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)