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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 denomination : Communication Server (CS) 1000 Release 4.0
Vendor denomination : Nortel
: 68 actual Questions

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Nortel Nortel Communication Server (CS)

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

Nortel

NYSE : NTTSX : NT

Nortel

June 16, 2008 09:01 ET

Silver magnificient denomination Communications, Emily telephone trade Taking Telephony to the next smooth for Regional Subscribers

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

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

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

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

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

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

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

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

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

About Nortel

Nortel is a diagnosed leader in providing communications capabilities that effect the pledge of trade Made essential a fact for their clients. Their next-generation applied sciences, for each service provider and trade networks, support multimedia and company-vital functions. Nortel's technologies are designed to aid score rid of modern-day obstacles to effectivity, hasten and performance by pass of simplifying networks and connecting people to the information they want, after they want it. Nortel does trade in more than a hundred and fifty international locations total over the world. For extra assistance, contend with Nortel on the net at www.nortel.com. For the newest Nortel news, search recommendation from www.nortel.com/news.

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

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

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


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

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

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

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

"in only five years they occupy effectively relative HKBN as a major constrain in Hong Kong's highly competitive telephony and broadband market," said Ricky Wong, chairman, Hong Kong Broadband community restrained. "We present cost and bandwidth alternate options that can't exist matched through older, natural mobile networks, and this essential community growth by Nortel is anticipated to play a key position in their capability to attract unique subscribers in local and international markets and extra fortify their market management."

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

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

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

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

About city Telecom / Hong Kong Broadband network

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

About Nortel

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

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

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

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

For more information with admire to inescapable of these and other factors, note probably the most concomitant Annual document on kind 10-okay and Quarterly file on kind 10-Q filed by Nortel with the SEC. except in any other case required by means of material securities legal guidelines, Nortel disclaims any intention or duty to supplant or revise any forward-looking statements, whether as a result of unique guidance, future pursuits or in any other case.

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


Microsoft and Nortel effect Unified Communications available to organizations in every separate plot | killexams.com actual Questions and Pass4sure dumps

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

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

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

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

At NXTcomm08, Microsoft and Nortel will betray off the hosted unified communications solution and parade its value in enhancing trade agility. NXTcomm08 attendees can gleam additional info by using touring the Microsoft booths SL5916 and SL5923 and the Nortel sales space SL3516. more information will furthermore exist organize at http://www.microsoft.com/serviceproviders/nxtcomm08.

About Nortel

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

About Microsoft

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

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


920-141 Communication Server (CS) 1000 Release 4.0

Study lead Prepared by Killexams.com Nortel Dumps Experts


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

Test Code : 920-141
Test denomination : Communication Server (CS) 1000 Release 4.0
Vendor denomination : Nortel
: 68 actual Questions

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Scaling VMware with Diane Greene — Class 15 Notes of Stanford University’s CS183C | killexams.com actual 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 fine 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 erudite 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 withhold the culture tenacious while you scaled?

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

Once they were scaling, they were hiring 100+ people a month and it was easier to execute this. It’s a fine thing to recollect that hiring will score easier as you scale — but you should furthermore never drop your standards.

When they were bigger, their #1 competitor for talent was Google — which is intriguing 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 associate 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 undergo at work — you should associate Google. If you had a hobby, family, or wanted to execute things besides work — you should associate VMware. They didn’t occupy nearly as long hours as Google given their customers worked established trade hours.

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

Diane Greene: Once you occupy a faultfinding mass of fine people — if you bring someone who isn’t a fit, they self select to leave. They had to watch really carefully to note if people were a fitting or not and then aid them leave if they weren’t the privilege person.

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

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

For illustration Jason Martin was a smart Stanford grad they met who had dash the track team. He came in as an individual contributor to their unique 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 occupy to dash the entire 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 recollect a time when VMware could fitting in one lunch margin and it was effortless to show everyone what happened each week. This communication is great, but gets more difficult as you scale — how execute 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 entire company, gradually as they scaled, I had talked to more and more people and this is how I conquered my horror of talking to people.

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

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

These reports could exist shared by other people and eventually total 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: execute you execute the same thing in the startup you are working on now, or execute you execute communication differently?

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

We execute the same reporting structure as they did at VMware but the contrast 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 aid everyone to speak the same language and talk in the same way.

As they occupy gotten bigger and brought on unique people — now I can just dispatch them to read total of the reports and they can note exactly what is going on. unique trade 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 execute you know when to add unique product lines?

Question from audience: For the people who aren’t familiar can you define 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 execute is dash multiple “virtual machines” on top of one machine (this is called a Hypervisor). You could dash any character of operating system you want on any character 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 exist plot to utilize by having multiple virtual machines on top of a separate server. This maximized the utilization of each server.

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

At the same time Linux was just starting to grasp off. What they did is built a instrument to allow developers to dash Microsoft tools on Linux. Next they built this for the desktop to allow people to dash 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 occupy gotten stuck on Windows for Linux — when did you know when to revisit the original strategy?

Diane Greene: They were structure both products from day one. Their desktop trade did very well, they got up to $100M in revenue. In fact initially they thought they would occupy to give their instrument away for free because Linux users were used to everything being free and open source.

