The Analysis of Cisco Systems

1747 Words Dec 22nd, 2011 7 Pages
Wenmao Yang
MBA 610AE: Organizational Behavior
Professor Tammy MacLean
November 16, 2011
Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture

Introduction/General Problem Statement:

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
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Alternative Solutions: In such a situation, since the bad economic environment, it is not possible to keep the original structure to fit its culture. One possible method to solve this problem is to collect continuous customers’ feedback and to subdivide the feedback by different departments. The culture of Cisco is to keep paying attention to the customers, no matter the amount of resource. But the new structure made the whole resources of the company useless to satisfy customers. Thus, a good way to know what customers need is to collect the feedback from them. In the article How to Change a Culture: Lessons from NUMMI, the author told us that “those of us trying to change our organizations’ culture need to define the things we want to do, the ways we want to behave”.iv By collecting the feedback of customers, each Cisco’s employee could be clarified of what they need to do to satisfy the customers.
To make the feedback effective, Cisco should pay attention to two aspects. One aspect is to look for attitudes of the customers. Unlike the common survey of other companies, Cisco should constantly to collect the data and feedback from new customers. By this method, Cisco could have the newest tendency of the customers’ need. The other aspect should relate to the employees of Cisco. Just as in the article Leading by Leveraging Culture, the author says, “the strong culture

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