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250-407 exam Dumps Source : Prepare for Symantec Symantec Client Management Suite 7.x
Test Code : 250-407
Test Name : Prepare for Symantec Symantec Client Management Suite 7.x
Vendor Name : Symantec
Q&A : 133 Real Questions
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1/31/2019 - West aspect leaderby way of Sean Patrick
NORTON — With the Norton high college women basketball team out to a 9-0 start within the Portage trail convention (PTC), and a 13-3 record standard, Norton ladies basketball head educate Brian Miller observed he is happy with what he has viewed this season.
“I consider real decent about the place we're in accordance with our depth thus far,” he referred to. “We at all times play with goals of winning the PTC. The district title is an incredible aim for this program each year and the girls basically want a chance to get to Columbus.”
final season, Miller noted, Norton finished first within the PTC and gained a district title. The educate mentioned this yr’s team back eight seniors but lost 5-foot-eleven wing Paisionce Harper to an ACL tear all over the summer time.
“We return two four-yr starters in Kelsey Hosey and Bryana Housley,” the teach noted. “Bryana at the element defend spot and Kelsey on the wing are huge for us. both are all-district avid gamers. They lead us in all stat classes, however each are very unselfish players and simplest worried about successful, not stats. Bryana has formally signed a scholarship to play at Indiana Wesleyan school. She also is very close to adding the college listing for assists in a profession, on appropriate of possessing all the steal information at Norton. Kelsey, who scored her 1,000th element ultimate week at Cloverleaf, has formally signed a scholarship to play basketball nearby at Malone tuition.”
Miller talked about the crew has acquired contributions from the entire senior class.
“[Seniors Madison Burns, Nicole Lester and Logan Favor] complement each and every different neatly, and they are marvelous defenders also,” the instruct pointed out. “Madison and Nicole provide us size and rebounding and women who've tourney journey. both can ranking when vital. Logan is an enormous part of the preserve spot with Bryana and freshman Bailey Shutsa. i'm hoping that [seniors] Kylie Lewis and Sam Bucha can keep preparing for his or her moments when they might be crucial, which i do know will turn up earlier than the season is over. Paisionce Harper [has remained] along with her teammates and she has achieved first-rate in rehab. we now have eight amazing seniors and that i’m like a proud father or mother once I talk about them. They’ve been high-quality gamers right here and even more suitable residents and college students.”
based on Miller, a couple of underclassmen have additionally made an impact for this 12 months’s group.
“Sophomore Kaylee Murawski is definitely enjoying enhanced, and he or she has began to rebound and play more always with power and more advantageous protection. we are able to need her to preserve getting stronger down the stretch,” he talked about. “Sophomore Riley Ballinger has given us a very good shooter we are able to set up on offense. She is starting to get improved on protection and more confident. Freshman Bailey Shutsa is a starter at shield and she is a superb on-ball defender and she or he is in fact playing neatly. She has started to rating more and she knows she belongs at the varsity degree.”
Over the next few weeks, Miller noted he'll be interested to look “how extreme observe is as we method the tourney and who buys into doing what is anticipated of them in their role on the group.”
“We need to get even improved on protection through sectionals,” he spoke of. “Our defense may also be very decent and we feed off our force on the opponent. We also have to make the effortless photographs across the basket and on the line.”
The largest energy of this yr’s team, Miller talked about, is “an expectation to be triumphant.”
“They believe they can always win and they have amazing religion of their teammates,” he observed. “no one is in it for herself. It’s a extremely unselfish community. they have faith in every different on and off the courtroom to at all times do the correct factor.”
FILE picture - The Symantec brand is pictured on a monitor June 13, 2016. REUTERS/Thomas White/File photograph
ny (Reuters) - Cyber security company Symantec Corp on Monday appointed Debora Beachner Tomlin as chief advertising officer, a place that had been vacant since December.
The appointment comes after a slew of key govt exits at Symantec due to the fact that late 2018 including Chief fiscal Officer Nicholas Noviello, who announced that his departure on Thursday.
Tomlin, former chief advertising and marketing and consumer officer for CSAA coverage neighborhood, follows Michael Williams, who left Symantec in December. The enterprise didn't expose the reason behind his departure.
Tomlin starts off in her new function on Feb. 22, the business pointed out.
different govt departures from Symantec include those of President and Chief working Officer Michael Fey and senior vice president of international earnings engineering and product advertising, Bradon Rogers.
Symantec shares closed up 0.5 % at $23.02 on Monday.
