Cisco Management Series Orientation Shefali Budhraja & Sharon Stottrup

1. Cisco Management Series Orientation Shefali Budhraja & Sharon Stottrup European Markets Cohort – February 1st Welcome!

2. Agenda • Introductions • Role of the Manager • What We Are Solving For • The Solution • The Cisco Management Series (CMS) Experience • What You Will Learn • Transition from Old to New • Pilot Details and Schedule • Your Role • Back-Up

3. Introductions • First, let’s introduce you to your program facilitators. • Let’s get acquainted in this virtual classroom with a quick round of introductions • Your Name • Your role at Cisco • How long you’ve been at Cisco • How long you’ve been a Manager at Cisco • Please go in the order of the Participant List in the upper right-hand corner of your Web-Ex screen.

4. Role of the Manager What We Are Solving For An Overview

5. Manager Impacts and Contributions • You are responsible for the most valuable assets of this company. • Every business objective or initiative that you undertake on behalf of Cisco has a people component. • We are growing in new markets and in new ways and hiring in countries we have never done business in before. • Our growth has strong implications for our managers and employees, as such we have to learn new ways to collaborate and get things done. • Although Cisco’s retention has been excellent, recent research shows that employees join companies ….but they leave their managers. • Learning the science & art of management is key to your and Cisco’s success

6. From functional manager to general manager From managing direct team to managing cross-functionally From being a producer to making others productive The Leadership Pipeline and CLEAD T r a n s i t i o n s VP/SVP • Making strategy • Shaping culture • Modeling great leadership Director • Building operational strategy & capability • Managing functional initiatives with enterprise perspective Manager IndividualContributor E x p e c t a t i o n s • Mastering execution skills • Managing and developing others • Performing job with highest quality and collaboration

7. What We Are Solving For What We Are Solving For A Brief History of the Cisco Management Series

8. Management Development Opportunities • Industry research* suggests that Cisco’s previous management development offerings deviate from Best Practice in three major areas: • Tiered Integrated Curriculum with clear transition points – management/leadership – systemic approach to developing pipeline • Development lacks integration (i.e. assessment, learning content, simulation, and leadership involvement) • Clear metrics of success • As a result of Cisco’s recent growth, more than one-third of managers have been in their manager roles less than 36 months. Cisco Management Series addresses these opportunities by strengthening manager competencies through educational and practical application. *(Baker, 2007)

9. Cisco Management Series Vision • An integrated curriculum that teaches and reinforces universal management behaviors across a tiered course series to: • - Support CISCO manager segmentation (i.e. new  acquired  experienced managers) • - Deliver a quality blended learning experience that enables team collaborative learning and instills new skills and behaviors on the job • Provide a consistent management development ‘platform’ upon which groups / functions can build and deploy their specific training offerings • Extend the C-LEAD for Managers model with educational experiences that reinforce these behaviors throughout the company. • Define standard metrics to capture the basics of quality & usage, but also reflect impacts on individual manager behaviors and on the job results. • Establish an integrated Management Development solution that supports the Cisco leadership pipeline

10. Cisco Management Series Objectives In Spring 2007, a cross-functional Learning & Development team came together to solve for: • Common Definition of Manager • Integration of C-LEAD for Managers • Core & Common Requirements • Global Enterprise Manager Development Solution • Common Delivery Platform

11. Suni Lobo (APAC) Jeff Purnell (CDO) Bill Ward (Finance) Robin Lee (CDO) Sheri Smith (Sales) Leanna Prosser (BSO) Michelle Marquard (Talent@Cisco) Scott Barclay (APAC) Robert Kovach (Europe) Learning & Development Board Susan Barban (CA) Sharon Stottrup (Talent@Cisco) Shefali Budhraja (Talent@Cisco)

