Richard Seltzer's home page Publishing home
Articles about DEC
Volume 7, #3__________________________________________________________________ May, 1988
Digital’s Desktop Strategy
Network Application Support by John Rose, manager, PC Integration
Extending Digital’s Software Strength To Applications by Roger Heinen, corporate consulting engineer, Software Systems
Desktop Vms And Ultrix Applications From Third Parties by Mike Mancuso, marketing manager, Independent Software Vendor Group
Communicating Digital’s Values by Jack Smith, senior vice president
Digital’s Policy For Protecting Proprietary Information
Implementation Schedule For JEC Extended
Headquarters For Latin American/Caribbean Moves To Florida
Bob Glorioso Named IEEE Fellow
Digital Sponsors AIDS Lifeline Tv & Educational Programs
Fortune Rates Digital Tops In Quality Of Management
"The first part of Digital’s overall strategy is to provide a complete line of compatible products to serve the wide variety of computing styles favored by our customers. Today, these products range from video terminals, VAXmate networked personal computers and VAX workstations at the desktop level, all the way up to multi-million-dollar mainframe VAXcluster systems," explains Dom LaCava, manager, Low-End Systems Engineering.
"The second part of the strategy is to provide a single open DECnet/OSI network, linking all the computing resources in an organization," he adds, "This network can link not only Digital’s computing products, but also those of other major vendors, such as Cray, IBM and soon, through a joint development effort, Apple. Digital’s strategy also embraces a variety of software operating systems, including VAX/VMS, VAX/UN1X*, Apple Macintosh*, MS-DOS* and OS/2*."
This strategy is based on the increasing importance of networks and on Digital’s unique strength in that area. Digital is continuing its tradition of protecting its customers’ investments, supporting open international standards and enabling the desktop computers made by other firms, such as Apple, to function as part of DECnet networks. Customers who have already invested in Macintosh and in IBM-compatible PCs can make them part of an enterprise-wide network, thanks to Digital’s networking software and VAX server products.
For years, Digital has supported distributed computing. At first, that meant each department should have its own computing systems rather than depend on the central computing resources of the corporation. Later, that meant connecting those departmental and corporate systems with networks. More recently, it has meant linking a multitude of single-user desktop systems with departmental systems and the company network. Now technology has evolved to the point that the network itself is becoming the system, and computing power is becoming a general utility shared by many different people who access it from a variety of desktop devices.
"With this strategy," notes Bill Strecker, vice president, Product Strategy and Architecture, "a user -- whether sitting at a conventional video terminal, a VMS workstation, a UNIX workstation, an MS-DOS-based PC, or an Apple Macintosh - can access departmental or enterprise applications running on a VAX computer. And, through the SNA and VAX Supercomputer gateways, the user can access data on IBM* and Cray* computers.
"Customers can link all their computers into a cohesive network that allows them to communicate across every level of an organization, and enables them to utilize all of the resources of an organization, as needed, to solve business problems."
At the same time, Digital provides a full range of its own industry-leading desktop products. "The most cost-effective desktop solution for most customers is a terminal," notes Henry Ancona, vice president, Business and Office Information Systems. "For them, we offer the VT300 family. For people who want industry-standard software together with Digital’s networking capabilities, we offer the VAXmate networked personal computer. For others, we offer desktop VAX systems — the VAXstation family of products -- that provide the full power that Digital has developed with its VMS and ULTRIX operating systems. All these products are very important to our strategy, and there will be enhancements and follow-on products in all three of these product families."
The compatibility of the VAX family combined with Digital’s networking and server products makes it very easy for customers to add computing power when and where it is needed, and in appropriate increments. Investments in hardware, software and training are preserved.
* Apple, AppleTalk and Macintosh are trademarks of Apple Computer, Inc. MS-DOS is a trademark of Microsoft, Inc. IBM and OS/2 are trademarks of International Business Machines Corporation. Cray is a trademark of Cray Computer, Inc. UNIX is a trademark of AT&T and Bell Labs.
