Amritha   Inderpreet   KomalMayur      Bindi       Apratim
   Founded in Dec, 1984   “Best 100 Places to Work for 8 Consecutive Years”   Worldwide leader in networking for the In...
   Entry   “John T. Chambers”
   Changed the Leadership    Style   Changed Incentives   Changed Structure   Changed the work culture   Used Social ...
   Employee involvement   High Level of Trust   Decision Making Team   Employee    Empowerment   Absence of    Microm...
   „Work/Life‟   Flexible schedules and    paid time-off   Frugal Spending   Perks and Incentives   Fun loving enviro...
   Connected Women (CW)   Cisco    Gay, Lesbian, Bisexual, Trans    gender, and Advocates    Network (GLBT&A)   Cisco B...
Net Income (in USD millions)                                                    Recorded losses in                       ...
S                         Social investment strategyP   Within 15 years Cisco bought 14 companies at investment of $5.5 bi...
   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    h...
   HR transactions done online   Provided line managers with    online tools   More than 40,000 pages on    web for int...
   Find candidates     Frugal     Not obsessed with status     Future - enthusiasts of the internet   Passive applica...
   Competencies through acquisitions   R&D investment of $3 billion to be a Leader in    Technology Innovation   Strate...
   Market Saturation -    Share price fell from    $70 to $17   Innovative technology    – Cisco unable to    cope up  ...
   Organizational work    culture should evolve as    per external factors   Work culture and policies    doesn‟t work a...
Cisco’s Organization Culture
Cisco’s Organization Culture
Cisco’s Organization Culture
Cisco’s Organization Culture
Cisco’s Organization Culture
Cisco’s Organization Culture
Cisco’s Organization Culture
Cisco’s Organization Culture
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Cisco’s Organization Culture

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  • 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
  • 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.
  • The badge has the mission and values printed on it
  • 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.
  • 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.
  • Customer satisfaction is the assessment as a continuous process – Questonnaries
  • Provided line managers with online tools to access development history, stock options, promotions etc.
  • “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
  • Strategic alliances to bring about business and technology change among customers
  • lost accountability and creditability among shareholders and employees Work culture worked in growth market
  • Transcript of "Cisco’s Organization Culture"

    1. 1. Amritha Inderpreet KomalMayur Bindi Apratim
    2. 2.  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
    3. 3.  Entry “John T. Chambers”
    4. 4.  Changed the Leadership Style Changed Incentives Changed Structure Changed the work culture Used Social Media Tools
    5. 5.  Employee involvement High Level of Trust Decision Making Team Employee Empowerment Absence of Micromanagement Authority, Responsibility and the Accountability Cisco culture badge
    6. 6.  „Work/Life‟ Flexible schedules and paid time-off Frugal Spending Perks and Incentives Fun loving environment Recreational activities
    7. 7.  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)
    8. 8. Net Income (in USD millions)  Recorded losses in 4,401 2001 during the dot 3,578 com bubble burst 2,6682,023 1,893  Bounced back with net profits in 2002 -1,014  Industry observers1999 2000 2002 2003 2004 attributed this 2001 comeback to the organization culture
    9. 9. S Social investment strategyP Within 15 years Cisco bought 14 companies at investment of $5.5 billionI “We strive to be a best in class resource for Ciscos 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
    10. 10.  Customer comes first Customer feedback Customer satisfaction Identifying problem area Customer Loyalty
    11. 11.  Focus on growth Regular support with executive and personnel through Intranet Birthday breakfast, new hire session with Chambers Transparent communication Set examples
    12. 12.  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
    13. 13.  Find candidates  Frugal  Not obsessed with status  Future - enthusiasts of the internet Passive applicants Websites like and “friends@Cisco” Art fairs and annual events
    14. 14.  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
    15. 15.  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
    16. 16.  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
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