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000-M14 - Rational Architecture Management Technical Sales Mastery v1 - Dump Information

Vendor : IBM
Exam Code : 000-M14
Exam Name : Rational Architecture Management Technical Sales Mastery v1
Questions and Answers : 63 Q & A
Updated On : February 15, 2019
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000-M14 Rational Architecture Management Technical Sales Mastery v1

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000-M14 exam Dumps Source : Rational Architecture Management Technical Sales Mastery v1

Test Code : 000-M14
Test Name : Rational Architecture Management Technical Sales Mastery v1
Vendor Name : IBM
Q&A : 63 Real Questions

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IBM Rational Architecture Management Technical

IBM's Rational buy strengthens EA inroads | Real Questions and Pass4sure dumps

IBM's Rational buy strengthens EA inroads
  • by means of Joab Jackson
  • Dec 06, 2002
  • IBM Corp.'s purchase of Rational software Corp. will fortify IBM's presence in the govt market, above all with regard to commercial enterprise structure, referred to Steve Mills, senior vice chairman of IBM throughout in a Dec. 6 conference call saying the $2.1 billion deal.

    "Rational offers us a brand new set of capacity in americans, advantage, talents and executive methods. here is a very good acquisition to lengthen our reach into the govt space," Mills stated.

    Rational's software is essentially used through developers to aid build visual models of software beneath construction. It makes use of a visual specification language known as the Unified Modeling Language that allows builders graphically to peer how accessories interoperate.

    "The govt area has been one of our best boom opportunities for the past 18 months," spoke of Eric Schurr, who became the senior vp of advertising for Rational and now will document to Mills.

    in keeping with Mills, the purchase will permit IBM to greater deeply integrate Rational's construction tools with IBM's own platform solutions, such as the Websphere line of application servers.

    notwithstanding UML's simple use is in software building, it's additionally being more and more used to mannequin enterprise techniques and programs organizations can use it to determine redundancies, the enterprise noted.

    in the government arena, the office of administration and funds's Federal commercial enterprise structure program administration workplace specifies that groups use UML to help construct their enterprise-huge architectures, as mandated by using the 1996 Clinger-Cohen Act. UML will assist an company align its procurement of applied sciences to its organizational requirements, according to the FEA-PMO constitution.

    UML also performs a role within the defense department's Architectural Framework, a protection initiative to integrate battle systems.

    "Many individuals affiliate Rational as the basic creator of UML. we are conventional within the business as the enterprise to turn to for [UML] ultimate practices round business architectures. We feel we're well placed to play into that need for enterprise architectures," Schurr pointed out.

    Federal enterprise structure has been a boom enviornment for IBM Armonk, N.Y. In April, the enterprise, teaming with American management techniques Inc., Fairfax, Va., won a contract worth as much as $one hundred million to advance a branch-vast financial administration business architecture for the branch of protection.

    The Rational manufacturer name may be maintained as one in all IBM's product lines, together with WebSphere, Lotus, Tivoli and DB2.

    using 3,four hundred individuals, Rational Cupertino, Calif., said a internet loss of $seventy five.9 million against revenues of $690 million for fiscal 2002. The company turned into situated in 1981. The transaction is anticipated to accomplished in the first quarter of 2003, in line with Mills.

    about the writer

    Joab Jackson is the senior know-how editor for govt computer information.

    the key ideas and Your atmosphere | Real Questions and Pass4sure dumps

    This chapter is from the book 

    upon getting achieved the activity of crafting a vision commentary, you are going to should start searching simply beneath the covers of RUP and tying in the underlying principles to a price observation to your enterprise. RUP has been in accordance with six choicest practices that have developed into the six key ideas that IBM Rational has gleaned from involvement in tens of thousands of utility construction initiatives supporting shoppers right through the area, as well as inside IBM itself. The evolution from the practices to the ideas are in alignment with trade traits. For those of you in higher businesses, you may well be working in an atmosphere of IT governance, geographically dispensed development, or SOA governance, to name just a number of relevant items in an international of outsourced IT and enterprise procedures. the key concepts are a phenomenal evolution of a tried-and-true basis that has served its adopter well.

    the key principles are as follows:

  • Adapt the manner.
  • steadiness Competing Stakeholder Priorities.
  • Collaborate across teams.
  • reveal price Iteratively.
  • elevate the degree of Abstraction.
  • focal point always on best.
  • The highest quality practices are as follows:

  • improve Iteratively.
  • control necessities.
  • Use part Architectures.
  • mannequin Visually.
  • continually investigate first-rate.
  • control change.
  • lots of the respectable books written on RUP which are stated in the Preface, such as the Rational Unified technique: An Introduction, 2nd Edition3 and The Rational Unified process Made easy: A Practitioner’s e book to the RUP,4 do an excellent job of getting into the nuts and bolts stage of element of the most advantageous practices for undertaking group practitioners. My goal is to arm you with suggestions on what the six optimal practices and the six key ideas will imply to your enterprise and how which you could obviously articulate the price they'll have in your ambiance.

