CISCO Sees the Future (Record no. 29970)
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fixed length control field | 02224pab a2200205 454500 |
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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 |
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 |
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Main Library | Main Library | 20/12/2008 | 0.00 | Fry | AR10114 | 23/09/2014 | 0.00 | 23/09/2014 | Articles |