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IBM 000-M37 : WebSphere Portal Technical Sales Mastery v2 Exam

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Test Number : 000-M37
Test Name : WebSphere Portal Technical Sales Mastery v2
Vendor Name : IBM
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IBM v2 education

Steve blank: expertise, Innovation and contemporary warfare -- classification 17 - Organizational Design - Safi Bahcall | 000-M37 boot camp and PDF Braindumps

a man wearing a mask © offered by LinkedIn

We simply held their seventeenth session of their new countrywide security class know-how, Innovation and modern war. Joe Felter, Raj Shah and i designed a category to check the new militia programs, operational concepts and doctrines if you want to emerge from twenty first century applied sciences – area, Cyber, AI & computer researching and Autonomy.

today’s subject matter became Organizational Design and contemporary conflict. And Finals Prep.

capture up with the classification via practicing their summaries of the old sixteen courses here.

This turned into their subsequent -to-closing type. whereas this classification concentrated on the influence new know-how and operational ideas and up to date conflict, they concept it become vital to have their students keep in mind the organizational and cognitive limitations that make adopting new technologies difficult. Their guest speaker turned into Safi Bahcall, creator of Loonshots.

The pre-classification assignment was to monitor Safi’s video about Loonshots.

apart from their speaker, nowadays turned into presentation prep day for their college students’ remaining papers. They met with all of the teams and reviewed their closing summaries. (an outline of their remaining assignment follows the summary of Safi’s presentation.)

I’ve extracted and paraphrased a couple of of Safi’s key insights and urge you to examine the total transcript right here and watch his video.

Invention versus Innovation

As I’ve been sitting within the again of the class for the remaining couple of months, I’ve viewed terrific audio system on method, on technology, on invention. I’m the use of the observe invention intentionally — not innovation — because invention and innovation are various things. That factor is on the coronary heart of the difficulty with innovation inside so many organizations.

Invention is having an idea. as an example, within the 1920s, when Robert Goddard showed that they could propel steel tubes by using exploding liquid gas interior them, he invented jet propulsion. That became a great invention. It didn’t become an innovation except it was developed and deployed at scale. within the case of jet propulsion, it wasn’t the U.S. that innovated. It turned into Nazi Germany with the V1 and the V2 missiles, and the Messerschmitt 262, the first jet aircraft.

So what’s on the core of the difficulty for countrywide security businesses? What’s stopping them from innovating quicker and stronger? It’s no longer approach. The 2018 countrywide protection strategy defined very clearly and easily what should get executed. It’s not know-how. The defense force has seventy six innovation labs. It’s now not management. Leaders across each service are pounding the desk about innovation.

organization Design

The military has three of the 4 items of the puzzle you need: approach, entry to know-how, management. The fourth, besides the fact that children, is missing. And that’s corporation design. decent teams will kill superb concepts, no count number how smart the method, how enticing the technology, or how a lot leaders insist on innovation. Why that’s the case is a longer story, which I’ve written about, however the bottom line is that they need to design their groups to remedy that issue — the adoption problem. If they don’t do this, they can lose.

I’ll offer you an instance. For near 60 years, IBM dominated the IT trade. The trade became referred to as IBM and the Seven Dwarfs because IBM’s rivals have been up to now behind. If there changed into a superpower in any trade, it become IBM in IT. there were a couple of little competitors in the 80s, who didn’t seem like a whole lot. a little company in Seattle referred to as Microsoft. when they did their first partnership with IBM, that they had simply 32 personnel. There changed into another little enterprise in Santa Clara called Intel. They were operating out of cash. Little opponents that IBM disregarded.

Does the story of a superpower ignoring far-off threats from seemingly vulnerable competitors sound familiar from the category discussions on China? For IBM, approach changed into not the issue. Invention was not the problem. similar to the DOD, IBM has lots of innovation labs. Many prevalent applied sciences originated at IBM. leadership changed into not the difficulty. IBM has been pounding the table about innovation for years. but if you analyze IBM nowadays, it’s 1/10th the price of Microsoft, it’s half the price of Intel. strategy, technology, leadership – those were pleasant. but good teams stored killing extremely good ideas. That’s the adoption issue.

