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920-141 Communication Server (CS) 1000 Release 4.0

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

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

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Nortel Nortel Communication Server (CS)

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

Nortel

NYSE : NTTSX : NT

Nortel

June 16, 2008 09:01 ET

Silver magnificient designation Communications, Emily telephone industry Taking Telephony to the next flat for Regional Subscribers

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

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

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

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

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

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

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

"Our goal is to live the favorite company of telecommunications products and features bar None through the area," said Ron E. McCue, vice president, Silver star Communications. "We obligatory to conform their existing network to VoIP to meet client demand for converged and multimedia features so they decided to utilize Nortel's CS 1500. Nortel's know-how allowed us to readily and economically extend their provider choices while maintaining their operational costs down."

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

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that acquire the plight of industry Made essential a fact for their clients. Their next-generation applied sciences, for each service provider and industry networks, support multimedia and company-vital functions. Nortel's technologies are designed to aid earn rid of modern-day obstacles to effectivity, speed and performance by way of simplifying networks and connecting people to the information they want, after they want it. Nortel does industry in more than a hundred and fifty international locations bar None over the world. For extra assistance, debate with Nortel on the net at www.nortel.com. For the newest Nortel news, hunt recommendation from www.nortel.com/news.

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

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

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


Hong Kong Broadband network Expands Voice, Video, Multimedia IP features with Nortel options; allows advanced Multimedia capabilities for Subscribers bar None over | killexams.com real Questions and Pass4sure dumps

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

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

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

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

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

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

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

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

About city Telecom / Hong Kong Broadband network

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

About Nortel

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

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

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

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

For more information with admire to distinct of these and other factors, perceive probably the most simultaneous Annual document on benevolent 10-okay and Quarterly file on benevolent 10-Q filed by Nortel with the SEC. except in any other case required by means of apposite securities legal guidelines, Nortel disclaims any aim or responsibility to supplant or revise any forward-looking statements, whether as a result of original guidance, future pursuits or in any other case.

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


Microsoft and Nortel acquire Unified Communications available to organizations in every single station | killexams.com real Questions and Pass4sure dumps

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

by combining the provider-grade CS 2000 with HMC four.5, service providers can present SMBs new, potent unified communications that mix true-time communications, comparable to voice, with Microsoft’s collaboration services, equivalent to click on-to-name, click-to-convention, overlooked call electronic mail messages, mobility and telephony presence. These aspects bar None work seamlessly with the Microsoft office portfolio and the Microsoft office Communicator customer to bring a different experience to the conclusion user. This original reply additionally allows SMBs to handicap from unified communications while not having to buy, install, manage and keep additional network infrastructure and knotty in-apartment methods, enabling them to retailer operational expenses and boost productiveness.

“Unified communications is a strategic purchase that, up unless nowadays, has been leveraged basically by the gigantic commercial enterprise,” spoke of Ruchi Prasad, vice president and regularly occurring manager of the ingenious Communications Alliance at Nortel. “This enhanced joint Microsoft and Nortel reply makes unified communications purchasable to corporations of bar None sizes. For provider suppliers, this reply presents original earnings opportunities and the potential to extend their addressable market and convey greater-price application and repair bundles to their purchasers.”

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

At NXTcomm08, Microsoft and Nortel will present off the hosted unified communications solution and panoply its value in enhancing industry agility. NXTcomm08 attendees can harvest additional info by using touring the Microsoft booths SL5916 and SL5923 and the Nortel sales space SL3516. more information will besides live create at http://www.microsoft.com/serviceproviders/nxtcomm08.

About Nortel

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

About Microsoft

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

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


920-141 Communication Server (CS) 1000 Release 4.0

Study guide Prepared by Killexams.com Nortel Dumps Experts


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

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

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

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

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

Video of the class, notes are below:

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

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

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

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

Our main pitch to candidates was, if you wanted a 24/7 experience at work — you should combine Google. If you had a hobby, family, or wanted to enact things besides work — you should combine VMware. They didn’t absorb nearly as long hours as Google given their customers worked typical industry hours.

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

Diane Greene: Once you absorb a captious mass of splendid people — if you bring someone who isn’t a fit, they self select to leave. They had to watch really carefully to perceive if people were a meet or not and then attend them leave if they weren’t the privilege person.

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

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

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

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

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

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

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

I had each of my staff members route it to me by Sunday at 9pm and I would set bar None of the pieces together, write my note on top, and highlight what was important. I would route this out to bar None of the other team members outside of my group.

These reports could live shared by other people and eventually bar None of the teams within VMware started doing a similar report once a week. This helped people know what was going on across the organization every week.

