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Cisco systems, inc.: implementing erp case study analysis & solution, harvard business case studies solutions - assignment help.

Cisco Systems, Inc.: Implementing ERP is a Harvard Business (HBR) Case Study on Technology & Operations , Fern Fort University provides HBR case study assignment help for just $11. Our case solution is based on Case Study Method expertise & our global insights.

Technology & Operations Case Study | Authors :: Robert D. Austin, Richard L. Nolan, Mark Cotteleer

Case study description.

Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.

IT, Strategy execution

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[10 Steps] Case Study Analysis & Solution

Step 1 - reading up harvard business review fundamentals on the technology & operations.

Even before you start reading a business case study just make sure that you have brushed up the Harvard Business Review (HBR) fundamentals on the Technology & Operations. Brushing up HBR fundamentals will provide a strong base for investigative reading. Often readers scan through the business case study without having a clear map in mind. This leads to unstructured learning process resulting in missed details and at worse wrong conclusions. Reading up the HBR fundamentals helps in sketching out business case study analysis and solution roadmap even before you start reading the case study. It also provides starting ideas as fundamentals often provide insight into some of the aspects that may not be covered in the business case study itself.

Step 2 - Reading the Cisco Systems, Inc.: Implementing ERP HBR Case Study

To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map. In some cases you will able to find the central problem in the beginning itself while in others it may be in the end in form of questions. Business case study paragraph by paragraph mapping will help you in organizing the information correctly and provide a clear guide to go back to the case study if you need further information. My case study strategy involves -

Marking out the protagonist and key players in the case study from the very start.
Drawing a motivation chart of the key players and their priorities from the case study description.
Refine the central problem the protagonist is facing in the case and how it relates to the HBR fundamentals on the topic.
Evaluate each detail in the case study in light of the HBR case study analysis core ideas.

Step 3 - Cisco Systems, Inc.: Implementing ERP Case Study Analysis

Once you are comfortable with the details and objective of the business case study proceed forward to put some details into the analysis template. You can do business case study analysis by following Fern Fort University step by step instructions -

Company history is provided in the first half of the case. You can use this history to draw a growth path and illustrate vision, mission and strategic objectives of the organization. Often history is provided in the case not only to provide a background to the problem but also provide the scope of the solution that you can write for the case study.
HBR case studies provide anecdotal instances from managers and employees in the organization to give a feel of real situation on the ground. Use these instances and opinions to mark out the organization's culture, its people priorities & inhibitions.
Make a time line of the events and issues in the case study. Time line can provide the clue for the next step in organization's journey. Time line also provides an insight into the progressive challenges the company is facing in the case study.

Step 4 - SWOT Analysis of Cisco Systems, Inc.: Implementing ERP

Once you finished the case analysis, time line of the events and other critical details. Focus on the following -

Zero down on the central problem and two to five related problems in the case study.
Do the SWOT analysis of the Cisco Systems, Inc.: Implementing ERP . SWOT analysis is a strategic tool to map out the strengths, weakness, opportunities and threats that a firm is facing.
SWOT analysis and SWOT Matrix will help you to clearly mark out - Strengths Weakness Opportunities & Threats that the organization or manager is facing in the Cisco Systems, Inc.: Implementing ERP
SWOT analysis will also provide a priority list of problem to be solved.
You can also do a weighted SWOT analysis of Cisco Systems, Inc.: Implementing ERP HBR case study.

Step 5 - Porter 5 Forces / Strategic Analysis of Industry Analysis Cisco Systems, Inc.: Implementing ERP

In our live classes we often come across business managers who pinpoint one problem in the case and build a case study analysis and solution around that singular point. Business environments are often complex and require holistic solutions. You should try to understand not only the organization but also the industry which the business operates in. Porter Five Forces is a strategic analysis tool that will help you in understanding the relative powers of the key players in the business case study and what sort of pragmatic and actionable case study solution is viable in the light of given facts.

Step 6 - PESTEL, PEST / STEP Analysis of Cisco Systems, Inc.: Implementing ERP

Another way of understanding the external environment of the firm in Cisco Systems, Inc.: Implementing ERP is to do a PESTEL - Political, Economic, Social, Technological, Environmental & Legal analysis of the environment the firm operates in. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. You can even identify the source of firm's competitive advantage based on PESTEL analysis and Organization's Core Competencies.

Step 7 - Organizing & Prioritizing the Analysis into Cisco Systems, Inc.: Implementing ERP Case Study Solution

Once you have developed multipronged approach and work out various suggestions based on the strategic tools. The next step is organizing the solution based on the requirement of the case. You can use the following strategy to organize the findings and suggestions.

Build a corporate level strategy - organizing your findings and recommendations in a way to answer the larger strategic objective of the firm. It include using the analysis to answer the company's vision, mission and key objectives , and how your suggestions will take the company to next level in achieving those goals.
Business Unit Level Solution - The case study may put you in a position of a marketing manager of a small brand. So instead of providing recommendations for overall company you need to specify the marketing objectives of that particular brand. You have to recommend business unit level recommendations. The scope of the recommendations will be limited to the particular unit but you have to take care of the fact that your recommendations are don't directly contradict the company's overall strategy. For example you can recommend a low cost strategy but the company core competency is design differentiation.
Case study solutions can also provide recommendation for the business manager or leader described in the business case study.

Step 8 -Implementation Framework

The goal of the business case study is not only to identify problems and recommend solutions but also to provide a framework to implement those case study solutions. Implementation framework differentiates good case study solutions from great case study solutions. If you able to provide a detailed implementation framework then you have successfully achieved the following objectives -

Detailed understanding of the case,
Clarity of HBR case study fundamentals,
Analyzed case details based on those fundamentals and
Developed an ability to prioritize recommendations based on probability of their successful implementation.

Implementation framework helps in weeding out non actionable recommendations, resulting in awesome Cisco Systems, Inc.: Implementing ERP case study solution.

Step 9 - Take a Break

Once you finished the case study implementation framework. Take a small break, grab a cup of coffee or whatever you like, go for a walk or just shoot some hoops.

Step 10 - Critically Examine Cisco Systems, Inc.: Implementing ERP case study solution

After refreshing your mind, read your case study solution critically. When we are writing case study solution we often have details on our screen as well as in our head. This leads to either missing details or poor sentence structures. Once refreshed go through the case solution again - improve sentence structures and grammar, double check the numbers provided in your analysis and question your recommendations. Be very slow with this process as rushing through it leads to missing key details. Once done it is time to hit the attach button.

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9.13 cisco systems, inc..

Cisco was not the first company to sell routers, but it was the first to be commercially successful with types supporting multiple network protocols. When those protocols declined in importance, Cisco moved into the IP router market, which it now dominates. From the first, Cisco adopted an aggressive acquisition policy to bring talent and competing products into the company, often before those products were proven in the market place. In 1995-6, the company completed 11 acquisitions, several of them the largest in the industry to date. In 1999, Cisco acquired Cerent Corporation, a start-up company located in Petaluma, California, for US$7 billion, an acquisition only later exceeded by that Scientific-Atlanta. The acquisitions paid off: several of the acquired companies have grown into $1bn plus businesses, including LAN switching, Enterprise Voice over Internet Protocol (VOIP), and home networking company Linksys.

