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000-M249 IBM Cognos Financial Performance(R) Management Sales Mastery Test vl

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Test Code : 000-M249
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IBM IBM Cognos Financial Performance(R)

Is IBM Getting Out of business performance management? | Real Questions and Pass4sure dumps

i spotted that IBM bought off a couple of EPM products — IBM Cognos Disclosure administration (CDM), IBM Cognos financial statement Reporting (FSR), and IBM readability 7 products — to a corporation known as Certent.

This, combined with a beautiful vulnerable efficiency in Gartner’s contemporary economic and strategic CPM magic quadrants — the place IBM landed as Visionary and one and a Challenger in the other, and  a leader in neither — received me wondering about IBM’s dedication to EPM as a class going forward.  might Planning or TM1 be subsequent?

additionally, it wasn’t simply the new Gartner magic quadrants the place IBM didn’t fare well.  in the Dresner knowledge of Crowds market look at, IBM become backside-correct within the client adventure model and become the most effective dealer fully ignored of (i.e., “backyard the magnifying glass”) the seller credibility mannequin.  And IBM’s ring in the spider chart appears to gotten worse, no longer superior, in 2017 over 2016.

sure, all of us understand IBM is somewhat busy re-branding every little thing that’s now not nailed down Watson, but may they be backing off EPM?

Which bought me questioning, as I surfed round IBM’s web page, why some items seemed to be first-class “items” whereas others were found below “market.”  Why is DB2 under analytics items while TM1 is below industry?

db2 v tm1

maybe it’s nothing, however I determined to investigate round a bit.  My friends in the be aware of appear to believe that IBM is still dedicated to EPM, but that they view readability as a legacy product and have been tired of getting crushed by way of Workiva in disclosure administration.  it's, they noticed it as a want to focus greater on planning and consolidation and as well issues like compensation management.

Me, I’m not so sure.  When businesses beginning pruning in a neighborhood occasionally they keep pruning.  And, in prevalent, they don’t see them that a lot within the industry — especially in the event you suppose of the powerhouse that Cognos become returned within the day.  And, they don’t seem to be doing that neatly.  And, Watson is the large future focal point.  So, file this under rumor and hypothesis, however watch this area.

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IBM Brings vast Portfolio of huge facts and Analytics Capabilities to the IBM Cloud marketplace | Real Questions and Pass4sure dumps

LAS VEGAS, Oct. 27, 2014 /PRNewswire/ -- IBM insight 2014 - IBM (NYSE: IBM) today introduced that its large portfolio of analytics capabilities – including Cognos enterprise Intelligence, SPSS predictive analytics systems and the newly introduced Watson Analytics – will soon be accessible by means of IBM Cloud market. IBM Cloud industry is a single online vacation spot that serves because the digital entrance door to cloud innovation, bringing collectively IBM's capabilities-as-a-carrier and those of partners and third-celebration companies with the safety and resiliency agencies predict.

As businesses increasingly seem to be to information because the new foundation of aggressive competencies, they also are seeking to take knowledge of cloud computing as a increase engine for you to support drive quicker innovation. in line with Gartner analysis, 25 % of net-new enterprise analytics deployments can be in the variety of subscription to cloud analytics platforms or utility capabilities by using 2016.(1)

by bringing IBM's business-leading analytics portfolio into the cloud, companies, developers and individuals may have the capacity to comprise information-driven decision making into each business determination. access to cloud-based mostly analytics features reminiscent of IBM Watson Analytics can put potent analytics in the fingers of individuals to aid them see patterns, pursue ideas and increase all types of choices without desiring to tap into an information scientist.

corporations can right away use the insights gained from cloud-primarily based analytics options to put in force creative new services, pressure corporate efficiency, and manipulate governance, risk and compliance. developers can leverage analytic capabilities, equivalent to reporting, in their functions through Bluemix, IBM's leading cloud application platform.

"With cutting-edge news, IBM continues to place advanced analytics into the fingers of every enterprise consumer," noted Alistair Rennie, regularly occurring supervisor, company Analytics, IBM. "We believe that these cloud-based mostly services, together with their facts refinement capabilities also introduced these days, are changing the trade as they realize it."

