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250-407 exam Dumps Source : Prepare for Symantec Symantec Client Management Suite 7.x

Test Code : 250-407
Test title : Prepare for Symantec Symantec Client Management Suite 7.x
Vendor title : Symantec
real questions : 140 real Questions

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5 fresh houses for sale within the Norton enviornment | killexams.com real Questions and Pass4sure dumps

NORTON, MA — attempting to find a fresh domestic, and want the newest listings on what's attainable near you? requisite some back for your search? you could enjoy arrive to the remedy vicinity! To preserve you within the video game, they here at Patch enjoy compiled a fresh batch of 5 fresh listings neighborhood.

beneath, you will discover the five latest buildings to hit the market in the Norton enviornment — akin to one with 3 beds and 1 tub for $365,000, and an additional with 4 beds and three baths for $699,900.

click on on any manipulate for extra pictures and particulars. chuffed house hunting!

1. 5 Patlena Dr, Norton, Massachusetts 02766

price: $384,900Size: 1,230 sq. toes., three beds, and a pair of baths

2. a hundred and five Freeman St, Norton, Massachusetts 02766

cost: $365,000Size: 1,118 sq. feet, 3 beds, and 1 tub

three. 412 Reservoir St, Norton, Massachusetts 02766

price: $369,999Size: 1,040 sq. ft., 3 beds, and a pair of baths

4. 22 Wampum Rd, Norton, Massachusetts 02766

cost: $419,900Size: 1,650 sq. toes., 3 beds, and a pair of baths

5. 11 woodland Ln, Norton, Massachusetts 02766

rate: $699,900Size: three,573 sq. feet., 4 beds, and three baths

nonetheless haven't gotten your fill? preserve scrolling for extra listings. Or raise a Look at their Norton zone actual-property section for a complete list of indigenous homes.

on the market: $334,9003 bd/1 complete ba, 1,352 sqft

on the market: $239,9002 bd/1 complete ba, 1,000 sqft

on the market: $474,9004 bd/2 complete ba, 2,153 sqft

on the market: $269,9002 bd/1 complete ba, 941 sqft

for sale: $384,9003 bd/2 complete ba, 1,230 sqft

for sale: $365,0003 bd/1 complete ba, 1,118 sqft

on the market: $369,9993 bd/2 complete ba, 1,040 sqft

for sale: $419,9003 bd/2 complete ba, 1,650 sqft

on the market: $699,9004 bd/2 complete ba, three,573 sqft

for sale: $949,9000 bd/0 ba

pictures courtesy of Realtor.com

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Norton 2000: preparing for Y2K | killexams.com real Questions and Pass4sure dumps

Norton 2000: preparing for Y2K

hands On evaluation

a sterling deal of the challenge generated via the Y2K vicissitude has revolved around older computer systems, similar to mainframes and growing brokendown multiuser VMS and Unix programs. however even application as fresh as Microsoft Corp.’s workplace ninety seven has Y2K linked complications and ought to be evaluated.

Symantec Corp.’s Norton 2000 eases the assessment of the three main yr 2000 considerations for pcs: hardware problems such as the BIOS and precise-time clock, industry off-the-shelf software compliance, and conclusion consumer created facts.

Norton 2000 checks your gadget BIOS, real-time clock and gadget clock via a boot floppy that forestalls the inadvertent destruction of information and application configurations perquisite through trying out. If it finds a BIOS/clock issue, and it can too be fastened through application, Norton 2000 will restore the problem. If no longer, it is going to let you know of the deserve to supersede your gadget’s BIOS.

Norton 2000 evaluates software utility liability with the aid of scanning for purposes and records that might too enjoy issues throughout the year 2000 date change. It identifies, prioritizes, and stories on two-digit date calculation anomalies in spreadsheet cells and formulation, database fields and kinds, and textual content from purposes fancy Excel, Lotus 1-2-three, Quattro pro, entry, dBase III and IV, Clipper, FoxPro, Paradox and other file kinds by artery of an unstructured file analysis engine. It too parses embedded visual basic and macros in exceed spreadsheets and appears for Y2K complications.

This evaluation is performed through auditing application applications. They established this by using running it towards a database with regularly occurring date complications on a windows NT 4.0 notebook with service Pack four. Norton 2000 correctly recognized the problems they knew about and establish some that they had no theory where there.

We additionally demonstrated Norton 2000 on windows 95 and windows ninety eight with similar consequences. In each case, Norton 2000 establish utility and information info that may noiseless be considered difficult.

Norton 2000 identified some records files that in fact enjoy been not a problem. It erred on the side of safety by using reporting them. Norton 2000 reports are user modifiable in order that your company can set its own criteria for measuring chance and picking no matter if to fix particular person computing device Y2K anomalies.

The commercial enterprise version of Norton 2000 includes Snap-Ins to the Microsoft administration Console-compliant Norton system core. This setup uses a separate administrative console for quick and simple distribution, reporting, and administration everything through a LAN or WAN environment.