Managers enjoyed considerable freedom to acquire companies, but were judged on those acquisitions. More than in most US companies, Cisco staff were paid by results, and performance carefully monitored. Even in its early days (1995-7), Cisco compared favorably with competitors:

In late March 2000, at the height of the dotcom boom, Cisco was the most valuable company in the world, with a market capitalization of more than US$500 billion. That figure had shrunk by July 2009 to US$108 billion, but Cisco remains a major player in the telecommunications field. {7}

Problems that Cisco early identified and overcame set the company on a successful path after the dotcom downturn. The situation in 1998 was: {1}

New opportunities in the networking industry

1. Acquire market dominance by aggressively acquiring talent and networking product developers: Cisco grew at 70% year on year. 2. Decentralize, allowing regional and divisional managers considerable freedom, but judging (and paying) them by results.

Aggressive Competition

1. Continued investment in R & D. Cisco's annual IT spending grew by 68% in the 1996-8 period (compared to 40% in all other spending for the period.)

2. Develop various in-house systems.

a. Cisco's intranet was used to electronically share common designs among various design centers. The system also allowed engineers to simulate products before committing to the design, thus i. improving design margins, ii. reducing the number of iterations required for new product design, iii. ensuring each sub-assembly was produced to the requisite level of quality, and iv. making data relevant to real-time situations. b. Decrease time to market: 20% productivity improvement. 45% of the products shipped were not handled by Cisco. New Product introduction time accelerated by 3 months due to the collaborative design tools used by Cisco and its suppliers, saving Cisco $100 million annually. Lead times for build-to-order, custom-configured products reduced from 6-8 weeks to 1-3 weeks. Engineering Change Notice reduced times from almost 3 weeks to 10 days by collaboration tools ( New Product Introduction ). c. Eliminating POs and purchase orders, and the extra test. Engineers decreased manufacturing costs, and lowered annual operating costs by $75 million.

3. Staff training. Cisco provided Stanford engineering courses online, promoted liaison with suppliers for product development, and facilitated company-wide meetings and broadcasts.

Poor Levels of Customer Satisfaction

1. Track satisfaction with customer relationship management and other programs, rewarding sales staff accordingly. 2. Employ ecommerce extensively: website sales in 1997 were $5 billion

a. Engage proactively with customers: 81% of customer inquiries were being handled online by December 1998, improving customer satisfaction by 25% and saving the company $365 million/year. (Less than 10% of software was shipped on CDs or disks, the remainder being downloaded from the site.)

b. Eliminate 500 engineers through online self-help tools like Bug Navigator and Troubleshooting Engine . (In Bug Navigator , Cisco revealed all its bugs to customers, enabling them to take measures to identify, prevent, and repair them. CiscoWorks allowed customers to walk through a problem detection routine, and home in on the likely cause of a problem.)

c. Eliminate paper-based documentation, saving some $40 million/year. Pricing and Configuration suite program let over 10,000 authorized representatives of direct customers and partners configure and price Cisco products online. Order Placement let customers 'drop' their selections into a 'shopping cart' in Cisco's virtual Marketplace . Order Status let users check on an order using a PO or sales order number, even monitoring progress through Federal Express's tracking services. Service Order Agent let users find information about specific service orders, including case and contact numbers, process date, ship dates, and carrier and tracking numbers. Invoice Agent provided controllers, finance officers, and accounts payable staff with rapid, easy, online access to track their invoices with Cisco.

d. Supply white paper and document support. Over 500 Cisco marketing documents were published per month on the web.

e. Offer training seminars. Seminar registration alone yielded close to $100,000 in savings annually by avoiding 4000 calls per month at $2-3/call. In a typical month, Cisco saw 10,000 products registered, 24,000 seminar registrations, 2,500 press releases, 20,000 partner and customer event registrations, and 25,000 training classes searched.

f. Adopt supply chain management . Cisco created a 'single enterprise' and enabled key suppliers to manage and operate major portions of its supply chain in 3 steps: extended ERP systems to suppliers, automated routing data transfer using EDI transactions, and cross-organizational processing that eliminated repetitive procedures.

Threatened Shareholder Value

1. Focus on the company's core competence of product design and innovation, building products to order whenever possible. Successful: see above.

Points to Note

1. Decentralized management. 2. Staff remuneration by results. 3. Early adoption of ebusiness technologies. 4. Aggressive acquisition and merger policy.

1. How did Cisco make a success of routers when other companies failed? 2. What threats was Cisco facing in the late 90s, and what measures were adopted? 3. Where did Cisco find the money to implement its innovative measures? 4. Apply the Osterwalder and Pigneur business model to Cisco Systems, Inc. What elements stand out as important? 5. Describe the Cisco management style. What were its pros and cons? 6. Study the Cisco website. How does it equate with the Cisco story?

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Taking a Long Hard Look

Long View simplifies and accelerates its operations with Cisco Intersight and FlexPod solutions.

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Long View Systems

One of the largest privately owned IT services companies in North America, Long View recently modernized its technology infrastructure with Cisco FlexPod solutions, Cisco Intersight, and Cisco+.

Industry: Service provider Location: Calgary, Canada Size: 1300 employees Website: longviewsystems.com

Refresh aging infrastructure systems
Improve customer solutions and services
Increase operational and cost efficiency

Cisco FlexPod solutions
Cisco Intersight cloud operations platform
Cisco Umbrella
Cisco Nexus 9000 Series switches

Modernized IT systems to deliver better performance and availability than hyperscale offerings
Simplified and accelerated IT operations and customer deployments
Reduced capital expenditures (CapEx) with a consumption-based payment solution

A long, hard look

Long View Systems built its OneCloud hybrid cloud offering—a managed service that aligns customer data center environments with Microsoft Azure—using a Cisco FlexPod solution more than a decade ago. And when the time came to refresh the aging infrastructure which featured Cisco Networking and Compute and NetApp storage systems, the company stayed true to its roots.

"We took a long, hard look at everything," says Lane Irvine, director of strategic alliances for Long View. "We wanted to see if FlexPod is as relevant today as it was 10 years ago, and we wanted to make sure it's still the right fit for us and our customers."

The company evaluated and compared the latest hyperconverged infrastructure (HCI) solutions, prioritizing software-defined programmability and automation. And with Long View's determination to maintain the 99.999-percent-or-better availability for which OneCloud is known, reliability was also a necessity.

"After examining several alternatives, FlexPod was the clear winner," Irvine says. "The platform is still best of breed, enabling us to deliver better performance and availability than hyperscale offerings. And the addition of Cisco Intersight is a game changer."

Cisco Intersight—which is fully integrated with the new Cisco FlexPod solution—simplifies infrastructure management, he explains, enabling Long View to orchestrate, automate, and monitor the systems in multiple data centers from a single, centralized console. And because it integrates directly with Microsoft Azure, operational efficiency and consistency can be extended to Long View's cloud and client environments.

"We want to manage 100 clients tomorrow like we manage 10 clients today," Irvine says. "Cisco Intersight is simplifying and accelerating our operations, it's helping us monitor and predict growth, and it's allowing us to spend more time with our customers than our data center systems."

