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Exam Code: LOT-928 Practice exam 2022 by team
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Killexams : IBM Developing thinking - BingNews Search results Killexams : IBM Developing thinking - BingNews Killexams : Hispanic Heritage Foundation Announces Collaboration with IBM to Upskill Latinos Through IBM SkillsBuild and Meet America's Workforce Needs

Published 10-14-22

Submitted by IBM

3 women looking at an open laptop

WASHINGTON, October 14, 2022 /CSRwire/ - The Hispanic Heritage Foundation (HHF) announced today its collaboration with IBM (NYSE: IBM) which includes leveraging IBM SkillsBuild – a free education program that helps students and adult learners develop valuable new skills and access career opportunities in technology fields – by providing digital content, personalized mentoring, and the experiential learning they need to gain technical, critical thinking, and creative problem-solving skills. The program will be offered for FREE to HHF Network, is completely digital, and includes IBM-branded digital credentials that are recognized by the market to create direct pathways to tech jobs. The effort will be open to high school students, college students, young professionals, and adult learners.

“This IBM SkillsBuild collaboration has been a transformational goal of our tech pathways strategy and goal for years,” said Jose Antonio Tijerino, President, and CEO of HHF. “Our community has a tremendous value proposition for America’s workforce and through this innovative collaboration, America can benefit from the talent we have always had to offer. Our collective mission is to provide training and opportunities for our community to make an impact in the tech sector. 

We are grateful to IBM for allowing us to leverage their expertise and pathways in preparing the Latinx community for jobs that desperately need to be filled. As Latinos, we’re ready as we always have been.”

The learning pathways available through IBM SkillsBuild include courses on workplace skills, such as communication and leadership skills designed for any beneficiary wishing to understand how to work in the digital world, as well as courses on data analytics, cybersecurity, cloud computing, and many other technical disciplines. The program will also help early school leavers and long-term unemployed to gain what is required to re-enter the workforce. Courses are available in English and Spanish, providing Hispanic learners with a better and deeper understanding of course materials, to help ensure completion and professional competency.

“As a Latina, I am very excited and honored to be partnering with the Hispanic Heritage Foundation to provide free education and career readiness resources to Hispanics nationwide,” said Claudia Cortes Romanelli, Director of Corporate Social Responsibility at IBM. “I see every day the great opportunity to invest in skilling the next generation of STEM talent from the Hispanic community. We look forward to working with HHF as part of our commitment to equitably skill 30 million people worldwide.”

The Hispanic Heritage Foundation award-winning LOFT (Latinos on Fast Track) program is a leadership and workforce development program and network with a focus on various sectors or “tracks,” including tech. HHF’s broad network and beyond will be exposed to IBM SkillsBuild to learn, and build skills in artificial intelligence, data science, cloud, security, information technology, and more, with opportunities for mentoring and networking in the tech space as well as earning certifications and placements into the workforce.

IBM and HHF’s collaboration is part of IBM’s commitment to equitably skill 30 million people globally by 2030.

About the Hispanic Heritage Foundation

HHF’s mission focuses on education, the workforce, identity, and social impact through the lens of leadership and culture. For more information, visit and follow the Hispanic Heritage Foundation on InstagramFacebookTwitter, and TikTok

About IBM Education

As part of the company's Corporate Social Responsibility efforts, IBM's education portfolio takes a personalized, diverse, and deep approach to STEM career readiness. IBM's pro bono programs range from education and support for teens at public schools and universities to career readiness resources for aspiring professionals and job seekers. IBM believes that education is best achieved through the collaboration of the public, private, and not-for-profit sectors.

IBM SkillsBuild is a free education program focused on underrepresented communities, that helps adult learners, and high school and university students and faculty, develop valuable new skills and access career opportunities. The program includes an online platform that is complemented by customized practical learning experiences delivered in collaboration with a global network of partners. The online platform offers over 1,000 courses in 19 languages on cybersecurity, data analysis, cloud computing, and many other technical disciplines — as well as in workplace skills such as Design Thinking. Most importantly, participants can earn IBM-branded digital credentials recognized by the market. The customized practical learning experiences could include project-based learning, expert conversations with IBM volunteers and mentors, premium content, specialized support, connection with career opportunities, and access to IBM software. IBM SkillsBuild operates in 168 counties and has supported 2.2M learners.

Media Contact:

Estefania Sanchez

IBM Logo



Innovation – joining invention and insight to produce important, new value – is at the heart of what we are as a company. And, today, IBM is leading an evolution in corporate citizenship by contributing innovative solutions and strategies that will help transform and empower our global communities.

Our diverse and sustained programs support education, workforce development, arts and culture, and communities in need through targeted grants of technology and project funds. To learn more about our work in the context of IBM's broader corporate responsibility efforts, please visit Innovations in Corporate Responsibility.

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Fri, 14 Oct 2022 01:02:00 -0500 en text/html
Killexams : Celebrating ThinkPad’s 30th Anniversary - An Insider’s Perspective

Not long after I joined Creative Strategies in 1981, I received a call from IBM looking for forecasts on the PC market. At that time, the PC market was in its infancy, and it was anyone's guess then as to its future growth.

However, they had seen a quote I made to a major tech publication stating that I thought PCs could be a significant growth market and be transformational for the business market. I based that theory on my familiarity with the first spreadsheet product on the Apple II called VisiCalc. I saw how large companies bought Apple IIs and VisiCalc for their accounting departments. (Full disclosure- my wife worked for VisiCorp, the company that made VisiCalc; thus, my familiarity with the product was firsthand.)

That led to a set of research assignments from IBM, and for many years I worked with them on various projects related to the growth of the PC market at the product and channel level.

One of the most interesting programs I was asked to help with was the design of their original laptop in late 1985. At that time, IBM only made large PCs with separate monitors, mostly in battleship grey.

Earlier that year, at CEBIT, a major technology show in Hannover, Germany, Toshiba introduced what became the first genuine commercial clamshell laptop design called the T100.

I was at that CEBIT show and the launch of the T100, and I asked to "borrow" it to help me cover the show. Of course, Toshiba denied this request, although they did get me one to test once I was back in the U.S.

IBM was deeply interested in the Toshiba T100 design, and the IBM design group in Austin, TX asked me to consult on the project. So for about a year, I would go between Austin and Atlanta, where part of IBM's technical design was developed, and Boca Raton, where the marketing strategy was developed.

This led to IBM introducing the 5140 in 1986.

This first product was still in the luggable category of personal computers, but soon after it was released, IBM launched its first series of clamshell-based laptops. IBM's first clamshell

was the IBM PS/2 Model L40 SX.

Most of IBM's earliest models had only minor success until 1992, when IBM introduced its first line of ThinkPad models.

In 1988, the father of the ThinkPad, Arimasa Naitoh, a Lenovo Fellow located in Japan, received a call about the need to spearhead a new portable computing venture in IBM's research center in Yokohama, Japan. At the time, he was based in White Plains, NY but moved back to Japan to develop what has become the iconic ThinkPad line of portable computers.

I got to watch the development of the ThinkPad from the beginning. Mr Naitoh's leadership, assisted by David Hill, who was instrumental in creating the unique ThinkPad design, made IBM at that time one of the most important portable computer companies in the market.

