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920-141 Communication Server (CS) 1000 Release 4.0

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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
: 68 Real Questions

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Nortel Communication Server (CS) 1000

Microsoft, Nortel introduce new unified communications apps | Real Questions and Pass4sure dumps

Kate Dostart, affiliate Editor

At an adventure in Rockefeller center, Microsoft and Nortel outlined their unified communications roadmaps and announced the unencumber of a number of products to their corporations' joint portfolios.

Microsoft CEO Steve Ballmer and Nortel CEO and President Mike Zafirovski stated the groups are teaming as much as free up the Unified Communications integrated branch, Unified Messaging and Conferencing.

Microsoft and Nortel at the beginning joined forces in July 2006 and fashioned the creative Communications Alliance to motivate companies to make the transition to VoIP and unified communications.

"Our aim is to shut the gap between the instruments they use to talk and the enterprise applications they use to run their companies, giving employees the vigor to use tips greater at once," Zafirovski noted.

Ballmer and Zafirovski defined that the brand new solutions, designed to maximize company communications, may deliver a simplified user experience and increase worker productiveness through incorporating voice, email, instant messaging and multimedia conferencing into one application.

in particular, the brand new products brought include:

  • A conferencing answer that will be a part of Microsoft workplace Communicator 2007, with points similar to Nortel's Multimedia Conferencing
  • A SIP-based interoperability between Microsoft exchange Server 2007 Unified Messaging and Nortel's communique Server a thousand, designed to ease client deployments
  • A Unified Communications integrated department, so that you can combine Nortel and Microsoft know-how into one piece of hardware. intended to carrier far flung offices, it is expected to provide economical, outstanding, easy-to-set up VoIP and unified communications.
  • Citing a analyze by means of Harris Interactive features Bureau, Ballmer brought: "The ordinary worker receives greater than 50 messages each day on up to seven distinct contraptions or applications. application can and will assist handle the ongoing problem of managing communications and ... they can evolve VoIP and unified communications to combine all the methods they contact each and every other in a simple environment, the usage of a single identification throughout phones, PCs and different instruments."

    GENBAND’s Unified Communications as a provider (UCaaS) Platform Nuvia Wins the cyber web Telephony functions suppliers’ association (ITSPA) 2015 most fulfilling VoIP Infrastructure Award | Real Questions and Pass4sure dumps

    MAIDENHEAD, united kingdom & FRISCO, Texas--(company WIRE)--GENBAND, a leading issuer of precise-time solutions, today announced that its Nuvia™ Cloud UC answer has been recognized with the 2015 most desirable VoIP infrastructure Award by the cyber web Telephony features suppliers’ association (ITSPA), the voice of the uk VoIP business. The 7th annual ITSPA awards ceremony was currently held in critical London.

    “We salute the terrific work that ITSPA is doing to advertise and enhance Britain’s vivid VoIP community, and are overjoyed to be identified for the second year in a row,” mentioned Patrick Joggerst, GENBAND’s EVP and Chief marketing Officer. “Nuvia is constructed to empower ITSPs, permitting them to center of attention on time-to-market and client relationships as an alternative of infrastructure enhancements.”

    Nuvia UCaaS helps deliver the economics of cloud-based mostly services to voice and unified communications whereas featuring end clients with advanced services and an in depth feature set. additionally, the Nuvia answer leverages the experience GENBAND has gained from the tens of millions of strains already deployed on GENBAND platforms in leading provider suppliers throughout the united kingdom. Nuvia is also the most effective UK cloud carrier able to reuse legacy, UNISTim-primarily based, Nortel IP phones. This makes the Nuvia platform extremely pleasing and affordable for CS a thousand clients in the hunt for a cloud-primarily based solution that can preserve their endpoint investments. Nuvia’s multi-web page management capabilities also make it most effective for simplifying deployments that span dissimilar locations.

