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00M-609 - IBM Insurance Industry Solutions Sales(R) Mastery Test v1 - Dump Information

Vendor : IBM
Exam Code : 00M-609
Exam Name : IBM Insurance Industry Solutions Sales(R) Mastery Test v1
Questions and Answers : 30 Q & A
Updated On : April 25, 2019
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00M-609 IBM Insurance Industry Solutions Sales(R) Mastery Test v1

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00M-609 exam Dumps Source : IBM Insurance Industry Solutions Sales(R) Mastery Test v1

Test Code : 00M-609
Test Name : IBM Insurance Industry Solutions Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM IBM Insurance Industry Solutions

Peninsula Asset management Inc. Sells 2,385 Shares of IBM (IBM) | killexams.com Real Questions and Pass4sure dumps

Peninsula Asset administration Inc. reduce its position in IBM (NYSE:IBM) by means of 18.0% during the fourth quarter, in keeping with the company in its most contemporary 13F filing with the Securities and exchange commission. The fund owned 10,897 shares of the technology business’s inventory after promoting 2,385 shares right through the duration. Peninsula Asset administration Inc.’s holdings in IBM have been price $1,239,000 as of its most recent filing with the Securities and change commission.

different tremendous buyers have additionally currently made adjustments to their positions within the enterprise. useful resource management LLC lifted its stake in shares of IBM through 3.7% in the 4th quarter. resource management LLC now owns 3,030 shares of the expertise business’s stock worth $344,000 after buying an further 109 shares during the length. Cigna Investments Inc. New lifted its stake in shares of IBM by using 0.four% in the 4th quarter. Cigna Investments Inc. New now owns 26,813 shares of the technology business’s inventory price $three,048,000 after acquiring an extra one hundred fifteen shares during the period. ST Germain D J Co. Inc. increased its holdings in shares of IBM by means of 2.5% within the 4th quarter. ST Germain D J Co. Inc. now owns 5,235 shares of the expertise enterprise’s inventory valued at $595,000 after purchasing an extra 127 shares in the closing quarter. Edmp Inc. improved its holdings in shares of IBM by way of 2.three% within the 4th quarter. Edmp Inc. now owns 11,032 shares of the expertise business’s inventory valued at $1,254,000 after purchasing an extra 243 shares within the ultimate quarter. at last, Accuvest world Advisors extended its holdings in shares of IBM with the aid of 7.four% within the 4th quarter. Accuvest international Advisors now owns 3,728 shares of the know-how company’s inventory valued at $424,000 after deciding to buy an further 258 shares within the closing quarter. fifty five.fifty eight% of the inventory is currently owned by using institutional traders.

IBM has been the field of a few research analyst reviews. Zacks funding research upgraded shares of IBM from a “dangle” score to a “buy” rating and set a $134.00 expense target for the enterprise in a report on Tuesday, December 18th. Stifel Nicolaus multiplied their rate goal on shares of IBM from $one hundred forty five.00 to $178.00 and gave the company a “buy” rating in a report on Tuesday, January 15th. Cantor Fitzgerald restated a “grasp” score and set a $a hundred and forty.00 goal fee on shares of IBM in a record on Wednesday, January sixteenth. Wells Fargo & Co restated a “market function” ranking and set a $one hundred forty.00 target cost (down from $a hundred and fifty five.00) on shares of IBM in a file on Wednesday, January twenty third. finally, Citigroup raised their goal cost on shares of IBM from $a hundred twenty five.00 to $130.00 and gave the enterprise a “buy” rating in a document on Wednesday, January 23rd. Three investment analysts have rated the inventory with a promote rating, twelve have given a cling ranking and seven have given a buy ranking to the company. The enterprise has a consensus rating of “hold” and a consensus price goal of $155.17.

Shares of IBM traded down $6.03 all over mid-day trading on Wednesday, accomplishing $139.11. 12,389,886 shares of the stock traded arms, in comparison to its commonplace volume of 4,246,005. The enterprise has a market capitalization of $128.05 billion, a P/E ratio of 10.07, a P/E/G ratio of 2.fifty five and a beta of 1.25. IBM has a 12-month low of $105.ninety four and a 12-month excessive of $154.36. The company has a quick ratio of 1.24, a present ratio of 1.29 and a debt-to-fairness ratio of two.10.

