Cisco Systems has successfully pursued a strategy of acquiring emerging technology companies since the 1990s. Cisco developed capabilities in identifying winning startups and integrating acquisitions into its strategy and operations. A key element is Cisco's process for selecting and integrating acquisitions, which includes screening criteria, centralized marketing and customer contact, and standardized manufacturing integration steps. Cisco aims to quickly realize synergies from acquisitions. The 1998 acquisition of Summa Four aimed to enable new telephony applications, but posed integration challenges due to differences in testing systems and suppliers.
Cisco is a company that has grown through acquisitions. A look at the strategy they employ to acquire various company and post merger analysis along with the flaws.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Cisco is a company that has grown through acquisitions. A look at the strategy they employ to acquire various company and post merger analysis along with the flaws.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Cisco ERP Implementation and related results about Systems Integration.
Project Members:
Rohan Kumbhar, Chris Moss, Dhanesh Gandhi, John Hicks and Gouthami Gurram
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
This presentation is based on the Semco case study in which Ricardo Semler has shown radical leadership with wisdom and have a democratic and shared work culture in Semco where every employees are respected and are welcomed to provide innovative ideas for a successful business.
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
Strategy Statement
The NetIG’s objective is to be the global leader in the design, manufacturing and deployment of pre-terminated structured cabling solutions. The means for success is directly derived from understanding our customer applications, applying our innovative product offering, thereby delivering evolutionary success in their computing environments.
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Cisco ERP Implementation and related results about Systems Integration.
Project Members:
Rohan Kumbhar, Chris Moss, Dhanesh Gandhi, John Hicks and Gouthami Gurram
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
This presentation is based on the Semco case study in which Ricardo Semler has shown radical leadership with wisdom and have a democratic and shared work culture in Semco where every employees are respected and are welcomed to provide innovative ideas for a successful business.
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
Strategy Statement
The NetIG’s objective is to be the global leader in the design, manufacturing and deployment of pre-terminated structured cabling solutions. The means for success is directly derived from understanding our customer applications, applying our innovative product offering, thereby delivering evolutionary success in their computing environments.
The case describes the acquisition strategy of the US based networking giant Cisco Systems (Cisco), a company that by 2003 had acquired 80 companies. The case explains the methodology adopted by Cisco to acquire companies. This included evaluating the target company, determining its compatibility with Cisco and integrating the acquired company's operations with Cisco. The case also examines the measures taken by Cisco to integrate the cultures of the acquired companies with that of Cisco. The case also discusses the flaws in Cisco's acquisition strategy that led the company into financial problems in 2001. Finally, the case describes the revision made by Cisco in its acquisition strategy and the progress made by the company.
Cisco white paper on Merger and AcquisitionAnkit Uttam
The case describes the acquisition strategy of the US based networking giant Cisco Systems (Cisco), a company that by 2003 had acquired 80 companies. The case explains the methodology adopted by Cisco to acquire companies. This included evaluating the target company, determining its compatibility with Cisco and integrating the acquired company's operations with Cisco. The case also examines the measures taken by Cisco to integrate the cultures of the acquired companies with that of Cisco. The case also discusses the flaws in Cisco's acquisition strategy that led the company into financial problems in 2001. Finally, the case describes the revision made by Cisco in its acquisition strategy and the progress made by the company.
Kjell Rune Tveita_CIO perspectives challenges and business driversItera Consulting
Itera Partner Conference – the event in the open information exchange format.
A platform where we bring together people from our network to share
experience, to get new insights, expand network and be inspired to develop
new ideas for business opportunities in connection with nearshoring.
In this new digital era, enterprises need a next-generation packet broker that can deliver the right data to the right service assurance and security tools.
These slides--based on the webinar from leading IT research firm Enterprise Management Associates (EMA) and APCON--provide an overview of the technologies, features, and horsepower that enterprises should be looking for in a new network packet broker.
Whether you are new to network packet brokers or looking to refresh your existing investment, this event will offer valuable advice.
EDF2013: Keynote Knut Sebastian Tungland: We need to understand (our) dataEuropean Data Forum
Keynote Knut Sebastian Tungland, Chief Engineer IT at Statoil, at the European Data Forum 2013, 10 April 2013 in Dublin, Ireland: We need to understand (our) data
Crunching “Big Data” to Drive 2012 Revenue Growth: The 5 Myths of Sales & Mar...MarketBridge
The amount of data created last year could fill 75 billion fully loaded 16GB iPads which, if stacked on top of one another, would reach 339 miles into the air. The exponential growth of customer data means deep Sales and Marketing analytics are more than just an opportunity for improvement.