    “Congratulations to all the winners and to these corporations enormously recommended,” talked about Eli Katz, ITSPA Chairman. “This has been one more competitive set of awards reflective of a constant growth and variety of their industry. The market is maturing and developing at pace, with 2015 looking to be an additional promising year filled with enjoyable new capabilities.”

    Awards have been introduced in here categories, highlighting the latitude and scope of the VoIP and Unified Communications trade in Britain: best purchaser VoIP, most reliable business ITSP (Small enterprise), most suitable business ITSP (Medium commercial enterprise), top of the line enterprise ITSP (company), top of the line VoIP CPE, most effective VoIP Infrastructure, most useful VoIP Innovation, and the ITSPA contributors’ select.

    Key takeaways:

  • formally launched in December 2004, ITSPA goals to promote competitors and self-law to be able to inspire the development of a flourishing and imaginative VoIP trade.
  • Nuvia promises Unified Communications options to address the growing should bring richer collaboration equipment to cellular employees and to embed actual time conversation features in commonplace business functions; improving teamwork and making personnel more productive.
  • Nuvia Cloud UC is designed and constructed to assist communication in companies of all sizes, and includes the administration tools required to preserve enormous, multi-web page companies.
  • The Nuvia answer may also be resold below the Nuvia identify or rebranded and resold in a multi-tier model.
  • About ITSPA

    ITSPA is the uk’s industry body for internet Telephony carrier providers. situated in 2004, with over eighty members, starting from the largest Tier one operators to the new entrants, providing functions to hundreds of thousands of buyers and businesses.

    For greater counsel, please go to

    About GENBAND

    GENBAND is a world leader in true time communications application solutions for carrier suppliers, businesses, unbiased software carriers, methods integrators and builders in over 80 countries. The enterprise’s community Modernization, Unified Communications, Mobility and Embedded Communications solutions enable its valued clientele to immediately capitalize on growing to be market segments and introduce differentiating products, functions and functions. GENBAND’s market-leading options, that are deployable within the network, on premise or throughout the cloud, aid its consumers connect individuals to every other and address the growing to be calls for of today’s patrons and businesses for precise time communications anyplace they take place to be.

    To gain knowledge of extra seek advice from

    To study extra about Nuvia functions discuss with

    GENBAND, the GENBAND logo and icon and Nuvia are emblems of GENBAND.

    SSA goes massive on VOIP | Real Questions and Pass4sure dumps

    CASE analyze

    SSA goes huge on VOIP

    agency’s program is likely one of the world’s greatest voice-over-IP implementations

  • by means of William Jackson
  • may additionally 27, 2009
  • The Social safety Administration is ready a third of the way into a software to substitute cell systems at 1,526 box places of work nationwide with a single, centrally managed voice-over-IP solution that runs on the agency's records network.

    with the aid of late February, the VOIP device had handled greater than 1.6 million calls. SSA officers expect to add as many as 16 places of work every week to the new equipment throughout the next two years, said Roderick Hairston, deputy associate commissioner of SSA's office of Telecommunications and techniques Operations. When accomplished, the gadget can be one of the most biggest VOIP deployments on this planet.

    "For SSA to go together with VOIP to this extent, they had to have lots of religion in it," observed Benjamin Moses, vice chairman of solutions at Nortel executive options, the project's lead contractor.

    The company needed technology that could help enhance productivity throughout the labor crunch officials are expecting in the coming years. "they're losing employees, and they're getting ready to contend with the child growth explosion of retirees," Moses noted.

    SSA's community of box places of work has 63,000 employees and a price range of about $10 billion a 12 months. The company paid $650 billion in Social security merits to 55 million people in 2008, and for years, it has been making ready for a wave of child boomer retirements. SSA may be hit twice as a result of lots of its personnel will attain retirement age at the equal time the agency's workload spikes.