(The following three articles discuss related topics: reasons behind the Apple agreement, software development efforts and the effort to get third-party desktop applications running on VMS and ULTRIX.)
Digital and Apple recently signed an agreement to jointly develop open standards and products. These development efforts will enable Macintosh* personal computers and AppleTalk* networks to work smoothly with VAX systems and DECnet/OSI networks.
This is not a marketing agreement. Digital continues to compete with Apple in desktop computing. Apple’s openly stated goal is to replace every terminal with an Apple, But our goal is to replace every terminal with a better Digital terminal, a VAXmate or a VAX workstation.
The Apple arrangement is part of Digital’s larger Network Application Support strategy. Today, Digital's customers have many different computing devices on their desktops. For instance, studies have shown that about 36% of VAX sites now use Macintosh. Other customers use MS-DOS machines made by such companies as IBM, Compaq and Olivetti. Others are beginning to use OS/2. These customers are actively seeking ways to integrate their desktop systems into their enterprise-wide networks.
To meet such customer needs, Digital is tackling the difficult job of integrating Macintosh, MS-DOS and OS/2 desktop architectures — in addition to VMS and UNIX — into local-area and wide-area networks. Digital’s strategy is to provide that integration with a single architecture — using network application services on VAX systems and DECnet software, and in compliance with open international standards. These network application services include applications access, business communication and information resource sharing.
Digital has had a working arrangement with Microsoft for several years, and there is a lot of expertise in MS-DOS within Digital. So a year and a half ago, Digital was able to provide a set of products that integrate MS-DOS very well with the DECnet architecture and VAX systems — VMS Services for MS-DOS and DECnet/DOS.
The software environment in the Macintosh is not an industry standard like MS-DOS, and very few people outside of Apple are familiar with the technical details of it. In order to satisfy the needs of Digital’s customers who have Macintosh desktop devices, Digital made a joint development agreement with Apple. Apple will provide features in the Macintosh and AppleTalk networking software, and Digital will provide the integration products on the VAX and DECnet side. In other words, each company will concentrate on the things that they do well and ultimately provide a set of products that will integrate the Macintosh and AppleTalk environment with Digital's networking and VAX environment.
Digital also plans, as part of Network Application Support, to provide OS/2 capabilities as that operating environment becomes important to increasing numbers of customers.
The VAX/VMS and DECnet/OSI architectures are robust enough to accommodate all these different computing environments. These have become the standard for timesharing. They have also been successful in providing server capability to intelligent desktop devices. They are becoming successful as a transaction processing platform. And, through Digital’s workstation efforts and evolution into lower cost desktop devices, they are becoming a very good platform for personal computing.
Digital also provides a comprehensive set of services for multi-vendor enterprise-wide networks. These cover the various software environments integrated into the network, the network itself, and even other vendors’ products that are in that network. This approach enables customers to put what they want where they want it and still have a common set of network services available for all those different desktop architectures.
As Digital integrates desktop devices made by competing vendors into customers’ networks, people who never before used VAX computers or VMS and ULTRIX software will become familiar with them. So the PC integration effort not only solves pressing problems of customers today, but also prepares the way for sale of Digital’s own desktop products — both those available today and those to come in the future.
Digital recently outlined how different desktop devices will connect into one workable system for the customer, with VAX machines as the servers, running either VMS or ULTRIX software. For instance, we will make a number of services available to the Apple Macintosh programmer, such as file access, mail, notes (our electronic conferencing tool), data bases and videotex. In addition, the Macintosh will be a DECWindows display device.
Digital’s Applications Integration Architecture (AlA) specifies the programming interfaces for all of these services on a VAX computer. For instance, DECWindows specifies how VAX/VMS and VAX/ULTRIX applications view their user interface, so that all applications that we supply and that customers get from third parties will have a consistent look and feel to them, as if they had all come from the same developer.
