My Innovation - Cisco...IEC Company-wide innovation competition Even after five years, the IEC...

White paperConfidentiality

Page 1

My InnovationLooking Back at Five Years of Innovation at Cisco

© 2019 Cisco and/or its affiliates. All rights reserved.


Page 2© 2020 Cisco and/or its affiliates. All rights reserved.

3

ContentsBackground

Looking Under the Hood 5

Innovate Everywhere Challenge............................................................5

Innovation Hub......................................................................................9

Cisco Design Thinking ........................................................................13

My Innovation Steps Up "Your Response to Covid-19"........................16

16

17

Next Frontier

Appendix 1: Ventures Adopted by the Business

19Appendix 2: IEC4 & IEC5 Winners

Note:This white paper details the progress made by Cisco's company-wide innovation ecosystem, My Innovation, between August 2018 and July 2020. A previous white paper provides in-depth background on the genesis of the Innovate Everywhere Challenge and two other white papers share the evolution of My Innovation prior to August 2018.


Page 3

Background2020 marks five years since Cisco launched My Innovation, its system of innovation supports for all employees across the enterprise. This anniversary provides a chance to look back at how the My Innovation ecosystem has evolved and how Cisco can continue to build on its success.

In 2015, Cisco’s leadership decided to invest heavily in empowering its employees to innovate. Employees were surveyed on their hopes and needs around innovation, and they asked for more support, time, space, and money to foster and develop their ideas. Cisco thus started to bring all company-wide programs, groups, and teams dedicated to innovation together under one umbrella that was named My Innovation.

Over the past five years, Cisco has continually revised My Innovation in an effort to build the most effective set of supports for its employees to develop their innovation skills and mindset and apply them to drive growth. My Innovation has come to focus on three core elements to sustain a culture of innovation widely throughout the enterprise:

1. Innovate Everywhere Challenge (IEC) is Cisco’s annual global innovationcompetition that provides all Cisco employees the chance to innovatecross-functionally. Nearly half of Cisco employees participated in thechallenge over its first five years, generating 3,188 new ideas forCisco’s business.

2. The Innovation Hub is Cisco’s web-based platform that enables,manages, and showcases innovation across Cisco. It is a thriving virtualcommunity where all 70,000+ employees can boost their innovationskillset, find opportunities to innovate, share their creative ideas, andconnect with peers and mentors to develop them.

3. Cisco Design Thinking (CDT) is an initiative to develop the innovationskillset and mindset of Cisco employees. CDT provides opportunitiesfor employees to learn design thinking and lean startup principles andapply them to current business challenges. Over the last fiscal year,more than 600 Cisco employees were trained or participated in a CDTworkshop.




We disrupt the industry and ourselves by fostering a culture of grass-roots cross-functional collaboration, connecting our emp loyees w i th a b roader ecosystem of innovators inside and outside of the company, and empowering everyone to take risks.

Empowering Employees to Innovate Everywhere and at Anytime


Page 5

Looking Under the HoodIn its first three years, My Innovation focused on building institutional capacity for innovation across Cisco. By 2018, more than 70% of Cisco employees had used one of My Innovation’s supports, leading to a tipping point where the individual components of the ecosystem started to reinforce each other.

Around the same time, the My Innovation team observed that the menu of organization-wide supports for innovation had become confusing to navigate. Advances with the Innovation Hub made it possible to consolidate several of these supports while still steering employees to relevant local and functional-focused innovation opportunities (makerspaces, award programs, hackathons, etc.).

Accordingly, the My Innovation team decided to focus on three core programs—the Innovate Everywhere Challenge, the Innovation Hub, and Cisco Design Thinking—to support innovation across Cisco.

Innovate Everywhere Challenge

The Innovate Everywhere Challenge (IEC) is Cisco’s award-winning global innovation competition. It is designed to foster cross-functional collaboration and innovation across the company. The IEC follows startup-like phases—ideate, validate, fund, build—to help employees grow their ideas by providing them the skillset, resources, and visibility they need. All employees are encouraged to participate, regardless of their functional area.


IEC Company-wide

innovation competition

Even after five years, the IEC remains a cornerstone of My Innovation. It offers winning teams $25,000 in cash recognition, $25,000 in seed funding, mentoring from Cisco experts and coaches, visibility among Cisco’s executive team, and a three-month innovation rotation to build out their ventures. The IEC begins each September and proceeds through four phases. Winning teams are announced each May.


