Cisco, Silicon Valley, Wang Laboratories discussed on Kickass News

Kickass News


Now, John Chambers brings his years of experience to his new book titled connecting the dots lessons for leadership in a startup world. John, thanks for coming on the podcast, then it's, it's a pleasure. It's ironic I live out in California and I'm here in New York talking to you and California. It speaks to how busy. MRs being disrupted and changes occur, we seem to have missed each other coming and going here, and I have to say, I, I like the way that you began before we went on Mike here because you said to me, how can I make this the best podcast? How can I help you? Is that something that you've learned over the years to do whenever you do media for the company? Well, it's both with media, but more importantly, I form relationships for life, and I've been honored to have relationships with some of the top government leaders in the world and political leaders, but also just with normal engineers, normal people. So I get to know people. And when I have a business relationship, I never sell customer sayings. They need, but also develop trust and build relationship for how does he other side win. And that's something that I used, whether it's between countries between companies or just on relationships been like you and I just started its trust and it's hopefully attract record of backing up that trust will during your twenty years at Cisco, the company went from four hundred employees and one. Point, two billion in revenue to forty, seven billion in revenue and seventy thousand employees. But when you first moved to Cisco from Wang laboratories in nineteen Ninety-one, you say that your friends thought that you took a job at Cisco foods. What did you see in Cisco back then? Well, it's amazing because for many of your viewers there, they often of my two adult children. The issue of Silicon Valley to the east coast thirty years ago. We didn't even understand it. I, we were in the Silicon Valley of the world in Boston one twenty eight, and I'd been with IBM and the mainframe leader then with Wang the minicomputer leader. But there was a disruption occurring candidate Boston one twenty eight was disappearing in terms of technology leadership location. They were getting disrupted by Silicon Valley, and I tried to convince Dr Wang that we ought to move to the PC into software and day internet, and he was a brilliant man, but I was not successful in our discussion in what how Seoul was the next generation of technology. And so we're not talked to young people and talk about what you want to do in your career. You wanna think about the company you go to, but you wanna think about the market transition going on both perhaps business model, but also technology. So around winter, Cisco people didn't even know what the internet was and my friends thought I join. Being a Cisco, the food company. I knew Cisco had finally arrived when I quit getting complaint letters about my sysco trucks. And if when we started off as you said, seventy million in sales and by the mid nineties, we're on a real roll and very fortunate to be a part of that. You mentioned that you came to Cisco from too much larger companies, IBM and Wang laboratories. How did your experience at those to serve as a cautionary tale about being the disruptor instead of the disrupt e the bottom line is mainframes. Got disrupted by many computers. Mini computers got disrupted by the PC and the internet, and we weren't able to transition off technology and business model changes, and you're gonna see that occur again over this next decade where probably forty percent of the companies across America existing large companies won't exist in ten years. A period of rapid change this new digitisation five hundred billion devices connected the internet, artificial intelligence. It's gonna change business models. So I think it's so important. All of us in our personal lives, whether we're to start up a government location or large business to realize we've got to constantly reinvent ourselves and you want to be the person who disrupts if you're not disrupting, you're going to be the person who unfortunately gets left behind an indeed. You attribute your ability to see four and five chess moves ahead to something that you struggled with as a child, which is dyslexia as a CEO. What kind of advantages did dyslexia give you? Well, there were couple factors that really contribute to that. The first is actually my dad who taught me early on to thank five and ten years out and how to deal with.

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