    That system has already began. SSA's field office body of workers diminished by means of 4.4 p.c from 2005 to 2008, in line with a contemporary look at by using the govt Accountability office. Visits to SSA places of work increased from forty two million in 2006 to 44.4 million in 2008. Forty-4 percent of the company's body of workers is anticipated to retire by using 2016, whereas the agency expects to be processing 1 million further claims a 12 months from retiring boomers by 2017.

    in the meantime, the agency's mobile infrastructure became aging. It had under no circumstances been a single gadget however quite a collection of separate techniques with different carriers at each workplace.

    "Our gadget become greater than 12 years ancient," Hairston said. "some of it was past its conclusion of lifestyles, and other parts had been drawing near it. we've been running out of components," and the tasks of including, shedding or relocating strains were prolonged and labor-intensive. "We in fact needed to do some thing to change them. This became an ideal opportunity to look at what variety of device they needed."

    What officers vital turned into a single gadget that could be centrally managed and offer a common seem and consider for employees and shoppers. They wanted to be in a position to stability traffic amongst places of work and re-route calls in case of an outage, and they wanted to be capable of consolidate trunk traces to shop cash. The influence of that assessment become the ten-12 months, $300 million phone techniques substitute project (TSRP).

    since it turned into a wholesale replacement in place of an improve, "it become relatively a whole lot a no brainer" to go with VOIP, Hairston said. "We made the determination in 2003 to do it, but best after they did a pilot. It was a reasonably new know-how after they made the determination."

    The pilot mission changed into performed from 2004 to 2006 at 43 offices, with separate systems operated with the aid of AT&T and Nortel as basic companies. The outcomes have been satisfactory, and Nortel govt options was awarded the TSRP contract in 2007. Implementation began in March 2008.

    The gadget uses Nortel's Contact middle supervisor Server, communique Server 1000 for switching, Media Processing Server 500 for interactive voice response, Unified Messaging 2000 for voice mail and IP mobile 1100 sequence handsets. other members of the contractor group include regular Dynamics, Black field network services, Shared applied sciences, York Telecom, high Wire Networks, NetIQ, Netcom technologies, AttivaSoft and good friend-Tech.

    There are separate elements to an IP cellphone device, Moses observed. The IP telephony functions — the core switching and functions comparable to interactive voice response and phone facts — dwell on the community and are impartial of the capability used to transport calls.

    "VOIP is really transport," he mentioned. "All we're doing is pointing to a [Session Initiation Protocol] trunk in preference to to a [public switched telephone network] trunk. The functions are available both method." however VOIP makes it possible for trunk consolidation and improved bandwidth use for superior pricing. "VOIP is a cost situation — it be no longer about utility availability."

    Combining the functions with the transport is the trickiest a part of the implementation.

    "If it became simply providing a dial tone, it wouldn't be lots greater than putting a number of servers on the network," Moses said. "This client has an exceptionally enjoyable utility ambiance."

    one of the crucial extraordinary aspects of SSA's techniques is the capacity to partition name and efficiency records for each and every degree of management. Managers go online through an internet entrance end, using SSA's authentication device, for entry to the statistics that they are approved to look. An workplace supervisor has access to statistics and safety controls only for that office. District, regional and headquarters managers have entry to progressively broader swaths of statistics.

    purposes and dial tone are offered from 4 redundant carrier start aspects at Richmond, Calif.; Kansas metropolis, Mo.; Durham, N.C.;and the SSA desktop middle in Baltimore. The carrier delivery elements give computerized failover in case of an outage.

    "we've experienced an outage," Hairston observed. "it really works very smartly."

    every office has a separate gateway to the general public switched cellphone network for extra failover. In case of a local-area or huge-area community outage, the phone can automatically re-register to the PSTN. Emergency 911 carrier is directed through the PSTN gateway on a local trunk, in order that the public protection answering aspect receives correct tips in regards to the number and tackle from which the name is being made.