IBM (NYSE:IBM) last posted its quarterly income statistics on Tuesday, April sixteenth. The know-how enterprise reported $2.25 revenue per share (EPS) for the quarter, beating analysts’ consensus estimates of $2.22 through $0.03. The business had income of $18.18 billion for the quarter, in comparison to analyst estimates of $18.fifty three billion. IBM had a web margin of 10.ninety seven% and a return on equity of 68.sixty one%. The business’s quarterly revenue was down 4.7% on a 12 months-over-year foundation. all over the same quarter last year, the enterprise posted $2.forty five profits per share. Equities analysts are expecting that IBM will post 13.9 income per share for the present fiscal year.

In related information, insider Erich Clementi offered 13,000 shares of IBM stock in a transaction on Friday, March 1st. The shares have been bought at a regular rate of $139.01, for a complete value of $1,807,a hundred thirty.00. The sale become disclosed in a document filed with the Securities & change commission, which is available on the SEC website. additionally, insider Diane J. Gherson bought 1,989 shares of IBM inventory in a transaction on Wednesday, February thirteenth. The stock was bought at a typical cost of $137.25, for a complete transaction of $272,990.25. The disclosure for this sale may also be discovered here. in the final 90 days, insiders sold 20,867 shares of enterprise inventory valued at $2,877,569. Insiders personal 0.19% of the enterprise’s inventory.

TRADEMARK VIOLATION note: This piece turned into pronounced by way of Baseball daily news and is the property of of Baseball every day information. if you are having access to this piece on yet another web page, it was illegally stolen and reposted in violation of U.S. and overseas copyright legislations. The felony edition of this piece can be read at https://www.baseballdailydigest.com/information/2019/04/17/peninsula-asset-management-inc-has-1-24-million-stake-in-ibm-ibm.html.

About IBM

international enterprise Machines employer operates as an built-in expertise and features enterprise international. Its Cognitive options section presents a portfolio of commercial enterprise synthetic intelligence systems, similar to analytics and statistics administration structures, cloud statistics capabilities, skill management, and industry solutions essentially beneath the Watson Platform, Watson health, and Watson cyber web of things names.

See additionally: Market Capitalization – What it potential for buyers

Institutional Ownership by Quarter for IBM (NYSE:IBM)

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IBM Introduces industry Platform Designed certainly for Insurers | killexams.com Real Questions and Pass4sure dumps

ARMONK, N.Y., Oct. 11, 2017 /PRNewswire/ -- IBM (NYSE: IBM) nowadays introduced it is building an industry-first insurance platform on the IBM Cloud that goals to enhance the procedures and economics for brand new product construction, underwriting, and benefits beginning.

IBM Corporation logo. (PRNewsFoto/IBM Corporation) (PRNewsFoto/)

inbuilt collaboration with MetLife (NYSE: MET) and Majesco (NYSE MKT: MJCO), the IBM coverage Platform will characteristic cognitive computing, facts analytics and integration and protection capabilities designed to assist insurers expand entry to their items and trap new valued clientele.

"Our business systems are designed in collaboration with our consumers and companions and meant to dramatically increase average business models the use of deep industry competencies and superior technologies such as AI, cloud and blockchain," pointed out Bridget van Kralingen, senior vice chairman, IBM industry systems. "in the case of insurance, carriers should be in a position to inject stronger innovation and velocity into their working models, and consumers will journey a broader range of products tailored to their individual wants."

IBM works with ninety five p.c of the world's appropriate insurers. via combining insights from these engagements, and with deep trade capabilities contributed by using MetLife, the IBM insurance Platform will aid carriers stronger harness their expansive statistics sets to improve product mix and consumer journey. Delivered as a provider, the platform will additionally aid insurers sense and respond to the market sooner while cutting back IT infrastructure and renovation charges.

"This new course gives us with the opportunity to introduce to the market a distinct company mannequin not like every other. The method represents innovation in our approach to growth and is a testomony to the truth that each enterprise should develop into a know-how enterprise with a view to continue to exist," talked about Marty Lippert, MetLife government vice president and head of global expertise & Operations. "It brings collectively the better of MetLife's insurance capabilities and capabilities with main IBM expertise right into a single, particularly scalable, within your budget coverage business answer."