Reporting by way of Angela Moon; modifying with the aid of Cynthia Osterman
Norton Museum of art, West Facade © Nigel younger, Foster + partners
The Norton Museum of artwork in West Palm seaside opens its new entrance doorways day after today after a $100m expansion, while getting ready to say goodbye to its director of nine years, Hope Alswang. She has raised the museum’s contemporary paintings profile, including its dedication to work with the aid of female artists, apart from steering the constructing task, designed by way of the Pritzker Prize-profitable architect Norman Foster.
“We had an adequate but undistinguished facility that one board member had likened to a gymnasium in a public school in Minnesota,” Alswang says. The Norton’s building and campus now embraces its steeply-priced Florida waterfront website. Anchoring the new 59,000 sq. toes wing and entrance on South Dixie highway is an impressive 80-12 months-historical banyan tree, its expansive boughs bursting via a reduce-out within the polished stainless-steel cantilevered roof of the addition. The tree—which Foster calls “the protagonist of the total mission”—had in the past guarded the Norton’s service entrance.
The museum initially opened in 1941 in an artwork Deco constructing that unfolded symmetrically around a important courtyard, with a waterfront- dealing with leading entrance. It housed masterworks of European, American and chinese art amassed by way of the Chicago industrialist Ralph Norton and his spouse, Elizabeth, who wintered in Palm seaside. Additions in 1995 and 2001 moved the leading entrance and additional galleries to at least one aspect of the constructing, accessed from a big vehicle park.
“Architecturally, the establishment had misplaced its method,” says Foster, who has reorientated the museum entrance to the main street and reinstated its usual east-west axis, creating sightline during the constructing to the water. there is a committed auditorium, indoor and outside dining, new school rooms and 50,000 sq. ft of gallery house, a rise of 35%. The famous banyan colorations a major window on to what Alswang calls the “lounge”, a public area with lounge seating and a espresso bar, aligned with the courtyard and 1941 entrance.
the former motor vehicle park has been remade into a lush backyard studded with contemporary presents of 13 sculptures by artists together with Ugo Rondinone, Keith Haring and Jenny Holzer.
The Norton Museum's enlargement opens with a display of paintings via Nina Chanel Abney © Nina Chanel Abney. image via J. Caldwell. Courtesy of the artist, Jack Shainman Gallery, new york and the Nasher Museum of artwork, Durham.
The changed museum showcases how Alswang has grown the collection via very nearly 25% to 7,600 objects, in particular within the areas of modern art and images and work by means of feminine artists. An inaugural reveal raw: Nina Chanel Abney (9 February-25 June), with new paintings by means of the new york-based mostly artist, is the newest within the exhibition collection consciousness of art with the aid of ladies, launched with the aid of Alswang in 2011. The programme has given Klara Kristalova and Svenja Deininger their first US solo museum shows, and Njideka Akunyili Crosby her first solo museum exhibit any place.
other inaugural exhibitions consist of Going Public: Florida Collectors celebrate the Norton and Oldenburg and van Bruggen: the Typewriter Eraser, a Favoured form (both 9 February-four June). both suggests shine a lightweight on enormous donations, and promised gifts, from collectors with buildings in the area, comparable to Howard and Judie Ganek and Ronnie Heyman.
“The board desired a stunning building to attract presents of high-quality art and be an immense landmark in the community, which is still culturally below-resourced,” Alswang says. Even with the proliferation of arts corporations further south in Miami, the Palm seaside enviornment has few cultural associations other than the Norton and the Boca Raton Museum of paintings, which is additionally finishing a renovation. The enviornment is home not best to the vacation properties of the Norton’s filthy rich donors, however additionally a population it really is all of a sudden diversifying when it comes to age, ethnicity and economic background. The enhanced facility now offers free entry on Fridays and Saturdays. “We’re very dedicated to being a friendly vicinity and are cognisant there’s a huge chance for adult gaining knowledge of right here,” Alswang says.
When she retires on 1 March, Alswang will flow the baton to Elliot Bostwick Davis, who has spent 18 years on the Museum of exceptional Arts, Boston, as head of the artwork of the Americas wing—also designed by using Foster. “I’m in reality drawn to taking a look at paintings museums as places that promote human flourishing,” says Davis, who hopes to expand on a analysis programme she launched in that area at the MFA. She will be the third girl in a row to steer the Norton, a run that started with Christina Orr-Cahall from 1990 to 2009.
For Alswang, the building assignment has been a beneficial probability to practice just about every thing she has learned about museums in her 45 years in the box. “To be in a position to accomplish this late in my career—it’s a fine option to go out,” she says.
