|Exam Name||:||IT to Business Alignment - HP Always On(R) Support Services|
|Questions and Answers||:||40 Q & A|
|Updated On||:||February 15, 2019|
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HP2-E57 exam Dumps Source : IT to Business Alignment - HP Always On(R) Support Services
Test Code : HP2-E57
Test Name : IT to Business Alignment - HP Always On(R) Support Services
Vendor Name : HP
Q&A : 40 Real Questions
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Oil most important BP PLC’s board pointed out Friday it will again a shareholder resolution at its annual meeting this year that would drive the enterprise to align its business method with the goals of the Paris settlement on local weather exchange.
The move comes after shareholders handed a movement in 2015 that requested the company to enhance its corporate reporting and transparency on local weather change-linked dangers. due to the fact then a gaggle of buyers has worked complicated to influence BP BP, -0.forty nine% BP., -0.60% and different groups wherein they make investments to commit to the desires that intention to include warming within the current century to less than 2 levels Celsius. these investors are signatories of the global local weather motion one hundred+ initiative, which turned into launched in December of 2017 with the aim of pushing the biggest emitters of greenhouse gases to help power the transition to clear power.
greater than 300 investors from some of the world’s largest institutional investors, including California Public employees’ Retirement equipment, known as CalPERS, HSBC international Asset management, Ircantec, and Manulife Asset management were working to interact businesses on improving their emissions and bolstering climate-risk and local weather-linked financial disclosures. The neighborhood has considerable economic clout, managing greater than $32 trillion in property at the same time.
“here's a welcome step with the aid of BP, so we can optimistically cause extra action on climate alternate by means of others within the oil and gasoline sector,” talked about Emma Herd, a member of the global climate motion a hundred+ steering Committee and CEO, Investor group on local weather (IGCC).
See additionally: New report expected to enhance push to make business local weather-chance disclosures obligatory
Mindy Lubber, chief govt of sustainability non-profit Ceres, agreed.
we are inspired that BP will take this fantastic step to align its business method with the dreams of the Paris agreement,” spoke of Lubber, who's also climate action one hundred+ global steerage Committee vice chair. “Going ahead, buyers will expect full and clear disclosure, and will hold the board and enterprise executives dependable for BP’s progress towards this essential commitment.”
BP had third-quarter revenue of $80 billion, exceeding Exxon Mobil Inc.’s XOM, +0.sixteen% third-quarter revenue of $seventy seven billion. The enterprise will now be required to wholly adapt its company strategy to the Paris goals, including atmosphere metrics and goals to promote greenhouse fuel rate reductions and hyperlink them with executive compensation.
“BP should observe its announcement with concrete, bold action,” spoke of Lila Holzman, energy application supervisor of nonprofit As You Sow. “BP’s remark indicates that it is recognizing investor issues concerning its significant climate hazards and tasks. Now BP must reveal it is going to meet urgent local weather desires.”
Don’t leave out: long island state sues Exxon Mobil for deceiving investors on local weather-regulation risk
After a collection of severe climate hobbies in contemporary years, together with devastating wildfires in California and the present polar vortex-brought about freeze within the Midwest and northeast U.S., americans have become greater aware of and concerned about local weather exchange, in accordance with polls. The nation has additionally viewed the first company bankruptcy directed concerning local weather exchange, that of utility PG&E Corp., which filed for chapter 11 coverage this week. PG&E PCG, +1.00% is facing as a minimum $30 billion in liabilities from devastating wildfires caused via its device in recent years amid extraordinarily dry situations.
A contemporary record by using the realm financial forum discovered specialists and decision makers worldwide view severe weather routine as the greatest risk to the realm these days and the danger that international leaders will fail to tackle the challenge earlier than it’s too late is a mounting and frightening challenge.
examine now: ‘Sleepwalking into disaster’: severe climate is greatest world chance in 2019
That record followed equally alarming reviews from the United countries and even the U.S. executive, laying out the financial and social consequences if action isn't taken soon.
See now: Absence of clear-reduce climate-disclosure policies places companies in danger: document
President Donald Trump, on hearing the details of that document which became released the day after Thanksgiving, automatically declared that he didn't consider it. Trump’s climate-science skepticism has led him to tug the U.S. out of the Paris contract.
The Invesco Water aid ETF PHO, +1.02% has received 11% in 2019, while the S&P 500 SPX, +0.07% and Dow Jones Industrial common DJIA, -0.25% have gained about 8%.
