Cisco Systems Chairman and CEO John Chambers remains confident in
the company’s strategy of expanding the role of the network in the
modern technology environment. What’s ailing the $40 billion company is
its execution, according to Chambers, and that is going to change.
In a lengthy internal memo to employees that has since been posted as a blog on
the company’s Website, Chambers said he realizes that while the
strategy may be sound, the execution problems have dogged Cisco for
several quarters that have been plagued by lagging sales numbers,
reduced profits and weak forecasts that have surprised analysts.
“We have been slow to make decisions, we have had
surprises where we should not, and we have lost the accountability that
has been a hallmark of our ability to execute consistently for our
customers and our shareholders,” Chambers said in the April 5 blog.
“That is unacceptable. And it is exactly what we will attack.”
Cisco’s announcement in February of
its fiscal year 2011 second-quarter financial numbers illustrates the
company’s position. At a time when other technology giants like Intel,
IBM and Google were turning in strong financial numbers, Chambers
announced that Cisco saw increased revenues but falling net income, and
gave a forecast that was below analyst expectations. While the company
continued to see strength in such areas as data center products and
collaboration solutions, there was continued weakness in Cisco’s core
switching lines and other businesses.
The announcement echoed what Cisco had presented
in previous quarters, and the company felt the wrath from investors—its
market value reportedly dropped 15 percent after the February earnings
call—and analysts. Forbes.com ran an article questioning
Chambers' leadership, suggesting that Cisco misread where the industry
was headed and was not doing enough to shore up its businesses against
increased competition, such as in the core networking space, where
rivals such as Hewlett-Packard and Juniper Networks are making inroads.
As it has expanded into newer areas such as the
data center and collaboration, Cisco also has grown its base of
competitors, including the likes of IBM, Oracle, Dell and Polycom. In
particular, HP—which had been a strong Cisco partner—is now a key rival
in several significant areas, including networking, the data center and
collaboration.
In his memo to Cisco’s 73,000 employees—in which
it looked to rally the workforce, prepare it for changes and reinforce
the confidence he has in the company—Chambers said he recognized the
issues, but remained committed to the company’s current strategies.
“Today we face a simple truth: we have
disappointed our investors and we have confused our employees,” he
wrote. “Bottom line, we have lost some of the credibility that is
foundational to Cisco’s success – and we must earn it back. Our market
is in transition, and our company is in transition. And the time
is right to define this transition for ourselves and our industry. I
understand this.”
Chambers promised to “make a number of targeted
moves” over the next few weeks and as the company enters its fiscal
year 2012, with the goal of gaining new customers and keeping current
ones, and to create an environment to make it easy for Cisco employees
to do their jobs. He didn’t elaborate on what those changes could be,
but outlined what he called management’s guiding principles: Keep doing
what’s working, make tough decisions, continue to compete in all areas
of the company’s broad business portfolio; and simplifying the way
employees work.
“We will reshape the operational foundation in
order to empower our teams, integrate our major functions, and allow
our people to focus on inspiring and important work,” Chambers wrote.
One change he already has made in response to
Cisco’s issues was creating a chief operating officer position, which
it filled in February with Gary Moore, who previously was head of
Cisco’s services business.
Chambers’ memo apparently resonated in the
marketplace; Cisco’s share price reportedly rose 4 percent after news
reports about it started to emerge.