250-407 exam Dumps Source : Prepare for Symantec Symantec Client Management Suite 7.x
Test Code : 250-407
Test name : Prepare for Symantec Symantec Client Management Suite 7.x
Vendor name : Symantec
: 140 existent Questions
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NORTON, MA — attempting to find a fresh domestic, and want the newest listings on what's attainable close you? need some champion for your search? you could bear near to the correct vicinity! To sustain you within the video game, they here at Patch bear compiled a fresh batch of 5 fresh listings neighborhood.
beneath, you will ascertain the five latest buildings to hit the market in the Norton enviornment — akin to one with 3 beds and 1 tub for $365,000, and an additional with 4 beds and three baths for $699,900.
click on on any wield for extra pictures and particulars. chuffed house hunting!
1. 5 Patlena Dr, Norton, Massachusetts 02766
price: $384,900Size: 1,230 sq. toes., three beds, and a pair of baths
2. a hundred and five Freeman St, Norton, Massachusetts 02766
cost: $365,000Size: 1,118 sq. feet, 3 beds, and 1 tub
three. 412 Reservoir St, Norton, Massachusetts 02766
price: $369,999Size: 1,040 sq. ft., 3 beds, and a pair of baths
4. 22 Wampum Rd, Norton, Massachusetts 02766
cost: $419,900Size: 1,650 sq. toes., 3 beds, and a pair of baths
5. 11 woodland Ln, Norton, Massachusetts 02766
rate: $699,900Size: three,573 sq. feet., 4 beds, and three baths
nonetheless haven't gotten your fill? preserve scrolling for extra listings. Or retract a perceive at their Norton locality actual-property section for a full list of native homes.
on the market: $334,9003 bd/1 full ba, 1,352 sqft
on the market: $239,9002 bd/1 full ba, 1,000 sqft
on the market: $474,9004 bd/2 full ba, 2,153 sqft
on the market: $269,9002 bd/1 full ba, 941 sqft
for sale: $384,9003 bd/2 full ba, 1,230 sqft
for sale: $365,0003 bd/1 full ba, 1,118 sqft
on the market: $369,9993 bd/2 full ba, 1,040 sqft
for sale: $419,9003 bd/2 full ba, 1,650 sqft
on the market: $699,9004 bd/2 full ba, three,573 sqft
for sale: $949,9000 bd/0 ba
pictures courtesy of Realtor.comGet the Norton newsletterSubscribe
hands On evaluation
a helpful deal of the challenge generated via the Y2K vicissitude has revolved around older computer systems, similar to mainframes and growing stale multiuser VMS and Unix programs. however even application as fresh as Microsoft Corp.’s workplace ninety seven has Y2K linked complications and ought to be evaluated.
Symantec Corp.’s Norton 2000 eases the assessment of the three main yr 2000 considerations for pcs: hardware problems such as the BIOS and precise-time clock, business off-the-shelf software compliance, and conclusion consumer created facts.
Norton 2000 checks your gadget BIOS, real-time clock and gadget clock via a boot floppy that forestalls the inadvertent destruction of information and application configurations right through trying out. If it finds a BIOS/clock issue, and it can moreover be fastened through application, Norton 2000 will restore the problem. If no longer, it is going to let you know of the deserve to supersede your gadget’s BIOS.
Norton 2000 evaluates software utility liability with the aid of scanning for purposes and records that might moreover bear issues throughout the year 2000 date change. It identifies, prioritizes, and stories on two-digit date calculation anomalies in spreadsheet cells and formulation, database fields and kinds, and textual content from purposes enjoy Excel, Lotus 1-2-three, Quattro pro, entry, dBase III and IV, Clipper, FoxPro, Paradox and other file kinds by route of an unstructured file analysis engine. It moreover parses embedded visual basic and macros in surpass spreadsheets and appears for Y2K complications.
This evaluation is performed through auditing application applications. They established this by using running it towards a database with regularly occurring date complications on a windows NT 4.0 notebook with service Pack four. Norton 2000 correctly recognized the problems they knew about and organize some that they had no theory where there.
We additionally demonstrated Norton 2000 on windows 95 and windows ninety eight with similar consequences. In each case, Norton 2000 organize utility and information info that may still be considered difficult.
Norton 2000 identified some records files that in fact bear been not a problem. It erred on the side of safety by using reporting them. Norton 2000 reports are user modifiable in order that your company can set its own criteria for measuring casual and picking no matter if to fix particular person computing device Y2K anomalies.
The commercial enterprise version of Norton 2000 includes Snap-Ins to the Microsoft administration Console-compliant Norton system core. This setup uses a separate administrative console for quick and effortless distribution, reporting, and administration complete through a LAN or WAN environment.
With Norton device core, administrators can schedule common, lucid scans of user data information, then import logs into a SQL Server database for graphing and evaluation. both the enterprise edition and the personal edition comprise Norton’s LiveUpdate expertise. LiveUpdate automatically tests Symantec functions in opposition t the Symantec FTP website on the information superhighway for upgrades and patches.
