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920-141 exam Dumps Source : Communication Server (CS) 1000 Release 4.0

Test Code : 920-141
Test appellation : Communication Server (CS) 1000 Release 4.0
Vendor appellation : Nortel
: 68 actual Questions

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Nortel Nortel Communication Server (CS)

Nortel Bringing VoIP and Multimedia services to Regional North the united states | killexams.com actual Questions and Pass4sure dumps

Nortel

NYSE : NTTSX : NT

Nortel

June 16, 2008 09:01 ET

Silver vast appellation Communications, Emily telephone business Taking Telephony to the next smooth for Regional Subscribers

TORONTO, ONTARIO--(Marketwire - June 16, 2008) - Nortel(1) (TSX:NT)(NYSE:NT) has simplified the transition from ordinary voice expertise to VoIP making it light for regional service providers fondness Silver vast appellation Communications and the Emily Cooperative telephone business (ECTC) to supply the newest voice and multimedia features to their purchasers. Nortel's technology seamlessly integrates with the carrier company's existing TDM infrastructure making it cost-effective for minuscule and medium-sized operators to bring VoIP to their consumers.

Silver megastar Communications and ECTC are among the many latest provider suppliers to opt for Nortel's conversation Server (CS) 1500, an IP multimedia softswitch launched in June 2007. The CS 1500 allows for regional carrier suppliers to answer growing to subsist subscriber require for subsequent-generation voice capabilities fondness very own conference bridges and click on-to-call functionality in addition to fresh multimedia communications and computer-based mostly voice calling. Nortel has 117 CS 1500 softswitches deployed or on order to 85 carriers birthright through regional North the united states and Russia.

The CS 1500 is an IMS-able softswitch created specially to tackle the budgetary constraints of the regional provider market. It makes it viable for carrier providers to continue to advocate unbiased voice functions while evolving to superior IP-based mostly communications that combine voice and multimedia services from the identical VoIP platform. The respond offers in your cost scope evolution for present Nortel DMS-10, DCO and EWSD change shoppers - applied sciences extensively installed in latest carrier mobilephone programs. subsequently, carrier suppliers fondness Silver megastar Communications and ECTC are able to reuse current line device to transition from dissimilar swap companies and migrate to VoIP at their personal tempo. Phased evolution can slice back capital investment by means of as much as forty percent compared to plenary change substitute.

"The CS 1500 is high efficiency VoIP in a minuscule package. It allows regional service suppliers to deliver premium voice, video, and records communications to regional North American customers," pointed out John McCready, conventional supervisor, service Multimedia Networks, Nortel. "The CS 1500 ensures that shoppers of regional provider suppliers own entry to the identical superior voice and multimedia functions as valued clientele in giant metropolitan areas. As neatly, Nortel's CS 1500 ensures that regional carrier providers own a VoIP platform that allows for them to garner the upkeep and cost merits of a converged network."

ECTC(2), organize in Emily, Minnesota, turned into the primary consumer in North the united states emigrate their typical DCO strains to VoIP using the Nortel CS1500-GENBAND G6 gateway solution. This answer, announced in July 2007, enables service providers fondness ECTC to seamlessly transition to VoIP and prolong Nortel's migration capabilities to DCO and EWSD switches. GENBAND's media gateways, when paired with the Nortel CS 1500, allows for clients of legacy TDM voice switches to migrate to Nortel VoIP at a enormously lower charge via reusing rather than replacing latest line equipment.

"we now own been presenting chopping-edge conversation capabilities to their valued clientele for greater than 30 years," mentioned Bob Olson, conventional manager, ECTC. "Our mission is to proceed providing the newest voice services at aggressive prices, so they mandatory a solution that could permit us to fulfill this require devoid of spending exorbitant amounts of cash on replacing their current line machine. The Nortel-GENBAND solution was precisely what they needed - it allowed us to capitalize on fresh business alternatives whereas maintaining their operational charges down."

Silver superstar Communications(2), has been serving the megastar Valley enviornment of Western Wyoming for the previous 60 years. these days, they supply each ordinary and superior telecommunications capabilities to their subscriber base with the wait on of Nortel's CS 1500 for VoIP functions.

