Analysis Of Cisco 's Corporate Culture, Strategy And Restructuring Activity Essay

We have been engaged in business for some time, and have been very successful, however we need to re-examine our network configuration and infrastructure and identify that our network defenses are still reliable, before we make any changes. We need to take a hard look at our current configuration of host, services and our protocols within our organization. Data from a large number of penetration tests in recent years show most corporate networks share common vulnerabilities. Many of these

1) What has Cisco done to maintain its unique culture? What are the pros and cons of doing so?

Doug Allred was Vice President of Customer Advocacy organization of the Cisco’s corporation. This organization was erected to consolidated all functions that directly touched the customer but sales to provide high-quality customer service. Since August 2001, the IT market turned down and brought severe challenges to Cisco as the company had to lay off 18% of its employees and reorganized its structure, transforming from decentralized organizational structure with three business units to centralized organization. However, these changes stabilized the volatile situation of the economy but threatened Cisco’s customer focus, a

Cisco implement a customer self-service which allowed customers to basically help themselves with their problems. By making it so that they could input data into the database, they were able to diagnose their own problems and fix them from home. Doing this contributed a lot to Cisco’s success because customers new that if they needed a problem solved, they wouldn’t have to wait around for days and sometimes even weeks to get help.

Cisco is clearly the one of Information Age companies. Cisco gives the priority on the Information Technology. In the case study, Cisco adopted strategy of systematic acquisitions and strategic partners, which proof that Cisco focuses on cooperated information. Cisco also concerned about standardization, flexibility, extensibility, and scalability. The decisions that Solvik and his team made during this case trends to emphasize how more Cisco becomes closer to the definition of Information Age company. They applied internet and intranet which is not so popular at that year for employee self-service, communication and distance learning, customer

They know that growth is lacking and that in order to survive, DMC must alter course now. Senior leadership needs to determine which market segment to pursue, and how this strategy may or may not affect other areas of the company including, but not limited to: Human Resources, Manufacturing and Distribution. Senior leadership must also be aware that any change in strategy will influence I.T. also. While IT is a broad-minded team willing to offer up technical solutions to advance product development and sales, their budget, as well as other departments has been inhibited over the course of current recession and the inconsistency of returns to the company.

The company has developed a top-down structure and is basically organized by the top management. The top management is not the “stereotypical” group of businessmen. These people value each and every employee of the company. Even the CEO and co-founder “Jim” doesn’t try to distance himself from the rest of the staff. His name tag simply says, “Jim”, no pretense of authority at all, just “Jim”.

This paper will be written as a two segment paper that will discuss the espoused values and beliefs of the CVS Health Corporation (CVS) and the espoused values and beliefs of the South West airlines Company. Additionally, the CVS Corporation and Southwest Airlines Company’s (SWA) organizational cultures will be analyzed. The analysis of both organizations' cultures will include, the exploration of the physical characteristics of their respective corporate headquarters and what these features portrays to consumers as well as investors. Additionally, the paper will evaluate the availability of public documents that are instrumental in capturing the different cultures within the CVS Health Corporation and the Southwest Airlines Company. Furthermore,

In 1983, Costco Wholesale Corporation, the fourth-largest retailer in the United States, was founded by former Price Club executive, Jim Sinegal, and lawyer Jeffrey Brotman. Costco focuses on selling products at low prices in bulk packaging and focuses mostly to large families and small businesses. They sell products like flat-screen TVs, gallon jugs of mayonnaise, and coffins. Costco operates 556 stores worldwide: 405 in the United States, 77 in Canada, 31 in Mexico, 21 in the United Kingdom, 9 in Japan, 7 in South Korea, 6 in Taiwan, and 1 in Australia. Costco employs 140,000 employees and accumulates $70 billion in annual sales. It became the first company to rise from zero to $3 billion in sales in less than six years, and reached

After reading the article “Geeks in Toyland” by Brendan Koerner, I realized the importance of organizational culture to connect the customers to the company. This article talks about the corporate culture and leadership style of Soren Lund (Mindstorms product director). He was asked to come up with a new version which is not a ‘slightly improved’ model, but to create something completely different. Each company has their own corporate culture. During my research, I came across a similar article that talks about the corporate culture and leadership style of America’s most successful company, Apple Inc. The Fortune magazine article “How Apple Works: Inside the World’s biggest startup” by Adam Lashinsky explains how big company such as Apple Inc. really operates. By the time he’s finished, you’ll probably still want to buy Apple products, but you may not want to work for the firm.

It’s no secret that IoT, BYOD and mobile access have made these endpoints one of the most concerning network security gaps. As these devices continue to saturate the market, organizations are struggling to balance the productivity gains these devices deliver, against the security risks. There is no place where this risk is more pronounced than in organizations that are part of a nation’s critical infrastructure.

From incorporation in 1984 until around 2004, Cisco monopolized the industry of commercial routers and networking products. However, competition from rising giants like Juniper Networks Inc. (JNPR), Nortel Networks Corp (NT) and to some extent also Alcatel-Lucent (ALU) has given Cisco growing competition. Cisco is now in a position where competition drives its operating practices and inspires constant improvements in areas such as customer service and sales/marketing in order to maintain its market leadership. Though Cisco has lost market share to rising competitors, overall outlook remains good with new product lines set for production.

Cisco Systems is a global market leader and innovator of computer communications and networking solutions. Established in the 1980’s, the company rapidly developed into the world’s greatest manufacturer of internet routers and was/is a foremost provider of commercial communication network devices. The aim of this case study report is to create an understanding of Cisco’s historical international business activities as well as explore their recent and current developments in international business management. The ‘Recent Development’ section details both Cisco’s main strategy of Acquisitions and how the company has operated under and coped with new management.

Corporate culture is a key component to the success of Starbucks. When looking at the seven dimensions of corporate culture (fn textbook pg 338) Starbucks emphasizes Team and People Orientation along with Innovation and Risk-Taking and pose less emphasis on a competitive environment or an outcome oriented approach. (see appendix c) In order to ensure a strong corporate culture Starbucks utilizes innovative and simple ways to ensure the key values are deeply held and widely shared. (fn) By visiting up to 40 stores weekly by the CEO Richard Schultz, creation of Starbucks Broadcast News to convey company news, or administering an “attitude survey” every 18 months to all employees they ensure the company and its partners (employees) are connected. (fn textbook)

Jim Heal of Hewlett-Packard, Inc (HP) and Mike Thomas of Cisco Systems, Inc (Cisco) were both leaders of strategic alliance management teams that were formed in early 1997. Both teams were created to help facilitate the strategic alliance that was formed between HP and Cisco. As with all alliances, a wide variety of issues and challenges emerged that had be to be resolved and it was the purpose of the alliance teams to solve such issues. Beginning in February 2002, a formal contract to expand the HP and Cisco alliance was being negotiated and it was during this time that several important challenges emerged that would require the full attention of Mr. Heal and Mr. Thomas.