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000-135 Rational Host Access Transformation Services (HATS) v7.1

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000-135 exam Dumps Source : Rational Host Access Transformation Services (HATS) v7.1

Test Code : 000-135
Test title : Rational Host Access Transformation Services (HATS) v7.1
Vendor title : IBM
: 60 existent Questions

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IBM IBM Rational Host Access

IBM Rolls Out gear z10 Mainframe, Plus Dev gear | killexams.com existent Questions and Pass4sure dumps

news

IBM Rolls Out device z10 Mainframe, Plus Dev equipment
  • via Kurt Mackie
  • 02/26/2008
  • IBM these days announced the debut of its current system z10 mainframe computer for commercial enterprise records centers. The enterprise additionally rolled out numerous utility items and programs aimed toward assisting its customers and company partners serve mainframe operations and traffic utility evolution efforts.

    Clusters of PCs using x86-based mostly hardware could exist the entire rage, however IBM boasts that gear z10 is the equal of "just about 1,500 x86 servers." The enterprise is besides touting the power efficiency of its newest mainframe product, citing "up to eighty five p.c much less power fees."

    one of the vital current utility products linked to IBM's system z10 announcement is IBM Rational enterprise Developer. This built-in evolution ambiance can besides exist used to develop purposes for gear z with out requiring the developer to understand the underlying middleware, in accordance with IBM's announcement.

    the current IBM Rational Host access Transformation functions (HATS) respond is designed to support builders remove "eco-friendly screen"-classification applications and create net features out of them which beget graphical user interfaces. The HATS tool helps cell gadget utility introduction in selected, in response to Scott Searle, IBM's product director of advertising for enterprise modernization products.

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

    regardless of developer pastime in more moderen programming languages, legacy coding in the kindly of COBOL lives on. Searle mentioned that there at this time are greater COBOL builders around than at any other time. He estimated that there are as many as 10,000 or as much as 50,000 COBOL developers in India on my own.

    in view that COBOL applications salvage tweaked or age through the years, developers may additionally face the dreaded "spaghetti code" mess as they are attempting to reconcile legacy apps to meet existing company needs.

    From IBM's viewpoint, traffic modernization involves five accessories, in accordance with Searle.

    the first component is to look to exist at the assets and improved remove into account the code that you have. Separate code with first rate company suited judgment from the lifeless code.

    The 2nd fraction is associated with architecture. Use an built-in evolution ambiance to remove the code you beget got identified and reconstitute it within the stack that runs on the mainframe.

    Third, Use the Rational traffic Developer interface and IBM's current language -- known as commercial enterprise era Language (EGO) -- to stream workloads from side to side. EGO refaces the information privilege into a extra person-pleasant format, Searle explained. EGO is an IBM language newer than COBOL and PL/I and acceptable for system i and system z clients.

    COBOL, Java, home windows and Linux developers can any Use EGO exceedingly with no trouble, he delivered.

    "I arbitrator stories exhibit that in case you are attempting to train a COBOL developer Java, there may exist a extremely elevated failure cost -- I've heard 80 percent," he talked about. "And it likely goes the identical mode in reverse. through EGO, they both can attain the identical component and that they can output the effects in either COBOL or Java."

    Fourth, Use IBM Rational ClearCase respond for gadget z to obtain software lifecycle administration.

    at last, which you could look strategically at your mainframe atmosphere and reuse the proven code that you just recognize works, Searle pointed out.

    For extra factor on IBM's announcement, see the press release .

    concerning the writer

    Kurt Mackie is senior information producer for the 1105 traffic Computing community.


    Columbia institution, IBM Launch Two Accelerator programs for Blockchain businesses | killexams.com existent Questions and Pass4sure dumps

    IBM and Columbia university beget announced two blockchain accelerator programs that goal to serve startups within the space innovate at scale, in response to an IBM intelligence release Nov. 19.

    both courses kindly a fraction of the Columbia-IBM hub for Blockchain and statistics Transparency, a joint innovation core that turned into contingent by using the tech massive and U.S. ivy league school this summer.

    in line with the free up, each application will support ten startups, providing them a community of company mentors, technical aid, entry to Columbia’s pupil competence and “analysis group,” design assistance, and IBM cloud know-how elements.

    The stated goal is to assist community creators translate ideas into “sustainable and scalable” blockchain corporations, that will in turn spur “significant traffic blockchain adoption and constrain company efficiencies throughout industries.”

    The eight-week Columbia Blockchain Launch Accelerator, set to remove region in manhattan city, has been designed for pre-seed “theory-stage” organizations that are affiliated with either Columbia or an additional NYC-based faculty, because the unlock outlines.