Our objective when integrating other vendors’ personal computers in our networks is to add value but not change the underlying environment. So a Macintosh user will see a Macintosh with new services - not different services. Our job is not to change the culture of Macintosh users, but rather to give them something that they don’t have today.
Wherever possible, the Applications Integration Architecture is based on industry standards. For example, DECWindows is the program for about JOO software projects within Digital that are intended to upgrade the user interface of all our existing tools and build new tools that use graphics for the user interface. The standard it uses for network distribution and for access to displays is the X-Window standard, that was developed as part of the Athena Project at MIT.
In cases where there are no standards, we try to influence standards bodies with our specifications. In general, our program emphasizes openness. When we provide Apple with a programming interface for our mail server on the network, we’re also going to provide it to any other third party.
The A1A specifies the standards as they exist on the VAX servers and allows other operating systems - Macintosh, MS-DOS, OS/2, UNIX - to connect to those; so all these operating systems can coexist with VMS on the same network. Obviously, Digital’s products will be very tightly integrated with the A1A services. Other devices, such as IBM PCs and Macintoshes, will be able to attach to them and use the services, but will not be as completely integrated as, for instance, VAX workstations. So there will continue to be a differentiation between our devices and those of others.
The A1A is part of our effort to open Digital’s standards and expand the capability of connecting different devices to our central VAX architecture. It is a natural extension of the VAX architecture, the VMS architecture and DECnet.
One of the benefits of this program will be applications that look and feel like they came from the same developer, applications that interact with each other and have concretely defined access to data and databases. There will be consistency of data access, data manipulation and user interface. Different applications will be able to interchange data or documents. One application will be able to use another application to perform some service.
Programmers will benefit because they will have a set of foundation architectures from Digital that they can depend on being stable no matter what happens to the underlying hardware and operating system platform. Users will benefit because they will be able to get software for Digital computing systems from a variety of sources. And they will be able to build enterprise-wide networks that enable the variety of desktop devices that they already have to work together smoothly.
The low-end strategy is like a three-legged stool. The legs are the hardware platforms, the software platforms and the applications. All three have to be there. Without any one of them, the stool falls over. It won’t do us any good to have the right hardware and software if we don’t have the applications.
So while VAX hardware development continues and while VMSand ULTRIX software development moves further into the area of the Applications Integration Architecture, industry standards and the DECWindows environment, we are building relationships with independent software vendors (ISVs) who have established strength in desktop applications. We want them to port their applications to VMS and ULTRIX and to use the capabilities of DECWindows.
Our integration strategy is a related effort that gives these third parties an additional option. They can use our Network Application Services to enable their MS-DOS or OS/2 or Macintosh applications to play on Digital networks. But, ultimately, we want them to port those applications to run on VAX hardware and to write their new applications for VAX systems.
Today, there are many applications written for competing operating systems. Competing personal computers are sitting on many of the desks of some of our biggest customers. These customers want to connect them to our networks and preserve their investments. So it is important that we allow them to do so, that we absorb MS-DOS, OS/2 and Macintosh applications onto our network. Also, many of Digital’s Cooperative Marketing Partners, who already provide hundreds of applications on the VMS and ULTRIX platforms, want to take advantage of integrating MS-DOS, Macintosh and OS/2 desktop devices as part of distributed applications.
At the same time, our PC integration effort represents an opportunity to build relationships with software suppliers we haven’t dealt with before, to get them to evaluate our hardware and operating systems, to let them know how much more they could do with VMS and ULTRIX - the advantage of being a full-fledged member of the VAX family, rather than just a participant on the periphery.
Compared to 1982, when we introduced our first personal computers, today we have a tremendous advantage in that we are talking about the VAX architecture. Many ISVs already use VAX computers to do their development work. Applications they develop on the VAX architecture they have today will run on follow-on VAX products to come.
