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Test Code : HP0-Y12
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: 116 true Questions

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HP Set to acquire Aruba Networks for $2.7 Billion | killexams.com true Questions and Pass4sure dumps

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EUC with HCI: Why It matters

Hewlett-Packard (HP) has tried a number of instances over the closing decade to grow its Wi-Fi networking enterprise, both through biological growth and acquisitions. these days HP formally announced yet an extra WiFi enterprise acquisition, with a $2.7 billion bid for Aruba Networks.

The deal is an equity transaction a well-behaved route to remark HP pay $24.67 for each Aruba share. The deal is determined to close in the 2d half of HP's fiscal 2015, pending shareholder and regulatory approvals.

From a management perspective, once the deal closes, the diagram is to occupy Aruba's existing administration continue to be in place. Aruba CEO Dominic Orr will proceed to steer the Aruba product company within HP and report to Antonio Neri, leader of HP enterprise community.

"This transaction brings collectively Aruba's choicest-of-breed mobility hardware and software solutions with HP's leading switching portfolio," Orr referred to in an announcement. "in addition, Aruba's channel partners will be able to expand their corporations with HP choices."

HP has tried to create headway within the WiFi market in the past by means of the acquisition of Colubris Networks in 2008. The Colubris Wi-Fi technology became built-in into the HP ProCurve lineup after the acquisition.

In 2010, HP tried once again to develop its networking presence via the $2.7 billion acquisition of 3Com. After the 3Com acquisition closed, HP rebranded the HP ProCurve portfolio as HP Networking.

HP has been constructing out its personal branded WiFi gear, notwithstanding it has confronted increasing competitors from rivals, together with Cisco. Cisco made a WiFi circulate of its personal in 2012 with the $1.2 billion acquisition of Meraki. Meraki's expertise has on account that been multiplied by route of Cisco to supply vast cloud-primarily based wired and instant networking infrastructure and administration capabilities.

Aruba has been lively in concomitant years, partnering with numerous providers, including an oem association with Dell in 2010 and a go-to-market partnership with Juniper in 2014.

Aruba has likewise been actively partnering with vendors on its ClearPass network entry exploit platform. Aruba's ClearPass partnerships embrace one with Brocade in addition to Alcatel-Lucent.

"organizations are dealing with a cellular-first world and are seeking solutions that aid them transition legacy investments to the newfangled trend of IT," Meg Whitman, Chairman, President and Chief executive Officer of HP, mentioned in an announcement. "through combining Aruba's world-category wireless mobility options with HP's leading switching portfolio, HP will present the least difficult, most comfortable networking solutions to champion organizations quite simply set up next-generation cellular networks."

Sean Michael Kerner is a senior editor at commercial enterprise Networking Planet and InternetNews.com. keep him on Twitter @TechJournalist.


HP-3Com acquisition: An integrated networking portfolio emerges | killexams.com true Questions and Pass4sure dumps

HP outlined its 3Com integration plans Monday, together with an edge-to-core networking portfolio with a unified records heart material that executives swear should be less expensive and more power productive than Cisco's, fueling the continuing HP-Cisco conflict. The question remains, however, simply how integrated the gadget can be, given how miniature time HP has needed to travail with 3Com machine.

HP's integrated portfolio, introduced just a week after the $2.7 billion HP-3Com acquisition closing, combines HP's ProCurve LAN side products with 3Com's business safety, core switching and routing choices. the brand newfangled integrated portfolio might be sold under the designation HP Networking (both the ProCurve and 3Com brands might be retired). HP does not diagram to discontinue any 3Com product within the brief time epoch -- though it be not likely that 3Com switches that overlap with ProCurve can be around for lengthy. The integrated portfolio does not yet encompass newfangled know-how.

Waving the ever-established convergence flag, HP executives mentioned complete the route through a media webcast that the objective of the portfolio is to collect rid of IT silos and unify networking, servers and storage in a solitary fabric with one management system. Taking purpose at Cisco's strikingly an identical offering, executives promised open requirements and the skill for clients to transition their networks devoid of the necessity to rip and change. The Cisco Unified Computing device (UCS) fashion sooner or later requires that clients construct from the floor up.

commercial enterprise shoppers are at present "working with frangible community infrastructure" in "administration environments which are complicated to control, recumbent and costly to preserve," talked about Marius Haas, senior vice chairman and typical supervisor of HP networking. "With HP, shoppers can occupy a community that's open, bendy and strong," he said, and one with collapsed community layers to permit ease of automation and a elastic pool of substances.

actual integration in the HP-3Com acquisition so perquisite away?

in view that that Cisco spent years planning its usaand that the Juniper Stratus information middle diagram has been within the works for many months and may not be available except 2011, some find it challenging to accept as suitable with that HP can actually occupy a tightly built-in networking portfolio with a true unified textile involving 3Com's equipment.

Many believe the HP-3Com acquisition changed into extra a circulate to benefit floor in the scorching chinese language market, where 3Com's H3C brand is thrashing Cisco. truly, most analysts believed it to be more of an account control tide than one that was chiefly tech savvy. With Cisco's launch into the server space, HP essential to dangle floor in opposition t Cisco and the probability that IBM would thrust lower back through better partnerships with Juniper and Brocade or, even worse, rebuild its own networking portfolio, in accordance with Tom Nolle, president of CIMI business enterprise.