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Suite offers complete IT management that reduces costs and complexity, improves manageability, automates complex IT processesNote: ESJ’s editors carefully choose vendor-issued press releases about new or upgraded products and services. We have edited and/or condensed this release to highlight key features but make no claims as to the accuracy of the vendor's statements.
Symantec Corp. announced Altiris IT Management Suite 7.0, providing comprehensive client, server, and asset management with full service desk and automation capabilities. The new suite helps ensure business productivity tools are functioning properly, delivers visibility to IT assets, facilitates license compliance, and automates complex management tasks, such as Windows 7 migrations. IT Management Suite is built on the Symantec Management Platform version 7, driving practice automation and providing modular and extensible integration across Symantec's product portfolio and third-party solutions.
IT Management Suite automates the Windows 7 migration process from end to end, including assessing the environment for migration readiness, building images, and preparing applications, preserving user settings, deploying images and software and reporting results. The need to touch each computer during the upgrade is eliminated, and the process is fast and easy to execute with reliable results.
IT Management Suite provides complete visibility into IT assets, automates processes, and produces license reports for permanent vendor audits and compliance. An example is the automated process for obtaining software within an enterprise environment. This process is initiated by a software request through Symantec ServiceDesk, which kicks off other processes including performing an inventory of existing licenses, matching installed software against contracts, reviewing relationships between software assets and their owners, measuring actual usage, determining license entitlements, reassigning existing licenses or procuring new ones, and then delivering the requested software to users.
Using IT Management Suite, customers can automate complex, time-consuming IT tasks, such as new employee requests and employee terminations.
IT Management Suite includes Altiris Client Management Suite, Altiris Server Management Suite, Altiris Asset Management Suite, Symantec ServiceDesk, Symantec Workflow, and Wise Package Studio Suite. It is available now. For more information, visit www.symantec.com.
The Most Powerful Black Executives in America Meet 50 black business men and women who wield unprecedented clout.
(FORTUNE Magazine) – Sometimes the tale of black power in America can be told in images. Back in 1969, power was political, epitomized by a Newsweek cover with a young black man named Tom Jones brandishing a rifle and a raised fist after leading a militant rebellion at Cornell University. These days the image that resonates is corporate, of that same man in his corner office suite at Citigroup. Cuff links displaying the Travelers umbrella peek out from Jones' conservative dark-blue power suit. Another red Travelers umbrella shines from his lapel, and the company logo covers his tie too. In other words, he's armed with all the accoutrements befitting his current role: chairman of Citigroup's asset-management, global-investment, and private-banking operations.
Sometimes the tale is better told in numbers. Jones, 53, now oversees four business units, 12,000 employees, and almost $700 billion in assets. Though something of a long shot, he is reportedly one of five contenders to replace his mentor Sandy Weill as CEO of Citigroup.
And sometimes all you need is words. While Jones still boasts that he proved he could "lead an armed revolution," he says turning to corporate America was the logical next step after college: "One of the new frontiers for African Americans would be business. Clearly if America was going to be a more open society, then one of the testing grounds would have to be where the dollar was made--where significant wealth and resources were at stake."
This list is testament to the fact that a whole lot of wealth and resources are now controlled by black men--and some women--in corner offices. Since 1999, three black men have ascended to become CEOs of FORTUNE 50 companies, and the No. 1 man on our list, Merrill Lynch President Stanley O'Neal, will probably join them soon. The Executive Leadership Council, a networking organization for senior black executives in FORTUNE 500 companies who are no more than three steps away from the CEO, today boasts 275 members; it was founded in 1986 with 19 members.
For all their great wealth and enormous resources, black business leaders have largely been less visible than more celebrated black leaders such as media celebrities Oprah Winfrey and Magic Johnson or powerful political appointees like National Security Advisor Condoleezza Rice, FCC Chairman Michael Powell, and Roger Ferguson, vice chairman of the Federal Reserve. The sea change captured by this list of the 50 most powerful black executives is the depth of black power in mainstream U.S. business. Sure, the four top-ranked men have already been hailed as major players at American icons--O'Neal at Merrill Lynch, Ken Chenault at AmEx, Dick Parsons at AOL Time Warner (this magazine's publisher), and Franklin Raines at Fannie Mae. But read further down the list, and at every stop you'll find an executive with real sway: There's No. 5 Jones at Citigroup; No. 8 Cal Darden, the head of operations at UPS and a candidate for the top job; No. 12 John Thompson, CEO of Silicon Valley stalwart Symantec; No. 34 Cathy Hughes, founder of Radio One and the first black woman to head a publicly traded company; No. 43 Charles Tribbett of headhunter Russell Reynolds, who has led corporate board searches for almost all of the FORTUNE 500; and all the way down at No. 50, Cecil Pickett, who runs the R&D operations of $10-billion-a-year drugmaker Schering-Plough. That's not just a list of powerful black execs but a list of powerful executives, period.
