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000-635 Fundamentals of Rational Rose

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000-635 exam Dumps Source : Fundamentals of Rational Rose

Test Code : 000-635
Test Name : Fundamentals of Rational Rose
Vendor Name : IBM
: 45 Real Questions

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IBM Fundamentals of Rational Rose

IBM to pay $2.1 billion for Rational | killexams.com Real Questions and Pass4sure dumps

ARMONK, N.Y. (CBS.MW) -- IBM on Friday mentioned it plans to purchase software development company Rational utility for $2.1 billion in cash, a deal that set a 29 percent top rate for Rational inventory.

The acquisition, which would be IBM's largest for the reason that it bought Lotus development Corp. in 1995, is anticipated to slot in with IBM's "on-demand" strategy, announced in late October. The plan calls for an accelerated focal point on technology that may integrate company utility that became under no circumstances designed to work collectively, and utility that can immediately repair device problems.

"This deal extends IBM's capability to support consumers into the 'on demand' future with equipment built on trade requisites to strengthen, integrate and control their business tactics," IBM talked about in a organized observation.

The Rational acquisition is expected to in the reduction of IBM's 2003 profits via a few cents a share, administration noted. Analysts project IBM to earn $4.31 a share subsequent year, on average. The acquisition is expected to be neutral to earnings in 2004, and add to income thereafter.

IBM IBM, +0.84% shares fell 74 cents to shut at $eighty two.32, following a broker downgrade on the deal announcement. Rational RATL shares rose $2.12, or 26 %, to close at $10.29.

Mike Devlin, Rational's chief govt, is decided to become the well-known manager of the new IBM division, pending regulatory approval of the acquisition, which management expects within the first quarter of 2003.

Rational employs greater than 3,400 personnel. The enterprise noted it estimates round 600,000 utility developers use its software tools. IBM will merge the enterprise into its IBM software group, becoming a member of WebSphere, Lotus, Tivoli and DB2.

Rational's consumers are on the whole application programmers that use the software to design, increase and verify their programs. together with Borland software, Rational is certainly one of simplest a handful of independent development application makers that would not desire one business's infrastructure software over an extra.

Some say so one can change, as IBM might also are attempting to shift the balance of vigor far from Microsoft's development software, the usage of Rational's expertise.

even though IBM helps most of Microsoft's products, massive Blue's approach is to convince builders to put in writing courses that run on the next-technology of Java software, which is used via IBM, Oracle, solar Microsystems and others. IBM is the true seller of Java utility, which competes with Microsoft's .web software.

"When in the history of the know-how trade has a competitor ever supported one other business's items equal to their own platform?" pointed out Dale Fuller, chief government of Borland.

Fuller observed that this week, days forward of the acquisition, Rational canceled its business alliance with Borland. For the previous 18 months, Borland had been promoting Rational's design tool with its own Borland Jbuilder building utility, as a package.

The Borland CEO means that Rational terminated the agreement as a result of IBM sells its personal development software that competes with Borland, called Eclipse.

"Thy instructed use to stop and desist selling Rational with JBuilder -- they canceled their partnership, "Fuller said. "The proof doesn't communicate totally about what IBM says about being seller-neutral."

Rational's company had suffered lately. The company posted a net loss in its most fresh quarter, and the company's inventory fell sixty seven % from its year high in January. revenue in the business's six-month period ended September dropped 10 p.c to $307 million from the same duration a year earlier.

On Oct. 17, Rational noted it expected salary in a range of $625 million to $650 million for the current year, representing a decline of $52.three million over fiscal 2002 at the midpoint.


Six takeaways from McCormick's 2019 shareholders' assembly | killexams.com Real Questions and Pass4sure dumps

clean off a great first quarter, with a new Hunt Valley headquarters and more than $5 billion in income remaining 12 months for the first time, McCormick & Co. Inc. briefed a packed ballroom of shareholders Wednesday on its new items, its plans to court technology Z and its outlook for the upcoming 12 months.

listed here are six takeaways from McCormick’s 2019 shareholders’ assembly:

1. corporate boom

With $5.three billion in 2018 sales, McCormick expanded its dividend and delivered a 50 percent complete return for its shareholders, a long way outperforming the S&P 500, which saw a 6 p.c return, and rivals, whose return was negative, talked about Mike Smith, the enterprise’s chief fiscal officer.

The spice maker’s adjusted operating earnings multiplied 18 p.c, and a value-reductions initiative ended in $118 million in mark downs, Smith spoke of, allowing the enterprise to continue its spending in marketing and different areas. McCormick expects to grow revenue between 1 p.c and three % this yr.

Spice maker McCormick & Co. beats profit expectations in first quarter

McCormick & Co. Inc. beat income expectations for the primary quarter and observed it boosted sales with the support of recent items and improved distribution.

income rose 1 percent to $1.23 billion in the three months that ended Feb. 28, compared with the primary quarter of 2018, the Hunt Valley-primarily based spice...

“we're confident that initiatives they now have underway place 2019 to be yet another 12 months of strong fiscal efficiency,” Smith referred to. “we are confident that the momentum of their enterprise is sustainable and will proceed to build value.”

2. New products — but nothing marijuana-infused

The enterprise’s biggest news of 2018, and a part of what drove its list income, was its $four.2 billion acquisition of Reckitt Benckiser, the previous mother or father company of Frank’s RedHot and French’s mustard — and McCormick plans to proceed its rapid expansion of its offerings, said Lawrence E. Kurzius, McCormick’s chairman, president and CEO.

