It’s a pleasure to introduce Sue Nolin, Cisco’s newest Manufacturing Industry Marketing team member.
Sue Nolin rejoins Cisco after ten years in the world of successful networking start-ups. She was formerly with Cisco’s VPN and Security Business Unit, as the result of Cisco’s acquisition of Atliga Networks in 2000. Sue has since sold and marketed networking solutions commonly used by manufacturing industries. They include WiFi, RFID and Unified Communications technologies, and how they are applied to address business problems.
Sue looks forward to sharing her views and thoughts on manufacturing industry-relevant topics and to your comments on her blogs. Agree or disagree? Tell us! Sue has a bachelor’s degree in English/Communications from the Massachusetts College of Liberal Arts, so don’t criticize her writing – just her views!
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Tags: english major, Manufacturing, marketing, new blogger, Sue Nolin, thought leader
In my previous post, I described the challenges senior management faces in scaling collaboration capabilities to address business needs and the way work is done today.
Electronic and whiteboard displays, lean practices, and collaboration tools by themselves are clearly not enough. Management needs to take a holistic approach to develop and integrate capabilities in three areas to address the challenge of capturing the next wave of productivity gains: culture and leadership, extended workplace visuality, and pervasive collaboration.
Organizational culture and leadership are probably the single most important factors in enabling gains in employee productivity and innovation that result from knowledge work. Morten Hansen, in his book Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results, provides an excellent perspective on what management can do to identify barriers to collaboration and design solutions to overcome them. Most of these barriers are cultural and particularly severe in large global corporations with multiple business units, complex matrix organizational structures, and operations that span multiple countries. Read More »
Tags: Cisco, collaboration, culture, IBSG, knowledge work, leadership, lean techniques, Morten Hansen, networked organization, productivity, visual workplace
Well, first of all, Cisco IBSG stands for Internet Business Solutions Group. IBSG is the premier thought-leadership group within Cisco when it comes to helping customers realize the benefits of the trends and advances in technology, networking and new business processes. Listen to one of the key IBSG leaders for Industry to find out more in the video.
The Cisco Internet Business Solutions Group (IBSG) is comprised of industry influencers and business strategists who have deep experience across multiple sectors and regions. IBSG helps CXOs and public-sector leaders solve their most critical business challenges by developing strategic solutions based on business-process transformation and innovative technology.
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Tags: Cisco, collaboration, disruptive technologies, IBSG, innovation, knowledge work, manufacturer, process, productivity, strategy, TelePresence, visual workplace
Collaboration is in vogue! Companies across multiple industries are implementing a variety of process changes, systems, and tools to improve collaboration among their employees.
While these companies recognize the potential of collaboration, most have captured and quantified benefits only in relatively mundane areas such as reduced travel costs and time-related savings. Read More »
Tags: Cisco, collaboration, IBSG, knowledge work, lean techniques, productivity, visual workplace
An explosion of new technologies is creating new winners and losers in nearly every industry. You only have to look at the changing fortunes of Apple and Hewlett-Packard in the personal computer/tablet arena over the last decade to see how innovation can propel one company into superstar status, while another becomes irrelevant in the same market space.
So how can companies gain and hold an edge in technology innovation? In an engagement with a major global manufacturer, Cisco IBSG identified three key factors in the product innovation process that companies must clearly understand and be able to orchestrate:
- Technology Strategy: Develop a technology strategy based on internal and external scans of rapidly emerging capabilities. These should include an assessment of each technology’s ability to disrupt, its stage of incubation, differentiating factors, competitive alternatives, and identification of platform choices. Developing a business and technology architecture for how the technology fits into your company’s platform portfolio is a critical step in this analysis.
- Ecosystem Management: Arrange and manage ecosystem partners by assessing the need for technologies to perform certain functions that extend beyond your own internal capabilities, such as the ability to connect to a broader environment. You will need to understand existing and future profit pools to validate partner choices. For example, providing “smart services,” such as analytics, can extend a product’s useful life and be the source of long-term profitability, for both you and the ecosystem partners that deliver them.
- Market Interactions: Prepare and execute detailed plans for managing market interactions, from initial introduction through full-scale market management. This includes an ongoing analysis of customer reactions, portfolio management, media communications, and potential competitors.
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Tags: Cisco, Disruption, disruptive technologies, ecosystem, global, IBSG, innovation, interactions, management, manufacturer, market, partners, process, product, strategy, technology, technology scan