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00M-232 - IBM Solutions for Smart Business Sales(R) Mastery Test v1 - Dump Information

Vendor : IBM
Exam Code : 00M-232
Exam Name : IBM Solutions for Smart Business Sales(R) Mastery Test v1
Questions and Answers : 25 Q & A
Updated On : December 7, 2018
PDF Download Mirror : 00M-232 Brain Dump
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00M-232 Questions and Answers

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00M-232 IBM Solutions for Smart Business Sales(R) Mastery Test v1

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00M-232 exam Dumps Source : IBM Solutions for Smart Business Sales(R) Mastery Test v1

Test Code : 00M-232
Test Name : IBM Solutions for Smart Business Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 25 Real Questions

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IBM IBM Solutions for Smart

IBM Helps customers Work Smarter With New offerings to increase productivity and reduce fees | killexams.com Real Questions and Pass4sure dumps

ARMONK, N.Y., Sept. 14 /PRNewswire-FirstCall/ -- IBM (NYSE: IBM) these days launched new software and functions to aid purchasers build collaborative and connected company environments to harness the speedy market shifts that are remodeling how they work.

(emblem: http://www.newscom.com/cgi-bin/prnh/20090416/IBMLOGO)

the new IBM offerings are designed to support valued clientele throughout industries include rather than withstand the unparalleled adjustments in latest industry and use them to their expertise. They tackle three critical challenges confronted by company leaders around the globe: making company processes extra responsive and less difficult to change; enhancing collaboration inside and past their agencies; and the use of technology to satisfy enterprise wants promptly.

"With increasing pressures on the can charge, pace and efficiency of doing business, working smarter is not simply an choice -- it has turn into a rely of survival," noted Steve Mills, Senior vice president, IBM application. "developing agencies that are agile, collaborative and linked is without doubt one of the key targets of IBM's Smarter Planet initiative. the usage of IBM software, agencies can harnesses the collective knowledge of their businesses and capitalize on the insights supplied by using an more and more intelligent, instrumented world."

New business Frameworks to pace customer value and deployment

IBM is saying new offerings designed to support businesses make their processes greater agile, responsive and easier to change while supporting expanded collaboration between workers and people methods. New industry frameworks originally centered at four industries - banking, chemical/ petroleum, energy and executive - help shoppers improvement from many years of IBM trade adventure and consist of a configurable software platform, trade assets and choicest practices. The frameworks, designed to be turnkey utility modules that match selected industry needs, permit quicker company solution deployment with lessen challenge charge possibility, extended alternative through a validated ecosystem of companions, and accelerated adoption of business IT requisites.

New collaboration offerings and functions

a different leading element of this initiative is a group of IBM collaboration choices that derive collective intelligence via crowd-sourcing and social dynamics. These encompass new social networking equipment for the commercial enterprise and at ease, cloud-based collaboration that joins collectively networks of agencies as if they had been a single corporation. IBM is also helping business individuals remedy their own each day challenges through new mashup software and supplying new options for unified communications, cellular collaboration and portal communities.

IBM is asserting a new set of professional services concentrated on collaboration and mobility. These features, which reflect the new truth of an increasingly social and mobile staff, help connect individuals, strategies and suggestions and allow collaboration throughout corporations and with purchasers and companions. They consist of IBM sensible business computer on the IBM Cloud, IBM cell enterprise functions for Managed Blackberry, and IBM Converged Communications services.

New talents construction to help know-how meet business needs right now.

To assist shoppers entry principal, go-disciplinary knowledge and help them work smarter, IBM is saying a brand new IBM company performance center of Excellence. Reinforcing IBM's dedication to improving enterprise optimization and group of workers productiveness, the center will offer and analyze superior practices in this enviornment and supply shoppers with a blueprint for alternate for his or her own businesses. It can be supported through heaps of IBM consultants skilled within the deployment of enterprise method management, collaboration and repair oriented architecture expertise. The center will additionally consider tendencies and determine how they are influenced by means of know-how in impacting company success and supply virtual entry to consultants to transfer skills to shoppers.

corporations are recognizing the deserve to rethink the methods and approaches that run their businesses and evaluate new ways to empower the americans who support them. Doing so can unlock a wave of creativity, productivity and difficulty solving that generates tangible results.

The Alliance for Paired Donation has reduced the time it takes to suit an organ donor with a recipient from weeks to seconds using sophisticated software, with the long-term abilities of saving greater than $1 billion in healthcare charges. in a similar fashion, the State of Missouri workplace of place of birth safety dramatically multiplied disaster preparedness by using revising its enterprise strategies and portal to manage distinct information programs, while SAT-Mexico, the nation's taxation company, cut bureaucracy by using 93 percent by using enhancing workflow between human and automatic processes. moreover, U.S. bank, supported through wise collaboration, is embarking on a boom method to increase new product insights and permit the sharing of innovative ideas among personnel through social utility from IBM, while Delaware County financial institution and believe is managing projects in true time and offering on-the-spot features to purchasers by means of deploying IBM collaboration and counsel sharing technologies.

despite these and other customer successes, an ordinary of 5.3 hours per worker per week is wasted because of inefficient company techniques, whereas two-thirds of employees believe there are colleagues who can assist them do their jobs enhanced, but don't know how to locate them.