With Norton device core, administrators can schedule common, pellucid scans of user data information, then import logs into a SQL Server database for graphing and evaluation. both the enterprise edition and the personal edition comprise Norton’s LiveUpdate expertise. LiveUpdate automatically tests Symantec functions in opposition t the Symantec FTP website on the information superhighway for upgrades and patches.

In might also, Symantec will declar a brand fresh edition of Norton 2000 so one can comprehend a repair coadjutant for standard remediation methods for Microsoft exceed and Microsoft access. directors will be able to roll up each utility scan results and gadget date check results into the SQL database. directors will even be in a position to style scan consequences by severity and log most effectual those information with error, concerns, or notes. The fresh edition will aid office 2000 file codecs.

Norton 2000 Symantec Corp.Cupertino, CA(408) 253-9600www.symantec.com

+ gives a simple way to identify Y2K desktop issues+ BIOS check/fix keeps older methods alive- Late to market, would had been greater advantageous a year ago


Symantec Is Ditching Antivirus for an All-in-One Norton security Suite | killexams.com real Questions and Pass4sure dumps

The Mac edition of Norton safety.

Screenshot from the Norton security Beta.

In can also, Symantec’s senior vice president for assistance security, Brian Dye, said whatever sort of staggering. He bluntly mentioned that antivirus is dead. but he hadn’t gone absolutely rogue, despite the fact that he works for an IT security industry top-rated-conventional for its antivirus items. Symantec as an entire became getting ready to shift gears. Now Norton security is here.

in case you’ve always been sort of puzzled with the aid of the distinction between Norton Antivirus, Norton internet safety and Norton 360 (which is available in Multi-machine and Premier edition types) you'll in no artery ought to be taught! That’s as a result of Norton protection is an effort to merge Norton items into one subscription provider. as a substitute of procuring different components to protect against various things, it’ll everything be there in one region.

You’ll be capable of register as many as 5 gadgets to your Norton account across computing device and cellular—windows, Mac, Android, and iOS will everything be supported. And in case you wish cloud storage for backups you can pay extra for Norton safety with Backup. That’s it.

Norton security is noiseless in beta, but CNET studies that the ballpark for pricing is around $eighty to $100, akin to present Norton choices. with a bit of luck the fresh product might be a step towards taking cybersecurity out of the unlit ages for domestic users, and proposing less complicated access to fresh concepts as cyberdefense ideas proceed to adapt. it might’t be extra disturbing than the ancient Norton.


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Symantec Unveils Digital Immune System Strategy | killexams.com real questions and Pass4sure dumps

Symantec Unveils Digital Immune System Strategy

Building on last year’s technology and marketing agreements with IBM and the purchase of Intel’s anti-virus technology, Symantec built the Digital Immune System, a strategy for providing corporate customers quick-witted tools to befriend systems elope better.

LAS VEGAS -- pile on last year’s technology and marketing agreements with IBM Corp. and the purchase of Intel Corp.’s anti-virus technology, Symantec Corp. built the Digital Immune System, a strategy for providing corporate customers quick-witted tools to befriend systems elope better.

The Digital Immune System, which will consist of a combination of Symantec’s applications and systems and policy management, will work on its own or integrate with commonly used enterprise management frameworks to give IT managers control of Symantec products in their enterprise from one console.

Brian Foster, group program manager, Digital Immune System says the company is preparing to enter beta testing with the solution.

"The Digital Immune System, perquisite now, is a vision for a family of products, not a product itself," he says.

Symantec will release the Digital Immune System in phases during an 18-month period. In the first phase, which is scheduled for the third quarter of this year and dubbed version 1.0, the Digital Immune System will comprehend a managed anti-virus solution built on top of Norton AntiVirus Corporate Edition. This will be linked to an quick-witted back-end system at the Symantec AntiVirus Research hub (SARC), featuring technology conceived at IBM Research and jointly developed with the scientists at SARC.

In addition, the Digital Immune System will provide administrators with a central console for policy management, from which administrators will enjoy control over the functionality of each product in the Digital Immune System suite.

The second aspect of the Digital Immune System, which is too the second version, is scheduled to be available in the first half of 2000. In addition to the products included in version 1.0, this will comprehend pcANYWHERE, Norton precipitate Disk, Norton Ghost and mobile worker support.

Part of the overall solution will be a concept Symantec refers to as the remedy spreading faster than the disease. When Symantec solves a problem for one customer in the Digital Immune System community, it will become available to everything Digital Immune System users, which enables them to update their technology immediately and hopefully purge the problem before it starts.

Symantec claims this solution, along with the IBM partnership, will befriend the company ride away from its reputation as a consumer-oriented software maker and into the back offices of big corporations.

"This is fragment of their strategy to ride into the enterprise," says Elizabeth Magliana, senior director of corporate customer unit, Symantec’s anti-virus unit. "A number of the tools they release, stirring forward, are for the server. They enjoy client pieces, but the investment will on the server side."

Ted Julian, an analyst with market research hard Forrester Research (www.forrester.com), agrees that the Digital Immune System will befriend Symantec ride into the enterprise space but points out that the solution is a requirement to carryout so.