    There are lots of the way to sum up what the important thing ideas or top-rated practices are, both in technical terms in addition to in laymen terms. i'll provide some counsel so that you can use in discussing each from a laymen’s perspective, a midpoint between the laymen and technical perspectives, and eventually give some concepts on how to tie them into your environment. generally, your executives and decision makers are going to need the laymen phrases, but every once in a long time, you'll come upon somebody who needs whatever deeper. hardly have I seen the case the place you'll deserve to supply a decision maker a very technical standpoint, particularly early on.

    if you do take a technical deep dive into the important thing concepts or gold standard practices, i might suggest that you just both have a existing technical heritage and/or fresh and thorough event with RUP as neatly as the Rational equipment. if you happen to are only trying to waft the theory of an more desirable technique solution and set of tools, which goes to take a basic cultural alternate to be valuable, being challenged early on and answering ineffectively can harm your efforts totally. if you don’t have the historical past and adventure for the technical deep dive, don’t take it. I even have hardly ever seen a scarcity of technical talents be a poor when you disclose it from the starting. try this: reply so you might discuss the enterprise drivers for moving the company to the RUP and the Rational equipment (which this e-book will deliver), but for a deeper technical discussion, you could have to get one of the vital candidate future implementation crew mentors to be a part of the discussion. leisure certain, there are going to be the technical varieties that are going to problem the concept of the RUP and Rational tools, but I have yet to see them want to proceed the controversy in the event you delivery discussing business drivers and returns on investment. My intention right here isn't to put off the technical facet of the equation, because it is seriously important. in case you basically consider that you're certified and will do extra good than hurt, then by all skill press ahead. however, in case you don’t feel that you are certified, depend on somebody who is. To get to the future, you'll should get buy-in, funding, and momentum; commonly a little harm avoidance goes a protracted means this early within the method.

    notice that it's also important for those who are in the initial levels of introducing the concept of bringing in the RUP and the equipment to your company that you don’t bore people when making an attempt to get them involved and planting the seeds for making the subsequent steps a reality. just as with the vision, having a smartly-prepared elevator speech for when a high-degree response is warranted will help you clearly talk a visual of the longer term in line with why the adult you're addressing should try to be a part of that future you just painted.

    Laymen terms

    Let’s start with the elevator speech classification of counsel you can give when a excessive-level response is warranted. For the six key concepts:

  • Adapt the system, steadiness competing stakeholder priorities, collaborate throughout groups, exhibit price iteratively, elevate the degree of abstraction, and center of attention continuously on fine are proven to help groups comparable to ours make relevant selections for building pushed with the aid of key concepts. by adapting the system, we evolve the required formality over the venture’s lifecycle, as uncertainties are resolved. We stability competing stakeholder priorities by way of taking the time to define, consider, and prioritize business and user needs and align our purposes to those needs. via collaboration across teams of company, utility, and operations, we will encourage americans and raise effectivity. using adaptive administration the usage of an iterative procedure, we could be in a position to show price iteratively. this could drive early risk reduction, reducing our project costs and extending believe among our stakeholders. Complexity has become a controversy in our application-intensive programs over time. by means of elevating the degree of abstraction, we will in the reduction of complexity and documentation by reusing present property and excessive-level modeling equipment. with the aid of making the crew chargeable for the end product that could be delivered, each person will focal point on first-rate, as a way to turn up always from the beginning to the end of our mission’s lifecycle.
  • In an interview with Chips magazine,5 Grady Booch6 (IBM Rational’s Chief Scientist) spoke back to a query on what the six top-quality practices have been. His response changed into one of the most excellent I actually have viewed:

  • architecture [design] first, strengthen iteratively, test perpetually, model visually, manipulate necessities, control trade—exist because they're proven to help an organization make the relevant engineering and business decisions that stability the forces upon the software construction organization. via specializing in architecture first, one intentionally assaults the highest technical hazards in the device; with the aid of developing iteratively, one has the chance to attain closure on an everyday rhythm and then make intelligent midcourse corrections relative to the current enterprise and technical risks. testing can then happen constantly, with each new unencumber representing a baseline towards which the rising product can be measured relative to the existing (and greater deeply understood) requirements of the equipment. Modeling permits the crew to imagine, specify, assemble, and document the artifacts of a software-intensive equipment to be able to handle its architecture and purpose about features that can't be normal at the stage of pure code. The administration of necessities and the management of alternate check with the intentional consideration of altering user needs (for the mere presence of a free up will inform the person things they could not have conventional or requested about at first) and of the artifacts that represent the setting up product itself.
  • midway Between Laymen and Technical terms