MetLife will pioneer using this business-first, conclusion-to-conclusion digital solution, beginning with its small enterprise customers. MetLife may have the ability to tailor and scale its benefit choices from quote to claim. via a brand new digital event, customers and brokers can have access to a broader selection of competitively priced neighborhood benefits, together with: lifestyles, dental, imaginative and prescient, incapacity, voluntary and other items.

"Small enterprise is a gorgeous boom section for MetLife. We be aware of from chatting with many enterprise house owners and brokers that they believe employee advantages are vital in attracting, conserving and engaging skill. We're excited this platform will supply our valued clientele stronger entry to the advantages they need through a less complicated, cost effective event," stated Michel Khalaf, MetLife's president of U.S. enterprise and EMEA.

in accordance with an evaluation of A.M. most reliable information, the U.S. group benefits market changed into about $140 billion in 2016. accelerated customer expectations and new market entrants spotlight the need for coverage carriers to deliver new choices to market that appeal to shoppers whereas charge-easily servicing current ones.

Majesco, a multinational issuer of assurance know-how utility and an established IBM associate, is contributing to the platform with accessories to increase underwriting, coverage administration, billing and claims.

As IBM advances the platform, new capabilities could be delivered including the capability to integrate with blockchain networks to provide relied on, incredibly relaxed, permissioned transactions, and the alternative to include regulatory compliance information and third-birthday celebration application.

The IBM insurance Platform represents one more critical enlargement of IBM's business platforms enterprise, shaped to bring complete offerings for certain industries. IBM has additionally launched really expert business systems in different areas including healthcare, regulatory compliance for banking and monetary markets.

About IBM trade structures IBM trade structures gives a number strategic technologies to eradicate an awful lot of the cost and complexity of delivering core company functions. by way of supplying cognitive, analytics, security, blockchain and cloud technology as a provider, and in an entire platform tailored to the wants of each industry, IBM helps consumers develop into more client-centric, balance costs and mitigate risk.

About MetLifeMetLife, Inc. (NYSE: MET), through its subsidiaries and affiliates ("MetLife"), is likely one of the world's leading fiscal features groups, offering coverage, annuities, worker advantages and asset management to aid its individual and institutional customers navigate their changing world. established in 1868, MetLife has operations in more than 40 nations and holds main market positions within the u.s., Japan, Latin america, Asia, Europe and the middle East. For extra assistance, discuss with www.metlife.com.

About Majesco Majesco (NYSE MKT: MJCO). Majesco serves over a hundred and fifty assurance Property and Casualty and life, Annuity and community carriers worldwide via supporting their transformation journey with enabling application and repair solutions. The utility solutions encompass policy management, new business / underwriting, rating, billing, claims administration, distribution administration and an entire digital platform for consumer engagement. For more particulars on Majesco, please discuss with www.majesco.com.

IBM Contact:Christina TrejoIBM Media RelationsChristina.trejo@ibm.com 848-702-4607

View customary content material with multimedia:https://www.prnewswire.com/information-releases/ibm-introduces-trade-platform-designed-certainly-for-insurers-300534712.html

source IBM


Can IBM's World Wire Be The reply To Cryptocurrency funds Or can we need more options? | killexams.com Real Questions and Pass4sure dumps

If cryptocurrencies had been the flavour of 2017, and 2019 is all about commercial enterprise blockchain utilization, then it's also crucial to notice the quiet amalgamation of these two that has been effervescent under: the institutionalised move-border blockchain price solution.

everyone knows that considered one of Bitcoin’s most tremendous assets is its without borders nature and that it can also be used as a go-border price answer. despite the fact, the decentralized nature of Bitcoin has hamstrung its common adoption somewhat, and several companies have thus spotted a gap within the typical market.

First, there became Ripple, one in every of handiest three blockchain-first companies that was these days named in the Forbes Blockchain 50 record, that has made its mandate to associate with huge and institutionalised economic institutions and banks. Ripple has, as of January this 12 months, introduced over 200 partnerships with neatly universal economic institutions to present cross-border charge options.

