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M8010-238 Commerce Solutions Selling/Order Mgmt Sales Mastery Test v1

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M8010-238 exam Dumps Source : Commerce Solutions Selling/Order Mgmt Sales Mastery Test v1

Test Code : M8010-238
Test Name : Commerce Solutions Selling/Order Mgmt Sales Mastery Test v1
Vendor Name : IBM
: 38 Real Questions

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IBM Commerce Solutions Selling/Order Mgmt

u.s.Partnership Bringing Blockchain-Powered E-Commerce to B2B merchants | killexams.com Real Questions and Pass4sure dumps

American multinational package delivery and supply chain management large United Parcel provider (UPS) is teaming up with e-commerce know-how business Inxeption to create Inxeption Zippy, a blockchain-based e-commerce platform that helps B2B merchants deploy, promote, and ship items on-line. 

The Inxeption-powered platform affords producers, distributors, and wholesalers the potential to create a corporation-branded website for the conducting of e-commerce transactions while facilitating in the checklist, advertising, and actual promoting of items to other company consumers. in line with an respectable press free up, the blockchain part of this platform unsurprisingly is supposed to shelter sensitive suggestions, such as particular person pricing and negotiated quotes.

On the different side of the partnership, u.s.offers conclusion-to-conclusion provide chain solutions via its common international shipping, tracking, and logistics features. These functions consist of the development of webpages with product particulars, order scheduling, cargo monitoring, return dealing with, purchase-order management, credit card transaction processing, financing alternatives, search engine advertising, and the reviewing of income and advertising analytics.

United Parcel Service (UPS) Patents Decentralized Locker Bank That Accepts Bitcoin

UPS’ Chief marketing Officer, Kevin Warren, mentioned:

The growth of e-commerce is riding B2B patrons to are expecting the identical fast and handy searching experiences that patrons appreciate. Working with Inxeption is yet another method we’re creating ingenious solutions that helps small groups carry first-class carrier for their clients and prevail in e-commerce.

Likewise, Inxeption CEO Farzad Dibachi cited:

We’re revolutionizing B2B e-commerce and bringing organizations and their valued clientele collectively online in a trusted method. This relationship creates simplified pricing solutions for B2B retailers with confined digital advertising and IT supplies to comfortably control all aspects of promoting and transport from one secure vicinity.

The blockchain-powered partnership between Inxeption and united states of americais likely one of the first to provide B2B merchants with a comfy and useful online e-commerce platform that may also assist them raise revenues. It also serves as yet one other illustration of how blockchain technology is being adopted by means of groups coping with deliver chains.

What do you feel about the partnership between Inxeption and UPS? let us know your recommendations in the comments under! 

photos courtesy of Shutterstock.


Perficient Named IBM 2019 Watson Commerce enterprise accomplice of the yr | killexams.com Real Questions and Pass4sure dumps

ST. LOUIS--(company WIRE)--Perficient, Inc. (NASDAQ: PRFT) (“Perficient”), a leading digital transformation consulting firm serving international 2000® and other massive business customers during North the usa, introduced it has been named IBM’s 2019 Watson Commerce company partner of the 12 months. The IBM Excellence Award, introduced all through IBM’s PartnerWorld at suppose 2019, recognizes Perficient’s ongoing increase and relationships with key purchasers, and notion management across the IBM Watson customer Engagement Commerce platform as an essential part for digital transformation.

“Our strategy to commerce is concentrated on crafting a adventure, connecting with purchasers, and offering a seamless customer experience across channels and during the commercial enterprise, imperatives in today’s client-pushed world,” stated Steve Gatto, countrywide income director, Commerce solutions, Perficient Digital. “together, with their consumers, we’re remodeling organizations in a means that no longer handiest drives growth but strengthens their standard company, and they invariably evolve their offerings to keep purchasers at the appropriate of their video game. We’re honored to be identified by means of IBM, and we’re eager for sharing their resourceful options during IBM believe 2019.”

Perficient Digital Takes Commerce options past Transactions to radically change the consumer Lifecycle for a global various manufacturer

With branded producers and distributors under drive from the dramatic shift to online paying for, a world various company sought to digitally radically change its commerce enterprise. In partnership with Perficient Digital, the two companies delivered optimized customer income, updated product information (PIM), and streamlined the ordering process through construction of a B2B portal. With the implementation of IBM’s Sterling Order management system (OMS), and Perficient’s potential, the varied manufacturer is future-proofing its enterprise to align with trade traits and market opportunities.

additionally, the company’s OMS will supply them improved flexibility in managing advanced order administration eventualities, improved reliability so as processing and fulfilment, and a cost discount in enforcing throughout its enterprise. it'll further permit the corporation to deliver carrier enhancements to its shoppers, optimize its pricing, promoting and ordinary give chain, enhance revenue due to greater inventory visibility, and reduce prices via more advantageous efficiencies in order visibility.

Perficient Digital Enhances the online client event for a number one fabric Retailer

In a market that has historically relied on brick-and-mortar experiences, a leading cloth and craft retailer turned into challenged with extending the consumer event on-line. Perficient partnered with the business to put into effect an IBM Watson Commerce answer that offered up to date visibility of its stock and superior tracking of its product quantity, region, and availability. making use of IBM Order management, Perficient further improved the answer through cloud migration that presents a single view of give and demand, orchestrates order fulfillment processes throughout purchase online Pickup In shop (BOPIS) and Ship-from-store (SFS), and empowers enterprise representatives to enhanced serve customers both in name facilities and in-keep engagements.

“Perficient has been deploying IBM Commerce options for just about 20 years, providing end-to-end digital commerce options that encompass multiple channels, and convey seamless and effective experiences across their complete commercial enterprise,” spoke of Sameer Peera, regular supervisor, Perficient’s commerce follow. “With the contemporary information that HCL took over building of IBM WebSphere Portal, IBM web content management and net experience factory, their customers continue to interact us for aid with their digital commerce suggestions. We’re comfortable to be their go-to associate as they navigate the changing market panorama and bring for his or her shoppers.”

Perficient potential in action at IBM believe 2019

in addition to its award-winning commerce solution talents, Perficient consultants are on hand all over the IBM suppose 2019 conference in sales space #320 to focus on its event and capabilities throughout the IBM portfolio , particularly cloud, cognitive, records, analytics, DevOps, IoT, content administration, BPM, connectivity, commerce, cellular, and customer engagement.

while IBM has introduced its plans to sell its commerce portfolio, the news of its acquisition of purple Hat additionally signaled the criticality cloud development and delivery play in a hit end-to-conclusion digital transformations. As an IBM world Elite associate, one in all best seven partners with that reputation globally, and a red Hat Premier accomplice, Perficient is neatly positioned to work with each corporations through this transition. And, their specialists can be reachable during IBM feel to focus on a way to navigate the cloud market, share key customer success reports, and provide strategic knowledge on the alternatives ahead for customers.

