American Multinational Technology, headquartered in San Jose, designs, manufactures, and sells networking equipment. Cisco's IT organization needed focus, so engaged NAIS to identify areas for change. NAIS conducted an assessment and outlined a remediation plan to achieve goals. Cisco switched from a "silo-based" structure to Cisco's own "lifecycle business model" comprising six phases, which involved restructuring teams. This improved metrics like reducing incidents from 150 to 70 per quarter and outages from over 1000 hours to 300 hours.

2. American Multinational Technology
Head quartered in San Jose, California
Designs, Manufactures & sells
Networking Equipments, Cisco IOS
Founded in 1984 by Leonard Bosack,
Sandy Lerner.

3. Use of traditional method-
“SILO BASED ORGANIZATION
STRUCTURE”
This lead to duplication of effort & lack of focus
at CISCO.
So, what does this SILO mean??

5. CISCO IT’S NETWORK and Data
Center Services (NDCS) organization needed
“focus.”
To leverage Cisco and industry
network leading practices to achieve a
highly available, reliable operations
infrastructure

6. NDCS engaged NAIS to identify the
areas that needed to be changed and
recommend how to proceed .
Operational Risk Management
Analysis (ORMA)was done by NAIS to
mitigate operational risk and network
complexity

7. NAIS begins the process by
interviewing business and IT leaders and
senior engineers, and then gathers technical,
process, tools, and organizational documents
and templates.
After an assessment, NAIS outlines a
detailed remediation plan to achieve business
and availability goals, and prepares an
achievable vision and roadmap.

8. Decided to think outside of the
traditional IT BOX
Restructure the organization to
accommodate the rapidly changing IT
needs.

9. Switched to CISCO’S OWN
“LIFE CYLCE BUSINESS MODEL”.
With more than 400 employees
in NDCS, this was a substantial
restructuring.
The Cisco lifecycle methodology
comprised of six phases

11. The change involved moving some resources
from the former Engineering and Operations teams
to the new Implementations team.
This was a key component of the restructuring
and presented the opportunity for the new
Operations team to focus without the distraction of
deployments.
As well, other NDCS team members were able
to concentrate on their specific areas of expertise.

12. Before using the lifecycle methodology, NDCS
had:
•An average of approximately 150 client-
impacting incidents per quarter
•Total impacting outage duration of 1000-
plus hours per quarter
•A defective root cause percentage
consistently above 40 percent.

13. The Cisco lifecycle methodology now provides
a focus on operational excellence with these
results:
•Incidents have decreased to approximately
70 per quarter
•The total impacting outage duration has
been reduced to 300 impact hours per
quarter
•The defective root cause percentage is now
consistently below 10 percent