Cisco Case

How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success

Introduction

Given today’s pressing need to optimize IT services and resources while reducing costs and improving organization wide productivity, If we many of today’s CEOs, they we say that the ability to develop a new ideas and innovations is the top priorities of any organization (Porter, Stern & Council on Competitiveness, 1999). Innovation is the mechanism by which organizations produce the new products, processes and system required for adapting to changing markets, technologies and modes of competition (D’Aveni, 1994; Dougherty & Hardy, 1996; Utterback, 1994). Also Porras & Silvers (1991) Analyses of organizational change is an important emerging contrast between Cisco IT Network and Data Center Services (NDCS) changed from using a traditional organizational model to Cisco’s own lifecycle model, with substantial operations improvements across five different metrics. This contrast is sufficiently pervasive in recent work and sufficiently central in the conceptualization of change that has been used and it as the framework that organizes has review.

This report will demonstrate a framework for managers showing that the process of innovation can be managing change, service support and service performance within organizations. However, managing the complex and risky process of innovation has been problematic and fraught with difficulty (Kanter, 1989; Quinn, 1985). Based on an extensive review of the relevant innovation literature, and supported by a development of logical and well supported arguments of innovation capability. Also, we look at the methodology of CISCOO Lifecycle in term of behavior shift and the transition process, with the successful innovation contains core elements and processes, regardless of the industry or firm. High performing innovators are able to harness this innovation meta-capability to achieve outstanding performance. Also in an...