Lucent, for example, was hit hard when the technology bubble burst a few years ago. It was left holding the bag for a host of bankrupt customers. Holding on to outdated technology and the reticence to switch to newer technology also harmed the company during this stage. The management styles and ability of the company to make operational cost cutting decisions in 2001 also cost the company its bottom line.
Lucent however, has been able to survive in such a competitive environment due to its long history of commitment to innovation and providing cutting edge technology. Its market image is one of reliability and dependability. An educated and trained staff of over 34,500 also allows the company to move in a direction that can over the long-term offer substantial benefits and products to the market. (Hoovers, 2004) the sales growth for the past year (2003) was 6.8%; the net income was $1,141 million. Better historical data for predicting trends and shifts in the information technology market is also available for both top management and department heads. These can be used in planning strategies and goals for the organization.
Lucent is ranked at 243 in the Fortune 500. While the company has been facing problems, its competitors in the market are also encountering many of these problems as well. Internal rivalry in this industry is tremendous. Major suppliers in this industry control bargaining powers, and the customers are also very specific in their demands and needs. As technology is constantly changing suppliers and buyers expect tremendous flexibility from the organization. Mergers and acquisitions have created a number of 'mega-companies' with tremendous capabilities and resources. Fear of takeovers and...
Cisco has "bought 36 companies, including WebEx, a Web meeting specialist, for $3.2 billion…Cisco also picked up PostPath, a maker of e-mail software, and Jabber, a leader in corporate instant messaging" (Vance 2008). At present, unified communications is a small part of Cisco's annual revenue, but one it intends to grow. Another ambitious venture it intends to embark upon within the next few months is its introduction of a computer
Cisco Systems Culture Organizational Goals for Recruiting and Retaining Employees Cisco is a company that has a high rate of retention on its employees. According to Yves Lermusiaux, in his Recruiting at Cisco, the company's highest turnover rate in the 90s was 7.3%. In 1999, it only has 6.3% of turnovers. Randall Birkwood, Cisco's Director of Employment, states the following formulas with regards to retaining employees (Lermusiaux, 2000). The right culture for Cisco's
Cisco Systems: Firm Strategy and Internal Strengths. Cisco Systems, the self-proclaimed "worldwide leader in networking for the Internet," has dominated similar firms in its industry. As Wall-Streets' beloved stock and an essential stock in any investor's portfolio, with over 35,566 employees worldwide and boasting revenues totaling 22.2 billion in the previous fiscal year the company aims to ensure that networks both public and private operate with maximum performance, security, and flexibility. As
Strategic Business Unit of Publicly Traded Organization The objective of this study is to select any strategic business unit from a publicly traded multi-national corporation and to analyze the overall competitive environment including market conditions, evaluate the current growth and new business strategies, along with implications, analyze the organization's primary business model, evaluate the organization's competencies and resources, evaluate the leveraging of growth strategies through partnerships and alliances and identify future
Cisco Problem Identification Cisco is a well managed company that has successfully maneuvered past downturns in the company through a management structure that encourage teamwork. Although the teamwork model has been successful, it took a great deal of time form many in the company to adapt to the new structure including the changes in the compensation model which is now heavily based on meeting organizational goals through teamwork. At the current time
The Cisco Board of Directors had to vote and approve of the plan. ERP installations are not just a large it project. They are instead a complete re-examining of the company's business model and a re-defining of interprocess communication and the defining of process conduits between systems. In short, Cisco completely re-architected the core business processes that their company was based on, down to the Bill of Materials (BOM)
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