“technology is changing so hastily, and agencies deserve to maintain tempo or face disruption,” mentioned Hari Madamalla, vp, rising options, Perficient. “With advantage and event in all aspects of the commerce experience, to leading cloud, internet hosting, managed services and aid options, organizations flip to Perficient as a go-to partner for his or her digital transformations.”

join several Perficient area depend consultants and their clients as they present all through six IBM believe classes, together with:

As a Platinum IBM business associate, Perficient holds greater than 30 awards throughout its 20-year partnership history. The enterprise is an award-winning, certified software cost Plus solution provider and one of the vital few companions to get hold of dozens of IBM expert level utility competency achievements.

For updates all over the experience and after, join with Perficient consultants on-line through viewing Perficient and Perficient Digital’s blogs, or observe us on Twitter @Perficient and @PRFTDigital.

About Perficient

Perficient is the leading digital transformation consulting enterprise serving world 2000® and business purchasers all the way through North the united states. With unparalleled information expertise, administration consulting, and artistic capabilities, Perficient and its Perficient Digital company convey vision, execution, and value with astounding digital journey, business optimization, and trade solutions. Their work permits consumers to increase productivity and competitiveness; grow and support relationships with shoppers, suppliers, and companions; and cut back costs. Perficient's authorities serve shoppers from a community of workplaces across North the us and offshore areas in India and China. Traded on the Nasdaq world opt for Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. Perficient is an award-winning Adobe Premier companion, Platinum degree IBM business companion, a Microsoft countrywide service issuer and Gold certified companion, an Oracle Platinum associate, an advanced Pivotal ready partner, a Gold Salesforce Consulting companion, and a Sitecore Platinum associate. For more assistance, talk over with www.perficient.com.

protected Harbor remark

one of the most statements contained during this information unlock that aren't purely old statements discuss future expectations or state other ahead-searching advice regarding financial outcomes and company outlook for 2018. those statements are discipline to widely used and unknown risks, uncertainties, and different factors that might trigger the actual consequences to differ materially from those meditated by means of the statements. The ahead-looking suggestions is in line with management’s existing intent, belief, expectations, estimates, and projections related to their business and their business. remember to be conscious that these statements simplest replicate their predictions. actual activities or outcomes may additionally fluctuate appreciably. important components that could cause their genuine results to be materially distinctive from the forward-looking statements encompass (however aren't restricted to) those disclosed below the heading “risk elements” in their annual record on kind 10-ok for the 12 months ended December 31, 2017.


IBM Awards manhattan friends' allotted Order administration as "finest ISV associate Innovation" for WebSphere Commerce | killexams.com Real Questions and Pass4sure dumps

November 17, 2009 09:20 ET | supply: big apple acquaintances, Inc.

ATLANTA, Nov. 17, 2009 (GLOBE NEWSWIRE) -- long island pals' (Nasdaq:MANH) allotted Order management (DOM) answer received the "most advantageous ISV companion Innovation" award throughout the IBM WebSphere Commerce leadership Summit, held on Sept. 14-17 in Toronto, Canada. DOM, a part of big apple's Order Lifecycle administration suite inside the manhattan SCOPE(R) portfolio, is an business order management application in a position to capturing an order from any channel in any location and pleasant it from an extensible deliver community.

The award acknowledges DOM's integration with IBM(R) WebSphere(R) Commerce (launched as part of WebSphere Commerce 6.0 function Pack 5 in April 2009), which offers dealers with a complete stack of go-channel solutions: WebSphere Commerce for cross-channel advertising and selling, and DOM for order success from an extended supply network that includes distribution facilities, stores and drop-ship vendors. dealers can use out-of-the box functionality for managing multi-channel shopping methods; purchase online / pickup in save flexibility; in-keep retailer the sale capabilities; buy anywhere / ship from keep alternatives, and supplier-drop shipment strategies.

an illustration of the joint IBM WebSphere Commerce / ny acquaintances DOM solution is now attainable in the IBM Retail building atmosphere (RDE) in Dallas, Texas. within the RDE, customers can see a reside demonstration of iPhone purposes showing save-degree inventory with a web storefront to manage the buy online, decide on up in-store circulation, in addition to an in-shop utility for managing the client pick-up process.

"IBM WebSphere Commerce 7 is optimized for all cellular instruments," said bill Holtshouser, software Director, Commerce method and Product administration, IBM. "using big apple friends' DOM with WebSphere Commerce offers consumers with the capability to use their handheld machine to opt for and purchase products, then ascertain inventory and pick up at their local shop."

To study the complete release, please talk over with http://www.manh.com/58164.

receive updated product, customer and partner information at once from big apple acquaintances on twitter and facebook. simply seek advice from www.twitter.com/ManhAssocNews to observe their latest information and be part of the new york friends facebook group at http://www.facebook.com/ManhattanAssociates.

About big apple pals, Inc.

big apple pals continues to bring on its 19-year heritage of featuring global deliver chain excellence to more than 1,200 customers global that accept as true with give chain optimization core to their strategic market leadership. The company's supply chain improvements consist of: big apple SCOPE(R), a portfolio of application options and expertise that leverages a provide Chain procedure Platform to aid businesses optimize their deliver chains from planning via execution; big apple ILS(TM), a portfolio of distribution administration and transportation administration solutions constructed on Microsoft.net know-how; and big apple carrier management, a suite of supply chain solutions principally addressing the wants of the motor service industry. For more suggestions, please visit www.manh.com.

big apple pals, Inc. Will Haraway (678) 597.7466 wharaway@manh.com Porter Novelli Samantha Blau (312) 856.8814 samantha.blau@porternovelli.com

long island acquaintances, Inc.

Atlanta, Georgia, united states

ny associates, Inc. Will Haraway (678) 597.7466 wharaway@manh.com Porter Novelli Samantha Blau (312) 856.8814 samantha.blau@porternovelli.com manhattan logo.jpg

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Commerce Solutions Selling/Order Mgmt Sales Mastery Test v1

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Musings of an Apprentice: Business Thinking Meets Design Thinking to Create a Design-led Innovative company | killexams.com real questions and Pass4sure dumps

Abstract: A perspective of a redesigned, reformed and transformed business design professional. The author shares her journey, experience, progress, and point of view on today’s often discussed “design thinking or building a design-led innovation culture.”

BackgroundWhile I love the idea of design being applied by a battalion of brains to make a meaningful impact in business and the world, I have mixed feelings about Design Thinking. I firmly believe the term was coined by Tim Brown of IDEO in a well-intentioned manner. Pioneers like Roger Martin and Tim Brown have directed the shifting role of design from a noun to verb in the networked economy. It can and is being applied by forward-thinking businesses and disruptors to create a USP (unique selling proposition) or differentiator to respond to changing trends, consumer and employee behaviors and expectations, and gain a competitive advantage that ultimately drives business growth and impacts bottom-line.

