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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 : November 20, 2018
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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 IBM Fundamentals of Applying

leading European groups select IBM Blockchain to force Innovation | killexams.com Real Questions and Pass4sure dumps

Telefonica, central bank of Azerbaijan and others demonstrate blockchain momentum is growing throughout dissimilar industries in Europe

MADRID, Nov. 14, 2018 /PRNewswire/ -- IBM (NYSE: IBM) these days announced work underway with main European agencies to continue to innovate with blockchain, progressing projects from proof of conception to production environments.

The attributes of blockchain technology are ideal to tremendous networks of disparate partners. A disbursed ledger know-how, blockchain establishes a shared, immutable listing of all the transactions that take location inside a community and then allows permissioned parties access to relied on information in true time. with the aid of applying the know-how to loads of company tactics, a brand new kind of command and consent will also be introduced into the flow of assistance, empowering assorted partners to collaborate and organising a single shared view of a transaction with out compromising details, privateness or confidentiality.

The hallmark of IBM's blockchain enterprise has been the capacity to convene broad businesses of community contributors to embrace a collaborative platform approach to blockchain adoption. shoppers are capitalising on the opportunity for more desirable trust and transparency the use of blockchain across a variety of industries, as an instance to more suitable control the reconciliation of overseas cellular phone roaming charges, securing digital id for citizens, and complying with new European banking directives on consumer communications.

With greater than 500 blockchain tasks globally, IBM is engaged across all industries, where European tasks in selected are on the rise, where, according to IDC, "blockchain spending in Europe is now transforming into faster than anywhere else."1

"From significant firms to delivery-ups, throughout diverse industries, businesses throughout Europe are identifying IBM Blockchain," spoke of Andrew Darley, IBM Blockchain Platform leader, Europe. "purchasers are attracted by way of the creation-readiness of the IBM Blockchain Platform, permitting them to run enormously relaxed networks in any atmosphere of their choosing, on premise, by way of IBM Cloud, or an expanding number of other industry cloud suppliers."

European customers are continuing to work with IBM to drive blockchain innovation in their industries:

Telefónica and IBM are taking part within the development of a proof of concept (PoC) in accordance with IBM blockchain technology to support resolve some of the most important challenges of communications carrier suppliers, the management of international cellular phone name traffic. The task helps to unravel the veracity and traceability of counsel generated with the aid of different provider suppliers once they route a global name. using a decentralized network that provides taking part participants relaxed access, fraudulent behaviors and  discrepancies between the assistance recorded by way of each issuer are enormously decreased.

The principal financial institution of the Republic of Azerbaijan and IBM are constructing a Digital Identification system in accordance with Hyperledger fabric, A Linux groundwork framework, to check the reliability of the documents regarding each people and legal entities for use with banks, credit suppliers and similar businesses. the new system will simplify and automate the "be aware of Your customer" validation technique, and should be used with the aid of both valued clientele and credit agencies serving residents of Azerbaijan.

Finnish retail cooperative S-neighborhood is trying out their Pike-perch radar solution, which is in accordance with IBM Blockchain expertise, as a part of the retail neighborhood's method to enrich client journey. purchasers in Finland can hint a fillet of pike or perch freshwater fish again to its domestic waters using the QR Code on the equipment of "Kotimaista-kuhafile" fish, or by means of logging in to a tracking web page.

PKO bank Polski has applied a blockchain-based mostly "durable medium" platform built along side KIR (Krajowa Izba Rozliczeniowa S.A. -  Polish computerized clearing house) in partnership with IBM and Accenture, to support the bank achieve compliance with the european Union price capabilities Directive related to client communique. Now the customer files and communications despatched digitally to more than 5 million valued clientele of the financial institution can be held in a totally secure blockchain-based mostly repository.

The important Securities Depository of Poland (Krajowy Depozyt Papierow Wartosciowych, KDPW) has carried out their eVoting solution, designed to motivate improved retail shareholder participation in enterprise Annual established meetings (AGM), and ensure transparency to regulators on the historical past of AGM agendas, and balloting outcomes. The network is in construction.

