Harvard case cisco systems 2001 building and sustaining a customer centric culture

The roots of IBM date back to the s. Since the s or earlier, IBM has described its formation as a merger of three companies:

Harvard case cisco systems 2001 building and sustaining a customer centric culture

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Email Abstract Customer centricity has been an important part of the culture at Cisco Systems since its inception. While part of this is attributable to values put in place by the founders and retained by subsequent management, it is also closely interwoven with its organizational architecture that reaffirmed those values.

UntilCisco had a decentralized organizational structure with three business units organized around each of its three main customer types: Service Provider, Enterprise, and Commercial. Each unit developed and marketed a complete product line for its specific customer group further reaffirming its belief in the centrality of distinct customers.

A number of other systems, structures, and behavioral mechanisms reaffirmed the importance of customer centricity.

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Ultimately, Cisco Systems decided to transform the company from a decentralized to centralized organization. To overcome the perceived misalignment between its structure and culture, Cisco introduced a number of initiatives like the Customer Focus Initiative CFI to ensure that while the structure was turning away from customer centricity, the beliefs and actions of its employees maintained that focus.

In doing so, management accepted the likely misalignment between its structure and culture and sought ways to compensate for this perceived gap.International Business Machines, or IBM, nicknamed "Big Blue", is a multinational computer technology and IT consulting corporation headquartered in Armonk, New York, United urbanagricultureinitiative.com originated from the bringing together of several companies that worked to automate routine business transactions.

Harvard Case Cisco Systems Building And Sustaining A Customer Centric Culture. Tammy MacLean November 16, Cisco Systems (): Building and Sustaining a Customer-Centric Culture Introduction/General Problem Statement: Doug Allred was Vice President of Customer Advocacy organization of the Cisco’s corporation.

Jan 22,  · The three customer metrics are customer retention rate, customer satisfaction and customer profitability (Jutla et al., Jutla, D., Craig, J. and Bodarik, P. Enabling and measuring electronic customer relationship management readiness. Cisco systems - Managing customer relation in a growing organization 1. Cisco Systems:Building and Sustaining a Customer- Centric Culture Gaurav Eshpuniyani – Gautam Jain – Girdharee Lal Saran – Girish R Lala – Inderjeet Singh Basra – Kapil Singh – L N Abhishek - Customer centricity has been an important part of the culture at Cisco Systems since its inception. While part of this is attributable to values put in place by the founders and retained by subsequent management, it is also closely interwoven with its organizational architecture that reaffirmed those values. Until , Cisco had a decentralized .

This . Future Cities Advisory & Digital Leader, EY. Gianluca is a global professional with 20 years of work experience at the intersection of business and technology, with focus on the strategic management of innovation.

Harvard Case Cisco Systems Building And Sustaining A Customer Centric Culture Tammy MacLean November 16, Cisco Systems (): Building and Sustaining a Customer - Centric Culture Introduction/General Problem Statement: Doug Allred was Vice President of Customer Advocacy organization of the Cisco’s corporation.

Cisco Systems has formed strategic alliances with suppliers and customers to deliver a customer-centric.

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Thus. created a total solution that was more valuable than the sum of the individual pieces" (Bill Barrett )./p> Relationship Strategies The market-driven concept suggests that putting the customer first in all aspects of an organization.

x Innovation Deficit. Close the Innovation Deficit is an effort by the business, higher education, scientific, and high-tech manufacturing communities who are concerned about cuts and stagnating federal investments in research and higher education at a time when other nations are investing heavily in these areas.

Harvard case cisco systems 2001 building and sustaining a customer centric culture
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