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Essay / Research Paper Abstract
A 3 page paper discussing a Cisco Systems case in two pages, a review of learning organizations in the third. Two PowerPoint® presentations are available. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgCiscoLrn.rtf
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Unformatted sample text from the term paper:
Summa Four Cisco Systems, Inc. chose to grow throughout the 1990s primarily through acquisition. It strove to acquire both technology and the
intellectual capital of the target companies. With the acquisition of Summa Four in 1998, it faced many questions regarding integrating the companys manufacturing practices with its own: - What
to do with Summa Fours legacy and next generation products? - Where should manufacturing take place? - How should Cisco handle Summa Fours suppliers? - Should Cisco
keep the Manchester plant operational? How long? - What are the integration risks, and how should they be mitigated? In
1998, Cisco was first or second in 14 of the 15 markets in which it competed. It was a "safe" decision for large companies, meaning that it was compatible
with other systems and almost never was rejected as a first choice in networking hardware projects. Its business strategy included systemizing the acquisition and integration process. Cisco had
been highly centralized until 1995, when it began giving greater freedom of choice to the new business units it created at the time. In the Summa Four acquisition, Cisco
employees found that ? The company used a legacy PC-based test system less sophisticated than Ciscos Autotest system ? Summa Fours MRP system appeared to be incompatible with Ciscos MRP
system ? Summa Four outsourced more work than Cisco and on a more general basis ? Summa Four used 250 suppliers for 5,000 parts; 85 new to Cisco and effectively
unknown. The acquisition of Summa Four fits with Ciscos approach. It can renegotiate with suppliers of the sole-sourced parts, and require certification
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