SlideShare una empresa de Scribd logo
1 de 24
Descargar para leer sin conexión
Cisco’s Organization Culture
Amritha   Inderpreet   Komal




Mayur      Bindi       Apratim
   Founded in Dec, 1984

   “Best 100 Places to Work for 8 Consecutive Years”

   Worldwide leader in networking for the Internet

   Internet Protocol-based (IP) networking solutions are the foundation of
    networks
Cisco’s Organization Culture
   Entry   “John T. Chambers”
   Changed the Leadership
    Style


   Changed Incentives


   Changed Structure


   Changed the work culture


   Used Social Media Tools
Cisco’s Organization Culture
Cisco’s Organization Culture
   Employee involvement

   High Level of Trust

   Decision Making Team

   Employee
    Empowerment

   Absence of
    Micromanagement

   Authority, Responsibility
    and the Accountability      Cisco culture badge
   „Work/Life‟

   Flexible schedules and
    paid time-off

   Frugal Spending

   Perks and Incentives

   Fun loving environment

   Recreational activities
   Connected Women (CW)

   Cisco
    Gay, Lesbian, Bisexual, Trans
    gender, and Advocates
    Network (GLBT&A)

   Cisco Black Employee
    Network (CBEN)

   Cisco Disabilities Awareness
    Network (CDAN)

   Middle East Diversity and
    Inclusion (MEDI)

   Indians Connecting People
    (ICON)
Cisco’s Organization Culture
Net Income (in USD millions)
                                                    Recorded losses in
                                         4,401       2001 during the dot
                                 3,578
                                                     com bubble burst
        2,668
2,023                    1,893                      Bounced back with
                                                     net profits in 2002
                -1,014
                                                    Industry observers
1999    2000             2002    2003    2004
                                                     attributed this
                 2001
                                                     comeback to the
                                                     organization culture
S                         Social investment strategy




P   Within 15 years Cisco bought 14 companies at investment of $5.5 billion




I     “We strive to be a best in class resource for Cisco's investors and
           analysts and to be strategic partners for management.”




C                        „WORSHIP OF CUSTOMERS‟




E     Fiscal year 2011, Cisco employed a total of 41,163 people worldwide
Cisco’s Organization Culture
   Customer comes first

   Customer feedback

   Customer satisfaction

   Identifying problem area

   Customer Loyalty
   Focus on growth

   Regular support with
    executive and personnel
    through Intranet

   Birthday breakfast, new
    hire session with
    Chambers

   Transparent
    communication

   Set examples
   HR transactions done online

   Provided line managers with
    online tools

   More than 40,000 pages on
    web for internal use

   Concept of telecommuting

   Internet TV enabled observe
    children at Cisco campus
   Find candidates
     Frugal
     Not obsessed with status
     Future - enthusiasts of the internet

   Passive applicants

   Websites like                  and

   “friends@Cisco”

   Art fairs and annual events
   Competencies through acquisitions

   R&D investment of $3 billion to be a Leader in
    Technology Innovation

   Strategic alliances



   Cisco Leadership Series – instructors from global
    business schools
Cisco’s Organization Culture
   Market Saturation -
    Share price fell from
    $70 to $17

   Innovative technology
    – Cisco unable to
    cope up

   Weak operational
    control and slow in
    making decisions

   Unsuccessful ventures
   Organizational work
    culture should evolve as
    per external factors


   Work culture and policies
    doesn‟t work at every
    phase


   Market position of the
    company affects the work
    culture to some extent
Cisco’s Organization Culture

Más contenido relacionado

La actualidad más candente

A study of hr practices in ITC
A study of  hr practices in ITCA study of  hr practices in ITC
A study of hr practices in ITCProjects Kart
 
Kiran mazumdar shaw
Kiran mazumdar shawKiran mazumdar shaw
Kiran mazumdar shawowais23
 
Distribution channel of Nokia in India
Distribution channel of Nokia in IndiaDistribution channel of Nokia in India
Distribution channel of Nokia in IndiaSanthosh Madheswaran
 
Harrah's Entertainment, Inc. Case Analysis
Harrah's Entertainment, Inc. Case AnalysisHarrah's Entertainment, Inc. Case Analysis
Harrah's Entertainment, Inc. Case Analysismbartugs
 
Cisco Systems The Supply Chain Story
Cisco Systems The Supply Chain StoryCisco Systems The Supply Chain Story
Cisco Systems The Supply Chain StorySunayan Pal
 