"but the buyer is never interested in income desires," Nolle pointed out. "You must create some meaningful integration here. This seems to be facile … that they'd occupy complete this done so perquisite away."

meaningful integration does not necessarily imply simply the disburse of current open requisites and patching together administration methods across the product units, he added.

David Yen, Juniper's executive vice president of emerging applied sciences, chatting with SearchNetworking.com on Monday from the Cloud Computing Expo in long island, likewise puzzled the speediness of HP Networking's built-in portfolio.

"Juniper has been working on this for 3 years," Yen said, including that he assumes that HP is promising heavily demonstrated integration. "i'm skeptical. when you collect rid of the advertising façade, it can't arrive anyplace shut. Their first problem is trying to integrate both groups' product traces, which occupy huge overlap … and then making an attempt to combine both groups together. Even for gigantic gamers with adequate time and prioritization, it takes time to position collectively a advantageous set and collect valued clientele begun on making an attempt them and giving remarks."

For its half, HP spoke of the networking portfolio has already been deployed in just a few main companies, together with BMW. And HP drank its personal Kool-aid, saying Monday that it had opened its own "Cisco-free" facts core the disburse of 34 3Com routers, 4 TippingPoint intrusion detection and insurance policy instruments, and more than 300 ProCurve switches. the newfangled architecture saves the company 50% in consumption degrees, executives pointed out.

The HP Networking portfolio breakdown

chiefly, the HP Networking portfolio can be damaged into 4 categories: a security answer, and product sets for the enterprise, midmarket, and smaller groups.

The A sequence will focal point on the tremendous business records middle and is obviously to head head-to-head with Cisco. It guarantees a digital switching cloth and comprises a mingle of 3Com's H3C switches, routers and instant device along with the ProCurve edge 6600 switches and the 6120 blade swap. The E collection makes a speciality of the midsized market and includes wired and instant LAN integration and instant entry technology, as well as 3Com's VoIP product set and a sequence of switches. The V sequence comprises a wireless firewall, protection and plug-and-play switches for organizations with miniature or no IT workforce. finally, the S collection includes TippingPoint safety products, together with intrusion detection and prevention methods.

HP executives mentioned the enterprise is at the moment developing products that champion converged stronger Ethernet and FCoE, however they didn't complicated. They likewise stated primary storage products would not be delivered as a Part of the portfolio.

HP's Marius Haas summed up the company's position saying, "We confidence storage partnerships are the route to go."


Bay, HP bring 10/one hundred Ethernet switches | killexams.com true Questions and Pass4sure dumps

Bay, HP deliver 10/100 Ethernet switches
  • by using Colleen O'Hara
  • Jul 26, 1998
  • Bay Networks Inc. and Hewlett-Packard Co. previous this month unveiled newfangled workgroup switches designed for the ten/a hundred Ethernet environment and targeted toward fee-aware users.

    The Bay stackable change and the HP stand-alone swap are aimed at the workgroup area, however they vary on aspects and cost, spoke of Ron Westfall, workforce analyst at present analysis, Sterling, Va.

    "With the HP switch, you are getting utility. when you are looking for a cheap price, then HP has that characteristic," Westfall referred to. "if you're hunting for greater scalability, performance and resilience, Bay has an region over the HP swap."

    The HP ProCurve stand-by myself change is available in two fashions: the 4000M, which includes forty auto-sensing 10/100Base-T ports and five expansion slots for 10/100Base-T, 10 megabits/sec or 100 megabits/sec fiber or gigabit modules; and the 2400M swap, which supports 24 auto-sensing 10/100Base-T ports with a 2.4G swap bus. It lists for about $99 per port.

    "with the aid of hitting the sub-$a hundred rate element, people who may likewise occupy regarded best a shared atmosphere can now occupy the funds for switched 100 [megabits/sec] to the desktop," pointed out Todd Swikle, North American company construction manager at HP. "The government is rolling out newfangled efficient purposes and servers that necessity a brand newfangled stage of bandwidth and efficiency. These will hale their wants."

    The HP 4000M and 2400M switches participate the same software facets, Swikle pointed out. They guide the brand newfangled digital native-enviornment community specification, which permits network administrators to reconfigure networks through utility instead of physically rearranging hardware.

    The HP switches additionally aid web Protocol multicasting, for transmitting information to multiple users in a solitary transmission, and port trunking, which reduces bottlenecks. HP bundles its TopTools for Hubs & Switches expertise for conclusion-to-conclusion management.

    in the meantime, the BayStack 450 stackable change comes in 12- and 24-port models and can be stacked eight units exorbitant and managed as a solitary unit. It comes with a cascading feature that keeps connectivity within the adventure that a solitary swap unit fails. It additionally helps Gigabit Ethernet, Asynchronous transfer Mode (ATM) and fiber uplink options. It lists for about $149 per port.

    "The undeniable fact that this product is stackable lets valued clientele migrate at their own tempo at a cost element this is extra in your charge range than [many] chassis-based options," said Tom Jenkins, supervisor of civilian government operations at Bay Networks. "It makes it feasible for government clients to create disburse of the 450 swap in an commercial enterprise environment where density will eddy into an issue over time."

    executive users are birth to ask for Gigabit Ethernet and ATM on the same change as bandwidth calls for on their LANs develop, Jenkins stated.