So how did we define power? It wasn't just a question of whose company has the highest market cap, revenues, or profits, or which executive oversees the most employees or has the fanciest title. We were looking for people who are wielding power, putting it to active use. And that's why, after a long debate, we decided that Stanley O'Neal, COO of Merrill Lynch, had to top the list.
How could we choose someone who isn't a CEO? Well, there's simply no question that O'Neal is the man in charge at a company that, despite its recent troubles, remains the nation's largest brokerage firm. Last summer O'Neal won a brutal power struggle to succeed CEO David Komansky. He's not slated to take over until 2004, but O'Neal's aggressive maneuvering over the past year--demoting rivals and replacing the heads of every major unit from investment banking to asset management and research--has given him a solid power base and convinced most of Wall Street that his ascension will probably come sooner than planned.
A former GM executive, O'Neal rose to prominence at Merrill by turning around its junk bond business in the early '90s. That helped him move into the CFO job. But what clinched his position as CEO-in-waiting was his recent leadership of the firm's brokerage house. Although never a broker himself, O'Neal made a strategic decision to concentrate on customers with $1 million or more in assets, which helped reduce operating costs while raising revenue per client. And he did so while quelling hostility from the firm's skeptical army of 15,000 brokers. Now O'Neal is trying to scale back the firm's sprawling empire and focus on the bottom line, helping to protect it against any potential takeover bids. Komansky has stepped back into the limelight recently to manage the various nightmares--the Henry Blodget e-mails that Eliot Spitzer uncovered, the Martha Stewart mess, and so on--that occurred under his watch. But O'Neal is the man who will have to clean up after the scandals are over, and his record so far indicates that he will be unafraid to do whatever it takes.
Following O'Neal are the CEOs. Ken Chenault comes in at No. 2 on our list. Since he took over in January 2001, Chenault has been fighting an uphill battle to regain momentum for American Express. In his 21 years at the company, he gained a reputation for turning dead-end posts into star vehicles. One troubled division he turned around in the 1980s was the equivalent of corporate Siberia--merchandise services. Then barely profitable, the low-profile unit hawked luggage tags and gifts to cardholders. In just three years Chenault pushed annual sales from $100 million to $700 million. He has yet to work that kind of magic on the company as a whole: With business travel still lagging and the stock market skidding, AmEx stock is off 31% under Chenault. It remains to be seen if he is the leader who can steady this ship.
There's even more that remains to be seen about Richard Parsons, who took control of the world's largest media company in May. With AOL Time Warner's revenues about equal to those of Merrill and its market cap twice as large, it could be argued that Parsons deserves the top spot. Maybe next time--for now he's No. 3. He has been in the job only for a couple of months, the stock has plummeted, the internal politics are nasty, and it's unclear whether what has been described as the "mother of all mergers" is genius or a hairball. Parsons, an attorney and former aide to Nelson Rockefeller, wins high praise for his diplomacy; he'll need all that and more to turn this behemoth around.
The man we ranked No. 4, however, has been proving for years that he has what it takes. When Franklin Raines, the Harvard-educated Rhodes scholar and former White House budget chief, took over as CEO of Fannie Mae in 1999, he became the first African American to lead a FORTUNE 500 company. Since then he's grabbed market share from competitors, overseen double-digit profit growth, and last year cranked out a record $5.9 billion in earnings on revenues of $50.8 billion. He's also successfully fended off critics who accuse Fannie of everything from being too big to having an unfair advantage, in part because its quasi-governmental status lets it raise long-term money at better rates than its competitors. So why isn't he No. 1? Because for all of Fannie's influence over the mortgage market, it's simply not the same kind of corporate global powerhouse as Merrill, AmEx, or AOL.
So much for the high-level beauty contest. Like everyone in the world, we knew all about those four guys when we started researching this list back in March. But it is the depth of black corporate power that has been overlooked. To identify leaders who not only control huge numbers in terms of revenues and employees but also wield power within a company and its industry, we combed through hundreds of executive bios and resumes and talked to industry experts, analysts, and executive recruiters. We also looked at what could be called the arc of an executive's career: How fast has the person risen, and how much further is he or she likely to go? As with our four-year-old survey of America's most powerful women, we limited our search to the private sector, which eliminated influential African Americans like Powell, Ferguson (see box), and Lloyd Ward, the former CEO of Maytag, who now runs the U.S. Olympic Committee.
