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C2140-135 - Rational Host Access Transformation Services (HATS) v7.1 - Dump Information

Vendor : IBM
Exam Code : C2140-135
Exam Name : Rational Host Access Transformation Services (HATS) v7.1
Questions and Answers : 60 Q & A
Updated On : December 11, 2018
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C2140-135 Questions and Answers

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C2140-135 Rational Host Access Transformation Services (HATS) v7.1

Study Guide Prepared by Killexams.com IBM Dumps Experts


Killexams.com C2140-135 Dumps and Real Questions

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C2140-135 exam Dumps Source : Rational Host Access Transformation Services (HATS) v7.1

Test Code : C2140-135
Test Name : Rational Host Access Transformation Services (HATS) v7.1
Vendor Name : IBM
Q&A : 60 Real Questions

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IBM IBM Rational Host Access

true organizations Owned via IBM | killexams.com Real Questions and Pass4sure dumps

computing device brand IBM (IBM) announced in late October that it would acquire open supply software and cloud functions enterprise purple Hat for $34 billion. Per the phrases of the acquisition, red Hat will hold a level of autonomy as a separate business unit in the better IBM umbrella. This potential that pink Hat's partnerships and existing open supply projects are likely to proceed for the foreseeable future. in this sense, the acquisition can be considered as a win-win for each companies: pink Hat received a substantial amount of money and access to scaling with no need to surrender its interesting strategy, dreams, crew, and subculture, whereas IBM notched an awesome feather in its cap and continued its expansion into the cloud.

here's now not the primary time that IBM has acquired a company. beneath, we'll take a look at one of the vital different organizations the laptop maker has purchased.

Transarc organization

In 1994, IBM purchased Pennsylvania-based software outfit Transarc employer, a 5-year-historic business which had popularized dissimilar file gadget utility. amongst other items, Transarc developed a dispensed transaction processing video display referred to as Encina; IBM utilized this product to enhance its own UNIX-based mostly products in a while.

Lotus application

The maker of the popular Lotus 1-2-3 spreadsheet utility, one of the crucial first person-friendly and attainable purposes in the earliest days of IBM personal computer systems, Lotus application changed into bought by means of IBM in 1995 for the fee of $three.5 billion. an incredible impetus for the acquisition changed into Lotus Notes, a well-liked application Lotus had developed previous to the purchase. IBM additionally purchased the company as a method of having access to the client-server computing world, which threatened to make host-primarily based application a aspect of the previous.

Rational Machines

In 2003, IBM bought and rebranded Rational Machines for the fee of $2.1 billion. Rational provided an integrated building ambiance designed to raise productivity in building crew settings. IBM selected to purchase the company after the dot-com bubble burst and when Rational had declined in cost (besides the fact that children the business was still incredibly profitable at the time).

Cognos

IBM investors and purchasers will doubtless have encountered the company's line of company intelligence and performance administration equipment branded as Cognos items. The identify of those items is tied to a company of the equal name that the desktop maker bought in 2007 for $4.9 billion. The deal changed into seen as a massive step toward IBM fitting a good-degree competitor of agencies like Microsoft, with an extensive range of each hardware and software products.

Cleversafe

considered one of IBM's most contemporary acquisitions is Cleversafe. IBM purchased Cleversafe on November 6, 2015. The company developed an object storage device which was originally known as Dispersed Storage community however which has been rebranded publish-acquisition as the IBM Cloud Object Storage carrier. This acquisition was yet another important step in IBM's stream toward cloud functions.


IBM Rolls Out system z10 Mainframe, Plus Dev equipment | killexams.com Real Questions and Pass4sure dumps

information

IBM Rolls Out gadget z10 Mainframe, Plus Dev equipment
  • via Kurt Mackie
  • 02/26/2008
  • IBM today announced the debut of its new equipment z10 mainframe computer for enterprise facts facilities. The company also rolled out various utility products and programs geared toward assisting its consumers and company companions support mainframe operations and enterprise software development efforts.

    Clusters of PCs using x86-based mostly hardware may be the entire rage, but IBM boasts that device z10 is the equal of "very nearly 1,500 x86 servers." The enterprise is additionally touting the energy efficiency of its newest mainframe product, citing "up to eighty five percent much less power charges."

    probably the most new application items associated with IBM's system z10 announcement is IBM Rational business Developer. This integrated building atmosphere may also be used to advance purposes for gadget z devoid of requiring the developer to know the underlying middleware, based on IBM's announcement.

    the new IBM Rational Host access Transformation capabilities (HATS) answer is designed to assist developers take "eco-friendly display"-type functions and create web features out of them which have graphical person interfaces. The HATS device supports mobile gadget utility advent in certain, in line with Scott Searle, IBM's product director of marketing for business modernization items.

    five IBM Rational business modernization options have been announced these days: IBM business COBOL for z/OS v4.1; IBM commercial enterprise PL/I for z/OS v3.7; IBM Rational Developer for system Z; IBM Rational Transformation Workbench; and utility Configuration and Library manager superior edition for z/OS v1.2.

    despite developer activity in newer programming languages, legacy coding within the variety of COBOL lives on. Searle spoke of that there at the moment are more COBOL developers around than at another time. He estimated that there are as many as 10,000 or up to 50,000 COBOL builders in India on my own.

    when you consider that COBOL purposes get tweaked or age over the years, developers may face the dreaded "spaghetti code" mess as they are trying to adapt legacy apps to meet current enterprise wants.