    "We remark the executive in a leadership situation in both Gigabit [Ethernet] and ATM expertise," he talked about. "Some users occupy requirements for Gigabit as an extension of their present local-area community infrastructure," but additionally covet the frill of figuring out they could migrate to ATM.

    Jenkins additionally stated that the Bay change comes with 2.5 gigabits/sec switching cloth bandwidth, a 2.5 gigabits/sec cascade bandwidth and has no solitary point of failure.

    "What's first-class about the Bay switch is that it is stackable, so users can construct a high-density wiring closet, and the charge element is beautiful," spoke of Esmeralda Silva, analysis supervisor for LANs at international records Corp. "The HP is not stackable, but it [has] extremely aggressive pricing."

    probably the most motives HP is so aggressive on fee is that it desires to regain market share, Silva noted. HP held about three % of the international fixed-port change cargo market remaining yr, compared to sixteen % for Bay. "one of the vital issues so that it will eddy up out there is pricing. That may be the simple motivation in the wiring closet market," Silva said.

    both the Bay and HP products might be introduced to the common features Administration agenda.


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    HP0-Y12 exam Dumps Source : Building ProCurve Resilient, Adaptive Networks

    Test Code : HP0-Y12
    Test designation : Building ProCurve Resilient, Adaptive Networks
    Vendor designation : HP
    : 116 true Questions

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    Do You occupy The Vision To be Agile? | killexams.com true questions and Pass4sure dumps

    It's an organization's North Star that enables agility in times of change and transformation.iStock images

    This is the second post in a sequence of six articles on organizational agility.

    We complete know that in today’s business world it’s essential to wait elastic and be agile.

    But how, as a leader, conclude your vision and values arrive into play?

    Today, as cycles of technology, market conditions and competitive environments continue to accelerate, being agile means pivoting faster and faster to manage those cycles. But studies of agile transformations prove that companies must occupy a unifying vision, a suitable North Star, to guide them through the changing environments. Your North Star is more than a mission or values statement—it is how you affirm that statement in everything you do. It’s your purpose.

    Leaders must articulate vision and values such that people internalize and create them their own. true values guide creative thinking, problem-solving and innovation. I treasure hearing an employee say, “I know this is a different route of solving a problem, but I’m doing it because this is what they stand for….” The North Star of such purpose gives guidance when employees talk to customers, dissect problems, reach out to partners and iterate ideas in a fast-cycle agile system.

    Unchanging vision creates a context for decision-making when the business context is altered by innovations in technology, business models, changing regulatory landscapes and economic conditions. unity of purpose sets direction even as destinations (e.g. product offerings, customer segments, business strategy) evolve and change.

    If you aren’t sold on this or feel you will collect to it later, mediate again, because vision helps you collect where you want to go, so there is never a time to be without it. Here are three more reasons to find and pay attention to your North Star:

  • It’s key to keeping people performing and invested
  • In studies about the value of pay versus purpose, purpose consistently outranks pay in structure employee engagement. Meaningful travail and connection to purpose is #1; salary is #5.

    2. It’s an well-known lever for creating customer focus and value

    In today’s world, your company’s purpose and your product are interconnected. Witness the success of companies enjoy Disney and Amazon, whose relentless focus on serving customers and finding unmet customer needs drives constant innovation. My favorite case is Netflix, whose guiding vision has been delivering noteworthy entertainment to people, personalized and on demand; this vision has led them to submit more and better original entertainment in addition to sourcing and delivering the travail of other networks, studios and channels.

    3. It helps you rapidly seize and sense opportunities

    My company began with the vision of helping people deal stress as a obligate that had to be worked and optimized, rather than banished. They leveraged the science of resilience and data-based tools to provide personalized training for people based on their stress responses and coping skills.

    As the pace of change in the workplace accelerated, the stress and adversity embedded in snappily business cycles worsened. Conventional wisdom, “stress is bad, it’s the enemy of productivity, it causes burnout,” led companies to add work-life equilibrium initiatives enjoy more vacation, telecommuting and company gyms. But these well-intentioned efforts amounted to a version of the binge-diet-binge-diet trap which treated symptoms but never got at the root problem.

    As more and more customers turned to agile travail methods, they asked us to build resilience solutions that identified their at-risk populations, and the factors that threatened their workforce’s adaptive capacity.

    The opportunity caused meQuilibrium to rethink in very substantial ways. It led us to develop an enterprise-wide set of diagnostic tools that enable leaders to understand how adaptive their workforce could be and how they might better effect in the midst of pressure, transformation or transition. They reached beyond stress management to address onboarding, team-building, implicit bias, growth mindset, safety. For example, they could divulge a manufacturing company, “A third of your people are chronically under-sleeping. No sleep, no safety—and that’s an existential threat to a manufacturer. No agile transformation is going to travail without a sleep component.”

    4. It enables you to pivot with purpose

    What made this possible? While they tacked into a newfangled category—we convene it talent activation—our vision of helping people optimize their potential was steadfast. Expanding to embrace enterprise tools required newfangled talent, newfangled strategy and newfangled applications of resilience science. As a company, they had to develop a newfangled shared consciousness of who they would serve and how they would serve them. They were agile in their competence to explore and expand in order to optimize their own potential.  And their North Star never changed. Every conclusion made during that transition was grounded and guided by their unifying vision.

     When you’re navigating turbulent waters, don’t ever lose sight of that North Star.