Page 6

• Ideate: All Cisco employees are invited to propose a solution to a big problem or opportunity facing the company. To inspire participants, the leaders of Cisco’s business units share their top priorities via three-minute videos. This guidance sparks ideas and helps participants align their submissions with Cisco’s core priorities. To formally apply to the IEC, employees create or join a cross-functional team to post their idea on the Innovation Hub, a collaborative platform visible to all employees. Employees then use virtual tokens to invest in the ideas they find most promising. These investments, along with a panel of expert judges, narrow the submissions down to 20 semifinalist teams, who advance to the Validate phase.

• Validate: The 20 semifinalist teams work with mentors and coaches over three months to validate the user desirability, technical feasibility, and business viability of their submitted idea. They engage in a three-day Cisco Design Thinking (CDT) workshop that gives them a deep dive into these processes. At the end of the Validate phase, teams distill their ideas into a video investor pitch and business model canvas. Eight teams are named as finalists. Expert judges chose seven of the eight; employees select the other finalist through online token investing.

• Fund: The eight finalist teams have three weeks to confirm internal sponsors and harness support for their venture. At the end of this phase, teams give a five-minute live pitch to a panel of Cisco’s executives and external industry leaders and respond to questions from the panel. The four winners of the Challenge are announced in communications across the company and featured on the Innovation Hub.


Process of Innovate Everywhere Challenge 5 (September 2019-May 2020)“Winning the IEC was very motivating and it gave us confidence and the validation that Mosaic is a valuable tool. It also gave us a different standing when we discussed its value with account teams, stakeholders, and sponsors.” Lam-Son NguyenIEC3 Winner, Mosaic


Page 7

• Build: Each winning team receives $25,000 in seed funding,$25,000 as cash recognition, and the option to enter a three-month innovation rotation to give them the space to develop their venture. In addition, $10,000 in matching funds is available to other semifinalist teams who secure funding from an executive sponsor. Teams in the Build phase continue to be coached by IEC top mentors and work with their internal sponsor to determine the most appropriate next steps for their venture.

The IEC team prioritized three improvements for IEC4 (2018-2019) and IEC5 (2019-2020):

1. Encourage “serial innovators” who continue to work on their ideas even if their first attempts do not succeed.

2. Provide additional support for participants on how to validate their business ideas.

3. Incent a greater diversity of ideas.

To encourage employees to keep building on ideas that do not initially find a receptive audience, the IEC introduced token waivers for IEC4. Each employee at Cisco can back a specific IEC submission by investing tokens towards that venture. Teams with more than 200 tokens advance to expert judging. Beginning with IEC4, teams who had entered the challenge in previous years but not advanced to the semifinal round were allowed to advance to expert judging without meeting the minimum token investment, provided they had improved their submission over the previous year. This worked: ThreatNet, one of the four winning teams in IEC5, had submitted to IEC previously and received a token waiver for IEC5.

My Innovation partnered with HackIT for IEC5 to support innovators in validating their early ideas. HackIT is a global, one-day coding hackathon that Cisco has held for seven years. For 2019, the IEC team provided mentoring to HackIT participants. In return, teams that participated in HackIT and then improved their HackIT entry and submitted it to the IEC automatically advanced to expert judging, bypassing the requirement to receive at least 200 tokens.

This partnership proved fruitful, as two IEC5 finalists came from HackIT. One of them (flashConnect) was a winner, and another (WebEx Blue Dot) continues to build out its venture even though it was not one of the winners.


New in 2019 and 2020



My Innovation also gave all teams who submitted to IEC free access to Cisco Design Thinking (CDT), Cisco’s collection of training and resources on how to keep customers at the center when developing new ventures.

To give semifinalists greater insight in how to connect their ideas to the market, Cisco partnered with venture capital firm Decibel starting with IEC4. Decibel provided advice to all the semifinalist teams on how to prove there was a market for their ventures. The firm then mentored some of the finalists. This outside perspective gave teams a better sense of how to develop prototypes that the market might be willing to invest in.

IEC5 looked very different than its predecessors for two reasons. The first was intentional: the IEC team introduced tracks for entries, in large part to encourage a greater diversity of ideas. This change was supported by challenge judges who noted how hard it was to compare different types of ideas, such as new products and process improvements, against each other.

Cisco also wanted to encourage ideas that positively impact the world but may not have clear market opportunities for the company. They decided to add a track for submissions that addressed social and environmental issues. The IEC team partnered with Cisco’s Corporate Social Responsibility team to encourage high-quality submissions to this track—and it proved popular.