    From IBM's point of view, commercial enterprise modernization involves 5 add-ons, based on Searle.

    the first element is to appear at the assets and more advantageous have in mind the code that you've. Separate code with first rate business logic from the useless code.

    The 2nd element is associated with architecture. Use an built-in development environment to take the code you've gotten recognized and reconstitute it inside the stack that runs on the mainframe.

    Third, use the Rational business Developer interface and IBM's new language -- called business technology Language (EGO) -- to circulation workloads backward and forward. EGO refaces the records into a extra person-friendly structure, Searle explained. EGO is an IBM language newer than COBOL and PL/I and applicable for device i and gadget z clients.

    COBOL, Java, windows and Linux builders can all use EGO especially readily, he delivered.

    "I consider reviews reveal that if you are trying to train a COBOL developer Java, there is a very high failure expense -- I've heard 80 percent," he observed. "And it doubtless goes the equal approach in reverse. via EGO, they each can do the equal component and that they can output the outcomes in both COBOL or Java."

    Fourth, use IBM Rational ClearCase answer for system z to obtain software lifecycle administration.

    finally, which you could look strategically at your mainframe ambiance and reuse the confirmed code that you simply comprehend works, Searle said.

    For extra aspect on IBM's announcement, see the click free up .

    about the writer

    Kurt Mackie is senior information producer for the 1105 enterprise Computing neighborhood.


    IBM purple Hat deal positions for 2nd age of cloud, says IDC | killexams.com Real Questions and Pass4sure dumps

    IBM's planned acquisition of red Hat will no longer handiest bolster IBM's position within the cloud space, however could also position the business as the ‘industry's strongest promoter of open supply applied sciences', based on IDC.

    The analyst company referred to that the deal will guide IBM's cloud plans, and additionally may additionally drive additional M&A within the open supply sector.

    IDC referred to that the deal will bolster IBM's efforts to build out all features of public, private and hybrid cloud, according to the rising ‘second age' of cloud computing, where enterprises are seeking for hybrid, open, multicloud solutions with improved safety and manageability.

    The acquisition also gives IBM the skill to bundle red Hat options on its own platform. IBM will also benefit access to red Hat's engineering abilities.

    IDC additionally stated that the circulate will additional reshape perceptions of IBM because it attempts to reinvent itself.

    within the open supply enviornment, IDC notes that each businesses have lengthy histories within the sector. pink Hat confirmed music checklist open source in buying a portfolio of options via acquisitions, and sharing the underlying code open source model, whereas IBM become early supporter of Linux and is energetic in the OS neighborhood. The deal will give IBM deeper access to an "ecosystem of developers and associated open source foundations and communities that that it doubtless does not currently attain", IDC mentioned, in addition to crimson Hat's customer base with ninety% penetration of the Fortune a thousand.

    "collectively, purple Hat and IBM may have the size, materials, and knowledge to be the trade's strongest promoter of open supply technologies," IDC pointed out. growth from the combined enterprise will come from a few areas, together with: New IBM end-to-end choices in areas reminiscent of AI, cloud, and middleware constructed on the purple Hat software stack; and deep capabilities integrations aimed toward helping business clients with both their cloud implementations and digital transformation needs.

    IDC argued against IBM's declare that there is no overlap between the two businesses, noting that

    IBM's platform-as-a-provider providing Cloud Foundry may be viewed as competing with red Hat's OpenShift

    IBM continues that OpenShift is an underpinning of its Cloud Foundry answer and as such is more complementary than aggressive, but here's likely to be complicated within the industry. whereas RHEL will give IBM immediate entry to nearly all of commercial enterprise shoppers that use Linux, the OpenShift product is viewed because the crimson Hat platform of the long run. As such, IBM can't have enough money to have a perplexing or internally aggressive hybrid cloud stack. To bolster the boom of red Hat OpenShift, we'd expect IBM to rapidly develop a highway map to support present IBM Cloud Foundry clients take into account the relationships and capabilities overlaps and remember if a long-time period migration to a local pink Hat OpenShift ambiance makes feel. are expecting other Cloud Foundry distribution providers, together with Pivotal, SAP, and SUSE, to offer migration street maps to this put in base of consumers.

    IBM will also need to address any confusion in three areas - integrating purple Hat's storage into its personal storage portfolio; relevant positioning of Cloud Foundry and OpenShift; and fitting pink Hat's software portfolio into its Rational software unit. Relationships with companies that have partnerships with pink Hat, corresponding to VMware will also have to be renegotiated.

    in terms of the wider cloud market, IDC says that the acquisition alterations the panorama on many fronts for IBM.

    It offers IBM a management position in hardware, software mixed with services all designed to further hybrid cloud for firms. It places IBM into direct competitors with varied companion companies together with ISVs like SUSE and Canonical, public cloud service suppliers like AWS and Google, and application suppliers like Oracle and SAP. Third, it places IBM into much more direct competition with agencies like VMware and Oracle.