12. The Solution What We Are Solving For Introducing the Cisco Management Series 101

13. Cisco Management Series Core Advanced / Continuing Manager Development – 301 Series 301 Potential FOCUS: - C-LEAD / MGR Leadership - Strategy to Action - Manage Function as a Biz - Cross-Org Collaboration & Influence. - Talent Development Stage I - Biz & Financial - Acumen Courses - Cisco 3-5-year Strategy & Implications - Mgr role as Communicator - CLEAD/MGR Assessment Stage II - 3-Day Learning Lab - Cross-Org Issues - Collaborative Problem Solving - Biz/Financial Assessm’ts - Teachable Moments/POV Stage III - 3 to 4 Months - Identify & Drive - Cross-Org Issues - Mini-Assessment - EE & Manager Assessment Core Experienced Manager Development – 201 Series Stage III - 3 to 4 Months - Optimizing Mgmt Style - Deliver / Adapt in Chg Environment. - Mini-Assessment - EE & Mgr Assessment Stage I - Social Style / MB / DISC - Situational Ldrshp - CLEAD/MGR Assessment - Team Dev & Change Mgmt - Micro Inequities Stage II - 3-Day Learning Lab - Case Studies on Managing Chg / Chaos, Accelerating Team Dev. & Value of Flexible Mgmt 201 Potential FOCUS: - Mgmt Style Assm’t - Evolving Leadership Style - Deeper Understanding of Team Dynamics & Change Management - C-LEAD for Managers OUR FIRST PRIORITY: Create an integrated learning approach to establish foundational management competencies at Cisco. Foundational Manager Development – 101 Series • Stage I • - 9 weeks • Facilitated e-Learning focused on acquiring the knowledge required to manage effectively Stage III - 5 weeks - Applying the Basics - EE & Manager Assessments • Stage II • - 5-Day Learning Lab • Applying the Basics • through Simulations and • Role Play • - Action Planning 101 FOCUSES ON… - Foundational Mgmt - Universal, cross-Cisco mgmt practices - Proficiency in these skills & behaviors within first 3 years

14. Excerpt from IBM / Cisco Presentation 12Jul 07 Cisco Management Series: 101 Based on the IBM Management Development Solution (MDS) • IBM’s Management Development Solution has been selected for the Cisco Management Series: 101 curriculum. • Award-winning product offering delivered to >70KManagers • 7-year proven track record. • Global scalability • Unanimous recommendation from our Learning & Development Board

15. Cisco Management Series: 101 Based on the IBM Management Development Solution (MDS) • An industry recognized & award-winningsystem • IBM content / approach has been enhanced & branded to represent Cisco. Excerpt from IBM / Cisco Presentation 12Jul07

16. The Cisco Management Series: 101 Experience What We Are Solving For New Ways of Learning

17. Cisco Management Series: 1013-Staged Approach

18. Cisco Management Series: 101A Blended Learning Approach Tailored to Cisco’s Competencies & Environment Formal Interaction • Quick cases • Simulations Formal Information • Quickviews • Web pages • References to books etc. Formal Collaboration • WebEx meetings • Discussion threads • E-Facilitation • Field Activities Formal In-Person • Learning lab Informal Collaboration • Development of peers and experts network • Peer-peer chat

19. What You Will Learn What We Are Solving For The 101 Curriculum

20. The IBM MDS Content ‘Types’ (part 1) • Quickviews contain the course content: • Each begins with an overview and step-by-step directions on how to progress through the course • They define the course components (i.e. Mastery Test, a Quick Case, or a Simulation) • There are 28 Quickviews

21. The IBM MDS Content ‘Types’ (part 2) • Mastery Tests are brief quizzes on the e-Learning content (~ 10 questions each): • A score of 80% is required to pass Mastery Tests • Approximately 50% of the Quickviews include Mastery Tests • There are 13 Mastery Tests

22. The IBM MDS Content ‘Types’ (part 3) • A Quick Case is a supporting activity that describes a situation or dilemma • It includes four or five alternative approaches • The correct response is embedded in the e-Learning within the alternative approaches that are selected by the learner • Pro’s and Con’s are provided on each alternative • There are ten Quick Cases

23. The IBM MDS Content ‘Types’ (part 4) • Simulations allow the student to view an enactment of the key concepts from the e-Learning • There are four Simulations