"Our goal is to subsist the favorite company of telecommunications products and features every single through the area," said Ron E. McCue, vice president, Silver star Communications. "We obligatory to conform their existing network to VoIP to meet client require for converged and multimedia features so they decided to employ Nortel's CS 1500. Nortel's know-how allowed us to readily and economically extend their provider choices while maintaining their operational costs down."

in accordance with Dell'Oro neighborhood, Nortel is the international chief in carrier VoIP and has maintained that spot for the ultimate six years (2002-2007). Nortel has shipped 88 million carrier IP voice and multimedia ports to over 250 carriers globally and Nortel's IMS-able solutions had been adopted by course of over a hundred and fifty valued clientele, including carriers working across wireline, wireless and cable domains.

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that do the covenant of business Made essential a fact for their clients. Their next-generation applied sciences, for each service provider and business networks, advocate multimedia and company-vital functions. Nortel's technologies are designed to aid pick up rid of modern-day obstacles to effectivity, accelerate and performance by course of simplifying networks and connecting people to the information they want, after they want it. Nortel does business in more than a hundred and fifty international locations every single over the world. For extra assistance, contend with Nortel on the net at www.nortel.com. For the newest Nortel news, quest advice from www.nortel.com/news.

definite statements during this press free up can besides embrace phrases akin to "may", "expects", "can also", "anticipates", "believes", "intends", "estimates", "pursuits", "envisions", "seeks" and other an identical language and are regarded forward-searching statements or advice beneath pertinent securities legislation. These statements are in accordance with Nortel's latest expectations, estimates, forecasts and projections about the working atmosphere, economies and markets through which Nortel operates. These statements are domain to Important assumptions, dangers and uncertainties, which might subsist problematic to foretell and the specific result may subsist materially distinctive from those pondered in ahead-searching statements. For additional info with admire to inevitable of these and different elements, behold Nortel's Annual file on Form10-okay, Quarterly stories on kindhearted 10-Q and other securities filings with the SEC. until otherwise required by applicable securities legal guidelines, Nortel disclaims any aim or obligation to replace or revise any ahead-looking statements, no matter if on account of fresh guidance, future hobbies or in any other case.

(1)Nortel, the Nortel emblem and the Globemark are trademarks of Nortel Networks.

(2)here is a third birthday party hyperlink as described in their internet linking practices.


Hong Kong Broadband network Expands Voice, Video, Multimedia IP features with Nortel options; allows advanced Multimedia capabilities for Subscribers every single over | killexams.com actual Questions and Pass4sure dumps

HONG KONG--(company WIRE)--Nov. 9, 2005--Hong Kong Broadband network restricted (HKBN), the city's biggest alternative residential voice and broadband service provider, is increasing its VoIP telephony and multimedia services to raise skill with the aid of 1 million subscribers through an immense upgrade of its VoIP network presented by using Nortel (NYSE:NT)(TSX:NT).

To launch its 2b Broadband mobile carrier, HKBN deployed a powerful aggregate of solutions including Nortel's Multimedia communique Server (MCS) 5200, a converged multimedia platform that permits stronger communications despite region, entry character or media. HKBN besides deployed Nortel conversation Server (CS) 2000-Compact, making it feasible for voice, video and multimedia functions to subsist delivered on a single packetized community, presenting more productive and not pricey employ of its community.

HKBN's 2b Broadband subscribers will now subsist in a position to savor VoIP with superior multimedia features similar to at ease speedy messaging, video calling and broadband access rolled out to subscribers in Hong Kong, North america, Europe, Southeast Asia and Australia.

"in only five years they own effectively dependent HKBN as a major force in Hong Kong's highly competitive telephony and broadband market," said Ricky Wong, chairman, Hong Kong Broadband community restrained. "We tender cost and bandwidth alternate options that can't subsist matched through older, natural mobile networks, and this essential community growth by Nortel is anticipated to play a key position in their capability to attract fresh subscribers in local and international markets and extra fortify their market management."

"Nortel's VoIP and multimedia respond will enable HKBN to present advanced voice, video and broadband provider bundles to expanding numbers of users in Hong Kong and overseas," talked about David Wong, managing director, Hong Kong, Nortel. "HKBN operates probably the most biggest Nortel multimedia communications systems on this planet. As competitors for subscribers intensifies, Nortel will continue to advocate HKBN with solutions designed to carry service-grade efficiency and reliability at greatly decreased operational charges."

Nortel MCS 5200 is according to Session Initiation Protocol (SIP), an industry typical designed to carry quite a lot of multimedia functions to extend the human experience, such as desktop video calling, voice appellation management, rapid messaging, collaboration tools and personalization features.

Nortel's CS 2000-Compact superclass softswitch makes it viable for carrier providers to carry the whole suite of ordinary voice features to enterprise and residential consumers on a packetized community with voice and information site visitors sharing the equal communications lines to give more productive and low cost employ of current transmission capacity.