IEC5 thus had four distinct tracks for submissions:

1. Environmental & Social Impact: Innovations that accelerate globalproblem solving to benefit people, society, and our planet

2. Existing Business: Improvements to existing customer-facing productor service offerings that significantly boost our revenue in currentmarkets

3. New Business: Development of new customer-facing product orservice offerings that create net new revenue streams

4. Process: Improvements to Cisco processes that lead to cost savings,better efficiency, quality, employee, or customer experience

The other factor that made IEC5 very different than its predecessors was unplanned: Covid-19. It became clear around February that teams would no longer be able to collaborate in person, and then that the Finals would have to be virtual rather than live at Cisco’s headquarters in San Jose, California.

As it happened, the group of finalists for IEC5 was the most international ever, with teams hailing from India, China, Norway, and Canada in addition to the United States. Fortunately, Cisco was able to lean on its core competency in creating technology that brings people together. While


Page 9

stay-at-home orders meant that even workers who had shared the same office floor could no longer meet in person, teams quickly adjusted to using Cisco’s tools to collaborate virtually during the Fund phase.

Holding the finals virtually forced teams to pivot their approach to the final pitch, as impressing a group of people looking at a screen is very different from impressing a live audience gathered in one place. The finalist teams embraced the adventure and demonstrated great flexibility. On 12 May 2020, Cisco broadcasted its first virtual IEC finals live across the globe via CiscoTV and crowned four outstanding finalists.


Screenshot from IEC5 Finals/Award Ceremony in May 2020

“I’ve found every IEC experience mentally refreshing and motivating. Where else can you get an opportunity to meet an interact with people from all parts of the company, learn new perspectives and get a better understanding of Cisco’s business challenges and opportunities? And without a doubt, the IEC team puts together THE best experience bar none. Each year I walk away with several new nuggets I end up using in my “day job.” Dave Dube

IEC3/4 Winner, IEC5 Mentor

Metrics

Over the five years of IEC (2015 to 2020), 74% of Cisco’s full-time employees engaged in one of the IEC challenges. A total of 3,188 ideas were submitted by 5,664 employees. Of the total of 105 IEC semifinalist teams, 24 received funding after the competition. As of July 2020, 11 IEC ventures have been productized, with several others in the pipeline.

See Appendix 1 for more details on teams' progress in turning their submissions into products.

Innovation Hub

Go-to-portal to connect innovation resources, ideas,

and people

The Innovation Hub is the one-stop portal for all things innovation at Cisco. When My Innovation launched in 2015, Cisco had an Innovation Academy website where employees could find resources to develop their innovation capabilities. Individual organizations within Cisco


Page 10

had also experimented with different idea management software from third parties. However, usage of these resources was relatively low. There was a clear need to create a single place where employees could learn, innovate, and find other passionate innovators at Cisco.

The My Innovation team partnered with Cisco IT to create an innovation portal that would allow employees to actively engage in innovation activities in addition to accessing resources. Crucially, they made this portal—named the “Innovation Hub”—the gateway to participate in the second Innovate Everywhere Challenge, which started in September 2016. At its launch, the Innovation Hub was simple but functional: a “minimum viable product” geared toward hosting the IEC but flexible enough to accommodate continued improvements.

The thousands of IEC2 participants infused the portal with a critical mass of content, engagement, and user feedback. Since then, user feedback and usage patterns have continued to drive the development of new Innovation Hub features.

Today, the Innovation Hub has three main sections:

• “Learning & Resources” to develop one’s innovation skillset andmindset

• “Opportunities to Innovate” to find all existing Cisco innovationchallenges, programs, events, and spaces

• “Innovation Stories” to share and get inspired by innovation happeningacross the company

The home page of the Innovation Hub features key user profile data such as an innovator strength score, a “Mark Your Calendar” view, and a personalized feed of news related to innovation.


“The Innovation Hub platform was just amazing for managing the logistics management for the Enterprise Networking hackaholic event and making it a success." Saravanan Radhakrishnan Distinguished Engineer, Engineering




It is also worth mentioning two key features of the Innovation Hub that greatly contributes to its popularity. First the “mentor network”, a searchable database of 4000+ innovation mentors. It allows employees to find mentors by title, business unit, expertise, and/or geography. Second, the Innovation Hub enables all Cisco program managers to host their own innovation challenges in a plug-and-play manner. They can easily create their own mini-sites within the Innovation Hub to configure the different phases of their challenge, manage their pipeline of ideas, personalize the submission form and judging form, communicate with judges, and much more.