    IDC expects that open source groups like SUSE and Canonical might also become acquisition pursuits themselves, and for IBM opponents to seem to strengthen other relationships to bolster their personal positions.


    C2140-135 Rational Host Access Transformation Services (HATS) v7.1

    Study Guide Prepared by Killexams.com IBM Dumps Experts


    Killexams.com C2140-135 Dumps and Real Questions

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



    C2140-135 exam Dumps Source : Rational Host Access Transformation Services (HATS) v7.1

    Test Code : C2140-135
    Test Name : Rational Host Access Transformation Services (HATS) v7.1
    Vendor Name : IBM
    Q&A : 60 Real Questions

    actual test C2140-135 questions.
    The arrangement time for C2140-135 examination became sincerely a pleasing experience for me. Correctly passing, i have found out a way to clean all of the further tiers. Due to killexams.Com Questions & answers for all the assistance. I had restrained time for readiness but killexams.Com mind dumps became out to be a assist for me. It had huge question and answers that made me plan in a short compass.


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    In recent times i bought your certification package deal and studied it very well. Closing week I handed the C2140-135 and received my certification. Killexams.Com on line checking out engine modified into a first rate device to put together the examination. That more my confidence and i resultseasily exceeded the certification exam! Quite encouraged!!!


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    IBM Rolls Out System z10 Mainframe, Plus Dev Tools | killexams.com real questions and Pass4sure dumps

    News

    IBM Rolls Out System z10 Mainframe, Plus Dev Tools
  • By Kurt Mackie
  • 02/26/2008
  • IBM today announced the debut of its new System z10 mainframe computer for enterprise data centers. The company also rolled out various software products and programs aimed at helping its customers and business partners support mainframe operations and enterprise application development efforts.

    Clusters of PCs using x86-based hardware may be all the rage, but IBM boasts that System z10 is the equivalent of "nearly 1,500 x86 servers." The company is also touting the energy efficiency of its newest mainframe product, citing "up to 85 percent less energy costs."

    One of the new software products associated with IBM's System z10 announcement is IBM Rational Business Developer. This integrated development environment can be used to develop applications for System z without requiring the developer to know the underlying middleware, according to IBM's announcement.

    The new IBM Rational Host Access Transformation Services (HATS) solution is designed to help developers take "green screen"-type applications and create Web services out of them that have graphical user interfaces. The HATS tool supports mobile device application creation in particular, according to Scott Searle, IBM's product director of marketing for enterprise modernization products.

    Five IBM Rational enterprise modernization solutions were announced today: IBM Enterprise COBOL for z/OS v4.1; IBM Enterprise PL/I for z/OS v3.7; IBM Rational Developer for System Z; IBM Rational Transformation Workbench; and Software Configuration and Library Manager Advanced Edition for z/OS v1.2.

    Despite developer interest in newer programming languages, legacy coding in the form of COBOL lives on. Searle said that there presently are more COBOL developers around than at any other time. He estimated that there are as many as 10,000 or up to 50,000 COBOL developers in India alone.

    Since COBOL applications get tweaked or age over the years, developers may face the dreaded "spaghetti code" mess as they try to adapt legacy apps to meet current business needs.

    From IBM's perspective, enterprise modernization involves five components, according to Searle.

    The first component is to look at the assets and better understand the code that you have. Separate code with good business logic from the dead code.

    The second component is associated with architecture. Use an integrated development environment to take the code you've identified and reconstitute it within the stack that runs on the mainframe.

    Third, use the Rational Business Developer interface and IBM's new language -- called Enterprise Generation Language (EGO) -- to move workloads back and forth. EGO refaces the data into a more user-friendly format, Searle explained. EGO is an IBM language newer than COBOL and PL/I and appropriate for System i and System z users.

    COBOL, Java, Windows and Linux developers can all use EGO relatively easily, he added.

    "I think studies show that if you try to teach a COBOL developer Java, there's a very high failure rate -- I've heard 80 percent," he said. "And it probably goes the same way in reverse. Through EGO, they both can do the same thing and they can output the results in either COBOL or Java."

    Fourth, use IBM Rational ClearCase solution for System z to achieve application lifecycle management.

    Finally, you can look strategically at your mainframe environment and reuse the proven code that you know works, Searle said.

    For more detail on IBM's announcement, see the press release .

    About the Author

    Kurt Mackie is online news editor, Enterprise Group, at 1105 Media Inc.


    The mainframe's potential for Web services and cloud computing | killexams.com real questions and Pass4sure dumps

    This is the third installment on modernizing business-critical applications on the mainframe. Check out the previous...

    chapter on the risks and benefits of application modernization.

    Web services allow IT departments to make a legacy mainframe application available not only to the entire organization, but also to a global customer and partner base of millions. The Web service's ability to provide one service for multiple front-end clients – end users via the website, in-house application or cross-organization technology -- allows more rapid changes to the mainframe application that are available to a broad range of users. The Web service's ability to invoke other Web services such as security, business compliance and personalization, makes the mainframe application more feature-rich. Web service information, stored in a repository, gives administrators a common software-asset information base to monitor and troubleshoot the enhanced mainframe applications.