In a brand new survey of 176 business and IT leaders, IBM uncovered key findings about how to overcome obstacles to using better results. in line with the survey, empowering line of enterprise clients to make adjustments to enterprise procedures is the single most important priority. moreover, agencies which are probably the most adaptive and attentive to trade leverage cell and wireless applied sciences for more desirable collaboration, make speedy adjustments to business strategies in line with altering market situations, and are productive at finding the right assistance to make improved choices. The IBM survey additionally showed that 70 % of CIOs say optimizing methods is a suitable precedence, whereas virtually three-quarters cite client and associate collaboration as key.

IBM will habits a sensible Work "Jam" September 16-18 to externalize the speak and share ideas about sensible Work for a smarter Planet. The Jam will consist of participation by using James Surowiecki, enterprise strategist and author of the bestseller, "The knowledge of the Crowds." company leaders, technologists, researchers and visionaries are invited to take part.

previous the Jam could be a smart Work videocast on Sept. 16. Register for the videocast at: http://www-01.ibm.com/software/options/smartwork/virtual/, and for the Jam at: www.collaborationjam.com/minijam2/jam/registration/index.do?jamId=1746&S...

###

IBM, WebSphere, Lotus, SmartSOA and the IBM e-business brand are emblems or registered logos of overseas business Machines agency. For a list of extra IBM emblems, please see www.ibm.com/felony/copytrade.shtml

All other enterprise, product or service names could be logos or registered trademarks of others. Statements regarding IBM's future development plans and schedules are made for planning functions simplest, and are area to exchange or withdrawal without word. Reseller expenditures may additionally vary.

Contact: Chris Rubsamen IBM Media relations (914) 766-1803 [email protected]

source IBM organization


IBM To Organise Smartcamp For smart metropolis, invites purposes From Tech based Startups | killexams.com Real Questions and Pass4sure dumps

IBM, under its world Entrepreneur application is organising a startup challenge – IBM Smartcamp for sensible city. Tech-based mostly startups are applicable to take part in the event.

B2B and B2C startups working within the areas of power, utility, transportation, sanitation, agritech, water conservation, citizen management, defense, and surveillance can practice for the adventure.

The top 10 startups will get a chance to pitch their concept to enterprise VCs, IBM executives and others, and will also acquire comments for the same. they're going to additionally get to pitch their thought to commercial enterprise CEOs within the healthcare house and an viewers of 200+ people.

The IBM international Entrepreneur application engages with startups in offering them with cloud credits worth $24K per yr on Softlayer and Bluemix. The programme offers technical mentoring and suggestions with go-to market solutions and an opportunity to work with accelerators in India. It additionally engages with huge organizations in assisting them discovering their subsequent set of innovations.

ultimate year IBM performed a B2B Startup challenge called IBM India Smartcamp, where they went to nine cities, with three regional finals and a Grand finale; with 50+ VCs, angel investors, IBM executives as panelists and more than 60 CIOs in participation.

In July 2016, in affiliation with the Edelweiss neighborhood, they organised IBM Smartcamp for Fintech.

note: We at Inc42 take our ethics very significantly. greater suggestions about it will also be found right here.

wise Dubai and IBM to offer the primary executive-counseled Blockchain Platform within the core East | killexams.com Real Questions and Pass4sure dumps

DUBAI, United Arab Emirates, Oct. 30, 2018 /PRNewswire/ -- smart Dubai and IBM (NYSE: IBM) today introduced the launch of the Dubai Blockchain Platform, the primary government-counseled blockchain platform as-a-provider within the United Arab Emirates (UAE). Delivered through an IBM Cloud environment and constructed locally within the UAE, the business-capable platform will function a stepping stone for groups within the UAE and globally to transition their blockchain trying out and construction into full-production. it is going to additionally seriously change and digitize relevant govt approaches and citizen services.

New blockchain platform in the UAE set to revolutionize citizen capabilities (credit score: IBM)

Dubai has been main efforts to inspire using blockchain, with a imaginative and prescient to make the emirate a paperless executive by way of 2021. As a part of the Dubai Blockchain strategy, for which IBM is the respectable Blockchain Strategic accomplice, Dubai has considered the launch of quite a lot of blockchain purposes in a number of executive entities throughout diverse sectors, including roads and transport, energy, healthcare and schooling.

the brand new Dubai Blockchain Platform will help combine digitized features and experiences run on IBM Blockchain into citizens' daily lives. organizations will also improvement from retaining their information in-nation and conducting transactions in the neighborhood, and in flip, decrease operational charges.

The platform will conform to the information protection law (ISR)* specifications issued by using the Dubai executive. it's going to even be powered through IBM's mainframe technology, LinuxONE™, which is capable of running more than 6.2 billion web transactions per day.

The Dubai Pay Blockchain contract and Reconciliation equipment, formally launched on 23rd September, will be one of the first projects to migrate onto the Dubai Blockchain Platform. through this carrier, a method that used to take entities approximately forty five days to reconcile and settle funds with different executive entities, banks and fiscal associations, is now decreased to actual time.