“ [FlexPod] is still best of breed, enabling us to deliver better performance and availability than hyperscale offerings. And the addition of Cisco Intersight is a game changer. ” Lane Irvine, Director of Strategic Alliances

A new consumption model

In addition to reevaluating the foundational infrastructure for its OneCloud offering, Long View also wanted to explore different consumption models.

"Customer demand is variable and unpredictable, and we've historically had to overprovision our environments," Irvine explains. "That's costly from a CapEx [capital expenditure] standpoint, and there's still a possibility of not having enough capacity and not being able to scale quickly enough for customer needs. Supply chain issues and lead times are definitely a concern."

Long View IT leaders were thrilled to hear of Cisco+, a new consumption-based payment solution for on-premises systems that provides on-demand burstability.

"Without Cisco+, we would have been forced to buy 35 to 40 servers to address our growth plans for the next three years," Irvine says. "But with Cisco+, we were able to purchase 10 servers with buffer capacity that can be accessed at any time."

Long View doesn't pay for that capacity until it's turned on, he adds, enabling the company to continuously expand its infrastructure in parallel with customer needs.

"We now have a cost model that is directly aligned with our revenue," Irvine says, "and that makes our [chief financial officer] very happy."

Taking it to a higher level

With new foundational systems and orchestration capabilities, and a more cost-effective consumption model in place, Long View is taking its OneCloud offering to a higher level.

The company is using the automation features of Cisco Intersight to provide new self-service capabilities for its customers. It plans to offer new data protection services through Cisco Umbrella and the multi-factor authentication services of Cisco Duo. And Long View will further align OneCloud with its NextNet managed network solution, which is built on Cisco Nexus 9000 Series switches.

"A lot of data center refreshes essentially maintain the status quo," Irvine says. "But with FlexPod, Cisco Intersight, and Cisco+, we've enhanced our solutions and services, accelerated our operations, and improved our cost model. Most importantly, our customers have enjoyed 100 percent uptime ever since these solutions were deployed."

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Cisco Systems Case Study Solution

Study the Networked Supply Chain Concept as Implemented by Cisco. What are its Strengths and Weaknesses?

Cisco is one of the leading companies involved in computer networking components which boasts an immense turn-over. The size of the company, the demand it anticipates, constitutes the basis for the creation of a sophisticated system that controls the movement of stock and finished products from the supplier to the producer and the completion of the process through the purchase of the products by the consumers. (Luthans, 2009) notes that the basis of Cisco’s business plan was based on the policy of outsourcing as the company sought services from different manufacturers and suppliers to meet the needs of the vast consumer base. To remove the gaps associated with a large supply chain, the organization has invested in multiple networking networks linked across the entire chain to facilitate communication across internet protocols (Wisner, 2004). The system is efficient and effective due to its role in linking the distance between major players in the supply chain.

As illustrated above, the Cisco system is generally outsourced and the company relies on the system’s swiftness to compliment individual customer services to quickly acquire their products. The platform is also tailored to suit all consumers ‘ needs in terms of their preferences, and the organization has also invested in that customer satisfaction by developing the network to meet consumer expectations. The value of the theory lies in its ability to allow the business to adjust products in terms of customer needs and also to avoid excessive inventory. The system’s failure began with its weaknesses, which disrupted the connection between supply chain stakeholders. The program was also vulnerable to double entry errors for consumers who asked more than one supplier for goods. The program was inconsistent in relation to its original design, which was based on the principle of growth, and the plan initially failed because the executives did not anticipate changes in the growth pattern. Therefore, the organization did not have the resources to implement the program and as a result of these shortcomings, the network system was dismantled.

Analyze why Cisco Landed in Financial Trouble in Early 2001. Would you Agree that Cisco’s Problems Were Largely Caused by Inherent Defects in the Company’s Systems? or Possibly was it Just Because they had Failed to Forecast a Market Down Turn? Give Reasons to Justify your Stand.

Cisco’s problems began in early 2001, and (Shinal, 2000) states that the decline in sales and revenues was not anticipated. It would be appropriate to state that problems resulting from the system were the main causes of the unanticipated financial setbacks. The company is to blame for overwhelming the system due to the addition of different networking protocols meant to suit the change in the nature of the supply chain. Secondly the system lacked in terms of its application to the current changes in the nature of the adjustments in supply and demand. The model was initially set up on a preexisting rule of growth and the company ought to have implemented different alterations in the system to incorporate changes resulting from a large market, high demand, complex organizational processes and the change in the state of the supply chain. As illustrated earlier, the company had built the system on the assumption that assured demand was a component of the company’s structure. As a result of the assumption above, the company did not build the model used to anticipate changes in the demand pattern which affected the supply chain negatively. Additionally, the company had not implemented a suitable policy to ensure that the company would transition effectively in the event that the demand and the number of members of the supply chain increased rapidly. Due to the size of the company and the numerous orders it received from different consumers all over the world, the available systems were overwhelmed by the existing traffic. Secondly, the company had not built the appropriate infrastructure to improve communication between new manufacturers and suppliers and as a result there was a lapse in communication which increased the total number of inventory that suppliers availed to the manufacturers. Some lapses on the system also caused conflicts between suppliers and manufacturers as the payment system which catered for the delivered commodities was not efficient to the preferences of the suppliers which resulted to suppliers withholding manufacturing components. To sum up the failure of the system, problems which resulted to the overlapping of orders due to the subsequent customer orders which were mainly conducted to increase the rate at which orders were delivered, resulted to an increase in inventory. Other problems resulted from the company’s long term commitment with suppliers which increased the overall inventory factoring other factors resulting from poor communication.

Aside from the Information Systems Problems Referred to Above, What Other Specific Problems Did You See in the Case?

Irrespective of the fact that Cisco was run on a networked platform, there are other vital issues ranging from projecting business changes and adopting the right model to favor proper business performance that should have been adopted. Poor planning and committing to long term strategies which did not factor changes in the supply chain also affected the company. To cushion itself against increased inventory, the company ought to have implemented a strategy meant to alter an existing status quo to accommodate changes in demand and supply. The company should have committed to short term contracts which were subjected to renewal over a given period of time. The model used failed to convince the overall supply-chain to invest on an international market which would guarantee independence from other extraneous factors (Lakenan, et, al; 2001). Cisco did not devise strategies meant to take control of the market by frustrating the products of their competitors through proper pricing approaches. As a result of the assertion above,the company succumbed to the effects of the market emanating from the activities of the competitors. Notably, in reference to the assertion above, the failure of Cisco was attributed to low demand thus leading to excess inventory which was later disposed resulting to losses. The inability of the company to control majority of the company’s operations also contributed to the failure of the business. Delegation of activities affected the company’s ability to control inventory due to priory implemented commitments. (McAfee, McFarlan & Wagonfeld, 2007) notes that some of the company’s delegated processes failed forcing the company to use its own engineers which increased the total expenses incurred from labor cost and other miscellaneous costs resulting to a long supply chain.