A presentation on infosys
A presentation on infosysA presentation on infosys
A presentation on infosysArjun Prakash
 
Strategic Analysis of Airtel Limited in Indian Telecom Sector
Strategic Analysis of Airtel Limited in Indian Telecom SectorStrategic Analysis of Airtel Limited in Indian Telecom Sector
Strategic Analysis of Airtel Limited in Indian Telecom Sectorrajinderpal_12
 
Balanced Scorecard (Case Study: Disney)
Balanced Scorecard (Case Study: Disney)Balanced Scorecard (Case Study: Disney)
Balanced Scorecard (Case Study: Disney)Rama Renspandy
 
Porter's five forces model for Indian Telecom industry
Porter's five forces model for Indian Telecom industryPorter's five forces model for Indian Telecom industry
Porter's five forces model for Indian Telecom industryHarnoor Singh
 
Motorola downfall and revival
Motorola downfall and revivalMotorola downfall and revival
Motorola downfall and revivalUmar Khan
 
STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)
STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)
STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)Utkarsh Bisht
 

La actualidad más candente (20)

Itc ltd ppt
Itc ltd pptItc ltd ppt
Itc ltd ppt
 
A study of hr practices in ITC
A study of  hr practices in ITCA study of  hr practices in ITC
A study of hr practices in ITC
 
Kiran mazumdar shaw
Kiran mazumdar shawKiran mazumdar shaw
Kiran mazumdar shaw
 
Case Study on Nokia
Case Study on NokiaCase Study on Nokia
Case Study on Nokia
 
Distribution channel of Nokia in India
Distribution channel of Nokia in IndiaDistribution channel of Nokia in India
Distribution channel of Nokia in India
 
Zappos case study
Zappos case studyZappos case study
Zappos case study
 
Infosys
InfosysInfosys
Infosys
 
ITC Ltd.
ITC Ltd.ITC Ltd.
ITC Ltd.
 
Harrah's Entertainment, Inc. Case Analysis
Harrah's Entertainment, Inc. Case AnalysisHarrah's Entertainment, Inc. Case Analysis
Harrah's Entertainment, Inc. Case Analysis
 
Cisco Systems The Supply Chain Story
Cisco Systems The Supply Chain StoryCisco Systems The Supply Chain Story
Cisco Systems The Supply Chain Story
 
Nokia
Nokia Nokia
Nokia
 
Jio Case Study
Jio Case StudyJio Case Study
Jio Case Study
 
Johnson Johnson PPT
Johnson Johnson PPTJohnson Johnson PPT
Johnson Johnson PPT
 
A presentation on infosys
A presentation on infosysA presentation on infosys
A presentation on infosys
 
Strategic Analysis of Airtel Limited in Indian Telecom Sector
Strategic Analysis of Airtel Limited in Indian Telecom SectorStrategic Analysis of Airtel Limited in Indian Telecom Sector
Strategic Analysis of Airtel Limited in Indian Telecom Sector
 
Balanced Scorecard (Case Study: Disney)
Balanced Scorecard (Case Study: Disney)Balanced Scorecard (Case Study: Disney)
Balanced Scorecard (Case Study: Disney)
 
Porter's five forces model for Indian Telecom industry
Porter's five forces model for Indian Telecom industryPorter's five forces model for Indian Telecom industry
Porter's five forces model for Indian Telecom industry
 
Motorola downfall and revival
Motorola downfall and revivalMotorola downfall and revival
Motorola downfall and revival
 
STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)
STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)
STRATEGIC PLAN OF INDIAN TOBACCO COMPANY (ITC)
 
Nokia- PPT
Nokia- PPTNokia- PPT
Nokia- PPT
 

Destacado

Cisco Systems: A company Analysis
Cisco Systems: A company AnalysisCisco Systems: A company Analysis
Cisco Systems: A company AnalysisNickkisha Farrell
 
Cisco systems inc strategic management original 11
Cisco systems inc strategic management original 11Cisco systems inc strategic management original 11
Cisco systems inc strategic management original 11don danilee
 
Aom 2011 Dynamic Capability Presentation
Aom 2011 Dynamic Capability PresentationAom 2011 Dynamic Capability Presentation
Aom 2011 Dynamic Capability PresentationRobert Robinson
 
Start up innovation culture
Start up innovation cultureStart up innovation culture
Start up innovation cultureJag Randhawa
 
