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920-141 | Communication Server (CS) 1000 Release 4.0

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920-141 - Communication Server (CS) 1000 Release 4.0 - braindump

Vendor Nortel
Exam Number 920-141
Exam Name Communication Server (CS) 1000 Release 4.0
Questions 68 Q & A
Recent Update November 13, 2018
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920-141 exam Dumps Source : Communication Server (CS) 1000 Release 4.0

Test Code : 920-141
Test Name : Communication Server (CS) 1000 Release 4.0
Vendor Name : Nortel
Q&A : 68 Real Questions

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Nortel Nortel Communication Server (CS)

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

Nortel

NYSE : NTTSX : NT

Nortel

June 16, 2008 09:01 ET

Silver big name Communications, Emily telephone business Taking Telephony to the next level for Regional Subscribers

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

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

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

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

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

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

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

"Our goal is to be the favorite company of telecommunications products and features all through the area," said Ron E. McCue, vice president, Silver star Communications. "We obligatory to conform our existing network to VoIP to meet client demand for converged and multimedia features so we decided to use Nortel's CS 1500. Nortel's know-how allowed us to readily and economically extend our provider choices while maintaining our operational costs down."

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

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that make the promise of business Made essential a fact for our clients. Our next-generation applied sciences, for each service provider and business networks, support multimedia and company-vital functions. Nortel's technologies are designed to aid get rid of modern-day obstacles to effectivity, speed and performance by way of simplifying networks and connecting people to the information they want, after they want it. Nortel does business in more than a hundred and fifty international locations all over the world. For extra assistance, discuss with Nortel on the net at www.nortel.com. For the newest Nortel news, seek advice from www.nortel.com/news.

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

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

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


Hong Kong Broadband network Expands Voice, Video, Multimedia IP features with Nortel options; allows advanced Multimedia capabilities for Subscribers all over | killexams.com Real Questions and Pass4sure dumps

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

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

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

"in only five years we have effectively dependent HKBN as a major force in Hong Kong's highly competitive telephony and broadband market," said Ricky Wong, chairman, Hong Kong Broadband community restrained. "We offer cost and bandwidth alternate options that can't be matched through older, natural mobile networks, and this essential community growth by Nortel is anticipated to play a key position in our capability to attract new subscribers in local and international markets and extra fortify our market management."

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

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

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

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

About city Telecom / Hong Kong Broadband network

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

About Nortel

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

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

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

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

For more information with admire to definite of these and other factors, see probably the most contemporary Annual document on kind 10-okay and Quarterly file on kind 10-Q filed by Nortel with the SEC. except in any other case required by means of relevant securities legal guidelines, Nortel disclaims any intention or obligation to replace or revise any forward-looking statements, whether as a result of new guidance, future pursuits or in any other case.

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


Microsoft and Nortel Make Unified Communications available to organizations in every single place | killexams.com Real Questions and Pass4sure dumps

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

by combining the provider-grade CS 2000 with HMC four.5, service providers can offer SMBs new, potent unified communications that mix true-time communications, comparable to voice, with Microsoft’s collaboration services, equivalent to click on-to-name, click-to-convention, overlooked call electronic mail messages, mobility and telephony presence. These aspects all work seamlessly with the Microsoft office portfolio and the Microsoft office Communicator customer to bring a different experience to the conclusion user. This new answer additionally allows SMBs to advantage from unified communications while not having to buy, install, manage and keep additional network infrastructure and complex in-apartment methods, enabling them to retailer operational expenses and boost productiveness.

“Unified communications is a strategic purchase that, up unless nowadays, has been leveraged basically by the gigantic commercial enterprise,” spoke of Ruchi Prasad, vice president and regularly occurring manager of the ingenious Communications Alliance at Nortel. “This enhanced joint Microsoft and Nortel answer makes unified communications purchasable to corporations of all sizes. For provider suppliers, this answer presents new earnings opportunities and the potential to extend their addressable market and convey greater-price application and repair bundles to their purchasers.”

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

At NXTcomm08, Microsoft and Nortel will show off the hosted unified communications solution and display its value in enhancing business agility. NXTcomm08 attendees can reap additional info by using touring the Microsoft booths SL5916 and SL5923 and the Nortel sales space SL3516. more information will also be found at http://www.microsoft.com/serviceproviders/nxtcomm08.

About Nortel

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

About Microsoft

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

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




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

Test Code : 920-141
Test Name : Communication Server (CS) 1000 Release 4.0
Vendor Name : Nortel
Q&A : 68 Real Questions

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Communication Server (CS) 1000 Release 4.0

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

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

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

Video of the class, notes are below:

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

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

Once we were scaling, we were hiring 100+ people a month and it was easier to do this. It’s a good thing to remember that hiring will get easier as you scale — but you should also never drop your standards.

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

Our main pitch to candidates was, if you wanted a 24/7 experience at work — you should join Google. If you had a hobby, family, or wanted to do things besides work — you should join VMware. We didn’t have nearly as long hours as Google given our customers worked normal business hours.

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

Diane Greene: Once you have a critical mass of good people — if you bring someone who isn’t a fit, they self select to leave. We had to watch really carefully to see if people were a fit or not and then help them leave if they weren’t the right person.

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

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

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

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

Jerry Chen: I remember a time when VMware could fit in one lunch room and it was easy to tell everyone what happened each week. This communication is great, but gets more difficult as you scale — how do you maintain communication at 1,000+ people?

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

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

I had each of my staff members send it to me by Sunday at 9pm and I would put all of the pieces together, write my note on top, and highlight what was important. I would send this out to all of the other team members outside of my group.