I have realized that the whole brain thinking, empathy, diverse viewpoints, research, analysis, big data insights, ideation, validation; balances the art and science behind the ways a human can engage their mind to solve complex problems in today’s networked economy, is spot on. It’s agile, learnable, repeatable, disciplined and flexible process ensures that even an ordinary person can use to get things done while creating unique and qualified value which complements the existing value management capability.

Inspired by the success of Apple, Amazon, Google, Airbnb and many more, the good news is it’s gaining traction globally, and India too is joining the bandwagon. However, I also have my fears. It stems from the fact that, often businesses lured by innovation and sweeping organizational change are jumping into it without really understanding what design thinking is, how it works and why do they need it in the first place.

Even worse, there are many claiming to be “design thinkers” after learning about the standard methods and tools of design thinking process or those who run a UI/UX design firm. Their engagements are driven by one-off workshops which usually ends in creating a prototype with a roleplay or pitching session, without focusing on following through the ideas for execution. Most often this is resulting in misdirected solutions and outcomes disappointing business, who abandon it and return to the old ways of working.

Because of these illusions, and the rampant use of the term, I fear it has perhaps, led to some misdirections and misconceptions, and has diluted the value of design thinking and the ROI it can realize. It is also delaying the management buy-in to invest in this critical tool that is the need of the hour.

The need of the moment is the right know-how of how businesses can apply this idea-inspiring, culture-building, co-creating and revenue-driving approach, and what is the commitment they need to make; to take a call if they are ready to embark on the journey. I am glad that many business schools and are all set to demystify the concepts of design thinking, by imparting the know-how of design thinking tools and techniques and the necessary mindset to students and business leaders.

Back in the school daysDesign Thinking? What is this? Oh, and post-it notes was unheard of, even in the product design sessions in my engineering school or while understanding consumer behavior in business school.

I attended engineering school in a mostly pre-digital age. I was sharing a 386 PC with my classmate learning to code or using Auto CAD to design a product, and they had heard of something called the internet.

A couple of years later, when I joined a business school email was beginning to gain traction, surfing the internet was an expensive affair, but one had to wait for your turn to access the PC in school or internet café. eCommerce was elective coursework exposing us to a new disruptive model using technology. There was no mobile phone, social media, wearables, mobile apps, mobile or cloud computing.

There was no concept of User Experience (UX), Customer Experience (CX), Employee Experience (EX) or Service Design (SD). There was architecture, graphics and industrial design in engineering school. In business school, there was Kotler’s 4 Ps (Product, Price, Place, and Promotion); and the focus was to learn how to get the final product to market while reducing internal costs and increasing margins. The customer was another crucial factor in decision making.

Well to cut the story short, the schooling equipped me with the basic skills to become employable

Engineering:

Hard, or concrete, skills: Knowledge of core subjects, machine design, CAD, application of the knowledge, familiarity with industry standards, understanding the mechanisms between components in a system,Soft, or complex skills – attention to detail, scientific mindset, analytical and creative thinking, adaptability, collaboration, team player.

MBA:

Hard, or concrete, skills: accounting, economics, statistics, marketing, sales management, operations, finance, investing and supply chain.Soft, or complex, skills: business thinking, communications, ethics, organizational behavior, strategy, leadership, change management, negotiations, and entrepreneurship.

For better or worse, most associate an Engineering degree or MBA with only the hard skills. While hard skills are vital and important, but the “secret sauce” for success I realized later in my career is to learn and hone the complex soft skill set.

Noticeably absent? Design Thinking.

Oh, and post-it notes. I never saw those in industrial product design or consumer behavior sessions either.

The early years of my careerI rolled up my sleeves and got immersed in the tough world of sales, and consulting.

Post-engineering, a couple of years in sales taught me valuable lessons about business. To name a few, I learned to talk to strangers, ask them questions to understand their needs and gauge their interest, take notes without losing eye contact, deal with rejection, looking and reacting to signals, prioritization, building relationships and business ethics.

With the burning desire to learn how a business functions, I landed in a business school.

I entered the emerging world of software product consulting immediately upon graduation from business school. I was among the first wave of management professional hired by the company to become a multi-tasker – a product manager, function tester, and implementation consultant. I was tasked to collaborate with software engineers, sales, and marketing to start shifting software from a highly technical, unapproachable space to solve business problems and help the client’s employees accept this software.

I resisted any notion of my role being constrained:– as a sales executive – to miss sales closure on the grounds of poor product features– as product manager – to becoming reactive to changing market dynamics– as a function tester – to have no foresight to envisage all possible scenarios the users can use the software– as an implementation consultant – to create the necessary balance between “let’s move to action” and “let’s make sure they are acting on the right things” in client organizations.

Instead, I worked diligently to understand the business needs; business or people constraints of clients in different industry; their business process; the underlying process variations because of the different business models and organization culture; passing on consumer feedback to the product team; the (often) non-trivial limitations of emerging technologies and so on.

The curiosity to apply my engineering design and business thinking fundamentals challenged me to grow my literacy (I realized it much later that it’s a must for design knowledge) to help my clients reshuffle their focus:

1. Understanding and applying principles of the software interface layout, color, space, typography, while keeping in mind the end-user context2. Identifying context and forming relationships between users, things, activities, systems and business process, honed my facilitation and change management skills3. Accurately identify problems and requirements – solution requirements, business needs, end-user needs and wants constraints and timelines4. Not oversell and pretend to know everything accepting “I don’t know” is a valid answer and being honest builds trust5. Creating compelling stories to get the buy-in that could move people, get them out of their comfort zones, impacting their point of view and get their full support and understanding6. Exploring possibilities by focusing on partnering, co-creation, and enablement – by ideating with clients, peer colleagues, and think-tanks; enable clients to be self-reliant7. Faking it till I could make things with my hands my profile was often sold to the client as a senior expert consultant, just to get me off the bench, the reality being I knew nothing about it. I had to learn on the job and start delivering overnight while embracing the qualities of deep craftsmanship in all one produces to avoid getting caught8. Applying critical thinking to critique client processes, to refine concepts, establish new objectives, spot the quick wins and identify the long-term benefits, implement the solution, measure the progress and uncover additional opportunities9. Stay abreast of upcoming changes in the industry, technologies and business concepts to add spark to the conversation and to justify my relevance10. Practice what I preached, e.g. if I said “this solution meets your requirement” then I demonstrated “that this solution meets their requirement”; I can’t change how others think if I didn’t model what that looks like myself.The collaboration with software engineering, sales, and marketing paid off, and I successfully took multiple products and solutions to market. Moreover, I was pretty good at it.

And, still no design thinking?

A necessary changeIf you were hand-picked tomorrow to make strategic decisions and run a business, would you be able to?

The answer was a “Yes.”

The itch for career advancement, made me climb a straight vertical ladder with the destination of an M&A program manager, marketing director and later a practice head. I was soon saddled with additional management responsibilities, and it required me to “master people.” Unfortunately, there were no horizontal ladders available, opening the bridge to a bunch of doors on the same floor and help me gain “mastery of oneself.”