Our effort was not embraced by all. Some candidates did not want to be included, fearing the attention would cause more harm than good to careers so carefully built. "What are you trying to do to me?" snapped one senior executive, wishing to have his name removed from the list. (He's still there.) Stanley O'Neal refused to speak to us for this story. Others who have fought a lifetime to break down walls could not applaud the singling out of black executives. All of them look forward to the day when a list of top black executives will seem as ridiculous as a list of the top 50 white men in business.
"I don't wake up in the morning and think of myself as a 'black' executive," says Thompson, the 52-year-old CEO of software and Internet security company Symantec. "I think of myself as a CEO of a tech firm who, like all CEOs, has to serve shareholders well. The fact that I am black is undeniable--but it is not what motivates me." Thompson arrived at Symantec in the spring of 1999, coincidentally just a few days after Jesse Jackson descended upon Silicon Valley to criticize the tech bastion for its lack of diversity. Before Symantec, Thompson spent 28 years at IBM where, as one of the company's most senior executives, he led IBM Americas, a $37 billion business unit with 45,000 employees. Despite his accomplishments at Big Blue, though, he instantly became known as the "black CEO in Silicon Valley."
The truth is that today's boardrooms and executive suites are not filled with African Americans, which means that being black at this level does draw attention. Just five days after assuming the CEO post of AOL Time Warner, Parsons, who does not make a point of emphasizing race when he tells his own corporate story, could not deny the added pressure that comes with being a black CEO. "It's an annoyance," he says defensively. "Of course your priority is the shareholders and 90,000 employees. But there are also countless numbers of people outside who, for whatever reason--race being the biggest--are rooting for you. And not."
Another worry of the people we interviewed was that a list of the black corporate elite might create the illusion that all barriers have crumbled. That is indeed an illusion. In the past five years, as many black executives were making strides, the FORTUNE 500 also lost two black CEOs. Ward, who rose through the ranks of P&G, Ford, and PepsiCo, walked away from Maytag after battling with its board, while a merger forced Barry Rand out of a job at Avis. Both CEOs lasted less than 15 months. Pessimists argue that the big question is, Why are there only three sitting black CEOs of FORTUNE 500 companies? "Have things changed in the past five years?" asks William Lewis, head of global banking for Morgan Stanley and No. 13 on our list. "On Wall Street that is a short conversation. There is nothing close to black power on Wall Street. Period. Full stop."
We are still at the stage historically where almost everyone on this list has been "the first" or "the only" African American at some point in his career. Lloyd Trotter (No. 11) became GE's first black business head when he was named CEO of $6 billion Industrial Systems in 1992. Charles Tribbett is the only African American to sit on the global executive committee of search firm Russell Reynolds. "You may think that these are personal accomplishments, but deep down you know that your achievements represent large numbers of other people," says Eula Adams (No. 16), head of card operations for First Data--and, way back in 1983, the first African-American partner at Touche, the accounting firm that has since become Deloitte & Touche. When 52-year-old Adams graduated from Morris Brown College in 1972 and went to work at Touche Ross, as it was then called, the firm had about 800 partners; none were African American. Adams estimates that there were probably only about ten black partners in the entire profession. "The loneliness, especially in the early days, was the hardest," he says of his career. "I lived in two worlds. I'd leave work and go home to one world, and then wake up and go back to work in that other world." Today Deloitte & Touche has just 25 black partners.
Although everyone on this list has overcome adversity, the individual tales of success differ widely. Consider the stories of Cal Darden of UPS, Arnold Donald, CEO of Merisant (No. 17), and Brenda Gaines, president of Diners Club (No 20). Darden, 52, began his career at UPS in 1971. A senior in college and a newlywed eager for cash, he took a part-time job delivering packages for $3 an hour. The $36 he made each week served as the couple's grocery money. After graduation he started working at UPS full-time. Over the next 20 years, as he climbed the management ladder, Darden moved his family seven times, zigzagging from Buffalo to California. In Nashville, by increasing training and boosting morale, he turned a suffering operation that was making its deliveries only 60% of the time into one that was 100% efficient two years later. In 1995 UPS asked Darden to examine service quality issues for the entire company. He introduced customer service techniques that are UPS staples now, such as giving drivers more time to make deliveries so they could build relationships with clients. And he launched new technology that allowed deliveries to be made to private homes rather than central drop-off spots. Named senior VP of U.S. operations in 2000, Darden now oversees all of the company's $30 billion in revenues and 340,000 employees. Last year he was nominated to the UPS board of directors. These days the voicemail of the former part-timer is clogged with messages from headhunters offering COO and CEO posts at smaller companies, but insiders say that he'll get the top job at UPS one day. "The door is wide open," says Darden of corporate America. "Anyone can come in, roll up their sleeves, and make a difference."