These reports could be shared by other people and eventually all of the teams within VMware started doing a similar report once a week. This helped people know what was going on across the organization every week.

Question from the audience: Do you do the same thing in the startup you are working on now, or do you do communication differently?

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

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

As we have gotten bigger and brought on new people — now I can just send them to read all of the reports and they can see exactly what is going on. New business tools such as Slack are making things like this easier.

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

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

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

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

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

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

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

Diane Greene: We were building both products from day one. Our desktop business did very well, we got up to $100M in revenue. In fact initially we thought we would have to give our tool away for free because Linux users were used to everything being free and open source.

Michael Dell was quoted in CNN at the time saying he was investing in a lot of Linux based companies because he wanted to level the playing field with Microsoft — but he would lose money on all of these investments.

Can you believe how much money he is spending on VMware now? For VMware we were cash flow positive from day one and we ran to company to be break even.

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

Jerry Chen: VMware was the fastest growing enterprise software company in history (at that time) and heavily used key channel partners for sales (IBM, HP, Dell, server companies) — how did you stay neutral with all of these partners?

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

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

For VMware, we said we need to be able to run on all platforms — we didn’t know what hardware people would use in the future so we had to make sure we could work across everything. Our top priority was our customers, then our partners, then ourselves. We used this algorithm for all of the decisions we make.

We told all of our partners:

  • We would treat them all the same.
  • We promised not to tell other accounts people signed up (aka if a VMware sales person worked with an HP and a Dell customer — they wouldn’t share info about the sale across companies).
  • If a partner developed something proprietary on top of VMware — we would keep it proprietary.
  • If VMware developed something new, they would share it with all partners.
  • Over time they wrote down all of these rules of engagement and made these rules very clear. If anyone in VMware violated these rules, they were fired (this happened). Our partners argued with us but in the end they liked this arrangement because they could trust us.

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

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

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

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

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

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

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

    I personally had to go out and study sales and talk to every VP of sales I could find. The culmination of all of our learnings turned into a sales model which we now teach at Stanford.

    VMware had a technical product which was hard to deploy. For our product we had:

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

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

    The smart salespeople, instead of directly selling, went out to educate all of our channel partners. The sales people loved this because the best salespeople leveraged themselves in the best way and made millions of dollars for themselves. VMware in return love this because they made more money through their leveraged partnerships.

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

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

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

    Now with all of the unicorns out there, you can actually make more money at a late stage startup. This never used to be the case. It’s much more competitive now.

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

    Diane Greene: One thing which was helpful was, we had exceptional people who were all very self driven. We looked for people who set the bar high for themselves and we expected this from the top engineers all the way down to the individual receptionists.

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

    A third thing we did is we had “poster sessions” which were conferences within VMware where any employee could write a proposal for how to improve VMware and present their proposal to the whole company. The top people would win a prize and be able to go and implement their proposal. We wanted to make it clear that if you were showing initiative — you weren’t going to get in trouble — in fact we liked and rewarded it.

    Question from the audience: How did you do the hiring for your current startup? Was it all through your personal network?

    Diane Greene: In the beginning, it was all from my personal network — keep in mind my startup is only 36 people now. We brought on 5 former VMware engineers and one former senior VP from VMware.

    One thing I learned in VMware was for areas I didn’t have expertise in — for example in Sales — I didn’t know what a good VP of Sales would look like so we would constantly rotate and upgrade our VP of Sales until we found the right one.

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

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

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

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

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

    Diane Greene: It wasn’t at all premeditated. We did believe that VMware should run on every piece of hardware, and we did think of ourselves as a platform which is why we took this neutrality stance.

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

    In fact we didn’t want to go to the decision maker right away (the CEO/exec type person) because we would have had to go through a purchasing agent. These purchasing people got compensated on how big of a discount they could get from vendors, so we tried to stay away from these people, especially in large enterprises.

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

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

    I would say we couldn’t do containers at the time we started VMware. No one believed in virtualization so we had to be as non-disruptive as possible. Now that enterprises appreciate the value of virtualization, it’s possible to do lighter weight containers.

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

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

    Generally I think staying under the radar is less stressful and a nicer way to operate. If our engineers said we needed to change something — we could take the time to do it.

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

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

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

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

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

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

    Question from the audience: What did you do differently with the new startup vs. VMware?Diane Greene: We are in such a different climate now. One radical thing we have done is — given it’s so hard to hire, and the traffic between SF and the South Bay is so intense — we made a decision to get two offices from day one.

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

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

    Diane Greene: VMware was actually my 3rd startup.

    My husband Mendel Rosenblum had invented the idea of virtualization and was working with some grad students. They put out a paper about their findings and all of these people from large companies were reading the paper and sent us notes about it.

    After this, we filed a patent on the idea and as the project got further along we thought we should take this market. We had a discussion with the grad students to see if they wanted to start the company with us and in the end they joined us.

    At the same time I was pregnant with our second child. My original plan was I was going to get the company going and bring in a CEO. Based on the lessons I had learned from previous startups, I had written down our mission, vision, and core values and everyone on the early team had to sign it to make sure we were all on the same page. I learned this lesson the hard way.Jerry Chen: Last piece of advice?

    Diane Greene: One thing I find problematic is I talk at a lot of schools and ask — how many people are going to start a company? And all of the students in the classroom raise their hand.

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

    My advice is, if you have an idea and want to build something — to find the best environment for you to do that. It might be by starting your own company, or building it within an existing company. The more important things are — what you are building and who you are building it with.


    Internet Wars -- Microsoft Vs. Netscape: Goliath Takes On David -- Navigator Still Ahead - But Losing Ground | killexams.com real questions and Pass4sure dumps

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