24. Cisco Management Series: 101 Stage 1 Curriculum Quickviews • First 30 Days as New Manager • Roles of the Manager • Cisco Leadership Framework • Compliance Training • Team Leadership • Stages of Team Development • Meeting Management • Communications: The Managers Role • Remote and Mobile Management • Goal Setting • Talent Management @ Cisco • Project Management • Delegation • Decision Making - Employee Involvement • Problem Solving • Speed and Execution • Coaching • Feedback • Motivation • Mentoring • Performance Management: Low Contribution • Performance Management at Cisco QL • Managing High Contributors • Rewards and Recognition • Retention • Retention Action Plan • Tool Shed • Change Management

25. Cisco Management Series: 101 Stage 1 Curriculum Quick Cases and Simulations Mastery Tests • QC: Remote and Mobile Management • QC: Retention • SIM: Roles of the Manager • SIM: Coaching • First 30 Days as a New Manager • Roles of a Manager • Compliance • Stages of Team Development • Communication: The Manager’s Role • Goal Setting • Problem Solving • Delegation • Coaching • Feedback: Giving and Receiving • Motivation • Managing Low Contributors • Retention

26. Transition from Old to New Transition from Old to New What happens to the current management courses?

27. Transition Plan WHY • The Cisco Management Series represents:- C-LEAD for Mgr Alignment.- Greater flexibility for the Learner- Increased Global context.- Less Travel Time- Improved Value HOW • The CMS Ramp strategy will review course equivalency & manager assessment options. • The L & D Board will also address the integration with group / function training. • All of the above will be part of an HR Communications plan. WHAT • CMS: 101 will replace the existing suite of HR management courses • This series will become mandatory training for all managers < 3 years on the job.

28. The Cisco Management Series: 101Value Proposition • Cisco currently has 9 core Management Courses (MDI): • Covered some of the basics & got good reviews. • All Instructor-led • Global scalability / accessibility issues • Required 13.5 days commitment to classroom time (and travel) • Costs your organization ~$7,200 • The Cisco Management Development Series: 101 • Covers all of the foundational topics identified by Cisco’s global Learning & Development community. • Provides the supporting curriculum for C-LEAD for Managers • Will scale to our global manager population • Requires 5 days commitment to classroom time (and travel), ~27 hours of independent study, and ~ 13 hours of Web-EX sessions. • Costs your organization $2,500 for the pilot program.

29. Pilot Details and Schedule What We Are Solving For What You Can Expect as Pilot Participants

30. Global Pilot Schedule You are 1 of the 5 global cohorts going through this pilot concurrently Each cohort = 25 people managers

31. Cisco management Series: 101Stage 1 Highlights • Orientation for all cohorts beginthe week of Jan 28th • Book time on your calendars for ~3 hours of study time each week through Stage 1. • Book a 1-1 with your manager for week of Feb 25th (Wk 4 activity) • Mid point check surveys scheduled for weeks 5 and 6 • Expect Web-EX Conference activities & Outlook requests during: • The week of February 4th • The week of February 11th • The week of March 18th • The week of April 1st