    "Cloudization," or virtualization of mainframe apps, complements Web services by making the mainframe application much more flexible. Instead of per-platform capacity on demand, IT can shift workloads between platforms. If a cloud does not contain a mainframe, IT can still move mainframe app instances to and within a remote cloud -- and, of course, IT can move Wintel and Unix/Linux apps to a mainframe within a cloud.

    These technical advantages also lead to broader business benefits: lowering the cost of doing business; allowing companies to achieve greater efficiency by using mainframe business-critical applications more effectively; using the mainframe as a hub of distributed applications that scale out across the Web and up within the mainframe; and giving the organization greater ability to adapt to changing conditions.

    Criteria for an upgrading mainframe appsIT buyers should emphasize the following criteria in choosing an upgrade-in-place product for Web enablement, Web servicizing, or virtualization.

  • Comprehensive functionality. The solution should include extensive middleware that provides a powerful software infrastructure so developers upgrading the existing application can easily integrate powerful new capabilities. The middleware should support old and new technologies as well as the upgrade process. It should also include a full range of new technology "standards" such as .NET.
  • Services. The supplier of the upgrade product should provide consultants and systems integrators that are both experienced in the mainframe and savvy with new technology to aid upgraders and train IT in upgrade best practices.
  • Flexibility. The product should handle undocumented mainframe applications and allow easy addition of a wide range of Web/e-business features.
  • Low risk. The upgrade technology should draw on long experience with mainframes to detect and minimize dangerous changes to the application, such as changes to the schemas of an underlying database.
  • Programmer productivity. The technology should support tool sets from the supplier and/or third parties. The middleware should provide powerful APIs so that e-business functionality can be rapidly added.
  • IBM mainframe app modernization optionsIBM offers a large set of mainframe software legacy modernization and Web-servicization tools and services. The primary products are development and upgrade tools based on the Eclipse open source framework, which provides standards-based flexibility and third-party tool integration.

    Rational Developer for System z (RDSz), often supplemented by Rational Host Access Transformation Services (HATS), adds to Rational mainframe-development and existing-application-upgrade functionality that allows users to prepare typical existing and legacy software for inclusion in composite applications that integrate business processes effectively.

    RDSz also includes support for Web services and JCA connectivity to multiple versions of CICS and IMS, as well as visual modeling and flow-generation support for the CICS v3 Service Flow Feature. It adds workflow and business integration functionality to allow creation of new composite applications that integrate with existing application functions and Web services. RDSz includes native support for WS-BPEL4WS-compliant processes and a range of process integration and ESB capabilities.

    The Eclipse initiative specifically supports substituting or adding third-party development tools to IBM's tools and framework. RDSz provides support for CICS-based application upgrade. IBM's service arm offers modernization outsourcing, advice and support, including Web-servicization offerings. Moreover, IBM modernization solutions allow users to incorporate IBM's security, privacy, business compliance and master data management software as part of the standard interface to these applications.

    The advent of the Internet and cloud computing has had a mainframe application effect directly opposite of what one might expect. Instead of increasing the attraction of migrating performance-critical and similar existing applications, the Internet makes it easier for enterprises to Web-enable and Web-servicize in place, adding cost-effective Internet connectivity and application deployment or cloud deployment with minimal impact on the enterprise's production environment. Mainframe users should, therefore, look either for upgrade-in-place capabilities in an overall development product or a separate upgrade toolset to allow cost-effective re-use of the existing software portfolio in any development project.

    Infostructure Associates and others have for some time noted an upsurge in conversion of key mainframe applications to Web services offering Web service provider interfaces. This is a major win for customers. Web-servicizing mainframe applications in place allows users to take advantage of not only the mainframe's business-critical applications but also its security, privacy, business compliance and master-data-management software. Web-servicization upgrades the mainframe's legacy applications, turning the corporate application portfolio's vicious circle of increasing maintenance costs into a virtuous circle of decreasing costs and business benefits available to a wider range of end users. Virtualization, often requiring no additional effort, can add cost-effective flexibility for cloud implementations. IBM's extensive mainframe development and legacy-application modernization tools, and its software for security and other Web-service needs, make it a logical choice for users seeking to get full value from a business-critical or mission-critical mainframe application.

    ABOUT THE AUTHOR: Wayne Kernochan is president of Infostructure Associates, an affiliate of Valley View Ventures. Infostructure Associates aims to provide thought leadership and sound advice to vendors and users of information technology. This document is the result of Infostructure Associates-sponsored research. Infostructure Associates believes that its findings are objective and represent the best analysis available at the time of publication.

    What did you think of this feature? Write to SearchDataCenter.com's Matt Stansberry about your data center concerns at mstansberry@techtarget.com.


    Purpose with the Power to Transform Your Organization | killexams.com real questions and Pass4sure dumps

    Purpose can be powerful — but only if it’s authentic. A four-step approach helps organizations move beyond superficial statements to activate and embed lasting purpose.

    Everywhere these days, people are talking purpose. As big believers, we’re encouraged by all the interest. Yet we’ve observed that many organizations are merely scratching the surface; they’re missing the full power of the kind of purpose that can transform.

