Vincent Rosolen -- Cisco SE, Luxembourg
For today’s post, I’m very pleased to introduce our guest blogger, Vincent Rosolen, a Cisco Sales Engineer in Luxembourg, who developed a brief Nexus 1000V case study of his customer, CETREL, the largest PCI payment card services vendor in the country. CETREL speaks highly of the ability of the Nexus 1000V to return administrative controls to the network policy team, as well as the consistency in managing and deploying Nexus 1000V with other Cisco physical network gear (all running NX-OS).
Before I turn it over to Vincent, this is probably a good reminder that the beta version of Nexus 1000V for Microsoft Hyper-V is now widely available to practically anyone who wants to evaluate it. For more details, if you missed it, check out my recent blog or the Nexus 1000V community page for more details. And now, over to Vincent…
CETREL is the leading actor in the PCI sector in Luxembourg, serving the complete electronic payment value chain from the cardholder to the merchant accepting electronic payments.
Member of Swiss SIX Group, CETREL is investing in new applications to support its business growth into an international market. CETREL is also active in the sector of IT Services, supporting the Luxembourg Financial Industry with infrastructure and application management services.
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Tags: Nexus 1000v
Innovation is the engine that powers Cisco. Its machinery was first assembled by an entrepreneurial husband and wife team with a great idea to connect the computers of two departments at Stanford University. It has since been turbo-charged by the simple notion that an open, standards-based communication protocol can be extended across the many ways of bringing together people, process, data and things to create networked connections. Now, that innovation engine is driving Cisco to become the world’s leading IT company with the power of capturing the next phase of the internet – the Internet of Everything – to make networked connections more relevant and valuable than ever before. Cisco will do this through building on in-house R&D and investing in employees, alongside acquiring great technologies, business models and talent during this time of massive industry change, when it matters most.
Our build, buy, partner approach is at the heart of Cisco’s innovation culture. It is an integrated toolkit that is critical to maintaining sustainable long-term differentiation, particularly as markets go through major transitions and disruption. Cisco first led innovation in the hugely disruptive routing arena by building incredibly relevant solutions during the infancy of the Internet. We then expanded into new disruptive markets, such as switching, with pivotal acquisitions of companies like Crescendo, Grand Junction and Granite. Later, Cisco extended into areas where major transitions continue to take place today, such as collaboration, mobility, data center and video with deals like WebEx, Starent, Meraki, Nuova, and NDS.
So where are we now and how did we get here?
In 2012, M&A deal volume in the industry dropped more than 15 percent while overall deal consideration dropped by a dramatic 30 percent. Despite this trend, 2012 represented the most active M&A year for Cisco in over a decade with 14 acquisitions and nearly $8 billion in transactions. After two of the quietest years for M&A at Cisco, why have we kicked our M&A motor into high gear? Well the answer can be found in the journey we have been on over the last couple of years. That journey started with a new Strategy. It has been fueled by Readiness. And, it has arrived through Actionability.
2010 and 2011 were challenging times for Cisco in which the company wrestled with driving growth across many priority areas—arguably difficult for any one company to handle. That, in combination with downward pressure on the business within Cisco’s market segments, resulted in sharpening the company strategy in 2011. We refined our focus from 30+ market adjacencies to 5 foundational priorities. This shift allowed for the development of a reinvigorated corporate strategy as well as individual market initiatives closely coupled with the priority areas.
In late 2011, with a solid strategy in place, management turned its attention back to what it had always done from its humble beginnings: lead in strategic categories and extend leadership to new markets. With a breadth of talented leadership, fresh ideas began to flow to key posts across Cisco’s engineering, sales and services ranks.
The combination of good strategy and exceptional leadership inside the business allowed Cisco to aggressively seek out opportunities in the market during a time when the tech M&A landscape seemed to be largely void of meaningful activity. As an example, the steady-step execution of a clear Cisco Mobility strategy has delivered for our customers in a big way. In the span of a quarter, Cisco acquired Cariden, Broadhop, and Intucell—all of which are part of an overall drive to bring more intelligence from the very ends of networks to the IP edge where Cisco can add value and solve customer problems. Other examples include leadership in Unified Access and Data Center where deals like Meraki and Cloupia enable Cisco to continue to stress next generation enterprise architectures and business models that are adjacent to Cisco’s core business. Finally, in the area of Video, Cisco delivered on its software-based Videoscape architectural strategy through a series of well-mapped acquisitions, culminating in the $5 billion acquisition of NDS, the largest tech deal of 2012.