While my consulting stint had helped me meet me new people from different departments, and get a hands-on feel of the problems and everything that was going on in the client organization and deliver solutions and getting appreciated for the outcomes, it had not geared me to break down my own organization’s departmental silos.

In the leadership role, I became increasingly frustrated with a lack of ability to impact strategic direction in a short period. So many times they had a get-together to brainstorm and attempt solving a problem, but nothing was getting accomplished. How many times after I left a formal meeting, I doubted that anything was actually going to change? I realized, this damage was self-inflicted, as internally within the organization, they were not practicing what they preached to clients as consultants.

This discomfort resulted in a search for a solution and some self-reflection.

The reflection: As a consultant, there was often a well-defined problem, and I complimented it with a pre-packaged solution. The solution was modular in nature as they knew “one-size-does-not-fit-all,” giving consultants like me the flexibility to customize it to meet the client requirement. The business skills acquired helped me quickly solve linear problems. It was dealing with the non-linear business problems having the following characteristics – volatility, uncertainty, complexity, and ambiguity; I was struggling with.

The realization: “In the rush to meet deadlines and numbers, they were not allocating sufficient time to think through the problem truly. Instead, they jump at the first solution dished out, without measuring its merit as a functionally, financially and technically viable solution meeting the customer’s actual need. In the process, they often end-up treating symptoms and not the actual problem. Surprisingly, it is that “little thing” that was missed—something so obvious – paving the direct path to failure.”

Finally! Enter design thinking: During this challenging time, my organization exposed me to a design thinking workshop, which turned out to be a blessing in disguise.

My total transformation – A new way of thinking by connecting design to strategy

I transformed from being in the business of designing point solutions to being in the business of designing businesses.

Since then, I have been participated and facilitated multiple such sessions, with diverse cross-functional teams across different companies in different industries. Its collaborative nature helped circumvent the friction created by the departmental silos, involving the relevant stakeholders right from the start in it’s workshop based approach. I honed the art to balance between “let’s get to action” and “let’s ensure they are acting on the right context at the right time,” while steering the team forward into expansive waters of exploring incredible options. I learned to manage this energy and empower teams to share ideas and participate without any inhibitions to deliver outcomes efficiently and effectively.

It helped me realize that innovative business changing ideas can be fleeting at times, but design thinking provides a structured approach to deal with it. I got the opportunity to try various elements of design thinking and became really passionate about it because it works. This gave me the confidence to practice, master and tweaked the method so that it provides value to my clients.

Fortunately, my thinking got rewired, and I was transformed by the design thinking process, framework, toolkit, and mindset. I got a new lens to view the business, and a fresh perspective on reality, performance and success.

– The “what is” shows me the mirror and face the current reality.– The “what if” makes me a futurist to envisage desirable and sustainable paths of action. It helps me combine empathy and data to analyze trends; recognize patterns, opportunities, and breakthroughs in social and business innovation to create a preferable future. It gives me the ability to remove the barriers while implementing a game-changing design – using data, empathy, imagination, and intuition.– The “what wows” keeps me grounded to focus on creating and delivering this magic over and over again.– The “what works” helps me make and keep things simple, relevant and convenient.

I entered with a design thinking toolkit, which provided a set of lenses through which I could find solutions from the perspective of the users and not try to fix the problem based on the originator or creator. Perhaps it was a cube, allowing me to flip a problem around in order to notice, empathize, define, ideate, prototype, test and refine.

With a rewired mindset and applying the principles of service design, I exited with an ambidextrous design-led innovation framework for the network economy which gave me a strategic multi-dimensional lens, to sees collections of interdependent components in the organization as a set of relationships. It helped analyze the relations between emerging behaviors influenced by the complex social, technological and economic ecosystem in which the organization operates; to attack problems and find the best solution. Now, I can flip a much more complex shape. I am not sure what it is – perhaps it’s a kisdodecahedron.

Reboot the management – a new operating systemStill Confused? Let me use a simple metaphor to clarify your doubts. Imagine a stage in a theatre; the front stage is where the magic and engagement happens and what the audience can experience. The lead actors being sales and customer service professionals, your website, mobile apps and social media. The front stage view encompasses what your business does that customers can see, hear, feel and touch; and forms their opinion based on the interactions.

The backstage view comprises of things a business does but is supposed to be invisible to the customer, but critical to enable the experience. The backstage experts support the front stage, with the crew, the lights, the sets, the makeup, the extras and so on. In the organization context, the backstage, are the different departments marketing, product engineering, operations, information technology and so on who make front stage magic happen.

Then there is the behind-the-scenes actors – the leadership team, who provide the strategy, tools and create the conditions to make both the front and backstage break-down the silos and work as a team to address the customers and business needs. The work environment, guiding principles, practice and systems; and all the things that aren’t really a part of either the front or backstage. The leadership team cultivating a new mindset to bring external ‘chaos’ into the organization and view it as something positive. They make bold decisions and change things, only to change them again shortly after. They do so by reducing the formal hierarchies, reduce control and fear – build trust and share the work of setting direction, exploit the diversity and re-invent strategy making and leaders who create meaning for every individual stakeholder.

The key is to reimagine the front stage and backstage from the outside in, to reduce ambiguity, uncover opportunities and simplify the organization. By connecting design to strategy, companies can apply design to clarify business strategies, simplify and humanize complex systems and create a roadmap to systematic and sustainable innovation.

Quite often this is a business case for behind the scene teams, to embark on a cultural change initiative and rewire the thinking for systematic sensemaking and fast decision-making to shape experiences for solid business outcomes, especially in the networked digital era. The intent is to create and reinforce a design-led innovation culture, which promotes speed, entrepreneurship, diversity, innovation, and risk-taking. As a master of ceremonies, my role is to aid businesses to prepare for this journey using the ambidextrous design-led innovation framework.

Essentially, I went from being in the business of designing point solutions to being in the business of designing businesses. Since then, I never looked back.

My biggest fears, concerns, and complaintsMy passion in Design Thinking and arriving at an approach to prepare the organization mindset to Build A Design-Led Innovation Culture was born from a personal journey. My schooling and professional experience, combined with the curiosity, created a burning desire to rise through the distraction of detail and combine design and business into a single thought process, uniquely tuned to do what, I call practical service design thinking and doing.

Yet, most design thinking practitioners operate, in a complex environment and still a nascent market. Design Thinking is tossed like a magic potion capable of solving all ailments. And, any design project related to UI and UX is characterized as “design thinking.”

The things I actually don’t want to see happen are:

1. Design thinking replaces design doing – Whacky ideas, sticky notes, great visuals, fashionable clothes and know-how to use the toolkit, don’t make good designers.

Reason: It about – a well-honed understanding of business fundamentals, using both qualitative and quantitative techniques to empathize and reflect the customer’s voice, helping build an emotional connection to the brand, hands-on creation to visualize and communicate complex information, evaluate prototypes and acting on user feedback a routine, defines design.