    Many organizations do a superficial job of articulating why they exist, settling for vision-setting exercises that lead to little more than catchy slogans and posters. Some craft purpose statements that are so generic they could apply to just about any company. Other efforts are inauthentic, like the politically correct promotion that has no connection to the company’s DNA. But even among organizations that articulate their purpose effectively, many are guilty of going no further. They do almost nothing to integrate purpose into the day-to-day experiences of their employees and customers. This “surface purpose” amounts to a thin veneer that doesn’t ingrain new beliefs and behaviors. Despite the hype, the organization remains unchanged.

    Organizations with surface purpose realize none of the benefits of authentic purpose: the energized employees, the stronger organizational alignment, the unswerving customer loyalty, and the greater value that comes from making longer-term investments in people, offerings, and new markets. And they may miss out on a fundamental element of purpose: its positive impact on society.

    Realizing purpose with the power to transform requires a different approach. From our work with many leaders and organizations over the years, we have developed and honed a methodology for discovering, articulating, activating, and embedding true purpose. In this report, we begin by examining why purpose is attracting so much attention. We then clarify what purpose is. Finally, we present the four steps that organizations should follow to bring purpose to life — to realize the kind of purpose that will anchor and guide them through challenging circumstances and changing times.

    WHY ALL THE BUZZ NOW?

    To suggest that companies have historically lacked purpose would be disingenuous. Purpose is elemental to humans and human institutions; it’s an existential imperative. We have one life, and most of us spend most of our waking hours working in an organization. It’s important that we find meaning and fulfillment in what we do.

    So, why the intense interest lately? We see five major reasons:

    Purpose Pays. First and foremost, studies show that purpose-driven organizations perform better. Our own in-depth analysis of the link between purpose and performance revealed that a deeply ingrained purpose correlates strongly with ten-year total shareholder return. (See the sidebar “The Purpose-Performance Payoff.”)

    THE PURPOSE-PERFORMANCE PAYOFF

    Various studies have demonstrated a powerful link between purpose and performance. When employees embrace purpose — when the organization lives it, rather than just proclaims it — business results follow. When organizations view purpose as instrumental to their success and integral to their corporate social responsibility, instead of as a charitable or philanthropic effort, the outcome is a virtuous cycle of business performance and community impact. Says one CEO we’ve worked with, “Purpose allows us to do good, which drives business results, which in turn allows us to do more good.”

    We put this to the test with our own analysis. We surveyed the leaders, employees, and customers of 50 companies in three major sectors: technology, media, and telecommunications; consumer products; and financial services. We analyzed the results from multiple angles, using measures such as total shareholder return (TSR), revenue, and EBITDA growth.

    Our finding: purpose (when it’s truly ingrained) correlates strongly with ten-year TSR. (See the exhibit.) So, purpose does indeed pay — and it does so over the long term.

    Leaders’ Rising Aspirations, Employees’ Shifting Priorities. In recent years, more and more leaders have declared their commitment to deliver on the triple bottom line — people, planet, and profit. Attracting, engaging, and inspiring employees, along with demonstrating responsibility to the community and committing to sustainable environmental practices, have become as important as generating profits. In addition, leaders are increasingly feeling a personal need to have a positive impact and legacy. They see business playing a larger role in shaping society.

    Similarly, growing numbers of employees are seeking more from their work. Finding meaning in one’s job and being part of an inclusive community have become more important, especially to millennials. These goals have also become more important as digital technologies proliferate and the opportunity for face-to-face interactions with colleagues and customers diminishes. People want to work for an organization that values social and environmental responsibility — that strives to make the world a better place, not just to make more money.

    The Era of “Always-On” Transformation. The sources of disruption are multiplying — new technologies, new market opportunities, new business models, new kinds of competition, new customer needs and desires, and more. This unprecedented change, along with leaders’ heightened aspirations, has ushered in the era of always-on transformation. Transformation has become the status quo; at a given moment, companies typically have several transformations underway. For example, following a turnaround, a company might implement a new business model, and then undertake a sales and marketing transformation, followed by an enterprise-wide IT initiative to support the change. (For more on always-on transformation, see Transformation: Delivering and Sustaining Breakthrough Performance, BCG e-book, 2016.)

    Amid overlapping transformations, purpose becomes even more important — providing much-needed alignment, clarity, guidance, and energy. That energy acts as fuel to a transformation by providing an emotional connection that inspires greater commitment. Purpose serves as that vital North Star, illuminating a direction and linking and steering various transformation efforts in a way that is logical and accessible to everyone. Consider a European home products conglomerate that recently launched a growth transformation that involves geographic and channel expansion and an M&A agenda. Purpose has not only helped management and the board align on the company’s future; it has also served as a go/no go decision guidepost on matters as wide-ranging as product lineup, market focus, channel choices, and M&A targets.

    The Limits of Carrots and Sticks. The shift in employees’ expectations, together with the demands of always-on transformation, has further exposed the shortcomings of attempting to influence people through carrots and sticks. In far too many transformation programs, people are treated as a means to an end or, worse, as collateral damage.