    The handsets also do their half to make certain fine of service. every acts as a voice best agent, and when first-rate moves backyard proper parameters, the gadget automatically signals the carrier delivery factor. Calls will also be re-routed, issues identified and solutions launched devoid of interrupting the name.

    finally, the nice of voice carrier is dependent upon the excellent of the community transporting it. Nortel works with SSA's Division of community Engineering to analyze network fitness and troubleshoot problems earlier than an office implements VOIP.

    "In most circumstances, they're in pretty respectable shape," Moses pointed out. "Our solution is a little bit tolerant" of network situations.

    "We learned from the pilot how to tune the community and get voice site visitors where it vital to be," Hairston talked about.

    SSA become fortunate that it had performed an immense network upgrade presently before TSRP, all the way through which it applied Multiprotocol Label Switching. MPLS supports multiple services and simplifies site visitors management for applications reminiscent of voice and video which are delicate to latency. just a few years ago, it became a dear, main-side know-how used primarily by big carrier providers to provision multiple capabilities, but most economical high-efficiency MPLS routers now are available in plenty of sizes, making the expertise functional for different businesses.

    SSA still has a lot of work to do to transition field places of work to VOIP, pointed out Andre Pinto-Lobo, program supervisor at Nortel executive options. "we're coming to the end of yr One," he pointed out. The cost of implementation will enhance all over the 2d and third years and then sluggish once more as the implementation concludes.

    however "we're seeing the advantages already," Hairston said. gadget management has been simplified, there is superior redundancy, and calls will also be enhanced routed to the appropriate grownup or automatic provider, which may still please both employees and retiring baby boomers.

    about the author

    William Jackson is a Maryland-primarily based freelance writer.

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    AnyMeeting Releases Meeting 4.0, the Next Generation of Its Core Web Conferencing Platform | real questions and Pass4sure dumps

    Advanced New Features Leverage WebRTC to Create an Almost In-Person Online Meeting Experience That Requires No Downloads

    HUNTINGTON BEACH, CA--(Marketwired - August 31, 2016) - AnyMeeting, a leading provider of webinar and web conferencing solutions for small businesses, today announced the release of Meeting 4.0 -- the next generation of the AnyMeeting web conferencing platform. This release includes a completely refreshed user interface, built on full WebRTC audio and video capabilities, 720p HD video conferencing, brand new iOS and Android mobile apps, and a more natural and engaging paradigm for online meeting participation that incorporates rich attendee profiles based on social media information, emojis, and more.

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    Scaling VMware with Diane Greene — Class 15 Notes of Stanford University’s CS183C | 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 they 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 they were small, the idea of VMware wasn’t well defined and convincing people to join was difficult. Each person they hired at that time was a big deal.

    Once they were scaling, they 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 they were bigger, their #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. They didn’t have nearly as long hours as Google given their 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. They 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 they hired for the first of something, they would typically go outside to find talent. One caveat is they didn’t normally hire for the VP or senior type of person, instead they looked for exceptional individuals.

    For example Jason Martin was a smart Stanford grad they met who had run the track team. He came in as an individual contributor to their 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 they thought they 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 they scaled, I had talked to more and more people and this is how I conquered my fear of talking to people.

    When they got bigger they sent out emails to everyone. They first started with their Monday staff meetings — we would do a writeup of what was going on in their 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 they 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 they did at VMware but the difference is these reports aren’t helpful in running the company (given they 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 they 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. Their challenge was no customer was ever going to remove their own operating system and put their hypervisor on their servers to start with — how could they test out this concept?

    At the same time Linux was just starting to take off. What they did is built a tool to allow developers to run Microsoft tools on Linux. Next they built this for the desktop to allow people to run any operating system they wanted with Linux underneath. Everyone thought they were smart because Linux became this huge deal but they 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: They were building both products from day one. Their desktop business did very well, they got up to $100M in revenue. In fact initially they thought they would have to give their 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 they were cash flow positive from day one and they ran to company to be break even.