Startup software developer Comgo.io, with support from IBM, is digitizing the entire donation and spend manner for Non-Governmental organizations (NGOs) the usage of Hyperledger cloth. NGO donors can see in precise time what funds has already been spent and the activities supported. as an instance, when charity workers in India buy hygiene products for the street infants they help, the fee is tracked on a cellular telephone, and written to the blockchain, enabling authorized community participants to peer the transactions, and triggering the NGO in charge to verify that the children did definitely receive the products. The application enhances transparency to build a deeper connection between the donors and the charity, and helps donors to keep in mind extra about the work of the NGO. Comgo.io is imposing the software with 7 NGOs: Fundación get better; Orden de Malta; Fundación Exit; Farmacéuticos sin Fronteras; KUBUKA; Itwillbe, and homelessentrepreneur.

much of the momentum can also be attributed to the benefit of use of the IBM Blockchain Platform and the open nature of the Linux foundation's Hyperledger fabric blockchain framework, underscored through IBM's deep blockchain and industry advantage.

features and developer components during Europe aid guide consumers through IBM client Centres and Blockchain Garages in London and Böblingen; IBM client Innovation Centres in Paris, first-class and Gronningen; an industry solution Centre in Montpellier; IBM food have faith community cloud center in Frankfurt. IBM analysis centres in Zurich and Dublin focus on cryptography, improvements in AI and optical imaging to aid show the id and authenticity of objects, notice anomalies and support preventative upkeep in industrial environments. on the Watson IoT center in Munich valued clientele are engaged on projects to explore the convergence of IoT and blockchain, and the way consumers can automate business strategies, gain aggressive skills, and create new company fashions, by way of embedding end element and sensor facts into blockchain networks to trigger wise contracts.

purchasers can also benefit from the availability of IBM Blockchain Starter Plan on IBM Cloud, starting from about €500 a month. this is helping builders, startups and businesses construct blockchain proofs-of-idea instantly and affordably with an end-to-end blockchain building adventure, a at ease verify atmosphere, suite of training equipment and modules and one-click community provisioning.

IBM Blockchain Platform become named "most excellent Blockchain Platform" by way of Juniper research of their Future Digital Awards.

About IBM Blockchain 

IBM is diagnosed as the leading enterprise blockchain issuer. The enterprise's research, technical and business experts have broken limitations in transaction processing speeds, developed essentially the most advanced cryptography to cozy transactions, and are contributing tens of millions of lines of open supply code to increase blockchain for businesses. IBM is the chief in open-supply blockchain options developed for the enterprise. seeing that 2016, IBM has labored with lots of of consumers across economic functions, deliver chain, govt, retail, digital rights administration and healthcare to put in force blockchain purposes, and operates a few networks working reside and in construction. The cloud-primarily based IBM Blockchain Platform gives you the end-to-end capabilities that customers should straight away activate and effectively strengthen, operate, govern and cozy their own enterprise networks. IBM is an early member of Hyperledger, an open supply collaborative effort created to develop cross-industry blockchain technologies. For extra assistance about IBM Blockchain, seek advice from https://www.ibm.com/blockchain/ or follow us on Twitter at @ibmblockchain.

Contact suggestions:Vince SmithIBM Communicationssmithv@uk.ibm.com +44 7802 216940

Notes to Editors:old these days announced European IBM Blockchain valued clientele encompass:

  • Valenciaport, who joined TradeLens 5 November [LINK]
  • Carrefour, who joined IBM meals have confidence eight October [LINK].
  • we.exchange, who joined forces with three former Batavia consortium banks on 2 October, accelerating the building of its blockchain-based mostly exchange financing platform and increasing its reach to 14 nations throughout Europe. [LINK] extra lately on 31 October they additionally signed an MOU with eTradeConnect in Asia to interconnect both structures for exchange transactions, extending the mixed community to 26 banks. [LINK] The we.change and Batavia platforms run on IBM Blockchain Platform.
  • 1 IDC document, "Six explanation why Blockchain Will follow a different Adoption pattern in Europe", August 2018.  doc #EMEA44214418

    PDF - https://mma.prnewswire.com/media/784090/IBM_Blockchain_in_Europe_infographic.pdf?p=fashioned

    emblem - https://mma.prnewswire.com/media/95470/ibm_logo.jpg  


    IBM Is going down - nevertheless it can also be Saved | killexams.com Real Questions and Pass4sure dumps

