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