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

Diane Greene: In the startup I am building now, the company has a lot of very different kinds of people. For instance they now absorb designers who are challenging for me to work with — I had never worked with many designers before and I absorb a lot of respect for what they do — I wish I could enact what they do, I am at their charity (haha).

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

As they absorb gotten bigger and brought on original people — now I can just route them to read bar None of the reports and they can perceive exactly what is going on. original industry tools such as Slack are making things like this easier.

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

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

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

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

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

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

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

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

Michael Dell was quoted in CNN at the time saying he was investing in a lot of Linux based companies because he wanted to flat the playing sphere with Microsoft — but he would lose money on bar None of these investments.

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

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

Jerry Chen: VMware was the fastest growing enterprise software company in history (at that time) and heavily used key channel partners for sales (IBM, HP, Dell, server companies) — how did you stay neutral with bar None of these partners?

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

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

For VMware, they said they necessity to live able to elope on bar None platforms — we didn’t know what hardware people would utilize in the future so they had to acquire sure they could work across everything. Their top priority was their customers, then their partners, then ourselves. They used this algorithm for bar None of the decisions they make.

We told bar None of their partners:

  • We would treat them bar None the same.
  • We promised not to command other accounts people signed up (aka if a VMware sales person worked with an HP and a Dell customer — they wouldn’t share info about the sale across companies).
  • If a confederate developed something proprietary on top of VMware — we would keep it proprietary.
  • If VMware developed something new, they would share it with bar None partners.
  • Over time they wrote down bar None of these rules of date and made these rules very clear. If anyone in VMware violated these rules, they were fired (this happened). Their partners argued with us but in the halt they liked this arrangement because they could trust us.

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

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

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

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

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

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

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

    I personally had to vanish out and study sales and talk to every VP of sales I could find. The culmination of bar None of their learnings turned into a sales model which they now teach at Stanford.

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

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

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

    The smart salespeople, instead of directly selling, went out to educate bar None of their channel partners. The sales people loved this because the best salespeople leveraged themselves in the best way and made millions of dollars for themselves. VMware in recrudesce treasure this because they made more money through their leveraged partnerships.

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

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

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

    Now with bar None of the unicorns out there, you can actually acquire more money at a late stage startup. This never used to live the case. It’s much more competitive now.

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

    Diane Greene: One thing which was helpful was, they had exceptional people who were bar None very self driven. They looked for people who set the bar towering for themselves and they expected this from the top engineers bar None the way down to the individual receptionists.

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

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

    Question from the audience: How did you enact the hiring for your current startup? Was it bar None through your personal network?

    Diane Greene: In the beginning, it was bar None from my personal network — keep in intellect my startup is only 36 people now. They brought on 5 former VMware engineers and one former senior VP from VMware.

    One thing I learned in VMware was for areas I didn’t absorb expertise in — for instance in Sales — I didn’t know what a splendid VP of Sales would gawk like so they would constantly rotate and upgrade their VP of Sales until they create the privilege one.

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

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

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

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

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

    Diane Greene: It wasn’t at bar None premeditated. They did believe that VMware should elope on every piece of hardware, and they did deem of ourselves as a platform which is why they took this neutrality stance.

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

    In fact they didn’t want to vanish to the determination maker privilege away (the CEO/exec type person) because they would absorb had to vanish through a purchasing agent. These purchasing people got compensated on how magnificient of a discount they could earn from vendors, so they tried to stay away from these people, especially in big enterprises.

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

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

    I would jabber they couldn’t enact containers at the time they started VMware. No one believed in virtualization so they had to live as non-disruptive as possible. Now that enterprises prize the value of virtualization, it’s feasible to enact lighter weight containers.

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

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

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

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

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

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

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

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

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

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

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

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

    Diane Greene: VMware was actually my 3rd startup.

    My husband Mendel Rosenblum had invented the credence of virtualization and was working with some grad students. They set out a paper about their findings and bar None of these people from big companies were reading the paper and sent us notes about it.

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

    At the very time I was pregnant with their second child. My original design was I was going to earn the company going and bring in a CEO. Based on the lessons I had learned from previous startups, I had written down their mission, vision, and core values and everyone on the early team had to sign it to acquire sure they were bar None on the very page. I learned this lesson the arduous way.Jerry Chen: eventual piece of advice?

    Diane Greene: One thing I find problematic is I talk at a lot of schools and ask — how many people are going to start a company? And bar None of the students in the classroom raise their hand.

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

    My recommendation is, if you absorb an credence and want to build something — to find the best environment for you to enact that. It might live by starting your own company, or building it within an existing company. The more Important things are — what you are building and who you are building it with.


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    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]





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