Nortel ranked number 1 within the world markets for provider company softswitches and gateways for the first half of 2005 and the whole yr of 2004, according to Synergy research community. Nortel is providing VoIP and multimedia solutions to lots of the world's leading carrier providers, including Bell Canada, Rogers Communications, SaskTel, Telus, Verizon, sprint, MCI, British Telecom, Cable & instant, Hong Kong Broadband and CompleTel in France.

About city Telecom / Hong Kong Broadband network

centered in 1992, metropolis Telecom (H.okay.) confined (Nasdaq:CTEL)(SEHK:1137) gives built-in telecommunications services in Hong Kong. metropolis Telecom's completely-owned subsidiary, Hong Kong Broadband network restricted (HKBN), is within the manner of expanding its Metro Ethernet from 1.2 million to 1.eight million homes pass, attaining eighty% of Hong Kong's complete inhabitants. HKBN has achieved an combination voice, broadband (symmetric 1000Mbps, 100Mbps and 10Mbps), IP-television and company records carrier base in extra of 600,000 subscriptions. HKBN is now the greatest option operator for residential voice and broadband capabilities in Hong Kong. additional information on city Telecom will besides subsist discovered at www.ctihk.com.

About Nortel

Nortel is a identified chief in delivering communications capabilities that extend the human journey, ignite and vigour international commerce, and comfy and protect the area's most crucial suggestions. Serving each carrier company and enterprise purchasers, Nortel supplies resourceful expertise solutions encompassing conclusion-to-conclusion broadband, Voice over IP, multimedia services and purposes, and wireless broadband designed to aid americans remedy the world's finest challenges. Nortel does business in additional than 150 nations. For greater counsel, quest advice from Nortel on the internet at www.nortel.com. For the newest Nortel news, contend with www.nortel.com/news.

definite suggestions protected in this press unencumber is ahead-looking and is discipline to essential dangers and uncertainties. The consequences or routine estimated in these statements might besides vary materially from precise consequences or events.

factors which could trigger consequences or activities to differ from present expectations consist of, among different things: the outcome of regulatory and crook investigations and civil litigation actions concerning Nortel's restatements and the own an outcome on any resulting prison judgments, settlements, penalties and prices may own on Nortel's outcomes of operations, monetary situation and liquidity, and any related abilities dilution of Nortel's regular shares; the findings of Nortel's unbiased overview and implementation of counseled remedial measures; the influence of the ongoing unbiased evaluate with recognize to revenues for selected recognized transactions, which review may own a selected stress on the underlying conduct that ended in the initial focus of those revenues; the restatement or revisions of Nortel's up to now introduced or filed monetary consequences and resulting execrable publicity; the existence of cloth weaknesses in Nortel's internal wield over monetary reporting and the conclusion of Nortel's administration and impartial auditor that Nortel's interior wield over fiscal reporting is ineffective, which may continue to influence Nortel's means to file its effects of operations and monetary condition accurately and in a well timed method; the affect of Nortel's and NNL's failure to timely file their economic statements and related fitful studies, including Nortel's want of aptitude to entry its shelf registration observation filed with the united states Securities and trade commission (SEC); the impact of management changes, together with the termination for reason for Nortel's former CEO, CFO and Controller in April 2004; the sufficiency of Nortel's restructuring activities, including the drudgery strategy announced on August 19, 2004 as updated on September 30, 2004 and December 14, 2004, together with the skills for greater actual fees to subsist incurred in reference to restructuring moves in comparison to the estimated expenses of such actions;

