Columbia College Cisco Structure Organizational Theory Presentation

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oratzb

Business Finance

Columbia College

Description

Read the integrative case Cisco Systems: Evolution of Structure. Conduct research beyond the textbook and provide in-depth analysis of the case. You will be taking on the role of an outside consultant providing information to Cisco’s leadership team. Create a PowerPoint Presentation (15 – 20) slides with in-depth notes that address the following:

  1. Create a simple organization chart in both the Cisco 1 and Cisco 2 periods. Did the change to Cisco 2 structure alleviate the problems experienced with the previous structure? Explain.
  2. What new challenges would you expect to arise with the change to Cisco 3 structure?
  3. How does Cisco’s corporate culture align with and support the Cisco 3 structure? Discuss where you see alignment and misalignment.
  4. What is the value for a high technology Cisco to have such a strong emphasis on sustainability? Explain.
  5. Provide recommendations for Cisco moving forward.

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Explanation & Answer

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Cisco Structure

Name
Institution
Course
Date












Cisco was founded by Len Bosack and Sandy Lerner to provide a
solution in networking in Stanford University. This was achieved by
creating a multiprotocol router that broke the communication
barriers faced by Stanford computer networks.
After turning to a venture capitalist Cisco became financially stable.
Its founders were replaced, and a new management team put in
charge. This enabled it to become viable as a business and its
reputation grew in the industry and it finally went public.
Cisco became a leader in development of routers. To remain
competitive and retain it customer base it acquired smaller
innovative start ups which led to growth of its client base further.
The innovation strategy it adopted was acquisition of the future by
acquiring engineers who were working on the next generation of
products and services.
Cisco is a company that has remained relevant and dominant
globally. It has done so by changing its organizational structure to
address communication, decision-making and resource allocation
challenges it faced.











The company had a three-division organizational structure whose
focal point were different customer segments namely service
products, enterprises and small and mid-sized commercial
enterprises.
The three divisions were autonomous, and each handled its own
engineering, manufacturing and marketing tasks.
The divisional managers were responsible for creating the goals to
develop products and services to meet the specific and changing
needs of their customers.
The divisional managers were rewarded based on the performance
of their divisions.
The main draw back of this structure was the lit...


Anonymous
Really helped me to better understand my coursework. Super recommended.

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