Growth and Innovation

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Inder Singh; Cisco VP, Corporate Portfolio Management, Long-Range Planning, Mergers & Acquisitions.

http://blogs.cisco.com/author/inder%20singh/
https://twitter.com/#!/CiscoInderSingh
http://about.me/indersinghcisco
http://www.flickr.com/photos/cisco_pics/sets/72157627062481756/

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Growth and Innovation

  1. 1. Growth and InnovationInder SinghVice President Corporate Portfolio Management, Long-Range Planning, and Mergers & Acquisitions Haas Business School Tech Speaker Series November 29, 2010
  2. 2. AgendaWhy Innovation MattersEnabling InnovationPortfolio FrameworkQ&Atexttext
  3. 3. A World in Transition 100 new cities with one million residents by 2025 300M connected devices in ~2001, growing to Billions in next few years Innovations for Emerging Mkts Likely to Disrupt Many people get Internet or a phone, before running water At Least 3 Key Implications for TechnologySource: Connecting Cities: Achieving Sustainability Through Innovation Nicola Villa and Wolfgang Wagener, Cisco IBSG
  4. 4. 1) Video & Collaboration Video could rise from 4% today, to >64% of carrier traffic next few years
  5. 5. 2) New Consumption Models Cloud Web Client Server MinicomputerMainframe Data Center capex shifting towards virtualization and cloud
  6. 6. 3) Reverse Innovation “Built for Developing World, Sold Back into Developed”
  7. 7. Innovations Often Disrupt Incumbents High End DisruptivePERFORMANCE Innovation Low End TIME Christiansen, Clayton: “The Innovator’s Dilemma”
  8. 8. A Broad Approach to Innovation Develop Partner with Other New Technology Companies Start New DesignBusiness Models New Products Pursue Investments Acquisitions
  9. 9. Weighing Competing Investment Needs OPPORTUNITIES … DEMAND… & ...SUPPLY • Deal 1 M&A • Deal 2 • Deal 3 GAP 30 Market • Smart GridAdjacencies • Cloud • Video • Stock buybacks Capital • Dividends • Routing Core • SwitchingBusiness • Architectural approach Investment Available Requests Capital
  10. 10. AgendaWhy Innovation MattersEnabling InnovationPortfolio FrameworkQ&Atexttext
  11. 11. Internal Venture FrameworkFind Graduate Filter Accelerate Incubate InitiateIdeas Eliminate Business Unit Formed
  12. 12. Agenda Why Innovation Matters Enabling Innovation Portfolio Framework Culture text textPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 12
  13. 13. Targeting a Balanced Corporate Portfolio Product Extensions Current 1 2 3 Business Newer BusinessesAdjacencies 4 5 6New Markets 7 8 9 1–2 years 2–3 years 3+ years
  14. 14. Long Range Planning Process Business Strategy Operations Strategy PortfolioEnvironment Final Plan Onsite I Review Onsite II Exchange Review  Understand  Long-term  Portfolio  Updated  Key strategic  Final P&L and business business performance strategies decisions investments environment strategies deep-dives  Council/  Alignment  Communicate  Identify top  Strategic  Business Function finalization funding “trends” and growth momentum alignment decisions Cisco wide scenarios updates readouts imperatives
  15. 15. Investment Scenario are Modeled Data not actual
  16. 16. Cisco Priority Assessment Dashboard -- A Management Framework CPAD is used to manage identified Cisco corporate adjacencies in their early life cycle. CPAD Steering Committee
  17. 17. CPAD Overview Fully Managed Jointly Managed Monitor THE CHASMRevenue Growth Phase Phase 2 Phase 3 Phase 4 Phase 5 1
  18. 18. Managing Investment with CPAD 0 1.1 1.2 1.3 2.1 2.2 2.3 3.0 THE CHASM Broader Adoption Many Production Customers Productize Early Customers Biz Case Prototype Commit Adjacent Direct Invest Check Points Phase 1 Phase 2 Phase 3 6 12 18 24 30 36 42 48 Months© 2010 Cisco Systems, Inc. All rights reserved. 18
  19. 19. AgendaWhy Innovation MattersEnabling InnovationPortfolio FrameworkQ&Atexttext

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