The spice maker has grew to become those condiments into dry seasonings, recipe mixes and frozen hen wings. taking note of the transforming into market trends towards fitness-conscious and environmentally-friendly materials, it is additionally transforming into its listing of organic spices and herbs. considered one of its latest offerings in Mexico, a guacamole mayonnaise, has been performing neatly and will make a debut in U.S. grocery stores soon, Kurzius stated.

McCormick will use IBM artificial intelligence to develop flavors, products

McCormick & Co. Inc. plans to make use of synthetic intelligence to create new flavors and items through a research collaboration with IBM, the Hunt Valley spice maker stated Monday.

The theory is to pair IBM’s knowledge in laptop learning with McCormick’s greater than 40 years of sensory science and style...

however no marijuana- or CBD-infused spices, sauces or other choices are in the works, he referred to.

“We’re now not stepping into hashish, however they savor making complementary products,” Kurzius stated, drawing laughter from the crowded ballroom.

three. extended marketing to era Z: ‘Their telephones consume first’

The a hundred thirty-12 months-historic spice company has concentrated on its internet and cellular advertising and marketing with an eye on technology Z, the biggest group of U.S. consumers, who had been born from the mid-Nineteen Nineties to mid-2000s and have in no way regularly occurring a world with out the internet.

“We want to say their telephones devour first,” Kurzius talked about, “so assisting them create a superb dish that appears shareable, besides tasting tremendous, is a transforming into focus for us.”

those efforts have been rewarded: McCormick’s site has received awards and e-commerce earnings grew forty one percent remaining 12 months.

McCormick spin-off Vivanda aims to bring 'FlavorPrint' technology to food stores, distributors

Would buyers be extra more likely to decide upon items off grocery store shelves if they knew they'd just like the meals earlier than tasting it? could making a choice on favorite flavors make planning foodstuff more efficient?

Such questions led the founders of Baltimore-based Vivanda to create what they bill because the first technology...

A partnership with the wildly regularly occurring BuzzFeed Tasty, an internet food-guidance video series, has produced 2 billion views per 30 days. Later this yr, McCormick will launch a brand new “FlavorMaker” app, so one can permit users to scan packaging labels, retain inventory of their kitchen cabinets with a digital spice rack and find recipe counsel.

four. effects of company tax reform

The 2017 Republican tax overhaul, which lowered the corporate tax fee from 35 percent to 21 %, allowed the business to provide three years’ value of wage raises to non-union, hourly employees within the U.S., together with $1,000 end-of-year bonuses, Kurzius referred to.

“We desired to be sure every person felt like they obtained a share of it,” he noted.

The tax breaks also extended McCormick’s spending within the U.S., and “leveled the enjoying container” with international rivals which are primarily based in international locations with even decrease taxes.

“Our greatest competitors aren't U.S. companies,” Kurzius referred to. “It truly just introduced us to even with some of these opponents.”

5. international volatility

on the grounds that McCormick sources its constituents from far and wide the area, a shareholder asked Kurzius to handle the consequences of tariffs, a possible change deal with China, Brexit and the strength of the greenback.

Kurzius observed a “rational” change contract between the U.S., Canada and Mexico will help McCormick, which developed its provide chain around the North American fair alternate agreement. relocating items throughout the Mexican and Canadian border are key to that give chain.

Tariffs have not yet had a good deal of an affect on McCormick, and whereas it does “big business in China,” Kurzius mentioned, “the main component i love to say they import from China is funds.”

The U.okay.’s plan to go away the eu Union “has the abilities to be disruptive,” he stated, exceptionally in the case of a “hard Brexit” — if no plan is put in place to govern trip and trade across the border. McCormick has stockpiled its key materials and spare ingredients for its manufacturing operations to prepare for such an adventure.

The strength of the dollar is a headwind, he observed, nevertheless it “really isn’t critical as stability. Volatility is the half that’s challenging to control.”

6. surroundings attractions on $10 billion in earnings?

whereas McCormick has doubled its corporate price every 7 years and is not off course to do it once more sooner, Kurzius talked about, reaching $10 billion in revenue “is a tall order.”

"I don't know when we'll get to that, but when it comes to market capitalization this 12 months, they crossed the $20 billion market cap level,” Kurzius stated. "i am assured we’re going to proceed to develop and be a success.”

CAPTION

The Sparrows point Amazon success center opened in September 2018 and employs over 2,000 full-time employees to pick, pack and ship items. (Kim Hairston, Baltimore sun video)

The Sparrows aspect Amazon success center opened in September 2018 and employs over 2,000 full-time employees to choose, pack and ship products. (Kim Hairston, Baltimore solar video)

CAPTION

Retired aggressive skiier Lindsey Vonn visits UnderArmour to the delight of enviornment excessive school college students. (Karl Merton Ferron, Baltimore sun video)

Retired competitive skiier Lindsey Vonn visits UnderArmour to the pleasure of enviornment excessive faculty college students. (Karl Merton Ferron, Baltimore solar video)

cmcampbell@baltsun.com

twitter.com/cmcampbell6


here’s Why IBM inventory might Rally into the end of 2018 | killexams.com Real Questions and Pass4sure dumps

I’ve been an extended-time bear on international business Machines (NSYE:IBM) inventory. not because i thought IBM stock was doomed to fail and head decrease. rather, as a result of IBM inventory couldn’t escape its slow-boom narrative, and the inability to do that normally resulted in a sideways inventory.

certainly, during the last yr while I’ve maintained a bearish stance on IBM, the stock has bounced, dropped, and normal made zero positive factors. A 12 months in the past, this become a $a hundred and fifty stock. nowadays, it’s nonetheless a $a hundred and fifty stock.

but, I’m inclined to ditch my bearish stance for the rest of 2018. Fundamentals imply that this inventory has an additional 5% upside to fair cost by way of the conclusion of the yr.

