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00M-609 - IBM Insurance Industry Solutions Sales(R) Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : 00M-609
Exam Name : IBM Insurance Industry Solutions Sales(R) Mastery Test v1
Questions and Answers : 30 Q & A
Updated On : October 19, 2018
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00M-609 exam Dumps Source : IBM Insurance Industry Solutions Sales(R) Mastery Test v1

Test Code : 00M-609
Test Name : IBM Insurance Industry Solutions Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM IBM Insurance Industry Solutions

Marsh Expands IBM Collaboration to deliver Blockchain Proof of assurance to extra shoppers through Salesforce Platform | killexams.com Real Questions and Pass4sure dumps

manhattan--(business WIRE)--

Marsh, a world chief in coverage broking and innovative chance administration solutions, introduced nowadays that it is expanding its collaboration with IBM (IBM) to provide shoppers with wider entry to the industry’s first commercial blockchain solution for proof of assurance.

by using blockchain technology, Marsh and IBM are working collectively to transform the certificates of coverage method from complex and manual, to streamlined and transparent, permitting purchasers to pace up critical enterprise features comparable to hiring contractors.

Leveraging the IBM Blockchain Platform and IBM’s strategic relationship with Salesforce, the global leader in CRM, Marsh will work with IBM to lengthen its industrial proof of assurance blockchain solution to be at once accessible to Marsh shoppers during the Salesforce Platform.

the brand new initiative might be established today at Salesforce’s Dreamforce 2018, taking location in San Francisco.

Commenting on the enlargement, Sastry Durvasula, Marsh’s Chief Digital, facts, and Analytics Officer, who may be talking in regards to the new collaboration at Dreamforce, talked about: “with the aid of making proof of coverage purchasable digitally and right away for our consumers via Salesforce, we're streamlining a key business requirement through easy and secure sharing of proof of insurance.”

A dispensed ledger expertise, blockchain establishes a shared, immutable checklist of all of the transactions that take vicinity inside a community and then enables permissioned parties entry to trusted statistics in real-time. due to the fact proof of assurance is a key business requirement in lots of industries, this blockchain answer allows for the advent of a network of networks to provide verification on a a good deal broader scale.

“dispensed ledger technologies are riding efficiency throughout many industries by enabling legacy guide approaches to operate extra efficaciously and with greater transparency and believe,” said Sandip Patel, standard manager, coverage business, IBM. “This innovation is an excellent illustration of how blockchain may also be used to power precise enterprise consequences and collaboration in the coverage trade.”

Marsh announced in April the first business proof of assurance solution, at the side of IBM, with enter from coverage necessities chief ACORD and consumer remarks from ISN, the global leader in contractor and corporation suggestions administration. The blockchain is developed on the open source Hyperledger material expertise and IBM Blockchain Platform.

Salesforce, Dreamforce and others are among the many logos of salesforce.com, inc.

About Marsh

a world leader in coverage broking and ingenious chance administration solutions, Marsh’s 30,000 colleagues recommend individual and industrial shoppers of all sizes in over a hundred thirty nations. Marsh is a wholly owned subsidiary of Marsh & McLennan agencies (MMC), the main international knowledgeable capabilities company in the areas of possibility, strategy and people. With annual revenue over US$14 billion and practically sixty five,000 colleagues worldwide, MMC helps customers navigate an more and more dynamic and sophisticated ambiance through four market-main businesses. besides Marsh, MMC is the parent enterprise of man wood worker, Mercer, and Oliver Wyman. comply with Marsh on Twitter @MarshGlobal; LinkedIn; fb; and YouTube, or subscribe to BRINK.

View source version on businesswire.com: https://www.businesswire.com/news/domestic/20180926005783/en/


GPU-powered SQream DB Boosts query performance as much as one hundred fifty% for IBM POWER9 | killexams.com Real Questions and Pass4sure dumps

today SQream announced that its GPU-powered SQream DB utility now comprises optimized aid for the IBM POWER9 multi-core structure. The powerful trinity of SQream DB, IBM POWER9 and NVIDIA GPUs effects in advanced efficiency, with SQL question efficiency improvements of as much as 150% versus GPU-outfitted x86 servers, with decreased can charge and programs complexity.