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The HP Deskjet D4160 allows you to print color files and photos from your desktop. The printer makes use of a collection of ink cartridges to switch ink to the web page. in the event you alternate the cartridges or if you circulation the printer, the cartridges may come out of alignment, that means your document or photo will no longer print properly. which you could fix this with the aid of having the printer align the cartridges. The printer will print a examine web page because it aligns the cartridges.
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On March 24, Thailand gets a fresh chance to align the public and private sectors. (Photo by Wichan Charoenkiatpakul)
Despite having different work cultures and development mindsets, public and private policies should ideally go hand-in-hand to usher a country's development forward.
While this might not always be the case for most countries, Thailand gets another chance to reshape the alignment of public and private policies as the general election edges closer.
Eligible Thai voters are set to cast their ballots on March 24 after a series of delays and false promises by the military-led government.
The run-up to the election has seen some colourful developments, but less coverage has been focused on what the private sector wants to see in a new government.
The Bangkok Post talked to prominent business figures about their views on policy continuity and future improvements.REFORM AND REASSESS
The primary focus of most political parties is the economy, since bread-and-butter issues affect party popularity and election results, particularly support from the grassroots electorate.
Besides implementing economic policies adhering to fiscal discipline, laying the long-term economic foundation should go hand in hand with policies associated with bread-and-butter issues, said Paiboon Nalinthrangkurn, chairman of the Federation of Thai Capital Market Organisations.
"I want political parties to think about what to do with state-owned enterprises," Mr Paiboon said. "At first, the incumbent government came to say that it would reform these enterprises, but then stopped for an unknown reason."
Reform of state-owned enterprises is key to strengthening Thailand's economic fundamentals because they are involved with businesses that have great importance to the country's basic infrastructure, he said.
Today's state-owned enterprises are not strong in terms of management policy and financial position, Mr Paiboon said.
Clearly establishing economic policies with countries having trade importance to Thailand and setting such policies at the ministerial level for strategic export destinations should also be prioritised, he said.
"It's about time Thailand reassess its economic structure, as 85% of GDP comes from exports and tourism, effectively relying on the external front [for boosting economic growth]," he said.
The regulatory guillotine is also a must, since there are still several outdated regulations in place that impede the Thailand 4.0 strategy, Mr Paiboon said.
Ariya Tiranaprakij, executive vice-president of the Thai Bond Market Association, said promoting long-term savings to prepare for a greying demography is what she wants to see in a new government.
Such investment promotion doesn't have to be restricted to the equity asset class, but rather it can be expanded to other classes such as debt securities, Ms Ariya said.
Continuity of the existing policy on limiting investment in bills of exchange (B/Es) to avoid risk exposure is preferred, she said.
At present, investors wanting to purchase B/Es must be no more than 10 people per single B/E purchase, while high-net-worth investors can only invest in B/Es via intermediaries.INFRASTRUCTURE CONCERNS
The new government should continue the development of the planned infrastructure megaprojects, which are deemed the key drivers for the country's future economic growth, said Kalin Sarasin, chairman of the Thai Chamber of Commerce.
The projects include the Eastern Economic Corridor (EEC), double-track rail, motorways, mass transit projects in Greater Bangkok, the high-speed rail network linking three major airports, and the third-phase development of Laem Chabang seaport.
These projects will help enhance the country's competitiveness in the long run, Mr Kalin said.
Expansion of Suvarnabhumi and U-tapao airports to ease air traffic congestion, as well as upgraded airport capacity in Chiang Mai, Khon Kaen and Phuket provinces, also must continue, he said.
Connectivity development with neighbouring countries is vital for businesses, especially border trade promotion.
While the village internet initiative is essential to help develop the country's e-commerce sector, the government must educate people in communities to apply the scheme to full capacity.
Nonetheless, the most important issue the new government must continue is the effort to tackle income disparity, Mr Kalin said. To address the problem in the long run, the government should provide knowledge and education to the people.
Graduates from vocational education should be retrained to upgrade their skills to cope with disruptions arising from the digital economy.
The government should promote tourism in villages and communities and train people in communities as service providers. Income from tourism will help reduce the prevailing income disparity.
According to Mr Kalin, R&D is a crucial issue. The government should allocate more budget to develop people and industries through collaboration with the private sector.
On farm prices, he said the government should not intervene in the commodities market by unreasonably raising prices via farm subsidies. The new government should let market mechanisms work independently, while monitoring imports of farm products flooding into the country.
Mr Kalin proposed that the next government move forward with improvements in ease of doing business to reduce local manufacturers' production costs.