Increasingly, basic Sales and Marketing performance reporting has become a competitive necessity for companies just to maintain market position.
This presentation discusses the myths and "barriers" to creating powerful Sales
and Marketing analytics that can help you:
- Target your best customers
- Optimize marketing spend
- Increase sales conversions
- Improve retention and up-sell rates
Business develpment, the glue that ties everything togetherAshraf Osman
Business Development is the most fluid term in corporate world, no one knows exactly what their role is ... BD is the person who should know what is marketing, sales and service fulfillment ... this course is a winner , 3 days of fun, hard work and wealth of information.
Perancangan Diklat/Training Berbasis e-Learning di PerusahaanDjadja Sardjana
Konsep e-Learning telah berkembang dan mengalami perubahan yang sangat dramatis. Kini berkembang model e-Learning yang sepenuhnya berbasis ICT (TIK). e-Learning memberi peluang untuk dilaksanakan dalam berbagai modus, jenis, jalur, dan jenjang Diklat.
Pengembangan SDM Pertanian Berbasis TIK Dalam Rangka Mengantisipasi MEA (Masy...Djadja Sardjana
SDM Pertanian telah berperan aktif dalam berbagai peningkatan perekonomian dalam sebuah negara, tidak hanya di Indonesia, akan tetapi juga di negara-negara sedang berkembang.
Berbagai permasalahan sering muncul baik dari luar maupun dari dalam SDM Pertanian itu sendiri. Salah satu masalah internal adalah keterbatasan penguasaan pengetahuan.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Konsep, Model dan Pengembangan Knowledge Management & e-Learning di PerusahaanDjadja Sardjana
Modal manusia berhubungan dengan pengetahuan, keterampilan, kemampuan, dan pengalaman yang unik untuk seorang karyawan.
Sumber daya yang unik yang membedakannya dari sumber daya lainnya dari organisasi yang memberikan dasar dan bentuk dari keunggulan kompetitif.
Corporate Learning Toward Corporate University (Pembelajaran Menuju Universit...Djadja Sardjana
Corporate University menyelenggarakan aktivitas berupa pembelajaran dalam kelas maupun jarak jauh untuk pengembangan eksekutif, perencanaan suksesi, pengelolaan pengetahuan (knowledge management), perekrutan strategis dan orientasi, dan lain-lain
Bisa bersifat pembelajaran, pengetahuan, dan kebijaksanaan, baik secara individual dan organisasional.
Fokus utama kegiatan Corporate University adalah individual, tetapi organisasi juga mendapatkan proses pembelajaran
Peningkatan Kemampuan Mahasiswa Muslim Dalam Menghadapi Era GlobalisasiDjadja Sardjana
Globalisasi ==> Sebuah era yang tidak
dapat dihindari:
- Semua bangsa sedang bersaing
untuk menjadi yang terdepan
dalam era persaingan.
- Setiap bangsa dituntut untuk
memiliki daya saing yang tinggi
- Ditandai kemampuan SDM yang andal,
penguasaan pengetahuan yang tinggi,
dan penguasaan perekonomian global
TechnoEduPreneur 30 Mei 2013 Higher Education 21st Century Learning Djadja Sardjana
Future Paradigms in the Education:
- Strong impact of the birth of globalization will result in a change in management strategy of education and training
- For that requires knowledge of education and learning methods are new
- The structure of skills and knowledge to support changing lifelong learning and continuous learning that serves to prepare peoples to meet the demands or institution interests
Seminar TechnoEduPreneur 1 Juni 2013: "Tantangan dan Kesempatan Yang Kita Had...Djadja Sardjana
Untuk dapat bersaing dan cepatnya perkembangan teknologi serta perubahan life style, dibutuhkan tenaga kerja yang berkompeten.
Masalah utama pengangguran ditingkat sarjana atau lulusan perguruan tinggi:
- Rendahnya mahasiswa yang berminat membuka usaha dan mampu menciptakan lapangan pekerjaan.
- Peranan dunia industri/usaha dan UKM dalam melakukan kolaborasi dengan perguruan tinggi masih belum optimal.