Last December we began training software firms in the use of our DECWindows capabilities. By the end of June over 250 third party software firms will have gone through that training. About a hundred of those are Cooperative Marketing Partners who already have applications running on VMS and ULTRIX. The others are developers of workstation and
Values at Digital have always been interpreted and communicated by behavior rather than by written documents. If you are open, the people who work for you are open. If you are fair, they are fair. The main thing that you have going for you as a manager is your own behavior. That is what is really transmitted.
In the early days, almost everybody was exposed to the senior management of the company. You would see how they behaved, and their actions would show you what values they thought were important and what values they didn’t think were important.
The founders came from an engineering background and weren't professional managers. Therefore, they were constantly learning and relied a lot on others to teach them about business and supervision. So the work environment became one of complete openness - you could offer any idea and it wouldn’t be rejected out of hand. That type of atmosphere was very encouraging to someone who was interested in learning and growing.
I can think of many times when I did a good job and was rewarded. And I can think of many other times when I did a bad job and I knew about it. But there was an environment of fairness.
We used to solder the underside of our printed circuit boards by dipping them in a solder bath. As we grew larger, we started looking for automated equipment. As the supervisor of that particular area, I chose a soldering machine made by a shoe machinery company that was trying to get into the electronics business. For those days, it was a big expenditure — $2500. After the machine was installed, it never worked right. I used to sneak in at night and on Saturdays and Sundays to try to keep it going. For a while that kept up the illusion that we were having some degree of success with the machine. I kept that up for about four months. Then it became obvious to me that the machine was never going to make it. So I went looking for another machine and found one that worked very well and that we eventually used all over the corporation. So 1 brought in the new machine and phased out the old one, and no one ever said anything about it.
Eight years later, I just happened to be walking around the Mill and stumbled across this old machine covered with dust. There was a piece of paper attached to it with the words, "Smith’s Folly." It was signed by Ken Olsen. He must have stumbled across it in one of his walks around Mill.
The failure of that machine was an experience that could have been devastating. That was a big capital purchase in a very critical operation. From the standpoint of encouraging risk-taking, that could have been the absolute best or absolute worst experience that a young person in business could have had. Ken knew that. He also knew that I came in after hours to try to keep it working. He concluded that it would do us absolutely no good to take this in a negative way.
I learned from that. And I have had similar experiences with people I have managed through the years, some of them involving hundreds of thousands of dollars, and handling the situation in the wrong way could have shut someone off very early in their career from the standpoint of risk-taking.
I think Ken’s approach has always been to make sure that the person knew whether he or she had failed or succeeded. And once he was sure that the person knew, just walk off, and never say anything about it.
That style of management says, "We’re all learning. We’re all going to make mistakes. The only important thing is to know when you made a mistake, so you can go on."
That’s the kind of environment that any growth company needs. If you lose the ability to take a risk or you lose the enthusiasm about doing new things, the company is going to lose.
How do you keep that spirit alive in a company with almost 120,000 employees? It has to permeate through the organization. Managers and supervisors have to understand that to the employees who work for them, they are Digital. People in Ayr, Scotland, or in Kaufbeuren, West Germany, or wherever, don’t know Ken Olsen. All they know is their front line supervisors and managers. Regardless of documentation and orientation books and whatever else we do to try to impart our philosophies, the overriding message they get is from the personal behavior of their managers and supervisors.
People take their lead from the behavior they see. If the supervisor comes back from lunch at 1:30 instead of 12:30, then that is the norm by definition, not some rule written in a book.
We have to impart to our managers and supervisors what we feel are the true values of the company. We have to insist that they not only impart this to their people, but that they believe those values themselves and behave that way. When you find pockets where values are not understood or upheld, typically the problem is that the immediate manager doesn’t believe in them, and his or her behavior destroys the group or section. It doesn't have anything to do with the distance from Maynard. Mass., or the nature of the operation. All the cases I’ve seen always boiled down to personal action.
As long as we continue to grow, we’re going to have to ask our people to do a lot of "unreasonable" things. We demand a lot of our people, and they demand an awful lot of themselves. Many things get accomplished simply because of the interaction between people, the influence they have on one another. When you start losing some of the basic values we’re talking about, people start losing respect for each other, and the whole thing starts to fall apart.