32. Pilot Stage 1 “At-a-Glance” Details Wk 1: Feb 4-10 Getting Started Wk 2: Feb 11-17 Compliance Wk 3: Feb 18-24 Team Basics Wk 4: Feb 25-Mar 3 Communications Wk 5: Mar 4-10, Goal Setting & Staffing QV & MT: First 30 Days as New Manager QV, SIM & MT: Roles of the Manager QV: Cisco Leadership Framework CA: Webex: Program Introduction CA: Online Discussion QV & MT: Compliance CA: Webex: Compliance Case Studies CA: Online Discussion QV & MT: Stages of Team Development QV: Meeting Management QV: Team Leadership QV: Tool Shed CA: Online Discussion QV & MT: Communication: The Manager's Role QV: Remote and Mobile Management QC: Remote and Mobile Management CA: Online Discussion FA: Discussion with Up-line Manager QV & MT: Goal Setting QV: Talent Management at Cisco QV: Project Management QV: Interviewing Process at Cisco FA: Mid-Pilot Survey Wk 6: Mar 11-17 Execution Wk 7: Mar 18-24 Employee Development Wk 8: Mar 25-31 Performance Feedback Wk 9: Apr 1-7 Rewarding Messages QV, SIM & MT: Coaching QV & MT: Feedback QV & MT: Motivation QV: Mentoring CA: Webex: Group Discussion & Mini-case Team Formation CA: Online Discussion FA: Team-based Mini-case FA: Learning Lab Preparation QV & MT: Managing Low Contributors QV: Performance Management at Cisco QV: Managing High Performers CA: Online Discussion FA: Team-based Mini-cases QV: Rewards and Recognition QV, QC & MT: Retention QV: Speed and Execution QV: Retention Action Plan CA: Webex: Preparation for Learning Lab FA: Discussion with Up-line Manager QV & MT: Delegation QV & MT: Problem Solving QV: Speed and Execution QV: Decision Making: Employee Involvement FA: Mid-Pilot Survey Legend CA: Cohort Activity FA: Field Activity MT: Mastery Test QC: Quick Case QV: Quickview SIM: Simulation

33. Program Administration • Your progress will be tracked via the module Mastery Tests • You will receive facilitator ‘reminders’ if you’re more than two weeks behind schedule • Pilot feedback activities are interspersed throughout the pilot so that we can: • Review your ideas & comments • Refine the program to better support Cisco’s new managers • Your managers will also be invited to an orientation to: • Share the details of this program, and how it supports Cisco’s Leadership pipeline. • Identify when you will be coming to them for various activities within the program • Set expectations on the time you will need to fully participate & maximize your results from this program.

34. CMS:101 Participation and Expectations • You were selected because: • You have been in your manager job less than 36 months • Your function / theatre believes you could provide excellent feedback • We want you to help us effect the culture change and positively influence professional management at Cisco • Learn and refine your basic management skills • Provide candid feedback • Spread the word. Be a champion of this global management series • Stay with the program!

35. FY08 Development and Release Timeline FY08 Q2 FY08 Q3 FY08 Q4 FY09  • Soft launch with limited release of 101 e-Learning Jan ’08 • Pilot of Cisco Mgmt Series: 101 with 5 Global cohorts.Jan ’08FY08 • Complete Pilot & finalize production offeringQ3 FY08 • Ramp CMS:101to Gen’l Avail.by May ‘08 • Plan for Advanced CMS 201/301 curriculum to be developed and delivered in FY09

36. Tools What We Are Solving For Resources and Tools for New Managers at Cisco

37. Cisco Management Series: 101Blended Learning Toolset

38. Your Homework / Pre-work for Week 1 • All pre-work assignments are listed in your Week-at-Glance. • Go into your Sharepoint Site (Links are in Back-Up) • To access the Week-at-a-Glance … you click on Shared Documents (Left-hand navigation bar) • Then open up the Folder for the week you’re interested in. • Then open the Week-at-a-Glance Word document. • For your first week … the pre-work is: • Go to your Sharepoint Site • Click on Team Discussion (left-hand navigation bar) • Look for Discussion Topics on your Best Manager & your Worst Manager • Reply to one or both of these topics and share a brief example / anecdote (No names please!) • You can view other classmate responses, and we’ll discuss in the next Web-Ex discussion.

39. Questions What We Are Solving For

40. Back Up Materials What We Are Solving For Presentation References Cohort Sharepoint Links Core Team and Facilitator Biographies

41. References Baker, S. (2007). Manager Development Best Practices: Prepared for Michelle Marquard. Cisco Systems: San Jose, CA. IBM. (2007) July 12 Cisco Presentation.