Lakenan, B., Boyd, D., and Frey, E. (2001). Why Cisco Fell: Outsourcing and Its Perils. Strategy + Business. 54-65.
Luthans, Doh (2009). International Management: Culture, Strategy and Behavior, 7th ed. New York: McGraw Hill, 2009.
McAfee, A., McFarlan, F. W., & Wagonfeld, A. B. (2007). Enterprise IT at Cisco (2004). Harvard Business School.
Shinal, John. (2000). Cisco systems: A web profit prophet spread the word, Business Week e-biz. Print.
Wisner, J. D., Leong, G. K., & Tan, K.-C. (2004). Principles of supply chain management: A balanced approach. Mason, OH: South-Western.

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Home » Management Case Studies » Case Study: Cisco Systems Inc.’s ERP Implementation

Case Study: Cisco Systems Inc.’s ERP Implementation

Introduction.

Cisco Systems, Inc. is a big player in the Internet technologies field, manufacturing their primary product – the router. Two Stanford computer scientists founded the company in 1984, unbelievably by 1997, Cisco became a fortune 500 company and in the following year Cisco’s market capitalization was over $100 billion dollars. With the gigantic growth experienced Cisco needed to look into their future regarding their existing Enterprise Resource Planning package.

Unreliability and common outages brought into question the validity of trying to enlarge the current system to meet the Cisco’s constantly growing needs. The current system was a UNIX-based software package that supported financial, manufacturing, and order-entry systems. An upgrade was made available to Cisco, but would be a fix that offered more reliability and redundancy without maintainability or room for growth. The management structure in 1993 provided that each functional business unit make its own decisions regarding the future of their IT systems. Each department head knew that “ban-aiding” the current system was not going to be sufficient in coordination with the company’s rapid growth. However, no individual was willing to approach the board with a costly and lengthy proposal for replacement of the legacy systems. Pete Solvick CIO of Cisco did not primarily want to undertake a huge companywide ERP project, but in January of 1994, a system failure halted nearly the entire business for two days, and the problem could no longer be ignored.

Solvick, along with other managers put together a plan to take on replacement of all faulty legacy applications in a single ERP project that would provide a common data architecture throughout each business unit.

ERP Implementation Scenario – (Why ERP required?)

In 1994, Cisco Systems Inc. made the decision to implement a new company wide ERP system. Initially, a large ERP solution was not a choice Cisco was willing pursue because of the nature of large project to become out of control and largely over budget. However, the legacy system in place constantly needed maintenance and the available upgrade was much too small for Cisco, which was growing at an astonishing 80% per year. The analysis details Cisco’s choices, good and bad during the implementation process, and the circumstances involving intelligent and lucky decisions associated with the success of the project. Also, discussed is the degree of success the implementation had in terms of cost and performance. Finally, examined is the possibility of replication of Cisco’s ERP implementation model by other firms, and a summary section of lessons learned. Lessons learned contains summaries of the major success drivers and flaws in place, which contributed to the successful rollout of Cisco’s 15 million dollar ERP project in only nine months. In early 1994, Mr. Solvik put together an investigation team to select an ERP product. Hee did not want the project to be just an IT-only initiative so he pressed that the team would include internal and external resources. The internal resources were of people from all areas of the business community. To compliment the internal resources, Cisco needed a strong partner to help them with the selection and implementation. Cisco selected KPMG as their partner because KPMG’s people were very experienced with the industry.

The investigation team was about 20 people including KPMG. They conducted an information search built on the experiences of others. The team contacted large corporations and the “Big Six” accounting firm to obtain information on ERP systems. Also, the team reviewed documents from research companies such as the Gartner Group. A Request for Proposal (RFP) was constructed and sent to vendors. The vendors were given two weeks to reply. After Cisco reviewed the RFPs, vendors were invited for a three-day demonstration of their software. From the process, Oracle ERP product was selected based on Oracle’s:

Emphasis on manufacturing.
Promises of a long-term development of functionality of the package.
Flexibility since Oracle was close to them.

Approach to IT Decision Making

Cisco had traditionally employed a reactive approach to development of any new IT advances, upgrading or repairing their systems only after problems arose. Solvick had always allowed autonomy within departments concerning what improvements were necessary and when they should be implemented. IT representatives from each department were asked to report expenses to Solvick, who maintained a strict management structure over the departments. This system was not in line with an ERP system, because each department was very independent of one another. In late 1993, Pond came to the realization that these continuous modifications of the system were insufficient, and called for an overhaul of the system. In January of 1994, Cisco experienced their worst outage ever it was so severe it shut down the business for nearly two days. This prompted management to immediately begin research into implementing an ERP system, a solution that they had previously attempted to avoid. Management at Cisco had been nervous to begin an ERP implementation in the past because of the potential such projects have for spiraling into “megaprojects” that cost more and take much longer than estimated. Cisco’s second option was an upgrade of their legacy system, which was meant to run a 300 million dollar company that Cisco no longer was. With the need for a much larger system for their growing company Cisco decides to purchase a single ERP system.

Implementation Approach

The success of the ERP implementation at Cisco was dependent on strong leadership, smart planning, and a bit of luck. From the initial conception of the project the project leaders Solvick, Pond, and Redfield knew what they wanted; a large system in a short amount of time that contained the ability to adapt and grow concurrently with their business, and a provider that was going to be around to support their product well into the future. The decisiveness of the leaders on what they wanted pushed the selection process forward in a short amount of time. Senior management fully backed the project, and was kept informed on every step. From the very beginning, a strong schedule and the backing of the entire corporation helped to insure success of the project.

Selection of an integration partner and vendor was another key point in the implementation process. KPMG was the perfect partner for Cisco because they were willing to give them the expert resources that Cisco required to complete such a large project in as short a time as possible. KPMG sent in their program manager, Mark Lee, who had previous experience with ERP application implementations. Lee immediately began research of software package vendors, and spent ten days drafting RFP’s. After researching several software vendors, Cisco made an excellent choice selecting Oracle. The selection of Oracle as the vendor for the project was beneficial for several reasons. Oracle offered strong manufacturing capability and long-term functionality, and was also very flexible because of their proximity to Cisco headquarters.

The quick and concise execution of selection and planning partnered with strong backing by senior management would be the success drivers of the entire project however, luck would not be without its part in the project’s success. The contract the company had agreed upon with Oracle contained amazing benefits in value and other aspects. Cisco stipulated that capacity would be covered by the vendor relieving themselves of many out-of-pocket expenses later in the project. Because of this contract, Cisco saved money and avoided allocating more resources because of inaccurate estimation of the system’s capacity. The project’s contracts proved to be the saving grace of Cisco’s project later in the process, after the project scope expands, capabilities are misjudged, and the live system had some major problems. .

The timing of Cisco’s RFP’s worked perfectly with the concurrent need for both partnering companies to strengthen their reputations. The Cisco project was the first trial of Oracle’s new ERP software, and they recognized that their reputation was on the line. Having so much at stake forced Oracle to put a large amount of resources and some of their best people on the project to guarantee its success. The contract itself reflected Oracle’s commitment by promising capabilities, not simply a software package. Because Cisco’s partners in the project had so much riding on a successful implementation, and because of a contract that was very well structured for Cisco, the project luckily avoided a much longer and more costly outcome.