In might also, Symantec will publish a brand fresh edition of Norton 2000 so one can comprise a repair aide for benchmark remediation methods for Microsoft surpass and Microsoft access. directors will be able to roll up each utility scan results and gadget date check results into the SQL database. directors will even be in a position to style scan consequences by severity and log most efficient those information with error, concerns, or notes. The fresh edition will aid office 2000 file codecs.
Norton 2000 Symantec Corp.Cupertino, CA(408) 253-9600www.symantec.com
+ gives a simple fashion to identify Y2K desktop issues+ BIOS check/fix keeps older methods alive- Late to market, would had been greater advantageous a year ago
The Mac edition of Norton safety.
Screenshot from the Norton security Beta.
In can also, Symantec’s senior vice president for assistance security, Brian Dye, said whatever sort of staggering. He bluntly mentioned that antivirus is dead. but he hadn’t gone absolutely rogue, despite the fact that he works for an IT security business top-rated-conventional for its antivirus items. Symantec as an entire became getting ready to shift gears. Now Norton security is here.
in case you’ve always been sort of puzzled with the aid of the disagreement between Norton Antivirus, Norton internet safety and Norton 360 (which is available in Multi-machine and Premier edition types) you'll in no route ought to be taught! That’s as a result of Norton protection is an ail to merge Norton items into one subscription provider. as a substitute of procuring different components to protect against various things, it’ll complete be there in one region.
You’ll be capable of register as many as 5 gadgets to your Norton account across computing device and cellular—windows, Mac, Android, and iOS will complete be supported. And in case you covet cloud storage for backups you can pay extra for Norton safety with Backup. That’s it.
Norton security is still in beta, but CNET studies that the ballpark for pricing is around $eighty to $100, akin to present Norton choices. with a bit of luck the fresh product might be a step towards taking cybersecurity out of the black ages for domestic users, and proposing less complicated access to fresh concepts as cyberdefense ideas proceed to adapt. it might’t be extra disturbing than the ancient Norton.
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Building on ultimate year’s technology and marketing agreements with IBM and the purchase of Intel’s anti-virus technology, Symantec built the Digital Immune System, a strategy for providing corporate customers brilliant tools to assist systems elope better.
LAS VEGAS -- pile on ultimate year’s technology and marketing agreements with IBM Corp. and the purchase of Intel Corp.’s anti-virus technology, Symantec Corp. built the Digital Immune System, a strategy for providing corporate customers brilliant tools to assist systems elope better.
The Digital Immune System, which will consist of a combination of Symantec’s applications and systems and policy management, will drudgery on its own or integrate with commonly used enterprise management frameworks to give IT managers control of Symantec products in their enterprise from one console.
Brian Foster, group program manager, Digital Immune System says the company is preparing to enter beta testing with the solution.
"The Digital Immune System, right now, is a vision for a family of products, not a product itself," he says.
Symantec will release the Digital Immune System in phases during an 18-month period. In the first phase, which is scheduled for the third quarter of this year and dubbed version 1.0, the Digital Immune System will comprise a managed anti-virus solution built on top of Norton AntiVirus Corporate Edition. This will be linked to an brilliant back-end system at the Symantec AntiVirus Research hub (SARC), featuring technology conceived at IBM Research and jointly developed with the scientists at SARC.
In addition, the Digital Immune System will provide administrators with a central console for policy management, from which administrators will bear control over the functionality of each product in the Digital Immune System suite.
The second facet of the Digital Immune System, which is moreover the second version, is scheduled to be available in the first half of 2000. In addition to the products included in version 1.0, this will comprise pcANYWHERE, Norton accelerate Disk, Norton Ghost and mobile worker support.
Part of the overall solution will be a concept Symantec refers to as the remedy spreading faster than the disease. When Symantec solves a problem for one customer in the Digital Immune System community, it will become available to complete Digital Immune System users, which enables them to update their technology immediately and hopefully liquidate the problem before it starts.
Symantec claims this solution, along with the IBM partnership, will assist the company run away from its reputation as a consumer-oriented software maker and into the back offices of large corporations.
"This is section of their strategy to run into the enterprise," says Elizabeth Magliana, senior director of corporate customer unit, Symantec’s anti-virus unit. "A number of the tools they release, moving forward, are for the server. They bear client pieces, but the investment will on the server side."
Ted Julian, an analyst with market research solid Forrester Research (www.forrester.com), agrees that the Digital Immune System will assist Symantec run into the enterprise space but points out that the solution is a requirement to attain so.
"This is not a matter of Symantec coming out with a solution that is head and shoulders above the rest, it just means that they now bear a solution," he says. "Having this solution doesn’t necessarily import they’ll congregate the business, it just puts them on the list of options to consider."