Arnold Donald, 47, CEO of Merisant, decided on his career goal--to be a "general manager of a science-based" FORTUNE 500 company--as a high school junior. He was convinced that science was the future, and he wanted to be a general manager because as a black teenager in the segregated New Orleans of the 1960s he could hope for no higher position. His ambition was fueled three times a day at the all-black Catholic school he attended; that's how often the nuns would get on the loudspeaker to tell the student body, "Gentlemen, one day you are going to run the world. Prepare yourselves." Such reinforcement was unheard of at the time. Donald remembers the day a classmate accused a white priest of picking on him just because he was black. The priest quickly shot back, "Yes," then challenged the class with, "Now what?"
"Growing up poor and African American was a blessing," Donald now says. "It toughened me up early. I learned I couldn't let other people's problems be my problems. There is no better preparation for business."
Donald went on to get a BA at Carleton College, a BS in mechanical engineering at Washington University, and an MBA at the University of Chicago. He joined Monsanto, the agribusiness giant, in 1977 as a salesman in its industrial chemical division. "At first people assumed that I didn't know what I was doing--they assumed I was a token." But by 1995 he was leading the company's $4 billion agriculture business, a star black executive in a lily-white industry. He was considered the leading contender to run the company. But he took a different route when Monsanto decided to unload its Equal artificial sweetener business. With financial backing from Pegasus Capital and Michael Dell's MSD Capital, Donald bought Equal and founded Merisant. Now Merisant dominates its industry, with 19 artificial sweetener brands around the world.
For Brenda Gaines, 52, the route to prominence in the business world was a bit more circuitous. Gaines served as deputy chief of staff under Chicago's first black mayor, Harold Washington, after holding posts in the U.S. Department of Housing and Urban Development and heading the Chicago Housing Authority. When Washington died unexpectedly in 1987, Gaines decided that it was time for her career in public service to end too. Citibank wasted no time, immediately recruiting the well-connected government official to be in charge of its government and community relations. Relying on her background in housing, she quickly moved up to senior VP in charge of residential lending. In 1992 she moved to Citigroup subsidiary Diners Club, thus completing her transformation from government bureaucrat to corporate exec. She now leads the day-to-day operations for the $30 billion card company. "Clearly more and more companies recognize the importance of diversity," she says. "But the fact remains that African-American women have greater responsibility faster in government."
While black men have made remarkable strides in the past several years, black women still have a long way to go in corporate America. Although 11 women appear on this list, most are clustered toward the bottom. And rather than running big-ticket mainstream divisions or companies, they tend to drive more entrepreneurial businesses, often creating the opportunities themselves. No other woman was close to joining Oprah in the top ten. Asked to think of potential black female CEOs, countless recruiters, analysts, and diversity experts touted former Kraft executive Ann Fudge. That's curious, considering that she left her post as president of Maxwell House two years ago in hopes of landing a "bigger opportunity." Once viewed as the most powerful black woman in corporate America, she's still waiting. And she doesn't make our list.
"Black women have been made invisible," says Ella L.J. Edmondson Bell, professor at Dartmouth's Tuck School of Business and author of Our Separate Ways: Black and White Women and the Struggle for Professional Identity. Bell half-jokingly calls FORTUNE's list of the most powerful women executives the "white women list"; she calls this one the "brothers list." "Sure, black women want to rejoice in the successes of a Dick Parsons, Ken Chenault, or Stanley O'Neal, but it puts them in an awkward position. Black women are not included in the discussion."
Perhaps as a result, the women who have made our list are fiercely competitive after years of digging to the surface of corporate America. They tend to be more openly ambitious than their male counterparts. "Of course I would love to be a CEO," says Myrtle Potter, the 43-year-old COO of Genentech and No. 18 on our list. "It is important to me not only as an African American or a woman but as an African-American woman."
When Potter arrived at the University of Chicago, the native of New Mexico was an outsider from day one--"rural, African American, and female," as she says. One of six children, she could afford a college education only after her father mortgaged the family home. She helped pay the bill by working in a local hospital as a lab technician. After her junior year she convinced the university's business school to allow her to apply for one of the company internships normally reserved for its MBA students. She landed one in the sales department of IBM, and it changed her life. She was convinced if she could marry medicine with business, it would be a perfect fit. After graduation she landed a sales job at Merck.