2. The designer skill set gets unacceptably exaggerated – Having a design degree or title doesn’t qualify one to design anything and everything.

Reason: Designers need to understand the limitations of their practice. They need to move beyond creating an aesthetically appealing product or focus on winning design competitions.They need to embrace their limitations and work with their business counterparts, and focus on skills they excel in (e.g., amazing ideation and visualization skills) and take a more holistic view of how to create a Minimum Lovable Product, and how their designs will be received in the marketplace.3. Design thinking becomes misunderstood as design-led – Too many designers hold up Apple, and digital stalwarts like Amazon, Google, LinkedIn as the success mantras of what’s possible when an organization is “all-in” on design thinking and calling it design led.

Reason: The truth about Google’s famous 20% policy is employees are encouraged, to spend 20% of their working time on what they think will most benefit Google, apart from working on their regular projects. Last time I checked, the late Steve Jobs was not a designer. He was a business leader, with a clear vision for his firm and the leadership acumen to implement that vision, including insights to making timely acquisitions, investments and partnerships.

4. Empathizing replaces market analysis – Human-centered design is essential but doesn’t guarantee results of new product/service innovations

Reason: Henry Ford’s statement comes to my mind – “If I had asked people what they wanted, they would have said faster horses.” So if you are a disruptor, depending on the potential of the innovation, it might be counterproductive to follow the customers initially, as they operate from the frame of known. For example, Uber would have learned that people want to pay for their taxi with a credit card and maybe order it on their phones, but surely not ride in the private car of a stranger, who is not a licensed driver or share a ride with a stranger. Once the product/ service is out in the market, design thinking has helped Uber build sustaining service innovation to resonate with the audience.

5. They lose view of the big picture – Design Management is as much about management and employee empowerment as it is about design

Reason: Innovating the customer and employee experience is just a small piece of the puzzle.The orchestration of people, process, technologies, context, content, conversations, scenarios and environments requires a clear understanding of business dynamics. It is the ability to tackle customer, business, and organizational challenges, and setting boundaries where employees can exercise their empowerment, to build capabilities and deliver the business outcome. It is not getting obsessed with building great products but also about offering excellent service, as service can cause more frustration to customers than the product. It is about the leadership freeing up time to think, passing the baton to the middle management to manage the daily grind of managing the business, and focus on the actual work of leadership.

My hopeI’d like both Design Thinking and Business Thinking to be at par, and be viewed as a necessary acumen for building a design-led innovation culture.

However, they are still very much at the start. But, it’s not enough.

We need to realize that many of the soft, complex skills in the engineering and management framework are as relevant as design thinking skills. Perhaps it is more critical. Skills like facilitation and change management, effective communication, storytelling, visualizing are key enablers to design thinking and innovation efforts.

Like leading business schools, I hope the design community takes a step back to assess what it does and does not know. Their curriculum too needs to be modified to help designers augment their understanding of business.

The crux is they need design leaders who can design and think, not ones that have been taught how to do today’s wireframe, persona, empathy map, journey map, service blueprint or few other tricks up their sleeve. They need them to help organizations become trendsetters, and uproot once-thriving businesses by questioning the status-quo and embracing new ideas, unfamiliar approaches, and alien concepts. They need to get the leadership to shift from “business as usual and focusing on creating profit for shareholders” mindset to become “an opportunity and growth hacker while creating value for stakeholders.”

It’s the beginning of the journey to design business to survive and sustain in today’s networked economy.

Back to you – design thinking and design doing in the era of ‘Always-on’ transformation

To disrupt, you need to design the system or get disrupted with your organization getting designed by the system.

As designers and architects of the future, you have an opportunity to play an influential role in constructing the “new reality” and improving the experience of people on the planet in the network economy. A short-term profit focus or reacting and responding to current conditions will be an opportunity lost. Alternatively, you could be a visionary and help redefine “how things work.” By acknowledging this and setting out with a clear charter, you have the potential to explode into a 21st Century Renaissance.

I am curious about the relevant education, how as budding designers, you choose to step up to the challenge and lead us towards a future characterized by innovation – aesthetics, functionality, and relevance.

In the wake of this: What is your view on Design Thinking and Design Doing to become a Design-Led organization? Do you agree that if design is an approach to a creative organization, it can’t be independent of logic – as creativity is the skill to make sense of new logic? What experiences would you like to share by mixing Design Thinking with hard and soft skills from Business Thinking?

Look forward to your views.

The article was first posted in innovationmanagement.se


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With the future of San Diego Unified School District superintendent Alan Bersin and his once-vaunted blueprint for educational reform hanging in the balance, the race to replace outgoing school-board member Sue Braun — who caused a furor last year with her e-mailed threat to shoot fellow board members Fran Zimmerman and John deBeck — was expected to be a donnybrook. Five candidates signed up for the open seat. One is Braun's favorite, attorney Katherine Nakamura. Another, former Navy officer Jeff Lee, is a Bersin critic. Both had long ago announced their intention to seek the office and had begun building bases in the district, which extends from Scripps Ranch and Mira Mesa to Allied Gardens, Del Cerro, and the College Area.

To most outside observers, the contest was shaping up as the traditional battle between those, such as Braun, who support Bersin, the controversial ex-U.S. Attorney who has repeatedly clashed with the teachers and their voluble leader Marc Knapp, and those looking for a candidate who would cast a third vote with boardmembers Zimmerman and presumably deBeck to end Bersin's career in education.

But that scenario suddenly changed with the last-minute entry into the race of Johnnie Perkins, a trash-company lobbyist, veteran Republican operative, and ex-aide to city councilman Byron Wear. Though he has no children of his own (his wife is pregnant with their first child) and no experience in school-board politics, Perkins, who jumped into the fray just weeks before the December filing deadline, has emerged as the candidate to beat, rapidly collecting the endorsements of the San Diego Labor Council and the San Diego Education Association, the union representing 8300 of the district's teachers and other employees. The early endorsements have allowed Perkins to list them on his ballot statement, giving him what local political experts say is a substantial leg up in the contest.

The collective embrace of Perkins gained even more momentum last week when Perkins announced that the San Diego Chamber of Commerce, consistently at odds with most of the teachers' union agenda, also endorsed him, and he filed campaign-finance disclosure forms revealing a host of sizable donations from members of the downtown establishment, which has favored Bersin. They include real estate mogul Malin Burnham and wife Roberta; nursing-home owner and one-time city council candidate Karen McElliott; and the William D. Lynch Company of Rancho Santa Fe, whose founder, Bill Lynch, has been one of Bersin's biggest supporters and whose foundation has contracted with the district to provide various educational services.

The abrupt appearance of educational neophyte Perkins, along with the emergence of the politically strange bedfellows who are backing his campaign, is causing consternation and confusion among the teachers' union rank and file. Some see a sophisticated plot by Bersin and his wealthy political backers -- who poured more than $750,000 into the attempt to defeat Zimmerman -- to put another rubber stamp on the board, cementing his position for years to come. Some even claim that teachers' union president Marc Knapp is in on the plot and will be rewarded with a high-paying executive spot at the school district when he leaves his position as head of the union later this year.

