Index
Numbers
3M, 12
10-Point Plan, 91
A
accountability, relevance, 121–123
Action Learning Forum (ALF), 28
Agee, Bob, 156
Aggregation Services Router (ASR), 14
Alcatel-Lucent Bell Labs, 11
ALF (Action Learning Forum), 28
aligning superstars with teams, 146–149
alignment, discipline, 162–167
Allred, Doug, 48
Amazon, 37
ambiguity, eliminating, 162–167
American Institute of Architects, Golden Gate Bridge, 3
American Society of Civil Engineers, Golden Gate Bridge, 3
Andiamo, 20
Anthony, Carmelo, 137
Apple
disruptive innovation, 10
diversifying business models, 37–38
multiple business models, developing, 37–38
new business models, embracing, 37–38
reinvention, 61
ArcelorMittal, 59
Aris Isotoner glove snafu of 1994, 57
Arizona Cardinals, 144
Asia, catering, 100
ASR (Aggregation Services Router), 14
Azcárraga, Alejandro Burillo, 105
B
bandwidth, managing, 44–45
Barnes and Noble, 37
Bates, Tony, 14
Baveja, Savi, 110
Bay Bridge, 4
Beals, Vaughn, 152
Bell Labs, 11
best partners, 87
Bezos, Jeff, 114
boards, 158–162
Borders, 37
Brar, Surinder, 86
Buffet, Warren (BYD), 33
Built to Last, 6
Burrell, Gary, 139
business models
Cisco business models, comparing, 55–56
consumer market models, developing, Cisco, 40–42
custom building, Cisco video market, 43–47
diversifying
Amazon, 37
Apple, 37–38
BYD, 34
Cisco, 38
Disney, 35–36
Google, 35–37
IBM, 36–37
multiple models, developing
Amazon, 37
Apple, 37–38
BYD, 34
Cisco, 38
Disney, 35–36
Google, 35–37
IBM, 36–37
new models, embracing
Amazon, 37
Apple, 37–38
BYD, 34
Cisco, 38
Disney, 35–36
Google, 35–37
IBM, 36–37
SaaS (Software as a Service), Cisco, 52–53
services-based models, developing
Cisco, 47–50
SaaS (Software as a Service), 52–53
subscription-based models, developing
Cisco, 47–50
SaaS (Software as a Service), 52–53
video market models, developing (Cisco), 43–47
BYD
Buffet, Warren, 33
Chuanfu, Wang, 34
diversifying business models, 34
electric car, developing, 33–34
multiple business models, developing, 34
new business models, embracing, 34
C
Calderon, Felipe, 105
Calderoni, Frank, 104
California, San Francisco
Bay Bridge, 4
Golden Gate Bridge, 1–5
Loma Prieta earthquake, 3
University of San Francisco, 4
Carnegie Mellon University, 44
CDO (Cisco Development Organization), 14
centralized management model, Cisco (early years), 156–157
Chambers, John, 2, 19, 40, 42, 48, 81, 98, 105, 108, 118, 121, 122, 125, 126, 128, 140, 157, 158, 159
Cisco services-based business model development, 48
Cisco subscription-based business model development, 48
consumer market business model, developing, 40
Chan, Owen, 100
changes, new models for relevance, 120
channel partners, 84
channels, 83
Chrysler, closing dealerships, 77–78
Chuanfu, Wang (BYD), 34
circles of leadership, 153
Cisco, 116
Aggregation Services Router (ASR), 14
Allred, Doug, 48
business models, comparing, 55–56
Chambers, John
consumer market business model development, 40
services-based business model development, 48
subscription-based business model development, 48
consumer market business model, developing
Chambers, John, 40
Linksys, 42
councils and boards, 158–162
customer satisfaction, 80–83
diversifying business models, 38
early years, centralized management model, 156–157
eliminating ambiguity, 162–167
growth of, 6
history of, 16
inspiration for, 5
Moore, Gary, 50
multiple business models, developing, 38
new business models, embracing, 38
North American business, 146
partners, 83–87
VIP (Value Incentive Program), 90
Pinto, Joe, 48
SaaS (Software as aService), 52–53