cautious or decreased spending through Nortel's consumers; expanded consolidation among Nortel's valued clientele and the loss of purchasers in determined markets; fluctuations in Nortel's working results and well-known trade, economic and market situations and extend prices; fluctuations in Nortel's money circulation, smooth of fantastic debt and latest debt scores; Nortel's monitoring of the capital markets for opportunities to enhance its capital structure and monetary flexibility; Nortel's potential to recruit and preserve qualified employees; the employ of cash collateral to assist Nortel's accustomed direction company actions; the dependence on Nortel's subsidiaries for funding; the impact of Nortel's defined improvement plans and deferred tax property on effects of operations and Nortel's cash circulation; the opposed conclusion of character moves, litigation in the commonplace path of business, highbrow property disputes and similar matters; Nortel's dependence on fresh product construction and its skill to foretell market require for specific products; Nortel's aptitude to combine the operations and applied sciences of obtained organizations in a very genuine manner; the own an outcome on of rapid technological and market alternate; the own an impact on of expense and product competitors; boundaries to foreign extend and international monetary conditions, specifically in rising markets and together with interest rate and forex trade cost fluctuations; the own an outcome on of explanation and consolidation within the telecommunications trade; changes in legislation of the internet; the influence of the credit score dangers of Nortel's shoppers and the influence of consumer financing and commitments; universal inventory market volatility; negative developments linked to Nortel's give contracts and shrink manufacturing agreements, including because of using a sole supplier for a key factor of inevitable optical networks options; the influence of Nortel's deliver and outsourcing contracts that comprise dawn and installing provisions, which, if no longer met, may outcome in the payment of stupendous penalties or liquidated damages; any undetected product defects, blunders or failures; the long rush success of Nortel's strategic alliances; and likely restrictions on how Nortel and its president and chief government officer conduct business.

For more information with admire to determined of these and other factors, behold probably the most contemporaneous Annual document on kindhearted 10-okay and Quarterly file on kindhearted 10-Q filed by Nortel with the SEC. except in any other case required by means of pertinent securities legal guidelines, Nortel disclaims any aim or obligation to replace or revise any forward-looking statements, whether as a result of fresh guidance, future pursuits or in any other case.

Nortel, the Nortel brand and the Globemark are trademarks of Nortel Networks.


Microsoft and Nortel do Unified Communications available to organizations in every single spot | killexams.com actual Questions and Pass4sure dumps

LAS VEGAS — June sixteen, 2008 — nowadays at NXTcomm08, Microsoft Corp. and Nortel introduced a fully hosted carrier solution that can provide a unified communications event to minuscule and midsize companies (SMBs), extending benefits in the past purchasable only to large firms. The hosted solution is in accordance with the Nortel Communications Server 2000 (CS 2000), a web Protocol multimedia softswitch, and the Microsoft solution for Hosted Messaging and Collaboration edition 4.5 (HMC 4.5), which includes hosted types of Microsoft workplace Communications Server 2007 and Microsoft change Server 2007. Nortel is providing the first integration with HMC 4.5 to wait on manage actual-time communications and deliver a unified messaging journey. moreover, to advocate carriers simplify and accelerate up deployment, Nortel’s global functions portfolio offers a finished suite of integration and conclusion-user functions to complete the end-to-end answer.

by combining the provider-grade CS 2000 with HMC four.5, service providers can tender SMBs new, potent unified communications that blend true-time communications, comparable to voice, with Microsoft’s collaboration services, equivalent to click on-to-name, click-to-convention, overlooked summon electronic mail messages, mobility and telephony presence. These aspects every single drudgery seamlessly with the Microsoft office portfolio and the Microsoft office Communicator customer to bring a different taste to the conclusion user. This fresh respond additionally allows SMBs to odds from unified communications while not having to buy, install, manage and hold additional network infrastructure and knotty in-apartment methods, enabling them to retailer operational expenses and boost productiveness.

“Unified communications is a strategic purchase that, up unless nowadays, has been leveraged basically by the gigantic commercial enterprise,” spoke of Ruchi Prasad, vice president and regularly occurring manager of the ingenious Communications Alliance at Nortel. “This enhanced joint Microsoft and Nortel respond makes unified communications purchasable to corporations of every single sizes. For provider suppliers, this respond presents fresh earnings opportunities and the potential to extend their addressable market and convey greater-price application and repair bundles to their purchasers.”

“we're presently seeing powerful hobby in the hosted unified communications solution amongst their provider company shoppers,” pointed out Steve Zimba, managing director, global Telecom company, Microsoft. “The utterly hosted unified communications respond gives alternatives for extended salary and helps carrier providers carry the linked drudgery mode to SMBs, featuring the aptitude to discourse virtually each time, anywhere and on any gadget.”

At NXTcomm08, Microsoft and Nortel will note off the hosted unified communications solution and pomp its value in enhancing business agility. NXTcomm08 attendees can garner additional info by using touring the Microsoft booths SL5916 and SL5923 and the Nortel sales space SL3516. more information will besides subsist organize at http://www.microsoft.com/serviceproviders/nxtcomm08.

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that do the covenant of enterprise Made fundamental a reality for their shoppers. Their subsequent-generation technologies, for each service issuer and commercial enterprise networks, aid multimedia and company-essential purposes. Nortel’s technologies are designed to advocate dispose of these days’s obstacles to effectivity, velocity and performance by simplifying networks and connecting people to the suggestions they want, once they need it. Nortel does business in additional than 150 nations world wide. For greater information, consult with Nortel on the web at www.nortel.com. For the latest Nortel information, visit www.nortel.com/information.