    Image result for ibm

    Introduction

    In September, I wrote an article that chronicled the gradual decline of foreign company Machines (IBM). The article focused on the business’s declining revenues and margins and the fallacy it is Watson that has been overhyped and over-marketed. since the article was posted, things have gotten worse for the company. Its stock cost has declined from $one hundred forty five to the latest $123.

    in consequence, its market valuation has declined from greater than $a hundred thirty billion to the latest $112 billion. This valuation makes IBM reasonably valued in comparison to other know-how agencies. In IBM, buyers are paying 19X trailing revenue and 8X ahead earnings. here's enormously lower than what buyers are deciding to buy different ancient tech groups like Oracle (ORCL), Microsoft (MSFT), Apple (AAPL), and Cisco (CSCO) which have a typical ahead PE ratio of 15. similarly, IBM has a forward PS ratio of 1.41, which is decrease than the normal of those companies of four.65.

    throughout IBM’s decline, many traders – including Warren Buffet – have invested within the enterprise, hoping that it'll achieve a turnaround. they've all been upset as the enterprise’s stock has endured to see decrease lows. short retailers on the other hand were rewarded as the stock has misplaced 17% of its value this yr. The brief interest has elevated from 14 million in January to the existing 21 million.

    in my opinion, IBM will proceed to underperform since it lacks a catalyst so one can take the stock higher. This analysis can be a comply with up to the previous article and should highlight extra complications that the huge blue is dealing with and the way it can be saved.

    Elephant within the Room: RHT

    When huge corporations are in decline, they have a habit of making bad choices principally when it comes to acquisitions. Two examples of this are the determination by using Sears Holdings (SHLD) to purchase k-Mart and the choice with the aid of standard electric (GE) to purchase Baker Hughes (BHGE). regrettably, IBM determined to follow the footsteps of those companies.

    Two weeks in the past, the company introduced that it will spend $34 billion to acquire crimson Hat (RHT). IBM would purchase RHT for $a hundred ninety, which changed into a sixty three% top rate. In its announcement, IBM’s CEO mentioned that:

    The acquisition of red Hat is a online game-changer. It changes every little thing about the cloud market. BM will turn into the world's #1 hybrid cloud issuer, offering agencies the handiest open cloud answer for you to free up the whole value of the cloud for his or her agencies

    This announcement reminded me of what GE’s Jeff Immelt talked about when he announced the acquisition of Baker Hughes.

    BHGE is an business leader located to convey in any financial environment and assist our purchasers in using productiveness. This deal capitalizes on the present cycle in oil and gas whereas also strengthening our place for the market restoration. As we go ahead, the new fullstream offering quickens our skill to prolong a digital framework to consumers while delivering world-class technical innovation and service execution. We appear ahead to carrying on with a seamless integration for our customers.

    what is different in the two statements is that Immelt become appropriate in regards to the scale of Baker Hughes. on the other hand, Virginia Rometty’s remark turned into demonstrably wrong. First, in the press conference, IBM used the note cloud forty three times and in line with Rometty, the deal will support IBM take an superior market share in the cloud business. youngsters, a look at pink Hat’s revenues indicates a different photo. Most of its revenues come from infrastructure-related choices whereas the subsequent salary comes from application construction and other rising technology offerings. In its 10K, it describes the subscription offerings as: revenue generated from pink Hat commercial enterprise Linux and linked applied sciences similar to red Hat satellite tv for pc and crimson Hat Virtualizations.

    supply: red Hat

    This point turned into also cited via Barron’s article that interviewed an analyst from Bernstein who cited that:

    greater than half of pink Hat’s revenue was generated by way of its common on-premise server working-device enterprise, which isn’t without delay tied to the cloud and has a slowing boom cost.

    extra, whereas Amazon’s (AMZN) cloud grew with the aid of forty six% in 2017, pink Hat’s cloud-connected revenues rose through just 14%. on the same time, the annual revenues of red Hat are only under $3 billion with the internet salary being below $300 million. Worse, IBM is paying 55 instances RHT’s estimated income, which is a hefty valuation due to the fact that that many companies in the sector are received at 4.5 instances ahead sales.

    therefore, all this doesn't justify the hefty $34 billion. also, here's not the primary time that IBM has overpaid for its cloud services. In 2013, when it announced the acquisition of Softlayer, it declared that:

    As organizations add public cloud capabilities to their on-premise IT techniques, they want business-grade reliability, security and management. To handle this probability, IBM has built a portfolio of high-value deepest, public and hybrid cloud offerings, in addition to application-as-a-provider company solutions. With SoftLayer, IBM will speed up the construct-out of our public cloud infrastructure to provide purchasers the broadest alternative of cloud offerings to power business innovation.