    The second eight-week application, dubbed IBM Blockchain Accelerator, is targeted at later-stage companies globally, and should intention to aid contributors establish a traffic network and customer base for their blockchain software. It could exist partly race in-grownup in current york and San Francisco, and partly “in aggregate with digital programming” to give participants greater free time to dedicate to their traffic scaling efforts.

    each participant startup on both classes will reportedly exist provided with around $400,000 value of access to know-how and functions. Neither software takes equity or costs a suffuse for participation.

    As suggested past q4, fellow colossal apple-based mostly college ny institution (NYU) has claimed to exist the “first” U.S. college to tender an principal in blockchain know-how, to exist offered through the NYU Stern college of business. Many different excellent-ranked universities globally already present a bunch of blockchain and crypto-related classes.

    IBM, which has its own Hyperledger-powered cloud blockchain platform, has made principal inroads into the commercial enterprise blockchain area. The firm is ranked 2d global when it comes to number of blockchain-connected patents filed, as of Aug. 31, 2018, second most effective to China’s e-commerce giant Alibaba.


    Unisys grants Vertical industry solutions developed on Unisys 3D-VE Methodology and IBM utility | killexams.com existent Questions and Pass4sure dumps

    LONDON--(enterprise WIRE)--Nov. 2, 2005--Unisys organization (NYSE:UIS) these days introduced that it's teaming with IBM in a few public sector procurements for the joint structure and birth of built-in eligibility solutions for state fitness and human services programs. additionally, Unisys will incorporate IBM software structures and gear into Unisys-integrated enterprise options for corporations within the insurance industry, in addition to id access and management (IAM) solutions that assist agencies in a large compass of industries manipulate security for vital enterprise counsel.

    These current solutions are among the many first developed under a diffusion of the lengthy-term relationship between IBM software and Unisys. This comprises a current world license constrict for Unisys so as to add the IBM Rational utility construction Platform to the basis of the Unisys 3D seen enterprise (3D-VE) strategy, combine IBM WebSphere enterprise manner modeling capabilities into Unisys 3D-VE solutions and employ IBM's Tivoli software for identity administration, access administration and federated id administration for carrier Oriented architecture options.

    Unisys 3D-VE strategy is designed to allow a shopper to spy the links among traffic approach, strategies and IT necessities any over the total commercial enterprise and profit extraordinary visibility into the impacts and costs of strategic decisions at any tiers even before making them.

    "through its 3D-VE strategy, Unisys is among the first techniques integrators to lengthen the whole suite of IBM Rational, WebSphere and Tivoli systems and tools to apply visible modeling to traffic techniques," referred to Daniel Sabbah, everyday supervisor of IBM Rational. "We're excited to crew with Unisys in supplying effective options that tackle the selected wants of valued clientele throughout a number of vertical industries."

    The accelerated relationship with IBM application builds upon Unisys newly introduced mode to convey options for at ease company operations. To support this approach, Unisys is aligning with an unique listing of the area's leading technology providers to carry customer options that harness its companions' knowledge with the vigor of 3D-VE.

    "We see vast opportunities to leverage the strong alignment and compatibility of the Unisys 3D-VE and IBM service-oriented structure innovations to serve companies obtain extra bendy, agile, effective and comfortable enterprise and IT operations," pointed out Frederick Dillman, chief expertise officer at Unisys. "Unisys and IBM share the equal purpose: helping organizations gain business-large visibility to more intently align their current and future IT investments with their traffic methods."

    Key initiatives for Unisys combining 3D-VE and IBM utility include here:

    -- health & Human functions (HHS) answer. Developed with wide input from fitness and human services practitioners, this respond can besides exist deployed in a huge latitude of configurations to aid groups obtain stronger IT visibility and company manner alignment. The HHS solution architecture consists of a comprehensive reference software, an application construction ambiance and a component-based reference mannequin.

    -- 3D-VE Blueprint for coverage. This collectively developed respond covers any favourite processes for product modeling and administration of coverage policies, particularly within the lifestyles and pension and property and casualty markets. The solution incorporates Unisys 3D-VE Blueprints masking necessities models on the company manner and programs layers, along with executable code within the type of indigenous J2EE accessories for deployment in IBM Rational and WebSphere environments. The IBM WebSphere platform enables coverage businesses to install a springy utility architecture whereas conserving their mainframe and database infrastructure.

    -- identification and access management (IAM) solutions. constructing upon the IBM Tivoli safety product suite, Unisys provides an business-main IAM integration methodology that helps valued clientele ensue technologies corresponding to traffic listing, meta-listing, single-signal-on and provisioning techniques to efficaciously and securely supply access to the firm's digital materials. The joint IBM and Unisys methodology gives seamless integration for addressing IAM projects, decreased time-to-deployment, faster recognition of merits and the means to integrate federated id administration solutions in consumers' IT environments.

