...Kinicki,2010, pg.65). An example of this when the CEO John Chambers uses just three words to describe the benefits of the San Jose networking giant’s management system: “speed, skill, and flexibility.” This is relates a published list of values by Cisco. Another example is with Manny Rivelo, a senior vice president at Cisco Systems, that 70% of his compensation is based on the council’s ability to meet revenue targets and collaborate. As to espoused values, they represent the explicitly stated values and norms that are preferred by an organization. In Cisco’s case, it was Chambers’ idea originated by a loss of $2.2 billion loss in 2001, which involves grouping executives into cross-functional teams. This concept would lead to faster decision making. Basic assumptions are unobservable and represent the core of organizational culture. I feel that Rivelo’s one quote sums of the basic assumptin for Cisco, “I’m on a litany of them-three councils, maybe six boards, and five working groups”, suggests that being involved in numerous groups makes the company as a whole grow faster and be better ready for the economy. 2. Use the competing values framework to diagnose Cisco’s culture. To what extent does it possess characteristics associated with clan, adhocracy, market, and hierarchy cultures? Discuss. I feel that Cisco Systems use a clan and adhocracy culture rather than a market and hierarchy. It really depends on the company and what...
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...Cisco Systems Uses Its Culture for Competitive Advantage Case Study 1. What are the observable artifacts, espoused values, and basic assumptions associated with Cisco’s culture? Explain. The above terms are also known as the three fundamental layers of organizational culture, each varying in outward visibility and resistance to change an each level influences another level. Observable artifacts are the most visible and also cosist of the physical manifestation of an organization’s culture (Kreitner and Kinicki,2010, pg.65). An example of this when the CEO John Chambers uses just three words to describe the benefits of the San Jose networking giant’s management system: “speed, skill, and flexibility.” This is relates a published list of values by Cisco. Another example is with Manny Rivelo, a senior vice president at Cisco Systems, that 70% of his compensation is based on the council’s ability to meet revenue targets and collaborate. As to espoused values, they represent the explicitly stated values and norms that are preferred by an organization. In Cisco’s case, it was Chambers’ idea originated by a loss of $2.2 billion loss in 2001, which involves grouping executives into cross-functional teams. This concept would lead to faster decision making. Basic assumptions are unobservable and represent the core of organizational culture. I feel that Rivelo’s one quote sums of the basic assumptin for Cisco, “I’m on a litany of them-three councils, maybe six boards, and five working...
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...Case Study: Cisco Systems Cisco systems has developed a quality approach to satisfy his customers. The approach is published at: http://www.cisco.com/web/about/ac50/ac208/about_cisco_approach_to_quality_customer_success.html# customer needs Approach to Quality Executive Message |Dedication to customer success is a core value that affects everything Cisco does. We recognize that we must earn the right every day to continue to | |serve our customers. It is this understanding that drives our belief that Cisco's quality mission includes building and maintaining strong customer | |relationships and customer listening systems that in turn arm us with information to drive behaviors and change that increases customer value in our | |products, support and systems. Cisco's customer focus culture permeates every layer of the company, from CEO John Chambers to each individual | |contributor. | | | |Customer satisfaction is so important at Cisco that it is a direct and explicit component of employee compensation. We set yearly business objectives | |around customer satisfaction goals and initiatives. ...
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...Cisco IT Case Study Organizational Change and Advanced Services for Operational Success How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success New organizational framework greatly improves operations. Given today’s pressing need to optimize IT services and resources while reducing costs and improving organizationwide productivity, the Cisco lifecycle methodology offers the framework needed to make operations more efficient and responsive. Cisco IT Network and Data Center Services (NDCS) changed from using a traditional organizational model to Cisco’s own lifecycle model, with substantial operations improvements across five different metrics. This case study describes Cisco IT’s internal infrastructure, a leading-edge enterprise IT environment that is among the largest and most complex in the world. “By moving from a traditional technology, silo-based organizational structure to a lifecycle-based model, we were able to improve our operational metrics considerably. Our number of cases decreased by approximately 60 percent, and our time-to-repair to get clients back up and running has decreased by almost 70 percent.” John Manville, Vice President, IT Network and Data Center Services, Cisco BACKGROUND An enterprise with 300 locations in 90 countries, Cisco has 46 data centers and server rooms supporting the 65,000-plus employees. Fourteen of the data centers/server rooms are production or customer-facing and 32 are used for product...
