【文章內(nèi)容簡介】 gement toward 14collaborative leadership that tapped into ―the collective expertise of all employees.‖ Cisco also began reinventing itself as a fully global corporation. By 2020, 43 percent of the 15pany‘s workforce was outside the United States. Fortyfive percent of its sales came from 16outside the United States and Canada. In December 2020, the pany announced the selection of India—where it already employed more than 2,000—as the site for its ―Cisco Globalization Center East,‖ the first in a series of globalization centers envisioned. The 11―Letter to Shareholders,‖ Cisco Systems 2020 Annual Report, 2020, , (February 5, 2020). 12 ―Cisco Selects India as Site for the Cisco Globalization Center,‖ Cisco Systems, Inc. press release, December 6, 2020, (February 5, 2020). 13 Form 10K for fiscal year 2020 ended July 28, 2020, Cisco Systems, Inc., (February 19, 2020). 14 ―Cisco Sees the Future,‖ interview with John Chambers, Harvard Business Review, November 2020, . 15 Form 10K for fiscal 2020, loc. cit. 16―Annual Report 2020,‖ Cisco Systems, Inc., 2020, , (March 8, 2020). Purchased by Benjamin Tso () on February 20, 2020 Cisco Systems, Inc.: Collaborating on New Product Introduction GS66 p. 5Bangalore center would develop new businesses and tap into India‘s technical brainpower. Cisco dispatched a senior executive from San Jose to head the center in Bangalore and to serve 17as ―chief globalization officer‖ for the pany. It was a step toward Chambers‘ goal of locating 20 percent of Cisco‘s top leadership outside the United States by 2020, shifting the 18pany toward globally distributed, collaborative management. Cisco employees relied heavily on the pany‘s own products to work across functions, time zones and national borders. These collaborative technologies included Cisco‘s Interbased phones, WebEx webconferencing products and TelePresence, a video conferencing system that projected highdefinition images onto large screens, sometimes filling an entire room. Summing up the worked mindset that defined Cisco, Chambers wrote to shareholders: The work, coupled with widespread broadband Inter access, has created a platform that eliminates time and distance as obstacles to working together toward mon goals…. This ability to collaborate across geographies and time zones has the power to transform business models forever…. In order to realize the opportunity ahead, we will transform our own business and change the way our pany is structured. At Cisco, this is an anizational and cultural revolution, moving from a hierarchical mandandcontrol model to a collaborative 19leadership approach governed by councils, boards and working groups. Creating a Global, Flexible Supply Chain In fact, Cisco already had gone far down the road of globalization and collaboration by transforming its supply chain management during the 1990s. Among tech panies, it was considered a leader in creating a globally worked and adaptive supply chain. The pany moved early and aggressively to outsource manufacturing. By the early twentyfirst century, virtually all of Cisco‘s production was done by contract manufacturers in their work of factories around the world. Cisco believed that outsourcing enabled it to tap the most costeffective manufacturing resources worldwide and to leverage its supply chain partners. Cisco itself would add value by managing the supply chain and focusing on product design and development. As the outsourced model became more sophisticated, Cisco‘s contract manufacturing partners took on increased responsibility for ponents planning and procurement, order scheduling, designing manufacturing processes, and overall supply chain management. Angel Mendez, Cisco‘s senior vice president of worldwide manufacturing, said, ―I think what we are doing, which is somewhat unique, is driving an adaptive supply chain in a very large 17 ―Cisco Selects India as Site for the Cisco Globalization Center,‖ op. cit. 18 Navi Radjou, ―Cisco : A New Tech Star Rises in the East,‖ Forrester Research Inc., December 29, 2020. 19 ―Letter to Shareholders,‖ 2020 Annual Report, op. cit. . Purchased by Benjamin Tso () on February 20, 2020 Cisco Systems, Inc.: Collaborating on New Product Introduction GS66 p. 6outsourced model across a very large spectrum of products and geographies. That bination 20is an interesting thing.‖ In the early twentyfirst century, Cisco consolidated its base of contract manufacturers and suppliers. It cut the number of contract manufacturers from 13 to 4 major ones by late 2020. This enabled it to leverage spending while working more closely with them. In winnowing the field, Cisco examined numerous aspects of its contract manufacturers: capacity to build in large volumes in multiple locations, ability to support a broad range of Cisco products, as well as 21design knowledge and new product introduction capabilities. Similarly, Cisco sharply reduced the number of vendors in its extended supply work. In early 2020, Cisco had close to 1,500 suppliers and 80 percent of its spending went to about 200 of them. By late 2020, it had about 600 suppliers and 90 percent of spending was with just 95 of them. The changes made it less 22costly and simpler to manage suppliers and also resulted in major cost savings on ponents. Many of Cisco‘s manufacturing and supply chain improvements were made under its Manufacturing Excellence or ―MX‖ initiative, launched in 2020. The aim was to promote general excellence in manufacturing by emphasizing major ―aspirational‖ improvements rather 23than incremental changes, according to Mendez. In early 2020, the pany began shifting formally to a manufacturing model called Cisco