...COMPANY Case Cisco Systems: Solving Business Problems Through Collaboration Perhaps you’ve heard of Cisco Systems. It’s the company that runs those catchy “Human Network” ads. It also produces those familiar Linksys wireless Internet routers and owns Pure Digital Technologies, the company that makes the trendy Flip video cameras. But most of what Cisco sells is not for regular consumers like you and me. Cisco is a tried and true B-to-B company. In fact, it earned honors as BtoB magazine’s 2009 “marketer of the year.” Three-quarters of Cisco’s sales are in routers, switches, and advanced network technologies—the things that keep data moving around cyberspace 24/7. But over the past decade, in addition to all that hardware, Cisco has pioneered the next generation of Internet networking tools, from cybersecurity to set-top boxes to videoconferencing. But this story is about much more than just a tech giant that makes equipment and software that companies need to run their Internet and intranet activities. It’s about a forward-thinking firm that has transitioned from a manufacturer to a leadership consultancy. To make that happen, Cisco has perfected one major concept that seems to drive both its own business and its interactions with customer organizations—collaboration. Cisco is all about collaborating with its clients in order to help those clients better collaborate employees, suppliers, partners, and customers. COLLABORATION WITHIN AND WITHOUT John Chambers became...
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...Cisco Systems, Inc. - Organizational Behavior and Communication University of Phoenix Communication for Accountants COM/530 January 14, 2013 Abstract An organization’s espoused values are the mission, philosophy, vision, and value statements. These statements represent what the organization values and the enacted values show what the company does. This paper will show the alignment between the espoused values and the enacted values along with describing how the role of communication influences the perception and organizational culture and identify the role of conflict in group communication in Cisco Systems, Incorporated. Cisco Systems, Inc. - Organizational Behavior and Communication The values of an organization originate from the organization’s mission, philosophy, values, and vision statements. How the organization performs may be the same or different from its values. The intention of this paper is to establish if not only Cisco Systems’ espoused values align with its enacted values but also describe how the role of communication plays in the perception and organizational culture along with observing the role of conflict in group communication. Organizational Culture “Cisco Systems remains the world’s largest provider of the routers, switching systems and related hardware, and software and services needed to interconnect computers and make high-speed telecommunications possible” (Cisco System, Inc., 2010, p. 27). One reason Cisco Systems is at the top of...
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...integration process? Re: Acquiring other companies is an important strategy for Cisco to rapidly offer new products, reach new markets, and grow revenue. Cisco strengths were its large scale production reaching to large customer base, good reputation, and good financing capabilities. However, unlike other networking companies Cisco doesn’t always develop new technologies on it own and have to rely on acquisition. Cisco acquisition selection should the meet criteria to ensure it meets its acquisition objectives- the companies should have compatible vision for industry and product perspective, share complementary culture, produce short and long term benefits to Cisco shareholders and company should be geographically located close to Cisco. While, for smother acquisition integration Cisco should setup consistent and adaptable product, personnel and manufacturing acquisition process and at the same time continually refine the process from the lessons learned. Q2. Does the Cisco’s process adequately address the challenges of the Summa Four acquisition? Re: Summa Four was a leading provider of programmable switches which will enable Cisco to offer value- added telephony applications to new and existing service providers. Due to the deregulation of the telecommunications industry, service providers were in a competitive race to develop and deliver these types of enhanced services to their customers. Cisco announced it would acquire the Manchester, New Hampshire—based company in...
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...Introduction Cisco is a worldwide leader in networking that transforms how people connect, communicate and collaborate. For the year 2012, Cisco reported its fourth quarter and fiscal year results for the period which ended on July 28, 2012 with net sales of $11.7 billion. Cisco was incorporated in December 1984 in California. Cisco’s stock ticker is CSCO. The stock was added to the Dow Jones Industrial Average on June 8, 2009, and is also included in the S&P 500 Index, the Russell 1000 Index, NASDAQ 100 Index and the Russell 1000 Growth Stock Index. Cisco headquarters are located at: 170 West Tasman Dr. SAN JOSE, CA 95134-1706 United States +1-408-526-4000 (Phone) Executive Compensation Compensation for executives consists of three parts including the base salary, variable cash incentive awards, and long term equity based incentive awards. As the chart below displays, the base salary for John Chambers is set at $ 375,000 which is well below the 25th percentile and has remained unchanged since FY 2008. Cisco establishes base salaries at the beginning of the fiscal year based on the performance of the previous year. Performance measure and goals for determining annual cash incentive awards for the executives are pre-established in Code Section 162. The pre-established goals are established based on Cisco’s accomplishment of the financial performance goals, customer satisfaction criteria, and the individual executive’s contribution. Bonuses for all executive officers excluding...