Plus, nice sentiment appears to constructing for IBM, and as they all know, positive sentiment can frequently pressure stocks above their reasonable values. As such, I realistically see IBM rallying 5% or more over the next a few months.

those aren’t massive positive factors. however, they're good enough to make IBM inventory a buy right here, seeing that draw back is restricted via what's already a depressed valuation. long-time period, I still suppose IBM isn’t all that interesting. but, near-term, the value prop is favorable for a multi-month change.

The problems with IBM

The difficulty with IBM is that here's a gradual-growth company with a gradual-growth valuation. In other words, valuation fits boom, and when valuation fits growth on the low-end, you always wind up with a stock that doesn’t go any place.

Bulls need to purchase it because it’s low-cost. Bears need to sell it since it’s low cost for a reason. This dynamic persists unless bulls throw within the towel, or bears are proven wrong by a strong quarter.

this is precisely what's going on at IBM. At its core, IBM is broken into two segments: Strategic Imperatives and every little thing else.

The Strategic Imperatives business, which is driven on the whole by means of cloud solutions, is doing quite smartly. however, it isn’t doing well ample for buyers to completely ignore the fact that the business’s legacy business is in important retreat. overall, revenues rose simply 2% ultimate quarter. it's anemic boom, and it explains IBM stock’s anemic valuation at 10X forward profits.

Bulls are asserting that effective cloud boom will vigour greater boom prices within the foreseeable future. those big boom quotes will vigour big income growth and distinct expansion, proposing a double tailwind for IBM inventory.

but, bears element out (and properly so) that tailwinds for the cloud enterprise are slowing (cloud market growth prices are anticipated to average over the next a few years and fall to sixteen% by means of 2021). as a consequence, bigger growth isn’t going to ensue each time quickly, and IBM stock deserves to change at 10X ahead income.

to this point, the bears have been appropriate. IBM stock hasn’t long past any place over the past yr or previous three years, and is down massive in a five yr window. These bears will be right in the end, too.

Cloud boom will moderate, and when it does, IBM received’t have a good deal to fall lower back on. That fact makes the existing 10X varied appear in your price range, and further makes goals of $200 prices in the subsequent yr appear incredibly not going.

Why the Bull Thesis appears more desirable Now

however I’m lengthy-term bearish on IBM, there are motives to accept as true with that bulls could have the last giggle in 2018.

From a fundamental standpoint, I view IBM as 1-2% profits grower over the subsequent a few years, powered by using cloud boom. Gross margins are still falling. however management’s focal point on can charge-chopping is allowing the company to stabilize pre-tax margins through big opex cuts.

These opex cuts can’t ultimate continually, however they do create a pathway for pre-tax margins to get to twenty% in 5 years (versus 17.5% remaining yr).

That combination of 1-2% salary increase and 20% pre-tax margins leads me to accept as true with that IBM can do about $17 in earnings-per-share in 5 years, after factoring in buybacks.

The market trades around 16X forward profits, but the market is additionally growing to be earnings at a 16% clip. IBM is growing to be revenue at a much slower fee, and because of this, IBM stock has traditionally traded around 10X forward earnings, with a five-12 months excessive forward distinct of about 12.5.

A 12.5 ahead varied on $17 implies a 4-yr ahead rate goal of simply over $210. Discounted again via 10%-per-12 months, that equates to a 12 months-conclusion expense target for IBM inventory of $a hundred and sixty. that is 5% larger than the existing cost. accordingly, fundamentals help a 5% rally into the conclusion of 2018.

but, there is also cause to accept as true with IBM will rally more than that. high quality sentiment is constructing on this name. now not handiest are analysts upgrading the stock, but buyers are buying in bulk, too.

For the primary time considering that early 2018, IBM inventory has broken above its 200-day moving average. The inventory has completed this twice over the past three years. each times, the rally in IBM stock prolonged method above its 200-day relocating ordinary.

In different phrases, it looks like fine sentiment will push IBM inventory above reasonable value by using 12 months-conclusion. That capability this stock could see expenditures north of $160 before the yr is out.

base line on IBM inventory

IBM has been and may continue to be suffering from slow-increase. however, that doesn’t mean this inventory received’t leap greater every as soon as and a long time due to desirable fundamentals converging on bullish technicals. it really is precisely what they now have at the moment, and i in consequence think IBM stock can rally into the end of 2018.

As of this writing, Luke Lango was long IBM. 


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Fundamentals of Rational Rose

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The IBM Rational Unified Process: Training and Mentoring Models | killexams.com real questions and Pass4sure dumps

This chapter is from the book 

I am going to take you through the most common type of training curriculum to caution you, and then through the one that typically works, providing a much better return on your company's investment in training. The open enrollment training curriculum is the most common type of training that companies embark upon. Where there is benefit to this type of training, it usually pales in comparison to the goal-oriented, project-specific type of training that your mentors can deliver, which I will provide guidance on later in this chapter.

