American - Businessman | August 23, 1949 -
At Cisco, we are moving to collaboration teams, groups coming together that represent sales, engineering, finance, legal, etc. And we're training leaders to think across silos.
John T. Chambers
TogetherFinanceTrainingMoving
We know that veterans have valuable skills and experiences that are highly sought after in today's workforce.
TodayKnowSkillsVeteransWorkforce
I think at least my philosophy of leadership is you focus more on the areas you have to improve or the mistakes than you do on your successes. And that's just how I am in real life. I don't want to let down my customers, my employees, my shareholders.
LifeLeadershipFocusMistakesI Am
I had an issue with dyslexia before they understood what dyslexia was. One of my teachers, Mrs. Anderson, taught me to look at it like a curveball. The ball breaks the same way every time. Once you get used to it, you can handle it pretty well.
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I learned another lesson from Jack Welch. It was in 1998, and at that time, we were one of the most valuable companies in the world. I said, 'Jack, what does it take to have a great company?' And he said, 'It takes major setbacks and overcoming those.'
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My mistakes are always around moving too slow or moving too fast without process behind it. And it's something that, if we're not careful, we'll repeat again and again.
MistakesMovingProcessSlowFast
Almost every move in the market is either a move to align with where Cisco is going or to align to compete against us or to utilize that technology.
TechnologyCompeteAgainstUsGoing
Since I became CEO, 87 percent of the companies in the Fortune 500 are off the list. What that says is that companies that don't reinvent themselves will be left behind. I also think that's true of people. And I think it's true of countries.
PeopleThinkTrueWillFortuneLeft
If we're going to acquire, what are we going to do differently? We came up with six rules of thumb. Whenever I've violated two of them, I usually get into trouble.
RulesTroubleTwoUpGoingGet
When you're a large company with significant market share, it's tempting to view market disruptions as a threat, but we view them as an opportunity.
OpportunityViewYouCompanyShare
We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.
MovingShortFeelLongFocusedRun
Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.
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