CISCO Sees the Future (Record no. 29970)

MARC details
000 -LEADER
fixed length control field 02224pab a2200205 454500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 140923b0 xxu||||| |||| 00| 0 eng d
040 ## - CATALOGING SOURCE
Transcribing agency Welingkar Institute of Management Development & Research, Mumbai
Original cataloging agency Welingkar Institute of Management Development & Research, Mumbai
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title ENG
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number
Item number Fry
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Fryer Bronwyn
245 ## - TITLE STATEMENT
Title CISCO Sees the Future
250 ## - EDITION STATEMENT
Edition statement 11
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc.
Name of publisher, distributor, etc. Nov 2008
Date of publication, distribution, etc. 0
300 ## - PHYSICAL DESCRIPTION
Extent 72-79 Pp.
490 ## - SERIES STATEMENT
Volume/sequential designation 86
520 ## - SUMMARY, ETC.
Summary, etc. During his nearly 14 years at the helm of networking giant Cisco Systems, Chambers has developed an uncanny ability to sense market trends long before others do. He predicted, for instance, that voice transmission would become free long before computer networks could even carry it. And Cisco was one of the first to shift from call centers to web-based customer service. Seeing the future is essential for a company that must start developing a product some six years before it goes to market. How does Chambers do it? He looks for what he calls "market transitions" -- subtle social, economic, or technological signs of an impending disruptive shift -- which, he says, start turning up five to seven years before the market actually grasps their significance. The move to open-source software development was one that Chambers saw and Microsoft did not. Early on, Chambers learned to sense market transitions by listening closely to customers, connecting individual dots of behavior into patterns that indicated future trends. Later, he realized he needed to turn Cisco's management processes upside down to benefit from that foresight. In this interview, Chambers describes how he was able to surrender his role as a command-and-control CEO and institute a collaborative decision-making model that allows the company to respond speedily to emerging transitions. Managers throughout Cisco now form cross-functional teams, working together to identify and exploit new opportunities quickly. The model allows Cisco to simultaneously implement 22 major sales initiatives as effectively as most companies do one or two.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Market Trends, CISCO
856 ## - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier <a href="http://192.168.6.13/libsuite/mm_files/Articles/AR10114.pdf">http://192.168.6.13/libsuite/mm_files/Articles/AR10114.pdf</a>
906 ## - LOCAL DATA ELEMENT F, LDF (RLIN)
a 29417
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Cost, normal purchase price Total Checkouts Full call number Barcode Date last seen Cost, replacement price Price effective from Koha item type
        Main Library Main Library 20/12/2008 0.00   Fry AR10114 23/09/2014 0.00 23/09/2014 Articles

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