    To counter this tendency, organizations are realizing the need to appeal to head and heart with intrinsic, not just extrinsic, motivators. Extrinsic motivators focus on individuals’ desire to be rewarded (rather than punished) and to have their contributions recognized by leaders and peers. Intrinsic motivators include employees’ desire for meaning, connection, and joy in their work, as well as the desire to contribute, develop, and achieve. (See Exhibit 1.) Purpose is one of the most powerful intrinsic motivators because it speaks to both the head (as the compass that guides and aligns behaviors) and the heart.

    Take, for example, Always, the maker of feminine-hygiene products. To shift employees’ orientation beyond the concept of selling everyday sanitary products, leaders tapped into the brand’s purpose — helping women achieve their full potential — for a key market segment, adolescent girls. The company revisited its education partnership with schools, as well as its marketing efforts, to expand the focus beyond hygiene and biology to include bolstering girls’ self-confidence. Connecting to this segment in this way proved to be highly motivating to employees as well as inspiring to customers.

    A “Digital Everywhere” Business Environment. Although many traditional forms of community have eroded, people still crave the sense of connection that it provides. Digital technologies link people in multiple ways, giving employees and customers alike greater access to an organization. But without in-person interaction, the bond can seem insubstantial. Purpose enables digital interactions to be more meaningful by imbuing them with a sense of the shared values that create communities.

    Purpose also facilitates digital transformation. Unlike transformation initiatives that can be launched and driven from the top by a program management office, digital transformation tends to be a bottom-up phenomenon involving many people across the product offering and the company’s value chain. Purpose helps guide and motivate those distributed efforts by engaging people from the shop floor to the top floor — as well as external stakeholders. Consider how a European consumer goods company drew on purpose as part of its digital transformation initiative. The company launched a global social media campaign to connect customers with the company’s historical commitment to scientific innovation. The company went on to publicly support global science education initiatives, demonstrating that its commitment to science goes beyond its products.

    Before we explore how companies can instill true and effective purpose, we need to flesh out our definition.

    PURPOSE DEFINED

    So, what exactly is purpose?

    The Essence of Purpose. Unlike mission (the “what”) or vision (the “where”), purpose is the organization’s “why.” It’s at the intersection of two fundamental questions: Who are we? (that is, What are our authentic and distinctive strengths?) and What need do we fulfill in society? (Why do we exist beyond what we make, do, or sell? and Why work for us?). (See Exhibit 2.)

    In answering the first question, purpose captures what is true about the organization at its best. Purpose is also aspirational: it depicts what the organization can be and goes beyond brand positioning to take a stand. Rather than being only market driven, a purpose-based organization is also driven by values, culture, and ethos. In addressing the second question, purpose reframes an organization’s compact with the world; instead of being an obligation, social responsibility is seen as an opportunity. A purpose-based organization would assert that if it disappeared tomorrow, the world would lose something meaningful.

    Rather than employees, a purpose-based company has missionaries. Instead of customers, it has advocates. In place of social charity, it avows social conscience. Instead of loyalty, it aims for love.

    The Five Properties of Purpose. To further clarify the essence of purpose — and help organizations steer clear of surface purpose — we’ve identified five properties of true purpose. To ensure purpose that is ingrained in the organization, we offer the following litmus test: a set of questions for each property that organizations should be able to answer. (These are just a sampling.)

  • Presence. Is the organization’s purpose clear, compelling, and noticeable to customers and employees? Do they understand it enough to describe it, beyond what the company makes or sells?
  • Strength. Is the organization’s purpose inspiring? Does it reflect a real need in society? Is it a rallying cry? Could it be as relevant tomorrow as it is today? Does it suggest that the organization is resilient in the face of an unknown future?
  • Alignment. Does the purpose reflect the company’s roots, history, and DNA? Do leaders believe in it? Does it motivate them to take certain actions? Do leaders feel that being part of the company is being part of a movement?
  • Integration. Are the company’s decisions in harmony with its purpose? Does the company live its purpose with passion? Would leaders turn down a profitable opportunity or disengage from a business activity if it wasn’t tied to the purpose?
  • Advocacy. Does purpose elicit greater loyalty from employees and customers? Are people more engaged with the company because of it? Would employees and customers recommend the company to others because of its purpose?
  • REALIZING PURPOSE WITH THE POWER TO TRANSFORM

    Now let’s turn to our final, critical question: How do organizations bring purpose to life — ingraining purpose with the power to transform?

    Our approach to developing an authentic purpose and helping organizations live it integrates internal and external inputs from multiple perspectives with four steps — discover, articulate, activate, and embed — that build upon and reinforce one another. (See Exhibit 3. For a description of how a company moved through these steps, see the sidebar “How Purpose Helped One Retailer Rack Up Success.”)

    HOW PURPOSE HELPED ONE RETAILER RACK UP SUCCESS

    In the price-transparent, instant-click-and-buy internet era, being a brick-and-mortar retailer has become ever more challenging. A leading national clothing chain was starting to feel the squeeze from brick-and-mortar as well as online rivals.1 To drive growth, the company needed to do more to showcase what made it distinctive.