    When they first launched their server product (ESX server) nothing happened and no one bought it. What they did next was to take their existing desktop product, renamed it to be a server product (GSX server), put it into their preferred vendor program, and then relaunched it. This is the product that took off and no one noticed they 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: They tried and used every channel possible — resellers, VAR’s, direct sales, but their 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, they said they need to be able to run on all platforms — we didn’t know what hardware people would use in the future so they had to make sure they could work across everything. Their top priority was their customers, then their partners, then ourselves. They used this algorithm for all of the decisions they make.

    We told all of their 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). Their partners argued with us but in the end they liked this arrangement because they could trust us.

    This strategy worked because their 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 they 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 they 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 their learnings turned into a sales model which they now teach at Stanford.

    VMware had a technical product which was hard to deploy. For their product they 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 they 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 they 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 their 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, they had exceptional people who were all very self driven. They looked for people who set the bar high for themselves and they expected this from the top engineers all the way down to the individual receptionists.

    A second thing they did for engineering was they would ask for the release schedules and they would intentionally put some extra time into the schedule. It was their 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 they did is they 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. They wanted to make it clear that if you were showing initiative — you weren’t going to get in trouble — in fact they 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. They 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 they would constantly rotate and upgrade their VP of Sales until they 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 they finally found their head of design — Sara Ortloff Khoury.

    Jerry Chen: Let’s talk about design. At VMware they 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. They 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. They did believe that VMware should run on every piece of hardware, and they did think of ourselves as a platform which is why they took this neutrality stance.

    What they 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 they didn’t want to go to the decision maker right away (the CEO/exec type person) because they 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 they 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 they couldn’t do containers at the time they started VMware. No one believed in virtualization so they 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 their engineers said they 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 they were doing $10M in revenue and told us they would be lucky if they got up to $20M in revenue. This is a good sign it’s time for an upgrade, they knew they could get more than $20M.

    Another story is they had a marketing person who they caught lying. They had sent their partners confidential info about VMware to try to sell the company to them. They 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: They are in such a different climate now. One radical thing they 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, they filed a patent on the idea and as the project got further along they thought they should take this market. They 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 their 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 their mission, vision, and core values and everyone on the early team had to sign it to make sure they 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 | real questions and Pass4sure dumps

    For millions of Internet users, surfing the World Wide Web is as easy as channel hopping on the TV or changing lanes on the freeway.

    Click your computer mouse on one spot, and you're in the Lincoln Bedroom with news reports about President Clinton's campaign contributions. Click in another, and you're transported down the Amazon River with an adventure expedition. Computers near and far, collectively containing massive storehouses of information, can be tapped with the touch of a mouse button.

    Just three years ago, navigating the Net involved typing out arcane computer commands on a keyboard. There were no pictures, no graphics, just plain text on a blank screen. Finding just one file of information spelled a lot of time and trouble.

    Then Netscape, a small, Silicon Valley, Calif., company, popularized a software program called the Netscape Navigator browser. With Navigator, Web-surfing exploded.

    Millions of Internet users obtained Netscape Navigator over the Internet by downloading the software for free.

    The value of Netscape shares swelled from $28 on the first day of its public offering, Aug. 9, 1995, to a high of $170 on Dec. 5 that same year, making Netscape the foremost prospector in what came to be dubbed the Internet Gold Rush.

    All of this happened so fast it seems ancient history now. Netscape's huge growth, from a handful of programmers to 1,800 employees, 10 buildings and an expected half-billion dollars in

    sales this year if things continue at their current pace, helped to spawn the phrase "Internet time," a high-speed timeline that might be compared to dog years.

    A lot of dog years have passed since Netscape's founding. Once portrayed as a giddy start-up marked by roller-blade hockey matches, round-the-clock coding marathons, pizza and Jolt cola, and the mood of a college campus after midterms, the company has entered a new phase. Its shooting star has run into Planet Microsoft.