GPU-accelerated analytics are an increasingly vital part of our industry,” observed Sumit Gupta, VP of HPC and AI for IBM Cognitive programs. “The announcement of SQream on the IBM POWER9 platform takes this concept to another level of efficiency, because the POWER9 CPU with embedded NVIDIA NVLink interface to NVIDIA’s GPUs makes it possible for SQream to enable even faster processing of records on POWER9 servers.”

the integration of SQream DB with IBM vigor programs is the newest in a collection of collaborations between SQream and IBM, which started with SQream DB on IBM’s Bluemix carrier. The newest offering on IBM POWER9 takes skills of POWER9’s trade-exclusive CPU-to-GPU high velocity NVIDIA NVLink interface to offer increased throughput efficiency both for information loading and SQL query execution.

Our customers are asking us for options that can tackle large facts growth and true-time analytics to help statistics-driven decision making,” referred to Charlie Cox, President of Datatrend, an IBM Platinum and Elite vigor associate. “GPU acceleration is somewhat might be one of the crucial crucial advances in helping corporations make sooner and more advantageous choices through inspecting more information sooner. IBM’s POWER9 structure mixed with SQream’s solution yields cost/performance at scales we've certainly not viewed before.”

SQream DB on IBM POWER9, mixed with IBM Flash Storage options and built-in into the know-how stack, provides a reference structure that allows for agencies to function SQL analytics for business intelligence and computer studying workloads at large scale and speed.

SQream DB is designed for multi-core processors equivalent to POWER9 with its effective and amazing multi-core structure,” referred to Ami Gal, CEO of SQream. “As facts outlets raise exponentially, so does the need to manner more records whereas cutting back complexity and footprint. This joint effort with IBM gives clients with an excellent-charged combination of IBM’s effective processor and SQream’s DB records warehouse for unparalleled pace, performance and scale, whereas enabling tremendously stronger analytics.”

Many enormous businesses and Fortune one hundred groups already use IBM vigor methods, together with right marketers, assurance groups, telecoms and banks. via combining NVIDIA’s market leading GPUs, along side IBM POWER9 and SQream DB, corporations can attain new levels of analytics efficiency while drastically decreasing their environmental footprint, fees and complexity.

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IBM is on a mission to preserve its ‘road cred’ from AI upstarts making an attempt to muscle into its turf | killexams.com Real Questions and Pass4sure dumps

there may be a excessive-stakes race among the many biggest tech corporations, from Google to Amazon, to carve out turf within the burgeoning artificial intelligence market.

however ask IBM, and it will let you know it has the home-field skills.

in spite of everything, in 1957, the company helped prove that AI had purposeful makes use of when it programmed an IBM 704 to play checkers and to gain knowledge of from its experiences. In 2011, an IBM super-desktop named Watson grew to become the champ of the tv minutiae video game demonstrate "Jeopardy."

And besides the fact that children IBM's focus is on know-how for enterprise purchasers, in place of direct to purchaser items, the 107-12 months-ancient enterprise is not about to let its AI acceptance be stolen by upstarts like Google, facebook, Amazon.

On Monday, IBM announced that it has released AI notably "pre-informed" for 9 industries, including human substances, give chain, manufacturing, and promoting.

These AI tools, a part of the Watson choice Platform, come pre-programmed to take into account the language, initiatives and challenges of each and every industry. The pre-proficient AI nevertheless allows clients to customise for their particular situation. among the many companies already signed up are H&R Block, Ingersoll Rand, and Subway.

prior this month, IBM launched a brand new tool that scans AI utility and uncovers every kind of nasty bias. If an insurance business is never giving loans to individuals of a particular minority group, this tool will expose it.

David Kenny, senior vice chairman of IBM Cognitive solutions, told business Insider that IBM's AI has more than 16,000 purposes applied in additional than 20 industries and across 80 international locations.