The company was also lucky in the fact that it chose to roll-out the system without any financial analysis. Foregoing the completion of a thorough financial analysis, many significant expenses could have gone unaccounted for. The $15 million projected budget was the largest expenditure in Cisco’s history, but this number had little research behind it. Excess labor and training costs, as well as accounting for possible problems could have easily increased the original number drastically. Luckily for Cisco, the financial guesswork at the beginning of the implementation proved to be fairly accurate, and several potential problems were avoided.

Although Cisco had many strong points in their implementation process, they were also guilty of some weak decisions during the approach. One such weak decision was that the team jammed the configuration session into two days with 40 people. Normally an approach would be to analyze the system for approximately six months, but the Cisco team met for only two days, working into the night, to come up with an 80-20 recommendation on how to configure the ERP system. Also, Cisco’s implementation team had to take training classes on the application suite. However, the training that was normally a five-day session was significantly reduced to two, sixteen hour days. One week after the configuration session and after completion of CRP0, Cisco realized that they had another problem. The system was going to require a much larger amount of customization than initially believed. After one month of design, they realized that there was going to be a need for changes; after two months, they realized that the changes were going to be sizeable.

Performance Evaluation

When it came down to the overall performance, Cisco was very successful. From the beginning to the end, the performance was solid. The performance was triumphant in the fact that the job was finished in the scheduled amount of time. The initial estimation aimed for a time period that was in between the shortest and longest implementation times possible and resulted in a date of nine months. Cisco was successful in reaching that goal.

Cisco also reached its goal in system performance. With only a few customizations, the system was working well. The only trouble that had plagued the implementation was the capacity, but as discussed earlier, it was covered in the contract with the hardware vendor. The complete system performance was worked out when the project team did its CRP design and testing. By building on the previous version of CRP, the team was able to optimize its functionality. At the end of the implementation, the cutover was successful because of strong coordination between each company involved.

Cost-Related Evaluation

The overall cost expectancy was met. The goal of the project was to have the budget at or below $15 million. Cisco reached this goal and also decided to provide its hard working implementation team with a bonus pool of over $200,000.

Although Cisco was able to meet its ERP system budget, it had not accounted for the excess labor costs. The high level employees they pulled out to do this project needed temporary replacements. Excess costs would be incurred either because of hiring cost or overtime pay. Cisco was able to meet its overall cost expectancy except for the excess labor costs that were not taken into account.

Other Measures Considered? (Benefits)

Other measures to be considered from the implementation of Cisco’s ERP system would be the benefits gained by the manufacturing business community. The implementation showed that the Oracle ERP system could run an entire manufacturing company with few problems. This implementation shaped the way that manufacturing businesses as well as other types of businesses would have to think.

With the success of Cisco’s implementation, Oracle’s ERP package would become an industry standard. Because of the agreement between Oracle and Cisco, Cisco would help Oracle market the newest release to other potential customers. They would allow other prospective customers to view the process and see the reasoning behind choosing Oracle’s ERP system.

Could Cisco Replicate it?

Cisco’s chance of replicating the implementation is slim to none because many different variables fell into place during the first project. The strong relationships formed for the project were the result of good timing. A large part of the success of the project came from the timing and this would be nearly impossible to replicate. Another part of the relationships that could not be replicated was the cost of the overall implementation. Some of Cisco’s partners used many of their best resources in this project, but did not charge Cisco for that use. This enabled for the systems price to stay on the smaller side. Again, without the relationships and timing, the cost of implementation and resources would be difficult to replicate.

Could Other Firms Replicate the Approach?

Cisco’s approach would be difficult for other companies to reproduce. The main reason for this would be the fact that the management of the company was willing to spend almost any necessary amount for the implementation. Without strong backing from upper management a large project could not make it off the ground. Some parts of the approach that could work for companies are discussed in the opening paragraphs of the analysis section. Overall, the possibility for the average company to replicate the approach of Cisco’s implementation would be difficult.

Cisco’s ERP project was a successful implementation in a short amount of time and within a small budget for the large size of the project. Success for Cisco was only made possible by intelligent planning and thorough analysis of vendors and integration partners. Cisco’s ERP implementation was found out to be this successful because of the perfect mix of –

Leadership- The formation of a team that was quick acting and concise was one of the largest success drivers for the project. The team got corporate backing and support from the entire company to drive the point that this was going to be the new way of business.
Planning- Planning carried the project a long way. The initial planning and analysis of project scope, partners, and vendors was the single reason that the project was a success. Cisco found the best people for the job and what they received in return was the unsurpassed service from each of their partners.
Contract negotiation- Contract negotiation is always an underlying factor in any project’s success. In the Cisco case a great contract born of great opportunity saved the company thousands of dollars and perhaps months of system configuration during the late stages of the implementation.
Be persistent- During the choosing of parameters and system configuration the company decided to go 80-20 on parameter settings and cram months of research and choices into two days. The project had been going extremely well up to this point and if Cisco would not have rushed this as much they would not have encountered the same amount of problems with scope and capacity if they simply would have taken more time and been persistent with their planning.

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Cisco Systems Harvard Case Solution & Analysis

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Cisco Systems Case Study Solution

The case illustrates the business strategy of the Cisco group which has recently developed the Cisco ASR 1000 router- all-purpose router to launch in market through social media platform. The case revolves around the development of the Cisco router which is cost effective, efferent and has strong value proposition as compared to the competition.However, the company this time used the social media and digital platform to launch the product so to capture the maximum eyeball and attract the customers from the right sea.Since digital medium is rich in tech pro customers, the company targeted the end users for the recent product through digital platform. Moreover, the case also illustrates the cisco move to launch the ASR 1000 in an attempt to cater the market demand, which is the accessibility on the edge. The company developed the ASR 1000 with a slogan virtually, visually and virally software to offer the customer, businesses and organization to integrate the big amount of data in multifunction way, beit voice data, video data or any other form. Since with the effect of globalization and the integration of technology into organization structure the need for high-tech integrated software has increased, Cisco tap the market opportunity through the development of such ASR 1000 router to offer branchless businesses in remote are also.

In addition to this, the company adopted a different brand marketing strategy to launch it product in market. Since these types of businesses are always wrapped around the professional stiff identity and brand image, Cisco adopted a lighter and friendly approach to represent its offering and develop a new brand image.

However, under these disruptive steps, cisco faces the challenges of developing the high return on investment through digital platform and to sustain the company’s value proposition and position in the market through the digital channel. Also, the identification of right tools and tactics is still under consideration since the trend of social media is still emerging and marketers are still experimenting with the tools to drive the right results.

Keywords : Social media, Gamification, Digital Platform, ASR 1000

Introduction

Cisco systems Inc. started its business operation in 1984, with an objective to offer the business the networking solutions, since it identified networking as the key for the business and individuals to survive in the world of technological advancement. Over the period, the company became one of the successful companies that designs, manufactures, devise networking solutions and other technological support using web and internet. It reported the revenues of 39.5 billion with net income of 8.1 billion in the later 90’s. Also it increased the number of employees to 68000 in the given year, distributed worldwide.