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...Cisco Systems, Inc.: Implementing ERP [HBR case #699022] Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune. Cisco was highly successful with its enterprise resource planning (ERP) effort. What accounts for this success? What were the most important things that Cisco did correctly? Cisco’s success is greatly attributed by its 100% dedication of their teams to complete this project. It started with the senior management team approval and support. This includes its core ERP team of 20 which expanded to 100 after the board approval. Also included is the Executive Steering committee which also worked countless hours to meet this deadline. Even the hardware vendor who was an executive sponsor probably had 30 people on site at one point. This big financially but it was a great reference for them. The core ERP team represented a cross section of Cisco’s business community who were experts in its field . They were very structured and organized dividing the large 100 team into 5 process area teams or ‘tracks’. Each track had a Cisco...
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...Business Case for Cloud Collaboration Case Studies and Testimonials Some organizations prefer to host their IT systems in their own data center. But on-premises communications solutions are not for everyone, and many organizations are shifting to a secure hosted collaboration solution in order to: • Increase agility to quickly scale up or down • Extend collaboration applications to anyone, anywhere • Free up IT resources to focus on core business • Reduce total cost of ownership (TCO) • Replace an aging voice or video communications system The cloud can reduce complexity for users who just want to get their jobs done and enable new levels of collaboration. This brochure shares the experiences of actual customers who replaced their on-premises communications system with a secure Cisco Powered cloud service based on Cisco Hosted Collaboration Solution (HCS). © 2013 Cisco Systems, Inc. All rights reserved. 1 Table of Contents Increased Agility to Scale Up and Down.........................................................................................3 Global Document Management Company Sets Up Contact Center in Two Weeks...............................3 Life Insurance Company Adds New Locations Without Increasing IT Staff............................................4 Testimonial: Scotts LawnService Scales Contact Center Agents for the Season.................................5 Extend Collaboration Applications to Anyone, Anywhere, Using Any Device .........................
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...to End-To-End Communication An Analysis of Cisco Systems and how the use of Information Technology gave them a Competitive Advantage Mira Vissell ISM 158 Business Analysis Paper March 4th, 2004 Table of Contents Objective Section I: Industry Summary: An Analysis of Network Equipment Industry A. Industry Profile B. Competitive Strategies within the Industry C. Porter Model Evaluation of Industry Forces D. Globalization of the Industry E. Importance of Information Technology in the Industry Section II: Company Perspective: An Analysis of Cisco Systems A. Cisco Systems profile B. Market and Financial Performance C. Competitive Strategy Statement D. Significance of Information and Information Systems E. Strengths and Weaknesses of Cisco Section III: Structured Analysis of Information System Use A. Strategic Option Generator B. Roles, Roles and Relationships C. Redefine/define D. Significance of Telecommunications E. Success Factor Profile Section IV: A Final Analysis of the Success of Cisco Systems A. The Success of Business Strategy and IT used to Date B. The Effective Position of the Company for Future Performance Bibliography Objective The objective of this paper is to analyze how Cisco Systems gained competitive advantage in the networking industry through the use of information systems and key business strategies. This paper has four...
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...Network management systems are giving IT professional an advantage on their own networks. This is giving them access to software and hardware at a moment’s notice without leaving the comfort of their desk or home. The NMS consists of a set of software and hardware tools that is integrated into the network. This management system is able to identify devices that are on the network. The NMS can also be used to monitor all devices and rate how the device is performing and if it is matching the device expectations. This system can track the performance of the bandwidth, if there was any packet loss, and the performance of all the routers/switches. The network management system will give the IT department notifications if anything seems to be off with the network. This will give the IT personnel time to isolate or fix before the problem effects the network (Hale, 2013). Cisco is a big company that has a very large network. They manage millions of endpoint devices and with a huge network that require a significant amount of monitoring from the IT department. “Cisco Connected Grid Network Management System is a software platform that helps to enable a clear separation between communications network management and utility operational applications. These include Distribution Management System (DMS), Outage Management System (OMS), and Meter Data Management (MDM)” (Cisco Connected Grid Network Management System, 2014). This management system can monitor multiple networks and all of...