- Pengelolaan bisnis UKM masih lemah.
Ethics:
Is the consensusally accepted standards of behavior for an occupation, trade, or profession
Morality:
Is the precepts of personal behavior based on religious or philosophical grounds
.
Law:
- Formal codes that permit or forbid certain behavior
- May of may not enforce Ethics or morality
Code of Ethics:
Specifies how an organization expects its employees to behave while on the job
Basic Concept of Strategy & Strategic Management Djadja Sardjana
“If you don’t know where you are going, any road will take you there.”~The Qur’an
“Management’s job is not to see the company as it is . . . but as it can become.”~John W. Teets
Manajemen Stratejik dan Manajemen Mutu Terpadu Bapinger UniversityDjadja Sardjana
Sesuai dengan tugas pokok dan fungsi, serta wewenang yang dimiliki, BAPINGER UNIVERSITY telah menyusun rencana strategis yang berorientasi pada hasil yang ingin dicapai selama kurun waktu 5 (lima) tahun yaitu tahun 2011 sampai tahun 2015. Rencana Strategis tersebut disusun dengan memperhitungkan potensi
yang dimiliki universitas, kelemahan yang masih dihadapi, tantangan dan peluang yang mungkin timbul. Dokumen ini menguraikan Rencana Strategis yang mencakup visi, misi, tujuan, sasaran serta cara pencapaian tujuan dan sasaran tersebut.
Policy Making and Decision Making in EducationDjadja Sardjana
What is Policy?
Decision makers, who are used to depending on their past experiences, must make decisions and take actions in the rapidly changing world we face today. In this turbulent environment, the ability to successfully view the current situation through the traditional "good judgment" viewpoint is weakened through increasing external noise (a multitude of information sources on multiple topics) and changing paradigms of how we think about social, cultural, organizational and economic issues, creating internal noise within our prevailing mental models. These noises skew our perception of what is really happening in the world. In addition to facing this constant flux, leaders are being asked to choose the path to the future as well as to explain exactly how they plan to get there. Before putting a stake in the sand, leaders begin by developing and testing hypotheses about possible scenarios, and then eliminate numerous courses of action until a small set of viable choices remain. Once the decision to act is made, the communication of the new initiatives begins. The results of these initiatives usually produce some expected behavior, but almost always, much to our surprise, our actions produce unexpected behavior as well, that once again changes our situation. And so it goes…
Kebijakan Pembelajaran Dengan e-Learning di Lembaga PendidikanDjadja Sardjana
Kebijakan Pengembangan Lembaga Pendidikan:
1. Kebijakan antara Lembaga Pendidikan, masyarakat dan pemerintah didasarkan kepada suatu keinginan proses peningkatan kualitas pendidikan dengan sumber daya yang ada.
2. Lembaga Pendidikan menangkap esensi kebijakan makro pendidikan untuk kemudian melalui proses perencanaan, harus merumuskannya ke dalam kebijakan mikro dalam bentuk program-program prioritas sesuai visi dan misinya
3. Lembaga Pendidikan menjadi mandiri tetapi masih dalam kerangka acuan kebijakan nasional yang memadai, memiliki tanggung jawab terhadap pengembangan sumber daya yang dimilikinya sesuai dengan kebutuhan belajar siswa dan masyarakat.
>>Penerapan Pembelajaran Dengan Media Baru tidak hanya menambahkan sesuatu, tetapi mengubah segalanya. Sistem baru biasanya melawan sistem yang sudah ada. Hal ini bersaing dengan waktu, uang, perhatian, prestise, dan pandangan dunia pendidikan<<
ICBEM2012: Knowledge Management for Small and Medium Enterprises to Win the C...Djadja Sardjana
Small medium enterprises (SMEs ) has been an active part in various improvements in the economy in a country. Globalization is an era that is inevitable. Today, all nations are competing to be the leader in the era of competition. One way is to create competitiveness through the implementation of Knowledge Management in SMEs . To go on such a needed institution building measures approach towards SMEs to understand the problems of the mastery of knowledge to businesses, especially those related to knowledge management efforts.