About Microsoft

situated in 1975, Microsoft (Nasdaq “MSFT”) is the international leader in software, functions and solutions that wait on individuals and organizations recognise their plenary skills.

note to editors: in case you are interested in viewing more information on Microsoft, delight talk over with the Microsoft web page at http://www.microsoft.com/presspass on Microsoft’s company information pages. internet links, mobilephone numbers and titles were proper at time of e-book, but may additionally since own modified. For further counsel, journalists and analysts may additionally contact Microsoft’s speedy Response crew or other acceptable contacts listed at http://www.microsoft.com/presspass/contactpr.mspx.




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920-141 exam Dumps Source : Communication Server (CS) 1000 Release 4.0

Test Code : 920-141
Test appellation : Communication Server (CS) 1000 Release 4.0
Vendor appellation : Nortel
: 68 actual Questions

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Scaling VMware with Diane Greene — Class 15 Notes of Stanford University’s CS183C | killexams.com actual questions and Pass4sure dumps

Here is an essay version of my class notes from Class 15 of Stanford University’s CS183C — Technology-enabled Blitzscaling — taught by Reid Hoffman, John Lilly, Chris Yeh, and Allen Blue. Errors and omissions are my own. Credit for genuine stuff is Reid, John, Chris Yeh, and Allen’s entirely.

This class was an interview by Jerry Chen (partner at Greylock who used to drudgery at VMware) of Diane Greene — the founder and former CEO of VMware — on lessons erudite from scaling VMware.

Video of the class, notes are below:

Jerry Chen: During the epoch VMware was scaling they were doubling in headcount every year, if not every quarter, how did you hold the culture strong while you scaled?

Diane Greene: It’s counterintuitive but it was more difficult to hire in the beginning. When they were small, the concept of VMware wasn’t well defined and convincing people to associate was difficult. Each person they hired at that time was a vast deal.

Once they were scaling, they were hiring 100+ people a month and it was easier to finish this. It’s a genuine thing to bethink that hiring will pick up easier as you scale — but you should besides never drop your standards.

When they were bigger, their #1 competitor for talent was Google — which is appealing given that now I am on the board of directors for Google. In fact, Larry and Sergei said one of the reasons why they asked me to associate the board of Google was because they had lost people to VMware, one of the few companies this happened with.

Our main pitch to candidates was, if you wanted a 24/7 taste at work — you should associate Google. If you had a hobby, family, or wanted to finish things besides work — you should associate VMware. They didn’t own nearly as long hours as Google given their customers worked ordinary business hours.

Jerry Chen: I’ve heard you notify as an organization you should either subsist worthy at hiring, worthy at firing, or both — to create an auto-immune system — can you talk about this?

Diane Greene: Once you own a censorious mass of genuine people — if you bring someone who isn’t a fit, they self select to leave. They had to watch really carefully to behold if people were a fit or not and then wait on them leave if they weren’t the birthright person.

Jerry Chen: While you are scaling, how finish you assume about hiring from the outside vs. promoting from within?

Diane Greene: When they hired for the first of something, they would typically depart outside to find talent. One caveat is they didn’t normally hire for the VP or senior character of person, instead they looked for exceptional individuals.

For specimen Jason Martin was a smart Stanford grad they met who had rush the track team. He came in as an individual contributor to their fresh professional services team and he was so driven he ended up running the entire division. He took the professional services group from 3 people to 450 people and grew revenue in that division to $150M+.

In fact they thought they would own to rush the whole professional services division as a cash neutral division but Jason said no way, and he ran it as an revenue generating division.

Jerry Chen: I bethink a time when VMware could fit in one lunch leeway and it was light to order everyone what happened each week. This communication is great, but gets more difficult as you scale — how finish you maintain communication at 1,000+ people?

Diane Greene: When I first started VMware I was very bashful and self conscious about speaking. I grew out of this by giving talks each week in front of the whole company, gradually as they scaled, I had talked to more and more people and this is how I conquered my dread of talking to people.

When they got bigger they sent out emails to everyone. They first started with their Monday staff meetings — we would finish a writeup of what was going on in their group — particularly things other groups should know about.

I had each of my staff members ship it to me by Sunday at 9pm and I would allocate every single of the pieces together, write my note on top, and highlight what was important. I would ship this out to every single of the other team members outside of my group.