Ripple, as a blockchain-first startup, become at all times in hazard of being usurped via prominent and strong names coming in to steal its market. Some believe this has already took place. JP Morgan Chase this year additionally introduced its own blockchain-based pass-border price answer experiment, the JPM Coin.

The aggressive combat for a potential and doable solution has endured as blockchain backer IBM has also come ahead with their own answer, the Blockchain World Wire. IBM already has a substantial stake within the burgeoning blockchain market with Hyperledger textile probably the most-used within the Forbes Blockchain 50 record, accounting for 26.

So, the race is on to give a move-border blockchain charge answer, however are these business businesses lacking the mark a little, and even missing their key market fully? Many businesses and agencies may see the value in using IBM’s answer, while the person on the street, who is bored stiff with the usual economic device, may be more inclined to use decentralised alternate options like Bitcoin.

however where is the potential, effortless to make use of, person-friendly alternative that makes cryptocurrencies and their move border expertise available for all?

pros and Cons

looking down the line of Ripple, JPM Coin, and World Wire, we will see right now that these pass-border payments are all vying for an identical market. Ripple desires to be the go-to for banks, JPM coin is born of a financial institution, and even the area Wire solution has purposes predominantly for financial and enterprise institutions.

None of those options are designed for the different side of the market; the patrons and the individuals who wish to be in a position to profit on the effectivity and affordability of sending funds throughout borders throughout the blockchain.

Now, many right here will say Bitcoin, and other cryptocurrencies, fill this niche; they're equipment for the people and supposed to support people who are looking to work outdoor of the ordinary fiscal regime. however, it must also be remembered that cryptocurrency adoption is nowhere close large adequate to attain important mass.

It potential that on the one conclusion, the place JPM Coin and World Wire locate themselves, there are strong ties to the normal banking methods and the pain features that brings - when it comes to forms, legacy and lack of innovation. Then, however, there's the decentralised cryptocurrency sphere which nonetheless has a large ‘Wild West’ reputation, this leaves an enormous market stranded within the core.

“The largest barrier for some thing like World Wire to get off the ground is the typical banking gadget and its resistance to innovation,” explains Elizabeth White of The White company, a business making an attempt to supply cryptocurrency solutions that appeal to both patrons and companies.

“large intentional banks have been using techniques like SWIFT for a long time and have total ‘wire departments’ dedicated to processing transactions. while blockchain would greatly modernize, automate, comfortable and speed up the entire system, it might require retraining and transforming a bank's entire operations to implement,” White said.

“IBM is the usage of World Wire to compete with SWIFT for international financial institution transfers. whereas the device has loads of knowledge and has a real possibility of supplanting SWIFT; individuals or agencies can not use World Wire, so they would nonetheless ought to go in the course of the commonplace banking process to ship international payments.”

“for many banks, moving to XRP, JPM Coin, or World Wire is just not price it as a result of their shoppers are not yet traumatic the velocity and most economical of blockchain transactions, and really banks are making loads of salary on wire prices and so on.”

“there is also some apprehension amongst many banking specialists about the use of ‘blockchain’ because alas there are rather just a few that nevertheless do not understand the expertise and can even associate blockchain with cash laundering, absolutely missing the enormous anti-fraud prevention advantages of disbursed ledger.”

A hybrid device

The evolution of the cryptocurrency area has been necessitated because of its turbulent and tumultuous past. It begun as this magical web funds that may disrupt every sector possible and caught the creativeness of swaths of americans, nevertheless it additionally opened the doors for fraudsters, scammers, and speculators.

The backlash has been a tons more managed, regulated and measured approach into 2019. This has opened a further door for the commercial enterprise businesses and essential associations to join in, but these polarised sides have left a big hole open in the core.

It is that this middle ground of ‘no-coiners’ that continue to be, ready to be roped in... possibly when the correct gadget comes along, and that device is a probably combination of both aspects we have now.

White, and the White business, agree with they're on the right music to reach this left over goal market as they're providing steadiness and protection of foremost monetary institutions thanks to offering things like insurance from a big UK bank Lloyds, in addition to utilizing a blockchain, Stellar, which is also backed by means of IBM.

but, they also feel that the offering of an easy to use and consumer-pleasant entrance end, with a strong coin, and opportunities to trade other cryptos, will help entice even more clients.