Case Study: Cisco Systems, Inc Erp
Case Study: Cisco Systems, Inc ErpCase Study: Cisco Systems, Inc Erp
Case Study: Cisco Systems, Inc ErpDjadja Sardjana
 
Build, Buy or Ally Growth Strategies for Business
Build, Buy or Ally Growth Strategies for BusinessBuild, Buy or Ally Growth Strategies for Business
Build, Buy or Ally Growth Strategies for BusinessCisco Canada
 
Cisco System, Inc: Implementing ERP
Cisco System, Inc: Implementing ERPCisco System, Inc: Implementing ERP
Cisco System, Inc: Implementing ERPGaurav Singh
 
Building a Culture of Innovation
Building a Culture of InnovationBuilding a Culture of Innovation
Building a Culture of InnovationJeff Gothelf
 
Q2 fy17 earnings slides final no guidance1
Q2 fy17 earnings slides   final no guidance1Q2 fy17 earnings slides   final no guidance1
Q2 fy17 earnings slides final no guidance1ir_cisco
 
Procesos de organizacion y su estructura
Procesos de organizacion y su estructuraProcesos de organizacion y su estructura
Procesos de organizacion y su estructurajuancitocarrascop
 
Proceso de organización, tipos y tecnicas(administracion)
Proceso de organización, tipos y tecnicas(administracion)Proceso de organización, tipos y tecnicas(administracion)
Proceso de organización, tipos y tecnicas(administracion)Hugo Arturo Gonzalez Macias
 
Estructura y Diseño Organizacional
Estructura y Diseño OrganizacionalEstructura y Diseño Organizacional
Estructura y Diseño Organizacionaljimmyfavian
 
Dynamic Capabilities
Dynamic CapabilitiesDynamic Capabilities
Dynamic CapabilitiesSrini Kumar
 
Estructura y diseño organizacional
Estructura y diseño organizacionalEstructura y diseño organizacional
Estructura y diseño organizacionalVilnya Payano
 

Destacado (19)

Cisco Systems: A company Analysis
Cisco Systems: A company AnalysisCisco Systems: A company Analysis
Cisco Systems: A company Analysis
 
Cisco final ppt
Cisco final pptCisco final ppt
Cisco final ppt
 
Cisco systems inc strategic management original 11
Cisco systems inc strategic management original 11Cisco systems inc strategic management original 11
Cisco systems inc strategic management original 11
 
Impacteer Culture Code
Impacteer Culture CodeImpacteer Culture Code
Impacteer Culture Code
 
Aom 2011 Dynamic Capability Presentation
Aom 2011 Dynamic Capability PresentationAom 2011 Dynamic Capability Presentation
Aom 2011 Dynamic Capability Presentation
 
SHELL PROJECT
SHELL PROJECTSHELL PROJECT
SHELL PROJECT
 
Start up innovation culture
Start up innovation cultureStart up innovation culture
Start up innovation culture
 
Case Study: Cisco Systems, Inc Erp
Case Study: Cisco Systems, Inc ErpCase Study: Cisco Systems, Inc Erp
Case Study: Cisco Systems, Inc Erp
 
Build, Buy or Ally Growth Strategies for Business
Build, Buy or Ally Growth Strategies for BusinessBuild, Buy or Ally Growth Strategies for Business
Build, Buy or Ally Growth Strategies for Business
 
Cisco System, Inc: Implementing ERP
Cisco System, Inc: Implementing ERPCisco System, Inc: Implementing ERP
Cisco System, Inc: Implementing ERP
 
Building a Culture of Innovation
Building a Culture of InnovationBuilding a Culture of Innovation
Building a Culture of Innovation
 
Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic ManagementDynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic Management
 
Q2 fy17 earnings slides final no guidance1
Q2 fy17 earnings slides   final no guidance1Q2 fy17 earnings slides   final no guidance1
Q2 fy17 earnings slides final no guidance1
 
Procesos de organizacion y su estructura
Procesos de organizacion y su estructuraProcesos de organizacion y su estructura
Procesos de organizacion y su estructura
 
Proceso de organización, tipos y tecnicas(administracion)
Proceso de organización, tipos y tecnicas(administracion)Proceso de organización, tipos y tecnicas(administracion)
Proceso de organización, tipos y tecnicas(administracion)
 