This chart shows the design history of the Thinkpad and why it is still a big part of Lenovo's success in portable computing:

Under IBM's leadership, the ThinkPad became one of the best-selling laptops in the enterprise. Still, from its introduction to when Lenovo bought IBM's PC business in 2005, they had only sold 25 million ThinkPads.

However, the ThinkPad's growth under Lenovo's leadership has been remarkable. Today, Lenovo has sold over 200 million ThinkPads, and the company continues to innovate around the ThinkPad design to Excellerate it. Although many key players inside Lenovo had a significant impact on ThinkPad's growth, its most considerable thrust and success came under the leadership of Dilip Bhatia, Vice President of Global Marketing, User and Customer Experience, and former Vice President and General Manager of ThinkPad.

A great example of their innovative design and thinking comes with their new line of foldable ThinkPads called the ThinkPad X1 Fold.

Although foldable technology is still in its infancy, Lenovo's willingness to blaze new trails with new and innovative designs has been the trademark of Lenovo's design teams since they first introduced the line of ThinkPads in 1992.

Watching the overall growth of the mobile computing market, especially the birth and evolution of the ThinkPad, has given me a deeper appreciation for the men and women who worked so hard to make portable computing the largest PC market today. And the Lenovo team has played a major role in helping the mobile computing industry grow exponentially over that last few decades.

For those interested in the history of the ThinkPad, I recommend Mr. Naitoh's book on the subject-

How the ThinkPad Changed the World and Is Shaping the Future."

Wed, 05 Oct 2022 01:00:00 -0500 Tim Bajarin en text/html
Killexams : How To Take Your Teams From Good Enough To High-Value With Employee Coaching

Once they understood what constituted a team at Google, the researchers had to determine how to quantitatively measure effectiveness. They looked at lines of code written, bugs fixed, customer satisfaction, and more. But Google’s leaders, who had initially pushed for objective effectiveness measures, realized that every suggested measure could be inherently flawed - more lines of code aren’t necessarily a good thing and more bugs fixed means more bugs were initially created.

Instead, the team decided to use a combination of qualitative assessments and quantitative measures. For qualitative assessments, the researchers captured input from three different perspectives - executives, team leads, and team members. While they all were asked to rate teams on similar scales, when asked to explain their ratings, their answers showed that each was focused on different aspects when assessing team effectiveness.

Executives were most concerned with results (e.g., sales numbers or product launches), but team members said that team culture was the most important measure of team effectiveness. Fittingly, the team lead’s concept of effectiveness spanned both the big picture and the individuals’ concerns saying that ownership, vision, and goals were the most important measures.

So the researchers measured team effectiveness in four different ways:

  1. Executive evaluation of the team
  2. Team leader evaluation of the team
  3. Team member evaluation of the team
  4. Sales performance against quarterly quota

The qualitative evaluations helped capture a nuanced look at results and culture, but had inherent subjectivity. On the other hand, the quantitative metrics provided concrete team measures, but lacked situational considerations. These four measures in combination, however, allowed researchers to home in on the comprehensive definition of team effectiveness.

Wed, 12 Oct 2022 23:00:00 -0500 en text/html
Killexams : IBM Teams With 20 Historically Black Colleges and Universities to Address Cybersecurity Talent Shortage

HBCUs will work with IBM to establish Cybersecurity Leadership Centers, giving students and faculty access to IBM training, software, and certifications at no cost.

WASHINGTON, Sept. 21, 2022 /PRNewswire/ -- During the National HBCU Week Conference convened by the U.S. Department of Education and the White House, IBM (NYSE: IBM) announced its collaboration with 20 Historically Black College and Universities (HBCUs) to help them establish Cybersecurity Leadership Centers.

IBM Corporation logo. (PRNewsfoto/IBM)

With 500,000 unfilled cybersecurity jobs in the U.S., the need for expertise is critical: According to a accurate IBM Security study, insufficiently staffed organizations average $550,000 more in breach costs than those that state they are sufficiently staffed.**

"Collaborations between academia and the private sector can help students prepare for success. That's especially true for HBCUs because their mission is so vital," said Justina Nixon-Saintil, Vice President, IBM Corporate Social Responsibility and ESG. "The Cybersecurity Leadership Centers we're co-creating with Historically Black College and Universities epitomize our commitment to the Black community and STEM education; it also builds on our pledge to train 150,000 people in cybersecurity over three years."

IBM will collaborate with the following 20 HBCUs across 11 states to co-create Cybersecurity Leadership Centers, helping to create talent for employers and opportunities for students. (Six of these collaborations were previously announced in May*)

  • AlabamaAlabama A&M University, Talladega College, Tuskegee University
  • Florida– Edward Waters University, Florida A&M University
  • GeorgiaAlbany State University, Clark Atlanta University*
  • LouisianaGrambling State University, Southern University System*, Xavier University of LA*
  • MarylandBowie State University, Morgan State University*
  • MississippiAlcorn State University
  • North CarolinaNorth Carolina A&T State University*, North Carolina Central University
  • South Carolina South Carolina State University*, Voorhees University
  • TexasTexas Southern University
  • VirginiaNorfolk State University
  • West Virginia– West Virginia State University

Through IBM's collaboration, faculty and students at participating schools will have access to coursework, lectures, immersive training experiences, certifications, IBM Cloud-hosted software, and professional development resources, all at no cost to them. This includes access to:

  • Cybersecurity curricula: IBM will develop for each participating HBCU, a customized IBM Security Learning Academy portal – an IBM client offering – including courses designed to help the university enhance its cybersecurity education portfolio. In addition, IBM will continue to deliver access to IBM SkillsBuild.
  • Immersive learning experience: Faculty and students of participating HBCUs will have an opportunity to benefit from IBM Security's Command Center, through which they can experience a highly realistic, simulated cyberattack, designed to prepare them and train them on response techniques. Moreover, HBCUs' faculty will have access to consultation sessions with IBM technical personnel on cybersecurity.
  • Software: Multiple IBM Security premier enterprise security products hosted in the IBM  Cloud
  • Professional development: Forums to exchange best practices, learn from IBM experts, and discover IBM internships and job openings

About IBM Education

As part of the company's Corporate Social Responsibility efforts, IBM's education portfolio takes a personalized, diverse, and deep approach to STEM career readiness. IBM's pro bono programs range from education and support for teens at public schools and universities, to career readiness resources for aspiring professionals and job seekers. IBM believes that education is best achieved through the collaboration of the public, private, and not-for-profit sectors.

IBM SkillsBuild is a free education program focused on underrepresented communities, that helps adult learners, and high school and university students and faculty, develop valuable new skills and access career opportunities. The program includes an online platform that is complemented by customized practical learning experiences delivered in collaboration with a global network of partners. The online platform offers over 1,000 courses in 19 languages on cybersecurity, data analysis, cloud computing and many other technical disciplines — as well as in workplace skills such as Design Thinking. Most important, participants can earn IBM-branded digital credentials that are recognized by the market. The customized practical learning experiences could include project-based learning, expert conversations with IBM volunteers, mentors, premium content, specialized support, connection with career opportunities, access to IBM software, among others. As of February 2022, IBM SkillsBuild operates in 159 counties and is supporting 1.72M learners since its launch.