"This is not a matter of Symantec coming out with a solution that is head and shoulders above the rest, it just means that they now enjoy a solution," he says. "Having this solution doesn’t necessarily beofvalue they’ll accumulate the business, it just puts them on the list of options to consider."

While this solution is fresh to Symantec, it is not fresh to the market. Symantec, in fact, is entering what Forrester calls the content security market. Trend Micro Inc. (www.antivirus.com) already has a similar offering and Network Associates Inc. (www.nai.com) is currently working on one, says Julian.

"Trend Micro may not enjoy the title recognition that Symantec does, but it is driving the major players to create solutions fancy the Digital Immune System to preserve up with it."


SNW Preview: Data protection makes a stand | killexams.com real questions and Pass4sure dumps

GRAPEVINE, Texas -- Data protection products are front and hub this week at Storage Networking World (SNW), with EMC Corp. bolstering its NetWorker backup application with data deduplication and continuous data protection (CDP), FalconStor Software Inc. coming out with a VTL for remote offices, and Iron Mountain Inc. extending its Connected Backup line to Windows print and file servers..

EMC is injecting life into its stodgy NetWorker backup application by adding data technologies it picked up in acquisitions during 2006. Besides integrating emerging backup technologies into its core backup application as customers enjoy demanded, EMC is clarifying the direction for NetWorker.

"We've integrated everything of this into EMC NetWorker," said Rob Emsley, EMC senior director of software product marketing. "Ever since they bought Avamar, people enjoy asked me, 'Is Avamar your primary backup application now?' No it isn't. NetWorker is their central backup platform."

Since buying Avamar Technologies for $165 million and Kashya Inc. for $153 million, EMC has sold Avamar as its deduplication product and the RecoverPoint product it got from Kashya for CDP. Now it's merged the Avamar agent with a fresh NetWorker client agent and let the NetWorker catalog track CDP snapshots. Administrators can manage deduplication and CDP through the NetWorker management console.

"I Look at it as the culmination of everything of their data protection technologies acquired over the last pair of years," said Steve Norall, analyst for the Taneja Group. "It's a ratiocinative step. You can dedupe at the source without having to exhaust another set of applications. And CDP is integrated into the backup and recovery process, where before it was an adjunct."

EMC isn't finished integrating its technologies and even has some work to carryout with deduplication and CDP. For instance, although virtual tape libraries (VTLs) are considered a prime application for deduplication, EMC has yet to add deduplication to its VTL). Emsley said deduplication for the EMC Disk Library VTL is planned for mid-2008.

Although CommVault Systems Inc. has retain data deduplication and continuous data replication (near CDP) into its Simpana backup suite, EMC is ahead of its major backup rivals, Symantec Corp. and IBM, when it comes to integrating the latest disk backup technologies. Symantec offers a PureDisk deduplication option with NetBackup but is noiseless working on integrating CDP. IBM Tivoli Storage Manager has neither deduplication nor CDP.

FalconStor launches VTLs for SMBsFalconStor, whose enterprise VTLs are sold by EMC, IBM, Sun Microsystems Inc. and others, is coming out with a VTL for SMBs and remote offices. Its fresh offerings, FalconStor VTL Storage Appliance and FalconStor VTL Virtual Appliance, back its separate Instance Repository (SIR) data deduplication and will be available this month. The appliances arrive in 6-, 12- and 24-drive configurations, and the virtual appliance is a software application that runs on VMware ESX Server.

FalconStor will sell the VTLs under its own brand and present it to OEM partners. John Lallier, vice president of product technology, said there are no OEM deals to announce, but added, "I enjoy no doubt you'll be hearing announcements soon."

Iron Mountain extends backupIron Mountain is coming out with Connected Backup for Server, aimed primarily at Connected Backup for PC customers who want to extend protection for Windows print and file servers. Backup for Server and Backup for PC are available as a subscription service or licensed software. Customers that exhaust both can manage the backups from one console.

HDS launches low-end SANHDS, which has concentrated primarily on high-end enterprise storage zone networks (SAN), is now going after the SMB market with the Hitachi Simple Modular Storage System.

Designed to be simple to set up and use, the iSCSI Windows-based SAN features RAID 6 and a repair slot that lets users change drives on the fly. The system is available in single- and dual-controller configurations and supports SAS or SATA drives, scaling from just under 1 TB to 9 TB and ranging in charge from $5,000 to $13,000.

Dot Hill expands SAN familyDot Hill Systems Corp. expanded its family of storage systems, adding low-end iSCSI and midrange systems built on the same architecture as its 2370 Fibre Channel SAN. The 2330 has an iSCSI interface and holds up to 56 SAS and SATA drives with an expected street charge sweep of $13,000 to $21,500. The 5730 is a Fibre Channel system that holds up to 108 SATA or SAS drives and is expected to be priced from $26,000 to $34,000. everything the systems back RAID 6 and enjoy super capacitors instead of batteries.

Dot Hill sells its systems through OEM partners, including Network Appliance Inc., (NetApp) and Sun, but has not yet announced any OEM deals for the fresh systems.