Accelerating the means to address Most gigantic statistics Challenges across business

in addition to making its huge records and Analytics portfolio widely attainable for on-premise, cloud and hybrid deployments, IBM additionally announced five answer accelerators geared toward assisting records specialists address one of the most most huge and widespread challenges facing agencies nowadays.

  • customer perception – providing expanded insight into purchasers to support sales, advertising and marketing and customer provider; improving client acquisition, go-promote and retention.
  • Operations perception – offering improved insight into the circumstance of belongings and performance of gadget to optimize operations, carrier and help; enable predictive renovation, enhance demand/deliver forecasting, and power procedure efficiencies.
  • protection and Fraud perception – providing superior situational focus to allow sooner response to safety, fraud and data safety threats; enhancing intelligence and early warning of knowledge anomalies through turning gigantic amounts of information into actionable intelligence.
  • possibility and Compliance insight – featuring the ability to make risk-aware decisions to stronger manipulate monetary risk, operational chance and compliance; optimize using capital, minimize losses and reduce compliance costs.
  • records Warehouse Modernization projects – Enabling organizations to catch and preserve a broader set of advice and allow improved analytic capabilities at reduced prices; presenting quicker access to tips generated across the enterprise.
  • The program will deliver consumers access to pre-built-in application solutions and trade and expertise-certain services abilities that's designed to enable businesses throughout a variety of industries to comprise 5 different types of statistics-driven insights to increase business performance.

    IBM Cognos business Intelligence on Cloud is at the moment in beta and is planned to be obtainable within the first quarter of 2015. IBM SPSS Modeler is deliberate to be purchasable by the use of IBM's Cloud marketplace inside 30 days.

    IBM also nowadays introduced a new era of statistics capabilities on the IBM Cloud which are designed to be certain more trusted counsel can also be applied greater conveniently across a firm. For extra tips, please visit:

    IBM has dependent a deep portfolio of huge statistics and Analytics technology that spans analysis and development, solutions and application. IBM has invested $24 billion to construct its capabilities in big information and Analytics via R&D and more than 30 acquisitions. these days, greater than 15,000 analytics consultants, 6,000 business solution business partners and 400 IBM mathematicians are helping customers use big information to seriously change their organizations.

    (1) "business Analytics in the Cloud: BI Heaven or Too respectable to be real?", Gartner research, 2014.

    Media Contact: Faye Abloeser IBM Media relations 1-908-770-0762 

    brand -

    To view the long-established edition on PR Newswire, consult with:

    source IBM

    Copyright (C) 2014 PR Newswire. All rights reserved

    IBM bets on mergers and algorithms for increase | Real Questions and Pass4sure dumps

    After 14 consecutive quarters of declining sales IBM is turning more and more to mergers and acquisitions within the hope of reviving boom. however considered one of its chief dealmakers is upfront in regards to the hazards acquisitions raise.

    “If 70 per cent of M&A fails, would you suggest spending $20bn doing deals?”, asks Paul fee, IBM’s director of M&A integration, alluding to the generally held perception about the effectiveness of dealmaking — and the sum that the business allocated to deals between 2010 and 2015.

    although, the know-how community hopes to achieve way over a 30 per cent success fee through stripping out what Mr fee argues is the executive explanation for offers going unhealthy: human error.

    the usage of its experience of doing rankings of offers in fresh years, its vault of application, and its a whole bunch of analysis scientists, 5 years in the past IBM started experimenting with a pc algorithm that might spot the huge dangers in target agencies all the way through the M&A due diligence technique.

    Like most giant organizations, IBM has a “company development” team that evaluates and executes transactions along with the company’s operating gadgets. Its goal in making a due diligence algorithm changed into to more advantageous align the acquisition process with put up-deal integration plans. “The focus used to be on the downstream a part of the system: goal identification,” Mr cost says. “Integration concerns . . . couldn’t cease a deal.”

    Now, according to Martin Schroeter, IBM’s chief fiscal officer, the M&a pro tool has given the enterprise a sharper perception into deal possibility and the potential to finished offers quicker, before rivals can pounce or a target can get cold toes.