About IBM Security

IBM Security offers one of the most advanced and integrated portfolios of enterprise security products and services. The portfolio, supported by world-renowned IBM Security X-Force® research, enables organizations to effectively manage risk and defend against emerging threats. IBM operates one of the world's broadest security research, development, and delivery organizations, monitors 150 billion+ security events per day in more than 130 countries, and has been granted more than 10,000 security patents worldwide. For more information, please check, follow @IBMSecurity on Twitter or visit the IBM Security Intelligence blog.

Announced in May 2022
** Cost of a Data Breach Report 2022, conducted by Ponemon Institute, sponsored & analyzed by IBM

Media Contact:

Ari Fishkind
IBM Media Relations


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Wed, 21 Sep 2022 02:14:00 -0500 en text/html
Killexams : Why cyber-security needs to be a strategy in the infinite corporate game

Why cyber-security needs to be a strategy in the infinite corporate gameHow C-suites in modern businesses handle cyber-risk management will reveal that most of them (90 percent of whom represent SMBs) ‘play’ the game of increasing ROI against their peer competitors and focus mostly on product/application QoS to woo consumers. Image: Shutterstock

Most enterprise leaders around the globe have converged upon the importance of IoT and CPS technologies (complemented with Cloud and AI) to Excellerate business productivity and consequent ROI. It has become a common strategy across most businesses to compete (akin to a strategic game) with similar peers on popularly established business KPIs via the integration of IoT/CPS technology on the multiple critical business dimensions that include:

  1. asset tracking and inventory management,
  2. real-time data collection and sharing among business processes on how consumers interact with products,
  3. forming new business lines and value-added-services,
  4. facilitating omnichannel services,
  5. enhancing accessibility, efficiency, and productivity of business processes, and
  6. improving customer experience.

Attractive, as it might seem, the benefits of IoT/CPS integration in modern businesses are not without major security drawbacks. When exploited by nation-states and other cyber adversaries, they can majorly disrupt business continuity for up to multiple weeks at the individual and supply chain layers.

A closer look into how C-suites in modern businesses handle cyber-risk management will reveal that most of them (90 percent of whom represent SMBs) ‘play’ the game of increasing ROI against their peer competitors and focus mostly on product/application QoS to woo consumers. In the process, cyber-security of business processes at various levels of IT/IoT system granularity takes a backseat, even though many SMBs are equipped with necessary resources that can potentially mitigate the cyber-attack space. In this article, we view through a finite and infinite game-theoretic lens the existing glaring issues C-suites of organisations subject themselves to, against achieving robust organisational cyber-security. We argue why a typical finite game mindset prevalent in the business world is harmful in the long run to both, sustainable ROI and shareholder satisfaction, and a robust and secure cyber-space. We also propose managerial (strategic) action items, motivated by the principle of infinite (business) games, for cyber-security to become an integral part of the product/application design process and business competition.

Why C-Suites don’t make cyber-security a just cause

The main reason why cyber-security breaches affect organisations often, despite being resource-equipped to better manage cyber risk, is that most C-suites adopt a finite mindset and do not promote cyber-security as a just cause. The finiteness is a direct outcome of businesses competing with peers on well-established ROI metrics known to all, and cyber-security does not belong to these metrics. In doing so, businesses become myopic and do not account for the long-term futuristic impact of cyber-security as a new ROI-improving factor. The rationale behind this myopic firm behaviour is based on two main reasons.

1. Historically, according to multiple organisational surveys conducted on CEOs (Source: MIT CAMS), there has been a clear difference between the preferences of the C-suite and the IT managers (e.g., CISOs). The C-suite is
(a) often not knowledgeable and/or passionate about cyber-security,
(b) is sometimes over-confident in their organisation’s ability to manage cyber risk and/or the quality of their cyber posture.

In many cases, the C-suites offload the responsibility of cyber-security aspects of the business to the IT wing without making a conscious effort to understand the security loopholes in the business processes and their adverse impact. The one-dimensional fallout of these C-suite issues is that IT-driven businesses do not invest enough in cyber-security as they are (falsely) of the opinion that it does not significantly affect KPIs over time or have an instantaneous impact.

Also watch: Cybersecurity awareness, education dismal in Indian boardrooms

2. C-suites, even those who acknowledge the importance of cyber-security on business continuity, are primarily looking at profit as the main KPI and have their eyes on the external stakeholders and investors. There is hardly a long-term social cause like cyber-security an organisation is affirmative and optimistic about. In other words, the absence of a cyber-security social cause does not inspire a feeling amongst the ‘general’ employees of being part of a group or great cause advancing cybersecurity and societal well-being, alongside selling attractive products/applications. The major reason here is that application quality and seductiveness often is key to ROI enhancement. These are often anti-security and hence do not inspire profit-minded leaders to pursue product cyber-security enhancement as a major corporate objective that acts as a social cause. The game-theoretic connotation of this point is that business leaders and their employees, usually of finite mindsets, cannot foresee the role of cyber-security in the sustainable increase of business productivity and application attractiveness. Hence, play a myopic game with their peers that do not have cyber-security as a strategy element. On the contrary, it is much more likely that business productivity will be hampered and consumer reach diminished if digitally pervasive business applications and processes are statistically more breachable in a weak IoT security landscape.

3. At the C-suite level, organisations, especially banks, are often sceptical and risk-averse about sharing cyber-vulnerability information with vendors and their partners. They believe that doing so will dampen the consumer base and cause public outrage—leading to a sharp fall in ROIs. While such negative feelings might hold in the short-term, the strategy of voluntarily revealing cyber-vulnerability information could be a masterstroke in the long run in inculcating a deep-rooted feeling of trust in the consumers. They would be inclined to believe that an organisation is taking steps to inform customers of security loopholes and is continuously trying hard to ramp up its cyber-security posture.

Win-Win Managerial Recommendations Viewed Through the Lens of the Infinite Game

We recommend an expansion of the managerial mindset to account for cyber-security as a strategic variable in business competition. We propose the following recommendations rooted in the concept of infinite games. They will allow organisations to achieve improved business KPI performance, alongside contributing to societal welfare through improved cyber-security emanating from all its business processes and affecting relevant IT/software-driven supply chains.

1. Managers (C-suites) in IT/IoT-driven businesses should not adopt the Milton Friedman philosophy that states that a corporate executive is an employee of the owners of the business. This principle rapidly followed since the 1970s by most of the business world is the root cause behind firms racing towards making profits to solely satisfy their investors—without giving much thought to any just cause or the negative side-effects of the products. If 80 percent of a CEO’s pay is based on what the share price is going to do next year, they will do their best to make sure that prices go up, even if the consequences might be harmful to employees, customers, and society in general. In the context of cyber-security,

  • an increased push by businesses around the globe to deploy IoT devices with poorly configured cyber-security for improved productivity and efficiency, and
  • Google, Facebook, Twitter (and many other ad-driven firms) unfairly selling personal data to advertisers without consumer permission are prime examples of organisations adopting Milton Friedman’s principle of doing business.