The IBM group that participated in the June 2018 debate that noticed two experienced debaters compete towards IBM's AI equipment (center). Greg Sandoval/company Insider

"AI is becoming a better means for americans to make choices," Kenny stated. "we're concentrated on helping agencies enrich their work flows and get extra out of all their records."

For IBM, all the consideration paid to the likes of facebook, Google, and Amazon over their AI efforts ought to be bizarre. part of it truly is as a result of the skill the tech organizations have in putting on a very good show.

Google home and Amazon Alexa are consumer AI, digital assistants that communicate with their owners. here is the type of futuristic tech that sparks the public's imagination. In may additionally, when Google unveiled Duplex, the appointment-making software that can stick with it conversations in a human-sounding voice, the tech press could not write enough.

That would not rattle IBM's brass says Kenny. first of all, IBM has also showcased its own speakme AI, called Debater, that received its personal superb press. Secondly, lots of what the different guys are doing contains buyers.

IBM has some journey with customer goods. The enterprise was as soon as among the many dominant pc makers. but that turned into an anomaly for IBM, in accordance with Kenny. With AI, big Blue has its points of interest squarely on the commercial enterprise market, an area the place it has greater than a century of event.

See also: A former tv comedy writer discovered three the right way to succeed at not possible initiatives when he taught an IBM computing device how to argue

"The digital assistants are in a big, huge market," Kenny noted. "I don't see us going into the crowded purchaser house."

IBM says it recently surveyed 5,000 executives, asking them where AI could deliver the top of the line value. probably the most areas the pros recognized had been IT, counsel safety, client service and chance administration.

"those are naturally areas where IBM has both deep event and road cred," observed Charles King, essential analyst at Pund-IT, an IT analysis enterprise. "There are complications which are neatly past the present capabilities of Amazon Alexa and Google Voice so IBM has what you could call awesome box knowledge."




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00M-609 exam Dumps Source : IBM Insurance Industry Solutions Sales(R) Mastery Test v1

Test Code : 00M-609
Test Name : IBM Insurance Industry Solutions Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | killexams.com real questions and Pass4sure dumps

(FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.

-- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

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-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless we did a better job of training them, our technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."

-- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of our managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."

-- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.

-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."

-- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.

CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.


Virtusa Makes a Major Jump in the Prestigious 2018 IDC FinTech Rankings | killexams.com real questions and Pass4sure dumps

Virtusa Corporation (NASDAQ GS: VRTU), a global provider of digital strategy, digital engineering, and IT outsourcing services that accelerates business outcomes for its clients, today announced that it has been recognized as one of the leading global financial technology providers in the 2018 IDC FinTech Rankings. Virtusa was ranked 30th on the list, a major jump from its 39th position in the 2017 IDC FinTech Rankings.

“We are very pleased to be recognized by IDC as a top consulting and IT outsourcing provider, as it reflects our clients’ confidence in our ability to deliver industry-leading solutions,” said Bob Graham, executive vice president and global head—solutions, Virtusa. “The banking environment today is undergoing unprecedented change driven by a combination of disruptive technologies, innovation, and competition from FinTechs, shifting demographics, and changes in regulations. Leveraging our deep domain expertise along with our consulting services and our cloud-based Open Innovation Platform, Virtusa is helping our clients develop approaches and implement solutions that accelerate banking innovation.”

The Fortune 500–style ranking categorizes and evaluates top global providers of financial technology based on calendar year revenues from financial institutions for hardware, software, and services. These providers supply the technological backbone of the financial services industry, an industry for which IDC Financial Insights forecasts worldwide spending on IT across the globe to reach half a trillion dollars by 2020.

To thrive in a digital economy, financial services organizations must embrace innovative, cutting-edge technology and integrate it effectively to enhance the customer experience and achieve operational excellence. Virtusa Corporation and the vendors featured on the IDC FinTech Rankings are recognized for their commitment to helping financial institutions successfully execute their digital transformation initiatives for the betterment of their customers around the world. IDC Financial Insights publishes a comprehensive report about the year's findings that is available to view or download HERE.