Open Enrollment Training

This type of training&#8212"open enrollment"—is generally created so that it can fit any type of company and any type of development effort. Typically, it is created on a primary role basis, such as "Requirements Management with Use Cases," which is geared for the Analyst\Requirements Specifier roles. A typical open enrollment curriculum for the analyst may be RUP Fundamentals for two days, Requirements Management with Use Cases for three days, Fundamentals of RequisitePro for one day, and Fundamentals of Rational Rose for yet another day. That comes to seven complete, eight-hour days for training—YIKES!

What this training typically lacks is the specifics of your domain. The best-case scenario for this type of training, if you must go in this direction to start off with (usually due to political pressures or some other type of constraint), is to run a few of the courses and evaluate the effectiveness from the attendees. Were they able to put into practice what they "should" have learned when placed on real projects? This will give you some quantifiable data for justification to either continue this type of training or stop it.

Goal-Oriented Project-Specific Training

Are you now asking what you should do if the most common type of training does not yield effective results? Good, let's take a look at what I refer to as goal-oriented, project-specific training.

This type of training focuses on building an "agile" yet solid foundation in either RUP technique(s) or tool functionality that can be built upon by mentoring. Each one of the key areas that was identified as a significant pain point and high ROI item will have a focused training course developed that sets the stage for the mentoring that will immediately follow it. Table 9-1 represents samples of the type of training courses that you can consider for your implementation. These samples were created by taking the entire roadmap available from IBM Rational and identifying specific content that can be boiled down to the bare essentials that focus on a single technique. There are many sources in the industry for course content that has been developed by vendors (e.g., try Googling "RUP training material"—there will be pages of results for you to review). IBM Rational has some of the best material offered in my experience, and their training course content is available for purchase (discuss with your account team). This is one approach where you can take existing content and break it down into specific packages for each technique. Another approach is that you create the content from scratch, building it as your mentors work with project teams, learning what works and what doesn't. This latter approach is typically suited for small-to medium-sized organizations, where less formality is required for creating anything related to training content. At larger organizations, I usually see that much more formality and rigor is required for anything training related. Roles such as instructional designer, technical writer, and graphic artist need to be engaged, which increase the timeline to develop content that will actually be available for use to the implementation team. It is in this approach that I find great value in purchasing existing material and using it as the foundation. It typically saves money and significantly reduces the timeline. Consider these two approaches at varying ends of the spectrum, where you may end up in the middle based on the size of your organization and the formality required, creating some from scratch and purchasing content for others that are deemed more critical by your decisions makers.

Table 9-1. Sample Training Courses

Name

Brief Description

Prerequisite(s)

Primary Role

Estimated Course Duration

RUP Fundamentals

Training course for fundamentals of Rational Unified Process (based on the RUP adoption models) covering basic navigation, the key principles for business-driven development, and best practices.

None

Any role

2–4 hours

Use Case Techniques Fundamentals

Training course for fundamentals on how to apply the RUP use case technique in adherence with the Enablement Office's validated use case style. [1]

RUP Fundamentals

System Analysts/Requirements Specifier

2–4 hours

Non-Functional Requirements Techniques Fundamentals

Training course for fundamentals on how to apply the RUP techniques of capturing non-functional requirements in adherence with their Enablement Office's validated supplemental specification. [2]

RUP Fundamentals

Use Case Techniques Fundamentals

System Analysts/Requirements Specifier

1–1.5 hours

Fundamentals of Requisite-Pro

Training course on the fundamentals of RequisitePro and Requirements Management. [3]

Use Case Techniques Fundamentals

Non-Functional Requirements Techniques Fundamentals

System Analysts/Requirements Specifier

1.5–2.5 hours

Fundamentals of Rational Rose

Training course on the fundamentals of Rational Rose for Use Case Models.

Use Case Techniques Fundamentals

System Analysts/Requirements Specifier

1.5–2.5 hours

Use Case and Supplemental Spec "Consumer" Fundamentals

Training course for any consumer of use cases and supplemental specification on how to utilize these artifacts combined with a fundamentals overview of ReqPro, where they will be managed.

None

Any role (IT and Business) that is a consumer of these artifacts

1–2 hours

Use Case & Business Models to Test Case Fundamentals

Training course to develop test cases from use cases and business models.

Use Case and Supplemental Spec "Consumer" Fundamentals

Tester

2–3 hours

Rational Manual Tester Fundamentals

Training course on manual test authoring and execution.

TestManager Fundamentals

Tester

2–3 hours

Rational Functional Tester Fundamentals

Training course on automated functional and regression testing.

TestManager Fundamentals

Tester

2–3 hours

Each of the training courses in Table 9-1 would be tailored for each project team that they would be delivered to. This is the reason I refer to this type of training as "goal-oriented" and "project-specific," in that they provide value by using actual project inputs to deliver maximum value and information that the project team can identify with and use as part of the project deliverables. Tailoring each course may sound like a lot of work, but in reality it is not.

As an example, the course in Table 9-1 that I call "Use Case Techniques Fundamentals" is a course that teaches what a use case is from an overarching industry best practice context, as well as what a use case is in your company's specific domain. The tailoring portion is an activity that the mentor performs prior to delivering it. The mentor would take information from the available inputs (project charter, vision artifact, previous project artifacts, etc.) and write a few outlined use cases, as well as the beginning of a detailed use case that would be used for training the project team resources. This approach helps transfer the knowledge of what a use case is in a domain-and application-specific context that the project's team can immediately identify with. In practice, this has consistently provided vastly accelerated knowledge transfer; using an example that the resources know and can immediately identify with provides tremendous value. Now, everyone can identify with the classic ATM use case examples since almost everyone has used an ATM machine, but these types of examples lack in depth of detail and meaningful content, using something that is so far removed from the type of functionality that the project teams in your company will need to capture (unless you are working at a banking software company).