    Fifteen months ago, the Redmond giant decided to get serious about the Internet. Never too proud to imitate a competitor's success, Microsoft issued its own browser, the Microsoft Explorer, offered it for free over the Net, made deals to ship it with new computers and versions of America Online and CompuServe, and vowed to build Web-browsing into its Windows operating system and business software.

    The result: Analysts questioned Netscape's ability to compete with a company 10 times its size. Investors fell into line, causing a decline in Netscape's stock to its current price of $29.37, near its lowest point since that the first day of trading in August 1995. All of a sudden, the company once called Wall Street's poster child is finding fear, uncertainty and doubt wherever it turns.

    It's an ironic turn for the fastest-growing software company in history. More than 50 million copies of Navigator are in use around the world. An estimated 12 million use Netscape's e-mail system. In January, the company turned in 1996 sales figures that would have blown the doors off most 3-year-old start-ups: sales of $346 million, up 405 percent. Profits of $20.9 million, compared with a $6.6 million loss in 1995.

    But Microsoft's growing prominence on the Web is taking a toll. Most market-share surveys show Netscape's browser down 10 to 15 points from its peak of around 85 percent. Although the company says the browser is only one part of its business, and surveys vary wildly, the market share continues to be watched carefully by key analysts and investors.

    With both companies poised to make major moves in Web technology this year, the Microsoft-Netscape duel is shaping up as the business battle of the '90s.

    If Netscape survives, it will rank as the biggest upset since the iceberg vs. Titanic. If Microsoft wears Netscape down with continued assaults against each of the latter's revenue streams, it will take its place as one of the great corporate catch-ups in history.

    Whatever else happens, 1997 will mark the year of choice for World Wide Web users.

    Before Netscape appeared on the horizon, Microsoft was in danger of slipping into middle-aged lethargy.

    "There were guys leaving Microsoft simply out of boredom," said Mark Eppley, chairman of Bothell-based Traveling Software. "Then Netscape came along and pow! It got folks energized again. There's nothing Microsoft loves better than a target in its gun sights."

    Microsoft's No. 2 in command, combative Steve Ballmer "roars at the mention of Netscape," Forbes magazine recently reported. "We pore over (Netscape's) financial statements. They know exactly where they make their money."

    Sitting in the eye of the storm, Netscape is treating the naysayers like dust devils rather than Hurricane Bill. From senior executives on down through the ranks, the company says it has a plan. The keys: Ignore the noise, move fast, stay focused, innovate.

    "We have to take a leadership position and tell people where they think the technology is going to lead. And then, they either buy into it or not," said Marc Andreessen, 25, Netscape's co-founder.

    Both companies are focusing on the lucrative business market as more corporations and institutions turn to the Web for internal communications. The market for "intranets" - Web-like networks that corporations and businesses are using to streamline in-house handling of forms, company announcements, electronic mail etc. - is expected to reach $28 billion by 1999, according to Zona Research of Redwood City, Calif. That's a third higher than the most optimistic of last year's projections.

    The year of "1995 was all about the rise of the public Internet, and 1996 was about taking those technologies inside companies with intranets," said Netscape's Bob Lisbonne. "And I think 1997 will go down as the year when the Internet and intranet were linked and harnessed to do new and really exciting things."

    Intranets let companies exchange not only e-mail but files, forms, meeting schedules and documents over the Web. Considered far more efficient than phone calls or even face-to-face meetings, these "groupware" systems offer huge returns on investment for companies shifting multiple computer systems over to the uniformity of the Web. The next step, the "extranet," will be for companies to share internal documents, data and communications over the Internet with partners, clients and customers, Lisbonne said.

    An International Data Corp. study last year found that a company typically gains a return on investment of 1,000 percent or higher - that is, it makes back the money spent in just a month or two, due to efficiencies and low administration costs.