services-based business model, developing, 47–53
simultaneous pursuit of sustaining and disruptive innovation, 13–15
Subrah, Iyar; Cisco SaaS (Software as a Service) business model, 54
subscription-based business model, developing, 47–53
video market business model, developing, 43
bandwidth management, 44–45
SA (Scientific Atlanta), 45–47
Cisco Action Learning Forum (ALF), 28
Cisco CRS-1 Router, 116
Cisco Development Organization (CDO), 14
Cisco Globalization Center, 108
Cisco Information Online, 118
Cisco Smart Connected Communities, 106–111
Cisco StadiumVision, 141–145
Cisco TelePresence, 24–25, 30, 125–127
Cisco Unified Computing System (UCS), 129
Cisco-on-Cisco, 118–119
collaboration, 123–125
Cisco TelePresence, 125–127
customer scaling, 129–131
executive scaling, 126–127
expert scaling, 127–129
relevance, 131
Subaru training program, 51
collaboration technology, 124
collaborative environments, 155
collective, 138
Collins, Jim (Built to Last), 6
command-and-control models, 155
communities, managing, 106–111
concept cars, 141
conferencing (web), Subaru training program, 51
Connected Real Estate, 110
consumer market business models, Cisco
Chambers, John, 40
Linksys, 42
Corporate Innovation Fund (P&G), 13
councils, 158–162
custom building business models, Cisco video market, 43
bandwidth management, 44–45
SA (Scientific Atlanta), 45–47
customer interactions, 128
customer satisfaction, 79
Cisco, 80–83
IBM, 79
Lexus, 79–80
momentum, building, 92–94
VoIP, 91
customer scaling, collaboration, 129–131
D
Dallas Cowboys, 144
data centers, 20
de Beer, Marthin, 23–24
dealers, Chrysler, 77–78
Dell Computer, 59–61
Dell, Michael, 61
developed countries, 95, 97–98
digital imagery, 10
discipline, alignment, 162–167
Disney, 35–36
Disrupter of the Decade, 31
disruptive innovation, 9–13
diversifying business models
Amazon, 37
Apple, 37–38
BYD, 34
Cisco, 38
Disney, 35–36
IBM, 36–37
Doerr, John, 114
doing both, overview, 169–171
dot-com boom, 63
supply chains, 63–65
dot-com collapse, supply chains, 63–65
Dow Chemical, 9
Draper, Darryl (Subaru training program), 51
dual management model, 167–168
E
EBC (Enterprise Business Council), 89, 167
ECC (Emerging Countries Council), 103–104
economic freefall of 2008 and 2009, dual management model, 167
electric car, developing (BYD), 33–34
Elfrink, Wim, 108
Ellis, Charles Alton (Golden Gate Bridge), 2
emerging countries, 95–99, 111
catering to, 99–102
roadblocks to setting up local infrastructure, 102–106
Emerging Countries Council (ECC), 103
Emerging Technologies Group (ETG), 23–30
I-Zone, 27
Enterprise Business Council (EBC), 89, 167
Escada, 58–59
ETG (Emerging Technologies Group), 23–30
I-Zone, 27
Ethernet switching, 15
excellence, 115–116
execution, 163
executive scaling, collaboration, 126–127
expert scaling, collaboration, 127–129
external venturing, 16–22
versus internal venturing, 31
F
Farnan, David, 128
Fong, Michael, 85
G
Garmin, 139
General Electric, medical equipment (China), 97
Giancarlo, Charlie, 24
global economic shift, 99
global middle class, 99
Global Supply Chain Management, 70
Globalization Center, 109
goals, stretch goals, 146
Golden Gate Bridge
accolades/awards, 3
Bay Bridge’s comparisons to, 4
building, 1–2
Loma Prieta earthquake, 3
role as Cisco’s inspiration, 5
Goodwin, Keith, 84
Google, 12
diversifying business models, 35–37
multiple business models, developing, 35–37
new business models, embracing, 35–37
Grubb, Jim, 142
H
Hamilton, Stuart, 141–144, 159
Harley-Davidson, 151–154
Harvey, Ken, 132–134