Her Excellency Dr. Aisha Bint Butti Bin Bishr, Director prevalent of the smart Dubai office (SDO), spoke of: "Guided with the aid of the forward-pondering vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, vice president and top Minister of the UAE, Ruler of Dubai, and the directives of H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Dubai government Council, sensible Dubai has been moving all of a sudden in opposition t our leading objective of transforming the emirate right into a full-fledged sensible metropolis that tops world competitiveness and happiness indexes."

"Dubai has been a pioneer in blockchain expertise seeing that its inception, whereas other major cities around the globe were reluctant to embody it for city-large implementation," H.E. Dr Aisha added. "The Dubai Blockchain strategy set a clear course for the emirate to have the realm's first thoroughly digitized govt via 2021. The Dubai Blockchain Platform we are launching today with IBM – who convey a wealth of perception and knowledge in the superior tech industries – drives us forward in our mission and permits us to vigour all blockchain functions in the metropolis from one united portal."

H.E. Wesam Lootah, CEO of the sensible Dubai govt establishment (SDG), mentioned: "As Dubai persists on its path to fitting an international leader in the industries of the longer term, Blockchain expertise will occupy an increasingly significant reputation in Governments' and corporations' day-to-day undertakings, in addition to in individuals' common lives."

"Blockchain is incessantly relocating towards fitting a multibillion market by means of 2019 and we, at smart Dubai, have efficiently embedded the technology in a lot of capabilities, the latest of which changed into the superior 'Dubai Pay Blockchain contract and Reconciliation gadget', which eliminates friction from monetary processes between government entities via automation and minimal human intervention. And with the launch of the Dubai Blockchain Platform nowadays, we could be one step closer to implementing Blockchain-powered features and experiences into residents' everyday lives," H.E. Lootah concluded.

"during the past few years, applied sciences comparable to blockchain have moved up on the agenda in Dubai. today, proof of ideas are bypassed and groups are stepping into full-scale production," Amr Refaat, commonplace manager, IBM core East and Pakistan. "Blockchain provides an brought layer of believe and transparency amongst govt agencies and corporations and helps make collaboration extra productive. the new IBM Blockchain-based service will enable corporations to keep their information in-nation and conduct transactions in the neighborhood. It also conforms to Dubai govt's advice security legislation necessities."

during the collaboration with IBM, sensible Dubai goals to run all relevant executive transactions on blockchain and make Dubai a worldwide benchmark for city-large blockchain implementation.

About IBM Blockchain IBM is known as the leading business blockchain provider. The business's research, technical and business consultants have broken barriers in transaction processing speeds, developed the most superior cryptography to relaxed transactions, and are contributing hundreds of thousands of traces of open supply code to strengthen blockchain for corporations. IBM is the leader in open-supply blockchain options developed for the commercial enterprise. due to the fact that 2016, IBM has worked with hundreds of shoppers throughout economic features, provide chain, government, retail, digital rights management and healthcare to put in force blockchain functions, and operates a few networks working are living and in creation. The cloud-based IBM Blockchain Platform delivers the end-to-end capabilities that valued clientele need to right now spark off and efficiently enhance, operate, govern and comfy their personal business networks. IBM is an early member of Hyperledger, an open supply collaborative effort created to improve go-trade blockchain applied sciences. For extra information about IBM Blockchain, talk over with https://www.ibm.com/blockchain/ or comply with us on Twitter at @ibmblockchain.

*ISR mandates executive entities in Dubai to put in force selected necessities and controls to make certain acceptable level of confidentiality, integrity, and availability of tips property.

CONTACT: Leesa DAlto, 212-671-9806, Leesa.dalto@ibm.com

supply IBM

related links

http://www.ibm.com


00M-232 IBM Solutions for Smart Business Sales(R) Mastery Test v1

Study Guide Prepared by Killexams.com IBM Dumps Experts


Killexams.com 00M-232 Dumps and Real Questions

100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



00M-232 exam Dumps Source : IBM Solutions for Smart Business Sales(R) Mastery Test v1

Test Code : 00M-232
Test Name : IBM Solutions for Smart Business Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 25 Real Questions

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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

THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age.

By Louis S. Richman

(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.

-- 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.


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 ...

The Highest-Paying Skills for 100-Plus Jobs | killexams.com real questions and Pass4sure dumps

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Dropmark-Text : http://killexams.dropmark.com/367904/12089236
Blogspot : http://killexams-braindumps.blogspot.com/2017/11/pass4sure-00m-232-ibm-solutions-for.html
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publitas.com : https://view.publitas.com/trutrainers-inc/free-pass4sure-00m-232-question-bank
Calameo : http://en.calameo.com/books/004923526a2da3c6c5179
Box.net : https://app.box.com/s/yb0tdngrholljdh8yfre2waq1cisdwmt
zoho.com : https://docs.zoho.com/file/3y7xk71f8cc24792342d7b62e7d6c27d90ee3






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IBM 00M-232 Exam (IBM Solutions for Smart Business Sales(R) Mastery Test v1) Detailed Information



References:


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