Little known to most people, including residents of Houston, Texas, there is a peanut butter cannery here, and it is capable of producing over 1 million jars of peanut butter a year. Thanks to the coordination efforts of Terry Edge, a Cisco Channels Manager, two teams of Cisco employee volunteers produced 12,595 jars — 21,254 pounds — of peanut butter this month.
This post was written by guest blogger Tracy Granlund, a project manager with the Networking Academy Student Advocacy Team
Earlier this year, we had the privilege of hosting the 19 winners from the 2013 Cisco Networking Academy International NetRiders competitions on a week-long study trip to Cisco’s headquarters in San Jose, California.
What is NetRiders? These competitions are open to students currently or recently enrolled in a Cisco Networking Academy course. Through them, students learn valuable networking and IT skills through a series of online exams and simulation activities.
During the week-long study trip, some of the winners shared their thoughts on Cisco Networking Academy and the NetRiders competitions in the Cisco TV studio.
When you have a regular paycheck, a roof over your head, your health, and a fully stocked refrigerator, it’s easy to focus on other activities of daily living.
But when you lack one or all of these things, your focus is on surviving.
I know all this from first-hand experience. As a child, I helped my mom, who doesn’t speak English, apply for public assistance in times of great family need. I had to research and complete, on behalf of my parents, food, health, and unemployment forms and job applications, translating them from English to Spanish and vice versa. We used buses to go from one agency to the next, and sometimes going back and forth to the same organization. There was no one to point us the right way or direct us around pitfalls, as we worked toward stabilizing our day-to-day lives, and eventual self-sufficiency and economic independence.
Electric trading markets that allow consumers to procure blocks of energy directly from generation providers have existed for a long time, but have tended to be in areas with highly stable distribution systems with access limited to large consumers. Customer segmentation within electricity markets has therefore been limited, with utilities defining tariffs and establishing service reliability based on customer type: residential, commercial, or industrial. However, technology platform enhancements have enabled smaller consumers to participate in electric trading markets and enabled system operators with a less stable grid to provide this service.
The result is that consumers, and not just the utility companies, can define the characteristics and pricing for their electric service.
For Cisco, this change is allowing us to purchase electricity in one of our most important, but least reliable and highest-carbon locations — Bangalore, India — in a new way that reflects our requirements for availability and environmental impact.
Today in the Huffington Post, Blair Christie, Cisco Senior Vice President and Chief Marketing Officer, and Eric Schwarz, cofounder and CEO of Citizen Schools wrote about our organizations’ collective commitment to increase the number of students interested in science, technology, engineering, and math (STEM) subjects and careers.
Last week in Research Triangle Park, North Carolina, network engineers helped 50 student robotics teams compete in Aerial Assist, a game in which students program and operate robots to toss as many balls into a goal as possible — in just 150 seconds. Similarly, in San Jose, a group of women engineers at Cisco hosted 70 middle-school girls earlier this year as part of “National Engineering Week” to give them a glimpse into how cutting-edge technologies are developed in R&D labs.
These engagements, part of the US 2020 initiative announced at the White House Science Fair last year, reflect the urgent need to do more to encourage students to go into science, technology, engineering, and math (STEM) professions.
Three things are true in STEM: There are a lot of job openings. These jobs pay well. And there are not enough qualified people to fill these jobs. Today, the technology industry employs 6 million people. By 2018, the U.S. will face a projected shortfall of 230,000 qualified advanced-degree STEM workers. Meanwhile, the Bureau for Labor Statistics predicts that STEM jobs will grow 55 percent faster than non-STEM jobs over the next 10 years. The flow of talent into the STEM pipeline is limited. Without a dramatic change, the pressure will weaken further, and the flow of talent will slow to a trickle.