    Even with the SoftLayer acquisition, IBM has lagged different cloud computing organizations. it is number 5 in the industry behind Amazon, Microsoft, Alibaba (BABA), and Google (GOOG). In public cloud, it has a market share of 6%, which is miniscule compared to Amazon’s forty six% market share.

    in short, IBM is following the identical vogue adopted by using customary electric powered when it acquired Baker Hughes or the disastrous $10.3 billion acquisition of Autonomy with the aid of HP in 2011.

    A silver lining in all this is that there's a probability that the deal will now not close. within the press statement, IBM observed that it's going to pay $a hundred ninety for the company. As of this writing, the business is buying and selling at $172, which is 10% lower than the proposed $one hundred ninety. In merger arbitrage, this is an indication that a very good variety of traders don’t agree with the deal will close.

    subsequent Elephant within the Room: Debt

    The purple Hat acquisition is the first among many challenges I didn't handle in my previous article. This deal besides the fact that children gifts IBM with a stability sheet issue. To finance the all-cash transaction, IBM will deserve to carry further debt.

    before the deal is closed, IBM has a debt to fairness ratio of two.372, which is higher than that of the peers mentioned above. Microsoft, Oracle, Apple, and Cisco have a debt to GDP ratio of 0.8867, 1.527, 1.068, and 0.59 respectively. Their regular is 1.01. for this reason, this will aggravate when the company issues greater debt to finance the acquisition.

    this is able to not be an issue for a corporation it is growing. sadly, as I wrote earlier than, the enterprise’s boom has slowed, revenues are declining, and the massive bets on Watson aren't figuring out. because it has been referred to, many Watson clients are pondering of scaling down.

    As you keep in mind, IBM under Rometty has become a huge financial engineering business. To improve confidence out there, the business has borrowed closely to finance buybacks. during the past ten years, the enterprise has spent more than $40 billion in share buybacks. The chart below shows the cutting back share counts for the business during the past ten years.

    evaluate this with the increase in lengthy-time period debt as shown under.

    In other phrases, the deal with the aid of IBM to purchase pink Hat will dramatically raise its debt besides the fact that RHT’s free money stream is expanding. this may probably cause reduced dividends. in reality, because of the acquisition, the company has introduced that it's going to halt the buybacks in 2020. for this reason, it'll halt buybacks to finance a deal I trust will not support it in future. Couple all this with the hefty $18 billion pension liability which is larger than that of similar corporations.

    IBM will also be Saved

    in this article, I actually have disregarded different issues that I raised in the old article. These issues encompass the slowing growth, thinning margins, and the extended competitors from corporations like Alibaba, Amazon, and Google.

    while issues seem darkish for IBM, I believe that it can also be saved. other historical expertise businesses have all been in an analogous situation like IBM and recovered. before Satya Nadella, Microsoft changed into death. similarly, before Steve Jobs, Apple changed into death.

    an excellent region for IBM to start is to recognize that it is in obstacle. After this, it is going to beginning with the aid of organising the cause of the problem. I trust that the reason for IBM’s problems became its lateness within the cloud computing industry. This extend allowed Amazon and different organizations to enter the trade and acquire consumers. In cloud, the churn price is so low that after a corporation acquires a consumer, it may possibly make sure that the business will now not defect to its rivals.

    subsequent, as with other tech businesses which have recovered, IBM should accept as true with altering its administration. The reality is that Verginia Rometty has not been an outstanding CEO. beneath her management, the company’s inventory has declined with the aid of greater than 30% as shown beneath. at the same time, she has been paid greater than $a hundred and twenty million. If Rometty has no longer changed the company in 6+ years, what makes the board confident that she will be able to turn it around in future?

    subsequent, as mentioned above, IBM should consider giving up the acquisition of purple Hat. whereas this can appeal to a hefty divorce bill, it should be worth than the disaster that awaits if the deal goes on. bear in mind that eighty three% of all M&A offers fail and there is no reason this will prevail. To be clear, IBM will deserve to make acquisitions to compete with Amazon. in fact, with the $34 billion, the enterprise can make choice investments. as an example, it will probably spend about $three billion to purchase a company like field (container) that counts sixty one% of Fortune 500 groups as consumers.