    Building Adaptive Communities through Network Weaving | killexams.com true questions and Pass4sure dumps

    Editors’ Note: This is an article that focuses on the basic phases of structure efficient networks, using one grounded case to bring the theory to life. They recommend that readers peep back likewise at Carl Sussman’s article (see Winter 2003, “Making Change: How to Build Adaptive Capacity”) and mediate about how the two approaches relate to one another in the achievement of true change.

    Communities are built on connections. Better connections usually provide better opportunities. But, what are better connections, and how conclude they lead to more efficient and productive communities? How conclude they build connected communities that create, and retract advantage of, opportunities in their region or marketplace? How does success emerge from the knotty interactions within communities?

    This article investigates structure conform ive and agi le communit ies through improving their connectivity— internally and externally—using network ties to create economic opportunities. Improved connectivity is created through an iterative process of knowing the network and knitting the network.

    Know the Net

    Improved connectivity starts with a map—knowing the knotty human system you are embedded in. The Appalachian heart for Economic Networks [ACEnet], a regional economic progress organization in Athens, Ohio has long followed the connectivity mantra—create efficient networks for individual, group and regional growth and vitality. Recently ACEnet has begun to map and measure the companionable and economic connections it helped create in the grassroots food industry in Southeast Ohio. Network maps provide a revealing snapshot of a business ecosystem at a particular point in time. These maps can inspirit retort many key questions in the community-building process.

  • Are the perquisite connections in place? Are any key connections missing?
  • Who’s playing a leadership role in the community? Who is not, but should be? • Who are the experts in the area?
  • Who are the mentors that others search out for advice?
  • Who are the innovators? Are ideas shared and acted upon?
  • Are collaborative alliances forming between local businesses?
  • Which businesses will provide a better return-on-investment—both for themselves and the community they are embedded in?
  • These are complete well-known questions that ACEnet seeks to retort in order to inspirit build a more vibrant economy in Appalachian Ohio.

    ACEnet, founded in 1985, provides a wide range of assistance to food, wood, and technologyentrepreneurs in 29 counties of Appalachian Ohio. This region has some of the highest poverty and unemployment rates in the country, and ACEnet works with communities throughout the region who want to better their champion for entrepreneurs as a means to provide more local ownership and higher trait jobs.

    Before you can better your network, you necessity to know where you are currently—the “as is” picture. A network map shows the nodes and links in the network.

  •  Nodes can be people, groups, or organizations.
  • Links prove relationships, flows, or transactions. A link can be directional. A network map is an excellent utensil for visually tracking your ties and designing strategies to create newfangled connections. It can likewise be an excellent “talking document”—a visual representation that opens up many conversations about possibilities.
  • The transformation required to achieve hale communities is the result of many collaborations among network nodes. Complexity scientists relate this phenomenon—where local interactions lead to global patterns— as emergence. This is how well-behaved local ideas are improved upon and brought to scale. They can guide emergence by understanding and catalyzing connections. For example, knowing where the connections are, and are not, allows a community progress organization to influence local interactions. This is particularly well-known in policy networks where key nodes play an well-known role in what flows throughout the network. Influencing a smal l number of well-connected nodes often results in better outcomes than trying to access the top person or calling on random players in the policy network. If you know the network, you can better focus your influencing activities.

    What Does a Vibrant, efficient Community Network peep Like?

    Research has been done to ascertain the qualities of vibrant networks. Sociologists, physicists, mathematicians, and management consultants occupy complete discovered similar answers about efficient networks. The wonderful discovery is that people in organizations, routers on the internet, cells in a nervous system, molecules in protein interactions, animals in an ecosystem, and pages on the Web are complete organized in efficient network structures that occupy similar properties.

    Five common patterns are observed in complete efficient networks:

  • Birds of a feather gaggle together: nodes link together because of common attributes, goals, or governance.
  • At the same time, diversity is important. Though clusters form around common attributes and goals, vibrant networks maintain connections to diverse nodes and clusters. A diversity of connections is required to maximize innovation in the network.
  • Robust networks occupy several paths between any two nodes. If several nodes or links are damaged or removed, other pathways exist for uninterrupted information tide between the remaining nodes.
  • The medium path length1 in the network tends to be short without forcing direct connections between every node. The power of the indirect2 tie is used.
  • Some nodes are more prominent than others—they are either hubs,3 brokers,4 or frontier spanners.5 They are censorious to network health.
  • Network Neglect Can Lead to Devolution

    Even though they know several keys to structure efficient networks, this knowledge is rarely attach to use. Networks, whether companionable or business, are usually left to grow without a plan. When left unmanaged, networks follow two simple, yet powerful driving forces:

  • Birds of a feather gaggle together.
  • Those close by, form a tie.
  • Recently ACEnet Food Ventures staff asked region entrepreneurs and organizations,“From whom conclude you collect newfangled ideas that benefit your work?”“From whom conclude you access expertise that improves your operations?” and “With whom conclude you collaborate?” The answers to these questions were mapped using Valdis Krebs’ InFlow™ companionable network mapping software into an Innovation Network, an Expertise Network, and a Collaboration Network. Analyzing these networks led team members to realize that there were several entrepreneurs who played a censorious role in the food sector, but with whom they had miniature relationship. The team developed a strategy for more explicitly working with these entrepreneurs by asking them to conduct workshops for other entrepreneurs in which they could learn about their needs for business assistance.