So what do they do? There are some ways. They’re not obtrusive. They’re no longer what you examine in shiny magazines. They don't have anything to do with fuzzy words like way of life.

It’s About growing The structure for Adoption

It’s about constitution. How do you create the appropriate constitution that helps with adoption? one of the vital things I discovered very encouraging over the ultimate couple years in speaking with leadership in defense force or intelligence is their curiosity about what’s occurring within the inner most sector, outside their common sandbox.

after I sat down with Admiral Selby, they mentioned Google. Google, at the time, changed into overhauling the again conclusion of their search engine. They developed their search engine two decades ago. and they essential to repair the guts of it because it turned into obsolete. no longer unlike big legacy methods in the military. Google become getting that job carried out in blocks of six months. Selby brought up that nothing like that could get carried out in the defense force in six months. It might take six years, if not 60 years. So how does Google get it accomplished in six months? And what can the armed forces be taught from that?

We don’t have time to get into all of the particulars they mentioned, however I’ll offer you a flavor.

5 Patterns that impede Adoption

I’ll beginning with 5 patterns I’ve followed throughout the service branches, and what they could do about them.

  • the primary is a option for big versus small. a lot of your outdated audio system have mentioned that. bigger jets, larger engines, greater ships, as hostile to the small changes that can make an enormous change.
  • The 2d is a alternative for product over approach. A alternative for things so that you can touch – ships, weapons, planes. As antagonistic to new recommendations that are less obvious, much less glamorous, however could make a giant difference. as an example, the tank became invented within the mid-1910s. And it became used in World war I. nevertheless it wasn’t the tank as a expertise, by using itself, that allowed Nazi Germany to take over Western Europe in a matter of weeks. It turned into their strategy, the Blitz. focusing on know-how by myself, getting caught up within the shiny glamour of it and neglecting the much less glamorous suggestions on how to installation these applied sciences creatively, is a standard trap. now not simply in the armed forces, however also in Silicon Valley, where it dooms otherwise a hit businesses.
  • The third is a focus on know-how as hostile to switch. In other words, a huge funding in buying sexy new know-how. With much much less power and attention on opting for and navigating the inner limitations to adoption. Assuming that good ideas and technologies will win the day, through themselves, and neglecting the often-hidden sources of inner resistance, agendas, misaligned incentives, legacy stakes. which you could spend billions on terrific technology, on dozens of innovation labs, but when you don’t put energy and creativity into winning those inside battles, the technologies will die.
  • The fourth is a spotlight on prototyping as antagonistic to pretotyping. Pretotyping is set what to do beforethe minimum achievable product. a way to verify hypotheses extremely speedy. in a single day for $100. Doing it well bakes into the system a preference for hypotheses as opposed to opinions; quickly experiments in place of large plans; and trying out concepts and methods, now not simply items and technologies.
  • And the fifth trial is a spotlight on minimizing as antagonistic to maximizing hazards. by which I imply maximizing the clever possibility-taking you should find crucial breakthroughs. I see this the entire time in mission-driven, as opposed to profit-pushed, corporations. When lives are at stake, there’s an enormous focal point on cutting back chance. within the defense force, you don’t want a lot of possibility for your parachutes, or to your nuclear silos. but when you want to discover a new technology before your competitor, you desire chance. You want to fail. lots. if you most effective are attempting issues that don’t fail then you definitely received’t discover the basically important breakthroughs, those the place each person gave up because they didn’t consider it may be completed. And who will discover them? Your adversary, who is taking these hazards, who's working during the 9 screw ups to get to then 10th generation, the one that works. and also you’ll see that 10th generation when it’s too late, when it’s a bullet coming at your head.
  • Three solutions

    I’m not going to discuss reforming the acquisition manner, which lots of your type audio system have mentioned and does need to get executed. Doing it's like turning an plane provider. It’s extremely slow, because of all of the stakeholders. I’m going to focus on some things which are less difficult to do. greater like a surgical strike.

