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000-010 - Fundamentals of Applying Tivoli Service Management Solutions 2008 - BrainDump Information

Vendor Name : IBM
Exam Code : 000-010
Exam Name : Fundamentals of Applying Tivoli Service Management Solutions 2008
Questions and Answers : 77 Q & A
Updated On : March 19, 2019
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000-010 exam Dumps Source : Fundamentals of Applying Tivoli Service Management Solutions 2008

Test Code : 000-010
Test Name : Fundamentals of Applying Tivoli Service Management Solutions 2008
Vendor Name : IBM
Q&A : 77 Real Questions

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IBM Fundamentals of Applying Tivoli

From Deep learning To statistics Science: every little thing You should know | killexams.com Real Questions and Pass4sure dumps

Many individuals in the tech world now have an effective understanding of AI. Others are just getting begun and asking questions like: What are the changes between deep learning and desktop getting to know? How are they distinctive, and the way can they improvement businesses?

companies and their leaders who wish to get began should first get established with the basics of deep researching and the corresponding terminology, in addition to take into account the current challenges to AI adoption and how to handle them. listed here, I’ll goal to give a definitive overview of the subject matter, along with hyperlinks to a few materials that you simply may additionally locate useful.

What’s the change between facts analytics, desktop studying, and deep discovering?

Let’s birth with defining the term “statistics science.” statistics science is a vast container that covers everything regarding statistics cleansing, coaching and analysis. This involves records, mathematics, programming, and artistic problem-fixing to extract information and insights from records. When GPU acceleration is used to improve the efficiency of records science workflows, we call this “accelerated information science.”

In distinction, facts analytics, computing device learning, and deep gaining knowledge of are customary procedures to solving problems within the container of facts science.

How statistics analytics, computer discovering, and deep discovering fit in the better image of facts science.NVIDIA

statistics analytics has been around for reasonably some time, and is used to verify information units to be able to draw conclusions concerning the information they contain using correlation, statistical modelling and different methods.

computer researching makes use of facts techniques to construct a model from accompanied records. It commonly relies on human-defined classifiers or “feature extractors” that can also be so simple as a linear regression, or the somewhat more complex “Bag of phrases” evaluation approach that made e mail junk mail filters possible again in the late 1980’s.

Then we invented smartphones, webcams, social media services, and every kind of sensors that generate huge mountains of statistics. This brought on the brand new challenge of determining the numerous elements in the information— and the correlations between them that actually count number. That’s where deep gaining knowledge of comes in.

Deep gaining knowledge of is a laptop getting to know approach that automates the creation of these “characteristic extractors” via a method referred to as “characteristic engineering,” which uses giant quantities of data to instruct complex “deep neural networks” (DNN). DNNs are able to achieving human-degree accuracy for a lot of projects, but require colossal computational energy to instruct.

Deep discovering and beyond - how AI, deep researching, computing device learning, and analytics fit.NVIDIA

How organizations are leveraging accelerated data science

Many groups, agencies, and even governments are realizing that accelerated records science can support them be greater valuable and extra productive. for instance, the healthcare trade merits from accelerated data science in many methods, including:

  • stronger prediction of sickness drivers with genomic medicine
  • enhanced health effects via evaluation of digital clinical information
  • Predictively investigate the optimum medication for a wide array of health conditions
  • an additional illustration is the energy and utilities business, the place benefits of accelerated statistics science consist of:

  • Optimized power distribution in wise grids
  • decreased outages with predictive protection
  • throughout industries, companies can use accelerated information science to investigate consumer information to enrich product construction, computer screen IT programs and actual amenities for anomalies and threats, and advance consumer enterprise intelligence reports for company decision makers.

    Challenges organizations face when first adopting deep discovering

    There are a few challenges that organizations and researchers may additionally encounter when adopting deep learning.