We have to maintain these values to create the environment we need to be successful in the future.
To the new manager or supervisor, I would say — be open, be honest in what you’re doing and what you’re not doing. No matter what you are doing, worry about the next step and the next step. Be successful at what you’re doing, but be fair with the people who work with you. Basically, care about your job, about the people who work with you, about yourself — care about getting the job done.
To better protect the company’s vast information assets, Digital has revised and updated its policy for dealing with proprietary information. "Digital's success has given the company increased visibility in the marketplace. With that visibility comes curiosity as to what we’re doing," explains Ray Humphrey, director of Corporate Security.
"Any loss or compromise of information that negatively affects the introduction of a product, product cost, existing product sales, or future products, could hurt the company’s long-term market position. Business information is a corporate asset. As such, every employee has an obligation to manage it responsibly. So it is corporate policy that business information will be controlled and protected for what it is — a vital business resource."
It is management’s responsibility to take the lead in assuring information security.
"Proprietary information" is any information or material that is owned by Digital or entrusted to Digital, which requires protection against unauthorized disclosure and has been so designated. This includes trade secrets, plans, ideas, or data that Digital would not want a competitor or the general public to know. This could be technical or business data, or real estate acquisitions or employee data. (Employee publications, such as DECWORLD, MGMTMEMOandDigitalThisWeek.areeditedandreviewedtoensure that they do not contain proprietary information.)
Digital’s enhanced Proprietary Information Policy and Standard identify and discuss the responsibilities Digital employees have in protecting information. They also describe the four classification categories:
DIGITAL INTERNAL USE ONLY indicates that unauthorized or inadvertent disclosure could cause business damage to the corporation. This information can be distributed to Digital employees but should not be given to customers, competitors, vendors, or other persons or organizations without authorization from the originator. Examples include Digital telephone directories, daily operational memos, or selected policies, standards and procedures.
DIGITAL CONFIDENTIAL indicates that unauthorized or inadvertent disclosure could have a substantially detrimental effect on the operation of the company. This is information that is sensitive to Digital and normally associated with a particular process, project or function, the very nature of which requires limited need-to-know distribution. Examples include customer information, customer lists, supplier or vendor lists, marketing strategies, product sales reports, competitive survey data, organizational financial plans and results, pricing data, new product training information and service accounts.
DIGITAL RESTRICTED DISTRIBUTION is the highest Digital classification category. Unauthorized or inadvertent disclosure of this information could cause serious damage to the operations of the corporation. This category includes the most sensitive plans, ideas, financial data, R&D activities, and similar information that only a few people within the corporation have an absolute need-to-know. Examples include unannounced new product or engineering data, code names, manufacturing processes, forecasts or projections about financial results, pending stock announcements, acquisition plans, long-term strategies, unannounced financial summaries, market strategy papers, potential real estate purchases or divestments, executive-level personnel or business decision papers, and information required by law to be preserved or shielded under the highest classification system.
DIGITAL PERSONAL is the label for personal data about individuals that will be distributed in a manner based only upon local law and an absolute need-to-know. Examples include salary data, performance evaluations, medical information, job applications, personal or family details, resumes, etc.
Proprietary information is to be used only for authorized Digital business purposes. Information must be protected appropriate to its assigned classification by all persons who handle, use, or have access to such information. The policy applies to information stored in whatever form: paper, microfilm, or in any electronic medium, such as computer files or electronic mail.
"Appropriate labeling and handling of information lessens the likelihood that proprietary information will get into the wrong hands," notes Ray. "But equally important, it helps establish and maintain Digital’s ownership of the information; so even if outsiders do gain access to the information, Digital can take legal action to prevent them from using it.