The project team members can spend just the few hours in "training" that is needed and immediately dive into the higher value activities—mentoring. Mentoring in this model also has a secondary benefit (the primary being the transfer of knowledge in the RUP technique or Rational tool functionality) of producing artifacts of the actual project. Training and mentoring activities cost time and money. There will be push back at all levels, from project practitioners to management, when a project team is going to apply RUP and Rational tools for the first time. Questions of impact to the timeline and resource cost will come up, such as: "If the project team is in training, they are not doing work on the project?" "Where will they charge their time, and how will this affect project deliverables not being produced on time?" Using this mentoring model, the material used in the sessions are actual project artifacts that the project team would need to do anyway; they will just be in the RUP style.

Now all you need is mentors—read on.


The Centrist Charade | killexams.com real questions and Pass4sure dumps

Not a day goes by without a so-called “centrist” lamenting the rise of populism and the “polarization of politics” on social media and across comment page diatribes, where the last samurais of Blairism express their longing for a return to the good old days when politicians told the truth.

It’s a somewhat delusional premise that Tony Blair was the beacon of facts and evidence-based policy. That particular rose-tinted nostalgia seems to be confined to newspaper columnists who, perhaps not surprisingly, are happy to forget the run-up to the Iraq War and the policy decision for which Tony Blair is most widely remembered.

The same phenomenon seems to underpin the quest for a British Macron, which persists despite Britain already having endured more than a decade under forty-something-year-old centrist prime ministers Blair and Cameron. These one-time saviors of the political center actually presided over the collapse of their own brands of economic liberalism, which is now widely associated with squeezed living standards, stagnant pay, and cuts to public services.

Their years in No. 10 might have worked wonders for Britain’s commentariat, but they certainly didn’t for the public at large. With a majority of British people believing the country is headed in the wrong direction and with household debt at the worst level on record, it should not come as a surprise that so many are attracted to what commentators deride as “populist” alternatives, or that polling on Labour’s economic policies shows overwhelming public support.

These policies are considered populist because they create an antagonism. Put simply, they are proposals it is possible to disagree with. Unlike the vague platitudes that filled election campaigns under centrists, where politics seemed to be the art of trying to appeal to everyone all at once, here there are clear winners and losers. Labour is going to tax corporations to pay for the National Health Service, and the top 5 percent of earners to abolish tuition fees. This, they say, is “divisive.”

Talking about a rigged system, or the richest 1 percent taking the country for a ride, is unacceptable rhetoric for centrists whose politics rests on a belief that politics is about mediation between irrational tribes rather than conflict between competing interests. This in turn is underpinned by a faith in the fundamentals of their democracy and economy, which prevents any real engagement with structural or systemic criticisms.

This confidence in the integrity of the system informs much of the panicked commentary about how it is being corrupted by populism. But have centrist politicians ever shown much concern for rational political outcomes being corrupted by vested interests in the past? Successive governments under Tony Blair and David Cameron peddled cozy deregulation deals, liberalized sectors of their economy that caused great harm, and allowed corporations to benefit from shady privatization. The latter included many cases where, as they saw with the facilities management company Carillion, services were passed onto the market out of a religious conviction in its efficiency rather than any evidence demonstrating its superiority to the public sector.

The inability of centrists to provide meaningful solutions to the country’s problems stems from a desire to accommodate the interests that are propping up and benefiting from the current economic system. This has led to an intellectual vacuum that produces an endless charade of purportedly new initiatives — from parties to campaigns to think tanks — promoting the same old policies.

The latest of these, Chuka Umunna’s Progressive Centre, may be the most feeble to date. Its launch on Tuesday lionized Spain’s center-left government as an alternative for centrists. It forgot to mention, however, that the very policies it cited as progressive — an increase in the minimum wage and taxes on the super-rich — were concessions made by that government to the leftist party Podemos.

Umunna’s only other input of note was a level of political insight that can be summarized as: “Doesn’t Macron look the part, I wish they had a prime minister who looked like him.” Unfortunately for Britain’s centrists, we’ve already had two. And like him they were both technocrats, both liars, and are both now deeply unpopular. They can lament the rise of populism all they like, but they’ll never understand it without a little introspection.


The MBA Myth and the Cult of the CEO | killexams.com real questions and Pass4sure dumps

In 1990, Harvard Business School professor Michael Jensen co-wrote an article making the then-bold claim that CEO compensation should be tied to stock price performance. The point, Jensen and his co-author argued, was to better align incentives and ensure that corporations were able to attract “the best and brightest individuals to careers in corporate management.”

In short: Pay up, or lose out. 

At the time, Jensen was little known outside academic circles. But — perhaps unsurprisingly — his advocacy for a new model of CEO pay quickly made him a well-known name in business academia and corporate boardrooms, sought after for advice and affirmation. Soon, “aligning incentives” exploded across corporate America.

The results were staggering. According to data from the Stanford Graduate School of Business, average CEO compensation at the largest firms rose from $1.8 million per year in the 1980s — roughly in line with the previous 45 years — to $4.1 million in the 1990s. By the early 2000s, it had risen to $9.2 million. And those numbers are after adjusting for inflation. The majority of that growth came in the form of options and stock grants, just as Jensen had recommended.