These reports could subsist shared by other people and eventually every single of the teams within VMware started doing a similar report once a week. This helped people know what was going on across the organization every week.

Question from the audience: finish you finish the very thing in the startup you are working on now, or finish you finish communication differently?

Diane Greene: In the startup I am structure now, the company has a lot of very different kinds of people. For specimen they now own designers who are challenging for me to drudgery with — I had never worked with many designers before and I own a lot of respect for what they do — I wish I could finish what they do, I am at their mercy (haha).

We finish the very reporting structure as they did at VMware but the contrast is these reports aren’t helpful in running the company (given they are so small) but they are helpful in getting everyone to understand how to communicate with one another. These reports wait on everyone to discourse the very language and talk in the very way.

As they own gotten bigger and brought on fresh people — now I can just ship them to read every single of the reports and they can behold exactly what is going on. fresh business tools such as Slack are making things fondness this easier.

Jerry Chen: Going to the product side — VMware started off by selling workstations then moved to packaged software — how finish you know when to add fresh product lines?

Question from audience: For the people who aren’t confidential can you define what virtualization and VMware is and what it does?

Diane Greene: Virtualization is a layer of software that sits between the hardware and software stack — but masquerades as hardware. What this allows you to finish is rush multiple “virtual machines” on top of one machine (this is called a Hypervisor). You could rush any character of operating system you want on any character of machine that you want — aka OSX and Windows on the very machine, DOS and windows 95 on the very machine, Linux and Microsoft together, etc.

In terms of servers, virtualization solved a lot of scalability problem. Servers which were vastly underutilized could subsist allocate to employ by having multiple virtual machines on top of a single server. This maximized the utilization of each server.

Going back to Jerry’s question, the vision of VMware was always to build the plenary server product. Their challenge was no customer was ever going to remove their own operating system and allocate their hypervisor on their servers to start with — how could they test out this concept?

At the very time Linux was just starting to assume off. What they did is built a utensil to allow developers to rush Microsoft tools on Linux. Next they built this for the desktop to allow people to rush any operating system they wanted with Linux underneath. Everyone thought they were smart because Linux became this huge deal but they were lucky.

Jerry Chen: You could own gotten stuck on Windows for Linux — when did you know when to revisit the original strategy?

Diane Greene: They were structure both products from day one. Their desktop business did very well, they got up to $100M in revenue. In fact initially they thought they would own to give their utensil away for free because Linux users were used to everything being free and open source.

Michael Dell was quoted in CNN at the time saw he was investing in a lot of Linux based companies because he wanted to smooth the playing domain with Microsoft — but he would lose money on every single of these investments.

Can you believe how much money he is spending on VMware now? For VMware they were cash tide positive from day one and they ran to company to subsist demolish even.

When they first launched their server product (ESX server) nothing happened and no one bought it. What they did next was to assume their existing desktop product, renamed it to subsist a server product (GSX server), allocate it into their preferred vendor program, and then relaunched it. This is the product that took off and no one noticed they had launched it again.

Jerry Chen: VMware was the fastest growing enterprise software company in history (at that time) and heavily used key channel partners for sales (IBM, HP, Dell, server companies) — how did you wait neutral with every single of these partners?

Diane Greene: They tried and used every channel possible — resellers, VAR’s, direct sales, but their focus was on the hardware vendors.

Our standpoint for partners was — we were going to subsist Switzerland. I haven’t seen this in many other companies — with partners I behold companies give up exclusive rights, preferred pricing, etc.

For VMware, they said they need to subsist able to rush on every single platforms — we didn’t know what hardware people would employ in the future so they had to do sure they could drudgery across everything. Their top priority was their customers, then their partners, then ourselves. They used this algorithm for every single of the decisions they make.

We told every single of their partners:

  • We would handle them every single the same.
  • We promised not to order other accounts people signed up (aka if a VMware sales person worked with an HP and a Dell customer — they wouldn’t share info about the sale across companies).
  • If a colleague developed something proprietary on top of VMware — we would hold it proprietary.
  • If VMware developed something new, they would share it with every single partners.
  • Over time they wrote down every single of these rules of tryst and made these rules very clear. If anyone in VMware violated these rules, they were fired (this happened). Their partners argued with us but in the finish they liked this arrangement because they could dependence us.

    This strategy worked because their partners were a huge channel for VMware.

    Question from the audience: Why did your partners dependence about sharing customer info across accounts?