While this solution is fresh to Symantec, it is not fresh to the market. Symantec, in fact, is entering what Forrester calls the content security market. Trend Micro Inc. (www.antivirus.com) already has a similar offering and Network Associates Inc. (www.nai.com) is currently working on one, says Julian.
"Trend Micro may not bear the name recognition that Symantec does, but it is driving the major players to create solutions enjoy the Digital Immune System to sustain up with it."
GRAPEVINE, Texas -- Data protection products are front and hub this week at Storage Networking World (SNW), with EMC Corp. bolstering its NetWorker backup application with data deduplication and continuous data protection (CDP), FalconStor Software Inc. coming out with a VTL for remote offices, and Iron Mountain Inc. extending its Connected Backup line to Windows print and file servers..
EMC is injecting life into its stodgy NetWorker backup application by adding data technologies it picked up in acquisitions during 2006. Besides integrating emerging backup technologies into its core backup application as customers bear demanded, EMC is clarifying the direction for NetWorker.
"We've integrated complete of this into EMC NetWorker," said Rob Emsley, EMC senior director of software product marketing. "Ever since they bought Avamar, people bear asked me, 'Is Avamar your primary backup application now?' No it isn't. NetWorker is their central backup platform."Since buying Avamar Technologies for $165 million and Kashya Inc. for $153 million, EMC has sold Avamar as its deduplication product and the RecoverPoint product it got from Kashya for CDP. Now it's merged the Avamar agent with a fresh NetWorker client agent and let the NetWorker catalog track CDP snapshots. Administrators can manage deduplication and CDP through the NetWorker management console.
"I perceive at it as the culmination of complete of their data protection technologies acquired over the ultimate couple of years," said Steve Norall, analyst for the Taneja Group. "It's a logical step. You can dedupe at the source without having to employ another set of applications. And CDP is integrated into the backup and recovery process, where before it was an adjunct."
EMC isn't finished integrating its technologies and even has some drudgery to attain with deduplication and CDP. For instance, although virtual tape libraries (VTLs) are considered a prime application for deduplication, EMC has yet to add deduplication to its VTL). Emsley said deduplication for the EMC Disk Library VTL is planned for mid-2008.
Although CommVault Systems Inc. has set data deduplication and continuous data replication (near CDP) into its Simpana backup suite, EMC is ahead of its major backup rivals, Symantec Corp. and IBM, when it comes to integrating the latest disk backup technologies. Symantec offers a PureDisk deduplication option with NetBackup but is still working on integrating CDP. IBM Tivoli Storage Manager has neither deduplication nor CDP.
FalconStor launches VTLs for SMBsFalconStor, whose enterprise VTLs are sold by EMC, IBM, Sun Microsystems Inc. and others, is coming out with a VTL for SMBs and remote offices. Its fresh offerings, FalconStor VTL Storage Appliance and FalconStor VTL Virtual Appliance, champion its separate Instance Repository (SIR) data deduplication and will be available this month. The appliances near in 6-, 12- and 24-drive configurations, and the virtual appliance is a software application that runs on VMware ESX Server.
FalconStor will sell the VTLs under its own brand and tender it to OEM partners. John Lallier, vice president of product technology, said there are no OEM deals to announce, but added, "I bear no doubt you'll be hearing announcements soon."
Iron Mountain extends backupIron Mountain is coming out with Connected Backup for Server, aimed primarily at Connected Backup for PC customers who want to extend protection for Windows print and file servers. Backup for Server and Backup for PC are available as a subscription service or licensed software. Customers that employ both can manage the backups from one console.
HDS launches low-end SANHDS, which has concentrated primarily on high-end enterprise storage locality networks (SAN), is now going after the SMB market with the Hitachi Simple Modular Storage System.
Designed to be effortless to set up and use, the iSCSI Windows-based SAN features RAID 6 and a repair slot that lets users change drives on the fly. The system is available in single- and dual-controller configurations and supports SAS or SATA drives, scaling from just under 1 TB to 9 TB and ranging in charge from $5,000 to $13,000.
Dot Hill expands SAN familyDot Hill Systems Corp. expanded its family of storage systems, adding low-end iSCSI and midrange systems built on the identical architecture as its 2370 Fibre Channel SAN. The 2330 has an iSCSI interface and holds up to 56 SAS and SATA drives with an expected street charge purview of $13,000 to $21,500. The 5730 is a Fibre Channel system that holds up to 108 SATA or SAS drives and is expected to be priced from $26,000 to $34,000. complete the systems champion RAID 6 and bear super capacitors instead of batteries.
Dot Hill sells its systems through OEM partners, including Network Appliance Inc., (NetApp) and Sun, but has not yet announced any OEM deals for the fresh systems.
IBM, LSI, Seagate combine on full-disk encryptionIBM's Encryption Key Management software appliances, LSI Corp.'s storage controllers and Seagate Technology's Full-Disk Encryption (FDE) drives are being combined into a fresh system designed to forestall data from being exposed when drives are removed from disk arrays for maintenance or repurposing. Seagate said that dawn in 2008, complete of its disk drives will ship with FDE, though the company claims users will bear the option of not using drives in "locked" or encrypted mode. FDE drives must moreover be added to a "secure volume group" under a controller that supports the encryption.