But what if Jensen was wrong? 

What if CEOs don’t play much of a role in driving stock price performance, and the “aligned incentives” of equity incentive pay don’t change behavior in any way that benefits shareholders?  

What if the “best and brightest” — those executives with the most dazzling CVs and track records — don’t perform any better than less credentialed executives? 

And what if Jensen’s philosophy produced better outcomes for CEOs and business school graduates — including those from his own school — but not better outcomes for investors or society at large?

Over the past year, they set out to answer these questions. They created a database of approximately 8,500 CEOs and their characteristics, each individually mapped to their respective companies for the duration of their tenure, and pulled company fundamentals from Compustat, stock returns from the University of Chicago's Center for Research in Security Prices (CRSP), CEO tenure and education from BoardEx, and long-form CEO biographies from Capital IQ. They then ran a battery of tests on the new data set, looking for correlation, persistence, and predictive power. They wanted to answer two sets of questions:

Do CEO characteristics predict stock price performance? Do CEOs with MBAs perform better than CEOs without MBAs? Do CEOs with MBAs from the best MBA programs outperform other CEOs? Do CEOs who worked at top consulting firms and investment banks outperform other CEOs? More broadly, are the “best and brightest” better at running companies? 

Is CEO performance persistent? If someone was a successful CEO of one company and took over as CEO of a different company, does his or her performance at the first company predict performance at the second company? If a CEO does a good job for three years, does that predict stock price performance over the subsequent three years? More broadly, are some CEOs better than others at driving share price performance?

This research has important implications for investing. There is broad consensus among investors that one should seek out “well-managed” companies. And what better way to assess the quality of management than to examine the chief executive’s resume and record?

This approach makes intuitive sense. Surely it is better to invest in the star CEO who has a record of stunning returns than a schmuck who has underperformed the S&P. Better still if the star was forged in the crucible of Harvard Business School. There is a big market for books about these genius CEOs and how they achieved their success — and what lessons corporate executives and investors should take away from the histories of “great men.”

The siren songs of credentialism and tales of corporate "great men" are seductive. It is the pedagogy by which most college students learn and explain history. But if the data shows that CEO performance isn’t persistent, or if the resume characteristics they commonly associate with quality don’t, in fact, predict performance, are investors making a mistake in spending so much time on management quality?  

Do MBAs Make Better CEOs?

In the 1980s, Jensen noticed a big shift in the career choices of Harvard MBAs. In the late 1970s, about 55 percent of graduates chose careers in corporate management, but by the late 1980s, only 30 percent were making this choice.

Jensen was concerned that this meant America’s “best and brightest” leaders were not going to be running America’s largest companies — and that corporate America needed to increase CEO compensation to lure more Harvard MBAs into corporate management careers. 

A central premise of business education is that leadership and management can be taught in the classroom. Harvard Business School says its mission is “to educate leaders who make a difference in the world,” where a difference is defined as creating “real value for society.” And so, Jensen’s logic makes sense: Harvard attracts the very best students and, presumably, is good at educating them to be better business leaders, so corporate America should want more Harvard graduates running companies — and this logic should extend to MBA programs beyond just Harvard.

But regression results suggest a different result entirely. They tagged CEOs by the MBA programs they attended, formed monthly portfolios of companies broken down by the business school each CEO attended, and compared the returns of these portfolios to the broader market.  

We found no statistically significant alphas — despite testing every possible school with a reasonable sample size. MBA programs simply do not produce CEOs who are better at running companies, if performance is measured by stock price return.

We ran similar regressions controlling for industry and found that — even after controlling for industry — elite MBAs did not produce positive statistically significant alpha. Elite MBAs did perform relatively well as CEOs in healthcare and consumer staples, but relatively poorly in energy and materials businesses, though those results were not statistically significant. Their study is not the only one to come to this conclusion. A study by economists at the University of Hawaii asked similar questions and found that firm performance is not predicted by the educational background of the CEOs.

The perceived quality of each institution appeared to have no correlation with stock price returns. Northwestern led with an alpha of 0.58 percent per month. Stanford eked out a barely positive alpha of 0.03 percent per month. Harvard and Wharton had negative alphas of -0.15 percent and -0.19 percent, respectively, per month. While these rankings likely occurred by sheer chance, they do nothing to support Jensen’s thesis.

Lastly, they looked at how CEOs who had previously worked at investment banks and elite consulting firms performed. If Jensen’s core thesis were true, they would expect CEOs with these elite credentials to outperform the market. 

We thus formed monthly portfolios for bankers and consultants. As they did with MBAs, they then ran industry-controlled Fama-French three-factor regressions. The result: Neither bankers nor consultants produced statistically significant alphas. They also back-tested portfolios designed to favor ex-bankers and consultants and found no significant edge (though consultants had a statistically insignificant edge on bankers).

This suggests that the “best and brightest” do not have a statistically significant edge when it comes to managing public companies. An elite pedigree — the type of pedigree favored by headhunters and corporate boards — is not predictive of superior management. One of the central rationales for Jensen’s campaign (increasing CEO pay by tying it to share price performance) appears, in retrospect, to have little empirical support. These credentials, however, are significantly overrepresented in the CEO biography database. The elite credentials thus benefit the individual, but there is little evidence that these credentials benefit shareholders.