Also read: Behavioural Economics: Why Indian urbanites may transparently sell their data

2. Managers in IT/IoT-driven businesses should adopt an Adam Smith-inspired version of capitalism that is better for society. The management should think of the societal consumer good (social welfare) before thinking of the producer (monetary returns of investors and shareholders). In the context of cyber-security, this means striking a proper balance between quality application features attracting customers and necessary security plug-ins. Such a product design approach should pervade all management, employees, shareholders, and investors concerning business incentive compatibility.

Organisations such as the US Office of Technology Assessment, examining the long-term impact of technology on society, need to be brought back to fashion at least concerning advancing cyber-security of business products and processes. As an example, such organizations should

  • check the application features in a product (including open-source code) to see whether important security constructs have been included before they are up for sale in the market, and
  • work with auditors and cyber-insurers to ensure a threshold level of cyber-hygiene in organisational employees working on IT business processes.

Moreover, in the context of Adam Smith’s philosophy, an infinite-minded leader, to promote their main goal of making cyber-security a just organisational cause, will first realise that the will of people—motivated via an inspiring security-driven organisational motto—will drive its goal through methodical problem solving, imagination, teamwork focussed on the just cause. This leader will be convinced that such an approach will in the long term bring more ROI and consumer trust to the organisation.

3. The C-suite should avoid the following four market competition pitfalls for the just cause. First, the just cause should not be a moon shot. As an example, in the context of cyber-security, a company should not put forward a long-term goal such as - “we will deploy technological tools such as differential privacy, secure multiparty computation, and homomorphic encryption in our products to protect consumer data”. Though this is a strong goal in the security interests of society and should be adopted, it is finite in scope and a moonshot towards a greater idealistic goal of being on the path to continually improving cyber-security. Second, the just cause should not be becoming the best. Egocentric causes often distract the organisation from achieving the social interests of society and bring in too much narrow-minded finiteness to lose out to product competition in the long run. As an example, from a cyber-security viewpoint, an organisation should not promote a goal such as “product with the best cyber-security”. In this process, they may be losing out on providing trendy and effective application benefits that the consumer needs. Third, the just cause should not be growth-at-all-costs (unless security is the factor of growth). This mentality, often leading to a tricky space of mergers and acquisitions, is detrimental because there will be inevitable marginal non-security technical improvements in the future for stable products, and it is not always investment-wise (unless the merger is to a security firm, e.g., the Broadcom-Symantec merge) to keep upgrading non-security dimensions without major upgrades on the nascent dimension of cyber-security. Finally, an organisational just cause should not adhere to corporate social responsibility (CSR) for cyber-security. CSR programs should only be part of the broader strategy to advance the cyber-security just cause with the goal being “do good making money” instead of “make money to do good”.

4. C-suites should exhibit strong leadership in being worthy rivals in the tech-driven industry competition. For example, in the traditional PC business, Apple had worthy rivals in IBM and Microsoft. If there are organisations in the market that can provide stand-out cyber-security services, others should follow too. This is a special setting, where even a plain imitation of other organisations’ finite-minded strategies will do good for society. More so, if there is good market competition for security-promoting tech products, it will be in the positive interest of competing organisations to “outdo” others in terms of market share. On this note, existential flexibility is important for leaders carrying the mindset of being worthy rivals/trendsetters if IT-driven businesses are to advance cyber-security.
Leaders must take a risk and flex their minds to realise and envision that security can be as attractive as the main application and motivate the tech minds in the organisation to develop solutions that fit this criterion. As an example, the pervasive use of IoT technology in the digital world may be the killer application for cyber-security to be a crowd-puller. To take this risk, organisation leaders should have exceptional courage to go against the status quo and enact existential flexibility to

  • promote products with strong security, and
  • hire a workforce that is willing to invest in improved cyber-security practices within the organisation.
This could imply rejecting the “first to move in the market” mindset and hiring talent that is willing to go the extra mile in ensuring cyber-security best practices through their work behaviour but may not be the best technical mind available for hire.

Ranjan Pal (Massachusetts Institute of Technology, Sloan School of Management)
Bodhibrata Nag (Indian Institute of Management Calcutta) Charles Light (Silicon Labs, USA)

Check out our Festive offers upto Rs.1000/- off website prices on subscriptions + Gift card worth Rs 500/- from Click here to know more.

[This article has been published with permission from IIM Calcutta. Views expressed are personal.]

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Sun, 16 Oct 2022 22:59:00 -0500 en text/html
Killexams : ‘The Magic of J&J’: Announcing HRE’s HR Executive of the Year

Johnson & Johnson Chief HR Officer Peter Fasolo is the first to admit he was a bit “unmoored” at the start of the COVID-19 pandemic.

With responsibility for the 140,000-plus employees of the global pharmaceutical giant—whose products touch more than 1 billion customers and patients every day—it’s no wonder Fasolo, HRE’s HR Executive of the Year, was overwhelmed by the people implications of the unprecedented health crisis. But, while he didn’t have a pandemic playbook to guide him, he did have a document that provided direction.

Johnson & Johnson’s Credo, written 80 years ago, is a 300-word values statement that Fasolo says is a living testament to the principles on which J&J was founded in 1886, and those that continue to guide leadership every day—which, Fasolo says, boils down to servant leadership.

That’s part of what attracted him back to the company after a brief break. After 12 years at Bristol-Myers Squibb, he joined Johnson & Johnson as vice president of HR in 2004 and left three years later for a new venture. But, in 2010, he found himself back at the New Brunswick, N.J.-based J&J campus.

“I don’t think the question was even finished on the other end of the phone when I said yes,” Fasolo says about returning to take on the CHRO role. “When I left, I realized pretty quickly that J&J is a pretty special place. I was drawn back by the people, the mission, the purpose.”

Meeting the moment

That was all top of mind for Fasolo when COVID started spreading across the globe in early 2020.

“When the pandemic hit, it was very natural for our leaders to immediately go into, ‘How do I take care of our employees?’ Because at the core of our Credo, we’re a caring company,” he says.

That principle focused leadership on employee safety as the immediate priority. And that meant that Fasolo had to facilitate remote work for nearly two-thirds of the global workforce, an effort that, he says, involved close partnership among HR, IT and global facilities.

Many employees had to continue to report in person, particularly given the new demands on the company—it stepped up to provide ventilators early in the pandemic, meet the need for sanitizer and was one of the only companies to pursue a not-for-profit vaccine—and the work was arduous. Through the “On-Site Superheroes” program, J&J invested more than $33 million for one-time rewards and an extra week of PTO for more than 30,000 employees and 4,000 contingent workers.

“Our culture and values were expressed during the pandemic; where some companies may have had to try to figure it out or find their purpose, I was at a huge advantage. Johnson & Johnson is built to last—because we’re built on principles,” he says.

That commitment to “caring” has continued to evince itself in the last two-and-a-half years—with J&J expanding paid parental leave from eight weeks to 12, upping military leave from two years to three and enhancing support for families of servicemembers. The company has also sharpened its focus on employee mental health, including through virtual access to EAPs and new caregiving leave.