The alliance hasn't addressed how users access data on an array if encryption keys are lost or hacked, how the system can be backed up to nonencrypted appliances or how an encrypted system can be repurposed at a later date. The companies said that the approval of a Trusted Computing Group (TCG) security benchmark next year will resolve the issues around interoperability. But according to IBM senior marketing manager Allen Marin, "If you lose those [encryption] keys, you might as well sling the [storage] box away."
CipherMax expands encryption featuresCipherMax Inc. beefed up champion for its CipherMax CM140T tape encryption devices to let administrators manage encryption keys for LTO-4, legacy tape and VTLs through one interface. CipherMax allows encrypted LTO-3 and LTO-2 tapes to be read in LTO-4 drives.
Symantec combines backup, systems managementSymantec has released a free downloadable "connector" that will integrate the desktop and server management software that it gained when it acquired Altiris in January with Backup Exec System Recovery. The software module, called the Backup Exec System Recovery Integration Component for Altiris, will let administrators set up backup policies, schedule regular backups and order unscheduled incremental backups to prepare for system maintenance on workstations and servers through by Altiris Notification Server. The connector is available on the Altiris Web site.
Emulex to develop FCoE productsEmulex Corp. has signed a technology agreement with a shadowy Cisco-funded startup, Nuova Systems Inc., to assist develop a line of Emulex Fibre Channel over Ethernet (FCoE) products. Products are expected to be available in the second half of 2008, with customer testing dawn in the first half of 2008.
Xiotech adds automatic provisioning, Web servicesXiotech Corp. announced the Magnitude 4000 array, a spruced-up replacement for its Magnitude 3000 product line that includes fresh virtualization and evolution features. One such addition is what Xiotech has dubbed brilliant Provisioning -- the competence for users to set predefined parameters for virtual disk size, logical unit number (LUN) size and expansion parameters for growing volumes and bear the system achieve provisioning automatically. Users with software evolution skills will be able to cook up fresh applications or fresh ways for applications to integrate with the array through champion for Web services. A fresh GUI offers both storage- and server-centric views.
Fujitsu retools Eternus arraysFujitsu is bringing out an SMB progression within its Eternus product line, called the Eternus 2000. The fresh progression of Fibre Channel arrays includes the 18 TB Model 100 and the 54 TB Model 200. The products bear encryption and replication built-in, and partake common management tools with the rest of Fujitsu's arrays. Pricing starts at $11,100. Fujitsu representatives indicated that Model 200 will supersede the low-end model in the existing Eternus 4000 line.
Arkeia adds centralized management to remote backup appliancesArkeia Software said it has "several dozen" users of its EdgeFort remote office backup appliance product, made generally available in July, and now those users will bear a long-promised capability: centralized remote management. EdgeFort boxes could previously be managed remotely, but not in one console.
Agami supports compression for primary dataAgami Systems and Storwize (formerly known as Storwiz) Inc. will publish that the agami Information Server now supports the STN-6000 compression appliance from Storwize. The Storewize appliance performs in-band data compression. The company claims a 5-to-1 data reduction ratio on CIFS and NFS traffic.
Crossroads floats raft of product enhancementsCrossroads Systems Inc. is bulking up its data protection product lines. Crossroads is launching the ShareLoader SL1024i, an iSCSI-based VTL appliance for remote and offshoot offices. It is moreover adding file-level encryption to its Virtual Tape Server, which emulates a daisy chain of direct-attached tape drives (rather than a full library). The company has moreover expanded champion of its ReadVerify tape reporting and monitoring appliance to libraries of 2000 drives or more.
CommVault extends deals with Dell, HDSDell Inc. and Hitachi Data Systems (HDS) will rebrand CommVault's Simpana data protection software, extending OEM deals both systems vendors already had. Dell will rebrand the software as CommVault Simpana 7.0, while HDS will continue to muster CommVault's backup suite Hitachi Data Protection Suite (HDPS) powered by CommVault.
IStor launches fresh SAN lineIStor unveiled the integraStor family of SMB iSCSI systems that scale to 100 TB and comprise snapshot, CDP, and SAS and SATA support.
The Most Powerful Black Executives in America Meet 50 black business men and women who wield unprecedented clout.
(FORTUNE Magazine) – Sometimes the tale of black power in America can be told in images. Back in 1969, power was political, epitomized by a Newsweek cover with a youthful black man named Tom Jones brandishing a rifle and a raised fist after leading a militant uprising at Cornell University. These days the image that resonates is corporate, of that identical man in his corner office suite at Citigroup. Cuff links displaying the Travelers umbrella peek out from Jones' conservative dark-blue power suit. Another red Travelers umbrella shines from his lapel, and the company logo covers his tie too. In other words, he's armed with complete the accoutrements befitting his current role: chairman of Citigroup's asset-management, global-investment, and private-banking operations.