There she constantly pressed for greater responsibilities, even taking lateral moves to broaden her skills during her 14-year tenure. In the mid-'80s one manager told her that black women did not have the "intellectual ability" to do analytical work. He advised sticking with sales. "As an African-American woman I was really going against the grain," she says. In 1991, when Potter was put in charge of the Astra Merck joint venture, which required her to design a business plan for the new $4 billion company, the appointment was met with some skepticism inside Merck. When she took over the business, it seemed doomed to miss an internal deadline management had set as a precondition for spinning off the unit as an independent company. Potter dove right in, and in just eight weeks was able to recharge Astra Merck's brands, including Prilosec, which became the world's bestselling ulcer medicine. And she also beat that internal deadline, by four months. From Merck she went on to Bristol-Myers Squibb, where in 1998 she became the first black woman to head a major pharmaceuticals business when she took the helm of the $3 billion U.S. cardiovascular/metabolic division. Now she's at Genentech, and her dreams of becoming a CEO have not faded: "One day," she insists. In fact, experts say she does have a good shot.
As we got to know this powerful 50, it became clear that many saw the past two years--with the rise of O'Neal, Parsons, and Chenault--as an important milestone in black history. Many view this list as a celebration of what's been achieved by finally reaching the corner office--and as an acknowledgement of how far there is still left to go.
"The only reason I can be here is because of the civil rights movement," says No. 6 Bruce Gordon, 56, head of the $25 billion retail services division of Verizon. "Dr. King could never have been hired by a FORTUNE 500 company; not because he didn't have the talent, but because he never would have been given the chance. But he and others got me in the door. Now I have an obligation to use the power he put in my hand and make sure that door stays wide open."
Most of the people on this list are in their late 40s or in their 50s. The next generation of black business leaders, those in their mid-30s, take the possibility of corporate success as a given. This next generation already has the degrees, connections, experiences, and resumes that those breaking the color barrier could only have dreamed of. When this highly competitive group knocks on the door, they are often bearing better credentials than many of their white counterparts. "What that should translate into is a pipeline moving to CEO and senior exec jobs over the next five to ten years," says Harvard Business School professor David A. Thomas. "It will be a test of how open the system really is."
Given their expectations, the next generation is less patient then the one in power now. They are also likely to be much less tolerant if the system does shut them out--they will leave their large corporations to run smaller companies. Furthermore, these younger execs are also bolder about their desire to succeed as black executives, not simply as executives who happen to be black.
"My goal has always been the same. I went into business so I could bring power to the African-American community," says No. 45 Kim Crawford, 37, a VP at Dell. Crawford has a BA in political science, an MS in industrial engineering from Stanford, and an MBA from Harvard. She spent 11 years as a technology consultant at Bain & Co., where in 1998 she became the first African American at the firm to make partner. Two years ago she came to Dell to run new business development and convinced the computer company to enter the networking business, which she now leads. "The only way African Americans are going to be uplifted is if we make major strides in the business front. The keys to improving [the black] community are improvement in education and improvement in our participation in capitalism."
Tom Jones and his generation took control of student unions. Crawford and hers plan to storm the chief-executive suite. And that should make for an even more powerful image down the road.
REPORTER ASSOCIATE Martha Sutro
Photo: Forrest MacCormack
Thayer Lodging Group takes a dual-prong approach to firewalls, says Vice President of IT Mike Uwe Dickersbach.
During the past 10 years, there has been a growing trend toward more aggressive network and end-user security. System administrators and information technology staff members have no shortage of threats to defend against — from relatively passive threats, such as phishing and malware to more malicious threats, such as botnet attacks and self-propagating worms.
The latter can cripple your company financially without warning, without mercy — and more disturbingly, without provocation or end-user interaction. All it takes is one compromised machine being brought inside the network to undermine even the best traditional perimeter defenses, prompting numerous IT shops to take a hard look at implementing a redundant, desktop and/or notebook PC firewall on user machines.
While desktop firewalls are an emerging trend, running a notebook firewall is the de facto standard. “Anyone on the same wireless network as you has an unblocked connection to your computer,” says Larry Pable, a senior IT specialist at IBM. “Whether it’s a curious neighbor kid connecting to your home wireless network, another guest in the same hotel, or someone sitting in the corner of the coffee shop, the threats can be peers on your local network, and it’s important to protect yourself.”
Microsoft Windows XP and Vista operating systems include a built-in firewall, but some organizations won’t want to rely on this alone to keep desktops safe. Consider this: Windows XP’s firewall was successfully compromised and disabled on some fully patched XP machines last October. If it came with Windows, you can be sure it is a favorite target of hackers and script kiddies.
Like many businesses, Thayer Lodging Group in Annapolis, Md., takes a dual-prong approach — using the firewall built into Windows for desktops while deploying a separate firewall for external machines.