    This results in many miniature and dense clusters with miniature or no diversity. Everyone in the cluster knows what everyone else knows and no one knows what is going on in other clusters. The necessity of outside information, and dense cohesion within the network, removes complete possibility for newfangled ideas and innovations. They remark this in isolated rustic communities that are resistant to change, or in a classic “old boy” network. Yet, the dense connections, and tall degree of commonality forms well-behaved travail groups—clusters of people who can travail together smoothly.

    Instead of allowing networks to evolve without direction, successful individuals, groups, and organizations occupy create that it pays to actively manage their network. Using the latest research, they can now knit networks to create productive individuals and smart communities.

    krebs2005 fig 1FIGURE 1—SCATTERED EMERGENCE

    Knit the Net

    A vibrant community network is generally built in four phases, each with its own distinct topology. Each facet builds a more adaptive and resilient network structure than the prior phase. Network mapping can be used to track your progress through these four stages.

  • Scattered Emergence
  • Single Hub-and-Spoke
  • Multi-Hub Small-World Network
  • Core/Periphery
  • Scattered Emergence

    Experience shows that most communities start as small, emergent clusters organized around common interests or goals. Usually these clusters are isolated from each other. They are very miniature groups of 1–5 people or organizations that occupy connected out of necessity (see design 1). If these clusters conclude not organize further, the community structure remains frail and under-productive.

    Without lively leaders who retract responsibility for structure networks, involuntary connections between groups emerge very slowly, or not at all. They convene this leadership role a network weaver.6 Instead of allowing these miniature clusters to drift, in the hope of making a lucky connection, the weavers actively create newfangled interactions between the clusters.

    Hub and Spoke

    The first network a weaver creates is the hub-and-spoke model, with the weaver as the hub. The weaver has the vision, the energy, and the companionable skills to connect to diverse individuals and groups and start information flowing to and from them. The weaver usually has external links outside of the community to bring in resources and innovation. This is a censorious facet for community structure because everything depends on the weaver who is the lone hub in the network. However, if multiple weavers are working in the same community, they may collect multiple hub and spoke networks, with some overlap between complete of them. design 2 shows the weaver connecting the previously scattered miniature clusters.

    Initially the network weaver forms relationships with each of the miniature clusters. During this facet the weaver is learning about each individual or miniature cluster—discovering what it knows and what it needs. However, the hub-and-spoke model is only a temporary step in community growth. It should not be utilized for long because it concentrates both power and vulnerability in one node—the hub. If the lead organization/weaver fails or leaves, then they are back to the disconnected community in design 1.

    In hale network weaving, the spokes of the hub conclude not remain separated for long. The weaver begins connecting those individuals and clusters who can collaborate or assist one another in some way. Concurrently, the weaver begins encouraging others to inaugurate weaving the network as well. Even though it is a temporary structure, the hub-and-spoke model is usually the best topology to bring together the scattered clusters seen in most immature communities. An organization with a vision, and contacts to external ideas and resources, can play the role of the hub. This is the role ACEnet took up when it saw that SE Ohio was home to many small, uncoordinated food clusters. There was the Farmer’s Market crowd, the natural bakery, a worker-owned Mexican restaurant and a few other entrepreneurs creating unique food products. ACEnet brought complete of these unconnected groups together around a kitchen incubator—a state-of-the-art facility for preparing and packaging a great variety of food items.

    Multi-Hub miniature World Network

    When ACEnet decided to build a Kitchen Incubator—a licensed processing facility where entrepreneurs could rent the disburse of ovens, stoves and a processing line to submit their products—they used the necessity to design the incubator as an opportunity to link miniature clusters. For example, for one design session they brought people from the town’s restaurants together with miniature farmers who wanted to eddy their submit into value-added products. Farmers were able to learn about food-production safety from the restauranteurs who explained how these procedures could be incorporated into the incubator. Some of the farmers likewise used the opportunity to sell their submit to the restaurants, which were always on the lookout for unique raw materials. And, an unexpected gratuity was that the restaurants realized that they could disburse the Kitchen Incubator’s storage warehousefor great orders from their suppliers, thus making the incubator an well-known resource within the network.

    As the weaver connects to many groups, information is soon flowing into the weaver about each group’s skills and goals. An astute weaver can now start to introduce clusters that occupy common goals/interests or complementary skills. As clusters connect, their spokes to the hub can weaken, freeing up the weaver to attach to newfangled groups. Although the spoke links weaken, they never disappear—they remain weaker, dormant ties, able to be re-activated whenever necessary. In order to accommodate newfangled connections, the weaver must teach its early connections how to weave their own network. Training in network structure is well-known at this juncture. Network mapping reveals the progress and identifies emerging network weavers.

    This happened with ACEnet as several of the businesses and miniature nonprofit s began to build thei r own network neighborhood, bringing newfangled nodes and links into the early Athens community network. As the overall network grows, the role of the weaver changes from being the central weaver, to being a facilitator in the community— coordinating with, and mentoring of other network weavers.

    krebs2005 fig2FIGURE 2—HUB-AND-SPOKE NETWORK

    There are two parts to network weaving. One is relationship building, particularly across traditional divides, which gives people access to innovation and well-known information. The second is learning how to facilitate collaborations for mutual benefit. Collaborations can vary from simple and short-term, e.g., entrepreneurs purchasing supplies together, to knotty and long-term, such as a major policy initiative or the creation of a venture fund. This culture of collaboration creates a condition of emergence, where the outcome—a hale community—is more than the sum of the many collaborations. The local interactions create a global outcome that no one could accomplish alone.