    As a first step, the company probed why customers chose to shop at its stores — not just the rational reasons but also the experiential and emotional ones. Surveys and focus groups uncovered insights from several thousand customers in key markets where competitors had encroached substantially. Because personal attention was the store’s hallmark, leaders understood the importance of engaging with employees on a deeper level. Focus groups helped unearth employees’ motivations and needs, such as the desire to work for an organization that played a special role in the milestones of customers’ lives. For inspiration, leaders revisited the company’s founding purpose: enabling men and women to “dress to their dreams.” By helping people express themselves and to look and feel their best, they can become their best.

    The company also brought in two experts — a psychologist and a theater director — to shed light on the role of empathy and the importance of appreciating major life milestones when dealing with retail customers.

    To ensure authenticity in the purpose statement, leaders studied the story of the company’s founder, a single mother who when returning to the workplace wanted her appearance to reflect her aspirations — without ruining the family finances. Leaders also examined the core strengths they could tap into more deeply. For example, sales associates had a reputation for being caring shopping “advocates,” adept at guiding insecure or overwhelmed shoppers toward successful purchases. And throughout the branches were hundreds of middle managers, single parents themselves, who could relate to the founder’s story.

    Local “purpose ambassadors” helped activate purpose among the frontline employees. Executives condensed store policies from a rule book to a single page of guiding principles. This allowed employees to use their judgment in creating positive experiences for customers. Together, these efforts gave managers as well as employees the freedom to find new ways to sell and to solve problems on the spot, entrusting them with ownership of the customer relationship.

    New performance management and recognition programs were instituted at 15 pilot sites. The company put in place peer-to-peer recognition and feedback programs to celebrate employee acts that represented meaningful experiences for colleagues or customers — such as the employee who helped a shopper assemble a gift of new ties for her grandson’s first job after college. Performance-based financial incentives helped reinforce success; if a store created a winning promotion tied to purpose — say, helping customers “nail the job interview” with a well-chosen outfit — sales associates would receive a bonus. The company trained store managers on delivering purpose-related messages, knowing they would be more credible and more powerful than any generic communiqué from headquarters could ever be. Doing so also reinforced the notion that purpose comes from within.

    The results are telling. In one year, pilot stores’ employee engagement scores improved twice as much as those of the stores with the next best engagement improvement. Greater engagement levels translated into better customer interactions, which showed some of the highest improvements in the company’s history. Sales in the pilot locations, which were stores that had been lagging, rose 10% over same-store sales in a two-year period. And market share was up 2% — an impressive accomplishment at a time when other chains were being forced to shutter locations.

    NOTE

    1. Based on an actual client; details have been changed to ensure confidentiality.

    Discover. How does an organization identify its purpose? It starts by digging deep to unearth employees’ sentiments and consumers’ insights. In this phase, the organization immerses itself in materials related to the company’s culture and ethos. Through employee workshops and surveys, customer surveys, focus groups, and one-on-one interviews (of people from the C-suite to the front line), the company probes such questions as, What do we aspire to be and do? What would the world lose if we were gone tomorrow?

    Once the organization has established “who we are,” subject matter experts are brought in to help leaders explore the universal human needs that the organization can meaningfully address. These experts are typically drawn from academia as well as from fields of practice; a single company might host luminaries as diverse as a Metropolitan Opera singer and a NASA engineer. Tapping experts from diverse fields helps unearth fresh, outside-the-box insights.

    For example, SunTrust, the Atlanta-based bank, invited a leading researcher on trust, labor relations, and governance to share her insights. In labor unions, she noted, trust springs from the belief that “we’re all in this together” — an important notion for a bank in the aftermath of the recession, which tainted banking’s image as wholly self-serving. And an astronomer offered perspectives on the sun’s characteristics as a source of life-giving energy and light. For the bank, this suggested the importance of shedding light on typically opaque banking practices, such as the mortgage lending process. Insights from these and other luminaries helped SunTrust formulate its defining purpose: to illuminate and energize a world in need of financial well-being.

    Articulate. In this step, the organization develops and communicates its purpose statement. It crafts a story in its own voice that resonates with employees and customers.

    Creative messaging and emotionally powerful communications are crucial for articulating purpose effectively. A two- to three-minute film can serve as a visual illustration, in which imagery, music, and text engage head and heart. Film is particularly effective for disseminating purpose to a dispersed workforce because it does the talking for leaders and ensures a consistent message throughout the organization.

    For North America’s largest building materials company (the division of a global company), film has been an effective tool for communicating purpose. The division, which had grown chiefly through acquisitions, urgently needed to foster cohesion in order to manage and leverage scale, drive growth, and succeed in the long term. After articulating its purpose, the company commissioned a film on the theme of the human impulse to build. To engage the division’s tough, independent-minded people, the film featured only real employees doing real work, wearing their hard hats, safety vests, and steel-toed boots with pride. The film (as well as key rollout communications) recounted the company’s early-20th-century roots — two entrepreneurial European brothers who began with a single truck and a sand pit — a story that would resonate with those who became employees in North America through the acquisition of smaller, often family-founded, businesses.