“We have to meet the moment and provide the support employees need financially, personally, mentally—to ensure they’re safe,” Fasolo says. “Because when our employees returned [after COVID], and as they continue to return, they’re not returning the way they left.”

It’s part of a larger shift in accurate years toward tending to the holistic health of employees, Fasolo says. While the company maintains fitness centers at campuses around the world, its approach to health has become much more expansive than the traditional focus on physical health—encompassing everything from global shipment of breast milk for traveling employees to tuition reimbursement to competitive pay and robust retirement plans.

“One thing Peter has done really well that impressed me is that he has made employee wellness a real foundation of the HR model at J&J,” says Charles Tharp, professor of the practice at Questrom School of Business at Boston University and former CHRO of Bristol-Myers Squibb, where he worked with Fasolo. “Whether it’s helping people with exercise, balancing work and non-work, providing resources—he makes it such a priority.”

Looking toward a post-pandemic world, the company’s strategy for employee wellness includes a new understanding of work/life integration. Last year, it rolled out its global hybrid working model, J&J Flex, through which office-based employees have the option to work at least three days on-site and up to two days remote per week. This is the latest addition to a portfolio of flexible work arrangements, designed to offer individual solutions for employees: from more frequent remote work to part-time schedules, compressed weeks and more.

Flexibility has become a central focus in HR trends like the “Great Resignation” and “quiet quitting”—movements that, Fasolo says, can actually move HR functions in a positive direction.

“People have re-sorted; they’ve re-prioritized,” he says. “During one of the most traumatic events in our lifetime, if you have the luxury to—and not many people do—but if you have the luxury to step back and say, ‘What’s important to me now?’, that’s healthy. And it’s up to HR functions like ours to meet that moment.”

DE&I: From aspiration to operation

As employees are “re-sorting,” chief among their changing expectations is a heightened emphasis on diversity, equity and inclusion. DE&I has been a cornerstone of J&J since its founding more than 135 years ago, Fasolo says, with ongoing progress—eight of the first 14 employees were women; it hired its first female and Black vice president in 1976; and J&J expanded its benefits plans to include same-sex partners nearly two decades ago, for instance.

The longstanding commitment, Fasolo says, has embedded a deep understanding of the power of diversity across the ranks at J&J, particularly among the diverse board of directors and leadership team.

“You need a workforce that reflects the customers and the patients you have the privilege to serve. That’s the starting point,” he says. “You need [DE&I] to innovate … and to compete on the world stage that you’re in, so that’s the imperative.”

Setting the tone at the top is the first building block of J&J’s DE&I strategy, Fasolo says, and, from there, the focus has been on developing very public aspirations. In 2020, the company rolled out a series of five-year DE&I goals in its Health for Humanity strategy—including reaching gender parity in management globally (currently at 48%), 35% racial/ethnic diversity in U.S. management (currently at 34%); and 50% growth in representation of Black and African-Americans in U.S. management (that figure currently stands at 6%, a 25% increase in the last two years).

Operationalizing those aspirations has involved everything from candidate slate reviews to leadership scorecards. Since last year, more than 25,000 people leaders and 20,000 individual contributors have voluntarily set DE&I goals.

“Our board of directors and Executive Committee look at [leaders’] progress on a quarterly basis, and then we loop it into our reward system,” Fasolo says. “So, in part, our reward system is predicated on making progress in our diversity, equity and inclusion aspirations.”

Technology has also played a significant role. J&J has “invested heavily,” Fasolo says, in data analytics—generating information on everything from the diversity of current teams to quality of hire to flight risks, which has tremendous predictive power.

“Johnson & Johnson is built to last—because we’re built on principles,” – Peter Fasolo

“We now have mobile applications of data analytics in the hands of our business unit HR people so they can constantly see what’s happening,” he says. “That’s real-time data science that has been hugely powerful.”

Tharp recalls that Fasolo and an HR analytics leader at J&J delivered a guest lecture for Tharp’s MBA HR strategy course earlier this year—and that students were “wowed” with their work.

“What [J&J has] done in predictive analytics has been amazing,” he says. “The future of HR is really data-based decision-making.”

A new J&J

The future of HR at Johnson & Johnson today looks a bit different than it did just a few years ago.

Again guided by the Credo, Fasolo led an HR restructuring over the last seven years. At the time it initiated, the company had hundreds of different HR management practices around the globe: for recruitment, comp administration, performance management.

Instead of HR getting credit just for having robust processes, Fasolo says, he wanted to instead shift the focus to outcomes.

“What’s the diversity of your team? What’s the inclusiveness of the unit that you support? What’s the mood of the organization? How are you the stewards of the Credo? We measure those things,” he says. “In large part, I wanted the HR organization to be accountable for those outcomes, not focus on processes.”

So, approaches were harmonized where possible, and the organization then created a global services footprint to help HR meet employee needs in a way that was “easier, more efficient, more effective and faster.”

Today, nearly half of HR leaders and managers at J&J work in a global services environment—with focuses like employee relations or comp administration—allowing HR professionals in areas like corporate services or total rewards to tend to overarching strategic direction.

The change-management muscles Fasolo was able to flex during this transition came in handy in accurate years, as the organization saw several additions to the Executive Committee and Fasolo led the search for a new CEO, the second in his career at J&J. Former CEO Bill Weldon departed in 2012 and his successor, Alex Gorsky, stepped down earlier this year, with former Vice Chairman Joaquin Duato succeeding him.

In both transitions, Fasolo says, before building out the CEO profile, he started the process by “grounding [himself] in the company strategy,” to identify the CEO capabilities that would be needed to take the organization into any new directions. Chief on the horizon for J&J is the 2023 planned separation of the consumer health business to a separate, publicly traded company, which will focus on J&J’s beauty, self-care and other over-the-counter products, with the reimagined J&J continuing to invest in pharmaceutical and medtech.

“I need people around me who, in many cases, are better than I am and who are willing to provide me their point of view and who can be truth tellers.” – Peter Fasolo

“I would say it is one of the biggest strategic decisions that we have made as a management team, as a board of directors, to create two new companies,” he says, noting the shift has “huge people and change management implications” for both new organizations.

“[Consumer health business employees] have all of the questions you would expect them to have; their identity has been with Johnson & Johnson but there is tremendous opportunity to define the future of consumer healthcare,” he says.

To confront the challenges of such a move, Fasolo created the HR Project Management Office, which will manage the people-related issues—think, digital processes or tax and legal requirements—of the planned separation, along with setting talent and other HR strategies.

“We’re working on both of those sides of the equation, and it’s a lot of work,” Fasolo says, “but it’s a lot of excitement in the organization as we prepare to launch these two new businesses in 2023.”

A marriage of personal, professional values

That Fasolo has helped keep the J&J ship steady as it has navigated such shifts is a testament to his HR fortitude, says Fred Foulkes, professor of Management & Organizations at the Questrom School of Business and a judge of the HR Executive of the Year competition.

“There has been a lot of change while he’s been there and he’s really provided that stability and an ability to work with the top team through it all,” Foulkes says.

Fasolo’s stable voice on HR issues—and willingness to share the knowledge—is often counted on throughout the industry, adds Tharp.