It’s unclear precisely why the evidence suggests that highly credentialed CEOs from their most elite MBA programs and their funnel careers, like banking and consulting, appear to add no measurable value to shareholders. However, they found wisdom in a saying of the oldest living CEO, a 100-year-old billionaire from Singapore who still goes to work every day to mentor his son in leading the firm. His son, Teo Siong Seng, said, “My father taught me one thing: In Chinese, it’s ‘yi de fu ren’ — that means you want people to obey you not because of your authority, not because of your power, or because you are fierce, but more because of your integrity, your quality, that people actually respect you and listen to you.” 

Bloomberg shows that “there is no education data available” for the 100-year-old CEO, Chang Yun Chung, so they cannot vet his educational credentials — but they suspect he did not obtain an MBA.

Is CEO Performance Persistent?

CEOs’ educational credentials might not predict success, but do their track records?

Gregg Lowe is a star CEO when measured by his consistency at generating shareholder value. He took over at Freescale Semiconductor in June 2012. Three years later, he managed the sale of Freescale to NXP Semiconductors for nearly four times the share price when he took over. In September 2017, he took over as CEO of Cree. The stock is up almost 60 percent since he became CEO, versus a flat S&P 500 over the same period.

But for every Gregg Lowe, there is an example on the other side. 

Brian Woolf led Cache from 2000 to 2008, earning investors a 5.8 times return on their investment over those eight years. He was hired five years later to be CEO of Body Central. The press release announcing his hiring cited his excellent leadership at Cache. But by January 2015, Body Central had closed every single one of its stores and investors had lost almost all their capital.

These two opposing examples highlight key questions about corporate management: Is CEO performance persistent? Are some people simply better managers, able to consistently generate high returns for investors? And can they identify these people based on an examination of their track records? 

We tested these questions empirically. They looked first at performance persistence within companies: whether a CEO’s early track record predicts later performance. They filtered their database for CEOs who had tenures longer than six years at one company. They then separated each CEO’s return record into two buckets: Years 1–3 and Years 4–6. To eliminate the confounding effect of different market conditions, they adjusted returns by the performance of the S&P 500 index. Within each of the two time-horizon buckets, they sorted the CEOs’ market-adjusted returns into quartiles. They then identified the CEOs who were above the median twice and those who were in the top quartile twice.

To interpret the results, it’s important to consider what they would expect to see by random chance. Similar to a coin flip, 50 percent of CEOs should be above-average performers, and 50 percent of CEOs should be below-average over each three-year time horizon. And just as a coin has a 25 percent chance of landing on heads twice in a row (50 percent x 50 percent), they should expect 25 percent of CEOs to be above average in both Years 1–3 and Years 4–6, purely by chance. But if they were to believe that CEO performance is always persistent, they would expect to see 50 percent of CEOs perform above average in the two successive three-year periods (50 percent x 100 percent).

A similar calculation would apply to the top-quartile CEOs. If every CEO randomly has a 25 percent chance of being in the top quartile over a three-year period, then they should expect about 6 percent of CEOs to be in the top quartile in two successive three-year periods (25 percent x 25 percent) due to luck alone. If, however, there is full performance persistence, then 25 percent of CEOs would be in the top quartile in Years 1–3 and Years 4–6.

The actual CEO performance results line up very closely with what they would expect to see by chance. Twenty-five percent of the 2,420 CEOs in their database had above-average performance in two successive three-year periods, and 7 percent of CEOs had top-quartile performance in two successive three-year periods.

The above figures are clear: There is almost no persistence in CEO performance. The observed number of CEOs in each category is indistinguishable from what they would expect if the process were entirely random. These results held when controlling for industry and the Fama-French factors.

Visualizations of the underlying return data tell the same story. Figure 3 below compares Years 1–3 returns to Years 4–6 returns. If the performance between these two periods were perfectly correlated, the data would form a 45-degree line.

This chart reveals no discernable relationship for CEOs in general. Historical performance does not appear to predict future performance, at least as measured by share price returns. The fourth-quartile results look very similar to the first-quartile results, implying that negative performance is no more persistent than positive performance.

This is not an intuitive finding — and academic studies suggest that this is not how boards think, particularly when it comes to firing bad performers. A 2015 study found that CEOs are often fired after bad firm performance caused by factors beyond their control, a finding in conflict with the standard economic theory of rational expectations. Boards are far more likely to fire CEOs when the industry is having trouble broadly, attributing to a person what is in fact an exogenous economic shock.

We then looked at CEOs who have run multiple companies to see if their performance at the first company predicted outcomes at the second. Headhunters and corporate boards often look for CEOs with a track record of creating value at another company when choosing whom to hire. But if past performance doesn’t predict future results, then they might be looking at an irrelevant variable.

To investigate this hypothesis, they filtered their database for CEOs who have headed multiple companies. They then tagged each CEO-company pair with whether it was the first, second, third, or fourth company the CEO has headed. Because very few CEOs have headed more than two companies, they separated the data into two buckets: Company 1 and Company 2 (ignoring observations beyond the first two companies). To eliminate the confounding effect of different market conditions, they adjusted returns by the performance of the S&P 500 index. Within the two company buckets, they sorted the CEOs’ market-adjusted returns into quartiles. They then identified the CEOs who were above the median twice and those who were in the top quartile twice.

As before, if outcomes were completely random, they would expect 25 percent of CEOs to be above-average performers across two companies (50 percent x 50 percent). Similarly, they would expect 6 percent of CEOs to be top-quartile performers across two companies (25 percent x 25 percent) by sheer luck. The actual CEO performance results are below.