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...Cisco Systems Inc. INDIVIDUAL PROJECT REPORT Date Submitted November, 20, 2013 Table of Contents SUMMARY DESCRIPTION OF BUSINESS 0 Products and Services Offeered 0 Global Markets Currently Served 0 Corporate Structure and Leadership Resources and Competitive Position 0 COMPANY'S EXTERNAL ENVIRONMENT 0 Competitors in Top Five Countries Served 0 Marktst For Company and Rivals 0 Key Success Factors for Their Market 0 COMPANY'S COMPETITIVE POSITION 0 Competitive Position in Top Fice Countries 0 Basis for Current Competitive Position 0 Potential for Growth and Expansion 0 EXHIBITS 0 Information Sources Additional information Other Summary Description of Business Products and Services Offered Cisco offers a wide range of products and networking solutions designed for enterprises and small businesses across a variety of industries. Cisco services provide intelligent network technologies. Their products and services are made for small business, mid-size businesses, homes, and enterprises or large corporations. Cisco Systems is a leader in manufacturing network hardware used in computer networks. The company's specialty is making network connectors-routers, bridges and switches. They also design technologies and services for Internet communication. Cisco is known for network products that support more than one protocol. Protocols are standards or sets of instructions that regulate or enable a communication, data transfer or connection...
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...* Cisco Systems, Inc. is an American multinational technology company headquartered in San Jose, California, that designs, manufactures, and sells networking equipment. It was founded in 1984; 31 years ago, in San Francisco by Leonard Bosack and Sandy Lerner. The Current CEO is Chuck Robbins and their Headquarters is in San Jose, California, US. They operate worldwide and provide Tech for many companies and public households. USP: Cisco Sys's experimentations yield new products and services that outpace competitive threats They have over 30 different products in markets such as: * Networking Devices * Network Management * Cisco IOS and NX-OS Software * Interface and Module * Optical networking * Storage area networks * Wireless, Telepresence, VOIP, Security * Datacentres In 2014 Cisco Systems, Inc. made US$ 47.142 billion in revenue (a drop from 2013) “The Human Network” This was a big effort by Cisco during the early to mid-2000’s to enter into and have a bigger presence in the household consumer market. Throughout the mid-2000s, Cisco also built a significant presence in India, establishing its Globalization Centre East in Bengaluru for $1 billion, and planning that 20% of Cisco's leaders would be based there. However, Cisco continued to be challenged by both domestic Alcatel-Lucent, Juniper Networks and overseas competitors Huawei. Due to lower-than-expected profit in 2011, Cisco was forced to reduce annual expenses by $1 billion...
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...Cisco systems Architecture: ERP and Web-Enabled IT Case Introduction and Background and analysis of the Business Cisco Systems, a Global leading company that manufactures and markets Internet Protocol (IP) equipment, uses routers to send digital and voice data over the Internet. Founded in 1984 by three former Stanford University Students, Cisco first found early success by targeting Government agencies, Universities, and the Aerospace industry. In 1998, Cisco began targeting big businesses and other agencies. Cisco did their Initial Public Offering (IPO) in 1990. However, disagreement between founding partners led to two of the founding members parting ways with the company. In 1994, Cisco suffered another major setback: “Cisco’s legacy environment failed so dramatically that shortcomings of the existing systems could no long be ignored” (Nolan, 2005, p.4). However, after costly repairs and creating a brand new IT platform architecture, Cisco was able to recover and continued to move forward. Cisco immediately began expanding by acquiring smaller entities which expanded the company’s market share. In 1998, Cisco successfully reach the coveted $100 billion landmark. Over the next two years, Cisco continued to expand and “acquired more than 20 companies, including wireless network equipment maker Aironet. With a market capitalization exceeding $500 billion, Cisco enjoyed a turn as the world’s most valuable company in 2000” (Hoover, 2012, p.1.) Cisco’s product’s mix includes;...
