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    Cisco in 2012

    Gulati, Ranjay ; Wagonfeld, Alison Berkley ; Silvestri, Luciana

    • Reference: HBS-413069-E

    • Number of pages: 29

    • Publication Date: Nov 28, 2012

    • Fecha de edición: Aug 20, 2014

    • Source: HBSP (USA)

    • Type of Document: Case

    • Industry Setting: Information technology consulting services

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    Description

    In 2012, Cisco was under intense pressure to show results: growth in its core business was decelerating and a number of exploratory ventures and acquisitions had not proven as profitable as expected. CEO John Chambers vowed to restore the company's health in a way that would support the agility and entrepreneurial mindset required to be successful in emerging sectors while continuing to achieve efficiency and profitability in Cisco's core business. In a world where technologies and customer segments were rapidly evolving, Cisco executives realized that their emphasis on working collaboratively through councils and boards (the company's staple organizational structure in the 2000s) might be impacting the Cisco's ability to be nimble and responsive. This case explores these challenges and Cisco's strategic and organizational response, with a particular focus on Cisco's comprehensive restructuring.

    Keywords

    Change management Efficiency Emerging markets Information management Information technology Organizational behavior Organizational change Performance management Product adaptation Restructuring Technology