    Activate. Once purpose is articulated, it’s time to roll it out: to enlist leaders at all levels to take symbolic actions that demonstrate it and to embody it in their words and deeds. Activating purpose requires employee-facing as well as customer-facing initiatives. The most effective initiatives link emotional triggers (how the organization makes customers or employees feel) with experiences. Leaders need to become personally invested in the organization’s purpose, offering support for and ideas on disseminating it throughout the enterprise. Walking the talk is crucial: if the company’s purpose calls for collaboration, leaders should demonstrate it by, for example, openly sharing information across businesses or encouraging their reports to shadow a cross-functional colleague for the day. Leaders need to be willing to correct those exhibiting behavior that conflicts with or undermines purpose.

    The building materials company began activating its purpose by sharing its film with its top 200 leaders. To rally leaders located outside of headquarters, the company organized a purpose “road show” to screen the film at four locations; all levels of leadership across the country were invited. For the headquarters screening, the company rented a theater and sent out invitations with tickets, treating the event like a movie premiere — right down to the green (not red) carpet, to match the company’s color. Employees who appeared in the film got star treatment. As a symbolic gesture, executives gave employees “optimism building blocks” with the inscription, “What did you build with optimism today?” (a reference to a line from the company’s purpose statement, which reads, “Optimism is the strongest building material on Earth”). From there, the company went on to create online leadership toolkits, teaching films, and other materials critical to turning articulation into action.

    Many social mission organizations (SMOs) are seasoned at activating purpose. They don’t have at their disposal all of the “hard” levers that for-profit organizations have, such as financial incentives and other performance management tools. So to drive performance, SMOs must rely on a deep sense of purpose — often centered on meeting a profound societal need. In that way, they are able to promote transformational change. Their leaders become adept at tying change to purpose and building narratives that harness the ethos of the organization to engage employees’ passions. They draw on personal experiences and anecdotes to convey “this is why we do what we do” and to inspire their people. (See “Learning About Transformation from Social Mission Organizations,” BCG article, April 2017.)

    Embed. If the preceding step is about communicating and symbolizing purpose, this step is about deepening and sustaining it. It’s about bringing purpose to life in a way that ensures the organization embodies it every day. Purpose is embedded through longer-term changes in the organizational environment, or context. By context, we mean everything from the organization’s leadership and design to its systems, such as learning and development, performance management, and rewards and incentives — all of which shape people’s behaviors. Context addresses both intrinsic motivators (through, for example, opportunities for meaningful work and personal growth) and extrinsic motivators (through, for example, compensation and benefits and decision rights). (For more on organizational context and culture, see High-Performance Culture: Getting It, Keeping It, BCG Focus, June 2013.)

    A powerful way to embed purpose is to make it a central focus of a recruitment program. SunTrust did just that (the firm calls its approach the “Sun screen”). According to SunTrust’s former marketing director, “The number one thing our recruits tell us is that ‘The reason I’m here is because of SunTrust’s purpose.’”

    Companies should also integrate purpose into their learning and development programs and performance management systems — tying rewards and incentives to behaviors that embody the organization’s purpose. They might redefine decision rights to cultivate ownership at the local level; this could mean giving branch managers greater authority in resolving customer issues or in how they participate in community activities. Or companies might refresh their systems with digital technologies that identify practices that conflict with purpose. For example, a call center whose purpose encompassed respect for customers’ personal time might get zealous about reducing hold times. Companies might even use smartphone apps or other digital technologies to push coaching tips consistent with purpose (such as suggestions for interacting with customers in ways that advance purpose).

    An organization can also modify the work environment to help embed purpose. For example, SunTrust redesigned its executive floor at headquarters to communicate its purpose. Interactive video walls feature stories from team members and clients that demonstrate the company’s purpose. Everyone who walks this floor, which serves as a break area for employees as well as a gathering place for guests, can experience SunTrust’s purpose.

    Above all, leaders must continue to walk the talk. The choices made by leaders at every level send a powerful signal: leaders should not only publicly recognize and promote direct reports who consistently live the purpose, but they must also be willing to stand in the way of those who don’t, even those whose performance is otherwise strong. Leaders must also manage their time in a way that’s consistent with purpose. For example, if the company’s purpose requires a deep connection with customers, leaders should take the time to engage more frequently with them. This role-modeling behavior serves as a critical example for the rest of their team.

    DOES YOUR PURPOSE GET BENEATH THE SURFACE?

    Purpose always matters. But in this era of heightened aspirations for leaders, shifting employee priorities, and always-on transformation, purpose has become even more important to both guide and energize organizations. It’s powerful in smoothing digital transformation, wooing and motivating talent, and elevating employee engagement to propel a thriving organization to new heights. And purpose can help an organization emerge from crisis or help heal its ailing culture.

    As one COO we worked with observed, “Purpose turns the light on. It’s the vehicle that helps people understand why they are attracted to the company, that deepens their pride in the company, and that reinforces the emotional connection they have with the company.” And a leading CEO noted, “With purpose, you can feel an energy inside the company that’s different today than it was 15 months ago. And human energy is what creates results.”

    Purpose can be powerful, but only if it’s authentic and deeply embedded. Go beyond surface purpose. Take the time to discover and articulate your purpose. But don’t stop there. Enlist leaders and advocates throughout the organization to find enduring ways to activate and embed it. Then, and only then, will you have purpose with the power to transform.

    By: Cathy Carlisi , Jim Hemerling , Julie Kilmann , Dolly Meese , and Doug Shipman



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