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Gene Fiordeliso
Case Study: Cisco Systems

The Cisco Company found itself in a hierarchical company structure system the prevented them to move quickly into new markets. This also prevented the company to introduce new product in a timely fashion and reduce some of the extensive yearly losses. CEO John chamber found a way to break down the traditional SOP and put the company on a fast track to decision making (Kreitner & Kinicki, 2009).
The observational artifacts with Cisco were the restructure of the senior managements. The idea to put together a team of managers from sales and engineers did help with faster decision makings (Kreitner & Kinicki, 2009). The espoused values and basic assumptions of Cisco weren’t all deemed as a good idea. Several Cisco executives felt at unease with the new process and didn’t like the idea of working with their new appointed colleagues and teamwork mentality (Kreitner & Kinicki, 2009).
The company found an opportunity to restructure its methodology and do so by accessing its own resources. The redevelopment of the management with different expertise in sales and engineering could be perceived as a Clan culture (Kreitner & Kinicki, 2009). The idea to move the company into a new market of high end teleconferencing systems and cable boxes could be identified as Adhocracy culture and Market culture (Kreitner & Kinicki, 2009). This framework helped accomplished new and innovating products to suit the market and its customers’ needs. From a Hierarchy stand point this system was always there but just became diluted over time and needed restructuring.
The company’s philosophy is the customers come first and an integral part of our DNA is creating long-lasting customer partnerships and working with them to identify their needs and provide solutions that support their success ("Cisco the network," ). The company’s

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