    Now let’s get a bit deeper, say on the midpoint between laymen and technical. The easiest way to relate either the key concepts or the most effective practices is to grasp a little about the adult you're conversing with and target a key principle or gold standard observe that relates to their position. State that RUP has a key principle if you want to help them and their group by taking one of the chaos out of their everyday work.

    as an example, the important thing precept to balance competing stakeholder priorities in RUP ability that you are fixing the correct issue and building the correct equipment. RUP gives discussion on the way to keep in mind and prioritize company and stakeholder wants, as well as featuring prescriptive tips on the way to elicit, organize, doc, and at last control necessities. it'll come up with workflows and actions so one can support you analyze the problem, consider what your clients need, and aid them distinguish between what's in reality needed and what they can also best think they need. it's going to display a way to put boundaries across the scope of what the device and/or the particular mission goes to consist of and manage the inevitable alternate and its affects on the latest necessities.

    both most colossal gadgets that RUP and RequisitePro (the necessities management device) will supply to you are taking pictures the practical (behavioral) requirements of the equipment with the Use Case method, mixed with a device that allows the necessities administration with the aid of combining both doc-centric (through Microsoft word) and database-centric (entry, SQL, DB2, and many others.) methods. You should be in a position to organize your requirements and supply traceability and alter administration throughout the total task lifecycle.

    Then ask, so how are you doing it now? With e-mail and spreadsheets? the place are your ache facets?

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    Rational Architecture Management Technical Sales Mastery v1

    Pass 4 sure 000-M14 dumps | 000-M14 real questions | [HOSTED-SITE]

    Ask HN: Are you working on interesting technical problems? | real questions and Pass4sure dumps

    We do innovate. What we don't do however, is giving everybody a job in innovation.

    These days, one of the bigger thing the market rewards is writing a web-based CRUD that's 99% chrome, 1% of actual functionality. Extra points if you can get some user data to sell to adtech industry.

    I don't think they are rewarded on the grand scheme of things. Software has always showed a winner-takes-all structure and most software disappear. Take for example the game industry. 15 years ago, you would have talk to anybody, they would have told you the market is mature and they are making money on making movie-based games. Today, most players (publishers, studios, etc) of that era have disappeared (Im too lazy to get the long list of publishers that are gone).

    Also innovation can act in a subtle way. Take the iphone for example. People are more productive because of it. That means that hospital, universities, research labs, non-profits, etc, all are doing better jobs which means we cure more disease, teach, help and study better, etc. because of the iphone.

    But yeah, if you dont work in innovation, then you work for the current "government", the current group-thinked direction made by some smart "politicians" (by "politician" I mean that guy who lick asses all day long, who goes always in the direction that's well accepted and who use words to seduce people and get what he wants). It's either innovate (rare) or maintain.

    Maybe our civilisation has finally crushed my soul, and I noticed it just now. But it feels to me that the revealed goal of our market-driven world is to abstract everything away with money.

    There is a passage in the movie "1492: Conquest of Paradise" by Ridley Scott that I love:

    "Look outside, what do you see?" ask Colombus to some royal acolyte

    "I see towers, I see palaces, I see steeples, I see civilisation. And I see spires that reach to the sky!" answer the politician contrasting with the wild america of that time.

    "All of them created by people like me" say Colombus

    What I meant by social problem for some people are things impacting their happiness and quality-of-life, reducing suffering, etc. Some examples to narrow down the possibility space:

    - Make it so that people in your community have access to clean water. Surprisingly, it's a problem even in the most advanced countries.

    - Contribute to something in healthcare that reduces costs, improves availability, or makes more people survive a procedure, an illness, etc.

    - Make firefighting safer, or more efficient. Make it less needed in the first place.

    - Make the air clearer. Make the energy cheaper. Make the roads better and safer. Etc.

    - (Meta) make the market less ennui-generating.

    I found that "what pays" is not a good proxy, because often what pays best is solving problems for a group of people, which also generate further problems for other groups of people. Usually, the benefits for the first group are purely financial.

    To use a simple example - advertising. There's lots of people who would pay you for your work in this space, because your work will earn them more money. What your work will do downstream, however, is most likely one of those:

    - It'll create more work for someone else to cancel the effects of your work; a lot of advertising is playing a zero-sum game, i.e. simply wasting natural resources and human time. (Conversely, often your work is only needed to cancel out the effect of someone else's efforts.)

    - It'll disturb the market, promoting a worse solution over a better solution, leading customers to make wrong choices, and thus lose some amount of money and/or happiness.