Estructura y Diseño Organizacional
Estructura y Diseño OrganizacionalEstructura y Diseño Organizacional
Estructura y Diseño Organizacional
 
Dynamic Capabilities
Dynamic CapabilitiesDynamic Capabilities
Dynamic Capabilities
 
Diseño Organizacional
Diseño OrganizacionalDiseño Organizacional
Diseño Organizacional
 
Estructura y diseño organizacional
Estructura y diseño organizacionalEstructura y diseño organizacional
Estructura y diseño organizacional
 

Similar a Cisco’s Organization Culture

Digital Disruption: Big Bad Wolf or Fairy Godmother?
Digital Disruption: Big Bad Wolf or Fairy Godmother?Digital Disruption: Big Bad Wolf or Fairy Godmother?
Digital Disruption: Big Bad Wolf or Fairy Godmother?Acquia
 
James carroll curriculum vitae
James carroll   curriculum vitaeJames carroll   curriculum vitae
James carroll curriculum vitaeJames Carroll
 
Nonprofit SIG - Finding, Training & Putting Talent to Work
Nonprofit SIG - Finding, Training & Putting Talent to WorkNonprofit SIG - Finding, Training & Putting Talent to Work
Nonprofit SIG - Finding, Training & Putting Talent to WorkChicago AMA
 
Chicago AMA Non-Profit SIG - I.C. Stars Presentation
Chicago AMA Non-Profit SIG - I.C. Stars PresentationChicago AMA Non-Profit SIG - I.C. Stars Presentation
Chicago AMA Non-Profit SIG - I.C. Stars PresentationChicago AMA
 
Social Business: Hype or Reality?
Social Business: Hype or Reality? Social Business: Hype or Reality?
Social Business: Hype or Reality? Ayelet Baron
 
Why It's Morning in Venture Capital
Why It's Morning in Venture CapitalWhy It's Morning in Venture Capital
Why It's Morning in Venture CapitalMark Suster
 
computer sciences an_99
computer sciences an_99computer sciences an_99
computer sciences an_99finance17
 
New ways of working & knowledge sharing - Dirk W. Bijl
New ways of working & knowledge sharing - Dirk W. BijlNew ways of working & knowledge sharing - Dirk W. Bijl
New ways of working & knowledge sharing - Dirk W. BijlVlerick Business School
 
computer sciences AR 04
computer sciences AR 04computer sciences AR 04
computer sciences AR 04finance17
 
(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...
(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...
(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...Global Competitiveness Forum - GCF
 
CA Technologies Fact Sheet
CA Technologies Fact SheetCA Technologies Fact Sheet
CA Technologies Fact SheetCA Technologies
 
Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...
Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...
Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...Business Development Institute
 
Enabing Digital Business with EA
Enabing Digital Business with EAEnabing Digital Business with EA
Enabing Digital Business with EAEthan Pack
 
Fast IT Mariano O'Kon, Cisco Live Cancun 2014
Fast IT Mariano O'Kon, Cisco Live Cancun 2014Fast IT Mariano O'Kon, Cisco Live Cancun 2014
Fast IT Mariano O'Kon, Cisco Live Cancun 2014Felipe Lamus
 
Leveraging ci onet hendrik deckers
Leveraging ci onet   hendrik deckersLeveraging ci onet   hendrik deckers
Leveraging ci onet hendrik deckersnwfsmith
 
Perfecfit investor presentation 6.13.12
Perfecfit investor presentation 6.13.12Perfecfit investor presentation 6.13.12
Perfecfit investor presentation 6.13.12PerfecfFit
 
2G1721-IT-Mgmt-paper
2G1721-IT-Mgmt-paper2G1721-IT-Mgmt-paper
2G1721-IT-Mgmt-paperHamid Shahzad
 
2013 iAwards Briefing - Individual Categories
2013 iAwards Briefing - Individual Categories2013 iAwards Briefing - Individual Categories
2013 iAwards Briefing - Individual CategoriesiAwards
 
Social Media Mini Case Studies from Around Cisco
Social Media Mini Case Studies from Around CiscoSocial Media Mini Case Studies from Around Cisco
Social Media Mini Case Studies from Around CiscoPetra Neiger
 

Similar a Cisco’s Organization Culture (20)

Digital Disruption: Big Bad Wolf or Fairy Godmother?
Digital Disruption: Big Bad Wolf or Fairy Godmother?Digital Disruption: Big Bad Wolf or Fairy Godmother?
Digital Disruption: Big Bad Wolf or Fairy Godmother?
 