Sometimes the tale is better told in numbers. Jones, 53, now oversees four business units, 12,000 employees, and almost $700 billion in assets. Though something of a long shot, he is reportedly one of five contenders to supersede his mentor Sandy Weill as CEO of Citigroup.
And sometimes complete you need is words. While Jones still boasts that he proved he could "lead an armed revolution," he says turning to corporate America was the logical next step after college: "One of the fresh frontiers for African Americans would be business. Clearly if America was going to be a more open society, then one of the testing grounds would bear to be where the dollar was made--where significant wealth and resources were at stake."
This list is testament to the fact that a whole lot of wealth and resources are now controlled by black men--and some women--in corner offices. Since 1999, three black men bear ascended to become CEOs of FORTUNE 50 companies, and the No. 1 man on their list, Merrill Lynch President Stanley O'Neal, will probably link them soon. The Executive Leadership Council, a networking organization for senior black executives in FORTUNE 500 companies who are no more than three steps away from the CEO, today boasts 275 members; it was founded in 1986 with 19 members.
For complete their much wealth and gigantic resources, black business leaders bear largely been less visible than more celebrated black leaders such as media celebrities Oprah Winfrey and Magic Johnson or powerful political appointees enjoy National Security Advisor Condoleezza Rice, FCC Chairman Michael Powell, and Roger Ferguson, vice chairman of the Federal Reserve. The sea change captured by this list of the 50 most powerful black executives is the depth of black power in mainstream U.S. business. Sure, the four top-ranked men bear already been hailed as major players at American icons--O'Neal at Merrill Lynch, Ken Chenault at AmEx, Dick Parsons at AOL Time Warner (this magazine's publisher), and Franklin Raines at Fannie Mae. But read further down the list, and at every quit you'll find an executive with existent sway: There's No. 5 Jones at Citigroup; No. 8 Cal Darden, the head of operations at UPS and a candidate for the top job; No. 12 John Thompson, CEO of Silicon Valley stalwart Symantec; No. 34 Cathy Hughes, founder of Radio One and the first black woman to head a publicly traded company; No. 43 Charles Tribbett of headhunter Russell Reynolds, who has led corporate board searches for almost complete of the FORTUNE 500; and complete the route down at No. 50, Cecil Pickett, who runs the R&D operations of $10-billion-a-year drugmaker Schering-Plough. That's not just a list of powerful black execs but a list of powerful executives, period.
So how did they define power? It wasn't just a question of whose company has the highest market cap, revenues, or profits, or which executive oversees the most employees or has the fanciest title. They were looking for people who are wielding power, putting it to vigorous use. And that's why, after a long debate, they decided that Stanley O'Neal, COO of Merrill Lynch, had to top the list.
How could they pick someone who isn't a CEO? Well, there's simply no question that O'Neal is the man in permeate at a company that, despite its recent troubles, remains the nation's largest brokerage firm. ultimate summer O'Neal won a brutal power struggle to succeed CEO David Komansky. He's not slated to retract over until 2004, but O'Neal's aggressive maneuvering over the past year--demoting rivals and replacing the heads of every major unit from investment banking to asset management and research--has given him a solid power ground and convinced most of Wall Street that his ascension will probably near sooner than planned.
A former GM executive, O'Neal rose to prominence at Merrill by turning around its junk bond business in the early '90s. That helped him run into the CFO job. But what clinched his position as CEO-in-waiting was his recent leadership of the firm's brokerage house. Although never a broker himself, O'Neal made a strategic decision to concentrate on customers with $1 million or more in assets, which helped reduce operating costs while raising revenue per client. And he did so while quelling hostility from the firm's skeptical army of 15,000 brokers. Now O'Neal is trying to scale back the firm's sprawling empire and focus on the bottom line, helping to protect it against any potential takeover bids. Komansky has stepped back into the limelight recently to manage the various nightmares--the Henry Blodget e-mails that Eliot Spitzer uncovered, the Martha Stewart mess, and so on--that occurred under his watch. But O'Neal is the man who will bear to clean up after the scandals are over, and his record so far indicates that he will be unafraid to attain whatever it takes.
Following O'Neal are the CEOs. Ken Chenault comes in at No. 2 on their list. Since he took over in January 2001, Chenault has been fighting an uphill battle to regain momentum for American Express. In his 21 years at the company, he gained a reputation for turning dead-end posts into star vehicles. One troubled division he turned around in the 1980s was the equivalent of corporate Siberia--merchandise services. Then barely profitable, the low-profile unit hawked luggage tags and gifts to cardholders. In just three years Chenault pushed annual sales from $100 million to $700 million. He has yet to drudgery that kind of magic on the company as a whole: With business travel still lagging and the stock market skidding, AmEx stock is off 31% under Chenault. It remains to be seen if he is the leader who can uniform this ship.