Michael Dell was quoted in CNN at the time proverb he was investing in a lot of Linux based companies because he wanted to smooth the playing bailiwick with Microsoft — but he would lose money on total 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 exist smash even.

When they first launched their server product (ESX server) nothing happened and no one bought it. What they did next was to grasp their existing desktop product, renamed it to exist a server product (GSX server), plot 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 linger neutral with total 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 exist Switzerland. I haven’t seen this in many other companies — with partners I note companies give up exclusive rights, preferred pricing, etc.

For VMware, they said they requisite to exist able to dash on total platforms — we didn’t know what hardware people would utilize in the future so they had to effect positive they could work across everything. Their top priority was their customers, then their partners, then ourselves. They used this algorithm for total of the decisions they make.

We told total of their partners:

  • We would treat them total the same.
  • We promised not to show other accounts people signed up (aka if a VMware sales person worked with an HP and a Dell customer — they wouldn’t partake info about the sale across companies).
  • If a partner developed something proprietary on top of VMware — we would withhold it proprietary.
  • If VMware developed something new, they would partake it with total partners.
  • Over time they wrote down total of these rules of rendezvous 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 conclude they liked this arrangement because they could reliance 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 partake that info across partners.

    Jerry Chen: One of the magnificient strategies for the partners was, for every one dollar of $1 of VMware a customer spent — there would exist $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 execute you know to pour on the gas and ramp up sales?

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

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

    I personally had to dawdle out and study sales and talk to every VP of sales I could find. The culmination of total of their learnings turned into a sales model which they now school 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 dash on your specific hardware
  • a direct salesperson to immediate 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 effect the same amount, typically the direct sales people would grasp 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 effect the same commission as a direct sale — even though VMware didn’t effect as much money on the transaction.

    The smart salespeople, instead of directly selling, went out to educate total of their channel partners. The sales people loved this because the best salespeople leveraged themselves in the best pass and made millions of dollars for themselves. VMware in recur savor 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 execute you believe 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 exist only the Google’s/VMwares of the world could pay competitive compensation, and startups were significantly less.

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

    Jerry Chen: pathetic back to the product side, how did you withhold 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 total very self driven. They looked for people who set the bar elevated for themselves and they expected this from the top engineers total the pass down to the individual receptionists.

    A second thing they did for engineering was they would request for the release schedules and they would intentionally plot 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 better VMware and present their proposal to the entire company. The top people would win a prize and exist able to dawdle and implement their proposal. They wanted to effect it transparent that if you were showing initiative — you weren’t going to score in trouble — in fact they liked and rewarded it.

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

    Diane Greene: In the beginning, it was total 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 erudite in VMware was for areas I didn’t occupy expertise in — for illustration in Sales — I didn’t know what a fine VP of Sales would behold like so they would constantly rotate and upgrade their VP of Sales until they organize the privilege 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 mighty designers were and erudite enough from them until they finally organize their head of design — Sara Ortloff Khoury.

    Jerry Chen: Let’s talk about design. At VMware they built this mighty platform but never had a focus on design. How execute 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 occupy worked on the layer above this — especially around enterprise products. The talent to design really knotty interfaces (access controls, user roles, security, etc) in a simple and effortless pass is tough.

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

    Diane Greene: It wasn’t at total premeditated. They did believe that VMware should dash on every piece of hardware, and they did believe of ourselves as a platform which is why they took this neutrality stance.

    What they organize out was, VMware was useful even on a separate 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 dawdle to the conclusion maker privilege away (the CEO/exec character person) because they would occupy had to dawdle through a purchasing agent. These purchasing people got compensated on how magnificient of a discount they could score from vendors, so they tried to linger away from these people, especially in great 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 request him :)

    I would Tell they couldn’t execute containers at the time they started VMware. No one believed in virtualization so they had to exist as non-disruptive as possible. Now that enterprises prize the value of virtualization, it’s workable to execute 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 dawdle public quickly. What’s the profit of staying under and over the radar?

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

    Generally I believe staying under the radar is less stressful and a nicer pass to operate. If their engineers said they needed to change something — we could grasp the time to execute it.

    This is rather 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 plot Marc Benioff and me together…. maybe there would exist 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 exist lucky if they got up to $20M in revenue. This is a fine badge it’s time for an upgrade, they knew they could score more than $20M.

    Another memoir 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 badge that this person might not exist right.

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

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

    Question from the audience: Can you partake 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 design of virtualization and was working with some grad students. They plot out a paper about their findings and total of these people from great companies were reading the paper and sent us notes about it.

    After this, they filed a patent on the design and as the project got further along they thought they should grasp this market. They had a discussion with the grad students to note if they wanted to start the company with us and in the conclude they joined us.

    At the same time I was pregnant with their second child. My original draw was I was going to score the company going and bring in a CEO. Based on the lessons I had erudite from previous startups, I had written down their mission, vision, and core values and everyone on the early team had to badge it to effect positive they were total on the same page. I erudite this lesson the hard way.Jerry Chen: final 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 total of the students in the classroom raise their hand.

    The problem is, if everyone wants to start their own company — there won’t exist 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 fine magnificient tech companies to work for at that time.

    My recommendation is, if you occupy an design and want to build something — to find the best environment for you to execute that. It might exist by starting your own company, or structure it within an existing company. The more primary things are — what you are structure and who you are structure it with.


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