“We have to look at costs versus usability and the impact on both the corporate IT environment and at the end user, and determine which combination gives us the balance,” says Mike Uwe Dickersbach, vice president of IT at Thayer. The company relies on the firewall built into Windows XP to defend desktops, but runs a McAfee firewall on notebooks.
“It’s an added level of protection for notebooks,” Dickersbach says. “We turn the Windows firewall down to a bare minimum and a separate firewall on notebooks because they are constantly subjected to various networks.”
Applying a third-party solution, you add a layer of “security through obscurity” because to bring the firewall down, malicious code will have to be engineered against whatever specific software you are using. That broad-side-of-a-barn target, which was once a standard Windows component, has suddenly become a needle in a haystack.Do Your Homework
So, how do you decide whether to introduce a desktop firewall into your IT environment? First, determine how much you are willing to spend to get a higher level of protection. There are freeware client solutions available and many of their developers expect to subsidize losses with support fees, while commercial products often come with free technical support or comparably cheaper support subscriptions.
Second, determine whether your company needs a highly customizable firewall or a “set it and forget it” option that hides client machines. While a solution that allows for centralized deployment and costs more may look astronomically more expensive in an organization with several hundred clients, the scalability of such a solution may more than make up for the cost if it saves your company valuable employee time and help-desk resources.
Symantec Client Security is a popular commercial software firewall because of its comprehensive antivirus/firewall/spyware combination. Client Security also integrates into POP3 e-mail clients for attachment scanning, offers customizable adware/spyware policies, and supports centralized deployment, management and policy administration. Symantec’s LiveUpdate also assures that users are always up to date on their virus and security threat definitions.
Another offering to consider is Trend Micro’s OfficeScan, which provides many similar features to Symantec Client Security, including a firewall, spyware blocker and antivirus protection. Like Symantec Client Security, OfficeScan offers centralized management and support for remote administration. OfficeScan brings some unique features to the table, such as support for Trend Micro Outbreak Prevention Services, a proactive security solution that allows administrators to enact behavioral lockdown initiatives networkwide to stop the spread of new viruses and worms during those critical initial stages of new outbreaks before definition files are available to clean the threat.
Also worthy of mention is McAfee Total Protection, which offers the same core components as its competitors, with an emphasis on ease of installation. Administrators can e-mail a link to users anywhere on the network and have the client installed with a single mouse click. McAfee Total Protection also features desktop host intrusion prevention — a firewall solution that not only blocks ports, but also integrates signature and behavioral scrutiny into its firewall policy. That feature makes it one of the most intuitive firewall clients on the market.
Check Point’s ZoneAlarm has evolved considerably during the past several years, and the latest version, ZoneAlarm Internet Security Suite is the most ambitious to date. This solution offers the firewall, antivirus and antispyware protection you’d expect, with unique enhancements, such as auto-learn, spyware site blocking and registry monitoring. ZoneAlarm ISS retails for less than many of its competitors, but beware: This suite is self-contained and does not support centralized management or remote administration. Because of this, ZoneAlarm ISS is probably best suited for small businesses where scalable administration isn’t a major requirement.Growing Pains
Whatever solution you choose, you will need to be prepared for growing pains. If you choose to implement a centralized security solution with a common firewall access policy, it may be a good idea to test it on a small group and build a database of trusted behaviors and program activities before rolling it out companywide. The first few weeks that you run any software firewall solution, you will likely be prompted dozens of times by that program, asking you if you want to allow an activity whenever network access is involved.
There are several programs that you will inevitably be asked about — some several times. The most common “suspects” are e-mail clients, such as Lotus Notes and Outlook; virtual private network (VPN) clients; FTP services/clients; Internet browsers; remote connection clients; software that automatically checks for updates, such as Adobe Reader or Java; and even some Wi-Fi utilities.
As a general rule, if it wants to talk to the Internet, you should take a good look at it. And the longer you train the software before creating a centralized policy, the fewer calls you will have coming into your help desk once that policy is in place.
In addition to training the software, you will also want to train your employees so they have a basic understanding of how to troubleshoot and correct firewall/policy issues. Expect certain questions and prepare your answers, as follows:
• “I have a window asking me if I want to allow ‘X’ application to access the Internet. How do I respond?”
• “I already have a firewall on my home network. Should I disable this one when I take my notebook home?”
• “How do I find out what ports I need to open for my custom application to run?”
Jason Holbert is a Tier II desktop support technician at Harcros Chemicals, a chemical distributor, based in Kansas City, Kan.
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Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [279 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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