  • Getting used to a brand-new computing model. Most data scientists, developers and researchers don’t have lots of adventure working with it yet, and to practice deep discovering with ease you should learn the way to approach problems a bit otherwise… from a more records-centric perspective.
  • impulsively evolving algorithms. Deep getting to know algorithms proceed to enrich (and very right now), so maintaining with the entire latest advances that may also advantage your work can require large time & effort.
  • working towards deep neural networks requires massive compute power. So, you should plan your projects to take capabilities of high performance computing structures that may manner giant quantities of facts promptly.
  • Don’t be anxious: I even have options. Watch my free webinar recording to be taught greater concerning the tools and substances organizations use to overcome these challenges when adopting deep researching, along with additional information on issues like:

  • extra examples of accelerated records science and the way your corporation can improvement
  • How deep neural networks are knowledgeable, optimized and deployed in purposes,
  • suggestions to support you get started the usage of deep gaining knowledge of to your personal purposes.
  • resources for you and your crew to dwell a professional and entry essentially the most significant equipment
  • How do I stay counseled on every thing I need to find out about deep gaining knowledge of?

    past the free webinar, I also advocate attending the GPU expertise conference on March 17-21, 2019 in San Jose, California. With over 600 sessions and practically 10,000 builders, researchers and records scientists attending, that you can see the spectacular work being accomplished with AI across industries, meet the experts main the AI revolution, and find out how to observe the technologies you see to your own tasks.

    Key audio system are coming from Google, Amazon, Microsoft, IBM, facebook, Uber, BMW, a number of main universities and national labs, to identify a couple of. that you could keep 25% on registration with my personal code, NVWRAMEY.

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    IBM Tivoli software for enterprise gadget administration | killexams.com Real Questions and Pass4sure dumps

    IBM Tivoli utility is an commercial enterprise device management platform with really expert components customized for IT directors that manage midsize and enterprise statistics centers.

    The Tivoli company of items includes dozens of software as a service applications for IT infrastructures. probably the most valuable and critical programs for equipment administration are Tivoli Storage supervisor (TSM), Tivoli Monitoring and IBM Workload Automation.

    TSM is an business backup and records protection software. Its modular product structure presents statistics storage and security flexibility for different environments. Smaller businesses birth with Storage supervisor, whereas bigger organizations customarily select the Storage manager extended version with extra disaster restoration and tape and disk assist. Storage supervisor can also interface with VMware for digital environments through its vStorage API, and might lower back up to VMware's vCloud. It also interfaces with virtual servers operating Microsoft's Hyper-V.

    The software may also be managed either from the TSM Operations core or from VMware vCenter.

    Tivoli Monitoring utility, like Storage supervisor, has dissimilar options for implementation. where Storage supervisor ensures information security, Tivoli Monitoring ensures infrastructure efficiency by presenting a single, quick-glance view of skill utilization, performance and health. The utility's constructed-in analytics engine allows administrators to track a given workload's resource consumption to prevent inefficient provisioning.

    Tivoli Monitoring for virtual Environments is a version of the software particularly tailored to virtual methods, and it contains a different predictive analytics algorithm. The what-if analysis characteristic allows for IT gurus to run models using precise performance records to examine how foremost to set up their virtual infrastructure.

    IBM Workload Automation rounds out the main programs management suite with software that combines Tivoli Workload Scheduler with a cloud-useful resource manager to create stronger automation and streamline administrative projects. Like Tivoli Monitoring, Workload Automation has a simulation and forecasting add-on so administrators can mannequin workflows to gauge useful resource consumption and time completion. Workload Automation integrates with Tivoli service Automation manager to installation and manipulate cloud computing functions.

    Budgeting for Tivoli

    When it involves pricing and availability, each product is as unique as the service it presents. Tivoli Storage manager is a household of items, with Storage manager as its flagship application. an information protection and recuperation edition -- Storage supervisor FastBack -- is available for a free trial. the entire Storage manager software is round $forty four.50 for a 10 processor cost unit (PVU) license. then again, a consumer license costs around $eighty three.seventy five.

    IBM's Tivoli Monitoring suite also gifts a number of options. The Tivoli Monitoring product is a capture-all monitoring device for a corporation's IT infrastructure, and fees around $437 per aid cost unit (RVU) license. An RVU license is corresponding to a PVU license, but relies upon the variety of processors used. Tivoli Monitoring for digital Environments is selected to digital servers and hypervisors, and fees $511 per RVU license.

    In distinction to the different two, Tivoli Workload Automation is a single utility kit, and starts at around $54.50 for a ten-job license.