    “we now have been capable of dramatically pace up and improve the manner of acquisitions from identification and due diligence through to integration and execution”, Mr Schroeter says.

    IBM says it may possibly now begin and conclude a deal in as little as three weeks. A 2014 look at from McKinsey, the consultancy, concluded that the companies that have been most advantageous at M&A typically finished deals greater at once.

    M&a pro is built as a “laptop discovering” device: an algorithm that learns to make judgments in accordance with historic information. Its core expertise comes from SPSS, a computational and statistical application enterprise IBM bought in 2009 for $1.2bn. M&a pro also draws on a handful of other software businesses that IBM has bought including Cognos, a fiscal reporting application package it acquired for $four.9bn in 2009.

    more than 200 knowledge components from greater than a hundred acquisitions had been whittled down to 28 variables. amongst those that IBM changed into willing to divulge have been the goal enterprise’s geographic scope, the place the place it has most employees, and its intention to extend its application-as-a-service company mannequin.

    IBM’s scientists then refine their calculations each quarter as extra data are introduced.

    What M&a pro produces from its regression analyses are visualisations of integration dangers, qualitative guidance and scorecards assessing the fiscal performance of previous offers.

    no longer every person is an M&A process expert. but what we've carried out is create a typical language, an Esperanto, for deal execution throughout the company

    Its assessments enable executives to dig into each core chance it identifies. as an example, if M&a pro displays considerations about the revenue feature at a target company, it may possibly go deeper into specifics equivalent to revenue force means, then deeper still into how the company hires sales individuals.

    at the same time, M&a pro highlights the areas the place there's an opportunity for revenue to develop faster than the company case.

    A abstract forecast calculates the probability of IBM hitting its performance target for the deal, spitting out a conclusion such as: “offers like assignment X tend to pass over the enterprise case, averaging 81 per cent revenue attainment.”

    yet another set of records on publish-merger integration hazards can present qualitative assessments of how a possible acquisition goal differs from an identical companies IBM has bought in the past — akin to its development crew being based mostly offshore.

    at last, a monetary dashboard indicates the performance of previous deals in opposition t the marketing strategy at the time of acquisition.

    Mr expense estimates that IBM ran M&a pro 30 or 40 instances in 2015, including that the purpose become now not to consolidate deal determination-making amongst a handful of people, but rather the contrary.

    “not everyone is an M&A procedure skilled,” he says. “but what they have achieved is create a common language, an Esperanto, for deal execution throughout the business enterprise . . . Our enterprise now could be a great deal extra grounded in economic and operational truth.”

    but facts-pushed dealmaking has now not turned around IBM’s poor efficiency. Its complete shareholder return for the previous two years is minus 25 per cent. Even $20bn in M&A spent on rising application agencies will now not automatically increase earnings for a gaggle with $80bn in annual salary.


    Sum IBM allocated to deals between 2010 and 2015

    nevertheless, IBM looks glad to be in a position to flow right now and chase distinctive M&A objectives simultaneously. shoppers have already asked about how they may use M&a professional. Mr price isn't aware about any identical algorithms in use but believes prescribed drugs R&D is a natural extension for deal possibility analytics.

    Mr cost says IBM has “the surest deal possibility management in the industry”. besides the fact that children, he acknowledges that — even with its algorithmic method — its dealmaking checklist will not be perfect. “you are still bringing collectively two living, breathing organisms,” he says.

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    Perils of Multitasking | real questions and Pass4sure dumps

    I have no regrets in life, other than the fact that it is a thankless grind marked by serial indignities. Not least of these is the constant, humiliating quest for electricity in airports so that I can rejuice my laptop or cellphone. How long before airports recognize that they need to install more outlets? Actually I think they are going the other way: De-activating outlets as a defensive move against all the gadget-laden travelers who, like vermin, sit on the floor along the concourses and in the corners of the waiting lounges. Some travelers get in outlet face-offs: You have small-scale resource wars over the last functional outlet in the airport.

    This is not my primary objection to modern culture, however: Worse is the fact that attention deficit is an externally imposed malady, driven by workplace expectations mis-aligned with the single-searchlight mental apparatus that is the human brain. It has become almost impossible for me to do a single thing for any protracted length of time. Someone always wants something. Worse, I've been overly responsive; thus people who email me are led to believe that I will email them back. (I'm told I should get a Facebook page, but who needs something else to monitor?)