  • 1 is measurement. in case you can’t measure it that you would be able to’t control it. Conversely, the stuff you measure smartly, with without difficulty understood and visual metrics, are inclined to Boost devoid of a great deal further push. So how you try this with innovation? comply with the funds is the bottom line. but the indisputable fact that they aren’t doing that at all is a real issue. I bear in mind speakme with somebody senior at the Joint Chiefs of group of workers who talked about, “We haven't any tangible approach of understanding how we’re doing on innovation across the carrier branches. completely no idea.” in case you can’t measure it, that you may’t manage it.
  • 2, rewards. A quote from a major in the Air drive, “You get promoted within the Air force with the aid of now not screwing up. making an attempt something new means risking failure, scaring individuals around you, and for this reason risking advancement. Do what the guy did before you and educate those below you to do what you do.” A common attitude in the DoD is that the No. 1 priority is don’t get fired. What are the implications of that approach? How lots possibility will people take? I imply among the many people that you want to be taking intelligent hazards, the ones that you desire to discover new technologies and methods earlier than your adversaries do? Do you need the No. 1 precedence within the minds of these individuals to be how do I play it protected?
  • The want for a “special forces” for innovation. now not an additional innovation lab however standing up a new purposeful combatant command of application champions who can establish the interior boundaries to adopting new technologies, get a hold of solutions, and get the job accomplished. With representatives from each and every of the carrier branches. A joint surgical strike on innovation, as opposed to a disconnected big attack.
  • There’s a widespread failure to understand that being a pretty good inventor and an excellent champion are vastly distinctive ability sets. The conception of radar was found by a pair of scientists within the Naval analysis Labs 18 years earlier than World conflict II begun. They were notable inventors, however lousy champions. The idea sat there for a decade until a naval officer named Deak Parsons found out it, went round to each bureau chief, pounded the table on why it mattered, increase, growth, growth, boom, increase, except he got them to cough up a examine for $5,000 to fund the challenge. Robert Goddard become one more top notch inventor, lousy champion. It’s as a result of there changed into no respectable champion for that theory here in the U.S. that the Nazis – who received the theory from Goddard’s papers – developed missiles and jet aircraft first.

    You heard in an earlier class from regularly occurring Shanahan a couple of bullheaded Colonel named Drew Cukor who pounded the desk to rise up challenge Maven and JAIC to bring AI to the militia. Cukor is the most fresh in a long line of inner champions, like Deak Parsons or Vannevar Bush, or Schreiver with ICBMs, or Moffett with aircraft carriers, or Rickover with the nuclear Navy. They were all brilliant champions. now not inventors.

    What they need is a new practical combatant command to appeal to, train, and deploy high-quality champions. To boost the subsequent generation of Drew Cukors or Deak Parsons or Bernard Schrievers, as opposed to hoping and praying that maybe we’ll get fortunate and an extra disrupter will come along in time and modernize the armed forces. They now not have that luxury. They cannot afford to beginning their conflicts with the day prior to this’s expertise and hope that they are going to catch up. now not within the era of records and algorithms. Chris Brose changed into quoting was John McCain when he talked about, “Hope isn't a strategy.”

    We need a separate command for the same reason that they need cyber or special operations as a separate command. The problem is endemic to all the service branches, not selected to only 1. And there’s a unique skill set that needs to be developed. decent champions deserve to be mediators, buffers between technologists and troopers. They need to be bilingual, to speak the language of both sides fluently. They should consider product market fit: why some ideas will get traction, others received’t. They need to identify hidden organizational obstacles and come up with solutions. They should take into account horizontal affect: the way to have an effect on americans over whom they don't have any direct authority. All of those are particular capabilities, with most beneficial practices and advantageous lessons to be learned from years of examples throughout the different branches. Yet no such practicing exists nowadays.

    Google does it. Microsoft does it. They’ve understood the value of getting a different forces unit for innovation champions and have carried out it neatly. they invent a profession ladder to retain individuals within the position, to construct adventure and skill, to convey status and respect. They hold the function impartial, like Switzerland, neither on the research side, nor on the operation aspect, however in between, like a mediator has to be.

    if you create a joint particular forces for innovation Sherpas, for software champions, you not best gain the capacity to innovate quicker and more desirable as a company. You increase your ability to appeal to, preserve, and inspire ability. when I put out that struggle on the Rocks article, I acquired emails from very magnificent americans, with an entrepreneurial bent, who had left the militia, but evidently wanted to make contributions. They noted, “If that division changed into there, sign me up.” you set a purple rope around it, you are making that command difficult to get into, you're making it as cool as SOCOM.

    examine the transcript of Safi’s total speak and watch the video beneath.

    in case you can’t see the video click here.