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    Arizona FIRST Lego League competition builds up the joy of learning | killexams.com real questions and Pass4sure dumps

    January 28, 2019

    Randee Huffman wasn't hanging out at the Arizona FIRST Lego League (aka AZ FLL) state championship tournament during the weekend of Jan. 19–20 because she needed something to fill her time.

    “Very busy” is how Huffman describes her life as she finishes classwork needed to graduate this spring with a bachelor’s degree in mechanical engineering from Arizona State University’s Ira A. Fulton Schools of Engineering.

    The semester’s tasks include meeting additional requirements as a student in ASU’s Barrett, The Honors College, and the Fulton Schools’ Grand Challenge Scholars Program.

    Huffman is also a teaching assistant, works part time with the Fulton Schools student outreach operation and is preparing to move to Seattle after graduation to start the engineering job she has already lined up.

    Despite her hectic schedule, Huffman says she wouldn’t miss a chance to contribute to furthering the AZ FLL’s educational mission.

    ASU mechanical engineering student Randee Huffman was on duty at the AZ FLL state tournament for a second year. After she graduates, Huffman says she plans to be among the university alumni who return as volunteers to help staff the event. Photo by Erika Gronek/ASU

    It was the second year she has worked with the growing contingent of ASU students who volunteer to help manage activities at the tournament.

    “I’m a big fan of FLL. I signed up as soon as I heard about it,” Huffman said of the opportunity to volunteer at the tournaments. “I plan to come back and do it again as an alum.”

    Her sentiments were echoed by some of her fellow ASU students who made up about a quarter of the 175 tournament volunteers — a group that also included teachers, team coaches and mentors, parents and high school students — at the 2018–19 AZ FLL season’s championship competition.

    That is an all-time high number of volunteers for the event, up by more than 50 percent from the previous season, according to Hilary Mitchell, a Fulton Schools senior education outreach coordinator.

    Seong-Kyung Lim, a senior electrical engineering major at ASU, echoed other students at the tournament when asked why they volunteer their time for the tournament: “It’s so much fun.” Photo by Erika Gronek/ASU

    Mitchell is also the affiliate partner of FIRST (For Inspiration and Recognition of Science and Technology), the international youth organization that operates robotics competitions for K-12 students throughout the United States and more than 50 other countries.

    The increase in the number of AZ FLL tournament volunteers reflects the expansion of the program since ASU took over as FIRST’s managing partner for Arizona in 2008.

    This season about 3,000 fourth- through eighth-grade students on 358 teams from 175 schools throughout the state participated — along with independent community teams. Each of those teams went to one of the 14 regional qualifying tournaments to vie for a place at the state championship.

    About 700 students from 95 of those teams earned their way to ASU’s Tempe campus for the season’s final competition.

    ASU senior chemical engineering student Tim Otis says working with youngsters involved in AZ FLL for the past three years has been a valuable experience, giving him ideas for his honors thesis project on developing curriculum for effective engineering education. Photo by Erika Gronek/ASU

    All of those numbers add up to the continuation of a decade-long boom period for AZ FLL, a climb that has led to the state tournament being stretched out over two days instead of one for the past three years, Mitchell points out.

    For the competition, the young students must build and program small robots from a Lego "Mindstorms" kit and then operate the robots in accordance with a series of prescribed maneuvers and tasks.

    Students also must apply basic engineering and science methodologies to solving the challenges presented by each season’s project theme.

    This year students had to imagine what kinds of potential technical, physical and even emotional problems might confront astronauts traveling in outer space on missions lasting a year or more.

    As part of the FIRST Lego League competition, student teams had to imagine what kinds of problems might confront astronauts traveling in outer space on missions lasting a year or more, and propose solutions. One team’s homemade astronaut suits reflected the theme of that challenge. Photo by Erika Gronek/ASU

    The space travel idea seemed to capture the youngsters’ imaginations even more than themes from past years, and Mitchell says the excitement exhibited during the tournament seemed to bear that out.

    The bottom line for the allure of AZ FLL? “It’s fun,” she said.

    ASU students also say the fun factor is a big part of what attracts them to join the ranks of volunteers.