    - It'll add to the noise we all have to endure, also slowly eroding happiness.

    Occasionally, you might end up promoting the right thing to the right crowd for the right reasons, but I doubt that happens very often ;).

    Conversely to all of that, I feel that solving what I see as "social problems" pays less, if at all, again making "what pays" a bad proxy towards finding ways to address those problems.

    "Ennui". I like the word. Thanks!

    > One might ask: what does the alternative look like? From what I can tell Marx is a bit wishy-washy on that point.

    I have no clue either. But it feels to me as if we're turning humanity into a single superorganism, with each one of us being just a cell, except all those cells have brains capable of wishing they'd play on the same level as the superorganism.

    Related: I've never had a libertarian bent. I'm known to argue for coordination over individual freedoms. I frequently wondered, just what is it that makes many people say that we're in chains, and (here in the West) we have so little freedoms left. I think I finally realized where this could be coming from.

    I've been spending some time recently going, in my head, through a list of activities I'd find exciting. I quickly discovered that most of them are either impossible or illegal, especially when living in a city. Someone (I think pg) wrote that as we entered the industrialized age, we had to invent the whole fake, hollow thing called "exercise" to replace what we've lost in the change of lifestyles. I'm starting to see it as more general pattern - we're losing many more things we could do, and replacing them with structured activities available on the market. They're similar, but also feel fake to me.

    > Hayek more helpfully explained that the market provides a mechanism for determining value, not virtue. That it works, but doesn't uplift.

    That sounds about right (I suppose I should start reading the foundational texts of economic thought at some point). I do not deny that the scheme I described, in which your only role in society is to pick something profitable to do, doesn't work. It generally does (with all coordination problem caveats of the market in mind). But the meaningful work, the virtuous work, the uplifting work, seems to be distributed scarcely and randomly throughout the market space. Much like in the past, you got to be a king or a peasant depending on the lottery of birth, nowadays you can be involved in civilization-changing work, or forever toil on the margin, depending on random chance. Is there even a place for fining meaning in contributing to society? Is there any agency left as to how to contribute? Are we supposed to seek either of it?

    I have no answers here. Only a topic I'm trying to think my way through, hoping to find some meaning on the other end.

    It took several years but I finally found my dream job.

    I work as a software engineer for an ISP. We're a startup and so of course our mission is to disrupt the industry. The great part is we're actually doing it!

    Fun stuff I've done so far:

    - Wrote a library to find the best available subnet given our set of IP blocks, set of existing subnets, and the desired subnet size. This may not sound like a big deal, but we've shown our IP block utilization to other ISPs and they are blown away that we achieve a perfect 100% utilization of each block. (Typically at ISPs of our size this is done manually and so there tend to be a couple leftover subnets in each block which are too small to use).

    - Wrote a monitoring system for OLT hardware which A) does not provide out-of-the-box monitoring and B) does not have an API. We actually managed to build a robust system on top of its CLI interface. This is huge for us. If there are hardware or fiber problems, or if a customer simply unplugs their modem, we know instantly. It can even pinpoint where the problem is.

    - Wrote a system which is able to talk to our OLTs, core switches, core routers, and customer modems to do things like provisioning or upgrading/downgrading our customers' bandwidth. Again, there is nothing even close to an out-of-the-box solution for this. You have to build real software!

    - We have some upcoming products I can't share, but one of the most exciting things right now is that we are focusing on helping our customers troubleshoot their networks. This is a surprisingly complicated thing to do while providing a top-notch customer experience, and we think software is part of the answer.

    So, do I feel like I've been using "computer science" knowledge? Not really. Closest thing would be using binary trees to do subnet stuff.

    But what I have been able to do is flex my software engineering muscles, go back to first principles, and design software from scratch. No CRUD, no huge frameworks and package managers, just plain old fashioned programming.

    (Ok, we do have CRUD and framework stuff. The web browsers have to talk to something!)

    My #1 advice for being a healthy developer is to observe a regular hard cardio workout.

    <back story> When I was 16 I was a fairly muscle bound half geek / half athlete. To give you an idea, I was a running back on my high school football team, and a tackle and two linemen and I would have to shampoo one anothers head's after weight lifting practice because our arms could not reach the top of our heads from being so buff. We were muscle bound jocks in Iowa, what can I say...

    Well, I had a bad tackle when running with the ball during a game, and I crushed 3 vertebra, doubling over backwards with my hips pushed backwards till they touched my shoulders. The stadium had a collective gasp and then silence as I was seen on the field broken. Long story short, bolts in my temples and hanging vertically for 6 weeks healed my young spine with only weather changing aches. However, I went from 230 lbs to 130 lbs, and it took another 6 weeks of therapy before I could walk.