James carroll curriculum vitae
James carroll   curriculum vitaeJames carroll   curriculum vitae
James carroll curriculum vitae
 
Nonprofit SIG - Finding, Training & Putting Talent to Work
Nonprofit SIG - Finding, Training & Putting Talent to WorkNonprofit SIG - Finding, Training & Putting Talent to Work
Nonprofit SIG - Finding, Training & Putting Talent to Work
 
Chicago AMA Non-Profit SIG - I.C. Stars Presentation
Chicago AMA Non-Profit SIG - I.C. Stars PresentationChicago AMA Non-Profit SIG - I.C. Stars Presentation
Chicago AMA Non-Profit SIG - I.C. Stars Presentation
 
Social Business: Hype or Reality?
Social Business: Hype or Reality? Social Business: Hype or Reality?
Social Business: Hype or Reality?
 
Why It's Morning in Venture Capital
Why It's Morning in Venture CapitalWhy It's Morning in Venture Capital
Why It's Morning in Venture Capital
 
computer sciences an_99
computer sciences an_99computer sciences an_99
computer sciences an_99
 
New ways of working & knowledge sharing - Dirk W. Bijl
New ways of working & knowledge sharing - Dirk W. BijlNew ways of working & knowledge sharing - Dirk W. Bijl
New ways of working & knowledge sharing - Dirk W. Bijl
 
computer sciences AR 04
computer sciences AR 04computer sciences AR 04
computer sciences AR 04
 
(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...
(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...
(GCF2010)Sustainable Competiveness Network Enables Connectivity, Global Compe...
 
CA Technologies Fact Sheet
CA Technologies Fact SheetCA Technologies Fact Sheet
CA Technologies Fact Sheet
 
Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...
Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...
Paul Gennaro Presentation - BDI 3/15/12 B2B Social Communications Leadership ...
 
Enabing Digital Business with EA
Enabing Digital Business with EAEnabing Digital Business with EA
Enabing Digital Business with EA
 
Fast IT Mariano O'Kon, Cisco Live Cancun 2014
Fast IT Mariano O'Kon, Cisco Live Cancun 2014Fast IT Mariano O'Kon, Cisco Live Cancun 2014
Fast IT Mariano O'Kon, Cisco Live Cancun 2014
 
Leveraging ci onet hendrik deckers
Leveraging ci onet   hendrik deckersLeveraging ci onet   hendrik deckers
Leveraging ci onet hendrik deckers
 
Perfecfit investor presentation 6.13.12
Perfecfit investor presentation 6.13.12Perfecfit investor presentation 6.13.12
Perfecfit investor presentation 6.13.12
 
2G1721-IT-Mgmt-paper
2G1721-IT-Mgmt-paper2G1721-IT-Mgmt-paper
2G1721-IT-Mgmt-paper
 
2013 iAwards Briefing - Individual Categories
2013 iAwards Briefing - Individual Categories2013 iAwards Briefing - Individual Categories
2013 iAwards Briefing - Individual Categories
 
Social Media Mini Case Studies from Around Cisco
Social Media Mini Case Studies from Around CiscoSocial Media Mini Case Studies from Around Cisco
Social Media Mini Case Studies from Around Cisco
 
Ch01 guide
Ch01 guideCh01 guide
Ch01 guide
 

Más de Amritha Siddharth

London Olympics_Supply Chain Managementt
London Olympics_Supply Chain ManagementtLondon Olympics_Supply Chain Managementt
London Olympics_Supply Chain ManagementtAmritha Siddharth
 
Boeing Company_Microeconomics
Boeing Company_Microeconomics Boeing Company_Microeconomics
Boeing Company_Microeconomics Amritha Siddharth
 
Nokia and Finland_International management
Nokia and Finland_International managementNokia and Finland_International management
Nokia and Finland_International managementAmritha Siddharth
 
Marketing research_Concept testing
Marketing research_Concept testingMarketing research_Concept testing
Marketing research_Concept testingAmritha Siddharth
 
Role of Social media in the Pharmaceutical industry in Singapore
Role of Social media in the Pharmaceutical industry in SingaporeRole of Social media in the Pharmaceutical industry in Singapore
Role of Social media in the Pharmaceutical industry in SingaporeAmritha Siddharth
 