    Senior electrical engineering student Seong-Kyung Lim has been volunteering to help out at AZ FLL tournaments throughout her four years of studies in the Fulton Schools. Her interest evolved from competing in FIRST competitions in high school.

    “It’s so much fun to see the kids get all excited and to see the robots they build,” Lim said. “The kids are super-smart and passionate, and they are really cute.”

    FIRST Lego League teams are known for their creative names and costumes, as illustrated by members of the Gravitatoes team. Photo by Erika Gronek/ASU

    Tim Otis, a senior chemical engineering student, says he has a passion not only for engineering but for both robotics and education. He has been a student worker for Fulton Schools K–12 education outreach programs for the past three years. It was his third year as an AZ FLL tournament volunteer.

    Otis is doing his Barrett honors thesis on engineering education. Working with the FLL students “is great experience that I can use for the engineering curriculum I’m developing as part of my thesis," he said.

    The FLL competitions provide a good vantage point from which to learn what motivates young students to pursue knowledge about science and engineering, Otis says.

    “It’s great to see so many kids thrilled about STEM (science, technology, engineering and math),” said Fulton Schools alumnus Rick Kale, who for the past five years has been helping run the AZ FLL annual regional qualifying tournament at ASU’s Polytechnic campus.

    The 2013 aerospace engineering graduate — a reliability, maintainability and system safety engineer for Honeywell Aerospace — has been a volunteer for FLL tournaments since 2009. Kale also was a member of a FIRST robotics team in high school.

    He expects to stay involved in AZ FLL for years to come.

    “A lot of the volunteers and team coaches and mentors are coming back year after year. So there’s a camaraderie that happens,” Kale said. “It’s like an FLL community that gets together once a year” at the state tournament.

    Kale says he also expects that in the future he will be seeing some of today’s young AZ FLL competitors “sitting on the other side of the desk,” from him, applying for jobs as engineers.

    Dana Zazick, a 1999 ASU graduate with degrees in mathematics and nonprofit management, was doing double-duty at the recent two-day championship tournament.

    On the second day of the event Zazick had to be in her role as coach of the Catholic Master Builders, a team of home-schooled students from Mesa and Gilbert that took first place in the 2017–18 AZ FLL season championship. Zazick has been coaching FIRST teams for five years, including those competing in high school-level competitions.

    But on the first day of the tournament she had volunteered to help keep the competition events running smoothly, which gave her the opportunity to take in the vibrant scene of youthful enthusiasm in action.

    “It’s just so neat to see all the different kids,” Zazick said, “and to see them pumped up and having a blast.” 

    The top-performing teams at the 2018–19 Arizona FIRST Lego League state championship tournament were the Firebots and the Desert Coders, both community teams from Scottsdale. As the first-place winner, the Desert Coders will go on to one of the FIRST U.S. Championship events in Houston in April. The Firebots will compete in the Legoland Open in Carlsbad, California, in March. 

    Sponsors of the Arizona FIRST Lego League are the Ira A. Fulton Schools of Engineering, Intel, Republic Services, Cisco, The Gary & Diane Tooker Family Foundation, Time Warner Cable, Raytheon and Salt River Project.

    Read more about Arizona FIRST Lego League competitions

    Fulton Schools building community of young learners through Arizona FIRST Lego League

    Arizona FIRST Lego League tournament unleashes youngsters’ creative drive

    Top photo: The growing Arizona FIRST Lego League sent 95 teams of young students to the recent state championship tournament at Arizona State University’s Tempe campus. About 700 students participated in the competition that tests skills in robotics and the fundamentals of engineering design and problem solving. The league and the tournament are organized and managed by ASU’s Ira A. Fulton Schools of Engineering. Photo by Erika Gronek/ASU


    The Power of Treating Employees Like Family | killexams.com real questions and Pass4sure dumps

    Everybody Matters coverParenting gave Bob Chapman, CEO of Barry-Wehmiller, a global supplier of manufacturing technology and services, an epiphany about leadership: “Parenting is the stewardship of the precious lives that come to you through birth, adoption or second marriages. Leadership is the stewardship of the precious lives that come to you by people walking through your door and agreeing to share their gifts with you.” This insight ultimately transformed how Chapman runs his company. In a new book Everybody Matters: The Extraordinary Power of Caring for Your People Like Family, Chapman and coauthor Raj Sisodia explain how any company can integrate this perspective into their organization.