Management Creativity and Its Form: Lecture on Corporate CreativityDjadja Sardjana
The concept of creativity has been around long before management speak in many disciplines (the term has16th century etymological origins). For example:
# In Mathematics – as the art of making useful combinations from an almost infinite number of possible useless combinations
# In Philosophy – especially connected with serendipity (which is
not pure luck or chance) but results from identifying 'matching
In Philosophy – especially connected with serendipity (which is not pure luck or chance) but results from identifying 'matching pairs' of events that are subsequently put to practical use.
Baudrillard uses the analogy of the billiard game – playing off the cushion – to characterise the rebounding and richocheting nature of actions and ideas.
# Business examples of such a process can be found under the topic “innovation” and include the invention of the Swatch (new combinations or “pairings” of technologies developed in other
industries).
Process of Creative Regeneration: Lecture on Corporate CreativityDjadja Sardjana
Process of Creative Regeneration:
Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association.
Creative Management: Lecture on Corporate CreativityDjadja Sardjana
Creative management aims to transform
organisations through changing the way they are run, by trying to open up the climate and management style, increase participation and grant employees more freedom as to how things are accomplished, e.g. new product
development.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2. Case Facts: Company Profile
History :
• Started in 1984 by 2 Stanford graduates: Sandra
Lerner (Stanford Business School), Leonard Bosack
(CS Department)
• 1987: First round of venture finance by Sequoia
Capital of USD 2.5 million, 10 employees (Sandra –
VP Customer Services, Len – CTO, CEO from outside
for 6% stock option)
• IPO in Feb 1990, value of $ 222 million Founders
sell their 67% stake back to the company
• Large customers: Enterprise & Service providers
• CEO (John Chamber) spends 50% of his time with
customers
8/17/2005 DASMR - STMB Biztel 2
3. Case Facts: Company Profile
Products :
• Routing
• Switching
• Home Networking
• IP Telephony
• Optical Networking
• Security
• Storage Area Networking
• Wireless Technology
• Access
• Network Management
• Service
8/17/2005 DASMR - STMB Biztel 3
4. Case Facts: Cisco's Business Strategy
• Assemble a broad product line in order to provide customers one-
stop shopping for networking solutions.
• Systematize the acquisition process.
• Define industry-wide software standards for networking equipment.
• Pick the right strategic partners.
8/17/2005 DASMR - STMB Biztel 4
5. Case Facts:
Cisco's Merger & Acquisition Strategy
Have highly
centralized
7 marketing and
customer contact.
Plug the acquisition 1
into a powerful
market access
infrastructure, Decentralize
releasing untapped on research
potential. and upstream
parts of
product
development.
6 2
Emphasis on
speed.
5
3
Identify
leaders in
areas where
Cisco does not
Develop repeatable have a strong
process of acquisition 4 Assess
multiple deals enough
evaluation, due presence
diligence, and through the
integration Bus-Dev
8/17/2005 DASMR - STMB Biztel
function. 5
6. Case Facts:
Strategy Innovation Outsourcing
• Keep the core to yourself, outsource almost
everything else to alliance partners
– Networking standards (MPLS, OSPF)
– Designs and algorithms
– Manufacturing
– Selling
– Logistics
– Training
8/17/2005 DASMR - STMB Biztel 6
7. Case Facts:
Strategy Innovation M&A
• Inorganic growth through acquisition makes
sense as market evolves too rapidly
• New technology start-ups market share
enhancement
• Process :
Identify (Due Diligence)
Acquire (Deal making)
Merge, assimilate (Post Acquisition Integration, with
“grafting” of new people)
• 1993 onwards >70 companies acquired
• 1997 acquisition of Stratacom for $4.4 billion
• 1999 acquisition of Cerent Corp for $7 billion
8/17/2005 DASMR - STMB Biztel 7
8. Case Facts:
Processes and Organizational Culture
• Fully networked organization
• Outsourcing, extended supply
chains
• Brand consciousness –
– certification (CCNA, CCIE, CCDP etc.)
– “Empowering the Internet Generation”
slogan
• 32000 people, USD 20 billion
revenue, still manages to keep
entrepreneurial culture
• Truly transnational
8/17/2005 DASMR - STMB Biztel 8
10. Cisco's M&A strategy today
Silicon Valley Watcher Interview on March 07, 2005:
Dan Scheinman, Cisco's head of M&A and corporate PR
• The downturn reset everything, there was no longer any need
to rush, Cisco could go back to basics and take its time making
acquisitions.