“All of our colleagues [at Bristol-Myers Squibb] whom we used to work with, when we talk about who we network with, who we keep up with, who we call for advice—everyone calls Peter,” says Tharp, who recalls that same spirit when they were at BMS. “He was a person who, no matter what I would ask him to do, he was always raising his hand, ready to go.”

Since then, Fasolo has delivered guest lectures on HR strategy everywhere from Boston University to Cornell to Rutgers and volunteered his time and expertise for organizations like the HR Policy Association and Center on Executive Compensation.

“It’s not only what he has contributed but his willingness to contribute that has impressed me,” Tharp says. “He is truly someone who is caring and giving—and that is just such a wonderful personal characteristic.”

Being an active and connected leader within the HR industry—including as a fellow of the National Academy of Human Resources—feeds into Fasolo’s passion as a “student of the profession,” Tharp adds, noting he’s known him to be a “voracious” reader of HR- and management-focused literature.

“He’s an ongoing student—and, to be successful, that’s a must,” he says.

Fasolo agrees that he’s learning “every day.” He says he approaches each morning as CHRO “never thinking I have the answer.” He may have the experience and an informed point of view—but that doesn’t always mean he’s right, he acknowledges.

“I need people around me who, in many cases, are better than I am and who are willing to provide me their point of view and who can be truth tellers,” he says.

Creating an environment where colleagues and employees can feel like they can be authentic and can trust Fasolo sets the tone, he notes, for collaborative learning. For instance, he says, he tries to consistently make room in his calendar for face-to-face time with employees across the organization: out in the field with sales reps, on the manufacturing floor, in the clinical labs, in the office with HR team members around the globe.

“When they know I care about them as individuals, then it gives me permission to say, ‘Let’s get better. Let’s raise the bar. How can we improve?’ ”

And the trust goes both ways. Fasolo says he’s confident in employees to make the “million decisions” that have to be made every day at J&J because he knows everyone on the team is grounded in the company values.

“I don’t need to be involved in those million decisions,” he says. “I just need to know that the environment and tone I’m trying to create is one of authenticity, safety, truth-telling, realism. If you can keep doing that, there’s no problem you can’t solve.”

In addition to relying on his team to help solve problems over the years, Fasolo also depends on support from his wife of 32 years and two grown sons, whom he says have been along the J&J “journey” right beside him.

He also keeps in mind some sage advice he received when he took on the CHRO role: “Always remember our Credo, and never forget that you have a responsibility for all of our employees and their families. If you can keep coming back to those two principles, you’ll be just fine.”

The marriage of the values expressed in Johnson & Johnson’s Credo and Fasolo’s own passion for taking care of the people at his organization are what will continue to inspire him as he leads HR at J&J into the future, he says.

“The great history of this company and my own personal values fit like a glove,” he says. “And I know that’s the way most people in this company feel: They’ve joined us because their personal mission fits the mission of the corporation. There’s very little daylight between their values and the values of the corporation. To me, that’s the magic of J&J.”

About the Competition

Every year, Human Resource Executive® selects one HR leader for our prestigious HR Executive of the Year honor, which has now been bestowed upon 34 individuals since 1989. Along with this top recognition, we have recognized more than 100 leaders on our HR Honor Roll.

A panel of eight judges reviewed this year’s submissions and based their selections on candidates’: ability to handle significant problems in HR, success at launching innovative programs that achieve measurable results,  role and/or success in establishing the HR function as an integral part of their organization, management skills as demonstrated within the HR function, and contributions to the HR profession.

Judges for 2022 were Timothy D. Burke, senior vice president and publisher of HR products at LRP Media Group; Dr. Fred Foulkes, professor in the Questrom School of Business at Boston University; David Shadovitz, editor emeritus of HRE; and five former HR Executive of the Year winners: Diane Gherson, former CHRO at IBM; Kathleen Hogan, executive vice president for human resources and chief people officer at Microsoft; Tracy Keogh, chief people officer at Great Hill Partners; David Rodriguez, global HR officer at Marriott; and Ellyn J. Shook, chief leadership and HR officer, Accenture.

Mon, 17 Oct 2022 01:00:00 -0500 en-US text/html
Killexams : Design Thinking Market Recovery and Impact Analysis Report IBM Corporation, UpBOARD, Adobe Systems

New Jersey, United States, Sept. 18, 2022 /DigitalJournal/ The Design Thinking Market research report provides all the information related to the industry. It gives the markets outlook by giving authentic data to its client which helps to make essential decisions. It gives an overview of the market which includes its definition, applications and developments, and technology. This Design Thinking market research report tracks all the accurate developments and innovations in the market. It gives the data regarding the obstacles while establishing the business and guides to overcome the upcoming challenges and obstacles.

Design thinking is a complex process that helps marketers understand what their customers need and how to create innovative solutions to their problems. It is a multi-step process that requires a diverse set of talents and perspectives to come up with innovative concepts. A large number of design toolkits have been created by various vendors in the market and consist of various approaches to increase innovation efficiency and speed up this process. The design thinking process includes defining a problem, exploring the idea, visualizing solutions, integrating and feedback, and then launching the solution.

Get the PDF sample Copy (Including FULL TOC, Graphs, and Tables) of this report @:

Competitive landscape:

This Design Thinking research report throws light on the major market players thriving in the market; it tracks their business strategies, financial status, and upcoming products.

Some of the Top companies Influencing this Market include:IBM Corporation, UpBOARD, Adobe Systems, Enigma, IDEO, Planbox, Intuit

Market Scenario:

Firstly, this Design Thinking research report introduces the market by providing an overview that includes definitions, applications, product launches, developments, challenges, and regions. The market is forecasted to reveal strong development by driven consumption in various markets. An analysis of the current market designs and other basic characteristics is provided in the Design Thinking report.

Regional Coverage:

The region-wise coverage of the market is mentioned in the report, mainly focusing on the regions:

  • North America
  • South America
  • Asia and Pacific region
  • Middle East and Africa
  • Europe

Segmentation Analysis of the market

The market is segmented based on the type, product, end users, raw materials, etc. the segmentation helps to deliver a precise explanation of the market

Market Segmentation: By Type

Software, Services

Market Segmentation: By Application

BFSI, Automotive, Electrical and Electronics, Pharmaceutical, Retail and E-commerce

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An assessment of the market attractiveness about the competition that new players and products are likely to present to older ones has been provided in the publication. The research report also mentions the innovations, new developments, marketing strategies, branding techniques, and products of the key participants in the global Design Thinking market. To present a clear vision of the market the competitive landscape has been thoroughly analyzed utilizing the value chain analysis. The opportunities and threats present in the future for the key market players have also been emphasized in the publication.

This report aims to provide:

  • A qualitative and quantitative analysis of the current trends, dynamics, and estimations from 2022 to 2029.
  • The analysis tools such as SWOT analysis and Porter’s five force analysis are utilized, which explain the potency of the buyers and suppliers to make profit-oriented decisions and strengthen their business.
  • The in-depth market segmentation analysis helps identify the prevailing market opportunities.
  • In the end, this Design Thinking report helps to save you time and money by delivering unbiased information under one roof.