IBM, LSI, Seagate combine on full-disk encryptionIBM's Encryption Key Management software appliances, LSI Corp.'s storage controllers and Seagate Technology's Full-Disk Encryption (FDE) drives are being combined into a fresh system designed to avert data from being exposed when drives are removed from disk arrays for maintenance or repurposing. Seagate said that birth in 2008, everything of its disk drives will ship with FDE, though the company claims users will enjoy the option of not using drives in "locked" or encrypted mode. FDE drives must too be added to a "secure volume group" under a controller that supports the encryption.

The alliance hasn't addressed how users access data on an array if encryption keys are lost or hacked, how the system can be backed up to nonencrypted appliances or how an encrypted system can be repurposed at a later date. The companies said that the approval of a Trusted Computing Group (TCG) security standard next year will resolve the issues around interoperability. But according to IBM senior marketing manager Allen Marin, "If you lose those [encryption] keys, you might as well toss the [storage] box away."

CipherMax expands encryption featuresCipherMax Inc. beefed up back for its CipherMax CM140T tape encryption devices to let administrators manage encryption keys for LTO-4, legacy tape and VTLs through one interface. CipherMax allows encrypted LTO-3 and LTO-2 tapes to be read in LTO-4 drives.

Symantec combines backup, systems managementSymantec has released a free downloadable "connector" that will integrate the desktop and server management software that it gained when it acquired Altiris in January with Backup Exec System Recovery. The software module, called the Backup Exec System Recovery Integration Component for Altiris, will let administrators set up backup policies, schedule regular backups and order unscheduled incremental backups to prepare for system maintenance on workstations and servers through by Altiris Notification Server. The connector is available on the Altiris Web site.

Emulex to develop FCoE productsEmulex Corp. has signed a technology agreement with a shadowy Cisco-funded startup, Nuova Systems Inc., to befriend develop a line of Emulex Fibre Channel over Ethernet (FCoE) products. Products are expected to be available in the second half of 2008, with customer testing birth in the first half of 2008.

Xiotech adds automatic provisioning, Web servicesXiotech Corp. announced the Magnitude 4000 array, a spruced-up replacement for its Magnitude 3000 product line that includes fresh virtualization and progress features. One such addition is what Xiotech has dubbed quick-witted Provisioning -- the faculty for users to set predefined parameters for virtual disk size, ratiocinative unit number (LUN) size and expansion parameters for growing volumes and enjoy the system accomplish provisioning automatically. Users with software progress skills will be able to cook up fresh applications or fresh ways for applications to integrate with the array through back for Web services. A fresh GUI offers both storage- and server-centric views.

Fujitsu retools Eternus arraysFujitsu is bringing out an SMB sequence within its Eternus product line, called the Eternus 2000. The fresh sequence of Fibre Channel arrays includes the 18 TB Model 100 and the 54 TB Model 200. The products enjoy encryption and replication built-in, and partake common management tools with the rest of Fujitsu's arrays. Pricing starts at $11,100. Fujitsu representatives indicated that Model 200 will supersede the low-end model in the existing Eternus 4000 line.

Arkeia adds centralized management to remote backup appliancesArkeia Software said it has "several dozen" users of its EdgeFort remote office backup appliance product, made generally available in July, and now those users will enjoy a long-promised capability: centralized remote management. EdgeFort boxes could previously be managed remotely, but not in one console.

Agami supports compression for primary dataAgami Systems and Storwize (formerly known as Storwiz) Inc. will declar that the agami Information Server now supports the STN-6000 compression appliance from Storwize. The Storewize appliance performs in-band data compression. The company claims a 5-to-1 data reduction ratio on CIFS and NFS traffic.

Crossroads floats raft of product enhancementsCrossroads Systems Inc. is bulking up its data protection product lines. Crossroads is launching the ShareLoader SL1024i, an iSCSI-based VTL appliance for remote and fork offices. It is too adding file-level encryption to its Virtual Tape Server, which emulates a daisy chain of direct-attached tape drives (rather than a complete library). The company has too expanded back of its ReadVerify tape reporting and monitoring appliance to libraries of 2000 drives or more.

CommVault extends deals with Dell, HDSDell Inc. and Hitachi Data Systems (HDS) will rebrand CommVault's Simpana data protection software, extending OEM deals both systems vendors already had. Dell will rebrand the software as CommVault Simpana 7.0, while HDS will continue to summon CommVault's backup suite Hitachi Data Protection Suite (HDPS) powered by CommVault.

IStor launches fresh SAN lineIStor unveiled the integraStor family of SMB iSCSI systems that scale to 100 TB and comprehend snapshot, CDP, and SAS and SATA support.


The Most Powerful Black Executives in America Meet 50 black industry men and women who wield unprecedented clout. | killexams.com real questions and Pass4sure dumps

The Most Powerful Black Executives in America Meet 50 black industry men and women who wield unprecedented clout.

(FORTUNE Magazine) – Sometimes the tale of black power in America can be told in images. Back in 1969, power was political, epitomized by a Newsweek cover with a adolescent black man named Tom Jones brandishing a rifle and a raised fist after leading a militant uprising at Cornell University. These days the image that resonates is corporate, of that same man in his corner office suite at Citigroup. Cuff links displaying the Travelers umbrella peek out from Jones' conservative dark-blue power suit. Another red Travelers umbrella shines from his lapel, and the company logo covers his tie too. In other words, he's armed with everything the accoutrements befitting his current role: chairman of Citigroup's asset-management, global-investment, and private-banking operations.