42. Cohort Sharepoint Links • APAC Cohort Sharepoint Linkhttp://team.cisco.com/portals/tdo-corp-manager-development/MD-APAC/default.aspx • Emerging Market Cohort Sharepoint Linkhttp://team.cisco.com/portals/tdo-corp-manager-development/MD-EMG-MKT/default.aspx • European Market Cohort Sharepoint Linkhttp://team.cisco.com/portals/tdo-corp-manager-development/MD-EUROPE/default.aspx • RTP Cohort Sharepoint Linkhttp://team.cisco.com/portals/tdo-corp-manager-development/MD-RTP/default.aspx • San Jose Cohort Sharepoint Linkhttp://team.cisco.com/portals/tdo-corp-manager-development/MD-SJ/default.aspx

43. Shefali Budhraja, Sr. Instructional Designer Experience : Founder of a pre-k to high school in India. 5 years at Cisco. Diverse and rich business relevant experience in designing and managing learning solutions on technical and non technical subject matter Demonstrated capability in documenting tacit knowledge and leveraging technology to achieve business results Education: Graduate degree in Educational Technology from Arizona State University. sbudhraj@cisco.com(408) 525-2784

44. Sharon Stottrup -- Manager, Learning & Development Experience : 1 year at Cisco. 27 previous years at Intel Corp., with increasing program and functional management experience in Sales & Marketing Field Productivity applications, IT Client Office Solutions, and HR Management & Leadership development.Previous related achievements include: Sales & Marketing Learning Portal, Core Management Training, Succession Planning, Leadership Profile and Senior Manager Rotation applications. Education: Associate of Arts Degree, Liberal Arts sstottru@cisco.com(408) 527-8332

45. Jennifer Okimoto Location: San Francisco, California, USA Role in IBM Senior Managing Consultant Experience: Jennifer Okimoto is a Senior Managing Consultant in the Human Capital Management Practice. She has over sixteen years of consulting experience focused on knowledge and collaboration, learning and development, organizational change management, and business transformation and the use of information technology. She is an experienced project manager and has helped clients implement and transform their customer relationship management programs, supply chain management systems, financial management operations, and learning, knowledge, and collaboration capabilities. Jennifer has a strong interest in social networks, virtual collaboration and the use of Web 2.0 technologies to improve the way we work in an increasingly global and virtual world. Jennifer has been a manager of people at PricewaterhouseCoopers and IBM for more than five years.

46. Robert Newman Location: Columbus, Ohio, USA Role in IBM Learning Consultant Experience: Robert is a Managing Consultant in IBM’s Industrial Sector Learning Solutions organization. He specializes in helping IBM clients transform their workforce as part of larger organizational process transformations. Robert has more than twenty-five years of experience helping employees identify and develop skills that support an organization’s mission and strategic initiatives: developing competency models, designing and implementing learning programs, and developing supporting processes to sustain these skills such as building communities of practice. He was the designer on the team that developed IBM’s Management Development Solution as an offering for our clients. He has customized and delivered this solution to a number of clients around the world.

47. Victor Jeurissen Location Utrecht, Netherlands Role in IBM Global leader of professional development for IBM’s Managed Business Process Delivery, our Outsourcing organization. Business Transformation Consultant Experience: Victor is responsible for the development and implementation of professional and skill development programs to employees. He leads the design and development of competency programs that are "Foundational" and "Core" to the outsourcing business and programs that focus on developing (new) Leaders within this organization. He is also a part time instructor, facilitator and coach on leadership programs and sales transformation programs both internal IBM and for clients. Victor has over twenty years of experience in learning and human capital development, business transformation, project management. He has been a manager of people and teams in local and remote organizational settings.

48. Joseph John Location Kuala Lumpur, Malaysia Role in IBM: Management Development Facilitator Experience: Joseph has been in the training industry for 10 years. Being an Engineer by profession, he started off his training career in the technical field, conducting programs such as Statistical Process Control, Electronics Engineering and Electrical Engineering. He is also a Certified Facilitator by the Asian Experiential Educational Alliance ( AEEA ). Joseph was also a Training Specialist in Maxis Communication Berhad, where he designed and conducted training programs in Customer Service and Corporate Customer Management. Joseph has held various management position in the corporate sector. One of his management positions was General Manager of Sales for a satellite based broadband company. Joseph was in charge of all sales activities including managing the sales force, and was responsible in setting up the sales operations of the organization.