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...Problem definition Cisco Systems Inc. is one of the leading companies operating in the telecommunication industry. At the present moment, the company has a strong position in the world market and actively develops its business targeting at the wider implementation of new technologies. In fact, the company was traditionally oriented on the introduction of innovations and nowadays it is still focused on the development of new technologies which can improve the position of the company in the market and guarantee its leadership in the future. In such a situation, Cisco Systems Inc. develops its corporate strategy, which basically targets at the acquisition of smaller companies which a great potential and have developments which could be very perspective in the future. One of such companies is Summa Four, which Cisco Systems Inc. wants to acquire. In this respect, it should be said that the acquisition of the new company will inevitably pose certain difficulties Cisco Systems Inc. will have to overcome. Even though the company has a huge experience of acquisitions, since the company has launched the strategy of acquisition since the early 1990s, the acquisition of Summa Four is different from the acquisition of any other company Cisco Systems has ever bided for before. To put it more precisely, as a rule Cisco Systems Inc. acquired companies which were small and did not possess significant manufacturing facilities. Basically, such acquisitions were rather investment in the human...
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...Bachelor of Science IT-Security Mentor Name: Signature Block Student’s Signature Mentor’s Signature Table of Contents Capstone Proposal Summary 1 Review of Other Work 8 Rationale and Systems Analysis 16 Goals and Objectives 22 Project Deliverables 26 Project Plan and Timelines 27 References 28 Appendix 1: Competency Matrix 4 Capstone Proposal Summary Internet of Everything (IoE) and “Big Data” equates to competitive advantages to the modern business landscape. Numerous white papers are circulating on the Internet highlighting the business case supporting the IoE initiative. For instance, in a white paper conducted by Cisco Inc. on the Value Index of IoE in 2013 reported the following: In February 2013, Cisco released a study predicting that $14.4 trillion of value (net profit) will be at stake globally over the next decade, driven by connecting the unconnected –people-to-people (P2P), machine-to-people (M2P), and machine-to-machine (M2M) - via the Internet of Everything (IoE). Cisco defines the Internet of Everything as the networked connection of people, process, data, and things. The IoE creates new “capabilities, richer experiences, and unprecedented economic opportunity for businesses, individuals, and countries” (The Internet of Everything, Cisco, Inc. 2014). With such a lofty goal looming, and the monetary potential, many sources will support the notion of companies scrambling to achieve a computing networking infrastructure that supports...
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...Cisco Case Study 1. Observable artifacts are the manifestations of an organization’s culture that employees can easily see or talk about. They supply the signals that employees interpret to gauge how they should act during the workday. An example of observable artifacts of Cisco’s culture is their use of cross-functional teams, councils and boards to enhance innovation and teamwork which lead to faster decision-making. CEO John Chambers uses three words to describe the benefits of this team oriented management system: “speed, skill, and flexibility.” Espoused values of Cisco are a dedication to customer success, innovation and learning, partnerships, collaboration, and doing more with less. Each of these values is continually articulated and reinforced in the mission statement, policies and practices, and culture of the company. Basic assumptions are the taken for granted beliefs and thoughts, and represent the core of organizational culture. being involved in numerous groups makes the company as a whole grow faster and be better ready for the economy. 2. After losing billions of dollars, CEO Chambers changed Cisco from a top-down organization to one that encourages collaboration and teamwork at all levels. Chambers grouped executives into cross-functional teams by combining managers in sales with leaders in engineering hoping that this would lead to faster decision-making. The hierarchical element needed to change in order to right the wrongs and move forward as company...