Sometimes the tale is better told in numbers. Jones, 53, now oversees four industry units, 12,000 employees, and almost $700 billion in assets. Though something of a long shot, he is reportedly one of five contenders to supersede his mentor Sandy Weill as CEO of Citigroup.

And sometimes everything you requisite is words. While Jones noiseless boasts that he proved he could "lead an armed revolution," he says turning to corporate America was the ratiocinative next step after college: "One of the fresh frontiers for African Americans would be business. Clearly if America was going to be a more open society, then one of the testing grounds would enjoy to be where the dollar was made--where significant wealth and resources were at stake."

This list is testament to the fact that a all lot of wealth and resources are now controlled by black men--and some women--in corner offices. Since 1999, three black men enjoy ascended to become CEOs of FORTUNE 50 companies, and the No. 1 man on their list, Merrill Lynch President Stanley O'Neal, will probably connect them soon. The Executive Leadership Council, a networking organization for senior black executives in FORTUNE 500 companies who are no more than three steps away from the CEO, today boasts 275 members; it was founded in 1986 with 19 members.

For everything their noteworthy wealth and huge resources, black industry leaders enjoy largely been less visible than more celebrated black leaders such as media celebrities Oprah Winfrey and Magic Johnson or powerful political appointees fancy National Security Advisor Condoleezza Rice, FCC Chairman Michael Powell, and Roger Ferguson, vice chairman of the Federal Reserve. The sea change captured by this list of the 50 most powerful black executives is the depth of black power in mainstream U.S. business. Sure, the four top-ranked men enjoy already been hailed as major players at American icons--O'Neal at Merrill Lynch, Ken Chenault at AmEx, Dick Parsons at AOL Time Warner (this magazine's publisher), and Franklin Raines at Fannie Mae. But read further down the list, and at every stop you'll find an executive with real sway: There's No. 5 Jones at Citigroup; No. 8 Cal Darden, the head of operations at UPS and a candidate for the top job; No. 12 John Thompson, CEO of Silicon Valley stalwart Symantec; No. 34 Cathy Hughes, founder of Radio One and the first black woman to head a publicly traded company; No. 43 Charles Tribbett of headhunter Russell Reynolds, who has led corporate board searches for almost everything of the FORTUNE 500; and everything the artery down at No. 50, Cecil Pickett, who runs the R&D operations of $10-billion-a-year drugmaker Schering-Plough. That's not just a list of powerful black execs but a list of powerful executives, period.

So how did they define power? It wasn't just a question of whose company has the highest market cap, revenues, or profits, or which executive oversees the most employees or has the fanciest title. They were looking for people who are wielding power, putting it to dynamic use. And that's why, after a long debate, they decided that Stanley O'Neal, COO of Merrill Lynch, had to top the list.

How could they choose someone who isn't a CEO? Well, there's simply no question that O'Neal is the man in imbue at a company that, despite its recent troubles, remains the nation's largest brokerage firm. last summer O'Neal won a brutal power struggle to succeed CEO David Komansky. He's not slated to raise over until 2004, but O'Neal's aggressive maneuvering over the past year--demoting rivals and replacing the heads of every major unit from investment banking to asset management and research--has given him a solid power base and convinced most of Wall Street that his ascension will probably arrive sooner than planned.

A former GM executive, O'Neal rose to prominence at Merrill by turning around its junk bond industry in the early '90s. That helped him ride into the CFO job. But what clinched his position as CEO-in-waiting was his recent leadership of the firm's brokerage house. Although never a broker himself, O'Neal made a strategic decision to concentrate on customers with $1 million or more in assets, which helped reduce operating costs while raising revenue per client. And he did so while quelling hostility from the firm's skeptical army of 15,000 brokers. Now O'Neal is trying to scale back the firm's sprawling empire and focus on the bottom line, helping to protect it against any potential takeover bids. Komansky has stepped back into the limelight recently to manage the various nightmares--the Henry Blodget e-mails that Eliot Spitzer uncovered, the Martha Stewart mess, and so on--that occurred under his watch. But O'Neal is the man who will enjoy to clean up after the scandals are over, and his record so far indicates that he will be unafraid to carryout whatever it takes.

Following O'Neal are the CEOs. Ken Chenault comes in at No. 2 on their list. Since he took over in January 2001, Chenault has been fighting an uphill battle to regain momentum for American Express. In his 21 years at the company, he gained a reputation for turning dead-end posts into star vehicles. One troubled division he turned around in the 1980s was the equivalent of corporate Siberia--merchandise services. Then barely profitable, the low-profile unit hawked luggage tags and gifts to cardholders. In just three years Chenault pushed annual sales from $100 million to $700 million. He has yet to work that benign of magic on the company as a whole: With industry travel noiseless lagging and the stock market skidding, AmEx stock is off 31% under Chenault. It remains to be seen if he is the leader who can even this ship.