Hershey Foods meltdown of 1999, 57
Hewlett-Packard, reinvention, 61
highly leveraged models, 83
Hill, Kathy, 14
history of Cisco, 16
Holland, Dave, 142
Hon Hai Precision Industry, 74
Hooper, Ned, 167
HSBC, relevance, 131–134
I
I-Prize, 27–28
I-Zone, 27–28
IBM
diversifying business models, 36–37
multiple business models, developing, 36–37
new business models, embracing, 36–37
partner loyalty, 79
IBM Research, 11
Immelt, Jeffrey, 98
incubation, 28–29
India, 112
Cisco Smart Connected Communities, 106–108
individuals, 140
aligning with teams, 146–149
StadiumVision, 141–145
innovation
disruptive innovation, 9–13
Procter and Gamble (P&G), 8
sustaining innovation, 9
innovation syncopation, 31–32
Intel, Core i7, 14
internal venturing, 23–30
versus external venturing, 31
Internet, 117–119
bandwidth management, video market business model development, 44–45
Iomega Corp., 12–13
iPod, 10
iTunes, 10
Iyar, Subrah; Cisco SaaS (Software as a Service) business model, 54
J
Jain, Raj, 112
Jobs, Steve, 61
Justice, Rick, 100
K
Kamen, Dean, 113
Kao, Min, 139
Kavanaugh, Jim, 93
Kennedy, David, 139
Kerwood, Lorraine, 115
Khurana, T.S., 63
Kidd, Jason, 150
Krzyzewski, Mike, 149
L
Lafley, A.G., 8
LaFountain, Tad, 65
The Last Lecture, 44
laundry detergent, Procter and Gamble (P&G), 7–8
laundry detergent compaction, 7
Lexus, partners and customer satisfaction, 79–80
Linksys, Cisco consumer market business model development, 42
Lloyd, Rob, 145
aligning superstars with teams, 146–149
Loma Prieta earthquake (San Francisco, California), 3
M
managing communities, 106–111
Manufacturing Excellence (Mx), 72
matrix management versus councils and boards, 161
Mazzola, Mario, 20
McCann-Erickson, 139
McGloin, John Bernard, 4
medical equipment, General Electric, 97
Mexico, 105
Microsoft Research, 11
middle class, global, 99
Mittal, Megha, 59
Moisseiff, Leon (Golden Gate Bridge), 2
momentum, building, 92–94
Moore, Gary, 50
Morrow, Irving (Golden Gate Bridge), 3
Motorola, 11–12
Mountford, Paul, 100–102
multiple business models, developing
Amazon, 37
Apple, 37–38
BYD, 34
Cisco, 38
Disney, 35–36
Google, 35–37
IBM, 36–37
MV Agusta, 154
Mx (Manufacturing Excellence), 72–73
N
Napster, 38
networking, 51. See also collaboration
new business models, embracing
Amazon, 37
Apple, 37–38
BYD, 34
Cisco, 38
Disney, 35–36
Google, 35–37
IBM, 36–37
New York Yankees, 144
NextStep Recycling center, 115
Nike, 139
Nokia, 96–97
Open Studios, 97
Nuova, 21
O
Open Studios, Nokia, 97
operations, optimizing, 67–70
optimization
Dell Computer, 59–61
Escada, 58–59
supply chains, 62–70
optimizing operations, 67–70
organizational culture, 140
P
Painter, Randy, 77
PARC (Xerox Palo Alto Research Center), 11
partner loyalty
IBM, 79
Lexus, 79–80
partners, 78
best partners, 87
Cisco, 83–87
Value Incentive Program (VIP), 90
momentum, building, 92–94
reseller partners, 84
value, 87
Patel, Pankaj, 14
Pausch, Randy (The Last Lecture), 44
Payne, Larry, 147
Peres, Edison, 89
Phelps, Michael, 149
Pinto, Joe, 80
Cisco services-based business model development, 48
Cisco subscription-based business model development, 48
plastic recycling, 115
Polaroid, 10–11
polystyrene, 115
Porras, Jerry (Built to Last), 6
Procter and Gamble (P&G)
Corporate Innovation Fund, 13
innovation, 8
laundry detergent, 8
Proctor, Don, 89
Product Sales Specialists (PSSs), 127
productivity
Cisco TelePresence, 127
collaboration technology, 124
Professional Computing Center of Calgary, 145
PSSs (Product Sales Specialists), 127
Q
Quantum Flow Processor, 14
R
recycling plastic, 115