    That was the start of a decade of no athletic activity and nihilistic punk rockerism mixed with quite the intellectual journey as I left Iowa and became a part of the Harvard/MIT/BU 3D graphics research community. (This was the early-mid 1980's)

    It was not until I was 30 that my then girlfriend, now wife, got me to start morning walks, then light jogs, and finally an actual return to an athletic lifestyle. To give you an idea, at 30 I could not jog a block without heavy panting and sweats. After a year I was able to jog 1 block. It took whole year to do a block without dying! During that year, I'd get delirious and throw up if I pushed. But the persistent and incredible patience of my girlfriend slowly got me back into what is considered "normal" shape.

    Once I'd refreshed my previously athletic muscle / body memory, all kinds of positives kicked in like a general optimism, a general active energy level, and greater interest in everything in general.

    However, this was tempered with realization that if I slacked for even a few days, I'd get depressed, and if I went a week I'd start having bone/joint chiropractic misalignment and then I'd be injured and unable to be active at all.

    So, now I have a strict 3 days (at least) per week hard cardio. I ride my bike about 8 miles, living near a bike path in the San Fernando Valley. Plus I have a yoga mat next to my standing desk. I need to get a newer computer, as a recompile of my work take 10-12 minutes. But I exploit that time working out, so maybe I don't want a new development computer...

    I'm working on a team that is miniaturizing a synthetic aperture radar system.

    The amplifiers, processing, and data storage used to take up most of the space of a small cargo plane. Then it got down to four half-racks. Now it is the size of a dishwasher.

    We hope to get it drone-sized. It is a never-ending series of interesting technical problems that span the entire STEM range, including RF, network, system, electrical and mechanical engineering, HPC, data science, voodoo-mathematics I will never understand, system administration, and plain old software development.

    Everyone here is expected to cross-train in various disciplines. My background is CS but since starting here I have done electrical and mechanical engineering work including diagnosing micro-fractures, visible only through a microscope, in connectors on a bunch of VPX chassis stuff, caused by bad soldering work by the manufacturer.

    On top of all of that once or twice a year we all get to go on operational deployments of the system. This year we went out and imaged thousands of miles of coastline, 6 engineers crammed in a tiny airplane hopping from airstrip to airstrip in support of a coastal erosion monitoring program. Data scientists are expected to haul around amplifiers and radar engineers are expected to live patch code while in the air.

    The only reason I got this job was because I was a bored programmer teaching a Linux course as a side-hustle and a bunch of engineers came through and started asking questions way beyond the scope of the class. They were radar guys struggling to learn Linux and a couple of post-class drinks later I had an interview.

    I guess my only advice would be to have a side-gig and network as much as possible, peppering everyone you meet with questions about what they do.

    If what they do sounds cool, ask for an interview.

    Thanks for expressing interest...I'll respond in order.

    > - At the risk of birthing a page-long subthread on ZFS-vs-everything-else... what storage solution are you using, and why?

    Right now, XFS and HDFS. This is primarily due to my prior experience with it; I have considered ZFS, and might move to that later on. I may also dispense with HDFS for shared storage and to reduce the redundant JVM memory footprint. I'm attracted to ZFS for compression and error correction features, I just don't have any actual experience using it.

    > - What sort of hardware are you using? (This is a non-catalyzing question, and is just out of curiosity)

    Four bare metal servers, three of which have dual Xeon E5-2630 V4s (10 core, 20 thread 2.2 Ghz), one of which has an i7-6900K (8 core, 16 thread 3.2 Ghz). The latter server has 10TB SATA SSD capacity and four GTX 1080 GPUs. The other three have 2TB of NVMe SSD capacity. Each of the four has 128GB DDR4 2400 Mhz RAM. Currently all storage is local to the hardware, but there is a SuperMicro SC847 for future expansion. Every server has dual 10Gb/s SFP+ connections in bonded 802.3ad LACP, and are connected via a 16 port 10G network switch in the same rack. I think that's everything at a high level, off the top of my head.

    > - How did this get started, and how are you managing this?

    I joined John Baez and a few other scientists/researchers working on the Azimuth Climate Project, which sought to preserve critical snapshots of climate data in the event of mass defunding. Later on I decided to take this a step further since those snapshots were becoming very out of date and the multifarious data repositories were never very well documented, organized or normalized. Not sure what you mean by "managing this" though.

    > - Will you ever be interested in accepting donations or funding? (Including on a voluntary basis; and including with clear stipulations/structure about management)

    I initiated the process of starting a formal nonprofit, but not for the purpose of soliciting donations; rather, just so that it would be clear it's a noncommercial activity. I might be interested in that kind of thing - in either way you mentioned - once I have exhausted my own reasonable resources for the task and have to significantly expand.