Global Business Strategy_Walt disney
Global Business Strategy_Walt disneyGlobal Business Strategy_Walt disney
Global Business Strategy_Walt disneyAmritha Siddharth
 
Harley Davidson Marketing Portfolio
Harley Davidson Marketing PortfolioHarley Davidson Marketing Portfolio
Harley Davidson Marketing PortfolioAmritha Siddharth
 

Más de Amritha Siddharth (10)

Digital Marketing
Digital MarketingDigital Marketing
Digital Marketing
 
London Olympics_Supply Chain Managementt
London Olympics_Supply Chain ManagementtLondon Olympics_Supply Chain Managementt
London Olympics_Supply Chain Managementt
 
Boeing Company_Microeconomics
Boeing Company_Microeconomics Boeing Company_Microeconomics
Boeing Company_Microeconomics
 
Healthcare IT Management
Healthcare IT ManagementHealthcare IT Management
Healthcare IT Management
 
Social Media
Social MediaSocial Media
Social Media
 
Nokia and Finland_International management
Nokia and Finland_International managementNokia and Finland_International management
Nokia and Finland_International management
 
Marketing research_Concept testing
Marketing research_Concept testingMarketing research_Concept testing
Marketing research_Concept testing
 
Role of Social media in the Pharmaceutical industry in Singapore
Role of Social media in the Pharmaceutical industry in SingaporeRole of Social media in the Pharmaceutical industry in Singapore
Role of Social media in the Pharmaceutical industry in Singapore
 
Global Business Strategy_Walt disney
Global Business Strategy_Walt disneyGlobal Business Strategy_Walt disney
Global Business Strategy_Walt disney
 
Harley Davidson Marketing Portfolio
Harley Davidson Marketing PortfolioHarley Davidson Marketing Portfolio
Harley Davidson Marketing Portfolio
 

Cisco’s Organization Culture

  • 2. Amritha Inderpreet Komal Mayur Bindi Apratim
  • 3. Founded in Dec, 1984  “Best 100 Places to Work for 8 Consecutive Years”  Worldwide leader in networking for the Internet  Internet Protocol-based (IP) networking solutions are the foundation of networks
  • 5. Entry “John T. Chambers”
  • 6. Changed the Leadership Style  Changed Incentives  Changed Structure  Changed the work culture  Used Social Media Tools
  • 9. Employee involvement  High Level of Trust  Decision Making Team  Employee Empowerment  Absence of Micromanagement  Authority, Responsibility and the Accountability Cisco culture badge
  • 10. „Work/Life‟  Flexible schedules and paid time-off  Frugal Spending  Perks and Incentives  Fun loving environment  Recreational activities
  • 11. Connected Women (CW)  Cisco Gay, Lesbian, Bisexual, Trans gender, and Advocates Network (GLBT&A)  Cisco Black Employee Network (CBEN)  Cisco Disabilities Awareness Network (CDAN)  Middle East Diversity and Inclusion (MEDI)  Indians Connecting People (ICON)
  • 13. Net Income (in USD millions)  Recorded losses in 4,401 2001 during the dot 3,578 com bubble burst 2,668 2,023 1,893  Bounced back with net profits in 2002 -1,014  Industry observers 1999 2000 2002 2003 2004 attributed this 2001 comeback to the organization culture
  • 14. S Social investment strategy P Within 15 years Cisco bought 14 companies at investment of $5.5 billion I “We strive to be a best in class resource for Cisco's investors and analysts and to be strategic partners for management.” C „WORSHIP OF CUSTOMERS‟ E Fiscal year 2011, Cisco employed a total of 41,163 people worldwide
  • 16. Customer comes first  Customer feedback  Customer satisfaction  Identifying problem area  Customer Loyalty
  • 17. Focus on growth  Regular support with executive and personnel through Intranet  Birthday breakfast, new hire session with Chambers  Transparent communication  Set examples
  • 18. HR transactions done online  Provided line managers with online tools  More than 40,000 pages on web for internal use  Concept of telecommuting  Internet TV enabled observe children at Cisco campus
  • 19. Find candidates  Frugal  Not obsessed with status  Future - enthusiasts of the internet  Passive applicants  Websites like and  “friends@Cisco”  Art fairs and annual events
  • 20. Competencies through acquisitions  R&D investment of $3 billion to be a Leader in Technology Innovation  Strategic alliances  Cisco Leadership Series – instructors from global business schools
  • 22. Market Saturation - Share price fell from $70 to $17  Innovative technology – Cisco unable to cope up  Weak operational control and slow in making decisions  Unsuccessful ventures
  • 23. Organizational work culture should evolve as per external factors  Work culture and policies doesn‟t work at every phase  Market position of the company affects the work culture to some extent

