In 2012, Cisco was under intense compulsion to represent results: increase in its core business was decelerating and several acquisitions and exploratory ventures had as unprofitable as expected. CEO John Chambers vowed to restore the well-being of the company's in ways that will support meanwhile persisting to gain efficiency and profitability in the Cisco's core company the agility and entrepreneurial mindset needed to be successful in emerging sectors.
In a world where technologies and customer sections were rapidly evolving, Cisco executives understood that their prominence on working collaboratively in the course of councils and boards (the organization's basic organizational structure in the 2000s) might be impacting the Cisco's ability to be nimble and responsive. This case explores the tactical and organizational response of Cisco and these challenges, with a particular focus on Cisco's complete restructuring.
PUBLICATION DATE: November 28, 2012 PRODUCT #: 413069-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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