Cisco Business Councils (2007):  Unifying a Functional Enterprise with an Internal Governance System Case Solution

In response to the market crash in 2001, Cisco Systems has? Implement a major restructuring that has transformed the company from a decentralized centralized organization. While recognizing that a functional centralized structure was necessary to avoid the products and resources of layoffs, but could also make the company less focused on the client. To mitigate this risk, Cisco? Implement a system of executive-level leaders of cross-functional board bring different functions and to cooperate and focus on the needs and problems of specific groups of customers. Each card uses a model of leadership “three-in-a-Box” consists of an executive director of engineering or technology business unit, a team member go-to-market and Director of Human Resources Operations . Each board is also responsible for the operation of the commission, which is chaired by the CEO, John Chambers, and determines long-term resource allocation of the company’s business strategy. Many other companies have failed to facilitate collaboration between functions, especially large companies, but the Cisco system was successful because the company remains committed to the system, a coherent while allowing flexibility infrastructure is needed, gave members of decision-making, and board leaders used that thrive in collaborative environments. The success of the system board led to the creation of 20 committees “sub-boards” in 2007. Boards have a responsibility to lead development efforts and customer reach further in the organization, addressing specific topics too narrow for tips for coping.
by
Ranjay Gulati
Source: Harvard Business School
26 pages.
Date Posted: January 6, 2009. Prod #: 409062-PDF-ENG
Cisco Business Advice (2007): The unification of functional business solution with a case of internal governance

Cisco Business Councils (2007):  Unifying a Functional Enterprise with an Internal Governance System Case Solution
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