“A place on the IDC FinTech Rankings is a significant accomplishment, demonstrating a provider’s commitment to the success of its financial institution clients,” states Karen Massey, research manager at IDC Financial Insights. “The IDC Fintech Rankings, now in its 15th year, is the global industry standard register of financial services tech providers, and we congratulate the 2018 winners.”

With more than 25 years of industry experience, Virtusa has become the partner of choice for banks and financial services firms, helping them navigate the challenges of digitally transforming while also driving operational excellence and cost efficiency. It supports a large number of banking and financial services clients across North America, Europe, Asia Pacific, and Australia, including more than half of the top 30 global banks and many of the top national and regional institutions for the countries Virtusa works in. Virtusa’s dedicated banking and financial services practice covers retail banking, corporate banking, capital markets, cards and payments, and risk and compliance. Virtusa’s industry-leading digital engineering capabilities include mobile, data, cloud, UX, microservices, and AI and robotics, all of which have been recognized by key analysts and experts. Through its consultative approach, Virtusa’s teams deliver transformational, cost-takeout solutions that accelerate the achievement of measurable results for IT and business operations.

For more information on Virtusa’s banking and financial services, visit: http://www.virtusa.com/perspective-cat/bfs/

To learn more about how Virtusa’s next-gen banking solutions are making a difference to global financial institutions, visit us at booth #G60, Level 1, ICC at SIBOS 2018, Sydney; October 22-25, 2018: https://www.virtusa.com/events/sibos2018/

About IDC Financial Insights

IDC Financial Insights assists financial service businesses and IT leaders, as well as the suppliers who serve them, in making more effective technology decisions by providing accurate, timely, and insightful fact-based research and consulting services. Staffed by senior analysts with decades of industry experience, our global research analyzes and advises on business and technology issues facing the banking, insurance, and securities and investments industries. International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology market. IDC is a subsidiary of IDG, the world’s leading technology, media, research, and events company. For more information, please visit www.idc.com/financial, email [email protected], or call 508-620-5533.

About Virtusa

Virtusa Corporation (NASDAQ GS: VRTU) is a global provider of Digital Business Transformation, Digital Engineering, and Information Technology (IT) outsourcing services that accelerates our clients’ journey to their Digital Future. Virtusa serves Global 2000 companies in Banking, Financial Services, Insurance, Healthcare, Telecommunications, Media, Entertainment, Travel, Manufacturing, and Technology industries.

Using a combination of digital strategy, digital engineering, business implementation, and IT platform modernization services, Virtusa helps clients execute successful end-to-end digital business transformation initiatives.

Virtusa engages its clients to re-imagine their business models and develop strategies to defend and grow their business by introducing innovative products and services, developing distinctive digital consumer experiences, creating operational efficiency using digital labor, developing operational and IT platforms for the future, and rationalizing and modernizing their existing IT applications infrastructure. As a result, its clients are simultaneously able to drive business growth through digital-first customer experiences, while also consolidating and modernizing their IT application infrastructure to support digital business transformation.

Holding a proven record of success across industries, Virtusa readily understands its clients' business challenges and uses its domain expertise to deliver innovative applications of technology to address its clients’ critical business challenges. Examples include building the world's largest property & casualty claims modernization program; one of the largest corporate customer portals for a premier global bank; an order to cash implementation for a multinational telecommunications provider; and digital transformation initiatives for media and banking companies.

Founded in 1996 and headquartered in Massachusetts, Virtusa has operations in North America, Europe, and Asia.

© 2018 Virtusa Corporation. All rights reserved.

Virtusa, Accelerating Business Outcomes, BPM Test Drive and Productization are registered trademarks of Virtusa Corporation. All other company and brand names may be trademarks or service marks of their respective holders.


International Business Machines Corporation (IBM) | killexams.com real questions and Pass4sure dumps

No result found, try new keyword!Exhibit 99.1 contains IBM’s presentation materials for the morning session of IBM’s Investor Briefing on March 7, 2017. The information in this Item 7.01, including the corresponding Exhibit 99.1, is ...


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