    Given the stakes, it's not surprising that Microsoft and Netscape are vying ferociously for a big piece of this business. In coming months, both will ship products featuring widely heralded "push" technology. With push, often characterized as the television-ization of the Web, pre-selected online content, such as news or stock-market reports, appears automatically on the computer screen without the viewer having to search for it.

    Also on tap for Microsoft will be upgrades of its e-mail and groupware product, Exchange, and the release of Windows 97, an upgrade of Windows 95, its operating system, which will be more closely tied in with the Web.

    Netscape, meanwhile, is poised to release Constellation, a new form of browser that not only offers push technology, but overlays, or hides, Microsoft's Windows 95 desktop. Instead of the icons on the Windows desktop, the user sees selective Web pages, news bulletins, corporate updates and other customized information from the Internet.


    The Microsoft-Netscape head-butting began 18 months ago after George Gilder, author and research fellow for Seattle's Discovery Institute, had a long cover story in Forbes ASAP magazine headlined, "George Gilder Thinks This Kid Can Topple Bill Gates."

    The "kid" was Andreessen, a then 23-year-old University of Illinois graduate who had made his mark co-authoring a Web browser called Mosaic for the National Center for Supercomputing Applications. In Silicon Valley, the tall, stocky, rapid-fire talking Andreessen already was being dubbed the next Gates. Gilder's thesis was that Microsoft's ballyhooed software of the year, Windows 95, was generating far less excitement down in the trenches than Netscape's new browser, Navigator.

    If Gilder's challenge was not enough of a wake-up call, in November lightning struck again. Rick Sherlund, leading software industry analyst for Goldman Sachs, the company that had taken Microsoft public in 1986, delivered a double whammy. Calling Microsoft's Internet strategy unfocused, he downgraded Microsoft stock, while simultaneously upgrading Netscape shares.

    Within days, Gates and Microsoft were on the attack. In a now-legendary Pearl Harbor Day address Dec. 7, 1995, Gates vowed to "embrace and extend" the Internet while focusing particular attention on grabbing browser share. The target: Netscape Navigator, then enjoying 80 percent to 85 percent of the market. The strategy: Give away Microsoft's browser.

    Netscape had pioneered the for-free model from its inception, but the company asked users to register and pay for the software if they liked it.

    "When they say the browser is free, we're saying something different from what other people are saying," Gates declared without naming Netscape. "We're not saying you can use it for 90 days, or you can use it unless you're a corporation, or you can use it and then maybe next year we'll charge you a bunch of money."

    Free, and free forever. It was quite a pronouncement from the man who, as a young entrepreneur, suggested in an audacious letter to computer hobbyists nearly two decades earlier that software, theretofore shared among programmers or distributed free with hardware, was something people should pay for.

    In Redmond, Microsoft's Internet Explorer browser overnight gained the stature of another Windows 95 megaproject. The hunt was on.


    By last March, Netscape announced at a San Francisco developers' conference a series of moves to expand its technology into PC operating-system territory carefully guarded by Microsoft.

    The next week, at the same location, Microsoft announced that America Online would adopt Microsoft's Internet Explorer as its standard Web browser, bringing 5-plus million users into the Microsoft fold. CompuServe, the other leading online service, soon followed, and Microsoft gained potential access to more than 10 million additional Web users at the expense of Netscape.

    By summer, Netscape charged Microsoft with anti-competitive practices and hired aggressive antitrust attorney Gary Reback to represent it. In August, both companies released upgrades of their browsers, touching off a feature-by-feature battle the industry trade press dubbed "browser wars."

    If Netscape wants to look on the bright side, it can consider the historical precedent of its Pacific Northwest rival. Eight years ago this spring, Microsoft was under fire from Wall Street. Apple had won a key ruling in its eventually unsuccessful "look and feel" lawsuit against Microsoft over Windows, and IBM was pressuring Microsoft to support the OS/2 operating system instead of Windows.