Table of Contents

Global Design Thinking Market Research Report 2022 – 2029

Chapter 1 Design Thinking Market Overview

Chapter 2 Global Economic Impact on Industry

Chapter 3 Global Market Competition by Manufacturers

Chapter 4 Global Production, Revenue (Value) by Region

Chapter 5 Global Supply (Production), Consumption, Export, Import by Regions

Chapter 6 Global Production, Revenue (Value), Price Trend by Type

Chapter 7 Global Market Analysis by Application

Chapter 8 Manufacturing Cost Analysis

Chapter 9 Industrial Chain, Sourcing Strategy and Downstream Buyers

Chapter 10 Marketing Strategy Analysis, Distributors/Traders

Chapter 11 Market Effect Factors Analysis

Chapter 12 Global Design Thinking Market Forecast

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Roger Smith


sales[email protected]

+1 775 237 4157

Sun, 18 Sep 2022 03:42:00 -0500 A2Z Market Research en-US text/html
Killexams : Out front in cybersecurity: SC State partners with IBM to launch leadership center

South Carolina State University is launching a Cybersecurity Leadership Center in a collaboration with IBM, giving SC State students and faculty access to evolving technology and personnel in the growing field of protecting information.

"South Carolina State University has a number of cybersecurity programs aimed at preparing next generation cybersecurity leaders through education, research, outreach, and collaborations,” said Dr. Nikunja Swain, chair and professor of SC State’s Computer Science and Mathematics Department. “We have ongoing collaborations with academia and industry, and this Cybersecurity Leadership Center builds upon our existing relationship with IBM through the IBM SkillsBuildprogram.”

South Carolina State University will offer a bachelor’s degree in the rapidly growing field of cybersecurity beginning with the fall semester …

SC State is host to one of 20 Cybersecurity Leadership Centers that IBM is developing with historically Black colleges and universities (HBCUs) to fill the need for trained personnel. In 2021, IBM Chairman and CEO Arvind Krishna pledged for IBM to partner with HBCUs to establish Cybersecurity Leadership Centers, with the goal of building a more diverse U.S. cyber workforce.

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The opportunity arrived as SC State began offering a full bachelor’s degree in cybersecurity this fall semester in addition to the minor already in place. Since 2019, SC State has been a National Center of Academic Excellence in Cyber Defense Education by the National Security Agency and the U.S. Department of Homeland Security.

SC State was one of six HBCUs that IBM initially announced as partners in the SkillsBuild effort last spring. On Wednesday, another 14 partnerships were announced, bringing the total to 20 in 11 states. Voorhees University became South Carolina’s second HBCU in the program after SC State.

DENMARK – Voorhees College is part of the 2022 South Carolina Relentless Challenge grant program, Expanding SC Underrepresented Minorities Foo…

Swain said IBM provides no-cost access to SC State students and faculty to customized cybersecurity curricula, innovative learning access to real world simulated cyber-attacks, access to multiple Software as a Service (SaaS) models in the IBM Cloud, and opportunities for faculty to consult with IBM cybersecurity personnel.

“This will help us to provide our students with practical skills and experience needed to be successful in ever changing landscape of cybersecurity,” Swain said.

Jordan Brown graduated from SC State in May with a degree in computer science, but he stayed on this fall to be one of the first Bulldogs to complete a bachelor’s degree in cybersecurity.

“The software and courses that IBM have brought to SC State has helped both my academic and professional career tremendously,” Brown said. “I had the honor of earning an IBM Data Science Practitioner's and Design Thinking Badge through the partnership here on campus.

“IBM offers modules that break down subjects that are usually too hard to understand studying independently into interactive projects and real-world situations that relate the information to what we may experience after college. Since I earned the badges, hiring interests have increased tremendously due to the use of data scientists across almost every career field.

“I believe maintaining a partnership with IBM and SCSU will continue to allow IT and STEM students to acquire extra skills needed to get an edge in such a competitive field of work,” Brown said.

IBM staff visited the SC State campus in July for a series of workshops intended to make sure the center brings the best benefit to faculty and students at SC State. IBM’s relationship with SC State has included deployment of assets in the student labs over $1 million in estimated value. Faculty also have been being trained to teach students to use the assets maintained by IBM subject matter experts.

With 500,000 unfilled cybersecurity jobs in the U.S., the need for expertise is critical. According to a recent IBM Security study, insufficiently staffed organizations average $550,000 more in breach costs than those that state they are sufficiently staffed.

“Collaborations between academia and the private sector can help students prepare for success. That’s especially true for HBCUs because their mission is so vital,” said Justina Nixon-Saintil, vice president, IBM Corporate Social Responsibility and ESG. “The Cybersecurity Leadership Centers we’re co-creating with Historically Black College and Universities epitomize our commitment to the Black community and STEM education; it also builds on our pledge to train 150,000 people in cybersecurity over three years.”

Flying a drone was nothing new to JROTC Cadet Joseph Soto, but practicing his skills on the South Carolina State University campus got him thi…

IBM Cybersecurity Leadership Centers

  • Alabama – Alabama A&M University, Talladega College, Tuskegee University
  • Florida – Edward Waters University, Florida A&M University
  • Georgia – Albany State University, Clark Atlanta University
  • Louisiana – Grambling State University, Southern University System, Xavier University of LA
  • Maryland – Bowie State University, Morgan State University
  • Mississippi – Alcorn State University
  • North Carolina – North Carolina A&T State University, North Carolina Central University
  • South Carolina – South Carolina State University, Voorhees University
  • Texas – Texas Southern University
  • Virginia – Norfolk State University
  • West Virginia – West Virginia State University.
Sun, 02 Oct 2022 12:26:00 -0500 en text/html
Killexams : IBM Acquires Dallas-based Tech Company Dialexa

Dallas-based Dialexa has agreed to be acquired by global company IBM. The Dallas company, led by co-founder Scott Harper, helps companies align operations with tech and the digital transformation. The acquisition is made by IBM Consulting, the arm of the Fortune 500 company that provides professional services and consulting in supply chain, finance, procurement, customer experience, and talent.

Dialexa will help IBM heighten its product engineering expertise by providing end-to-end digital transformation services for clients. Dialexa is IBM’s sixth acquisition this year and the 25th since Arvind Krishna became CEO in April 2020.

“Digital product engineering represents the tip of the spear for competitive advantage,” Scott Harper, CEO and co-founder of Dialexa, said. “IBM and Dialexa’s shared vision for delivering industry-defining digital products could be a game changer. We are thrilled to become part of one of the world’s most iconic companies to continue to scale and grow our global client relationships in this rapidly growing market.”

Dialexa’s North Texas clients include Topgolf, MoneyGram, Sabre Corp., Deere & Company, Pizza Hut US, and Toyota Motor North America.

“The Dialexa team has been an outstanding partner for us in deepening our product thinking and assisting in our design practice on some of our key digital initiatives,” Chuck Rhoades, chief technology officer for Pizza Hut US, said. “It is rare to find a partner with such a strong combination of great thought partnership and deep execution capabilities. We’re excited about the possibilities of bringing these two companies together.”

Autonomous Delivery Vehicle Company Clevon Establishes US HQ in AllianceTexas

European autonomous delivery vehicle company Clevon has planted its North American headquarters in the AllianceTexas Mobility Innovation Zone in Fort Worth. The company will soon begin to roll out its on-demand, same-day or next-day delivery of goods and services across North Texas.