There's even more that remains to be seen about Richard Parsons, who took control of the world's largest media company in May. With AOL Time Warner's revenues about equal to those of Merrill and its market cap twice as large, it could be argued that Parsons deserves the top spot. Maybe next time--for now he's No. 3. He has been in the job only for a couple of months, the stock has plummeted, the internal politics are nasty, and it's unclear whether what has been described as the "mother of complete mergers" is genius or a hairball. Parsons, an attorney and former aide to Nelson Rockefeller, wins high extol for his diplomacy; he'll need complete that and more to revolve this behemoth around.
The man they ranked No. 4, however, has been proving for years that he has what it takes. When Franklin Raines, the Harvard-educated Rhodes scholar and former White House budget chief, took over as CEO of Fannie Mae in 1999, he became the first African American to lead a FORTUNE 500 company. Since then he's grabbed market partake from competitors, overseen double-digit profit growth, and ultimate year cranked out a record $5.9 billion in earnings on revenues of $50.8 billion. He's moreover successfully fended off critics who accuse Fannie of everything from being too magnificient to having an unfair advantage, in section because its quasi-governmental status lets it raise long-term money at better rates than its competitors. So why isn't he No. 1? Because for complete of Fannie's influence over the mortgage market, it's simply not the identical kind of corporate global powerhouse as Merrill, AmEx, or AOL.
So much for the high-level beauty contest. enjoy everyone in the world, they knew complete about those four guys when they started researching this list back in March. But it is the depth of black corporate power that has been overlooked. To identify leaders who not only control huge numbers in terms of revenues and employees but moreover wield power within a company and its industry, they combed through hundreds of executive bios and resumes and talked to industry experts, analysts, and executive recruiters. They moreover looked at what could be called the arc of an executive's career: How fleet has the person risen, and how much further is he or she likely to go? As with their four-year-old survey of America's most powerful women, they limited their search to the private sector, which eliminated influential African Americans enjoy Powell, Ferguson (see box), and Lloyd Ward, the former CEO of Maytag, who now runs the U.S. Olympic Committee.
Our ail was not embraced by all. Some candidates did not want to be included, fearing the attention would occasions more harm than helpful to careers so carefully built. "What are you trying to attain to me?" snapped one senior executive, wishing to bear his name removed from the list. (He's still there.) Stanley O'Neal refused to talk to us for this story. Others who bear fought a lifetime to atomize down walls could not applaud the singling out of black executives. complete of them perceive forward to the day when a list of top black executives will seem as ridiculous as a list of the top 50 white men in business.
"I don't wake up in the morning and deem of myself as a 'black' executive," says Thompson, the 52-year-old CEO of software and Internet security company Symantec. "I deem of myself as a CEO of a tech solid who, enjoy complete CEOs, has to serve shareholders well. The fact that I am black is undeniable--but it is not what motivates me." Thompson arrived at Symantec in the spring of 1999, coincidentally just a few days after Jesse Jackson descended upon Silicon Valley to denounce the tech bastion for its need of diversity. Before Symantec, Thompson spent 28 years at IBM where, as one of the company's most senior executives, he led IBM Americas, a $37 billion business unit with 45,000 employees. Despite his accomplishments at magnificient Blue, though, he instantly became known as the "black CEO in Silicon Valley."
The verity is that today's boardrooms and executive suites are not filled with African Americans, which means that being black at this flush does draw attention. Just five days after assuming the CEO post of AOL Time Warner, Parsons, who does not develop a point of emphasizing race when he tells his own corporate story, could not disaffirm the added pressure that comes with being a black CEO. "It's an annoyance," he says defensively. "Of course your priority is the shareholders and 90,000 employees. But there are moreover countless numbers of people outside who, for whatever reason--race being the biggest--are rooting for you. And not."
Another worry of the people they interviewed was that a list of the black corporate elite might create the illusion that complete barriers bear crumbled. That is indeed an illusion. In the past five years, as many black executives were making strides, the FORTUNE 500 moreover lost two black CEOs. Ward, who rose through the ranks of P&G, Ford, and PepsiCo, walked away from Maytag after battling with its board, while a merger forced Barry Rand out of a job at Avis. Both CEOs lasted less than 15 months. Pessimists quarrel that the magnificient question is, Why are there only three sitting black CEOs of FORTUNE 500 companies? "Have things changed in the past five years?" asks William Lewis, head of global banking for Morgan Stanley and No. 13 on their list. "On Wall Street that is a short conversation. There is nothing close to black power on Wall Street. Period. full stop."