    In the New Atlantis (via Arts & Letters Daily), you can read all about the perils of multitasking:

    "Multitasking might also be taking a toll on the economy. One study by researchers at the University of California at Irvine monitored interruptions among office workers; they found that workers took an average of twenty-five minutes to recover from interruptions such as phone calls or answering e-mail and return to their original task. Discussing multitasking with the New York Times in 2007, Jonathan B. Spira, an analyst at the business research firm Basex, estimated that extreme multitasking--information overload--costs the U.S. economy $650 billion a year in lost productivity."

    Multitasking makes you lose more IQ points than getting stoned, the story says. Apparently there is a long literature on this, going back to William James and beyond:

    'James believed that the transition from youthful distraction to mature attention was in large part the result of personal mastery and discipline--and so was illustrative of character. "The faculty of voluntarily bringing back a wandering attention, over and over again," he wrote, "is the very root of judgment, character, and will." '

    Really interesting, so much so that I am going to exercise incredible will power and read the entire article.

    Examining the relationships between individual, team and organizational learning in an Australian hospital | real questions and Pass4sure dumps

    This study was designed as an exploratory study aiming to seek evidences on how to enhance motivation in a learning organization using the balanced scorecard. IMT, a prominent automotive company in Jakarta, Indonesia, currently practicing organizational learning, was the object of the study. This study identified motivational styles of the employees before and after the implementation of the balanced scorecard. The motivational styles distinctions were compared to obtain whether the balanced scorecard was able to shift learned helpless and self-worth motivated employees to mastery oriented in a learning organization. The motivational drivers evaluated were: tools that motivates (balanced scorecard), top management commitment, supporting environment, co-workers support, and rewards. The findings were: 1. Respondents' perceptions regarding the balanced scorecard (motivating tool) were different between MO, SW and LH individuals. After the BSC implementation, the MO and LH respondents tended to value balanced scorecard (tool) more, while the SW individuals considered the importance of balanced scorecard (tool) less. As for the scores, LH people regarded the balanced scorecard (a tool, in the previous questionnaires) as a motivational factor more than MO and SW respondents did. This might mean that LH people depend on motivating tool more than MO and SW people do. Regarded by the three groups, rewards might as well contribute to the adoption of mastery oriented motivational style. The group that might be motivated the most by rewards would be the LH. 2. Motivational style adoption had nothing to do with the level of aptitude and performance. People with mastery oriented motivational style were not necessarily possessing higher level of aptitude nor performing better than people adopting maladaptive motivational styles. 3. There is a dependent relationship between the condition before and after the balanced scorecard implementation. There is a significant shift from self-worth motivational styles towards mastery orientation. However, the shift from LH to MO is considered not significant. The shift from LH to SW is the highest. The shift from SW to MO: 53.3333 % and from LH to MO: 24.390244 %. It is true that there is a logical relationship between the implementation of the balanced scorecard and the shifting of maladaptive motivational styles towards mastery orientation. 4. Looking at the average results, overall, the respondents in this study adopted learned helplessness motivational style before and after the BSC implementation. This might relate to the high level of collectivism and power distance in Indonesia. 5. The nature of the goals of the balanced scorecard are performance and interpersonal, striving for validation. The implementation of the balanced scorecard with attribution retraining might cause the respondents hold relationship and learning goals as well, seeking to improve people's relationship skills. Attribution retraining traits; namely vision repeated, self confidence, part of a big project, and enhanced feedback in this study helps motivating the self-worth respondents more than it helps the learned helpless people. The results of the questionnaires regarding respondents' perceptions on the balanced scorecard were not drastically different from each other. 6. In addition to the balanced scorecard, factors such as top management (moderating variable), organizational culture, and rewards and barriers (intervening variables) contribute to employees' motivation. This study found that competition was not regarded as an important factor in motivation, particularly in Asian culture. © Common Ground, Swati Suhaemi Kurnia, All Rights Reserved, Permissions.

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    Trainers [3 Certification Exam(s) ]
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