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In response to the 2001 market downturn, Cisco Systems implemented a major restructuring that transformed the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and resource redundancies, it also risked making the company less customer-centric. To mitigate this risk, Cisco implemented a cross-functional system of executive-level councils that would bring leaders of different functions together to collaborate and focus on the needs and issues of specific customer groups. Each council employs a "Three-in-a-Box" leadership model consisting of an executive leader from the engineering or technology business unit, a member of the go-to-market team, and an operations resource director. Each council is also accountable to the Operating Committee, which is chaired by CEO John Chambers and determines the long-term corporate strategy and allocation of corporate resources. Many other companies have failed at facilitating collaboration across functions-particularly large organizations-but Cisco's system has been successful because the company remained committed to the system, required a consistent infrastructure while also allowing for flexibility, gave members decision making authority, and used council leaders who thrive in collaborative environments. The success of the council system led to the creation of 20 boards of "sub-councils" in 2007. The boards are charged with driving development efforts and customer reach further into the organization by addressing specific issues too narrow for the councils to address.
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Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System is a Harvard Business (HBR) Case Study on Leadership & Managing People , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.
Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Leadership & Managing People, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System, is to not only build a competitive position of the organization but also to sustain it over a period of time.
The Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.
In the Texas Business School, Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.
We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System
The first step to solve HBR Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Councils Council is facing right now. Even though the problem statement is essentially – “Leadership & Managing People” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Councils Council, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.
Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System.
The external environment analysis of Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study. PESTEL analysis of " Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System macro-environment and how it impacts the businesses of the firm.
To do comprehensive PESTEL analysis of case study – Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System , we have researched numerous components under the six factors of PESTEL analysis.
Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.
Government policies have significant impact on the business environment of any country. The firm in “ Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.
Data safety laws – The countries in which Councils Council is operating, firms are required to store customer data within the premises of the country. Councils Council needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.
Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System has numerous instances where the competition regulations aspects can be scrutinized.
Import restrictions on products – Before entering the new market, Councils Council in case study Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System" should look into the import restrictions that may be present in the prospective market.
Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Councils Council in case study “ Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System ” should look into these export restrictions policies.
Foreign Direct Investment Policies – Government policies favors local companies over international policies, Councils Council in case study “ Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.
Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.
Tariffs – Chekout how much tariffs the firm needs to pay in the “ Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Councils Council can compete against other competitors.
Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study have to assess whether their business can benefit from such government assistance and subsidies.
Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.
Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.
Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.
Corruption level – Councils Council needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.
Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.
Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System case study. PESTEL analysis of " Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
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