    Network weaving is not just “networking,” nor schmoozing, nor handing out business cards. Weaving brings people together for projects, initially small, so they can learn to collaborate. Through that collaboration they strengthen the community and increase the knowledge available in it. After working with the authors, Jack Ricchiuto, a Cleveland-based management consultant and author, created a pyramid of network weaving involvement. plane 1 is a “networking” nature interaction, while levels 6 and 7 are highly involved commitments to structure community. A majority of ACEnet’s larger successes plunge under the two top levels [6 & 7] of Ricchiuto’s Pyramid [1].

    Level Activity 7 Introducing A to B in person and offering a collaboration opportunity toget A and B off to a successful partnership 6 Introducing A to B in person and following up with A and B to nurtureconnection 5 Introducing A to B in person 4 Introducing A to B in a conference call 3 Introducing A to B in an email 2 Suggesting A talk to B and calling B to peep for a contact 1 Suggesting to A that A should talk to B

    This transition from network weaver to network facilitator is critical. The original weaver is identifying and mentoring newfangled weavers who will eventually retract over much of the network structure and maintenance. If this transition is not made, then the community network remains theme on the central weaver and their organization. At the transition point, the weaver changes from being a direct leader to an roundabout leader, influencing newfangled emergent leaders appearing throughout the community. This transition is necessary for the network to increase its scale, impact, and reach.

    Moving from a single-hub topology to a multi-hub topology with its many advantages. The first advantage of a multi-hub topology is that it eliminates having a solitary point of failure. ACEnet is silent a predominant hub in SE Ohio, and its failure would influence the region greatly—but not as significantly as five years ago when the network was spar ser and more theme on ACEnet. Now ACEnet has the frill of spending time in newfangled pursuits such as teaching others to knit their nets, and expanding the network to other areas inside and outside of Appalachia.

    To bring in newfangled ideas from outside the region, ACEnet has developed several “innovation learning clusters”that bring together leading-edge organizations from around the country that participate their innovations with each other. ACEnet staff that participate bring information about those innovationsback to the region and conform them to the local environment. For example, Larry Fisher, one of ACEnet’s directors, participates in a rustic entrepreneurship policy cluster where he learned the basics of structure a policy network from organizations that had many years of experience. He is now leading ACEnet’s efforts to change the policy of local counties, making it more supportive of entrepreneurship; and he can Move forward with a more certain hand since he is structure on the taste of others, whom he can contact when he has questions.

    As the weaver connects various individuals, organizations and clusters, these entities connect to each other loosely. A newfangled dynamic is revealed here—the strength of “weak ties.” frail ties are connections that are not as frequent, intense, or resilient as the strong network ties that form the backbone of a network. strong ties are usually create within a network cluster, while frail ties are create between clusters. As clusters inaugurate to connect, the first bridging links are usually frail ties.

    krebs2005 fig3FIGURE 3—MULTI-HUB, SMALL-WORLD NETWORK

    Bridging ties between clusters are well-known to innovation. newfangled ideas are often discovered outside the local domain. To collect transformative ideas you often occupy proceed outside of your group. A successful formula for creating ties for innovation is to find other groups that are both similar to and different from your own. Similarity helps build trust, while diversity introduces newfangled ideas and perspectives. Connect on your similarity, and profit from your diversity.

    Now that other hubs [network weavers] are emerging in the network, the various weavers inaugurate to connect to each other, creating a multi-hub community. Not only is this topology less fragile, it is likewise the best design to minimize the medium path length throughout the network—remember , the shorter the hops, the better for travail flow, information exchange and knowledge sharing! Information percolates most quickly through a network where the best-connected hubs are complete connected to each other. A network with many hubs is likewise very resilient and cannot be easily dismantled.

    Next comes a multi-hub, small-world network, illustrated in design 3. Here, four clusters occupy created many frail ties to each other. The frail ties may or may note become stronger to create one tightly coupled larger cluster. The multiple hubs can be miniature businesses or other community progress organizations. Initially, the ACEnet Kitchen Incubator was a major gathering place, a physical network hub, where people ran into each other, hung around to talk, and often cooked up some benevolent of deal, e.g., joint orders of jars so they could collect a cheaper price, an arrangement to jointly market their products, or an agreement to trade labor on a project.

    The impor tant next step i s to strengthen some of the frail ties in the network so they become strong ties. However, a multi-hub network may be difficult to achieve if political and “turf” issues are raging through the network, so these necessity to be handled early in the process in order for the network to emerge effectively. If two or more community progress organizations start battling over turf and control of the community, the result may be two or more competing, single-hub networks that ignore the larger community needs and focus on the survival of their own network.