"We place a great deal of trust in Digital employees to do the right thing," Ray emphasizes. "We give employees access to significant business information, with the expectation that it will be treated with care and prudence. People who work at Digital should be aware of the value of information they create and store, and should realize that it should be handled constantly as an important business asset of the company - whether it’s on a piece of paper or in electronic form. Basically, as competition in the industry escalates, we have to proportionately heighten employee awareness. The extremes are complacency and paranoia. Digital’s approach is a mature balance between the two, based on common sense, trust and the pride of our employees in safeguarding that which is uniquely ours."
The major security challenge is not technology, but people. Therefore, Digital is launching a security awareness campaign. As part of this campaign, in the near future, local security and information security organizations will provide detailed awareness training outlining employees’ responsibilities regarding labeling, distribution, destruction, accountability, etc. For more information about this campaign and about the Proprietary Information Policy and the related Proprietary Information Protection Standard, contact your local security representative.
The schedule for implementation of the Job Evaluation and Classification (JEC) project has been extended. Hundreds of Personnel and line managers have been involved in delivering training, completing and reviewing questionnaires and evaluating work. To date, all benchmark jobs (ones that can be compared through marketplace surveys to similar positions in other companies) have been evaluated. However, the final integration of all jobs (benchmark and non-benchmark) which includes an assessment of external market relationships and internal cross-functional relationships, is not yet complete. The extension is necessary so that the high quality of work that has been produced thus far is maintained through the completion of the project.
The extension of the JEC project implementation does not affect the timing or scope of this year’s U.S. salary planning process, which will occur as scheduled.
The JEC project was undertaken in the U.S. to ensure that Digital has the tools and systems in place to consistently and equitably evaluate work and classify exempt employees. This is necessary to maintain the company’s competitive position in the marketplace and to ensure consistency among similar jobs within the company.
During the next few weeks, the JEC project team, the U.S. Compensation and Benefits Committee (USCBC) and the Personnel Management Committee (PMC) will assess the remaining work and the time required to complete it and will publish a revised implementation ‘schedule for JEC completion.
Salary planning will proceed as scheduled during Q4. Plans for exempt employees will be based on their current, non-JEC, job codes against current salary ranges, which will be updated to reflect the competitive market position.
Managers should stop submitting Employee Classification Input Forms (ECIFs). The Employee Classification System (ECS) will freeze records on all employees who have been classified into new JEC job codes to date. Classification decisions should be reviewed when the classification process resumes, and appropriate changes should be made at that time.
Managers should retain such documents as Job Overview Questionnaires (JOQs) and ECIFs until employee classification resumes. At that time, managers will review such documents for accuracy, taking into account changes in employees’ work which may have occurred in the interim.
JOQs will be required when classification resumes. Managers may continue the JOQ process now, or wait until the revised implementation schedule is released. However, if an employee changes jobs or the work content of his or her current jobs changes significantly before classification resumes, a new JOQ will be required.
Meanwhile, the Job Information System (JIS) remains accessible. This videotex application contains job descriptions and job evaluation information for all jobs identified and described thus far. New non-benchmark job descriptions will be added to the JIS as they are completed. All descriptions on JIS are still subject to review and editing until classification resumes. Managers should use the extension period to become familiar with the job descriptions, to make suggestions about the content and wording, and to call attention to work which has not yet been included in JIS.
To get closer to customers, the headquarters operations for the Latin American/Caribbean Region are moving this summer from Acton, Massachusetts, to Deerfield Beach, near Boca Raton, Florida. The new site is within two hours flying time from Mexico and Venezuela and is just a short commuter flight from the Caribbean islands. The move reduces a round trip to Brazil by seven hours. In addition, many Latin American companies that are customers and potential customers of Digital have established entities in southern Florida to help in their day-to-day dealings with U.S. banks and firms.
Managed by Bill Glover, vice president, the region is presently structured as four districts: Brazil, Mexico, Puerto Rico and the General International District, which manages business in other countries through distributors. A number of operations, such as Educational Services, Regional Sales and the General International District, have already relocated to Florida. They will be consolidated in the new facility, which will include a demo center for customers.