    Knowledge@Wharton recently had an opportunity to speak with Chapman and Sisodia about their book.

    An edited transcript of the conversation follows.

    Knowledge@Wharton: Bob and Raj, thank you so much for joining us. Bob, you write in part one of the book about your journey, “What could have broken me made me.” Could you tell us how this has been a recurring theme in your personal and business life at Barry-Wehmiller?

    Bob Chapman: As I reflected upon my journey, [I realized] in my greatest moments of challenge came my greatest learnings….When I found out that my longtime girlfriend and I were going to have a baby, I went from a C student to a straight-A student. All of us are going to experience challenges in life. My experience is that it’s during those challenges where learning can and does occur, if our minds and hearts are open to it.

    There’s no question that [during] these moments of dramatic personal and professional challenge, my mind went to, “How can I get through this?” My mind was open to new ideas. So many of the ideas, both in terms of our leadership model, in terms of our business model, were really born of an environment that was very challenging, where our minds sought new avenues.

    Knowledge@Wharton: You took on the leadership of Barry-Wehmiller when you were in your 30s, after your father’s death. The company was in poor financial shape at that time. What decisions did you make to expand and grow your company? Given what you know now about managing people, what would you have done differently?

    Chapman: First of all, I’ve learned that you can’t manage people. You can only inspire people. Leadership is a part of the process of inspiring people. When my father died, it was a 90-year-old company. Its innovation had ended with the death of Mr. Wehmiller in the early 1900s, and it had lived off that innovation. I took the experiences of my MBA program and the benefit of my education, and I said, “How can we grow? What opportunities can we have to grow?” [It was] a company that hadn’t grown in decades. It survived, barely, financially very weak. I brought to it new ideas of growth.

    I basically said — and I think I learned this in my MBA program — you’re either growing or dying. I looked very purposefully for avenues for growth. That ended up being in the field of solar energy. That ended up being in the field of electronics. It ended up being new forms of packaging, filling technology…. I said, “We’re proud of our history. But our history is not our future.” It’s that responsibility we have in leadership to understand where we are, but more importantly, to understand where we can go to give our people a better future.

    In hindsight, that’s what happened. The challenges we faced, the opportunity I was given, caused me to think about how I could create a future. Not just exist, but to create a future and to shape a future. That occurred in that period of time after my dad’s death. We began growing dramatically from 1976 to about 1981 or 1982. We grew from $18 to $72 million by moving into new fields and developing new technology. All still very fragile, financially, but many of those new initiatives were funded by customers and ideas.

    “Management is about telling people what to do, and leadership is about allowing people to do what they’re capable of doing, toward a common vision.” –Bob Chapman

    I only forgot one thing. I was so enamored with the growth, having had decades of no growth — and the notoriety of that growth — that I didn’t have financial discipline within my tool set. Therefore, we grew revenue dramatically, but we relied upon debt greatly to finance that, which our bankers were willing to do because they believed in these growth fundamentals. But that was one of my major mistakes: to not have better financial discipline….

    Knowledge@Wharton: I was also very interested about the way you used acquisitions to build the company. One of the things you write in your book is that you made acquisitions where failure meant death. Could you talk a little bit about your acquisition philosophy, and how you used your acquisitions to build value, rather than extract value?

    Chapman: Well, I have to go back a step. When I was a young man, in the area of St. Louis where we were, there was a very prominent company and a very successful company called Emerson Electric Company. Emerson Electric was built by Chuck Knight through many acquisitions. I was also influenced by a Harvard case study on how you grow mature companies in mature markets.

    I saw Emerson Electric go from a relatively small company — I think $500 million — to $20 billion through an acquisition discipline of acquiring companies in more or less mature industries….

    In my case, I had nothing other than an idea. I had no money. I had no experience and no advisors. All I knew is that Emerson Electric had grown through acquisitions. I had a financial background — not an engineering background, not a product development background. So maybe I could do that. I began doing acquisitions when, again, we were financed with asset-based lending. We had absolutely no room to be wrong. When I went to my very professional outside board in 1984 with the idea of this first acquisition, they looked at me seriously and said, “Bob, we agree with you that this small $3 million company fits and would be a good acquisition. But we want you to understand something. If you fail, it’s all over.”