• In the late stages of the bubble, there was a lot of pressure to
make acquisitions because of the risk that a company would
IPO and get a huge valuation and that would increase Cisco's
acquisition costs in the future. Cisco learned to slowdown, to
wait and have discipline. The trick is to find companies at the
right inflection point in their business when customers are
beginning to vote with their money.
• He admits that he hasn’t picked all winners so far, out of the 15
acquisitions he has made. But new businesses are ahead of
plan and produced $1.3bn in annual revenues versus a forecast
of $1.2bn. He thinks Cisco might need to move a bit faster in
making acquisitions this year.
8/17/2005 DASMR - STMB Biztel 10
15. Mandatory Manufacturing Integration
Steps
1. ASSIGN EACH OF THE ACQUIRED
COMPANY’S PRODUCTS A NEW CISCO
PRODUCT NUMBER
2. RE-CREATE THE BILL, OF MATERIALS
IN CISCO’S MRP DATABASE.
3. CONVERT THE ACQUIRED COMPANY
TO CISCO’S MRP SYSTEM.
4. CONVERT THE ACQUIRED COMPANY
TO CISCO’S AUTOTEST SYSTEM.
5. EVALUATE SUPPLIERS.
6. CONVERT TO CISCO’S OUTSOURCING
MODEL
7. DETERMINE PRODUCT LIFECYCLES
8. EMPLOY AN ACCEPTABLE DEFECT
REDUCTION PROCESS
9. ADOPT CISCO’S FORECASTING
METHODOLOGY
10. ADOPT CISCO’S NEW PRODUCT
INTRODUCTION (NPI) METHODOLOGY
8/17/2005 DASMR - STMB Biztel 15
17. THE SUMMA FOUR ACQUISITION
• Summa Four is a leading provider of programmable
switches which will enable Cisco to offer value-
added telephony applications to new and existing
service providers as well as extending these
services to a voice-over-IP (Internet Protocol)
infrastructure.
• Due to the deregulation of the telecommunications
industry, service providers were in a fierce,
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 July 1998.
8/17/2005 DASMR - STMB Biztel 17
18. Summa Four Acquisition SWOT
• Project Alpha was still in the development phase at
the time of the acquisition, and over a year away
from product launch Key reason behind Cisco’s
interest in Summa Four.
• In September of 1998, the idea of being acquired by
Cisco was still very new to Summa Four’s
employees, but their exciting.
• Summa Four’s plant compared favorably to many of
the other plants that Cisco had acquired. However,
the plant used a homegrown, PC- based test system
that was far less automated than Cisco’s Autotest
system.
• Summa four purchased approximately 5,000
individual parts from 250 suppliers, 85 of whom were
new to Cisco.
8/17/2005 DASMR - STMB Biztel 18
19. Strategic Questions
1. Identify what are the most important elements (criteria,
processes, specific actions, etc.) of Cisco’s approach to
selecting and integrating acquisitions. For each of the
elements have identified, describe why it is important
(what is its purpose?), and specify whether characterize it
as typical (conventional practice by companies doing
technology acquisitions) or unusual?
2. How would improve Cisco’s acquisition selection and
integration process? What is missing? What would add or
modify? Why?
3. What are the specific challenges of the Summa Four
acquisition? Does the Cisco process adequately address
these challenges? Why or why not?
8/17/2005 DASMR - STMB Biztel 19
20. Conclusion
• Acquisition of winning external variations is the strategy that
Cisco Systems has successfully pursued throughout the
1990s.
• Cisco was able to quickly observe which technology-based
variations in the external selection environment were
successful and to use its highly valued shares to acquire
these emergent winners.
• Cisco developed a distinctive competency related to
integrating acquisitions into its strategy-making process.
• The integration task was probably facilitated by the fact that
these were by and large young, relatively small companies –
sometimes encompassing mostly a product team of
scientists and engineers – with little institutional history and
still inchoate cultures.
8/17/2005 DASMR - STMB Biztel 20
21. Conclusion (Cont.)
• Cisco jump to next paradigm through acquisitions.
• Cisco M&A Due Diligence includes non-financials
• Post M&A integration is classic example of
Knowledge Management, the forging of networks
across business units
8/17/2005 DASMR - STMB Biztel 21
24. Recent News : August 8, 2005
Reuters: Cisco Mulls Buying Finnish Phone Maker Nokia
LONDON (Reuters)—Cisco Systems Inc. is considering buying the
world's top mobile handset maker Nokia in a bid to gain its wireless
infrastructure technology, the Business newspaper reported on
Sunday.
