 54–67 
 Richardson, J  (2008)  The business model: an integrative framework for strategy execution  Strategic change, 17, 133–144 
 Morris, M , Schindehutte, M , and Allen, J  (2005)  The entrepreneur’s business model: toward a unified perspective  J  Business Res  58, 726–735 
 Zott, C , Amit, R , and Massa, L  (2011)  The business model: recent developments and future research  J  Manage  37, 1019–1042 
 Gomes, J F , Iivari, M , Ahokangas, P , Isotalo, L , Sahlin, B , and Melen, J  (Forthcoming, in press), Cyber security business models in 5G  Comprehensive guide to 5G security, Wiley Publishers, London 
 Ballon, P  (2007)  Business modelling revisited: the configuration of control and value  info, 9, 6–19 
 Yrjölä, S , Ahokangas, P , and Matinmikko, M  (2015)  Evaluation of recent spectrum sharing concepts from business model scalability point of view  In Dynamic Spectrum Access Networks (DySPAN, in 2015 IEEE International Symposiu, 241–250  IEEE 
 Ahokangas, P , Moqaddamerad, S , Matinmikko, M , Abouzeid, A , Atkova, I , Gomes, J  F , and Iivari, M  (2016)  Future micro operators business models in 5G  The Business & Management Review, 7, 143 
 Mitola, J , Guerci, J , Reed, J , Yao, Y  D , Chen, Y , Clancy, T , and Guo, Y  (2014)  Accelerating 5G QoE via public-private spectrum sharing  IEEE Communications Magazine, 52, 77–85 
 Casadesus-Masanell, R , and Llanes, G  (2011)  Mixed source  Manage  Sci  57, 1212–1230 
 Mason, J  (2002)  Qualitative researching  Sage 
 Miles, M  B , and Huberman, A  M  (1994)  Qualitative data analysis: An expanded sourcebook  Sage 
Julius Francis Gomes is pursuing his Ph D  in international business from the University of Oulu  He currently works at the Oulu Business School as a Doctoral Student to research the futuristic business models for digital intensive industries  His research focuses on using business models as a mean to look in to future industries  He is interested to research business ecosystems in different contexts like cyber security, healthcare, future’s network etc  with a business model perspective  He received his M Sc  (2015) in international business from the University of Oulu  Prior to that he acquired MBA (2011) specializing in managing information systems in business applications  Previously, he has also enjoyed about three years in a top tier bank in Bangladesh as a channel innovator 
Marika Iivari is a postdoctoral researcher at the Martti Ahtisaari Institute within Oulu Business School  She defended her doctoral dissertation on business models in ecosystemic contexts  She holds M Sc  in International Business from the Ulster University, Northern Ireland  Her research interests are in the areas of open innovation, business models and strategy in the context of innovation ecosystems and smart cities, digital and ICT business ecosystems  She has been involved in several research projects around 5G and the Internet of Things, most recently in the health care sector  She is also an active member of the Business Model Community, the Open Innovation Community and the Society for Collaborative Networks 
Petri Ahokangas received his M Sc  (1992) and D Sc  (1998) degrees from the University Vaasa, Finland  He is currently Adjunct Professor (International software entrepreneurship) and Senior research fellow at Martti Ahtisaari Institute, Oulu Business School, University of Oulu, Finland  His research interests are in how innovation and technological change affect international business creation, transformation, and strategies in highly technology – intensive or software – intensive business domains  He has over 100 publications in scientific journals, books, conference proceedings, and other reports  He is actively working in several ICT-focused research consortia leading the business-related research streams 
Lauri Isotalo has received his M Sc  from Helsinki University of Technology (currently Aalto University) in 1992  He has also a postgraduate Diploma in Business Administration  At first Lauri worked in Nokia Corp  in Mobile Technology & System Marketing unit specializing in Intelligent Networks  In 1992 he joined Elisa Corp  where he has held several managerial positions in value added services business, system and process security and mobile network development  Since 2005 Lauri has also led Elisa SME teams in various international collaboration projects and acquired a deep knowledge of the cyber security of legacy telecommunication networks, ip core, access networks, user terminals and modern virtualized data center IT platforms/cloud systems  From 2014 Lauri has headed SDN&NFV development in Elisa 
Riikka Niemelä, M Sc , MHSc , is a cross-disciplinary health-tech professional who obtained her degrees in Electrical Engineering (Master of Science) and Medical technology (Master of Health Sciences) from the University of Oulu, Finland  After R&D engineering, she worked as a research assistant to research the national eHealth development of the Finnish healthcare  Thereafter, she has been researching and promoting the adaptation of connected health technologies in surgical processes of a Nordic future hospital, resulting in scientific publications  Currently, she works as a project manager in Tuttlingen, Germany – the world center of Medical Technology – to generate R&D and innovation projects in cooperation with the ICT and LifeScience companies from Oulu, Finland  Her aim is to promote the digitalization and internationalization of the both high-tech regions and to generate innovations serving the increasing demands for healthcare 
Journal of ICT, Vol  5_1, 107–128 



ground_truth: Centralized control of mobile devices and applications.