    About Unisys

    Unisys is a world expertise capabilities and options enterprise. Their consultants observe Unisys talents in consulting, techniques integration, outsourcing, infrastructure, and server technology to assist their shoppers obtain cozy enterprise operations. They construct more secure organizations via growing visibility into valued clientele' traffic operations. Leveraging Unisys 3D seen business, they Make seen the repercussion of their decisions--ahead of investments, alternatives and hazards. For greater suggestions, consult with www.unisys.com.

    unlock NO.: 1102/8588

    http://www.unisys.com/about__unisys/news_a_events/11028588.htm

    Unisys is a registered trademark of Unisys organization. IBM, IBM WebSphere, Rational and Tivoli are emblems or registered trademarks of overseas traffic Machines service provider. any other brands and products referenced herein are acknowledged to exist emblems or registered trademarks of their respective holders.


    000-135 Rational Host Access Transformation Services (HATS) v7.1

    Study guide Prepared by Killexams.com IBM Dumps Experts


    Killexams.com 000-135 Dumps and existent Questions

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    000-135 exam Dumps Source : Rational Host Access Transformation Services (HATS) v7.1

    Test Code : 000-135
    Test title : Rational Host Access Transformation Services (HATS) v7.1
    Vendor title : IBM
    : 60 existent Questions

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

    News

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

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

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

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

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

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

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

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

    The first component is to spy at the assets and better understand the code that you have. Separate code with suited traffic logic from the lifeless code.

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

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

    COBOL, Java, Windows and Linux developers can any Use EGO relatively easily, he added.

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

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

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

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

    About the Author

    Kurt Mackie is senior intelligence producer for the 1105 Enterprise Computing Group.


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

    This is the third installment on modernizing business-critical applications on the mainframe. Check out the previous chapter on the risks and benefits of application modernization.

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

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

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

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

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

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

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

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

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

    Infostructure Associates and others beget for some time famous an upsurge in conversion of key mainframe applications to Web services offering Web service provider interfaces. This is a major win for customers. Web-servicizing mainframe applications in location allows users to remove edge of not only the mainframe's business-critical applications but besides its security, privacy, traffic compliance and master-data-management software. Web-servicization upgrades the mainframe's legacy applications, turning the corporate application portfolio's vicious set of increasing maintenance costs into a virtuous set of decreasing costs and traffic benefits available to a wider compass of cessation users. Virtualization, often requiring no additional effort, can add cost-effective flexibility for cloud implementations. IBM's extensive mainframe evolution and legacy-application modernization tools, and its software for security and other Web-service needs, Make it a analytic altenative for users seeking to salvage complete value from a business-critical or mission-critical mainframe application.

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

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


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

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

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

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

    Organizations with surface purpose realize not anything of the benefits of true purpose: the energized employees, the stronger organizational alignment, the unswerving customer loyalty, and the greater value that comes from making longer-term investments in people, offerings, and current markets. And they may miss out on a fundamental factor of purpose: its positive repercussion on society.

    Realizing purpose with the power to transform requires a different approach. From their work with many leaders and organizations over the years, they beget developed and honed a methodology for discovering, articulating, activating, and embedding apt purpose. In this report, they launch by examining why purpose is attracting so much attention. They then clarify what purpose is. Finally, they present the four steps that organizations should ensue to bring purpose to life — to realize the kindly of purpose that will anchor and guide them through challenging circumstances and changing times.

    WHY any THE BUZZ NOW?

    To suggest that companies beget historically lacked purpose would exist disingenuous. Purpose is elemental to humans and human institutions; it’s an existential imperative. They beget one life, and most of us spend most of their waking hours working in an organization. It’s principal that they find signification and fulfillment in what they do.

    So, why the fierce interest lately? They see five major reasons:

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

    THE PURPOSE-PERFORMANCE PAYOFF

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

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

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

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

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

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

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

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

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

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

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

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

    Before they explore how companies can instill apt and effective purpose, they necessity to flesh out their definition.

    PURPOSE DEFINED

    So, what exactly is purpose?

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

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

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

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

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

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

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

    HOW PURPOSE HELPED ONE RETAILER RACK UP SUCCESS

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

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

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

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

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

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

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

    NOTE

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    DOES YOUR PURPOSE salvage BENEATH THE SURFACE?

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

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

    Purpose can exist powerful, but only if it’s true and deeply embedded. travel beyond surface purpose. remove the time to determine and articulate your purpose. But don’t stop there. Enlist leaders and advocates throughout the organization to find enduring ways to activate and embed it. Then, and only then, will you beget purpose with the power to transform.

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



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