empowering a high-performance organization

© 2011 Cisco Systems, Inc. All rights reserved.Presentation_ID 1

Nitin Kawale, PresidentCisco Canada

Empowering a High-Performance Organization


Let’s talk about…

Developing Cisco Leaders and Managers

Other success factors

Employee Engagement


Worldwide leader in networking for the Internet

Founded in 1984 $100+ billion market capitalization $40 billion cash/cash equivalents $5.3 billion a year in R&D

140+ acquisitions 650+ active suppliers 86% of products distributed via channel 100,000+ employees and contractors Headquartered in San Jose, CA Global presence in 165 countries

Best in the World, Best for the World


We are Cisco Canada

Established in 19921,200+ Employees

3rd in Cisco total revenue1,700 Cisco certified partners

16,000 Networking Academy students


“ Exceptionally high employee engagement scores - Cisco scored 90%”Key success drivers:

- Corporate culture that empowers employees to work for positive change

- Challenging and engaging opportunities to transform governments, businesses and communities across Canada

- Encouragement to take on leadership roles through boards, business strategy councils and work-life initiatives

- Empower employees to adopt a flexible work schedule


The # 1 motivator for employees is progress – the feeling of moving forward and achieving a greater goal

“On days when workers have the sense they’re making headway in their jobs, or when they receive support that helps them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak.”

The new “employee contract”Autonomy, Mastery and Purpose


Think

What is employee engagement?

Feel

Act

The emotional and intellectual investmentemployees make to help realize Cisco’s vision

Engagement


Leaders who communicate effectively are 4.5 times

more likely to report high levels of employee

engagement

Senior leaders who provide clear direction and expectations

Manager’s who listen to feedback

and have frequent, authentic and transparent

communication

Provide learning and

growth opportunities

Focus on customersQuality

relationships

Good cross-functional collaboration with

shared purpose

What drives employee engagement?


EngagementRetention

Attributes of attraction, retention and engagement

Adapted from Towers Perrin, December 2007

Attraction

Challenging Work Paid Time Off Career Advancement

Opportunities Convenient Location Flexible Schedules Company reputation Competitive Pay Competitive Benefits Caliber of Co-Workers

Career Development Opportunities

Satisfaction with Business Decisions

Relationship with Manager

Satisfaction with Company’s People Decisions

Work Life Balance Fair Compensation Encourage New ideas Reputation—Good

Place to Work

Care About People Community Reputation Professional Growth Autonomy and Authority

in Job Timely Resolve

Customer Issues Career Advancement

Opportunities Impact Product/Service

Quality Social Responsibility

Reputation Senior Management

Decisions Greater purpose


Why employee engagement mattersIt impacts financial performance

Source: Towers Perrin-ISR

19.213.7

27.8

-32.7

-11.2-3.8

-40

-30

-20

-10

0

10

20

30

40

Perc

enta

ge

12-Month Change in Operating Income

12-Month Net Income Growth Rate

12-Month EPSGrowth Rate

High Employee Engagement Low Employee Engagement

A 12-Month Study Across 50 Global Companies

© 2011 Cisco Systems, Inc. All rights reserved.Presentation_ID 11© 2006 Cisco Systems, Inc. All rights reserved.

Where Innovation Comes FromExternal sources of ideas and innovation

Business partners

Customers

Consultants

Competitors

Associations, trade shows, etc.

Academia

Employees (general population)

Sales or service units

Internal R&D

Internal sources of ideas and innovation

0% 5% 10% 15% 20% 25% 30% 35% 40%

Source: IBM, “Global CEO Study 2006: Expanding the Innovation Horizon”

0% 5% 10% 15% 20% 25% 30% 35% 40%

Source: IBM, “Global CEO Study 2006: Expanding the Innovation Horizon”


Traditionalist

Conformity

Stability

Upward mobility

Security

Economic success

Boomer

Personal and social expression

Idealism

Health and wellness

Youth

Generation X

Free agency and independence

Street-smarts

Friendship

Cynicism

Generation Y

Hope about future

Collaboration

Social activism

Tolerance for diversity

Family centricity

Cisco employees are multi-generational

Four generations are co-existing

Born 1928–1945 Born 1946–1964/5 Born 1965/6–1980 Born 1980–2000

Source: Based in part on “Meeting the Challenges of Tomorrow's Workplace,” CEO Magazine, 2005


The voice of Cisco’s employeesHow we work Is changing

*Cisco Workplace Resources Work Profile Survey, 2008

How Employees’ Work Is Changing 63% of time is spent communicating and collaborating Collaborative work is more often virtual (35%) than face-to-face (28%)

Cisco Technology Enabling Mobile, Collaborative Work “Styles” 56% of work is done away from their Cisco desk

43% have a remote manager

85% telecommute part of the time

24% of work is done from home, 48% outside business hours

Mobility Maximizes Productivity And Achieves Work/Life Integration Average commute time is 1.4 hours a day Employees report being more productive outside the office

70% would prefer to WFH at least two or more days a week


Developing leaders and managers at Cisco


The role of a Cisco leader

Set Visionand Strategy

OperationalizeStrategy

Operate with Executive Maturity

CommunicateExecutiveMessages

Attract and Engage the Best Talent

Collaborate

Learn

Disrupt

Accelerate

ExecuteRoleof a

Leader

Behaviors of a

Leader


Leadership versus managementLeadership Management

Effectively deal with change

Create vision

Develop people to vision

Transform people intonew roles

Focus on inspiring

Cope with complexity and drive predictability

Plan and budget

Fit people to jobs

Develop employee skills

Focus on controlling tasks and outputs


Other success factors


Technology is competitive advantage

Recruitment Training

Interviews/Offers Via TelePresence

eMentor Me Coaching

Business Updates

Live Cisco TV Sessions with

Global Managers


The power and success of acquisitions

Since 2002, more than 80% of workers acquiredby Cisco have stayed with the company

An average of 1 deal every 6 weeks for 14 years

1 in 5 employees are from an acquisition

Equates to 15% of Cisco’s leadership

World-class retention


Cisco areas of focus

Attract andSelect Diverse

Talent

Develop and Engage Diverse

Talent

BuildInclusivity Through

Behavioral Change


Cisco respects and appreciates differences based on race, color, religion, national origin, sex, sexual orientation, gender expression, age, physical abilities, culture, occupation, position, education, work, and behavioral styles, and the perspectives of each individual shaped by his/her nation and experiences.

Cisco Defines Diversity

Resource Groups:1. Women in the Workplace2. Early in Career3. Persons with Disabilities4. Visible Minorities5. Gay/Bisexual/Lesbian/Transgender


25 Transformational CanadiansHonoring those driving transformational change

David Suzuki FoundationTP helping to extend organizational reach

Emergency Alert SystemCommunity alerts from Toronto police to residents of Regent Park

Big Brothers/Big SistersA commitment of support through monetary and technology donations, and employee volunteerism

Canadian CSR programs during the past year…

CSR underpins our employee engagement – our corporate

personality.

Responsible business practices and social investments

© 2011 Cisco Systems, Inc. All rights reserved.Presentation_ID 23http://www.slideshare.net/marknadsstod

Parting thoughts:The future of work means rewiring the organization

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