    > - What sorts of decisions/motivated this initiative?

    It began with reading worrydream's blog post, "What can a technologist do about climate change?": Not much more to it than that.

    > - Do you have any interest in creating this as a "community hub", with a central code repo that data scientists can push updates to that then get run on the cluster? If the visualization data (or prerendered bits of it) are openly cached/accessible, having the code that generated the data equivalently open/available could be interesting.

    Yes, that's an interesting idea.

    > - What kind of availability/openness are you looking at with data? (TL;DR translation: rate limiting)

    Well everything is intended to be extremely transparent, so I'm going to open source all software (infrastructure, development, research, etc). I'm also going to keep all data open. In practice there will probably be a limit of 1000 or so queries per day per IP address, but I'll burn that bridge when I get to it. It really depends on how "real time" queries end up being, and how much abuse the system actually receives.

    Are We Going “Back to the Future” In Researching Management? | real questions and Pass4sure dumps

    Summing Up

    Our forward projections often reflect what we have just experienced. Responses to the question, "What will be the single most promising area of research or study in the next 10 years?," reflect issues that fall into the same categories—management of information technology, leadership, governance, innovation management, the networking of organizations, and social responsibility—as the "single most important development(s) in the area of management in the just-ended decade of the new century."

    Developments in information technology ranked high among advances of the past decade, and not always for the better. Clark Phippen commented, "Over the last decade what is broadly called 'technology' (computer-based) seems to have mutated from being truly helpful to being overwhelming." Stephen Basikoti, looking forward, suggested (not in response to Phippen) that "… we will need to think deeply about how to ensure these crowds we are tapping into (through information networking) are given sufficient opportunities to learn and to properly feel engaged."

    Both achievements and failures in leadership and management occupied the thoughts of many. Citing corporate scandals of the past ten years, Andrew MacLennan said that "… in the last 10 years there has been a growing recognition of the need to balance great ideas with concern for execution…" Debra Farquharson commented that this has been accompanied by "a definite shift towards empowering employees to be creative and make decisions," which she believes will continue. Penny Cortez thinks that we should see more research on why "bad leadership seems to be more common than good…" Illysa would like "more research and applicable advice on managing and leading virtually and globally." Other suggestions were for more investigation of topics such as "ethical leadership and inclusive growth" (Praveen Zala), the impact of more globally oriented and younger leaders (Jack Rivkin), and "authentic and servant leadership or rather the acute lack thereof" (Suzette van Aswegen).

    Social responsibility, sustainability, and globalization were high on the list of ideas for further investigation. Pete DeLisi pulled this together in commenting that "'collective impact' is just now starting to get some traction. This is a concept in which we take collaboration to the level of megacommunities from the private and public sectors working together to solve large-scale social problems." Others, including Jay Somasundaram, wonder about the relative roles of the private sector and governments in delivering "the best outcomes for society."

    While you were pondering these questions, several HBS faculty members, including Dean Nitin Nohria, were asked to consider them as well. Their responses were as diverse as yours, often reflecting their areas of expertise. Dean Nohria's view of the most important development of the past ten years is summed up as "globalization enabled by technology." Looking forward, he anticipates more research into "applying management principles to addressing complex social problems."

    Many of these responses suggest an extension of the concerns of the past 10 years into future research. Are we "fighting the last war" instead of addressing a watershed moment in leadership and management? Are we going "back to the future" in researching management? What do you think?

    Original Article

    At the close of the first decade of the twenty-first century, observers are both looking back at what we've accomplished so far and looking ahead to what the future brings. The Harvard Business School faculty hasn't escaped this phenomenon.

    Plans have been made for a survey that will ask two questions: (1) What is the single most important development in the area of management in the just-ended first decade of the new century? and (2) What will be the single most promising area of research or study in the next 10 years?

    Over the past decade a number of ideas were introduced in this column that were intended to stimulate discussions of new concepts and ideas in management and applied economics. They include a wide range of topics, including several drawn from what have come to be known as neuro economics (how managers really think and act), behavioral economics, phenomena of irrational behavior, and "nudge" economics (use of incentives to influence behavior), all of which represent non-traditional approaches to economics. Related issues have concerned immigration, trends in worker/retiree "dependency ratios," state capitalism, the role of government vis-à-vis capitalism, and the implications of a "flat" world.

    In management, most recently we've looked at concepts involving transparency, alignment, authentic leadership, executive intelligence, and innovation and entrepreneurship in large organizations. The selection of leaders, "deep thought," sustainability, management succession, millennials as managers, pay for performance, "deep smarts," blink, the wisdom of crowds, management as a profession, the relevancy of business schools, pay for performance, and the importance of "know why," among others, were also topics covered here.

