ppti.info Personal Growth Your Route To Cisco Career Success Pdf


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Your Route to Cisco Career Success – Part 1 it's available in Kindle format from Amazon, you can download a free PDF of the book HERE. Learn 7 keys to success in your career as a Cisco networking professional, as taught by Kevin Wallace, CCIEx2 # (R/S and Collaboration). Kevin is the author of multiple Cisco Press titles and is a full-time instructor of Cisco courses. Labs - Cisco CCNA: Hands-on Practical. Author for Cisco Press. . PDF DOWNLOAD ppti.info For a limited time, download my ebook "Your Route to Cisco Career Success.

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Your Route to Cisco Career Success, by Kevin Wallace, CCIEx2 (R/S and Voice) FREE PDF DOWNLOAD ppti.info Get Free Read & Download Files Your Route To Cisco Career Success PDF. YOUR ROUTE TO CISCO CAREER SUCCESS. Download: Your Route To Cisco . [Read Online] Your Route To Cisco Career Success English Edition - PDFFormat . Book file PDF easily for everyone and every device. You candownload and.

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We know the importance of Cisco CCDP exam, so we have you covered if an update is made to the course by Cisco. The lattice also represents the transformation from work being a place you go during set hours each work day to something you do in a dynamic, increasingly virtual workplace.

Technology has enabled new possibilities for the where, when and how of work. Globalization, virtualization, modular job and process designs, and team-based project work, among other workplace advances, leverage ubiquitous and expansive technologies from broadband to Web 2. These technologies both respond to and drive the changing world of work. Individuals gain too with increased flexibility and more choices for when and where they do their work.

As a result, knowledge must be transparently shared on common platforms that everyone can access. In the past, there were seldom more than a few select people who had the total picture of any particular business.

Now entire teams understand how things work, leading to greater job modularity. Projects can be staffed in multiple ways based on the needs of the moment, making finance more agile.

While beneficial, these new ways of working were foreign to many managers and some challenges did surface. We began to get a relevant marketing comment out of the manufacturing guy or a supply chain comment out of an engineering person.

With its strong horizontal as well as diagonal and vertical supports, the visual image of a lattice reflects organizational relationships, interactions and communications that function in a network-like fashion unconstrained by top-down hierarchy. Lattice organizations are sharing information transparently, creating communities and providing more collaborative, inclusive and meaningful options for employees to contribute regardless of their level on the organizational chart.

New ways of fostering participation are helping organizations meet a new challenge — the rise of nonroutine and project-based work, which requires greater collaboration and is more difficult to achieve as teams become more dispersed and virtual.

Lattice organizations are finding ways of working across the invisible borders of geography, hierarchy and function. As they realize that good ideas can come from anywhere, these organizations are reaping the rewards of increased innovation.

Each employee is able to vote on the caliber of the insights and rate additional postings of suggestions and comments, earning the contributors reputation points. Why lattice thinking matters While efforts to advance a company in any one of these lattice ways are beneficial, the power of the lattice is amplified by the compounding effect that occurs when these ways of thinking and acting reinforce one another to improve productivity, innovation and the ability to develop, retain and engage the right kinds of talent.

Table 1 illustrates the connections between the lattice ways, and the case of Cisco illustrates how all three lattice ways work in tandem. Table 1: Connections between lattice ways From me to we. But Cisco quickly learned that it was not enough to simply put smart, capable leaders on the councils and boards. They needed to identify clear processes and outcomes in order to be successful.

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It stressed mutual accountability and teamwork. We began to get a relevant marketing comment out of the manufacturing guy or a supplychain comment out of an engineering person.

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People are learning something that they can never unlearn. Over time, this changes the face of the culture. As collaborating in this way became the norm, Cisco realized it needed to develop leadership talent differently. It began to make lateral moves an important part of executive development to build the breadth of business perspectives that collaboration requires.

The story of Ana Corrales, vice president of global business operations, provides an example. She then made a series of horizontal moves that gave her a broad portfolio of experience.