Amid rapid changes occurring in the global markets, the government should act as both the facilitator and supporter, he said.ENHANCING PRODUCTIVITY
Ghanyapad Tantipipatpong, chairwoman of the Thai National Shippers' Council, said the upcoming government should continue the flagship EEC project and investment in infrastructure development, as well as support rising exports.
Infrastructure investment should accelerate after the election, now that the infrastructure master development plan covering the rail network is in place, she said.
Investment in the e-commerce platform and 5G technology infrastructure should continue to upgrade internet services.
For embattled farm prices, the government should not only offer farmers with financial assistance, but also provide techniques on improving their cultivation and harvesting efficiency to lower production costs, Ms Ghanyapad said.
Income disparity will become lower once farmers earn more profit and income, she said.
The new government should also handle the wage issue more carefully. Most politicians usually opt to raise the daily minimum wage without thinking about productivity enhancement.
For every minimum daily wage hike, foreign labourers will get more benefits, as labour-intensive factories prefer hiring foreign workers.
Instead, the government should provide education and develop the necessary skills for Thai labourers, Ms Ghanyapad said.
Thai industries still need skilled labourers. If their skills are upgraded, employers will be more than willing to raise wages, she said.FINANCIAL STABILITY
Continuity in monetary and fiscal stability, including interest rates, inflation, foreign exchange and public debt, is what the private sector wants to see the most, said Predee Daochai, chairman of the Thai Bankers' Association.
Policymakers have been managing Thailand's monetary and fiscal stability soundly, and the private sector wants it to be continued to further drive economic growth, Mr Predee said.
The private sector also desires to see resolutions of income disparity and labour shortages, movement on environmental issues and continuity in public investment and budget disbursement on the new government's to-do list, he said.
Although the outgoing government's efforts to help those stuck at the bottom of the income scale have made strides in bringing down the poverty rate, reducing the gap between the rich and poor through tax measures and education must continue.
Economic growth without regard to the environment can stifle future development goals, as witnessed by the PM2.5 dust problem.
The environmental problem could also add operating costs for business operators in the event that there are no protection measures, Mr Predee said.
The labour shortage problem has lingered for a while, he said, and the existing workforce needs to be re-skilled amid intensifying digital disruption.
Last but not least, public investment and budget disbursement must continue during the transition period of the new government, he said.
Given time constraints, budgeting is among the priorities of the next administration to avert discontinuity in management that could stall economic momentum.
"The new government's stability is beyond control," Mr Predee said. "Any [political] parties that form a government must address the country's existing problems."3-MONTH HONEYMOON
Thailand's upcoming general election is a positive factor poised to move the economy forward through boosting consumer and investor confidence. With such anticipation, many business operators have high hopes that the general election will change Thailand's economic growth trajectory.
Supant Mongkolsuthree, chairman of the Federation of Thai Industries (FTI), said business operators have a positive outlook that the election will boost Thailand's economic growth potential and improve the country's image worldwide.
"Thailand has had no election for several years," Mr Supant said. "This will be a great time to move the country forward in many ways in terms of the economy, society and international diplomatic relations. Many countries will accept Thailand as a democracy."
The FTI wants to see continuity in existing economic policies under the new government, as several public investment projects have already been jump-started and there are projects deemed to provide support for local businesses.
"The Eastern Economic Corridor (EEC) is the main infrastructure investment project, and major investments in [this zone] will help boost Thailand's economic growth in the future," Mr Supant said.
He said the business sector wants to see the new government tackle social inequality because it has been a major drag on the country's development for too long.
The FTI expects the new government to promote and support innovation, high technology and R&D because Thailand needs to improve efficiency across every industry and enhance business competition.
The federation anticipates the new government having a honeymoon period of about two months. Afterward, it should be a reality check for the government to work and follow campaign policies.
The FTI will give a three-month time frame for the new government to work and uphold its campaign policies.
"This is enough time to analyse the new government," Mr Supant said. "The FTI hopes the new government will listen to the private sector or business operators, because government policies and the private sector's business plans should align in terms of investment."
GFNorte recently established a Central Analytics Business Unit (ABU) with the mandate to convert information into profits at a rate of 10X cost and to lead the adoption of a customer-centric approach within the organization. The results significantly exceeded expectations. Why did GFNorte’s analytics investment pay off when so many others’ do not? We believe GFNorte did at least six things right to enable its transformation into an analytically enhanced organization: It set targets, had buy-in from the top, got incentives right, rigorously measured results, communicated effectively, and hired the right people.