There's even more that remains to be seen about Richard Parsons, who took control of the world's largest media company in May. With AOL Time Warner's revenues about equal to those of Merrill and its market cap twice as large, it could be argued that Parsons deserves the top spot. Maybe next time--for now he's No. 3. He has been in the job only for a pair of months, the stock has plummeted, the internal politics are nasty, and it's unclear whether what has been described as the "mother of everything mergers" is genius or a hairball. Parsons, an attorney and former aide to Nelson Rockefeller, wins towering praise for his diplomacy; he'll requisite everything that and more to rotate this behemoth around.

The man they ranked No. 4, however, has been proving for years that he has what it takes. When Franklin Raines, the Harvard-educated Rhodes scholar and former White House budget chief, took over as CEO of Fannie Mae in 1999, he became the first African American to lead a FORTUNE 500 company. Since then he's grabbed market partake from competitors, overseen double-digit profit growth, and last year cranked out a record $5.9 billion in earnings on revenues of $50.8 billion. He's too successfully fended off critics who accuse Fannie of everything from being too vast to having an unfair advantage, in fragment because its quasi-governmental status lets it raise long-term money at better rates than its competitors. So why isn't he No. 1? Because for everything of Fannie's influence over the mortgage market, it's simply not the same benign of corporate global powerhouse as Merrill, AmEx, or AOL.

So much for the high-level beauty contest. fancy everyone in the world, they knew everything about those four guys when they started researching this list back in March. But it is the depth of black corporate power that has been overlooked. To identify leaders who not only control huge numbers in terms of revenues and employees but too wield power within a company and its industry, they combed through hundreds of executive bios and resumes and talked to industry experts, analysts, and executive recruiters. They too looked at what could be called the arc of an executive's career: How rapidly has the person risen, and how much further is he or she likely to go? As with their four-year-old survey of America's most powerful women, they limited their search to the private sector, which eliminated influential African Americans fancy Powell, Ferguson (see box), and Lloyd Ward, the former CEO of Maytag, who now runs the U.S. Olympic Committee.

Our effort was not embraced by all. Some candidates did not want to be included, fearing the attention would antecedent more harm than sterling to careers so carefully built. "What are you trying to carryout to me?" snapped one senior executive, wishing to enjoy his title removed from the list. (He's noiseless there.) Stanley O'Neal refused to converse to us for this story. Others who enjoy fought a lifetime to atomize down walls could not cheer the singling out of black executives. everything of them Look forward to the day when a list of top black executives will look as ridiculous as a list of the top 50 white men in business.

"I don't wake up in the morning and cogitate of myself as a 'black' executive," says Thompson, the 52-year-old CEO of software and Internet security company Symantec. "I cogitate of myself as a CEO of a tech hard who, fancy everything CEOs, has to serve shareholders well. The fact that I am black is undeniable--but it is not what motivates me." Thompson arrived at Symantec in the spring of 1999, coincidentally just a few days after Jesse Jackson descended upon Silicon Valley to denounce the tech bastion for its lack of diversity. Before Symantec, Thompson spent 28 years at IBM where, as one of the company's most senior executives, he led IBM Americas, a $37 billion industry unit with 45,000 employees. Despite his accomplishments at vast Blue, though, he instantly became known as the "black CEO in Silicon Valley."

The verisimilitude is that today's boardrooms and executive suites are not filled with African Americans, which means that being black at this even does draw attention. Just five days after assuming the CEO post of AOL Time Warner, Parsons, who does not win a point of emphasizing race when he tells his own corporate story, could not contravene the added pressure that comes with being a black CEO. "It's an annoyance," he says defensively. "Of course your priority is the shareholders and 90,000 employees. But there are too countless numbers of people outside who, for whatever reason--race being the biggest--are rooting for you. And not."

Another worry of the people they interviewed was that a list of the black corporate elite might create the illusion that everything barriers enjoy crumbled. That is indeed an illusion. In the past five years, as many black executives were making strides, the FORTUNE 500 too lost two black CEOs. Ward, who rose through the ranks of P&G, Ford, and PepsiCo, walked away from Maytag after battling with its board, while a merger forced Barry Rand out of a job at Avis. Both CEOs lasted less than 15 months. Pessimists bicker that the vast question is, Why are there only three sitting black CEOs of FORTUNE 500 companies? "Have things changed in the past five years?" asks William Lewis, head of global banking for Morgan Stanley and No. 13 on their list. "On Wall Street that is a short conversation. There is nothing near to black power on Wall Street. Period. complete stop."

We are noiseless at the stage historically where almost everyone on this list has been "the first" or "the only" African American at some point in his career. Lloyd Trotter (No. 11) became GE's first black industry head when he was named CEO of $6 billion Industrial Systems in 1992. Charles Tribbett is the only African American to sit on the global executive committee of search hard Russell Reynolds. "You may cogitate that these are personal accomplishments, but deep down you know that your achievements represent big numbers of other people," says Eula Adams (No. 16), head of card operations for First Data--and, artery back in 1983, the first African-American ally at Touche, the accounting hard that has since become Deloitte & Touche. When 52-year-old Adams graduated from Morris Brown College in 1972 and went to work at Touche Ross, as it was then called, the hard had about 800 partners; notabit were African American. Adams estimates that there were probably only about ten black partners in the entire profession. "The loneliness, especially in the early days, was the hardest," he says of his career. "I lived in two worlds. I'd leave work and depart home to one world, and then wake up and depart back to work in that other world." Today Deloitte & Touche has just 25 black partners.