Others speculate that city councilman Byron Wear, who is prevented by term limits from running for reelection and is seeking a lucrative job on the new regional airport board, is building his own San Diego version of Tammany Hall by engineering the election of his trusted former aide to the school board, which oversees a multibillion-dollar budget and each year awards millions of dollars' worth of contracts for everything from pencils to high school construction. The board also controls millions of dollars' worth of real estate, which some say is highly coveted by an array of would-be developers, all waiting to pounce once the friendly four-to-one board majority legally required to market the land is elected.

Other key constituencies, like big labor, according to this theory, are being bought off by promises of contracts, choice jobs, and favorable treatment by local government. Perkins's role as lobbyist for San Diego Landfill Systems, a subsidiary of giant Allied Waste Industries, is fueling the suspicions. Others simply credit the political skills of the well-connected Perkins, who reportedly spent months researching the standoff between Bersin and his critics.

Perkins, a 39-year-old native of the city of Cypress in Orange County, says he bears no hidden agenda and denies he has entered into secret deals of any kind with Bersin, Wear, the teachers' union, the chamber of commerce, or anyone else.

"I told both sides clearly that some days you're going to be pleased with me and some days you aren't, but at the end of the day you're going to look back and say, 'He did what was best for the children,' " he said in an interview last week.

Perkins also denies that Wear is a major behind-the-scenes force in the Perkins campaign juggernaut. "That's not true. In fact, Byron and I have had plenty of disagreements over a number of policy issues, even when I worked for him. But I haven't worked for Byron in four years. I've had two other jobs since Byron, and so I talk to him every now and then, but I'm certainly not involved in his political operation, and I'm not involved in his policy operation at all, either.

"He called me when he heard I was interested in the [school board] race, and said, 'Hey, if you consider running, I think that would be great; I would support you.' But I did not call him and seek his advice or ask for his endorsement or anything like that. He had heard, and he had called and said, 'I heard you were thinking about running,' he thought that would be great."

Perkins adds that he is against selling off school-district property to well-connected developers in the way that the San Diego City Council has over the past decade sold city-owned real estate in order to raise money to fund operating costs. "I'm not inclined to support that, and the reason is their school district is going to continue to grow with the amount of population growth in San Diego, and I think it would be irresponsible of any member of the school board to start discussing selling off assets. That's, in my opinion, what got the City of San Diego in so much trouble. They took all those assets they had, and they started selling assets every year to balance their budget."

His critics claim that, for all his mastery of educational jargon, Perkins is an empty suit who got a quick course in how to win a school-board race by saying the right buzzwords to the right constituencies, but once elected would be at the mercy of his handlers in labor and the downtown establishment. "Mr. Perkins lacks depth in his responses to questions regarding the Blueprint," argues Frank Lucero, a math teacher who is backing Jeff Lee. "His responses indicate that he is an educational neophyte. He uses the same response to many questions: 'The teachers are the experts,' 'parents are the foundation,' 'fundamentals come first,' 'reading, writing, math,' 'sit down with the stakeholders at local schools to empower them,' 'The Blueprint is a top-down management approach.' In other words, there is no depth to his responses. I feel like yelling out, 'Tell us something they don't already know!' "

Perkins counters that his position as a newcomer to education politics is actually a plus and says he would base his service on the school board around his experience in the public schools of Cypress. "I'm a public-school-system product myself. Graduated from UCLA and went through the public schools myself, and I want to make sure that my child and the children in the community have the same kind of opportunities I had when I was in public school. I was held back when I was in first grade, and if not for the tremendous teachers I had then, I don't think I would have been able to get to the next level, because my folks moved from one city to another late in the school year.

"And I went to Cypress Junior College before I went to UCLA, and I didn't know how to study out of high school, and I had tremendous professors at junior college that really focused me on studying, which enabled me to be successful when I got to UCLA. So I value and respect their teachers for the tremendous and awesome responsibility they have in educating their children, and I just want to make sure that the kind of privilege I had going through public school...that the children in San Diego have that same opportunity."

Lucero and others who favor ousting Bersin are also suspicious of the carefully studied position Perkins has laid out regarding the future of the superintendent. In his videotaped interview with the teachers' union, he studiously avoided calling outright for Bersin to go, instead suggesting he would convene a meeting of teachers, ask for their opinions, and then present Bersin with a list of unspecified policy changes. "If they aren't addressed in a certain amount of time, then I'm willing to reevaluate the administration." Counters Lucero: "His worst answers regard questions about his support for Alan Bersin. Perkins says that he could work with Bersin and that Bersin could be changed. He panders to his target audience and blows with the political wind.

"I told the SDEA, you did not do your homework," Lucero concludes. "If they had gone into any in-depth process, he would never have been endorsed." Not so, argues teachers' union president Marc Knapp, who voices confidence in Perkins and his ability to deliver for his members. "Perkins says, 'I'm going to give you [Bersin] a chance to change, but if you don't, you're gone.' That is, if they have the votes to do it. Frankly, that's the approach I would take, even having been across the table from the superintendent all the time. If I was running a campaign, I would never run on saying I'm going to throw the superintendent out. What I would say was that I was expecting change; if it doesn't happen, this leadership is going to change."

Perkins adds that any policy changes to be made by the school board, including the potential firing of Bersin, will require time for him to evaluate once he gets elected. "I'd like to have a time period -- and I don't know what it is, because I need to think through more about those issues and how complicated they would be to change quickly -- but let's say they give him six months to a year; let's say just hypothetically. If those issues aren't changed within that time period that I think is reasonable, then, yes, I would very seriously consider making a change in the superintendent's office."

Both Perkins and Knapp deny the persistent story that the teachers' union president made any secret deals to engineer the endorsement of Perkins. "At least one of the other candidates is putting out all of this spurious crap about SDEA sold out or I sold out or Alan Bersin is paying me off," Knapp says. "My favorite is the part where my contract with SDEA was supposed to run out on the 31st of December, and then on January 1st Alan Bersin was going to give me a high-powered job, maybe even Tony Alvarado's. I got to tell you, out of all the people in the world Alan Bersin would do anything for, I'm last."

The argument within the union over its endorsement of Perkins has become so heated that last week Knapp posted an article on the union's website, headlined "Setting the Record Straight: Rumors Fly in the Face of Facts," vehemently denying he had cut a deal with Bersin. "The President was only one of the approximately 150 votes cast, and had no veto power. They are recommending to their members one of the best pair of pro children/educator candidates SDEA has ever supported," Knapp wrote. "Misguided souls -- It never ceases to amaze me how uninformed and stupid some people can be, so I probably need to clear up a few inaccuracies put out by these misguided souls.

"I am a dues-paying member elected by you to serve and represent the policies and positions of the Association in all dealings with the District and other agencies through July 31, 2002. This spring you will elect a new President to represent you.