    That’s not because they were going to let me go. But because financially, the company was so fragile, it had no room for failures. In hindsight, that all worked out to our benefit, because the only thing I could buy were things that nobody else wanted. …If you were told that your life depended upon something, I would think you would bring incredible discipline and focus to that. So knowing in my first acquisition that I had no option but to succeed, I threw in an immense amount of dedication. Our very first acquisition became a massively successful acquisition of a company that nobody else wanted.

    That is how I began that journey. Because I had no money, I had to do all my scouting and research and logic. I began buying companies that I thought fit our future, that nobody else wanted to touch. Therefore, I could buy them at a price that was, in hindsight, very reasonable. I brought incredible intensity to make sure that they were successful, because failure was death. The company had no room to be wrong. Even though today the company is massively more prosperous, financially rock solid, I still have in me that same discipline. You can’t fail at acquisitions. Statistically, 77% of all acquisitions fail. Having executed over 80 acquisitions, that’s not our situation.

    Knowledge@Wharton: Is there a secret formula to making acquisitions work?

    Chapman: Discipline…. Never get into deal momentum. Never get into bidding contests. You end up paying more than you can make work. From day one, because I couldn’t afford to do that, I developed discipline. There was no deal that I would ever get emotionally involved in, that I would do and be disappointed. [Make] sure that you know exactly how you’re going to make that company better and get your return. You don’t enter with hopes and dreams. You enter into it very disciplined. I know exactly what I’m going to do to make that company better….

    Knowledge@Wharton: Talking about getting emotionally involved in acquisitions is a good segue to what I wanted to ask next. How did you realize there was a gap between you as a driven business owner, focused on growing profits and cutting costs, regardless of the human costs, and your commitment to being a good husband and father to the family? How did those two sides come together in your life?

    Chapman: Cynthia and I … had both been married before, so we came together as one family with hers, mine, and then eventually ours. I don’t remember what motivated me, but I was very serious about being a good father of a blended family. I pursued classes and educational opportunities that would help me be a better steward of the lives of these children and my wife, so I could be a responsible parent and husband.

    You learn a lot, in terms of how to raise a good family. At the same time, on the other side, I was applying what I’d learned in my MBA program, my education, my experience at PricewaterhouseCoopers, to try and develop a good business. But I thought they were totally separate. I thought family is family, and business is business.

    “When you look at somebody as somebody’s precious child that you have a chance to impact, it profoundly changes the way you view people. They are no longer a function for your success.” –Bob Chapman

    Over the 1980s and 1990s, as I continued my intellectual exploration of human behavior … all of a sudden I became aware that what I learned about parenting was about leadership. What I learned in business school was about management, and leadership trumps management. Management is about telling people what to do, and leadership is about allowing people to do what they’re capable of doing, toward a common vision.

    It was a dramatic awakening for me. In my business education, I learned it’s all about me and my success. I was never taught nor made aware of the impact my journey to financial success would [have on] the lives of others. I thought, “Business is business, and people have their families, but they’re not related.” We were taught that to be successful, we would have organizations and we’d have accountants and secretaries and sales people and engineers. I was never taught to care about those people. I was indirectly taught to assume those people were functions. As long as I needed them, I might even be nice to them and care about their family and so forth. But it was always about me and my success. It was never about them….

    Parenting is the stewardship of the precious lives that come to you through birth, adoption or second marriages. Leadership is the stewardship of the precious lives that come to you by people walking through your door and agreeing to share their gifts with you.

    [Those who] worked for us are not accountants and secretaries and engineers and sales people; they are somebody’s precious child whom you are a steward of. How you exercise that stewardship will profoundly affect that life…. We have these people in our care for 40 hours a week. The way we treat them will profoundly affect the way they live their personal lives….

    When you look at somebody as a receptionist, you don’t necessarily care about them. Again, you might be nice to them when you walk by. But when you look at somebody as somebody’s precious child that you have a chance to impact, it profoundly changes the way you view these people. They are no longer a function for your success. They are a precious, precious person who simply wants to know that who they are and what they do matters.