Her move to manufacturing plant operations netted her people leadership skills to add to her already formidable analytical strengths. Additional moves took her to materials acquisition at the front end of the supply chain, to finance, to customer service, and to working with sales taking customer orders and processing them. Today Corrales is a vice president in charge of business models, a role that requires a cross-functional perspective.

Top leaders now conduct an annual review identifying who is ready to move and which positions would most benefit the individual and the organization. And to make its model scalable and repeatable, Cisco learned that it needs to teach leaders how to do a better job of talking with their people about career growth and development.

A starting point was to define a set of leadership competencies so that there would be a common language for talking about career options — choices to move horizontally as well as vertically. The system pushes hard to make sure personalized career conversations are effectively discussing career interests and exploring potential moves in all directions.

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Rethinking the workspace. One of them was Cisco. I was told it needed someone who understood how to scale the enterprise and identify market transitions. I knew there was a great future in networking equipment, because the internet seemed ready to take off.

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I joined in as the senior vice president of worldwide operations, and in I became the CEO. In the 20 years since then, a whole series of shifts have occurred in the kinds of technology companies rely on and in how they consume solutions from Cisco and other suppliers.

Anticipating those transitions and getting ahead of them has driven our evolution from routers and switches to mobile and video technology to application-centric infrastructure and cloud computing.

Back in the s internet traffic was routed through fiber-optic cable. Within a few years the industry had shifted to switching technology, which allowed more data to travel through the same cable.

In telephony the market shifted from analog to voice over internet protocol VoIP , which allowed companies to send phone calls on the same network they used for computer data.

Lucent, Nortel, Alcatel, and other companies missed that shift and were left behind. Think about how the internet has expanded from a medium for e-mail to one for web pages and then streaming video—and how users have shifted from desktop computers to smartphones and tablets for accessing all that information.

Now think about the shift from owning server farms to outsourcing to the cloud. More recently, the internet of everything, which is the explosion of connections across people, processes, data, and objects, has put demands on business to create new communication channels for new kinds of devices. Some of these changes required consumers to buy new devices. All of them required companies to make big investments in technology. For Cisco, each transition required a decision about when to jump from selling a profitable product to a new technology—often one that would cannibalize our existing product line.

These jumps were critical, though, if we wanted to stay ahead of the curve. The best indication of when to make the jump frequently comes from our customers. Many years ago, before the market moved from routing to switching, I visited Ford Motor Company, a key customer. Executives there told me they were exploring a new networking technology called Fast Ethernet.

They told me about a company called Crescendo Communications that was making advances in that area. We ended up buying Crescendo to help us make this transition. Similarly, as the market moved toward wireless, customers told us to buy Meraki, a maker of Wi-Fi networking gear, which we did.

In many other instances customers helped us spot a market shift and pointed us toward a new technology that would be useful in making the leap. Additionally, we have our Entrepreneurs in Residence program, which provides financial support, mentoring, and collaboration opportunities to early-stage entrepreneurs working in areas where we see huge potential, such as big data analytics, cloud computing, and enterprise security—all with the hope of bringing some of their ideas to reality and implementing them in our business.

Alternatively, we may make an acquisition. We do that often. Back in the s the conventional wisdom was that acquisitions in the tech industry generally fail.

We assemble a group of engineers and developers to work on a specific project and move them out of the company, as if they were at a start-up. We have a project like that going on now. We incentivize them with financial rewards if they hit objectives. That helps them develop a real start-up mentality and gives them a unique ability to recruit new talent. We measure their progress closely; this group is off to a great start.Do you personally know any of these people?

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Organizations also must ensure that they are connecting the dots between messages and actions, modeling the change they want to see. You need a certain kind of culture to adapt quickly to market changes.

Need help assistance? He said that was the wrong way to think about it—instead I should look at the job as helping customers transform their business. IBM was slow to identify and adapt to the shift from mainframe computers to minicomputers.

The corporate lattice metaphor signals a shift in mindset and outlook as we cross the chasm from the Industrial Age to the knowledge economy.

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