1

CISCO Systems

1.Identifying the cultural constructs2.Suggest what CISCO can do to avoid the problem of recent culture dilution

2

Executive Viewpoint

• Culture shift in the workplace-mobility and accessibility

• Allocation of data into public and private clouds• Collaboration as a service-orders online, pay

and use on any device• Collaboration between partners and customers• Deliver the right IT capability anywhere, to any

device anytime ,anywhere

3

• Our People- a highly connected workplace, an inclusive and diverse environment,

comprehensive health and wellness programs, robust professional development opportunities, and competitive compensation and benefits

- more than 70,000 Cisco employees worldwide multiply impact both on the job and in their personal lives

• Tools for Work-Life Balance- support telecommuting through technologies like the Cisco Virtual Office.- Data and voice services, along with tools like Cisco WebEx, combine to

create a home office experience comparable to working in a Cisco office.- State-of-the-art facilities such as Cisco Life-Connections help employees

maintain their health, wellness, and work-life balance. - Cisco Globalisation Childcare Center in Bangalore help employees balance

their professional and personal commitments.

4

• Development and Rewards

- More than 80 percent of the employees participate in professional development and have collectively spent over two million hours in learning and training courses.

- Performance-based compensation rewards innovation, collaboration, and profitability.

- Highly skilled and motivated employees are critical to Cisco multiplying impact in both industry and society.

- keeping them inspired is one of the highest priorities.

5

• Sustainable Technologies

- technologies that help customers multiply positive environmental impact.. - Cisco’s TelePresence helps businesses reduce their carbon footprint by allowing

employees to meet through a high-definition videoconferencing platform instead of traveling.

- Energy Wise allows companies to report and reduce the energy use of all IP-enabled equipment.

• Detailed Reporting

- complete, accurate, and public environmental reporting for stakeholders.- largest section of the annual Corporate Social Responsibility report the environmental

initiatives. - detailed information on emissions reduction; policies for water use, biodiversity, and land use;

handling and reducing effluents and other waste

6

Cisco’s core expertise in networking technology to improve both the delivery and quality of education--better preparing students of all ages with the skills they need to succeed in a global, technology-driven society.

• Networking Academy- Corporate Social Responsibility (CSR) program, Cisco Networking Academy,

is the world's largest classroom, bringing technology education, 21st-century skills, and improved job prospects to 4 million students in 165 countries

- blended learning model that combines classroom instruction with online curricula and interactive tools,

- Networking Academy epitomizes how technology can enrich learning.

7

• Investing in Education Innovators- work with students, educators, nonprofits, and education

system leaders in developed and developing countries, providing volunteer expertise, cash, and technology grants.

- collaborate with and support nonprofit partners such as Teach for America, Teachers Without Borders, City Year, and Citizen Schools.

- make strategic investments in organizations committed to using technology to transform education. ( National Center for Learning Disabilities, MIND Research Institute, New York Hall of Science.)

8

• Global and Regional Education Initiatives- multiply impact in education around the world through Cisco- and partner-led

initiatives.

- Following natural disasters in locations like China's Sichuan Province and the U.S. Gulf Coast, worked to modernize regional education programs and help educators and students use technology to enhance the educational experience.

- To facilitate discussion and collaboration about educational transformation, established GETideas.org, an online community where education leaders from more than 100 countries can share ideas, resources, and best practices.

- These and other efforts help educators prepare students around the world to participate in a world that increasingly requires Science, Technology, Engineering, and Mathematics (STEM) knowledge; critical thinking; and creativity.

9

• Collaborating for Success- Transforming healthcare requires working with governments, nonprofit partners, businesses,

and healthcare organizations. - Collaborative Care for Children’s Health program uses telehealth technologies to provide

specialized care for children in global communities. - Connecting Sichuan program and Jordan Healthcare Initiative demonstrate how applying

Cisco technologies, in collaboration with strategic partners worldwide, can give rural patients access to better healthcare and specialty services.

• A Platform for Better Health and Wellness- Technologies like Cisco Health Presence enable healthcare providers to practice care-at-a-

distance, eliminating geographic and socioeconomic boundaries for underserved patients. - Cloud-based collaboration facilitates more accurate diagnostics and enables highly secure

communications. - Health Path courses teach healthcare providers how to achieve meaningful use of electronic

health records. - healthcare information technology education programs ensure that entry-level workers are

trained to maintain and manage networks in a healthcare environment.