Within the next six years, the global autonomous last-mile delivery market is expected to grow almost five times to $57 billion—limiting company costs through unmanned vehicles. Clevon’s autonomous vehicles drive on public roads and enable more energy-efficient and scalable transportation of goods. 

“By expanding into North America, Clevon is furthering its mission to develop vehicles that save energy, are environmentally friendly, and contribute toward a climate-neutral economy,” Sander Sebastian Agur, CEO of Clevon, said. “We do this by supporting smart and sustainable communities through positively impacting our clients’ carbon emission reduction targets. We are thrilled to call Dallas-Fort Worth our new home in the U.S… We look forward to helping the local economy grow and thrive through job creation, technology innovation and leadership.”  

In 2022, Clevon was listed on the NASDAQ’s North Baltic Exchange after becoming the first company to roll out robot couriers in Europe, creating the first autonomous delivery services on public roads.

“From everyone at Hillwood, we are honored to have Clevon select the AllianceTexas Mobility Innovation Zone as the destination for their expansion into North America,” Ross Perot Jr., chairman of Hillwood and the Perot Group, said. “By connecting to the established infrastructure and ecosystem at the MIZ, Clevon’s forward-thinking technology will enable them to provide alternative last-mile solutions in the supply chain here in North Texas.”

A week after Comerica Bank announced plans to expand with a new business and innovation hub in Frisco, the global bank is now expanding to South Dallas with a newly created banking team. Trent Sampson, Jerry Collazo, and Adriana Najera, alongside group manager Derric Hicks, will lead the new office.

“As the leading bank for business, it is imperative that we raise expectations in all the communities where we live and serve,” Comerica Bank Dallas Market President Amanda Mahaney, said. “For many years, we have provided retail banking services and made community investments in the South Dallas community. Now, Derric and his team will focus on finding access to capital solutions for underserved entrepreneurs and small businesses.”

Hicks says the team’s diversity represents the community it serves.

“This firm foundation will help our team build trust and cultivate key relationships as we continuously work to bridge the financial gap between conventional lending and meeting the needs of businesses in our footprint,” Hicks said.


Ben Swanger

Ben Swanger is the assistant editor for D CEO, the business title for D Magazine. Ben manages the Dallas 500

Fri, 23 Sep 2022 06:00:00 -0500 en-US text/html
Killexams : What the explosion of non-routine work means for HR

For years, economists and researchers have been predicting how automation would eliminate significant numbers of jobs. Certainly, routine work—jobs largely based on the performance of regular tasks at certain times or for specific situations—has been reduced. However, non-routine work—jobs comprised of tasks performed at irregular intervals and often executed in different ways dependent on the situation—has exploded. This trend is creating better jobs, higher-paying jobs and jobs that require new skills.

For example, consider the automation of self-service retail, mobile phone orders and in-store kiosks. These automation tools did eliminate traditional call center and order-taking jobs. But the high volume of new transactions has created new jobs in service delivery, customer service and support, analytics, supply chain and logistics.  Most of these jobs fall into the category of non-routine work.

Facebook (Meta), Amazon and Google now employ thousands of people to curate content, moderate social media and determine how their systems will behave. The need to “train” and “moderate” and “improve” intelligent machines is higher than ever, and these jobs are vital and pay well.

The National Bureau of Economic Research has extensively studied the shift from routine to non-routine work and confirms its significance. Not only have “occupations” shifted, but the growth rate in non-routine jobs is almost 25 times higher than the growth rate in routine jobs (based on data from 1976 through 2014).

What are these non-routine jobs?

Non-routine jobs are typically defined as “service” jobs; they fall into two overlapping categories. The Bureau of Labor Statistics publishes a long list of service-providing industry segments encompassing a wide range of jobs in healthcare, finance, education, trade, leisure, hospitality and professional services. These jobs make up more than 70% of U.S. employment; their average wages have been growing at more than 5% per year. A second, even more important category encompasses jobs that require skills in design thinking, communication, empathy, teamwork and time management. Most jobs in the U.S. fall into this category in one way or another.

Sales is a good example of the shift from routine to non-routine work. While companies like Salesforce, Hubspot, Seismic and Gong are automating sales and marketing processes, the demand for salespeople has gone through the roof. Today, according to Lightcast’s latest data, there are more than 580,000 open sales jobs.

This demand is not due to economic growth; job openings are a direct result of sales automation. Thanks to CRM tools, a salesperson today spends time pouring through Salesforce, looking for qualified leads, then crafting interesting emails or phone conversations to get the attention of prospects. Has sales been automated? Not really. It has been augmented and improved by automation, but it’s still a person-to-person job.

Look at roles like nursing (with the largest number of job openings in the U.S.), management (600,000 open jobs), customer service (245,000 open jobs), and even food service and hospitality (more than 275,000 open jobs). None of these jobs has been automated away; rather, they’ve grown in demand as more and more routine tasks become automated.

Technical skills vs. power skills

Despite the ongoing demand for scientists, engineers and technical professionals, the research also shows that technical careers, while critical and vital to our economy, are also turning into services jobs.

Recent research from IBM found that CEOs don’t only want employees with technical skills, they are also desperately looking for people who are creative, can solve complex problems, manage large teams of people and deal with strategy, time management and organizational growth. Technical salaries do go up with specialization, but almost every study of pay shows that managerial roles pay 50% to 100% more, even in highly technical domains. Yes, it’s hard to hire the world’s best scientists and engineers, but try being the manager of these brilliant people. That is a really tough job.

And this leads me to an important point: We are becoming an economy based on power skills. While technical skills are certainly valuable, skills in design thinking, agility and flexibility, communications, empathy and management are even more so. The top skill requirement on LinkedIn isn’t computer programming or data analytics, it’s communications. And this makes sense. If you can’t listen and communicate your thoughts well, there aren’t many jobs you can really do.

What this means for HR and business

First, we have to expand focus beyond technical skills in training, development and recruitment. You should define these skills, continually develop them and reward them.

Long-term business success and economic growth is now dependent on the ability to understand this shift. An interesting study conducted by the IZA Institute of Labor Economics found that the slowest-growing economies had a much larger percentage of jobs with “routine-intensive roles.” In other words, if you don’t design and engineer jobs to make the shift to non-routine work, your company will suffer, as will the overall economy.

Low unemployment may be here to stay. While historically, companies have laid off workers when the economy slows, that formula seems to be changing. Why? We are constantly reinventing work and creating new jobs as other become obsolete. The fertility and marriage rates are low, and this demographic drought is creating a limited supply of potential employees. So, jobs will continue to be hard to fill.

Our new Global Workforce Intelligence study details how this shift is impacting healthcare workforces right now. The healthcare providers thriving in this difficult time are those re-engineering work, automating the routine tasks in their facilities and taking innovative approaches to train and develop people.

As I see it, the future is not a world in which technology replaces people, but rather one in which jobs continuously get better. Leveraging this trend is key to growth and even survival in the future.

Fri, 14 Oct 2022 02:35:00 -0500 en-US text/html
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