This Case is about ASSESSING PERFORMANCE
PUBLICATION DATE: November 28, 2012 PRODUCT #: 413069-PDF-ENG
In year 2012, Cisco was under intense pressure to publish results: increase in its core company 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 acquire efficiency and prosperity in Cisco’s core company the agility and entrepreneurial mindset needed to achieve success in emerging sectors. In a world where technologies and client sections were quickly evolving, Cisco executives recognized that their importance on working collaboratively via councils and boards (the business’s basic organizational structure in the 2000s) might be affecting the Cisco’s ability to be nimble and responsive. This case investigates these challenges and the tactical and organizational reply of Cisco, with a specific focus on the complete restructuring of Cisco.