"Alan Bersin can't offer to hire me to a District position; I am already a District employee. You can find me listed in the staff directory under Labor Relations as regular teacher at cost center #520. My term as President ends this school year, and I will be going through the regular Post and Bid process just like many of you. I am not guaranteed a position. I have not been offered any position by the Superintendent or anyone else.

"We've seen these kinds of slanderous tactics before; most recently during the Fran Zimmerman School Board race. I guess 'those misinformed people' never ever get it. They believe they will divide and defeat us. Instead of spreading rumors and defaming their leadership and their candidates, 'those people' ought to call me with their rumors... I need a good laugh."

Over at the San Diego- Imperial Counties Labor Council, the umbrella group for 110 AFL-CIO locals in the region, political director Donald Cohen says there has been little or no controversy over the Perkins endorsement, largely because the council is convinced that he would vote its way on an array of bread-and-butter issues of special interest to its members. (The labor council is not affiliated with the teachers' union.)

"He passed the test. He seems good on their issues and is a viable candidate and seems like he would be independent of the superintendent, independent of the chamber, independent of everybody. They want to ramp this down by having people on the board who aren't in one camp or the other but who actually have an opportunity to vote with the kids."

Cohen would not make public the questionnaire used to evaluate the school-board candidates, but he said the labor council was confident that Perkins would vote with labor on a number of crucial issues, which largely involve unionizing the district's contractors and higher wages for its workers, or else he wouldn't have received the council's endorsement.

"We want construction, definitely. A lot of schools are being built. They want to make sure they're done -- they helped the school district to put together a labor-compliance program at the school district. Even though they have to pay prevailing wage, a lot of them [school contractors] were cheating. It's the law, but a lot of them don't do it.

"We'd like for [schools] to be built with project-labor agreements to actually get a well-built school. We'd like all public agencies, including school districts, to look at living-wage policies to make sure that subcontracting isn't used to downsize wages and benefits for workers. Living-wage policies usually apply to the contractors of school districts.

"We don't want people who support vouchers. They don't oppose charter schools, but they want to make sure there are collective-bargaining rights within charter schools. That's important, it's a core union value. Those kinds of things."

In an interview, Perkins confirmed he supported prevailing wage laws and voiced qualified opposition to vouchers. "I am not in favor of vouchers, and the reason is, I am a product of the public school system, and I just look at what it did for me, and I think I turned out pretty good. So, vouchers are not really something -- at least at this time -- that I'd be willing to support. Because there are still some things they can do at the public school level to get that improvement, to get the confidence of the teachers and parents back."

On the question of unionization of charter schools, Perkins said he had no position. "I just haven't given that much thought, so I don't know. I haven't really thought through that one at all."

As for Alan Bersin's future, so heatedly debated by the school teachers, Cohen says that, in the long-running battle for control of educational policy, the ball is ultimately in the court of the school board, not the superintendent.

"I don't agree that he is the issue. He is an issue. He has done things that have been the wrong approach, the wrong method. And then there are some things educationally that he's probably right on and probably wrong on, when it comes to curriculum and this and that. But he has certainly pushed too damn hard. I mean, he's made some mistakes and further polarized the school district. The school board -- the elected representatives -- need to be in control. He needs to work for a school board. They don't need to work for him.

"That's the difference. He's a smart guy, right? But whether he can work for somebody is another question. But that's what has to happen here. The school board needs to be in control of the policies of the schools, and when the staff comes forward with a good idea, they need to say yea, and when they come forward with a bad idea, they need to say nay. That's the difference, and that's what they believe is important."

Yet, despite the studied and unanimous assurance from labor leaders that Perkins is their man, some union members continue to fire salvos from within. Much of the dissent involves the haste in which critics say the teachers' union took up the endorsement. Knapp confirms that Perkins did not fill out a questionnaire prior to his pre-endorsement interview, as required of the other candidates, but says he did so afterward. "Johnnie had his [questionnaire], but he hadn't turned it in before the interview, and that was part of what they were depending on afterwards, looking at the [videotaped] interview to check and make sure that the answers squared with it, before it went to the board of directors."

But Knapp acknowledged that while his board does its best to screen potential candidates, its due diligence is limited by time and resources.

"We don't go back and check and see if they graduated from UCLA or Harvard or whatever," says Knapp. "We can't do that kind of an extensive background check; they never have on any of their folks, and the assumption is that people are coming in and telling you the truth," says Knapp. "But they do go back and say, 'What kind of a person is this? Do they stand up for their word? Are they way left, are they way right? Are they the kind of person who is looking for a solution or confrontation?' That kind of thing.

"That's the kind of check that they do. They don't do financial checks. I mean, obviously, places like Notre Dame don't even do that when they hire a football coach! That's pretty tough to do. They don't know that. Never have. I don't foresee that that would happen. You can never be 100 percent sure. But I will tell you I have never been more confident in a choice that they made than I am now.

"But they put that stuff out, and they're saying Perkins is a stealth candidate and he's got all these skeletons. Well, you know what? I've done this a lot of times, and the people who sat on that committee have done it a lot, and certainly their board members and a lot of people on that council have years and years of experience in endorsing people. And aside from this little campaign of misinformation and stuff, people have been very impressed with Perkins."

As it happens, though, Perkins has encountered personal and financial difficulties in the past, according to records filed in San Diego Superior Court as part of a 1999 divorce action filed by Perkins against his first wife, Monica Fascher, whom he met, according to the records, 14 years ago while she was an intern in the office of then-governor George Deukmejian. In the documents, Fascher accuses Perkins of conducting an extramarital affair and later lying about their expenses and his income on a court document filed under penalty of perjury, including income he allegedly earned moonlighting as a referee for youth sports teams in San Diego County. Fascher also alleged that Perkins attempted to sell a Sacramento house the couple owned without telling her and failed to pay community debts, causing at least one lawsuit to be filed against the couple for bad debts.

In an interview last week, Perkins accused his ex-wife of lying and denied he had conducted the alleged affair, saying, "That's absolutely not true." He also said all of the financial allegations made by his ex-wife, including failure to pay bills, were not based on fact. "Those were all paid off by me. What I did, I took responsibility for all of those and paid everyone of them off." Asked why Fascher would have made up the allegations, he replied, "I can't speak for her."

Contacted at her Los Angeles law office, Fascher declined comment, except to stand by the allegations on file in her divorce case. In one document, dated February 4, 2000, Fascher outlines details of her often-rocky life with Perkins.

"Johnnie Lee Perkins, Jr., and I were married on June 29, 1991, and separated on February 27, 1998, when I moved out of the family residence. They were married for six years and eight months. In 1991, when they were first married, I served in the administration of Governor Pete Wilson in Sacramento, California. In June 1994, they agreed jointly that I would attend law school, and in August 1994, I commenced my studies at Southwestern University School of Law in Los Angeles. While in law school I worked as a tutor for students on academic probation and as a law clerk, in the same firm where I am currently employed, Yoka & Smith in Los Angeles.