    Over this route you’ve heard from the main voices across the armed forces, govt, and trade concern a name to motion. If we're to be successful within the challenges posed by renewed fantastic vigor competitors it'll require leveraging new applied sciences, new techniques, and most importantly- new approaches to difficulty solving.

    in your final mission you are going to tackle the operational challenges and strategic dilemmas created by means of the altering nature of warfare. This assignment will draw on your creativity, important pondering expertise, and individual experiences to latest actionable recommendations to precise determination-makers.

    Your closing assignment

    In organizations of three-four, develop plans to handle countrywide security challenges grounded in real-world traits.

    corporations will deliver a 15-minute presentation as well as a 10-web page written report (<2500 words excluding appendices).

    Step 1: examine the state of affairs and prompts that observe. The scenario depicts escalating confrontations between the U.S. and China in the near, mid, and lengthy-time period time frames.

    The prompts current discrete operational or strategic problems confronted by way of the U.S. armed forces we’ve encountered in class readings and lectures. The prompts ask you to consider the implications of those in each and every of the instances offered within the state of affairs.

    Step 2:  develop a notion to handle your problem. expect your findings should be briefed to the U.S. President right through a cupboard assembly known as chiefly to address these subject matters.

    form your strategy as you see healthy, but your plan should still tackle:

  • specific actions to be taken including investment or divestment in particular applied sciences/capabilities, shifts in operations/doctrine, budget/acquisition implications, and other policy changes
  • The timeframe for taking these movements: how these movements could fluctuate within the near-term, mid-term, and lengthy-time period instances described within the situations
  • Tradeoffs of your proposed options. for example, how do you handle a capacity shortfall in case you eliminate a weapon device within the close time period?
  • Key barriers to adopting your proposed solution
  • An assessment of relative have an effect on. Which of these movements would impose the choicest can charge on China if implemented? Which may sway China’s decision calculus the most?
  • as an instance: an answer to the C4ISR immediate could outline key vulnerabilities in U.S. communique networks, then identify how China may take advantage of these weaknesses differently right through the political coercion of Taiwan in the close-time period vs open conflict within the lengthy-time period. college students would then current expertise solutions and talk about how they could vary in each and every case.

    corporations will even be assigned militia mentors, who can function a useful resource in constructing sensible, actionable suggestions.

    scenario

    heritage: China advocates for peaceable reunification with Taiwan but has yet to officially renounce using militia drive as a method to resolve the difficulty. furthermore, the PRC has developed various alternate options to coerce Taipei based on expanding capabilities in varied domains. The three situations below depict a gradual escalation of chinese language actions against Taiwan in the close-, mid-, and lengthy-time period timeframes.

    near-time period, Coercion: The 12 months is 2022 and the U.S. has passed a law that pressures Taiwan Semiconductor Manufacturing enterprise (TSMC) and other Taiwanese companies that manufacture superior microchips to no longer promote their products to any chinese language entities. This circulate easily limits China’s entry to a important aid- the customized chips which are essential to items that gas China’s home and export boom. Taiwan declares its intention to conform to the U.S. legislations, prompting China to retaliate by using trying to coerce Taiwan into restoring access to chips. China launches intense affect operations and targeted non-kinetic attacks (i.e. cyber and disinformation) to sway regularly occurring opinion and in the reduction of assist for the Taiwanese government’s decision. 

    Mid-time period, restricted Use of drive: The yr is 2025, Taiwan has yet to budge on the sale of microchips. in addition, China’s coercive tactics have generated a backlash in Taiwan and have only served to intensify anti-chinese language sentiment. to be able to display armed forces capability and deter any suggestions of Taiwanese independence, China invades the Taiping Island (Itu Aba) and Zhongzhou Reef, small Taiwanese-occupied islands in the South China Sea. Unmanned, self sufficient planes and ships play a big role in this operation.

    long-time period, high depth battle: The year is 2030. five years of simmering resentment over chinese movements result in the election of a number of independence-minded politicians, some who openly voice plans for formally declaring of Taiwanese independence within the next 365 days. China launches an outright invasion of Taiwan accompanied by using a blockade, and strikes to comfortable the first island chain. the united states seeks to intervene in order to deter chinese advances and fix the reputation quo. both sides seem headed against open hostilities and high-depth battle. simultaneously, China commences heavy cyber and disinformation assaults on the united states as a way to sway American sentiment with the aid of inflicting ache via disruption of utility, shuttle, and banking infrastructure.