    stronger, it might use its ventures arm to put money into small startups in a similar approach that Google has accomplished it with Google Ventures. As shown beneath, IBM Ventures has no longer made any meaningful investments within the contemporary past.

    source: Crunchbase

    ultimately, IBM may still believe divesting its world company options (GBS) section. here is a section that offers consulting, application management, and world system services. In 2017, the segment generated $sixteen.38 billion in revenues, which become reduce than $16.7 billion in 2016. The segment’s margins are the least among the different segments.

    The gross margins are 25%. this is well-nigh comparable to other corporations in the sector like Accenture (CAN), Wipro (WIT), and Cognizant applied sciences (CTSH) which have gross margins of 30%, 30%, and 39%. therefore, on a sum-of parts basis, this phase alone will also be price greater than $30 billion if you compare it with its peers.

    it is estimated that GBS has more than 120K personnel. for this reason, divesting the section will support the enterprise cut back the headcount and improve margins.

    last concepts

    IBM’s stock has endured to decline after the announcement of the red Hat acquisition. As I actually have defined, the enterprise continues to face foremost headwinds on the way to seemingly take it lower. besides the fact that children, I trust that the administrators can serve the company well by getting out of the RHT deal and discovering greater acquisition targets, changing the CEO, investing in early stage cloud businesses through IBM Ventures arm, and diversifying the world business services arm.

    Disclosure: i'm/we are long AAPL, box.

    I wrote this article myself, and it expresses my very own opinions. i am not receiving compensation for it (other than from searching for Alpha). I haven't any enterprise relationship with any enterprise whose inventory is outlined listed here.


    Is IBM basically Resetting the Cloud panorama With Its pink Hat Acquisition? | killexams.com Real Questions and Pass4sure dumps

    Assuming it passes muster -- and there is no rationale to predict it may not -- IBM's (NYSE:IBM) introduced buy of purple Hat (NYSE:RHT) for $33 billion will make it the third-largest M&A deal within the U.S. tech space ever. So even for a legacy gigantic, this is severe enterprise. And at $a hundred ninety a share, it be paying a 63% top rate from where the target closed Friday. So for traders, the obvious query is: what's it about this certain deal that makes it so a must have for IBM?

    To clarify what's up, MarketFoolery host Mac Greer has analysts Emily Flippen and Jason Moser join him for this podcast to overview the aggressive condition in the cloud, speak in regards to the methods the purple Hat acquisition will increase IBM's offerings, and believe how this linkup may play out.

    A full transcript follows the video.

    This video changed into recorded on Oct. 29, 2018.

    Mac Greer: IBM making a huge deal. On Sunday, IBM agreeing to buy pink Hat for $33 billion or $a hundred ninety in money per share. it is a sixty three% top class to where crimson Hat closed on Friday. That seems like a great deal, right?

    Emily Flippen: it's.

    Jason Moser: It appears like plenty.

    Greer: no longer unhealthy. IBM CEO Ginni Rometty says the deal is all about, "resetting the cloud landscape." Emily, I need to get into that here in a minute. the clicking free up saying the deal describes purple Hat as "the realm's main provider of open source cloud utility." in the event you look at the deal, shares of pink Hat up around 47% these days. IBM, down a bit. a fine deal for IBM?

    Flippen: I believe it be a quintessential deal for IBM. it be a fascinating deal for crimson Hat. For a little fun fact, here's definitely the third largest deal in the U.S. heritage for tech.

    Greer: that is sort of fun.

    Flippen: it be a enjoyable reality. this is to say that, you are going to notice that pink Hat shares are not precisely at that $one hundred ninety price. it really is attributable to the indisputable fact that this could need regulatory and shareholder approval before it strikes forward. i'd predict that to happen.

    it's a thrilling deal for IBM. IBM has been posting in reality stagnant boom over the past few years. They vital to do some thing. They have been losing out horribly to competitors like Amazon and Microsoft during this house. This acquisition for them is an try to manage every part of the cloud ecosystem for an enterprise. when you are an enterprise, and you have lots of actual property, when it comes to usual tips storage, and also you're trying to move toward a cloud environment, what they do is, they have got an inter-between phase the place you might be operating in a hybrid cloud atmosphere. This deal goes to enable IBM to get in on the hybrid cloud ambiance space and aid agencies transition to that cloud atmosphere. they are the usage of red Hat to do that.