The main focus of the company has remained to be the network solution provider to businesses and individuals that are operating in a diverged market environment. It also focused on offering the internet based technological solutions that engrave video sharing, data sharing and video conferencing all at one time through one portal. Since in the market, due to technological advancing and globalization, business have expanded into remote areas also and expanded globally, the need for an integrated software and portal has increased, in order to connect the different locations and data generated through a uniform, unified platform. This need made Cisco systems to develop its technological base on the market demand which further enhanced and led to the development of the ASR 1000 Router.

In addition to this, the main trends that the company identified while developing its business strategy in the market has been the increasing demand of the customers to increase the bandwidth usage.About 43% of the companies has increased the bandwidth usage over a period of time. This depicts the shift of the businesses on internet infrastructure.In addition, globalization has also transformed the business structure, since the workforce of single company is distributed and diverged in different region, amen for collaboration and alignment has been in rising demand of the business. Lastly, since technology has evolved, and many consumers has shifted toward online platforms, or digital platform the need for handling the customer data and customer traffic at particular time has also increased. This depicts the increased need for highly integrated software that could support the surge of data in the company.Cisco as a technological strong company identified all these key trends in the market and developed the ASR 1000 ROUTER, which engraved and inculcated these key trends into it, and offered the user companies a multifunctional software to offer all types of functionality of the businesses through one internet medium.

Cisco Systems Harvard Case Solution & Analysis

Doing so, the cisco designed ASR 1000 which had been cheaper, cost-effective, flexible and efficient as compared to the other competitor’s products. The main value proposition of the ASR 1000 has been its multi-function complex structure that offered the service of voice, video, data and mobility to the growing corporations. However, in order to make the most of part of the product launch, the company used the social media platform and engaged the tech pros and bloggers to create the hype and word of mouth through digital medium.....................

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Implementing Cisco's ERP Case Analysis

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Cisco validated framework case study labs, the knowledge article provides the details behind the cisco validated framework (cvf) operations team's case study labs. it is intended for reference when readers view future articles or look to create their own testbeds. nov 18, 2022 • knowledge, information, what is this knowledge article about.

A significant portion of the CVF Operations Team’s efforts involve evaluating the solution adoption and user experiences. This requires a suitable environment to deploy and operate the solutions in. The more realistic and comprehensive the setup, the more valuable the evaluation effort. Of course, it is not realistic to address all possibilities, but having a solid lab setup designed to mimic common production deployments is possible. This article provides a deep dive into the current state of lab setup used by the team.

What are the Guiding Principles?

Keep it real – Use the equipment and software that our customers use – no development code. Deploy topologies that reflect what our customers commonly deploy.

Consider the Cloud - Modern IT infrastructure often includes cloud components. To realistically emulate connectivity to cloud components, new dedicated DMZs and associated routable IPv4 and IPv6 addressing were deployed.

Take a comprehensive approach – Don’t build a lab to do a specific thing. Instead build a mock customer environment. This facilitates enabling many things in combination and eliminates building a setup specifically adjusted to make one thing work.

Think production – The mockups are built, upgraded, and expanded over time. They are treated like production networks and not just torn down and rebuilt all the time. The team is staffed with Subject Matter Experts (SMEs). These SMEs have diverse backgrounds in SD-WAN, Campus, Security, and Data Center. These SMEs own this environment and operate like a traditional Infrastructure support team in a real customer environment. They are the Network, Security, and Data Center support staff for this mock customer.

Where are we now?

The team began its work focusing on the Cisco SD-WAN and SASE solution. The teams SD-WAN subject matter experts worked for over a year remotely delivering Proof of Value (PoV) sessions for customers considering deploying the solution. This required a realistic case study environment that continually evolved with learnings from over 100 multi-day customer PoV sessions. The resulting real-world Cisco SD-WAN case study environment is now the center of the CVF Operations Team’s mockup. The team is also in the process of expanding the setup by adding robust Campus and Data Center deployments in the main sites. Meraki SD-WAN components will also be added soon. The remainder of this document will outline the details of the current state of the WAN setup, and it’s connected sites .

The Details at present

(For a detailed view, please review the Main Topology PDF file below )

Main Sites – The two main sites are New York City (NYC) and Newark New Jersey (NNJ). Each site has a core block that inter-connects WAN, Campus, Data Center, and Internet distribution blocks. As discussed above, the Campus and Data Center blocks are currently being reworked and expanded. Details for those blocks will be provided in future Knowledge Articles. The core blocks at each of the two main sites are interconnected with metro-ethernet providing high bandwidth routed connectivity and redundancy between the sites. The WAN distribution block at each of the main sites has redundant WAN-Edge devices connected to multiple transports. These would be considered “well connected” sites from the Cisco SD-WAN perspective. The core block runs BGP, and the campus block uses EIGRP. eBGP is used from the core block to the WAN block and between the core blocks over metro-e.

Branch Sites – There are four standard branches in the setup that are always present. Other branches are added if/as needed and can include external equipment over Internet transport. The four branches are Chicago (CHI), San Diego (SAN), Boston (BOS), and Philadelphia (PHL). CHI, BOS, and PHL are all single WAN-Edge device sites attached to dual transports with Layer 3 connectivity on the LAN side. The sites support evaluating redistributing connected, static, and routing protocols into OMP on the LAN side. The SAN branch is a dual WAN-Edge site with one transport on each WAN edge. SAN is layer 2 on the LAN side. This site supports evaluating TLOC-Extension on the WAN side and various First Hop Redundancy Protocols (FHRPs) on the LAN side. Reachability in SAN is based on redistributing connected into OMP. All the branches connect over the Internet transport as well as MPLS and are therefore ideal for evaluating Direct Internet Access (DIA), on-box Firewall, Secure Internet Gateway (SIG), and when combined with the main site’s internet distribution blocks, Cloud onRamp for SaaS functionality. Dual transports also support evaluation of Application Aware routing (AAR).

Site IDs and IP Addressing – The mockup is configured to use RFC 1918 10.0.0.0/8 address space. Each site is assigned a /16 from that range. Each site is also assigned a Cisco SD-WAN site ID which is a numeric ID from 1 through 4294967295. The site ID matches the third octet of the assigned IP subnet for ease of understanding and troubleshooting. The host addresses range 10.site.255.201 through 10.sites.255.208 is reserved for the Cisco SD-WAN Edge device system IPs. Other site-specific loopback IP addresses are assigned from the remaining addresses in the 10.site.255.0/24 range.

Cisco SD-WAN controllers – In most production environments, the controllers are cloud-based running on Cisco provided compute and hypervisor managed by the Cisco Cloud Operations Team. The other option is to deploy the controllers “on prem” on customer provided compute and hypervisor. In most on-prem deployments, the controllers sit in a DMZ at main sites and run-on local DC compute. We opted to load the controllers into our own lab hypervisor but engineer the connectivity to mimic a cloud deployment This allows us maximum flexibility when evaluating outages. We can “break” anything at any time. The controllers sit on the Internet with routable public IPs in VPN 0. We also deployed a WAN-Edge device to provide “back-end” connectivity from the management VPN 512 to the rest of the SD-WAN overlay network. When the controllers reside in the cloud, this connectivity is required for access to services including RADIUS, TACACS, SNMP and SYSLOG that live in a service side VPN. There is 1x vBond, 2x vSmart, and 1x vManage controllers. Additional controllers can be added on the fly to support specific evaluation needs such as adding additional vSmarts to support Multi Region Fabric (MRF) or vSmart affinity.