    Going back five or more years, we were discussing such things as the end of cheap oil, the exportation of jobs, work-life issues, the importance of attitude versus skills in work, marketing productivity, "judo management," the innovator's dilemma, the accountability of boards of directors, ways of hard-wiring performance, merger and acquisition value destruction, and NAFTA.

    I'm especially proud of several topics from early on: Have We Overdone Deregulation and Privatization? (December, 2000), Whither the Information Economy? (September, 2000), and Will Information Technology Really Turn Organizations Upside Down This Time? (October, 2001).

    Now I would like to pose these same questions to the readers of this column. After all, you've had nearly 130 monthly columns to help you prepare. What is the one development in management in the last 10 years that you feel overshadows the others? Based on what we know now, what is the one management subject we should be researching and studying that will be of greatest promise in the next 10 years? What do you think?

    Oversized, Overfendered & Over Here | real questions and Pass4sure dumps

    A Little Tired

    This is England.

    We like cups of tea, pints of beer, football (no, not soccer), queueing, apologising, being humble and talking about the weather. Sorry.

    We’re a small island that generally keeps ourselves to ourselves. Apparently, we don’t even want to be associated with our neighbours any more. Although we generally like America – they make questionable decisions too. We actually look up to America, but we’d never tell them that.


    In contrast to America, our quaint island is jam-packed with small streets, small buildings, small parking spaces and small cars. We don’t like big, loud stuff – it doesn’t really tend to fit in with this whole thing we’ve got going on.


    With all of that in mind, why are Ford now selling the full-on, proper American Mustang over here? It’s far too big, far too shouty and far too American. Who on Earth (or rather in Britain) is going to buy that?


    However, when it came to choosing a new demo car for Liberty Walk Europe and The Performance Company in Wellingborough, Northamptonshire, the Mustang actually seemed like a good fit.

    Big, wide, shouty, loud. Perfect.


    “We had a new wheel specification sheet sent over from Toshi at Liberty Walk Japan, so I was updating our systems with this and saw that the Mustang wheel specs had been added,” says Indy Virk, who works in Sales Development at TPC. “I told the team and straight away we started the ball rolling on making it happen. We were originally looking at a BMW M4, but the Mustang was the winner for us as a company. It’s a car that instantly stands out, and we can use display products on.”


    “It’s also the first Liberty Walk Mustang in Europe and the first complete Liberty Walk car outside of Japan, we had to be quick to release it so that we beat the guys in States, as SEMA was just around the corner,” Indy continues.


    Whatever your thoughts on the Liberty Walk approach, you can’t deny the brand’s meteoric rise over the past few years. From a small workshop in Japan to becoming a household name amongst enthusiasts. Indy tells me that Liberty Walk Europe alone have shipped around 50-60 Liberty Walk kits since taking on the franchise in 2015, and have built four cars in-house, with another four projects on the go as we speak. I had no idea that there were that many LW-kitted cars in circulation in these parts.


    They’ve also started dealing directly with manufacturers, and although Indy can’t reveal too many specifics, there’s a possibility that one day in the near future you’ll be able to order a Liberty Walk build from the showroom. That’s a true amalgamation of OEM and aftermarket in the making.


    Back to the fat Ford in front of us. While this is the first heavily-modified 2017 Mustang in the UK, the approach here taken isn’t a new formula to us Brits. The act of lowering, widening and boosting performance in fast, rear-wheel drive Fords is something that we’ve become pretty good at over the years.


    Remember the humble Mk1 and Mk2 Ford Escorts? Granted, side-by-side with the new Mustang it’s a night-and-day comparison, but the approach hasn’t changed really. Back in the day, as soon as owners started realising the potential these nimble little machines had for tuning, they started dropping them down to terra firma on uprated suspension while adding wider fenders to accommodate more aggressive wheels.


    It wasn’t always done for performance reasons either – making cars aggressively low and wide is one sure fire way to increase their presence on the road. I’m not trying to pull the wool over your eyes here – Liberty Walk Europe’s Mustang isn’t that – it’s an out-and-out show car.


    We’ve always done fast, rear-wheel drive Fords. We just haven’t done one of these before, and never exactly like this.


    It’s not been built with performance in mind, but rather to attend shows, command attention, show off the potential in the platform and accrue public interest in this relatively new branch of the Liberty Walk global empire.

    A Little Wired liberty-walk-mustang-jordanbutters-speedhunters-

    The main focus of this attention, of course, is the ludicrously wide full Liberty Walk WORKS kit. The Mustang is already a big car here on British roads, but add the extra 6.5-inches of width to the mix and it becomes something really quite daft.


    The kit was the first of its kind to land here in Europe, and the team at The Performance Company wasted no time in sending the car and kit over to local bodyshop iKustoms to begin cutting out the Mustang’s stock metal work and fitting their girthy replacements into position.