    PROMPTS

    Misinformation conflict: Disinformation campaigns designed to have an impact on large numbers of individuals in delicate ways will likely be a mainstay of future battle. States can utilize subversive and disruptive messaging on social media and other platforms to sow discord and confusion inside an adversary’s borders.

  • How might China utilize influence campaigns to guide their goals in each and every of the eventualities described above?
  • How might the U.S. assist look after Taiwan and the American populace towards these threats?
  • Your answer may address

  • Key hazards and vulnerabilities China would seek to exploit
  • Required tools/applied sciences/capabilities to counter these strategies, and how to prolong these capabilities to U.S. allies
  • The policies and strategies required to coordinate responses between public and private entities
  • C4ISR: The DoD relies on command, manage, communications, computer systems, intelligence, surveillance, and reconnaissance (C4ISR) networks to kind the U.S. armed forces’s relevant frightened gadget. however, these centralized networks are sluggish to stream tips and chance being disabled outright in the opening days of a conflict with a technologically superior competitor.

  • How could China make the most weaknesses within the C4ISR networks fielded by Taiwan or the U.S. to facilitate the movements described in the eventualities above?
  • How could the U.S. make sure that C4ISR capabilities are resilient sufficient to live on the complete spectrum of abilities confrontations with China?
  • Your reply might tackle

  • Key vulnerabilities (e.g. overreliance on communique satellites or centralized nodes)
  • The structure/capabilities essential to construct out a extra resilient communique network 
  • current barriers to constructing out more survivable networks
  • ahead-Deployed Forces: The U.S. has long relied on defense force belongings pre-positioned within the Asia Pacific to serve as a deterrent and first line of response. Over the last twenty years, although, China has developed the potential to precisely goal mounted infrastructure in Japan, Guam and somewhere else with heaps of ballistic and cruise missiles. The U.S. forces closest to a battle in INDOPACOM may be destroyed earlier than they ever leave base.

  • How may China view the willingness and capacity of forward deployed U.S. forces to respond to each of the situations described above?
  • In each and every scenario, how can the U.S. make certain that forward-deployed forces latest a more credible, survivable hazard?
  • Your reply may address

  • The right styles of capabilities/structures to pre-position in the Asia-Pacific
  • shielding capabilities obligatory to offer protection to forward deployed assets
  • how to delineate when/how these forces would respond to events within the place
  • Logistics: Over the final 30 years, the U.S. has loved the luxury of taking months to accumulate and transport personnel, structures and substances to a number of elements of the globe in an effort to execute combat operations with overwhelming drive. sooner or later, these critical elements could instantly come under assault as they start to mobilize and can never make it into theater.

  • In each situation above, how might the perceived capacity of the U.S. to collect a important mass of fight power in the INDOPACOM AOR affect China’s choice-making?
  • What might the U.S. do within the close, mid, and future to greater make the most of out of enviornment belongings to supply a timely response?
  • Your answer might tackle:

  • The greatest method to position resources across the globe
  • Key limiting logistical vulnerabilities (gasoline, repair constituents etc.)
  • The influence of advances in manufacturing/production (e.g. localized 3D printing)
  • applied sciences/capabilities that might “disguise” the circulation of ships, plane and floor forces
  • Non-Kinetic assaults: Cyber and electronic conflict assaults directed against militia and civilian entities may additionally prove simply as destructive in the future as missile salvos. States may be capable of open a 2nd front in conflicts with the aid of focused on physical and electronic infrastructure, business corporations, individuals and their very own networks.