The paper, which did not reveal the source of its information, said
U.S.-based Cisco had traditionally concentrated on acquisitions of
niche technology players, but its Chief Executive John Chambers
is believed to be interested in merging with a wireless
infrastructure company.
"Nokia has been identified as the most likely target," the paper
said.
Cisco, the largest maker of Internet equipment, is worth around
$123 billion, while Nokia's market value is around $71 billion.
The paper said Cisco's mainstay networking market was fast
changing with the convergence of fixed-line and wireless networks,
and Cisco needed a merger to acquire the technology to create
intelligent wireless applications, which Finnish-based Nokia could
provide.
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25. Strategic Thrust
Strategy
Strategic Thrust
Hardware Software
Framework of Strategic Thrust (Product-Market Focus), with hardware levers such as structure,
(
control and incentive systems, and software such as people mix and culture Johannes M. Pennings )
8/17/2005 DASMR - STMB Biztel 25
26. Organizational and Political Processes
Strategy Strategy
M&A Framework
Strategic thrust Strategic thrust
of The firm of the acquired
company, e.g. ???
Resources Processes& Resources Processes
values & values
Normative Normative
claims claims
Conflictory, creative process
Strategy
New Strategic Thrust
Resources Processes
& values
8/17/2005 DASMR - STMB Biztel 26
27. Value Creation
Integration Lost Sub- Cost
costs customers total synergies
Cross-
sell
Systems
Marketing
Consultants Head office
Operations
8/17/2005 DASMR - STMB Biztel 27
28. Value Creation
Organizational
Self-sufficiency Strategic Complementarities (Synergy)
LOW HIGH
HIGH Conservation Symbiosis
LOW Acculturation
8/17/2005 DASMR - STMB Biztel 28
29. Post-Acquisition Combination Process
DISPOSE
FIRM A
POOL OF KEEP
RESOURCES
AND
CAPABILIES KEEP
FIRM B
DISPOSE
SCREENING 0 INTEGRATION RESOURCE
EVALUATION AGREEMENT PLANNING/DECISION REDEPLOYMENT/
NEGOTIATION TO PURCHASE MAKING CAPABILITY ASSEMBLY
Combination
Combination
SELECTION
DUE DILIGENCE
8/17/2005 DASMR - STMB Biztel 29
30. Post-Acquisition Replication Process
DISPOSE
FIRM A
POOL OF KEEP
RESOURCES
AND
CAPABILIES KEEP
FIRM B
DISPOSE
SCREENING 0
INTEGRATION RESOURCE
EVALUATION AGREEMENT PLANNING/DECISION REDEPLOYMENT/
NEGOTIATION TO PURCHASE MAKING CAPABILITY TRANSFER
Replication
Replication
SELECTION
DUE DILIGENCE
8/17/2005 DASMR - STMB Biztel 30
31. Linking Stage of Emerging Technology,
Uncertainty and Alliance Strategy
HI
Technological
and Market
Uncertainty
LO
Time
Window Options Positioning
8/17/2005 DASMR - STMB Biztel 31
32. STRATEGIC PERSPECTIVES
• WINDOW STRATEGY
– Objectives: Track technologies, learn
what they mean, stay in the flow of ideas
– Key success factors: ability to learn,
absorb new information
– Key hazards: misapplication of
performance measures, protecting own
proprietary knowledge
8/17/2005 DASMR - STMB Biztel 32
33. STRATEGIC PERSPECTIVES (Cont.)
• OPTIONS STRATEGY
– Objectives: Create new options for the
firm, build a capability platform
– Key success factors: Build a combination
of people, routines, and assets that can
be scaled up or down
– Key Hazards: Reluctance to shift quickly
after investing
8/17/2005 DASMR - STMB Biztel 33
34. STRATEGIC PERSPECTIVES (Cont.)
• POSITIONING STRATEGY
– Objectives: Scale based advantages, market
segmentation, creating a customer base
– Key Success factors: Positioning versus
industry structure and customer preferences,
scalability
– Key Hazards: Retain key talent that grew up in
the window or options stage, managing cultural
differences and tension between those who
seek efficiency and those who are following
innovation
8/17/2005 DASMR - STMB Biztel 34