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In addition, Cisco launched their first e-commerce website during this period which quickly grew in importance and also provided opportunities for the company to learn extensively about how their products and services would compliment their customers' e-commerce strategies as well. Cisco also concentrated on marketing through the web and supporting the first iterations of Virtual Private Networks (VPN). In short, the ERP and Web-enablement strategies led to many valuable lessons learned for Cisco in creating their new generation networking products.
To what extent does it contribute to the Cisco strategy?
As is the case with their strategic infrastructure plan Cisco defined for the realigning of systems, Cisco also views it as an enabler of business processes first, and a utility second. It is seen as a business process enabler and expected to know not only the key technologies for streamlining processes, it is also expected to know how best to redefine the processes themselves. The concept of it as business analysts who can redefine any number of processes and then re-align...
Since their success with this approach, it has been emulated widely throughout many industries.
How would you characterize the role of Pete Solvik as CIO? To what extent do you think this affected the success of the projects?
Pete Solvik is an atypical CIO because he first focused on being a strategist, looking at how it could deliver greater value to the line-of-business objectives first. He is also focused first on the strategic infrastructure plan from the standpoint of how to ensure that line-of-business strategies stay in place yet the centralization of data brought about the ERP installation leads to a more responsive and market-driven company. Pete Solvik's role is also unique from the standpoint of concentrating on the methodology of acquisitions Cisco used very successfully during the period of time of this case study. Mr. Solvik was responsible for integrating these acquired companies into the company, further extending his role as a business strategist over being a pure technologist.
Cisco began its acquisition spree in 1993 with the purchase of Crescendo Communications Inc. (Cisco, 1993). The purpose of this acquisition was to acquire a product that Cisco's customers wanted, but that Cisco did not at the time provide. Over the rest of the 1990s, Cisco focused on that type of expansion, totaling 71 acquisitions and a massive growth in the size of the company both in terms of revenue
Cisco Network Topologies and LAN Design Cisco network topologies and LAN network designs are vital internet platform for business activities as well as communication. In line with this, these network infrastructures makes the relaying of information from one source to another via the Internet easier for millions of individuals located in different parts of the universe. In analyzing these network infrastructures, the paper conducts a case study on growth and usage
Cisco SWOTS A Discussion of Cisco Systems SWOTS Strengths Weaknesses Opportunities Threats Cisco Systems is a company that has been in business for the past 25 years and they have grown from the basement of a few visionaries from Stanford University into the largest computer networking company in the world. The business model that they have put together has allowed the company to thrive despite many threats which have caused the demise of lesser companies. However,
Cisco Systems Culture Organizational Goals for Recruiting and Retaining Employees Cisco is a company that has a high rate of retention on its employees. According to Yves Lermusiaux, in his Recruiting at Cisco, the company's highest turnover rate in the 90s was 7.3%. In 1999, it only has 6.3% of turnovers. Randall Birkwood, Cisco's Director of Employment, states the following formulas with regards to retaining employees (Lermusiaux, 2000). The right culture for Cisco's
Cisco Systems: Firm Strategy and Internal Strengths. Cisco Systems, the self-proclaimed "worldwide leader in networking for the Internet," has dominated similar firms in its industry. As Wall-Streets' beloved stock and an essential stock in any investor's portfolio, with over 35,566 employees worldwide and boasting revenues totaling 22.2 billion in the previous fiscal year the company aims to ensure that networks both public and private operate with maximum performance, security, and flexibility. As
Cisco has "bought 36 companies, including WebEx, a Web meeting specialist, for $3.2 billion…Cisco also picked up PostPath, a maker of e-mail software, and Jabber, a leader in corporate instant messaging" (Vance 2008). At present, unified communications is a small part of Cisco's annual revenue, but one it intends to grow. Another ambitious venture it intends to embark upon within the next few months is its introduction of a computer