    Diane Greene: If someone knew a customer was in the market to buy virtualization — that customer ended up buying a lot of additional hardware. These partners wanted to sell hardware to these customers so they didn’t share that info across partners.

    Jerry Chen: One of the vast strategies for the partners was, for every one dollar of $1 of VMware a customer spent — there would subsist $8 of add on hardware and services. This amount rose to $12-$14 for each dollar, and these were hugely profitable partnerships for each of the hardware companies.

    Let’s talk about the sales organization. In an early stage enterprise company, sales is seen as an expense until they ramp up — when finish you know to pour on the gas and ramp up sales?

    Diane Greene: Sales was a fresh territory for me. When they first started hiring sales people — I didn’t know what genuine sales people looked like.

    We hired many different kinds of sales people and paid near attention to the results of each person. What besides makes this challenging in the early stages is it’s tough to design out if they were execrable sales people or if the product wasn’t right.

    I personally had to depart out and study sales and talk to every VP of sales I could find. The culmination of every single of their learnings turned into a sales model which they now educate at Stanford.

    VMware had a technical product which was hard to deploy. For their product they had:

  • a salesperson who was on the phone drumming up business
  • a sales engineer to understand how VMware would rush on your specific hardware
  • a direct salesperson to near the deal
  • These three people made up one sales team — and they would give each team a goal to hit collectively. One caveat is each team member didn’t necessarily do the very amount, typically the direct sales people would assume more of the % than the sales engineer. The main principle was the compensation was tied to how the team did collectively, not by individual performance.

    The second thing they did which was unique was, if a salesperson made a sales through a partner — they would do the very commission as a direct sale — even though VMware didn’t do as much money on the transaction.

    The smart salespeople, instead of directly selling, went out to educate every single of their channel partners. The sales people loved this because the best salespeople leveraged themselves in the best course and made millions of dollars for themselves. VMware in recur fancy this because they made more money through their leveraged partnerships.

    Jerry Chen: There are two lessons. One the direct sales person and sales engineer are on the very team. Two, you developed a model to train your partners, giving VMware huge leverage in the long term.

    How finish you assume about compensation, not just for sales but for the other functions within the organization?

    Diane Greene: Compensation is different today from when I started VMware. It used to subsist only the Google’s/VMwares of the world could pay competitive compensation, and startups were significantly less.

    Now with every single of the unicorns out there, you can actually do more money at a late stage startup. This never used to subsist the case. It’s much more competitive now.

    Jerry Chen: poignant back to the product side, how did you hold scaling up R&D and innovation as you hit 7,000 people? How did you foster an innovative culture?

    Diane Greene: One thing which was helpful was, they had exceptional people who were every single very self driven. They looked for people who set the bar high for themselves and they expected this from the top engineers every single the course down to the individual receptionists.

    A second thing they did for engineering was they would request for the release schedules and they would intentionally allocate some extra time into the schedule. It was their philosophy to give people extra time for people to play around with the product before it was launched — we never scheduled to the max.

    A third thing they did is they had “poster sessions” which were conferences within VMware where any employee could write a proposal for how to better VMware and present their proposal to the whole company. The top people would win a prize and subsist able to depart and implement their proposal. They wanted to do it lucid that if you were showing initiative — you weren’t going to pick up in trouble — in fact they liked and rewarded it.

    Question from the audience: How did you finish the hiring for your current startup? Was it every single through your personal network?

    Diane Greene: In the beginning, it was every single from my personal network — keep in reason my startup is only 36 people now. They brought on 5 former VMware engineers and one former senior VP from VMware.

    One thing I erudite in VMware was for areas I didn’t own expertise in — for specimen in Sales — I didn’t know what a genuine VP of Sales would peek fondness so they would constantly rotate and upgrade their VP of Sales until they organize the birthright one.

    In my startup I had the very problem with design. I personally had to read design books and start hanging out in coffee shops in the Mission District (haha). I asked everyone I knew who they thought worthy designers were and erudite enough from them until they finally organize their head of design — Sara Ortloff Khoury.

    Jerry Chen: Let’s talk about design. At VMware they built this worthy platform but never had a focus on design. How finish you understand design and UX now differently from before?

    Diane Greene: The UX layer is a mess. They worked really hard on the lower lawyers — the database, the systems, how the backend talked to the other pieces, how updates works, etc.

    However not a lot of people own worked on the layer above this — especially around enterprise products. The aptitude to design really knotty interfaces (access controls, user roles, security, etc) in a simple and light course is tough.