  • How could the PRC use cyber and electronic attacks in opposition t the U.S. and Taiwan in each of the scenarios described above?
  • What near, mid, and long run steps could the U.S. take to stronger take care of in opposition t these threats?
  • Your reply might address

  • the most vital risks and vulnerabilities in each and every situation
  • Foundational equipment, capabilities, techniques mandatory to counter these dangers
  • how to coordinate a versatile response throughout militia and civilian sectors 
  • working in Contested spaces: Between missile forces and extra well-known systems, China is actively increase the skill to target and strike U.S. defense force units working essentially anywhere in the Asia-Pacific. In a future conflict, the nation’s fundamental expeditionary force, the U.S. Marine Corps, will should operate across the AOR whereas remaining neatly inside latitude of chinese language weapons.

  • What near, mid, and lengthy-time period steps could the USMC take to correctly deter decrease-stage aggression or interact chinese forces in open battle?
  • Your reply may tackle

  • Offensive capabilities essential to readily skirmish with chinese forces
  • protective capabilities needed to steer clear of detection or preserve towards precision missile strikes
  • Required shifts to USMC, Navy, and Joint drive doctrines
  • The function of high-conclusion systems: The U.S. armed forces has invested billions of bucks in opposition t a small number of excessive-end weapon methods designed to show the tide of future conflicts. As they have heard repeatedly all through this course, although, the chinese language defense force has purposefully bought capabilities to target and defeat these structures smartly earlier than they arrive inside range of enticing chinese forces.

  • What cost would the present U.S. stock of high-end ships, aircraft and other systems add in each and every scenario described above?
  • within the future, how might the U.S. make certain it can challenge the classification of offensive energy crucial to push returned chinese language forces?
  • Your answer may handle

  • New platforms/offensive capabilities that may be required
  • changes to operating doctrines or strategies 
  • how to utilize existing platforms in another way, or make them more survivable
  • Alliances: Any conflict with China would additionally affect lengthy-standing U.S. allies within the Asia-Pacific and in different places. partner nations could see their personal militaries and homelands subjected to the identical threats and challenges that the us would face.

  • How may the U.S. leverage regional alliances and partnerships in each and every state of affairs above?
  • How could the U.S. make certain that allies and partners in INDOPACOM and in different places are capable of stronger stability chinese language vigor and ambitions?
  • Your answer may address

  • The different offensive or shielding capabilities key allies and partners would deserve to purchase to comfortably counter chinese language militia energy
  • The operational role key allies and companions should be inclined to play in future conflicts
  • a way to persuade allies and companions of the urgent deserve to adapt to the latest strategic ambiance
  • tender vigor PRC initiatives such as One Belt One street leverage diplomatic and financial have an impact on around the globe to further militia and safety pastimes. Any dispute with the USA within the Asia-Pacific would probably spill over to other realms of competitors.

  • How may the PRC leverage entry to world infrastructure, business markets, and financial components in every scenario above?
  • How may the U.S. counter these strategies?
  • Your reply could address

  • How China could make the most key financial, monetary and diplomatic vulnerabilities the U.S. faces in a global, interconnected gadget
  • How expertise should be would becould very well be used in diplomatic, tips and economic geographical regions to counter chinese language efforts 
  • Required partnerships with the private sector or between the DoD and other govt agencies
  • Deterrence: A key theme of this direction has been the deserve to invest within the right capabilities as a way to deter and evade future conflicts. given that future conflict might also involve activities that span from cyber-attacks to common strikes against the U.S. homeland, preventing battle might also require a essentially new understanding of deterrence.

  • might the U.S. have fundamentally changed China’s determination calculus in each of the three eventualities above?
  • What might the U.S. do within the close, mid and long-time period to readily voice an knowing of deterrence?
  • Your answer could handle

  • The particular capabilities and employment concepts essential to create reciprocal predicaments for chinese language forces
  • the way to clearly voice the method and conditions beneath which the U.S. would be inclined to respond (i.e. how would the U.S. respond to a state-sponsored cyber assault?)
  • guidelines clarifying the of capabilities with moral implications, equivalent to artificial intelligence or independent programs
  • classes realized

    --  Invention and innovation are various things

  •  Invention is having an idea
  • It doesn’t turn into an innovation except it’s developed and deployed at scale
  • -- The barrier to innovation and adoption is how corporations are designed

  • We need different corporation to facilitate swift adoption
  • -- This new corporation needs to:

  • Measure innovation
  • Reward innovation
  • Create a distinct innovation drive to champion and facilitate adoption
  • Steve blank writes about protection innovation at www.steveblank.com.


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