Legacy Site – Greenfield deployments are rare, and in most cases, SD-WAN rollouts are shrink-and-grow migrations. There is a legacy site deployed with two traditional WAN routers. One is connected to MPLS transport and routing directly in the MPLS VPN with no overlay technology. The other router is connected to the Internet and configured as a DMVPN spoke. The DMVPN Hub hangs off the core block at the NNJ site. This provides the capability to evaluate different migration techniques including swapping a site such as PHL back and forth between Cisco SD-WAN and traditional connectivity by swapping the device between Autonomous and Control-Mode.

Service Side VPNs – There are two Service Side VPNs deployed in the standard setup. VPN 100 is intended for Employees and VPN 200 is for Guests. Both VPNs use the assigned 10.x.0.0/16 address space. The Employee VPN is present in every site, and the Guest VPN is present in most sites. The Employee VPN has a default route pointing out the two Main Sites via their Internet Distribution Block. The Guest VPN has no default route to start with. All sites have Internet transport and can be setup for Direct Internet Access (DIA) with on-box and or cloud firewall functionality. This also provides an opportunity to evaluate Cloud onRamp for SaaS. Note the Guest VPN is shown on the topology diagrams in green.

Telecommuter Site – Having real Internet connectivity provides the ability to connect WAN Edges from anywhere in the world. There is a SOHO site that connects in from Florida. It has Dual Internet and Cellular. The Internet handoffs are Comcast Cable and ATT Fiber. The Cellular connectivity is provided by Verizon Wireless. This site uses an “all-in-one” ISR 1121 including 2x WAN, an embedded Cisco AP, an embedded LAN switch, and a cellular module slot. Both AireOS and IOS-XE Wireless LAN Controllers are present in the Data Centers to support various wireless evaluations.

Third Party IPsec Site – Cisco SD-WAN leverages “tunnel mode sdwan”. This next generation tunnel technology encrypts the original IP Packet into an IPsec ESP payload which also includes a VPN tag. The ESP payload is then encapsulated into a new IP/UDP packet. The new packet is then transported over the carrier links in the underlay. However, the Cisco SD-WAN edge devices can also support traditional IPsec tunnels. This functionality is often used to support third party site-to-site connectivity when the Cisco SD-WAN owner does not want to provide a WAN edge for the far end of the connection. The third-party vendor site was created to support evaluation of traditional IKEv2 based IPsec connections. In addition to the site, service side VPN 800 is defined in NYC-Edge1 along with a L3 handoff off to the NYC-Core1. This provides a connection point for the site-to-site evaluation.

Cloud Connectivity – Many modern networks leverage Cloud Service Providers (CSPs) for compute. AWS, Azure, and GCP are among the most popular CSPs. Accounts exist in all these CSPs to support evaluation of Cisco SD-WAN Cloud onRamp for MultiCloud capabilities. Accounts for Software Defined Cloud Interconnect (SDCI) providers Megaport and Equinix are also available for evaluation of cloud Interconnect capabilities.

Also, connect further with Walt and the "CVF Operations Team" in our Secure SD-WAN / SASE (Viptela) Community space to continue the discussions.

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Achieve high availability with just 2 nodes. HPE SimpliVity tolerates simultaneous drive failures without data loss, and built-in data protection and disaster recovery features help keep data safe. Key features include:

High availability - High availability tolerates simultaneous drive failures without data loss and achieves high availability with a minimum of 2 nodes
Backup - Full logical VM backups with policy-based automation and near zero overhead
Restore - Guaranteed 60-second restore of 1 TB VM
Disaster recovery - Automated, multi-site, rapid disaster recovery reduces the risk of data loss and costly business downtime

Leverage high-density resource pools

Flexible, consolidated resource pools are cost effective building blocks for a variety of workloads. The award-winning HPE SimpliVity 2600 provides space-constrained environments with high-density, enterprise grade features and functionality. Key features include:

Collapse the stack into one solution - Flexible resource pools of compute, storage, and composable fabric networking collapsed into one solution
Scale - Simple, parallel node deployment to scale out from small to large VM environments in small, 2U increments
Consolidation and cost savings - Simplify and save: one solution, one refresh cycle, one generalist needed to manage the whole stack

Simplify management with a single interface

Simple and automated operations eliminate the need for specialized IT skills. VM administrators manage the entire IT stack from a single, familiar interface. Back up, clone, or restore a VM in 3 clicks, guaranteed, using policy-based, VM-centric management. Key features include:

VM-centric management - Policy-based, global VM-centric management with automation, visibility, intelligence
VM agility - VM creation, backup, replication, and recovery with right-click operations from familiar interface
VM mobility - Moves VMs quickly and globally from one site to another
Simple management from one interface - No LUNS, shares, or volumes to manage. Through a single interface, you have a global view into data centers as well as remote and branch offices

HPE a Gartner Magic Quadrant Leader 14 years in a row

Gartner® again names HPE a Leader in the 2023 Magic Quadrant™ for Primary Storage.

Hyperconverged technology partners

Explore the hpe simplivity portfolio.

HPE SimpliVity 380 gives IT organizations the agility and economics of the cloud with the control and governance of on-premises IT and HPE GreenLake for Private Cloud Business Edition integration. It delivers a powerhouse hyperconverged solution optimized to support the world’s most efficient and resilient data centers. This solution dramatically simplifies IT by combining infrastructure and advanced data services for virtualized workloads on a single device.

Do you need a dense platform with built-in security and flexibility that addresses key applications which need performance, availability along with ease of management? HPE SimpliVity 325 provides HCI choice with our 3rd Generation AMD EPYC™ single CPU processor platform including all-flash storage. Highly dense, the solution is a 1U enclosure that scales in 1U increments and is ideal for remote office or space-constrained locations.

Featured products

Hpe storeonce backup appliances.

Secure your data wherever it lives. Leverage intelligent storage to transform your hybrid cloud data protection with greater simplicity, higher performance, and built-in ransomware protection — all at a lower cost than traditional solutions.

HPE GreenLake for Virtual Desktop Infrastructure

Empower your remote workforce with secure, scalable virtual desktop infrastructure, delivered as a service.

HPE Alletra dHCI

Built to streamline your infrastructure via data-first modernization, HPE’s disaggregated HCI for mixed workloads at scale unlocks IT agility while ensuring apps are always-on and always-fast.

Adopting hyperconvergence and adapting to the new realities in retail

Accelerate your data-driven transformation with simplivity, hpe simplivity 380 product documentation, technical specifications, advanced data services.