Although everyone on this list has overcome adversity, the individual tales of success differ widely. esteem the stories of Cal Darden of UPS, Arnold Donald, CEO of Merisant (No. 17), and Brenda Gaines, president of Diners Club (No 20). Darden, 52, began his career at UPS in 1971. A senior in college and a newlywed fervent for cash, he took a part-time job delivering packages for $3 an hour. The $36 he made each week served as the couple's grocery money. After graduation he started working at UPS full-time. Over the next 20 years, as he climbed the management ladder, Darden moved his family seven times, zigzagging from Buffalo to California. In Nashville, by increasing training and boosting morale, he turned a suffering operation that was making its deliveries only 60% of the time into one that was 100% efficient two years later. In 1995 UPS asked Darden to examine service quality issues for the entire company. He introduced customer service techniques that are UPS staples now, such as giving drivers more time to win deliveries so they could build relationships with clients. And he launched fresh technology that allowed deliveries to be made to private homes rather than central drop-off spots. Named senior VP of U.S. operations in 2000, Darden now oversees everything of the company's $30 billion in revenues and 340,000 employees. last year he was nominated to the UPS board of directors. These days the voicemail of the former part-timer is clogged with messages from headhunters offering COO and CEO posts at smaller companies, but insiders converse that he'll accumulate the top job at UPS one day. "The door is wide open," says Darden of corporate America. "Anyone can arrive in, roll up their sleeves, and win a difference."

Arnold Donald, 47, CEO of Merisant, decided on his career goal--to be a "general manager of a science-based" FORTUNE 500 company--as a towering school junior. He was convinced that science was the future, and he wanted to be a general manager because as a black teenager in the segregated fresh Orleans of the 1960s he could hope for no higher position. His ambition was fueled three times a day at the all-black Catholic school he attended; that's how often the nuns would accumulate on the loudspeaker to Tell the student body, "Gentlemen, one day you are going to elope the world. Prepare yourselves." Such reinforcement was unheard of at the time. Donald remembers the day a classmate accused a white priest of picking on him just because he was black. The priest quickly shot back, "Yes," then challenged the class with, "Now what?"

"Growing up indigent and African American was a blessing," Donald now says. "It toughened me up early. I scholarly I couldn't let other people's problems be my problems. There is no better preparation for business."

Donald went on to accumulate a BA at Carleton College, a BS in mechanical engineering at Washington University, and an MBA at the University of Chicago. He joined Monsanto, the agribusiness giant, in 1977 as a salesman in its industrial chemical division. "At first people assumed that I didn't know what I was doing--they assumed I was a token." But by 1995 he was leading the company's $4 billion agriculture business, a star black executive in a lily-white industry. He was considered the leading contender to elope the company. But he took a different route when Monsanto decided to unload its Equal ersatz sweetener business. With financial backing from Pegasus Capital and Michael Dell's MSD Capital, Donald bought Equal and founded Merisant. Now Merisant dominates its industry, with 19 ersatz sweetener brands around the world.

For Brenda Gaines, 52, the route to prominence in the industry world was a bit more circuitous. Gaines served as deputy chief of staff under Chicago's first black mayor, Harold Washington, after holding posts in the U.S. Department of Housing and Urban progress and heading the Chicago Housing Authority. When Washington died unexpectedly in 1987, Gaines decided that it was time for her career in public service to conclude too. Citibank wasted no time, immediately recruiting the well-connected government official to be in imbue of its government and community relations. Relying on her background in housing, she quickly moved up to senior VP in imbue of residential lending. In 1992 she moved to Citigroup subsidiary Diners Club, thus completing her transformation from government bureaucrat to corporate exec. She now leads the day-to-day operations for the $30 billion card company. "Clearly more and more companies recognize the import of diversity," she says. "But the fact remains that African-American women enjoy greater responsibility faster in government."

While black men enjoy made remarkable strides in the past several years, black women noiseless enjoy a long artery to depart in corporate America. Although 11 women emerge on this list, most are clustered toward the bottom. And rather than running big-ticket mainstream divisions or companies, they watch to drive more entrepreneurial businesses, often creating the opportunities themselves. No other woman was near to joining Oprah in the top ten. Asked to cogitate of potential black female CEOs, countless recruiters, analysts, and diversity experts touted former Kraft executive Ann Fudge. That's curious, considering that she left her post as president of Maxwell House two years ago in hopes of landing a "bigger opportunity." Once viewed as the most powerful black woman in corporate America, she's noiseless waiting. And she doesn't win their list.