Once again, there is little to no persistence in CEO performance from one company to the next. Again, these results held when controlling for industry and the Fama-French factors. The proportion of CEOs who continue to perform well is in line with what they would expect under random conditions.

So What?

The media is filled with depictions of visionary CEOs who have a record of generating extraordinary returns. An inordinate amount of journalistic effort is directed at dissecting their lives. What was his childhood like? What is his morning routine? What are his management principles? Does he use PowerPoint? The huddled masses clamor for these details in hopes of grabbing a piece of the star’s genius for themselves.

The cult of the CEO is difficult to resist. Management, after all, is a team sport. Just as a quarterback can control the team's offense, the theory goes, so too can CEOs control their large public companies. If enterprise value has soared, it is because the CEO is a genius visionary. If multiples have compressed, it is because the CEO is an arrogant fool. And since the CEO is the key determinant of the company’s future, virtually any level of CEO compensation is justifiable. 

But beneath the mountain of CEO profiles are base rates that are virtually indistinguishable from randomness. The focus on the “great man” theory of corporate management may lead to persistent errors. For investors favoring stocks with strong past-performing CEOs, the base rates suggest this is like betting on heads because the last two coin flips came up that way. If they pay up for this “quality,” it’s worse than that.

A Harvard Business Review article, “The Art and Science of Finding the Right CEO,” lists “proven track record” as a top, “obvious” criterion for selecting CEOs. But, to quote Sherlock Holmes, “There is nothing more deceptive than an obvious fact.” 

Journalists, investors, and boards are placing excessive emphasis on CEO pedigrees and track records. In a world that is feedback-rich, stochastic, and “fat tailed,” the simple narrative of the “great man” does not appear to have much quantitative merit — rather, it seems like yet another cognitive bias in the vein of those discovered by Daniel Kahneman. 

Of course, they cannot prove that CEO credentials don’t have an effect on share price. It’s impossible to prove a negative — what statisticians call a null hypothesis. They are simply pointing out that there is no convincing evidence in favor of rejecting that null hypothesis. U.S. companies adopted Jensen’s ideas without any data suggesting that incentive pay would actually result in better stock price performance — and no evidence to suggest Jensen’s thesis was correct has emerged in the 29 years since that great experiment began. 

An effective counterargument might be that share price return is not a good metric for CEO performance, that stock price is simply not within the control of the CEO, being driven to a large extent by factors like changes in investor sentiment and macroeconomic conditions.  

This thesis would, however, imply that incentive compensation tied to stock price is ineffective. That is a thesis — unlike the elitist premise that pedigree predicts performance — that is supported by data. An S&P Global Report found no link between CEO pay and stock price performance. “Despite wide acceptance of executive pay-for-performance, they find no evidence that high levels of total incentive compensation (performance-based cash plus stock and stock option awards) result in higher-than-average shareholder returns,” the authors wrote.

Abraham Lincoln famously said, “I claim not to have controlled events, but confess plainly that events have controlled me." Very few of their CEOs are willing to make a similar confession about the share prices of the companies they run. 

But if there is no evidence that stock returns are attributable to CEOs, then what justification is there for their stratospheric pay? How much longer will investors and boards be fooled by randomness and hollow credentialism?



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ExamExpress [15 Certification Exam(s) ]
Exin [40 Certification Exam(s) ]
ExtremeNetworks [3 Certification Exam(s) ]
F5-Networks [20 Certification Exam(s) ]
FCTC [2 Certification Exam(s) ]
Filemaker [9 Certification Exam(s) ]
Financial [36 Certification Exam(s) ]
Food [4 Certification Exam(s) ]
Fortinet [14 Certification Exam(s) ]
Foundry [6 Certification Exam(s) ]
FSMTB [1 Certification Exam(s) ]
Fujitsu [2 Certification Exam(s) ]
GAQM [9 Certification Exam(s) ]
Genesys [4 Certification Exam(s) ]
GIAC [15 Certification Exam(s) ]
Google [4 Certification Exam(s) ]
GuidanceSoftware [2 Certification Exam(s) ]
H3C [1 Certification Exam(s) ]
HDI [9 Certification Exam(s) ]
Healthcare [3 Certification Exam(s) ]
HIPAA [2 Certification Exam(s) ]
Hitachi [30 Certification Exam(s) ]
Hortonworks [4 Certification Exam(s) ]
Hospitality [2 Certification Exam(s) ]
HP [752 Certification Exam(s) ]
HR [4 Certification Exam(s) ]
HRCI [1 Certification Exam(s) ]
Huawei [21 Certification Exam(s) ]
Hyperion [10 Certification Exam(s) ]
IAAP [1 Certification Exam(s) ]
IAHCSMM [1 Certification Exam(s) ]
IBM [1533 Certification Exam(s) ]
IBQH [1 Certification Exam(s) ]
ICAI [1 Certification Exam(s) ]
ICDL [6 Certification Exam(s) ]
IEEE [1 Certification Exam(s) ]
IELTS [1 Certification Exam(s) ]
IFPUG [1 Certification Exam(s) ]
IIA [3 Certification Exam(s) ]
IIBA [2 Certification Exam(s) ]
IISFA [1 Certification Exam(s) ]
Intel [2 Certification Exam(s) ]
IQN [1 Certification Exam(s) ]
IRS [1 Certification Exam(s) ]
ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [65 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [69 Certification Exam(s) ]
Microsoft [375 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [282 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [135 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]





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