    Initially, the ACEnet Kitchen Incubator was a major gathering place, a physical network hub, where people ran into each other, hung around to talk, and often cooked up some benevolent of deal: joint orders of jars so they could collect a cheaper price, an arrangement to jointly market their products, or an agreement to trade labor on a project. However, after a few years, many othernetwork hubs popped up. For example, the Athens Farmers’ Market hosted more than 90 farmers and local food vendors who networked with each other and their avid customers. Several years ago, four local organizations set up a Farmers’Market Café that provided tables and chairs under tents so that people could hang around longer and network with more neighbors. Casa Neuva, a worker-owned Mexican restaurant, is not only a networking hub, but has played a major role in organizing most of the locally owned restaurants into the Athens Independent Restaurant  Association, a group that donates money each month to community nonprofits and is increasing the amount of submit and locally processed goods that restaurants purchase from local farm families. Six miles outside town, more than 200 people gaggle on Saturdays to devour fresh baked focaccia, pastries, and hearth bread on the outdoor terrace outside the substantial Chimney Bakery. The proprietor is a major network hub himself, who helps newfangled entrepreneurs develop their recipes and learn strategy from a pro.

    The Core/Periphery Network

    The end-goal for vibrant, sustainable community networks is the core/periphery model. This topology emerges after many years of network weaving by multiple hubs. It is a stable structure that can link to other well-developed networks in other regions. The network core in this model contains the key community members, including many who are network weavers, who occupy developed strong ties between themselves. The periphery of this network contains three groups of nodes that are usually tied to the core through looser ties.

  • Those newfangled to the community and working to collect to the core
  • Bridges to diverse communities elsewhere
  • Unique resources that operate outside of the community, and may span many communities
  • krebs2005 fig4FIGURE 4—CORE / PERIPHERY NETWORK

    The economic landscape is replete of imperfectly shared ideas and information. The periphery is the open, porous frontier of the community network where newfangled members/ideas arrive and go. The periphery allows us to reach ideas and information not currently prevalent in the network, while the core allows us to act on those ideas and information. The periphery monitors the environment, while the core implements what is discovered and deemed useful.

    Figure 4 shows a well-developed core/periphery structure. The blue nodes are the core, while the green nodes reside in the periphery. This network core is very dense;7 not complete cores will occupy as tall a concentration of connections as this one. Too much density can lead to rigidity and an overload of activity. Monitoring your network using companionable network analysis can inspirit you remark where your network needs to shift connections to match the current environment.

    At this point, the network weavers’ initial tasks are mostly completed. Now, attention turns toward network maintenance and structure bridges to other networks. The network weavers can inaugurate to form inter-regional alliances to create newfangled products, services and markets—or to shape and influence policy that will strengthen the community or region. This happens by connecting network cores to each other utilizing their peripheries. The network weavers maximize the reach of the periphery into newfangled areas, while keeping the core strong. The weavers now focus on multi-core projects that will occupy major impact on the community.

    ACEnet has helped form the Appalachian Ohio Regional Investment Coalition (AORIC) which includes another community organization, a regional foundation, the Ohio Arts Council, and an Ohio University–based institute. AORIC is now mobilizing a great network of organizations interested in supporting entrepreneurs as a route to create a healthier regional economy. This network is reaching deep into communities to identify the barriers entrepreneurs face, and then to collaborate on projects that will develop newfangled supportive infrastructure to increase their success.

    Conclusion

    As they occupy seen, weaving a network requires two iterative and continuous steps:

  • Know the network—take regular snapshots of your network and evaluate your progress.
  • Knit the network—follow the fourphase network knitting process.
  • All throughout this process network maps guide the way—they reveal what they know about the network and they uncover feasible next steps for the weaver.

    Starting with a disconnected community, network builders can start weaving together the necessary skills and resources to build simple, singlehub networks. This will be followed by a more efficient and resilient multi-hub network, finishing with a sustainable core/periphery structure. Once the network is strong, it can connect to other distant community networks to create more opportunities.

    End Notes

    1. The medium path length in a network is a convenient measure of the network’s global efficiency. The longer the medium path length, the longer it takes for messages to travel between any two nodes, and the more distorted they are when they arrive.2. An roundabout tie is a network path that connects two nodes through on or more intermediaries. Here A and B, and B and C occupy direct ties while A and C occupy an roundabout tie through the intermediary B. A–B–C3. Nodes with many direct connections that quickly disperse information.4. Nodes that connect otherwise disconnected parts of the network—they act as liaisons.5. Nodes that connect two or more clusters— they act as bridges between groups.6. While the Athens food network focused on one network weaving organization—ACEnet, there were actually several individual network weavers within ACEnet. Each network weaver within ACEnet had a particular focus. They complete worked with a common vision. If several network weavers are present and willing to collaborate, increased progress is possible.7. Network density is calculated by the number of existing connections as a percentage of the total possible.

    VALDIS KREBS is a management consultant and the developer of InFlow companionable network analysis software ([email protected], www.orgnet.com). JUNE HOLLEY is founder and President/ CEO of the Appalachian heart for Economic Networks ([email protected] org, www.acenetworks.org). Contact June or Valdis for information on their workshop on network weaving.


    Evergreen announces the TD Future Cities Centre – national hub for city structure | killexams.com true questions and Pass4sure dumps

    November 08, 2018 09:45 ET | Source: Evergreen

    multilang-release

    Redeveloped kiln structure a showcase for urban innovation at Evergreen Brick Works in Toronto

    TORONTO, Nov. 08, 2018 (GLOBE NEWSWIRE) --  Today, Evergreen revealed the designation of its newfangled national hub for city structure – the TD Future Cities Centre. The site of the recently redeveloped historic kiln building, the revived space at Evergreen Brick Works in Toronto has been transformed into a dynamic year-round innovation and training centre where urban thought leaders and citizen city builders from across sectors can accumulate to co-create, test and prototype solutions for structure inclusive low carbon cities.