"Black women enjoy been made invisible," says Ella L.J. Edmondson Bell, professor at Dartmouth's Tuck School of industry and author of Their sever Ways: Black and White Women and the Struggle for Professional Identity. Bell half-jokingly calls FORTUNE's list of the most powerful women executives the "white women list"; she calls this one the "brothers list." "Sure, black women want to rejoice in the successes of a Dick Parsons, Ken Chenault, or Stanley O'Neal, but it puts them in an maladroit position. Black women are not included in the discussion."

Perhaps as a result, the women who enjoy made their list are fiercely competitive after years of digging to the surface of corporate America. They watch to be more openly ambitious than their manlike counterparts. "Of course I would carefor to be a CEO," says Myrtle Potter, the 43-year-old COO of Genentech and No. 18 on their list. "It is vital to me not only as an African American or a woman but as an African-American woman."

When Potter arrived at the University of Chicago, the indigenous of fresh Mexico was an outsider from day one--"rural, African American, and female," as she says. One of six children, she could afford a college education only after her father mortgaged the family home. She helped pay the bill by working in a local hospital as a lab technician. After her junior year she convinced the university's industry school to allow her to apply for one of the company internships normally reserved for its MBA students. She landed one in the sales department of IBM, and it changed her life. She was convinced if she could marry medicine with business, it would be a flawless fit. After graduation she landed a sales job at Merck.

There she constantly pressed for greater responsibilities, even taking lateral moves to broaden her skills during her 14-year tenure. In the mid-'80s one manager told her that black women did not enjoy the "intellectual ability" to carryout analytical work. He advised sticking with sales. "As an African-American woman I was really going against the grain," she says. In 1991, when Potter was retain in imbue of the Astra Merck joint venture, which required her to design a industry draw for the fresh $4 billion company, the appointment was met with some skepticism inside Merck. When she took over the business, it seemed doomed to miss an internal deadline management had set as a precondition for spinning off the unit as an independent company. Potter dove perquisite in, and in just eight weeks was able to recharge Astra Merck's brands, including Prilosec, which became the world's bestselling ulcer medicine. And she too beat that internal deadline, by four months. From Merck she went on to Bristol-Myers Squibb, where in 1998 she became the first black woman to head a major pharmaceuticals industry when she took the helm of the $3 billion U.S. cardiovascular/metabolic division. Now she's at Genentech, and her dreams of becoming a CEO enjoy not faded: "One day," she insists. In fact, experts converse she does enjoy a sterling shot.

As they got to know this powerful 50, it became pellucid that many saw the past two years--with the climb of O'Neal, Parsons, and Chenault--as an vital milestone in black history. Many view this list as a celebration of what's been achieved by finally reaching the corner office--and as an acknowledgement of how far there is noiseless left to go.

"The only understanding I can be here is because of the civil rights movement," says No. 6 Bruce Gordon, 56, head of the $25 billion retail services division of Verizon. "Dr. King could never enjoy been hired by a FORTUNE 500 company; not because he didn't enjoy the talent, but because he never would enjoy been given the chance. But he and others got me in the door. Now I enjoy an responsibility to exhaust the power he retain in my hand and win confident that door stays wide open."

Most of the people on this list are in their late 40s or in their 50s. The next generation of black industry leaders, those in their mid-30s, raise the possibility of corporate success as a given. This next generation already has the degrees, connections, experiences, and resumes that those breaking the color barrier could only enjoy dreamed of. When this highly competitive group knocks on the door, they are often demeanor better credentials than many of their white counterparts. "What that should translate into is a pipeline stirring to CEO and senior exec jobs over the next five to ten years," says Harvard industry School professor David A. Thomas. "It will be a test of how open the system really is."

Given their expectations, the next generation is less patient then the one in power now. They are too likely to be much less tolerant if the system does shut them out--they will leave their big corporations to elope smaller companies. Furthermore, these younger execs are too bolder about their wish to succeed as black executives, not simply as executives who chance to be black.

"My goal has always been the same. I went into industry so I could bring power to the African-American community," says No. 45 Kim Crawford, 37, a VP at Dell. Crawford has a BA in political science, an MS in industrial engineering from Stanford, and an MBA from Harvard. She spent 11 years as a technology consultant at Bain & Co., where in 1998 she became the first African American at the hard to win partner. Two years ago she came to Dell to elope fresh industry progress and convinced the computer company to enter the networking business, which she now leads. "The only artery African Americans are going to be uplifted is if they win major strides in the industry front. The keys to improving [the black] community are improvement in education and improvement in their participation in capitalism."

Tom Jones and his generation took control of student unions. Crawford and hers draw to storm the chief-executive suite. And that should win for an even more powerful image down the road.

REPORTER ASSOCIATE Martha Sutro

FEEDBACK cdaniels@fortunemail.com



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mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [279 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
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SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]





References :


Dropmark : http://killexams.dropmark.com/367904/12851014
Dropmark-Text : http://killexams.dropmark.com/367904/12943287
Blogspot : http://killexamsbraindump.blogspot.com/2018/01/people-used-these-symantec-dumps-to-get_10.html
Wordpress : https://wp.me/p7SJ6L-2LV
Box.net : https://app.box.com/s/oll3c5y9hzmh5bdpa89c18snzlpwtq8r






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