"Since graduation from law school in May of 1997, I have been diligently attempting to pass the California Bar Exam, while continuing to work in order to pay community debts acquired during this marriage and as much of my living expenses as possible. I have not yet passed the bar.

"I believe I have not yet passed the Bar because of the upheaval in my personal life. Specifically, I learned that Mr. Perkins was having an extramarital affair in 1997-'98, thus causing me to move out of their residence. Since this date of separation, he has continually failed to pay community debts. He has forced us into a foreclosure, he is now threatening bankruptcy, and he continues to engage in harassing tactics. They have also now been sued by a creditor that he agreed to pay.

"I first met Mr. Perkins in 1988 while working as an intern for Governor George Deukmejian. In 1989, upon graduation from U.C. Davis, I accepted a full-time job in the Deukmejian administration, where I served until 1990. In 1990, Governor Pete Wilson was elected, and I served in his administration until beginning my legal studies in 1994. I have never been unemployed or terminated from any job. The only period that I have not worked was during the first year of law school.

"Mr. Perkins states, 'She has also refused to cooperate in payment of a large portion of their community bills.' This is patently false. Since the date of separation, February 27, 1998, I have paid the following bills on time each month: Fleet Visa, Providian MasterCard, Bank of America Visa, GM Visa, Nordstrom, and Graduate Student Loans.

"From March 1998- January 1999, I paid the GoldenOne Visa bill on time every month. In February 1999, my student loans became due, and I could no longer afford to make the payments. Mr. Perkins agreed to pay the GoldenOne bill, and the bill was transferred to his address. He failed to make one single payment on time, and as such GoldenOne has now filed a lawsuit against us for payment of this bill.

"Additionally, Mr. Perkins has failed to make on-time payments to Fleet Visa, causing the creditor to assess $29-per-month late charges and to raise the interest rate on this card.

"Furthermore, Mr. Perkins unilaterally listed and attempted to sell jointly titled real property in Elk Grove, California, and unilaterally decided to stop making mortgage payments in June 1999, thus causing the institution of foreclosure proceedings. Initially he represented that he had money to close escrow.

"Then Mr. Perkins alleged that he did not have the money to close escrow and asks that I participate in a short sale in order to sell this property. I agreed to seek a short sale with the bank and accepted the short-sale terms on three separate occasions. Now he has refused to participate in all three short sales, thus causing a foreclosure date of February 9, 2000, to be set. Another harassing technique by Mr. Perkins.

"Mr. Perkins's Income and Expense Declaration, filed with the court in September 1999, is false because he conceals assets and fails to include all monies earned. He included payment information that he was no longer making at the time of filing the declaration, namely the PNC mortgage payment of $1800 per month. This has not been paid since June 1999, yet Mr. Perkins included this expense in his declaration.

"Mr. Perkins also fails to include monies earned as a sports referee in San Diego County, and he did not disclose the existence of a 401(k) account. However, he claims I have not been financially responsible. Given Mr. Perkins's conduct, his current request is insulting.

"Since the date of separation, Mr. Perkins has continually failed to pay community debts, failed to pay spousal support on time, and he is engaging in harassing tactics."

In a document filed with the court September 17, 1999, Fascher alleged that Perkins had failed to make home-loan payments.

"I have learned only in the last month from their mortgage lender that in the last 18 months Johnnie has only made nine payments to PNC Mortgage, seven of which were late/delinquent payments. While Mr. Perkins alleges that he was unable to make the March 1998 mortgage payment, this in no way explains why he failed to make the six mortgage payments, from April 1998-September 1998. He also did not make payments for July, August, and September of this year. He never advised me that he failed to make the payments.

"As previously stated in my initial declaration, they had agreed that I would not seek spousal support while Johnnie paid the mortgage until they could sell their home. Now I learn that he has failed to make the payments he agreed to make.

"Clearly, Mr. Perkins has consistently failed to meet the mortgage obligations, yet he has an average monthly income of $7208.43.

"The principal balance on the mortgage increased from $176,151.84, as of February 17, 1998, to $185,158.89 in November 1998, because of Mr. Perkins's failure to make the monthly mortgage payments. He has unilaterally increased the community debt on the mortgage by approximately $10,000."

Fascher also accused her husband of lying about how much money she had earned working for Governor Pete Wilson. "Mr. Perkins's declaration is false. I never made $60,000 per year while serving in the Wilson administration. As a Communications Specialist, I was paid an annual salary of $42,000."

Fascher's divorce-case filings portray a young, ambitious political couple, constantly traveling to various destinations linked to their careers with the Republican Party.

"Our two-week trip to Tahiti was paid jointly by Mr. Perkins's parents and by Mr. Perkins and myself. They took at least nine domestic trips while they were married. In November 1992, they traveled to Rochester, New York, for Thanksgiving. In July 1992, they traveled to Houston, Texas, to attend the Republican National Convention. In February 1993, they traveled to Orlando, Florida, to spend a week at Disneyworld, my 1992 Christmas present from Mr. Perkins. In February 1993, they traveled to Rochester, New York, for my grandfather's funeral. In May 1993, they traveled to Reston, Virginia, for my sister's wedding. In November 1993, they traveled to Dayton, Ohio, for Thanksgiving. In December 1994 they traveled to Detroit, Michigan, for Christmas. In May 1994, they traveled to Washington, D.C., for Mr. Perkins to attend a George Bush for President Seminar and to visit relatives. In June 1994, they traveled to Rochester, New York, for my family reunion. They also traveled regularly on the weekends to Sea Ranch, CA; Napa, CA; and Santa Clara, CA. Additionally, they traveled to Ensenada, Mexico, in November 1993 for a week, in an attempt to reconcile their marriage.

"There is no debt to Mr. Perkins's parents for their living expenses while they were married. Twice, Johnnie's parents contributed $2000 towards their living expenses, once in December 1996 and again in August 1996. These were gifts. There was never any agreement or arrangement for us to pay back any of this money. On the other hand, the student loans, which they borrowed for their living expenses, were incurred with the agreement that they would repay those loans with community funds since the money was used for their community living expenses.

"Mr. Perkins's Income and Expense Declaration does not include earnings that he makes as a sports referee for high school games and for Pop Warner games in San Diego County.

"Mr. Perkins continues to have the same standard of living they maintained during their marriage -- yet he has unilaterally increased the community debt -- without making any spousal support payments to me and without making the mortgage payments as he promised.

"It is only fair that I be awarded spousal support at this time, since I am unable to meet my financial obligations on my own."

The case was finally resolved in the summer of 2000 with a marital-settlement agreement dated June 20, in which the couple agree that Perkins is to pay Fascher $625 a month through February 2004 for "support and maintenance."

Says Perkins today, "It was difficult. It's not something that you hope to ever go through. Certainly not something I ever thought I would go through. But you look at things, and sometimes those things happen. I never started out thinking I'd ever be married more than one time. My parents had been married more than 35 years; it's kind of the model you look at."



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