In the age of rapid advances in data science and artificial intelligence, many organizations still struggle to incorporate advanced analytics capabilities into their business models. True incorporation requires bold decisions about reorganizing the business to make analytics a key component of strategy. Here we present the case of Grupo Financiero Banorte (GFNorte), a large Mexican financial group, where the analytics transformation has been a success story. This case came to light when one of us, Jose Murillo, GFNorte’s chief analytics officer, presented it to a graduating class of the Queen’s Master of Management Analytics program at the Stephen J.R. Smith School of Business, where the rest of us learned about it. (Disclosure: Jose is long GFNorte; the rest of us do not have GFNorte holdings.)
GFNorte recently established a Central Analytics Business Unit (ABU) with the mandate to convert information into profits at a rate of 10X cost and to lead the adoption of a customer-centric approach within the organization. The results significantly exceeded expectations: In its first year the ABU yielded profits 46X its costs, in the second year 106X (equivalent to $275 million of net income), and during its third year it is on course to produce 200X. These results, along with other transformational initiatives, have contributed to GFNorte leapfrogging its competitors within three years to attain second place in profit generation (up from fourth) in the Mexican financial system.
Why did GFNorte’s analytics investment pay off when so many others’ do not? We believe GFNorte did at least six things right that enabled its transformation into an analytically enhanced organization.
Targets and accountability. The ABU was set up as a centralized profit center with ambitious targets and with direct reporting to the chief operations officer; most often, similar units are organized as cost centers with no specific targets. This setup fosters focus on high-yield projects, actionable analytics, and speed of execution.
Support from the top. GFNorte’s ABU was established with the sponsorship of top management that empowered it to start working with some business lines of the financial group and offered it strong backing from support departments. Furthermore, the delivery of extraordinary short-term results provided credibility to the ABU, giving it legitimacy and encouraging other business lines to explore the analytics potential to deliver profits and overcome hurdles.
Incentive scheme alignment. Two main traits distinguish GFNorte’s ABU incentive scheme. First, it fosters a partnership with the business lines. The returns generated by ABU’s analytics projects accrue to the departments, who do not contribute to the cost of the ABU. That way, if ABU projects have high profits relative to the costs, the departments they work with have an easier time meeting annual targets. Second, the ABU team is paid using variable compensation, based on projects that have been fully implemented and based on their ROI.
Rigorous assessment of results. The contribution of analytics is always measured and in some cases is reviewed by the accounting department since the profits derived from ABU projects sustain the company’s transformative investments in IT and data. There are two types of analytics projects: (1) income generating, and (2) cost-abating. The first type is measured according to its impact on customer lifetime value, as measured by the incremental income on treatment relative to control groups and the duration of effect. The value generated by risk- and operational cost-abating analytics initiatives is measured by their impact on the bottom line. The rigorous assessment of analytics projects has reinforced ABU’s credibility and legitimacy while expanding its operating budget and remit considerably.
Communicating with strategic goals in mind. The ABU’s mandate to translate information into profits required the alignment of multiple stakeholders. In order to coordinate effectively and break through the inertia, the ABU emphasized communication with the aim of: (1) building consensus around its analytic initiatives; (2) sharing results with business partners in order to encourage repeated collaboration; (3) keeping the C-Suite well-informed to increase sponsorship and scope of action; and (4) attracting the best talent in the industry. Every time an analytics project is implemented and results are measured, a detailed report is presented to the stakeholders and distributed to the C-suite. The most relevant initiatives are presented to the president of the board and the CEO — and in several cases communicated to GFNorte’s 27,000 employees. An annual report that summarizes every profit-generating analytics project is compiled and distributed to the C-suite. Finally, the results have been presented at industry forums and recognized in international contests. The ability to effectively communicate the power of analytics to unleash productivity has contributed to the rapid expansion of the analytics practice at GFNorte, and as a result the ABU has been given control of the database marketing efforts and sales offers in the distribution channels.
The right people. Recruited employees had: (1) significant quantitative strength; (2) negotiating skills and diplomacy; (3) the ability to communicate with the business lines; and (4) entrepreneurial instincts. Recruiting this high-demand skill set was not easy. Most of the initial ABU recruits were external hires, and several of them had little knowledge of the banking industry. However, most of them had previously worked with the chief analytics officer and proved to be fast learners. Building a team that can transform a traditional business into a data-enhanced organization is a very difficult task. The best advice is that if you err in recruiting, adjust swiftly.
These elements of GFNorte’s analytics strategy are principles that other organizations, even beyond financial services, can institute. From an organizational standpoint, the most innovative aspect of the strategy is in treating the analytics unit as a profit center with the corresponding rigorous benchmarking and performance incentives. This, in conjunction with the executive support at the highest level and effective communication, creates a path for analytics transformation.
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