Bob Glorioso, vice president, High Performance Systems, has been named an IEEE Fellow for "leadership in the development of high-performance minicomputers." Bob joined Digital in 1976 as a consulting engineer in the Research Group. He became manager of Corporate Research in 1979, manager of the VAX 8600 project in 1981, manager of High Performance Systems in 1984 and vice president of High Performance Systems in 1985.
Before joining Digital, Bob was associate professor of Electrical and Computer Engineering at the University of Massachusetts in Amherst. He received a B.S.E.E. from Northeastern University and an M.S. and Ph.D. in Computer Science from the University of Connecticut. He has authored and co-authored several technical papers and books, including "CMOS Designs Primer and Handbook" and "Engineering Intelligent Systems: Concepts, Theory and Applications." He is also past associate editor for architecture of IEEE Transactions on Computers.
Digital is contributing $200,000 to support the local broadcast of the AIDS Lifeline series of television programs on WBZ-TV in Boston, Massachusetts, and on KPIX-TV in San Francisco, California. This includes five primetime television specials intended to help inform the public about this major health hazard. Because there is no cure for AIDS, education such as this is key to stopping it from spreading.
The programs are: AIDS 101, the week of March 7; Heterosexuals and AIDS, the week of May 30; AIDS and Healthcare, the week of September 5; How to Talk to Your Children, the week of December 26, 1988; and The "Names" Project, date to be determined. Related educational efforts, also sponsored by Digital, will include distribution of videotapes to libraries and school systems.
Digital has contributed $75,000 to support the AIDS Lifeline in Boston and $125,000 in San Francisco. The major portion of this contribution will be donated to organizations providing AIDS services in those communities.
The broadcasts will include a 30 second message from Digital, showing Ilene Jacobs, vice president and treasurer, talking about Digital’s involvement in the AIDS Lifeline Project. She will affirm that AIDS is the predominant health issue today, and that Digital is proud to be among the corporations supporting research and education concerning AIDS.
For further information, contact Jane Hamel in Corporate Contributions at MSO1/K10, DTN 223-6550, (617) 493-6550.
Digital rated tops in quality of management in Fortune magazine’s sixth annual Corporate Reputations Survey. Over 300 companies and 8000 top executives, outside directors and financial analysts were polled, and 3480 responses were received. Companies were rated in their own industry category on eight key attributes: quality of management, quality of products or services, financial soundness, innovativeness, long-term investment value, community and environmental responsibility, use of corporate assets and the ability to attract, develop and keep talented people. Digital ranked first in quality of management, in the top three in all the other categories and number two overall, after IBM. Other companies in the same industry category include: Apple Computer, Control Data, Gould, Hewlett-Packard, NCR, Pitney Bowes, Unisys and Wang Laboratories.
Bonnie Bedell has been named Corporate Human Resource Development manager, reporting to Carol Burke in Corporate Personnel. She will establish the Human Resource Development directions and strategies for the company in conjunction with the Human Resource Development Management. She will also be responsible for functional management for Human Resource Development, including Management Development, Training and Executive Education. Bonnie has been with Digital for 17 years and most recently served as Personnel Programs manager for U.S. Sales.
Michel Ferreboeuf has been named country manager for France. Michel has been with Digital for 14 years and has played a key role in the development of the French subsidiary. He has held management positions in sales in France and served as Marketing manager, Europe. Most recently, he was the Sales and Marketing manager for France.
Michael Taylor has joined Digital as Group Systems Engineering manager, reporting to Peter Smith, vice president, Product Marketing. Systems Engineering includes such activities as supporting marketing and engineering groups in translating customer needs into system requirements and then testing, characterizing and positioning the resulting systems. Mike’s responsibilities include functional management of the Systems Engineering groups within the individual Product Marketing groups and direct management of the Systems Engineering activities of Digital's Customer Solution Center. He comes to Digital from AT&T Information Systems, where he was responsible for Systems Engineering.