    This morning, Evergreen CEO Geoff Cape, joined by Norie Campbell, Group Head, Customer and Colleague Experience, TD Bank Group, announced TD as the title sponsor of the redeveloped space at the opening of the Future Cities Canada Summit, the inaugural gathering of international and national urban leaders to reimagine how to create more inclusive, resilient and smarter cities.

    “The TD Future Cities Centre is a global destination for urban innovation,” said Geoff Cape, Evergreen CEO. “The tremendous champion from visionary partners such as the TD Bank Group helps advance the well-known and necessary travail of investing in their urban future. The Centre further establishes Evergreen Brick Works as a leading case of where the world can accumulate and taste sustainable practices that create cities flourish.”

    The zenith will likewise host the first talk of the TD Future Cities Speaker Series, an ongoing public talk featuring an international roster of leading minds in city building. Evergreen welcomes Alicia Glen, newfangled York City’s Deputy Mayor of Housing and Economic progress on Thursday, November 8, 2018.

    "Building a more inclusive and sustainable tomorrow is at the heart of TD's corporate citizenship platform, The Ready Commitment. With more people poignant to urban centres, cities are increasingly becoming the heart of where they live, travail and play. With collaboration across sectors they can inspirit build more resilient and sustainable cities that people can thrive in. This is why they are arrogant to sponsor the TD Future Cities Centre, to inspirit create a hub for people to connect and develop innovative solutions for some of the most pressing urban issues of their time," said Andrea Barrack, Vice President, Global Corporate Citizenship, TD Bank Group.

    The TD Future Cities Centre was Part of a $30 million campaign to create the newfangled city structure hub and its related programs. Launched in 2017, the ambitious redevelopment of the 53,000-square-foot kiln structure became a test site to advance and accelerate the shift to more sustainable construction designs and practices, ultimately striving to create one of Canada’s carbon neutral sites. Evergreen and its partners – including construction lead EllisDon, manufacturing confederate CRH Canada, and the design team led by LGA Architectural Partners in consultation with heritage design specialists ERA Architects - occupy worked together to offer newfangled possibilities for developing sustainable cities while ensuring that the historic features are preserved.

    The Centre is likewise the national hub for Future Cities Canada, the newfangled city-building initiative created earlier this year by Evergreen, the McConnell Foundation, Community Foundations of Canada and the Maison de l’innovation sociale. The unique collaborative brings together people, ideas, platforms and innovations from across sectors to find newfangled ways to address the challenges facing cities.

    TD FUTURE CITIES CENTRE HIGHLIGHTS:

    Fully-enclosed for the first time, the TD Future Cities Centre features year-round disburse with a newfangled raised floor that incorporates in-floor heating and cooling (integration of solar thermal panels with the geothermal heating and cooling system is scheduled for 2019); flood mitigation with a newfangled network of greenways to channel water away from the structure and raised flooring with an innovative cavity floor system; a newfangled service station for catering activities and a free-standing bank of washrooms, featuring 21 gender-neutral stalls making it one of the largest of its benevolent in Ontario; and heritage preservation with newfangled steel inlays and sandblasted lines that vestige the historic kiln car tracks, while sections of tinted concrete limn the footprint of historic kilns.

    The Centre is one of the most sought-after venues for private events and home to programs and exhibit spaces. One region in the former drying kilns was meticulously altered to create an intimate exhibition space known as the City Builders Gallery. The inaugural exhibition Urban Imaginaries by Toronto artist Ferruccio Sardella with Nathan Whitford of Urban Visuals explores the complexities of cities through the relationship of city builders and the lived taste of urban spaces.

    The public can explore Canada’s leading case of adaptive reuse and low carbon innovation through Evergreen’s tour program, which offers public tours on Saturdays, Sundays and holidays at 11 a.m. and 2 p.m., as well as the chance to engage private guided tours for groups.

    The completion of the collaboration studios and the installation and integration of solar thermal panels with the geothermal heating and cooling system are scheduled for 2019. The public opening is scheduled for spring 2019.

    For more information and to participate your ideas on the future of low carbon cities, please visit: www.evergreen.ca/

    Renee Tratch | Senior Manager, PR & Audience engagement | Evergreen | 416-596-1495 X 273 Evergreen Brick Works, 550 Bayview Avenue, Suite 300, Toronto, Ontario, M4W 3X8

    About Evergreen: Since 1991, Evergreen, a not-for-profit, has provoked bold action in transforming public landscapes into thriving community spaces. We believe that connecting people, natural and built worlds create flourishing cities for the future. For more than 25 years Evergreen has connected, collaborated, and catalyzed Canadians to conclude wonderful things positively affecting attitudes and behaviours that lie at the core of a sustainable city. For more information visit www.evergreen.ca

    TD FUTURE CITIES CENTRE SUPPORTERS:

    Government of Canada, TD Bank Group, Government of Ontario, Infrastructure Canada, Federation of Canadian Municipalities, Ontario Trillium Foundation, CRH Canada Group Inc., Cisco Systems Canada Co., Brampton Brick and EllisDon.

    TD Future Cities Centre Solutions Providers

    Armstrong Fluid Technology, Velux Canada Inc.



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