10

• Meeting Ongoing Needs Through Human Networks

- provides a portfolio of support to fulfill critical human needs, including: employee expertise and volunteerism, grants, employee matching gifts, and our annual Global Hunger Relief Campaign.

• For example, cash grants to Feeding America are helping the nonprofit streamline its food distribution process, potentially saving as much as US$1.5 million over five years--the equivalent of 12 million meals.

• CISCO employees volunteer with and make individual donations to Feeding America’s member food banks.

• And, in 2011, employee contributions and matching gifts from the Cisco Foundation generated more than US$4 million for hunger relief organizations through the annual Global Hunger Relief Campaign.

11

• Responding to Crises Around the World

- When natural disasters and humanitarian crises occur, Cisco mobilizes to help the most vulnerable communities and individuals.

- Working with community partners, to provide immediate relief and long-term recovery, rebuilding, and economic development.

• After a catastrophic earthquake struck Haiti in 2010, worked with NetHope and Inveneo to restore broadband access so 15 international relief agencies could coordinate their efforts--speeding the delivery of food, water, and medical assistance to earthquake survivors.

• And after a conflict displaced half of Lebanon's population in 2006, helped rebuild homes and schools, but also undertook the four-year Partnership for Lebanon to create jobs and fuel economic growth in the Middle Eastern nation.

12

• The Cisco Foundation supports Cisco's efforts to team with NPO/NGO organizations around the world to develop public investment programs focused on critical human needs, access to education, and economic empowerment.

• Focus on underserved communities and look for solutions that harness the power of the Internet and communications technology.

13

• networks can help cultivate healthy communities. We build human and technology networks that promote better healthcare access, care, and patient outcomes, as well as scalable solutions that can be replicated across diverse geographies.

• These healthcare solutions multiply impact by integrating critical health information systems, reducing costs, and facilitating innovation through education and collaboration.

14

Individualism vs Collectivism• Perceptions and behaviours are different• Collectivists place importance more on context than

on content• Collectivists see people as changeable and

environment stable.• Individualists see people as stable independent of

the environment• Collectivists give priority to ingroup goals than to

personal goals• Collectivists pay more attention to norms than to

attitudes

15

Cisco’s position: Individualist or Collectivist

• Cisco recruits employees who are frugal ,enthusiastic about the future of the internet and not obsessed with status so it exhibits collectivist tendency opting for people with group-membership

16

Means oriented vs Goal oriented

• Cisco makes its employees proactive through continuous feedback instead of waiting for an annual survey.

17

Internally driven vs externally driven

• In a very internally driven culture employees perceive their task towards the outside world as totally given, based on the idea that business ethics and honesty matters most and that they know best what is good for the customer and the world at large. In a very externally driven culture the only emphasis is on meeting the customer’s requirements; results are most important and a pragmatic rather than an ethical attitude prevails.

• This dimension is distinguishable from means versus goal orientation because in this case it is not impersonal results that are at stake, but the satisfaction of the customer, client or commissioning party.

18

Easy going work discipline vs strict work discipline

19

Local vs professional

• In a local company employees identify with the boss and/or the unit in which one works. In a professional organization the identity of an employee is determined by his profession and/or the content of the job.

• In a very local culture employees are very short term directed, they are internally focused and there is strong social control to be like everybody else. In a very professional culture it is the reverse.

20

Open system vs closed system

• This dimension relates to the accessibility of an organization. In a very open culture newcomers are made immediately welcome, one is open both to insiders and outsiders, and it is believed that almost anyone would fit in the organization. In a very closed organization it is the reverse

21

Employee oriented vs work oriented

• This aspect of the culture is most related to the management philosophy per se.

22

Degree of acceptance of leadership style • Cisco fosters a spirit of employee involvement• At Cisco, the employee needs to discuss the

idea with an employee decision-making team before getting support of the top management

• The decision making team is vested with authority, responsibility and accountability

23

Degree of identification with your organization

• This dimension shows to which degree respondents identify with the organization in its totality. People are able to simultaneously identify with different aspects of a company. Thus, it is possible that employees identify at the same time strongly with the internal goals of the company, with the client, with one’s own group and/or with one’s direct boss and with the whole organization. It is also possible that employees don’t feel strongly connected with any of these aspects.