    Moser: I think she hit the nail on the top there. It was a crucial deal for IBM. we now have been talking about IBM sort of simply sitting there doing nothing over the last decade, greater or less, as each different tech enterprise we discus appears to be flying right past it. typically, with huge tech companies like this, which are a bit bit more according to legacy success, you should go in there and make a huge deal like this. it truly is why it be one of these premium, I feel. IBM in reality desires this. They do not want crimson Hat to move looking round and see if someone desires to up the ante a bit bit. So, they are paying a extremely heavy top class these days.

    It greater than likely goes through. most likely there's some scrutiny there. but after I appeared at the two organizations, I believe this in reality tells you everything you deserve to recognize. for those who appear on the agencies, you note the disparity in the analysis and development line merchandise on their earnings statements. in case you look at R&D as a percentage of profits, for purple Hat, it be about 20%. they may be plowing a lot of the cash they make returned into the company as a result of they deserve to retain relevant and retain advancing. IBM's around 7%, and that they're definitely doing that simply to tread water. and that is the reason what they've been doing for a very long time now.

    to peer them make a big deal like this is rarely unbelievable. I consider purple Hat's a great business. the fundamentals are sound. no matter if IBM basically does anything else actually decent with it is still to be seen.

    Greer: in case you analyze IBM the inventory, it hasn't even been treading water. You look over the last five years. Emily, we have been speaking about this earlier than the demonstrate. Shares are down. you have got misplaced cash on IBM over the final five years. it's pretty challenging to do in this market.

    Moser: Yeah, it had the attractiveness for the longest time of, if you could not really determine what sort of market it turned into and the way be sure you be investing, you might all the time simply buy shares of IBM and no person would hold that in opposition t you because of its standing within the tech house. however obviously, tech has changed so tons in barely the recent years, and IBM hasn't in fact been spearheading that exchange.

    Greer: I need to speak more about this concept of resetting the cloud landscape. IBM's CEO says that large businesses have moved round 20% of their work to the cloud. Let's just take that as our beginning factor. That leaves around eighty% that each one of those diverse corporations are competing for. IBM and crimson Hat can go after that 80%. but we've got received a couple of competitors. Let's just assessment some of the names in that space. Amazon, Microsoft, and Alphabet.

    Flippen: What's wonderful about crimson Hat is they are concentrated on open-sourced platforms. When an individual goes out uses pink Hat as a company, they're not truly purchasing any class of fabric software. all of the code is already out there. in the event that they wanted that, they may somewhat actually go onto GitHub and duplicate and paste it. What they're doing is, they may be buying crimson Hat assist -- the expertise, the abilities it's necessary to put into effect that. it's going to be definitely wonderful to peer how they compete. you're going to word that loads of their opponents basically use crimson Hat.

    What IBM is trying to do is saying, "hiya, we're no longer going to be the massive cloud provider it's Amazon net services. however, we will at the least be the equipment which Amazon web services is operating on." red Hat's most widely subscribed product is pink Hat commercial enterprise Linux. or not it's the operating equipment that each one this know-how is running on. What they're attempting to do is get in on the bottom degree of that and check out to be a player in the house with out necessarily without delay competing.

    We outlined earlier the lifestyle round IBM, the way it's been a gradual growth business, not doing an awful lot in this house. I believe it truly is where the controversy for this deal comes from. a lot of people see pink Hat as an innovator, completely open-source. Any enterprise that can make $2 billion promoting anything this is free is a good company in my publication.

    Moser: [laughs] that is a great factor!

    Flippen: So, the possibility there for a cultural disillusion, as this enterprise that's been such an innovator, it's been open-source, moves to this conglomerate, this tremendous, gradual tech enterprise, it may be a tough tablet to swallow for some personnel. but IBM in reality needs the growth.

    Greer: The ancient tradition conflict. we've got heard that story earlier than. I believe lower back to AOL and Time Warner. we are able to see how the deal shakes out.