    Jon Shirley, the Tandy executive Gates had brought in as president in 1983 to give his young company the steadying influence of a respected industry leader, dismissed the gloomy headlines with a wave of his hand.

    "This whole thing is looked upon on Wall Street with the sense that if you don't walk on water all the time, you're just terrible," he said. "You're absolutely in the pits, or you walk on water. And nobody walks on water all the time."

    Netscape Chief Executive Jim Barksdale, who, as the one-time head of McCaw Cellular, engineered its merger with AT&T, is providing a similar message.

    When the Microsoft threat was raised in 1995, Barksdale noted wryly, "It's going to be a dogfight, but they think they have God on their side." In 1996, he was similarly pithy: "They have a much bigger bulldog to feed." Asked if he would resort to other canine analogies against Microsoft in 1997, Barksdale responded with what might be considered Netscape's motto:

    "Just remember," he said, "it's not the size of the dog in the fight, but the size of the fight in the dog."

    ------------------- Microsoft & the Net -------------------

    Key dates in Microsoft's quest for the Net:

    November 1990: Gates coins the phrase, "Information at Your Fingertips," describing concepts for accessing information electronically that later became reality with the World Wide Web.

    May 1991: Microsoft registers the domain name "," now the address of its home on the World Wide Web.

    June 1991: Microsoft hires J. Allard, who in coming years consistently pushes Microsoft to take the Internet seriously.

    May 1993: Gates gives go-ahead to Marvel, code name for Microsoft Network.

    April 1994: Netscape Communications, whose Navigator browser is destined to transform the Internet, incorporates.

    August 1994: Microsoft Net activist Ben Slivka proposes that the company develop a World Wide Web browser.

    October 1994: A Microsoft executive retreat focuses on Internet. Gates writes key memo outlining what he sees as a major shift in personal computing.

    December 1994: Netscape distributes first version of Navigator free over Internet.

    August 1995: Microsoft issues first version of its Internet Explorer browser.

    August 1995: Windows 95 released. Netscape becomes publicly traded, going from $28 to $75 a share before closing at $58 its first day of trading.

    December 1995: Gates gives "Pearl Harbor Day" address outlining Microsoft Internet strategy publicly for first time.

    March 1996: America Online says it will feature Microsoft's browser. Microsoft licenses Java, the hot Web programming language.

    August 1996: Microsoft releases updated browser, Internet Explorer 3.0; "browser wars" start. Netscape releases version 3.0 of Navigator.

    September 1996: Microsoft releases Windows NT 4.0, an upgrade of its high-end corporate operating system.

    Fall 1996: A bevy of World Wide Web sites is unveiled, including Mungo Park (adventure travel), Expedia (travel), Sidewalk (arts and entertainment), CarPoint (auto purchasing) and others.

    November 1996: Microsoft announces Merchant Server, its electronic shopping system for the Web, and shows off several other Web-related technologies.

    December 1996: Microsoft releases updated Microsoft Network with a TV-like look. It also announces deal with PointCast to broadcast MSNBC content over the Web.

    January 1997: Microsoft releases intranet-oriented Office 97, integrating the Web with its best-selling Excel, Word, PowerPoint, Access and new Outlook desktop applications.

    ----------------- Redefining `fast' -----------------

    The Internet has changed the way high-tech companies grow. Microsoft was considered one of the fastest-growing, but it looks plodding compared with Netscape.

    Consider that:

    -- Netscape, founded in April 1994, reached $100 million in revenues by September 1996. It took Microsoft, founded in 1975, nine years to reach that same mark.

    -- Netscape hired its 500th employee in January 1996, a year and nine months after it was founded. Microsoft didn't hit that mark until 1984, after nine years.

    -- Netscape made its initial public stock offering in August 1995, 16 months after it was founded. Microsoft first issued stock in 1986, 11 years after it was founded.

    Copyright (c) 1997 Seattle Times Company, All Rights Reserved.

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