    Knowledge@Wharton: Raj, in terms of learning from Barry-Wehmiller’s experience, how can companies apply some of the lessons that have been learned there over 40 years to drive their own success?

    Raj Sisodia: There are a couple of ways in which Barry-Wehmiller thinks about business that are different…. First is the idea of purpose. You don’t have to have a cutting edge or so-called novel product to have a higher purpose. Your purpose doesn’t always have to be embedded in what you do for customers through your product or service.

    In this case, you can think about your people as your purpose. If you really think about it, people are the ultimate purpose of business…. I think we’ve lost sight of that to a very large degree. This company puts that front and center. They say, “We measure success by the way we touch the lives of people.” That’s at the top of their guiding principles.

    Another lesson is articulating exactly what you do believe in and what you stand for, and having that really mean something. It’s almost like the Declaration of Independence of a country: the guiding principle, the leadership checklist….

    Third is what Bob has been touching on, which is that the definition of leadership extends beyond the work day or the work week; it impacts the way people live. It is the stewardship of the lives entrusted to us. That also goes beyond what in Conscious Capitalism [a book co-authored by Sisodia] we talk about as conscious leadership. That still was somewhat focused on how people are at work, and how fulfilled they are, and how much meaning and purpose they find. And all of that is great, but I think this goes beyond that.

    So I think those are some. Any business, even in an old industrial setting in small towns, can aspire to do this. It starts by creating a vision of a better future.…

    Knowledge@Wharton: My next question is for both of you. Talking about articulating what you stand for is very important. But almost every company says that it values its people above everything else. Why is this so easy to say, but so hard to do?

    Sisodia: It’s always easy to say it, of course. It may well be easy to do it when times are good, when business is going well and the economy’s strong. There are really not any tough choices to be made.

    “Leadership extends beyond the work day or the work week; it impacts the way people live.” –Raj Sisodia

    Inevitably, when tough times do come, that is when your commitment to this truly gets tested. One of the most powerful aspects of this story is that what happened in 2008, when the great financial crisis hit, which impacted this industry, capital goods manufacturing, even more than most other industries because those are purchases that can be delayed by quite a bit by customers….

    The normal response, which many of their competitors resorted to, was to bring their costs down 30%-40%, commensurate with their revenues going down, laying off many people and treating that as a routine response to tough times. The way that Bob and Barry-Wehmiller responded [was to] think deep and hard about the premise that … we measure success by the way we touch the lives of people. [They recognized] that this would have a devastating impact on so many lives, especially in small towns where there are no other employers or there are very few other jobs…. [They came up] with a very creative solution. [They asked] the question, “How would a caring family deal with hard times?”

    [They came] up with the notion that everybody would share in the pain, so that nobody had to suffer too much, adopting furloughs instead of layoffs, where everybody got to take a month off to do other things. It turned out to be a very enriching thing in many people’s lives because they were able to use that time in very, very compelling ways.

    It also removed the fear from the organization that there would be mass layoffs. It allowed the company to save a significant amount of money. That, along with reducing the retirement match, eliminating that for a year, allowed them to get through that. Then, when business started to recover, the company ended up reinstating the retirement funding that they had taken away, as a goodwill gesture. In fact, it recovered much faster in their case because their customer relationships were strong and their people capacities were still at full strength. So they recovered much faster, and they had a great advantage over other companies that were scrambling to rehire people….

    Chapman: We said we measure success by the way we touch the lives of people. That was not an expression some advisor gave us. That came to me in the process of our marketing team developing a video to try and convey our company. That’s because our culture was just evolving at that stage. It’s more about our company. At the end of the video, they were trying to come up with some expression to articulate how successful we’ve been: growth in sales, growth in profits. This occurred at the time of the Enron scandal and the Monica Lewinsky political scandal, when the public image of CEOs, companies and politicians was very low.

    I thought, “We measure success all wrong in this country. Many people have made millions, billions of dollars, who have incredibly broken personal lives. Would we view those people as successful?” So from that feeling about the political scandal, the corporate scandal and Arthur Andersen, I [said], “We are going to measure success by the way we touch the lives of people.”



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    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]





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