To make the Innovation Hub financially self-sustaining, Cisco started to charge internal departments to host their challenges. Even with this cost, the number of internal challenges hosted on the Innovation Hub raised in the last three fiscal years to reach 29 in 2020.

Homepage for the 2019 Cisco Hackfest, hosted on the Innovation Hub

In 2020, The Innovation Hub team integrated many other services onto the platform, including:

• Learning resources from Degreed, an external platform that servesas Cisco’s skillset development partner. Cisco employees can nowaccess curated innovation resources available on Degreed via theInnovation Hub.



• Cisco Patents On-Line: Cisco’s centralized patent informationdatabase and portal. With this integration, each employee’s userprofile now displays the number of patents they have submitted, filed,and issued (see user profile below). This also feeds into each user’sinnovator strength score.

• Idea Management: employees can now easily search for and findevery idea that has been submitted to any of Cisco’s innovationchallenges. Users can filter by phase, market, technology, etc. toidentify ideas that interest them and connect with the people whodeveloped those ideas.

User profile from July 2020

"The Innovation Hub infrastructure helped us sail through the submission & judgement stage easily. Your highly responsive & quick support to all our needs of continuous modifications is commendable." Yogesha MG Principal EngineerCustomer Experience

Metrics

The Innovation Hub has become a nearly-ubiquitous tool across Cisco’s workforce. By July 2020, 76% of Cisco’s full-time employees had visited the Innovation Hub at least once. Over 6,500 ideas have been submitted since the Innovation Hub was launched, and 2,500 are still active. The number of ideas submitted increased from around 1,000 in FY18 to more than 2,600 in FY20. In addition, 4,000 Cisco employees have volunteered as mentors on the Innovation Hub to help others in their innovation journey.



Cisco Design Thinking

Accelerate projects with

the latest innovation

methodologies

Design thinking is a proven methodology to solve problems in a creative, collaborative, and customer-focused way. Cisco Design Thinking (CDT) is a movement to nurture this innovation skillset across the company.

When My Innovation was launched in 2015, Cisco committed to offer its employees diverse opportunities to develop their innovation skillset

and mindset. To this end, Cisco’s HR Talent Leadership Pipeline created Startup//Cisco, a hands-on workshop led by contracted experts to equip employees with the skills and mindset of a startup founder. In the Startup//Cisco workshops, employees gathered feedback from customers, analyzed insights, built prototypes, and iterated until their solution met the customers’ needs. Startup//Cisco was primarily designed to upskill Cisco’s future leaders on best practices around design thinking and lean startup methodologies. Semifinalists in each year’s IEC attended a Startup//Cisco workshop, and it was also available to select employees.

A couple of years later, a program called Cisco Design Thinking (CDT) was created. This program, or rather this movement, truly aimed to reach Cisco’s entire employee base from the start. CDT created a framework to adapt classic design thinking best practices to the unique context of Cisco’s global workforce, heritage, technology portfolio, management culture, and partner and customer relationships. The CDT framework includes three phases: Discover, define, and explore. The core phases are contained by two guard rails: “Validate with users” and “make things”.

“I have to confess, I had never expected to learn so much from it [the workshop] and particularly understand the wholeness of innovation and its various dimensions, beyond just the engineering aspect.” Rohit Bahl, Technical Leader, Engineering


Page 14

CDT can be used to address any type of challenge or opportunity across the organization, from improvements to an internal process, to providing a better customer service, to designing new network hardware or software. CDT offers online material, a physical book, virtual and in-person trainings for all Cisco employees, as well as custom coaching and workshops to address specific business needs.



Noting the areas of overlap between Startup//Cisco and CDT, My Innovation combined the two initiatives in 2019 and ran the new program under the Cisco Design Thinking name.

In late 2019, CDT and the Innovation Hub released a self-service learning option via the Innovation@Cisco pathway on Degreed, an external skill-development platform. As mentioned earlier, this was a new integration on the Innovation Hub. The Innovation@Cisco pathway guides employees through four levels:

1. Get started: Learn what innovation means at Cisco and the roleemployees play in helping to drive the company’s innovation strategy.

2. Develop an innovation: Develop the tools and mindsets to identifyproblems worth solving, ideate creative solutions, rapidly prototypethem, and test their viability with customers.