    The kit is also complimented by front, rear and side diffusers and a ducktail spoiler that flicks up into the passing airflow. Aerodynamic assistance – not so much I’m sure, but it looks cool and that’s what this Mustang was built to do.

    One popular point of discussion when it comes to aftermarket overfenders is the exposed hardware. Drawing back to my earlier analogy with early Escorts, back then it was always the trend to smooth in bubble arches and wider fenders back then, but I’m not so sure that it’s a look that would work now in 2017.

    I’m sitting in the camp of leaving bolts and all exposed – it adds to the aggressive and industrious aesthetic I feel – smoothed in panels just don’t work for me. What about you?


    When it came to the paintwork and graphics, the TPC team turned to one of the few points of inspirational reference that we have for Mustangs in modern culture – the movies. Specified as a homage to the ‘Eleanor’ Mustang from Gone In 60 Seconds (the 2000 version), the subtle black stripes compliment the dark grey paintwork nicely.


    Although I do wonder what this build would have looked like in the mustard and black colourway of the original movie. Maybe an idea for phase two of the build?


    To keep the Eleanor theme running, 3SDM were on hand to create a custom set of three-piece forged wheels for the car.


    Again drawing inspiration form the Hollywood car, the centres were created to spec in a similar style, complete with LW logo, and refinished with body-colour centres and hand-brushed dishes. The metal barrels and lips were then clear coated to protect them from the elements.

    Measuring at 20×9.5-inches ET-40 up front and a silly 20×12-inches ET-38 out back, the wheel specs alone emphasise just how wide the track is.

    A Little Appreciation liberty-walk-mustang-jordanbutters-speedhunters-1731

    By now you’ve probably guessed that the car sits on air suspension. GRM Northampton installed the full AirREX digital setup used to bring the chassis down to within inches of the tarmac.

    At parked height the monster-sized wheels tuck up into the fenders, leaving passers by scratching their heads as to how this car actually cars.

    Under the bonnet you’ll be glad to hear that TPC went full American when choosing the base for the build. I’m glad that the UK actually got the choice of a ‘proper’ V8 for the car, as opposed to being limited to the slightly wimpy 2.3-litre four-pot EcoBoost alternative.


    Don’t get me wrong, the 2.3 is an awesome engine in tickled form in the Focus RS, but come on – it’s a Mustang, it deserves a V8. At the moment the only performance modifications are a Pipercross V1 Carbon intake and Remus Valvetronic Sports exhaust, however after the car’s appearance at the Autosport Show in January it’s being sent off for the full supercharger treatment. I think 700hp will do nicely.


    It’s all very well seeing cars like this is show halls or via the hand-held electronic portal that we all carry in our pockets, but seeing them out and about amongst regular traffic is something else. We’re shooting early on a cold Sunday morning in a low-key part of town – a relatively quiet time and place – and I’ve never seen a feature car gather this much attention from non-car people.


    Passersby are craning their necks around – whilst driving – to get a look. Pedestrians literally cannot walk past without whipping their smartphones out for a picture. A handful of people change their route for a second look and some even follow us between locations.


    I’m not sure if it would get the same reaction over the US, where the Mustang is far more commonplace, and certainly cars on the whole are bigger and wider, but here in quaint little England this thing looks completely alien.

    Navigating around side streets and junctions is a test of concentration, Indy tells me. I’m watching him as he drives and he’s constantly checking his side mirrors to see where the massive rear wheels are in relation to the edges of the road. Parking requires 100% focus and our pokey drive thru lanes are a big no. I’ll be honest – it looks exhausting to live with.


    I guess it’s not much different to running a supercar in a city, except the Mustang is even more snug in its surroundings – it’s around three-inches wider than a stock Aventador Indy tells me.


    The one thing that we do very well here is twisty B-roads, and out in the countryside Indy’s finds a suitable stretch and is able to open up the V8. At regular to enthusiastic road speeds the suspension handles the curves as well.


    Out of the bends and a squeeze on the loud pedal brings the 5.0-litre powerplant to life. The exhaust is reasonably quiet up to full throttle, at which point there’s no mistaking the angry bark of a muscle car.


    The reception that the car’s had in the UK has been great, Indy tells me: “When we have taken the car out to cars & coffee meets and for promo work, it’s always gotten a lot of love. I think the subtle ‘Eleanor’ hints make it relatable to non-car people, but the way that it sits and the way it sounds always draws attention too.”


    TPC have even had the nod from the top as well: “When Kato-san was over two weeks ago he couldn’t stop photographing it, so I guess that means he likes it,” Indy reveals.

    “There’s no better person to respect and like what you’ve built than the person behind the original vision.”

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