“Our funds platform, as an instance, is built on Stellar, which is a dedicated payments protocol supported by using IBM, Deloitte, Stripe and others, and is concentrated on optimizing pace and effectivity of payments,” adds White.

if it is to be checked out throughout a spectrum - decentralised cryptocurrencies on one conclusion, enterprise move-border blockchain solutions on the different - a middle ground needs to be developed and based. users want the security of banks and financial associations, devoid of the bureaucracy and legacy linked to it.

A direction to the future

it is fairly agreeable that blockchain tokens, digital property, cryptocurrencies, or whatever thing sort of label lands on them, are the longer term. but that future remains being laid out with the aid of the financial giants, as well as the decentralised communities.

There does besides the fact that children should be a middle-out boom on the way to support entice the big majority of users into this new and on the whole misunderstood house. If the enterprises are looking out for themselves and different large groups, and the cryptocurrencies are being used by using these in the comprehend, the place is the ‘iPhone second’ that turns cryptos onto the mainstream?


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THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | killexams.com real questions and Pass4sure dumps

(FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.

-- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

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-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless we did a better job of training them, our technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."

-- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of our managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."

-- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.

-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."

-- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.

CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.


St. Petersburg State University Wins Prestigious IBM-Sponsored "Battle of the Brains" | killexams.com real questions and Pass4sure dumps

EKATERINBURG, Russia, June 25, 2014 /PRNewswire/ -- Three students from St. Petersburg State University have emerged as World Champions of the 38th Annual World Finals of the ACM International Collegiate Programming Contest (ICPC) sponsored by IBM (NYSE: IBM).  Headquartered at Baylor University and known as the Battle of the Brains, the world's oldest and most prestigious programming competition challenged 122 university teams to solve complex real-world problems under a strict five hour deadline. 

Hosted by Ural Federal University, the event activities exposed students to key emerging industry trends, such as cognitive computing and IBM's Watson. One of the most significant innovations in IBM's history, Watson is revolutionary in its ability to interact in natural language, process vast and disparate forms of big data and learn from each interaction. Exploring Watson's capabilities was a unique opportunity for the contest participants.

In a test of teamwork, speed and skill, the contest challenged students to solve the most computer programming problems in the least amount of time. Demonstrating the elite talent of its team members, St. Petersburg State University successfully solved seven problems in five hours. The World Champions return home with "The World's Smartest Trophy," as well as awards and offers of employment or internships with IBM and other leaders of the IT industry.

"As a leading technology company, IBM recognizes the importance of providing opportunities for students from around the world to discover and embrace the latest technological innovations," said Alain Azagury, Director of IBM Software Group Technical Strategy, Member of IBM Academy of Technology and Sponsorship Executive of the ACM-ICPC. "The ACM-ICPC assembles the world's best computing students and challenges them with scenarios of real world issues. We believe these students are the future leaders of our field and are committed to nurturing their development as they conclude their studies and prepare to enter the global workforce. We hope some of these remarkable problem solvers will contribute to helping us build a smarter, more efficient planet."

In addition to the contest, participants had the opportunity to explore some of the technologies made in IBM's Research and Development Labs and network with world-leading technology experts. The opportunity for students to discover Ekaterinburg, a vibrant city straddling the European and Asian continents, and interact with peers from around the world completed this once-in-a-lifetime experience. 

"The ACM-ICPC is a wonderful opportunity for students from around the world to come together, collaborate, and exchange different views and experiences," said Dr. Bill Poucher, ICPC Executive Director and Baylor University Professor. "I am excited to see what these students will do with the mastery they've gained from this contest and from each other as they continue their academic and professional pursuits as ACM members." 

A live broadcast of the contest, facilitated by SKB Kontur, aired on ICPCLive.com. 

Moscow State University, Peking University and National Taiwan University finished the competition in second, third and fourth places, all earning the coveted gold medals. The regional champions are New York University (North America Region); St. Petersburg State University (Europe Region); Alexandria University – Faculty of Engineering (Africa and the Middle East Region); Instituto Militar de Engenharia (Latin America Region); Peking University (Asia Region); and University of New South Wales (South Pacific Region).