Notas del editor

  1. Cisco Systems, Inc. is the worldwide leader in networking for the InternetCisco Internet Protocol-based (IP) networking solutions are the foundation of networks that are an essential part of business, education, government and home communicationsCisco hardware, software, and service offerings are used to create Internet solutions that allow individuals, companies, and countries to increase productivity, improve customer satisfaction and strengthen competitive advantageThe Cisco name has become synonymous with the Internet, as well as with the productivity improvements that Internet business solutions provide. Cisco hardware, software, and service offerings are used to create Internet solutions
  2. 1> Command and Control to -> Collaborative2> John Chambers told his senior team that he would start measuring them on how well they collaborated. Rewarding Individual work 3> At Cisco, people worked in independent business units prior to 2001.He broke it into a functional organization.They are essentially cross-functional groups consisting of 10-15 managers who join a group to pursue a $1-billion-plus (board) or a $10-billion-plus (council) opportunity. Each group pursues a new market opportunity, such as collaboration software, connected homes, mobility. By now, these groups are pursuing a staggering 30 new business opportunities. 4> Chambers and his team invented a process. It's called Vision-Strategy-Execution. First, develop a vision: what does success look like in three years? Then develop a differentiated strategy: how can we win in this market? Then move to execution: who needs to do what over the next 12 to 18 months? This process has a huge benefit: a common language. That clarifies and speeds up work. People can concentrate on the creative part of work, not how to work. Process provides a script.5>Work is spread out geographically these days. For Cisco, with its 60,000 employees, that can be a nightmare when collaborating. To solve this, Cisco uses its own high-definition video conferencing system about 4000 times a week. Now people often meet virtually — that's faster and cheaper.
  3. The badge has the mission and values printed on it
  4. Recognizing the need for more female participation in high technology, Cisco has programs and resources to help women develop their skills as individual contributors, managers, and executives. Cisco actively leads and participates in activities within and outside the company.The Cisco Gay, Lesbian, Bisexual, Transgender, and Advocates Network (GLBT&A) embraces gay, lesbian, bisexual, and transgender (GLBT) individuals as part of the Cisco family. This Employee Resource Group (ERG) values these individuals for their contributions to the company and to their local and global communities.The Cisco Black Employee Network (CBEN) was created develop a dynamic environment for black employees that cultivates career growth, community involvement, and business excellence. The Cisco vision is to be a valued resource for new market opportunities in the global black community and for engaging top black talent into the Cisco leadership pipeline.
  5. Partnership is one of the pillars of growth for CiscoCisco’s social investment strategy focuses on empowering people with knowledge, specifically the practical skills that help them improve their standard of living and let them contribute more fully to their local communities and the global economyCisco has established a truly customer-focused culture throughout the organization and not just in the customer-facing departments. Everyone at Cisco is empowered to act on behalf of customers and acknowledge that we all have a role that impacts their behaviors and attitudes. Acting on customer input is what makes the difference in our successfully role of serving customers. Creating and managing the customer relationship is a company-wide task. Cisco as a whole defines and clearly communicates to every employee what it wants to be the basis of the customer relationship. “This is a culture where the customer comes first. If the customer has a problem, we drop everything”, Pete Solvik, Senior VP and CIO, Cisco.Crucial partnerships with industry-leading technology and integrator companies are managed at Cisco by the Strategic Alliances team to accelerate new market opportunities and deliver best-in-class products and solutions to our customers. Instead of the customer going out and trying to fit various solution pieces together, Cisco and its strategic alliance partners anticipate their needs and assemble those pieces. When the customer has an unmet need outside our area of core competency, we work with the respective technology units or functional line organizations to evaluate whether a partnership could help us to address that need.
  6. Customer satisfaction is the assessment as a continuous process – Questonnaries
  7. Provided line managers with online tools to access development history, stock options, promotions etc.
  8. “friends@Cisco” - This feature helped applicants to get necessary information about the work and departments at Cisco.Art fairs and annual events attracting Silicon Valley participants
  9. Strategic alliances to bring about business and technology change among customers
  10. lost accountability and creditability among shareholders and employees Work culture worked in growth market