3. Mentor innovation: Understand the role of diversity and cross-functional collaboration in innovation while learning how best tosupport each other.

4. Lead Innovation: Leaders expand their capacity to contribute toCisco’s innovation strategy by nurturing innovation in their teams andinvesting in innovative projects.

The pathway offers free material that can be completed in a few hours, as well as dedicated Cisco courses and innovation programs to practice using innovation as a skillset.

Metrics

By mid-2020, more than 1,400 Cisco employees had participated in hands-on, in-person trainings to develop and apply their innovation skillset. CDT had hosted more than 50 custom workshops to support the specific needs of Cisco teams or strategic initiatives. CDT published and distributed 7,000 Cisco Design Thinking books to advocate for the process across Cisco and beyond. Cisco leaders launched CDT centers of expertise in several business units and functions to make it easier to embed design thinking into their normal course of work. Last but not least, CDT support has been instrumental in helping IEC teams achieve their business outcomes.

“In the past, we’ve often built in isolation. The design thinking process helped us complete the story by looking at it from the user’s perspective to create something different than we’d expected, but better than we’d expected, too.” Hiral Vora, UX Designer



Perhaps the ultimate proof that business leaders across Cisco value CDT is that the program is cost neutral. Like the Innovation Hub, internal organizations must pay for CDT services, and these payments have covered the cost to run CDT since 2018.

My Innovation Steps Up: “Your Response to Covid-19” As Covid-19 started to sweep across the world in early 2020, many of Cisco’s employees looked for ways to use their talents and resources to help fight the pandemic impact. My Innovation quickly reacted to create the space where Cisco’s employees could do so.

In just two days, the My Innovation team set up a “Your Response to Covid-19” campaign for employees to share their efforts to solve some of the challenges caused by COVID-19 and invite others to join.

Cisco leadership announced the campaign and asked employees to use that space to get involved. Within two weeks of launching, over 100 grassroot efforts were underway. Employees drove efforts to produce masks, deliver free food to those in need, use Webex to teach courses, help set up the connectivity for makeshift hospitals, and power research to combat the virus.

The “Your Response to Covid-19” campaign was built on the Innovation Hub. The organizers leveraged its functionality to help triage submissions daily, work with response teams across Cisco to amplify top stories, and fast track high potential submissions via non-profits or other partners. Submitters to the campaign also receive the support of CDT to develop their efforts.

The “Your Response to Covid-19” campaign has shown that Cisco’s employees are able to employ innovation skills and apply the mindsets of innovation and collaboration to confront a novel and critical challenge—even one outside of their traditional area of expertise.

The Next FrontierCisco started My Innovation back in 2015 to empower all its employees to innovate. With 76% of employees engaged, thousands of employees actively developing their innovation skillset, and 11 ventures productized, My Innovation continues to have tremendous impact on Cisco five years later.

I



In early 2020, the My Innovation team joined Emerging Technologies and Incubation (ET&I), a new group at Cisco chartered to incubate ventures outside of Cisco’s current core and ultimately create new markets and businesses for Cisco. The system of supports put in place by My Innovation will be key to create an inclusive incubation engine where all Cisco employees can contribute. The ET&I charter also opens new horizons for My Innovation, particularly the potential to further support ideas in the “new business” category and help bring them to market. On its fifth anniversary, My Innovation is ready for this next step in its journey.

“In the five years since My Innovation started, we have been encouraged to see more and more employees engage in innovation and take advantage of the opportunities offered to them. Their feedback has been a constant motivation to me. As we join the new Emerging Technologies and Incubation organization, we look forward to expanding our offerings to help incubate new business ideas for Cisco.” Mathilde DurvyMy Innovation Lead


Page 17

Appendix 1: Ventures adopted by the businessEnterprise Virtual and Augmented Reality (EVAR), IEC1 Winner

Part of EVAR was integrated with Cisco’s Spark offering and released as a free application on the Oculus store called “Spark VR”. Although the application was shut down in late 2018, the team continues to apply learnings from Spark VR in Cisco’s extended reality Collaboration work.

Project LifeChanger (now called “Diverse Abilities”), IEC1 Winner

Project LifeChanger uses a Cisco collaboration solution to drive employment of people with disabilities. It is part of talent acquisition process since 2019. It has been recognized by industry leading disability inclusion organizations and recipient of numerous awards.

Rainmaker / Vaquero, IEC1 Winner

Vaquero (originally known as Rainmaker) was Cisco’s first push into Bare Metal as a Service. It automates the provisioning of media data centers. The technology has been open sourced and integrated into the Cisco Virtualized Infrastructure Manager (CVIM) product.