As we drive a higher pace of M&A, we have kept a close eye on how to “save to invest”, ever-clarifying the portfolio through carefully selected divestitures such as the sale of Linksys to Belkin. These kinds of moves continue to help sharpen our focus in areas where Cisco can compete to win.
We continue to evaluate exciting new opportunities to lead the industry in a time of powerful market transitions and disruption. Cisco will be active, but disciplined, in our M&A approach—which has been, and always will be, built on a platform of solid strategy, operational readiness, and market actionability.
I look forward to sharing more about our moves as they unfold in 2013.
Tags: Cisco acquisitions, Corporate Development, Hilton Romanski, M&A
While the use of collaboration across organizations continues to grow, there have still been a few barriers to adoption. Cisco is breaking down one of those barriers with this week’s announcement of simplified pervasive conferencing.
I’m excited to share that Cisco TelePresence is now WebEx enabled. This is another milestone in our effort to simplify the delivery of highly scalable, affordable multiparty collaboration for voice, video and web conferencing. Enabling conferencing on any standards-based video device is critical for people-centric collaboration, and helps companies focus on connecting people across any device and enabling productive conversations across teams, without technology getting in the way.
What does pervasive conferencing mean for Cisco partners? Read More »
Tags: Cisco, collaboration, conferencing, dx650, partner, richard mcleod, TelePresence
Today’s workplace is radically different from ten or even five years ago. Work has changed. The way people work has changed, and technology needs to be in synch with these changes. In the office, people still want access to traditional conveniences, including a desk phone. They also want access to high quality video from the desktop, and, some want to use many of the capabilities they use every day on their smart phones. It’s the whole “consumerization of IT” in action.
At Enterprise Connect 2013 this week, Cisco is debuting our latest addition to the enterprise desktop: the DX650. The DX650, orderable globally today, is an Android based phone that delivers traditional voice functionality, high-definition 1080p video, and many features commonly associated with today’s smartphones straight to the desktop.
And, on top of the Android operating system, we’ve added Cisco software, which provides better security, quality of service, manageability and higher fidelity audio and video. In short, this new disruptive technology is doing for the desk phone what smartphones did for mobile devices. Imagine – a smartphone experience for the desktop where users will never have to worry about battery life or dropped calls.
New capabilities include:
- High quality video: In addition to extending the 1080p high quality video experience to the desktop, users can also dial directly into a TelePresence meeting or connect to any standards-based video endpoint from the device.
- Smartphone capabilities at the desktop: The phone has many “smart” features or attributes, including a familiar Android user interface, instant access to critical applications and the ability to create multiple unique user profiles. Each profile can easily integrate with the user’s email and calendar as well as a full directory of contacts and speed dials. Applications such as Cisco Jabber, WebEx, and AnyConnect come preloaded on the phone.
- Cloud-readiness: This new phone enables users to access on-premises or cloud-based applications. Given that this is a fully compatible Android device (Compatibility Test Suite certified), users can now access enterprise applications such as customer service portals or CRM solutions from the DX650’s built in browser. Or, they can view content and share video with colleagues through cloud collaboration applications such as Cisco WebEx, available natively on the phone or through the Google Play store.
- Teleworking: We’ve also ensured that the DX650 supports multiple connectivity options. The DX650 can connect to the network wired or wirelessly. It also has a built in VPN client so remote users, working from home or in branch locations, can access their enterprise applications as needed.
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Tags: Android, Cisco, collaboration, desktop, unified communications, video
What image comes in to your mind when you think of mental health? And, does that change when you think of it in the workplace? There is still a substantial taboo on the subject and many people are uncomfortable speaking about it largely due to a lack of informed knowledge. Read More »