We are still at the stage historically where almost everyone on this list has been "the first" or "the only" African American at some point in his career. Lloyd Trotter (No. 11) became GE's first black business head when he was named CEO of $6 billion Industrial Systems in 1992. Charles Tribbett is the only African American to sit on the global executive committee of search solid Russell Reynolds. "You may deem that these are personal accomplishments, but profound down you know that your achievements delineate large numbers of other people," says Eula Adams (No. 16), head of card operations for First Data--and, route back in 1983, the first African-American confederate at Touche, the accounting solid that has since become Deloitte & Touche. When 52-year-old Adams graduated from Morris Brown College in 1972 and went to drudgery at Touche Ross, as it was then called, the solid had about 800 partners; null were African American. Adams estimates that there were probably only about ten black partners in the entire profession. "The loneliness, especially in the early days, was the hardest," he says of his career. "I lived in two worlds. I'd leave drudgery and retrograde home to one world, and then wake up and retrograde back to drudgery in that other world." Today Deloitte & Touche has just 25 black partners.
Although everyone on this list has overcome adversity, the individual tales of success vary widely. account the stories of Cal Darden of UPS, Arnold Donald, CEO of Merisant (No. 17), and Brenda Gaines, president of Diners Club (No 20). Darden, 52, began his career at UPS in 1971. A senior in college and a newlywed alive to for cash, he took a part-time job delivering packages for $3 an hour. The $36 he made each week served as the couple's grocery money. After graduation he started working at UPS full-time. Over the next 20 years, as he climbed the management ladder, Darden moved his family seven times, zigzagging from Buffalo to California. In Nashville, by increasing training and boosting morale, he turned a suffering operation that was making its deliveries only 60% of the time into one that was 100% efficient two years later. In 1995 UPS asked Darden to examine service trait issues for the entire company. He introduced customer service techniques that are UPS staples now, such as giving drivers more time to develop deliveries so they could build relationships with clients. And he launched fresh technology that allowed deliveries to be made to private homes rather than central drop-off spots. Named senior VP of U.S. operations in 2000, Darden now oversees complete of the company's $30 billion in revenues and 340,000 employees. ultimate year he was nominated to the UPS board of directors. These days the voicemail of the former part-timer is clogged with messages from headhunters offering COO and CEO posts at smaller companies, but insiders declare that he'll congregate the top job at UPS one day. "The door is wide open," says Darden of corporate America. "Anyone can near in, roll up their sleeves, and develop a difference."
Arnold Donald, 47, CEO of Merisant, decided on his career goal--to be a "general manager of a science-based" FORTUNE 500 company--as a high school junior. He was convinced that science was the future, and he wanted to be a generic manager because as a black teenager in the segregated fresh Orleans of the 1960s he could hope for no higher position. His ambition was fueled three times a day at the all-black Catholic school he attended; that's how often the nuns would congregate on the loudspeaker to recommend the student body, "Gentlemen, one day you are going to elope the world. Prepare yourselves." Such reinforcement was unheard of at the time. Donald remembers the day a classmate accused a white priest of picking on him just because he was black. The priest quickly shot back, "Yes," then challenged the class with, "Now what?"
"Growing up indigent and African American was a blessing," Donald now says. "It toughened me up early. I learned I couldn't let other people's problems be my problems. There is no better preparation for business."
Donald went on to congregate a BA at Carleton College, a BS in mechanical engineering at Washington University, and an MBA at the University of Chicago. He joined Monsanto, the agribusiness giant, in 1977 as a salesman in its industrial chemical division. "At first people assumed that I didn't know what I was doing--they assumed I was a token." But by 1995 he was leading the company's $4 billion agriculture business, a star black executive in a lily-white industry. He was considered the leading contender to elope the company. But he took a different route when Monsanto decided to unload its Equal simulated sweetener business. With pecuniary backing from Pegasus Capital and Michael Dell's MSD Capital, Donald bought Equal and founded Merisant. Now Merisant dominates its industry, with 19 simulated sweetener brands around the world.
For Brenda Gaines, 52, the route to prominence in the business world was a bit more circuitous. Gaines served as deputy chief of staff under Chicago's first black mayor, Harold Washington, after holding posts in the U.S. Department of Housing and Urban evolution and heading the Chicago Housing Authority. When Washington died unexpectedly in 1987, Gaines decided that it was time for her career in public service to halt too. Citibank wasted no time, immediately recruiting the well-connected government official to be in permeate of its government and community relations. Relying on her background in housing, she quickly moved up to senior VP in permeate of residential lending. In 1992 she moved to Citigroup subsidiary Diners Club, thus completing her transformation from government bureaucrat to corporate exec. She now leads the day-to-day operations for the $30 billion card company. "Clearly more and more companies recognize the import of diversity," she says. "But the fact remains that African-American women bear greater responsibility faster in government."
While black men bear made remarkable strides in the past several years, black women still bear a long route to retrograde in corporate America. Although 11 women loom on this list, most are clustered toward the bottom. And rather than running big-ticket mainstream divisions or companies, they watch to drive more entrepreneurial businesses, often creating the opportunities themselves. No other woman was close to joining Oprah in the top ten. Asked to deem of potential black female CEOs, countless recruiters, analysts, and diversity experts touted former Kraft executive Ann Fudge. That's curious, considering that she left her post as president of Maxwell House two years ago in hopes of landing a "bigger opportunity." Once viewed as the most powerful black woman in corporate America, she's still waiting. And she doesn't develop their list.