Built-in resiliency, backup, and disaster recovery for data protection
Always-on deduplication and compression for reduced capacity utilization by up to 10X — guaranteed %3Ca%20href%3D%22https%3A%2F%2Fwww.hpe.com%2Fus%2Fen%2Fproducts%2Fintegrated-systems%2Fsimplivity-guarantee.html%22%20data-analytics-region-id%3D%22footnote_tip%7Clink_click%22%3EHPE%20SimpliVity%20HyperGuarantee%3C%2Fa%3E

Flexible federation strategy

Scale up to 16 nodes/cluster and 96 nodes/federation
Mix clusters within the same federation — for example, HPE SimpliVity 380 at the core data center and HPE SimpliVity 325 or 380 at the edge

Simple, intelligent management

Global, VM-centric management and mobility, plus artificial intelligence by HPE InfoSight

Simplify your environment with HPE SimpliVity 380

Storage-intensive workloads
Multiple all-flash configuration options (XS, S, M, L, and XL)
Backup and archive node with hybrid flash storage
Hardware-accelerated or software-optimized for always-on deduplication and compression

Extend your options with HPE SimpliVity 325

Small ROBO and edge use cases
Highly dense, 1U, single AMD processor node with high core count
Full HPE SimpliVity functionality

Optimize your data center footprint with HPE SimpliVity 325

General purpose virtualization, edge, and VDI workloads
Space-constrained environments that need a high-density server form factor
Software-optimized for always-on deduplication and compression

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Cisco Case Studies and Customer Success Stories
Want to establish yourself as a technology thought leader? Now you can share your Cisco success story in the spotlight or behind the scenes through our customer reference program. Join the program. Read Cisco case studies and customer success stories highlighting the ways organizations have realized their goals and helped drive outcomes.
Cisco Systems, Inc.: Implementing ERP Case Study Analysis & Solution
Step 2 - Reading the Cisco Systems, Inc.: Implementing ERP HBR Case Study. To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map.
Networking Case Studies: Cisco on Cisco
We go behind the scenes to track a real-life product deployment of Cisco Aironet 4800 access points in Charlotte, North Carolina, with a few members of our IT staff. Cisco's network systems help us speed new technology deployments, reduce IT staff needs, protect network and data integrity, and improve employee productivity.
Social Strategy at Cisco Systems Case Study solution
The case study solution then uses strategic tools and models to solve the case and makes strategic recommendations for the Social Strategy at Cisco Systems (Abratt & Bendixen, 2018; Iacobucci, 2021). The case study and the case solution for the Social Strategy at Cisco Systems are intended to give a comprehensive and holistic perspective ...
Cisco Systems Case Study Analysis
Solutions: 1. Continued investment in R & D. Cisco's annual IT spending grew by 68% in the 1996-8 period (compared to 40% in all other spending for the period.) 2. Develop various in-house systems. a. Cisco's intranet was used to electronically share common designs among various design centers.
Cisco Case Study: Long View
Supply chain issues and lead times are definitely a concern." Long View IT leaders were thrilled to hear of Cisco+, a new consumption-based payment solution for on-premises systems that provides on-demand burstability. "Without Cisco+, we would have been forced to buy 35 to 40 servers to address our growth plans for the next three years ...
Case Study: Cisco Systems
Cisco worked with SmartBear Software to conduct the world's largest published case study of peer code review, spanning 2500 reviews of 3.2 million lines of code over a 10-month period. Our joint findings are outlined in SmartBear's book, Best Kept Secrets of Peer Code Review. The book gives A-Z coverage of a vastly under-represented topic.
PDF About Cisco Systems, Inc.
About Cisco Systems, Inc. Cisco Systems, Inc. designs and sells broad lines of products, provides services, and delivers converged solutions to develop and connect networks globally. As the leader in communications and Internet solutions and services, Cisco supplies the networking foundation for some of the largest service providers, commercial ...
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The data was provided is in the case of Cisco Systems Inc. for the analysis. The data was based on the historical information about the Cisco Systems Inc. This data consisted of the number of acquisitions made per year for the expansion and growth of the Cisco Systems Inc. along with the strategy that the company had adopted for acquisition and ...
Cisco
For nearly 30 years, Cisco Systems has united people, businesses and machines around the world and beyond. Through its comprehensive portfolio of networking, security, computing and telephony solutions, the name Cisco is synonymous with connectivity. ... Cisco's Support Case Manager (SCM) platform is one of the company's primary means of ...
Cisco Systems Case Study Solution
The system's failure began with its weaknesses, which disrupted the connection between supply chain stakeholders. The program was also vulnerable to double entry errors for consumers who asked more than one supplier for goods. The program was inconsistent in relation to its original design, which was based on the principle of growth, and the ...
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Case Study: Cisco Systems Inc.'s ERP Implementation
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Cisco Systems Harvard Case Solution & Analysis
Cisco Systems Case Study Solution. The case illustrates the business strategy of the Cisco group which has recently developed the Cisco ASR 1000 router- all-purpose router to launch in market through social media platform. The case revolves around the development of the Cisco router which is cost effective, efferent and has strong value ...
(PDF) Implementing Cisco's ERP Case Analysis
Cisco Case Analysis 4 Case Synopsis Founded by two Stanford computer scientists in 1984, Cisco Systems, Inc has become the worldwide leader in Information Technology (IT). Cisco was founded when the two scientists, husband and wife, wanted to email each other from their respective offices located in two different buildings on Stanford's ...
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Summary. The knowledge article provides the details behind the Cisco Validated Framework (CVF) Operations Team's case study labs. It is intended for reference when readers view future articles or look to create their own testbeds. 000010321. Iryna, 11/22/2022 8:38 PM. Enterprise Certifications CommunitySecure SD-WAN / SASE (Catalyst ...
PDF Dynamic Communications for Major Exhibition Ground
At its own events, Messe Frankfurt offers a free 2.4GHz standard wireless service and a paid-for 5GHz premium service mainly used by exhibitors. Other organizers who lease the network, along with all or part of the premises, can also choose to offer free wireless access. T-Systems took less than six months to design and install the network ...
HPE SimpliVity Hyperconverged HCI Solution
HPE SimpliVity. 380 series. HPE SimpliVity 380 gives IT organizations the agility and economics of the cloud with the control and governance of on-premises IT and HPE GreenLake for Private Cloud Business Edition integration. It delivers a powerhouse hyperconverged solution optimized to support the world's most efficient and resilient data ...
PDF Cisco Systems, Inc. Case Study
About Cisco Systems, Inc. Cisco Systems, Inc. designs and sells broad lines of products, provides services, and delivers converged solutions to develop and connect networks globally. As the leader in communications and Internet solutions and services, Cisco supplies the networking foundation for some of the largest service providers, commercial ...

Fern Fort University

Technology & Operations Case Study | Authors :: Robert D. Austin, Richard L. Nolan, Mark Cotteleer

IT, Strategy execution

[10 Steps] Case Study Analysis & Solution

Step 2 - Reading the Cisco Systems, Inc.: Implementing ERP HBR Case Study

Step 3 - Cisco Systems, Inc.: Implementing ERP Case Study Analysis

Step 4 - SWOT Analysis of Cisco Systems, Inc.: Implementing ERP

Step 5 - Porter 5 Forces / Strategic Analysis of Industry Analysis Cisco Systems, Inc.: Implementing ERP

Step 6 - PESTEL, PEST / STEP Analysis of Cisco Systems, Inc.: Implementing ERP

Step 7 - Organizing & Prioritizing the Analysis into Cisco Systems, Inc.: Implementing ERP Case Study Solution

Step 8 -Implementation Framework

Step 9 - Take a Break

Step 10 - Critically Examine Cisco Systems, Inc.: Implementing ERP case study solution

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