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GROUP- 13

VARSHA CHANDRA

PETER SOLVIK
CHANDRA SHEKHAR

CIO

BRAD BOSTON
POOJA SINGH

CIO

MARK TONNESON
HEENA DUGGAL

V.P. (CA)

BUSINESS ANALYST

CISCO SYSTEMS OVERVIEW


Cisco systems was founded in 1984. Founders was Len Bosack, Sandy Lerner, Richard Troiano, Nicholas Pham. CEO John Chambers Headquarters in San Jose, California, United States. Serves worldwide. Total employees 63,465. Website- www.cisco.com

INTRODUCTION
The name "Cisco" was derived from the city name, San Francisco. Cisco systems is the worlds largest developer of networking and communication products for transporting data, voice and video over long and short distances. On February 16, 1990, company went public.

Cisco is a global company, over 40 % of its sale were to customers outside of America, Cisco had nearly 10,000 employees involved with sales accounts in nearly 60 countries. It works with strategic alliance partner like IBM , AT&T to provide better services to customers.

Peter Solvik CIO (1993-2001)


Peter solvik joined Cisco in 1993 as Chief Information Officer, at that time Cisco was $500 company. He made three pointer approach to enhance the productivity and for the better performance of the company. Firstly, he change the reporting relationship of the department, moving the IT organization out of finance group and into the customer advocacy group.

Contd.
Secondly, He reallocated the majority of the IT budget so that each function and department controlled the money, rather than having all of the IT spending clustered together under general and administrative expenses. Thirdly, He disbanded a central IT steering committee and replaced it with a structure by which IT investment decision on application projects were pushed out to the line organization but still executed by the centralized IT Collectively these decision helped to change the perception of IT as overhead.

Brad Boston CIO since 2001


When Boston arrived at Cisco as chief information officer, he did an initial Assessment of the IT environment at the company and he found that leaders are getting frustrated with the negative results of IT investments. He also found that lack of centralized planning had created an even bigger problem. He found that IT decisions were made in so casual manner as a result several IT projects were ended.

Contd
As a result it had become extremely difficult for the company to upgrade its most important enterprise-wide system. Each function planned and funded its own projects, many groups had developed customized programs that interfaced with the enterprise software.

Bostons action
He found Managers believed that this is my money to spend and I should spend it as I want. He stopped all new applications because he believed that this would be a waste of time and money if the underlying data and infrastructure were not fixed first. He revaluated that how much money for IT projects was spent across the individual groups.

Cont
His second area of deciding which IT platform projects of highest priority to company. His third focus area was coming up with a new process of funding IT projects. He had to focus on cross-functional strategic initiatives to built an infrastructure that would position them for future.

Case Role
POOJA SINGH

MARK TONNESON
(Vice President of Customer Advocacy)

CUSTOMER ADVOCACY

Customer advocacy is a specialized form of customer service in which companies focus on what is best for the customer. It is a change in a company's culture that is supported by customer-focused customer service and marketing techniques.

Why is Customer Advocacy so important?

RELATIONSHIP
CO-OPERATION LOYALTY SATISFACTION
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Because Customers are paying our salaries

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Role of the customer advocate in Cisco

Handling Grievances

Department Heads

Customer Needs

Call Center Project


Customer advocacy perceived the new IT spending Model as a balance between return on investment & risk management. Customer advocacy group proposed overhaul of Cisco s call center processes. They wanted to build a state-of-the-art customer interaction network that would centralize all incoming calls into a globally managed set of contact centers. They had already successfully proved the concept in a Europe. The project was required number of dedicated resources throughout the company for over a year.

Cont

In the late 1990s the customer advocacy group had already started working on the project pulling the money from its budget for client funded application development. They made a formal request to BPOC because the project involved other functions.

How to manage the project


Board
Project Call Centre

Customer advocate

Heads from largest units Customer advocacy managers

Customer team = Working group Customer advocacy managers have co-ordination responsibility within their unit for all customer sub-projects. Their role is in addition to their present function.

Customer team Members from Strategic Marketing team Customer advocacy managers

sub-projects: Marketing managers Sales managers Customer care managers CRM Managers Sales support functions etc.

Various cross-CC sub-projects are run between Marketing, Sales, Customer Care and other managers. Sub-projects are brought to the Customer team by CISCO 19 Customer Advocacy managers.

THE ROAD AHEAD


The companys IT organization was consistently challenged to keep pace in an environment where it was asked to deliver both technology innovation and changes to large-scale systems in increasingly short time frames.

CONTD
On the financial front the challenge that was ahead of Cisco was to cater to the specific needs of the employees in the global prioritization process . As various groups across the world had agreed to move a share of the budget into a funding pool. For years Cisco was proud of its ability to make quick decisions and seize new market opportunities . The challenge was encouraging employees to continue making suggestions and inventing new and innovative ideas even without any fund right away.

SOME SOLUTIONS
The Cisco Internet Business Solutions Group (IBSG) was established for assistance in formulating and implementing a comprehensive strategy to improve the speed, quality, and overall productivity of its global IT development process. It was looking into ways of reconfiguring the use of contractors and hiring engineers from offshore organizations.

SUMMING UP
Though there were debates surrounding the proposed customer interaction network. The task at hand really was to encourage CISCO employees to think about the greater good of the enterprise without losing the entrepreneurial drive that had helped CISCO reach its current leadership position.

How to manage the project


Board
Project ON CALL CENTER

Customer advocate

Heads from largest units Customer advocacy managers

Customer team = Working group Customer advocacy managers have co-ordination responsibility within their unit for all customer sub-projects. Their role is in addition to their present function.

Customer team Members from Strategic Marketing team Customer advocacy managers

Customer care managers

Various cross-CC sub-projects are run between Marketing, Sales, Customer Care and other managers. Sub-projects are brought to the Customer team by BU Customer Advocacy managers.

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