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...思科系統(Cisco Systems)公司介紹 2007/09 • 思科在全球簡介 思科系統(Cisco Systems)為全球網路設備領導廠商，於1984年由史丹佛大學的兩位學者創立，企業總部位於美國加州聖荷西。自1995年1月起至今，約翰錢伯斯擔任思科系統總裁兼執行長，並將於2006年底兼任董事會主席一職。目前思科在全球67個國家已有超過400個以上的分支據點，擁有61,535名員工(2007/7/28)；就亞太地區部份，思科於1994年分別在澳洲雪梨、中國北京、香港、韓國漢城與新加坡等地相繼成立分公司，至今已在亞太地區主要的13個國家中設有辦公室，亞洲市場持續成為思科擴展最快速的地區。思科透過香港、印度、印尼、韓國、馬來西亞、中國大陸（北京、上海、廣州、成都）、菲律賓、新加坡、台灣和泰國等地的分支機構，支援整個亞洲地區的代理商和經銷商。此外，思科也在亞太地區共計成立3個技術支援中心(Technology Assistance Center ; TAC)，隨時以最新、最專業的科技因應世界趨勢的變化。 • 思科的企業哲學 思科系統的企業哲學就是「聆聽客戶的需求」、「掌握所有的可用技術」，「並提供客戶各種不同的選擇」。以客戶的需求為出發點，提供最適切的產品及服務。 • 國際重要成就與評價 |日期 |企業殊榮 | |2006 |名列 Business Week 百大創新公司(100 Most Innovative Companies)第二十八名 | |2005 |名列Business Week年度企業最佳表現(Top Performance)第四十六名 | |2005 |名列Fortune Magazine最值得工作企業（Best Company to Work For）第二十七名 | |2004 |名列EPA之”Fortune500大企業通勤最佳工作環境”第三名 | |2004 |名列InformationWeek “ IT類創新第一名”，”整體創新第四名” | |2004 ...
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...Cisco Systems, Inc. 2011 Annual Report Annual Report 2011 Letter to Shareholders To Our Shareholders, Fiscal 2011 was one of the most transformative years we have seen at Cisco. We prioritized, simplified, and took action to drive Cisco’s continued market leadership. We aggressively changed the way we do business to become a faster and more agile partner, with the goal continuing to be to increase our ability to deliver unique value to our shareholders, customers, partners, and employees. Throughout our transformation, we continued to execute as we grew fiscal year revenue to over $43 billion. More importantly, we laid the groundwork needed to position Cisco for the next stage of growth and profitability. We believe the network will continue to grow in importance and could become our customers’ most strategic information technology (IT) asset. We will continue to develop technologies, services, and software platforms that enable our customers to leverage the network to solve their greatest business challenges, which in turn will drive, in our view, greater customer and shareholder value for Cisco and also solidify our leadership position in an ever-evolving networkcentric world. In this current environment, we are fortunate to be a company built on a number of tremendous strengths. From a technology standpoint, innovation and customer support have remained Cisco hallmarks, and we have built the most trusted brand in networking, as evident by our continuing market leadership...
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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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...CASE: GS-66 DATE: 06/05/09 CISCO SYSTEMS, INC.: COLLABORATING ON NEW PRODUCT INTRODUCTION On November 13, 2007, more than 100 employees of Cisco Systems, Inc. assembled in classic Cisco fashion: they dialed in from multiple locations around the world for an important meeting. The purpose of the gathering was to get the green light from senior management to manufacture a new high-end router that would make the giant networking company more competitive in an age of surging Internet traffic.1 The project’s code name, Viking, said it all. The router for broadband service providers would break ground in power and speed, reminiscent of the Norse warriors and explorers of Europe during the eighth to eleventh centuries. The meeting represented a culmination of several years of development work by a cross-functional, global team of Cisco specialists in engineering, manufacturing, marketing and other areas. Just months earlier, in mid-2007, Cisco overhauled the project by sharply boosting the router’s speed and capacity. This would allow the company to leapfrog competitors and offer a low-cost, powerful new router platform for the next 10 to 15 years. That day in November, the Viking team was seeking an “execution commit” from senior management in manufacturing. If it got the go-ahead, Cisco would be ready to commit the resources to launch the new product. But the Cisco team knew it faced many challenges. The Viking project would be one of the company’s most complex...
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...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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...Finance 560 Securities Analysis Course Project: Stock Analysis – Cisco Systems, Inc. (CSCO) Company’s Summary Cisco Systems, Inc. designs, manufactures, and sells Internet protocol (IP)-based networking and other products related to the communications and information technology industry worldwide. It offers routers that interconnects public and private IP networks for mobile, data, voice, and video applications; switching products, which provide connectivity to end users, workstations, IP phones, access points, and servers; application networking services; and home networking products, such as adapters, gateways, modems, and home network management software. The company also offers security products comprising span firewall, intrusion prevention, remote access, virtual private network, unified client, Web, and email security and network security products; storage area networking products for data center environments that deliver connectivity between servers and storage systems; collaboration products to integrate voice, video, data, and mobile applications on fixed and mobile networks; video connected home products, including digital video distribution systems and digital interactive set-top boxes; and wireless systems. In addition, it provides optical networking products, Cisco TelePresence systems, Cisco Unified Computing Systems, physical security and video surveillances, and digital media systems. Further, the company offers technical support services; and responsive...
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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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