Network Early Warning, IEC2 Winner

Network Early Warning predicts problems in the network, then pre-empts those problems before they occur. Network Early Warning became part of Cisco’s Automated Fault Management product.

AMP Deep Sight: Total Malware Prevention, IEC2 Semifinalist

Machine learning powered malware protection that adapts and protects at the speed of modern threat. Now part of Cisco’s Advanced Malware Protection (AMP).

Real Time Video Background Replacement, IEC2 Semifinalist

Lets users customize the background of their Webex video. You can show presentation slides as you speak over them or blur the background altogether. iOS client released, Mac and Windows client to follow.




Complex Deals Made Easy (now called “Mosaic”), IEC3 Winner

Mosaic is a new commercial deal modeling platform that helps Cisco sales teams simplify and simulate scenarios for complex deals. The system is already in use by several teams and has assisted them in winning 140+ deals valued at more than $2 billion.

Qualex, IEC3 Winner

Qualex is a data platform for software risk profiling and quality assurance. Today it is used across major Cisco Engineering organizations. It saves Cisco an excess of >$10M annually in defect expenditure and improves customer experience. It later became a Pioneer award winner.

QRKey, IEC3 Winner

QRKey automates the license key transfer on product returns / replacements. This venture is now part of the product return and replacement process.

Advanced Services Flex Points, IEC3 Finalist

Advanced Services Flex Points is a service that gives points to Cisco clients to use when paying for future services. The customer trial was oversubscribed with 10+ customers and has already yielded over $5M in value in new bookings.

Renewal Revolution, IEC4 Winner

Renewal Revolution gives the long tail of Cisco’s customer base a faster, more frictionless way to transact renewals. Commerce Automation went general availability and opened to all partners in May 2020.



The profiles of the winners of the last two editions of the IEC demonstrate the diversity of ventures that the challenge produces. While it’s still too early to know how far these teams’ ventures will progress, some—such as Renewal Revolution—are already showing impact (see Appendix 1).

Appendix 2: IEC4 & IEC5 Winners

EZ 5G, IEC5 Winner

An enterprise solution from Cisco that integrates 5G along with Wi-Fi. Digital Network Architecture Center (DNAC) continues to provide a single pane of glass for both Wi-Fi and 5G. The same ease of deployment, assurance management and self-healing capabilities are applied to 5G.

flashConnect, IEC5 Winner

flashConnect transforms customer experiences through AI-powered, easy & personalized interactions, creates empowered agents and drives business outcomes for contact centers.

Rule Heartbeat, IEC5 Winner

Rule Heartbeat equips network security admins to unravel challenges efficiently throughout the lifecycle (create, manage, and troubleshoot) of firewall rules, resulting in enhanced security and business agility for customers.

ThreatNet, IEC5 Winner

ThreatNet is a smart tool that automates evaluation of PSIRT/CIAM alerts to the maximum extent possible saving many hours of manual labor. The tool can automatically file defects for new, duplicate or not applicable alerts, and move them to the proper state.

CARS (Cisco Automated Recommended Software), IEC4 Winner

CARS drives real-time, tailored software recommendations to Cisco Customers that keep their networks safe, secure, and supportable. Today, the current software recommendation process can take upwards of 8-12 weeks to complete. Leveraging the power of AI and ML, our automated solution provides results in a matter of minutes.



Renewal Revolution, IEC4 WinnerRenewal Revolution transforms the way Cisco transacts recurring revenue through the channel by giving the long tail of our customer base a faster, more frictionless way to transact renewals.

The Network.Nimble, IEC4 WinnerWith the evolution of Artificial Intelligence, the industry is ready for a more nimble and distributed approach to enterprise data platforms. The Network.Nimble brings AI/ML technology to the edge of the network. By inferencing the human intent and providing insights, it can eliminate vulnerabilities and build a better network.

BackgroundMy Innovation in 2018Startup//CiscoAngel WorkshopInnovation HubMentor NetworkInnovate Everywhere ChallengethingQbator

Evidence of a Self-Sustaining Culture of InnovationLooking AheadAppendix: Top IEC Teams and Their Business Impact

My Innovation - Cisco...IEC Company-wide innovation competition Even after five years, the IEC...

Documents

Transcript of My Innovation - Cisco...IEC Company-wide innovation competition Even after five years, the IEC...