This year's top twelve teams that received medals are:

  • St. Petersburg State University (Gold, World Champion)
  • Moscow State University (Gold, 2nd Place)
  • Peking University (Gold, 3rd Place)
  • National Taiwan University (Gold, 4th Place)
  • University of Warsaw (Silver, 5th Place)
  • Shanghai Jiao Tong University (Silver, 6th Place)
  • The University of Tokyo (Silver, 7th Place)
  • University of Zagreb (Silver, 8th Place)
  • St. Petersburg National Research University of IT, Mechanics and Optics (Bronze, 9th Place)
  • National Research University Higher School of Economics (Bronze, 10th Place)
  • Tsinghua University (Bronze, 11th Place)
  • Comenius University (Bronze, 12th Place)
  • The 122 teams that competed in the World Finals emerged from local and regional ICPC competitions held this past fall. Initially, selection took place from a field of more than 300,000 students in computing disciplines worldwide. A record number of students advanced to the regional level, as 32,043 contestants from 2,286 universities in 94 countries on six continents competed at more than 300 sites, all with the goal of earning one of the coveted 122 invitations to Russia.

    About the ACM-ICPC Headquartered at Baylor University, the ACM-ICPC is a global competition among the world's university students, nurturing new generations of talent in the science and art of information technology. For more information about the ACM-ICPC, including downloadable high resolution photographs and videos, the complete World Finals roster and final standings, visit ICPC headquarters and ICPCNews. Additional information can be found via the "Battle of the Brains" podcast series. For IBM's insights, visit the company's University Relations page. Follow the contest on Twitter @BrainBattleICPC and @ICPCNews, #ICPC2014. 

    About IBMIBM is the world's largest information technology and service provider. IBM invests in high business values and strategic markets such as big data analytics, cloud computing and cognitive computing. Made with IBM, these capabilities address the needs of clients and the society. IBM software engineers around the globe work to solve real-world business issues for clients in more than 170 countries. IBM provides industry solutions in areas such as health care, finance, smarter commerce, smarter cities, energy, utility, communications, public service, transportation, manufacturing, and many others.  For more information, visit www.ibm.com/software.

    About ACM ACM, the Association for Computing Machinery, is the world's largest educational and scientific computing society, uniting computing educators, researchers and professionals to inspire dialogue, share resources and address the field's challenges. ACM strengthens the computing profession's collective voice through strong leadership, promotion of the highest standards, and recognition of technical excellence. ACM supports the professional growth of its members by providing opportunities for life-long learning, career development, and professional networking.

    About Ural Federal University  Ural Federal University is one of the leading research institutions in Russia, focusing on economics, social sciences, humanities, natural sciences and mathematics. Since 2008 it bears the name of its former student, Boris Yeltsin, who in 1991 was elected the first president of the Russian Federation. The university has 18 departments which offer over 120 bachelor's and 80 master's programs. The university's enrollment is over 45,000 students, including more than 6,000 students studying information technologies and computer science. As the host of the 2014 ACM-ICPC World Finals, Ural Federal University becomes the second Russian university to host the contest, following St. Petersburg National Research University of Information Technologies, Mechanics and Optics (ITMO), the 2013 host.

    About SKB Kontur SKB Kontur is one of the largest software developers in Russia. The company is a well-known leader in the sphere of software for EDI, technologies for accounting and business administration automation. Founded more than a quarter of a century ago, SKB Kontur continues to grow dynamically. High growth rates are based on innovations developed through its large R&D department. The company's new products are differentiated by original and simple solutions that use unique technologies. Of particular note, 13 ACM-ICPC Ural finalists work at SKB Kontur.

    Media Contact:  Rebecca Masterbone  For the International Collegiate Programming Contest (ICPC) Tierney  (215) 790-4385rmasterbone@tierneyagency.com 

    SOURCE ICPC


    International Business Machines Corporation (IBM) | killexams.com real questions and Pass4sure dumps

    No result found, try new keyword!Exhibit 99.1 contains IBM’s presentation materials for the morning session of IBM’s Investor Briefing on March 7, 2017. The information in this Item 7.01, including the corresponding Exhibit 99.1, is ...


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