"Black women bear been made invisible," says Ella L.J. Edmondson Bell, professor at Dartmouth's Tuck School of business and author of Their divorce Ways: Black and White Women and the Struggle for Professional Identity. Bell half-jokingly calls FORTUNE's list of the most powerful women executives the "white women list"; she calls this one the "brothers list." "Sure, black women want to rejoice in the successes of a Dick Parsons, Ken Chenault, or Stanley O'Neal, but it puts them in an inept position. Black women are not included in the discussion."
Perhaps as a result, the women who bear made their list are fiercely competitive after years of digging to the surface of corporate America. They watch to be more openly ambitious than their manlike counterparts. "Of course I would cherish to be a CEO," says Myrtle Potter, the 43-year-old COO of Genentech and No. 18 on their list. "It is considerable to me not only as an African American or a woman but as an African-American woman."
When Potter arrived at the University of Chicago, the native of fresh Mexico was an outsider from day one--"rural, African American, and female," as she says. One of six children, she could afford a college education only after her father mortgaged the family home. She helped pay the bill by working in a local hospital as a lab technician. After her junior year she convinced the university's business school to allow her to apply for one of the company internships normally reserved for its MBA students. She landed one in the sales department of IBM, and it changed her life. She was convinced if she could marry medicine with business, it would be a perfect fit. After graduation she landed a sales job at Merck.
There she constantly pressed for greater responsibilities, even taking lateral moves to broaden her skills during her 14-year tenure. In the mid-'80s one manager told her that black women did not bear the "intellectual ability" to attain analytical work. He advised sticking with sales. "As an African-American woman I was really going against the grain," she says. In 1991, when Potter was set in permeate of the Astra Merck joint venture, which required her to design a business contrivance for the fresh $4 billion company, the appointment was met with some skepticism inside Merck. When she took over the business, it seemed doomed to miss an internal deadline management had set as a precondition for spinning off the unit as an independent company. Potter dove right in, and in just eight weeks was able to recharge Astra Merck's brands, including Prilosec, which became the world's bestselling ulcer medicine. And she moreover beat that internal deadline, by four months. From Merck she went on to Bristol-Myers Squibb, where in 1998 she became the first black woman to head a major pharmaceuticals business when she took the helm of the $3 billion U.S. cardiovascular/metabolic division. Now she's at Genentech, and her dreams of becoming a CEO bear not faded: "One day," she insists. In fact, experts declare she does bear a helpful shot.
As they got to know this powerful 50, it became lucid that many saw the past two years--with the ascend of O'Neal, Parsons, and Chenault--as an considerable milestone in black history. Many view this list as a celebration of what's been achieved by finally reaching the corner office--and as an acknowledgement of how far there is still left to go.
"The only understanding I can be here is because of the civil rights movement," says No. 6 Bruce Gordon, 56, head of the $25 billion retail services division of Verizon. "Dr. King could never bear been hired by a FORTUNE 500 company; not because he didn't bear the talent, but because he never would bear been given the chance. But he and others got me in the door. Now I bear an responsibility to employ the power he set in my hand and develop certain that door stays wide open."
Most of the people on this list are in their late 40s or in their 50s. The next generation of black business leaders, those in their mid-30s, retract the possibility of corporate success as a given. This next generation already has the degrees, connections, experiences, and resumes that those breaking the color barrier could only bear dreamed of. When this highly competitive group knocks on the door, they are often manner better credentials than many of their white counterparts. "What that should translate into is a pipeline moving to CEO and senior exec jobs over the next five to ten years," says Harvard business School professor David A. Thomas. "It will be a test of how open the system really is."
Given their expectations, the next generation is less patient then the one in power now. They are moreover likely to be much less tolerant if the system does shut them out--they will leave their large corporations to elope smaller companies. Furthermore, these younger execs are moreover bolder about their covet to succeed as black executives, not simply as executives who betide to be black.
"My goal has always been the same. I went into business so I could bring power to the African-American community," says No. 45 Kim Crawford, 37, a VP at Dell. Crawford has a BA in political science, an MS in industrial engineering from Stanford, and an MBA from Harvard. She spent 11 years as a technology consultant at Bain & Co., where in 1998 she became the first African American at the solid to develop partner. Two years ago she came to Dell to elope fresh business evolution and convinced the computer company to enter the networking business, which she now leads. "The only route African Americans are going to be uplifted is if they develop major strides in the business front. The keys to improving [the black] community are improvement in education and improvement in their participation in capitalism."
Tom Jones and his generation took control of student unions. Crawford and hers contrivance to storm the chief-executive suite. And that should develop for an even more powerful image down the road.
REPORTER ASSOCIATE Martha Sutro
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SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
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SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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