reinvention
Apple, 61
Dell Computer, 59–61
Escada, 58–59
Hewlett-Packard, 61
supply chains, 70–75
relevance, 114–117
collaboration, 131
first steps to, 117–118
driving a culture of accountability, 121–123
making technology relevant, 118–119
process drives relevance, 120
HSBC, 132–134
reseller partners, 84
Ricci, Ron, 163
roadblocks to setting up local infrastructure in emerging countries, 102–106
Rollins, Kevin, 60
S
SA (Scientific Atlanta), Cisco video market business model development, 45–47
SaaS (Software as a Service), Cisco, 52–53
San Francisco Call Bulletin, Golden Gate Bridge, 1
San Francisco, California
Bay Bridge, 4
Golden Gate Bridge
accolades/awards, 3
Bay Bridge’s comparisons to, 4
building, 1–2
Loma Prieta earthquake, 3
role as Cisco’s inspiration, 5
Loma Prieta earthquake, 3
University of San Francisco, 4
Sandler, Sheldon, 79
Saudi Telecom, 82
Schipper, Brian, 160
Segway Personal Transporter, 113–114
services-based business model development
Cisco, 47–50
SaaS (Software as a Service), 52–53
Silicon Valley, 16
simultaneous sustaining and disruptive innovation, Cisco, 13–15
SingHealth, 109
Skype, 88
Smart Connected Communities, 106–111
smartphones, 97
software
collaboration software, Subaru training program, 51
monetizing via suscription-based services
Cisco subscription business model development, 47–50
SaaS (Software as a Service), 52–53
SaaS (Software as a Service), Cisco, 52–53
spin-ins, 18–22
Sports & Entertainment, StadiumVision, 144
StadiumVision, 141–145
startups, 19
status quo, 170
storage, 19
storage area networking, 20
strategy, 163
Strauss, Joseph (Golden Gate Bridge), 2–4
Strauss, Joseph, 171
stretch goals, 146
Subaru of America, 51
subscription-based business model development
Cisco, 47–50
SaaS (Software as a Service), 52–53
superstars, aligning with teams, 146–149. See also individuals
supply chain disasters, 57
supply chains, 62–65
optimization, 62–70
reinventing, 70–75
sustaining innovation, 9
T
teams, 140
aligning with superstars, 146–149
teamwork, 149–150
technology, collaboration, 124–125
Cisco TelePresence, 125–127
Teerlink, Rich, 152–153
TelePresence Systems Business Unit (TSBU), 26
transforming supply chains, 70–75
Tribeca (Subaru of America), 51
TSBU (TelePresence Systems Business Unit), 26
U
U.S. Olympic men’s basketball team, 137–138, 149
UC (Unified Communications), 89
UCS (Unified Computing System), 21, 129
Unified Communications (UC), 89
Unified Computing System (UCS), 21, 129
University of San Francisco, 4
urbanization, rapid, 106–108
V
value, partners, 87
Value Incentive Program (VIP), 90
video, 142
video market business models
bandwidth management, 44–45
Cisco, 43
bandwidth management, 44–45
SA (Scientific Atlanta), 45–47
VIP (Value Incentive Program), 90
virtualized data centers, 20
vision, 163
VoIP (Voice over Internet Protocol), 88–92
customer satisfaction, 91
volume discounts, 85–86
VSE (Vision, Strategy, Execution), 164
W
Walker Research, 81
web conferencing, Subaru training program, 51
Cisco SaaS (Software as a Service) business model, 53
Whirlpool Corporation, 95–96, 112
Whitwam, David, 95
Wieden, Dan, 139
Wilkins, James (Golden Gate Bridge), 1
William Cain, 139
Wirt, Ken, 165
Cisco TelePresence, 125–127
customer scaling, 129–131
executive scaling, 126–127
expert scaling, 127–129
relevance, 131
Subaru training program, 51
World Washer (Whirlpool), 95–96
World Wide Technology Inc. (WWT), 93–94
X
Xerox Palo Alto Research Center (PARC), 11
Y
Yoo, Tae, 104
Z
Zip drives, 12
zip-locking-style plastic sandwich bags, 9