    John Mackey, CEO of total meals Market, an Amazon subsidiary, is a member of The Motley fool's board of administrators. Suzanne Frey, an government at Alphabet, is a member of The Motley fool's board of directors. Teresa Kersten, an employee of LinkedIn, a Microsoft subsidiary, is a member of The Motley fool's board of directors. Emily Flippen has no position in any of the shares outlined. Jason Moser has no position in any of the stocks mentioned. Mac Greer owns shares of Alphabet (C shares) and Amazon. The Motley idiot owns shares of and recommends Alphabet (A shares), Alphabet (C shares), and Amazon. The Motley idiot has a disclosure coverage.




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    Here's an age-old paradox that comes up with every leap of technological advancement: Will automation take away jobs from people?

    Let’s start with a question that is easier to answer, because it’s in retrospect. Has automation taken away jobs from people?

    You would expect the answer to be a simple yes or no, based on data, but there’s the catch. It also depends on how we look at it.

    For centuries, many, probably most of the technological innovations have been created with an intention to replace human labor. Starting with the ancient farming equipment, right up to assembly lines, computing machines, ATMs, and recent technologies; the intention has been the same. The population eligible for economic activities, or “work”, has increased manifold during this time. Does that mean jobs have reduced? Definitely not. On the contrary, employment rates have consistently increased in each one of these areas.

    Let’s take assembly lines, for example. Assembly lines were designed to simply reduce the manual labor, but accomplished a lot more. That did not mean, however, that the number of people working in factories reduced. Granted, the number of people required to get a car out of production might have reduced, and in most cases people were taken off the jobs they did in respective manufacturing departments.  However, what also happened is that more cars were manufactured, there was more money available to set up factories, and over time, labor-intensive jobs were upgraded or redesigned. Hence, more jobs were created.

    If we talk of banking, ATMs have a similar story. These machines were designed to ‘replace tellers completely’. In effect, while ATMs became omnipresent and inevitable for all banking, the number of tellers (or teller work profiles) employed by banks increased manifold as well. Banks figured they could open up more branches, and in these branches the kind of work tellers did was more than just counting cash and dispensing money. They were also focusing on customers and customers' specific requirements, in turn, building more business for the bank. The virtuous cycle of skill upgrade and higher output sustained despite all further advancements in technology.

    What’s new this time?The claim that recent technological advancements, especially automation, artificial intelligence, robotics, internet of things (IoT) are a threat to jobs is an argument that's turned on its head.

    When you think of the kind of jobs automation replaced in the past, it was mostly in the manual labour or blue collar category. Last couple of decades' advancements in workflow software, content management, productivity software, business rules management, including the recent robotic process automation – in short, most information technologies – have, in fact, aided progress in orchestration and decision making as well. This means that not only the data entry folks, but supervision and management jobs have also been replaced by technologies.

    This trend – of replacing human decision making and management skills – is further speeding up with advancements in analytics and AI, including further automation in the areas of business process management.

    Does that mean that middle managers and knowledge workers would lose jobs? The answer is, no.

    Granted, the threat is real. However, we will have to look at the underlying pattern here. And, that pattern is - “automation primarily replaces the repetitive, mundane and routine parts of a knowledge worker’s job, freeing up the individual’s bandwidth to perform the real tasks expected of the knowledge worker, also creating further cash flow for the business to grow and as a whole the scope of work expected of people”.

    The flip side of this argument is that those with a particular manual skill are still losing their jobs. Obviously, there’s an immediate pressure on people to upgrade their skills or change working habits to perform real knowledge work.  However, that is what have precisely been the expectations of business as well as workers, since forever. People get bored doing the same things over and over again, and without an external impetus to improve their working environment, the productivity as well as motivation goes down over time.

    So, in essence, automation is not actually taking away jobs. It is only nudging people to perform more fulfilling and progressive tasks. It is allowing businesses to create a more balanced working environment, where people can apply their experience and decision making skills. Automation, in this sense, is a major boost to knowledge worker empowerment.

    Net, Net;In every business, work profiles are separated into several strata. People are still locked into mundane, routine activities, which are mostly tiring and draining. Enterprises want to move forward and grow, and lower productivity and demotivated workforce are huge bottlenecks. Automation frees up latent human talent, equips enterprises to accomplish more, creates more high value jobs and empowers knowledge workers.

    The author is Senior Vice President Technology, Newgen Software

    Thank you for your comment, we value your opinion and the time you took to write to us!


    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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