    Question from the audience: When you thought about starting VMware, did you assume about it as a platform that would transform to become the core conclusion making power in the enterprise stack?

    Diane Greene: It wasn’t at every single premeditated. They did believe that VMware should rush on every piece of hardware, and they did assume of ourselves as a platform which is why they took this neutrality stance.

    What they organize out was, VMware was useful even on a single server. An individual developer could try it out and it would spread virally throughout a company in tiny pockets.

    In fact they didn’t want to depart to the conclusion maker birthright away (the CEO/exec character person) because they would own had to depart through a purchasing agent. These purchasing people got compensated on how vast of a discount they could pick up from vendors, so they tried to wait away from these people, especially in large enterprises.

    Question from the audience: What are your views on containers and the Docker revolution?

    Diane Greene: Well Jerry Chen is the world expert on containers and was the lead investor in Docker so you should request him :)

    I would notify they couldn’t finish containers at the time they started VMware. No one believed in virtualization so they had to subsist as non-disruptive as possible. Now that enterprises appreciate the value of virtualization, it’s viable to finish lighter weight containers.

    Question from the audience: With VMware and your current startup, you stayed under the radar for a long time vs. other companies that depart public quickly. What’s the benefit of staying under and over the radar?

    Diane Greene: The main odds of being under the radar — is you set the pace. You can finish this when you’re ready, you don’t own to deliver until the product is great, and it’s easier to build dependence that way. For VMware given it was a product everyone was going to rush on top of — we had to subsist trustworthy.

    Generally I assume staying under the radar is less stressful and a nicer course to operate. If their engineers said they needed to change something — we could assume the time to finish it.

    This is by a long shot a duty of my own personal style as well. Other people fondness Marc Benioff can play the “over the radar” attention game very well. This just wasn’t me. However if you allocate Marc Benioff and me together…. maybe there would subsist something there.

    Jerry Chen: When did you know when it was time to upgrade the team? What were the signs you looked for?

    Diane Greene: It’s always different but I can give you a brace examples.

    Our first sales guy came to us when they were doing $10M in revenue and told us they would subsist lucky if they got up to $20M in revenue. This is a genuine sign it’s time for an upgrade, they knew they could pick up more than $20M.

    Another memoir is they had a marketing person who they caught lying. They had sent their partners confidential info about VMware to try to sell the company to them. They fired him, that was that.

    Anything can happen in a company when you start having more people involved — it’s amazing. When someone who is a leader isn’t being treated fondness a leader — this is another sign that this person might not subsist right.

    Question from the audience: What did you finish differently with the fresh startup vs. VMware?Diane Greene: They are in such a different climate now. One radical thing they own done is — given it’s so hard to hire, and the traffic between SF and the South Bay is so intense — we made a conclusion to pick up two offices from day one.

    We own one office in Los Altos and one in San Francisco — and the whole team switches offices two days a week. This helped assume a lot of friction out of hiring.

    Question from the audience: Can you share more about the early days of VMware? What were the intentions when you were first starting out?

    Diane Greene: VMware was actually my 3rd startup.

    My husband Mendel Rosenblum had invented the concept of virtualization and was working with some grad students. They allocate out a paper about their findings and every single of these people from large companies were reading the paper and sent us notes about it.

    After this, they filed a patent on the concept and as the project got further along they thought they should assume this market. They had a discussion with the grad students to behold if they wanted to start the company with us and in the finish they joined us.

    At the very time I was pregnant with their second child. My original strategy was I was going to pick up the company going and bring in a CEO. Based on the lessons I had erudite from previous startups, I had written down their mission, vision, and core values and everyone on the early team had to sign it to do sure they were every single on the very page. I erudite this lesson the hard way.Jerry Chen: final piece of advice?

    Diane Greene: One thing I find problematic is I talk at a lot of schools and ask — how many people are going to start a company? And every single of the students in the classroom raise their hand.

    The problem is, if everyone wants to start their own company — there won’t subsist anyone to hire. It’s wonderful to build something but I admiration myself an entrepreneur even before I started a company. One of the main reasons why I started a company was there weren’t many genuine vast tech companies to drudgery for at that time.

    My advice is, if you own an concept and want to build something — to find the best environment for you to finish that. It might subsist by starting your own company, or structure it within an existing company. The more Important things are — what you are structure and who you are structure it with.


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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
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    Publisher : Pearson (Aug 2017)
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    Publisher : McGraw-Hill (Jan 2018)
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    Urban EconomicsUrban Economics
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