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...John Morgridge joined Cisco as a CEO in the year 1988. The very first thing he notices in the organization was the lack of professional management team. Initiation for professional management team was the first kick off for the organization. Professional management is considered to be the foundation of any big organization and Cisco started with this thereby sticking with the fundamentals. The professional team clashed with the founders ending up them leaving the company and giving a free hand to Morgridge to handle the organization in a disciplined manner in terms of management. Cisco as an organization started off with a very positive note thereby centralizing the functional areas. Except product marketing and research and development all the other areas (finance, human resources, manufacturing, IT, customer support etc.) were centralized. Although the initial changes in the organization doesn’t claims to the success factor for future implementation, but yes it certainly add a bit to It thereby streamlining the management with a transparent and clear view to proceed. The company was doing extremely well after going public in 1990 and in 1993 reaching the $500 million target. From this it can be clearly seen that the company was in a rapid move to success from the moment it became public in 1990. Analyzing the requirements in the right stage and planning for it is the first initiation which stands for cisco’s success. The need was addressed with respect to the future growth...
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...WHITE PAPER BIDIRECTIONAL FORWARDING DETECTION FOR OSPF Fast Failure Detection to Speed Network Convergence OVERVIEW In both Enterprise and Service Provider networks, the convergence of business-critical applications onto a common IP infrastructure is becoming more common. Given the criticality of the data, these networks are typically constructed with a high degree of redundancy. While such redundancy is desirable, its effectiveness is dependant upon the ability of individual network devices to quickly detect failures and reroute traffic to an alternate path. This detection is now typically accomplished via hardware detection mechanisms. However, the signals from these mechanisms are not always conveyed directly to the upper protocol layers. When the hardware mechanisms do not exist (eg: Ethernet) or when the signaling does not reach the upper protocol layers, the protocols must rely on their much slower strategies to detect failures. The detection times in existing protocols are typically greater than one second, and sometimes much longer. For some applications, this is too long to be useful. Bi-directional Forwarding Detection (BFD) provides rapid failure detection times between forwarding engines, while maintaining low overhead. It also provides a single, standardized method of link/device/protocol failure detection at any protocol layer and over any media. THE PROBLEM WITH CONVERGENCE The process of network convergence can be broken up into a set of discreet events*:...
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...Acquisition Integration A Cisco on Cisco Case Cisco_IT_Case_Study © 2007 Cisco Systems, Inc. All rights reserved. Cisco Public 1 Overview Challenge Integrate the employees, operations, and department-level functions of newly acquired companies quickly and easily Solution Apply standard principles and processes for acquisition integration Results Easier integration that maximizes value of acquisition Next Steps Continue to build integration expertise throughout the company 2 Challenge Smoothly Integrate Acquired Companies 120+ companies acquired since 1993 Handle acquisitions as a normal part of business Create a consistent, repeatable, and adaptable approach to integration Develop integration expertise with consistent activities and teams Apply these standards across the company and within departments 3 Solution Standard Principles and Team Approach Standard principles Internal alignment through a consistent approach Cross-function cooperation Consistent, repeatable, and adaptable processes Continually refine practices with lessons learned Standard team approach Central integration team Cross-function teams Department teams 4 Solution Technologies for Team Collaboration Cisco MeetingPlace conference calls WebEx online meetings Cisco TelePresence E-mail Online document sharing Online project management tools 5 Results Maximized Acquisition Value Benefits for Cisco as a company: Shorter time to realize acquisition value Faster...
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...strategies, technologies, and process improvement methodologies; meeting with senior DoD officials, Congressional delegates, business executives, etc; as well as taking part in a one-week graduate-level business overview provided by the University of Virginia’s Darden Graduate School of Business Administration. Following the fellows’ corporate assignment, formal outbriefs are provided to approximately forty senior leaders across OSD and the Services regarding their observations and recommendations. Traditionally, these outbriefs include sessions with the Secretary, Deputy Secretary, Service Secretaries and Chiefs, as well as other senior officials. As a member of the 2004-2005 SDCFP, it was an honor and pleasure to be assigned at Cisco Systems in San Jose, CA. Without exception, the men and women...
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