Published by:
University of California, Berkeley
Length: 32 pages
Abstract
Like many technology organizations in the late 1990s, Cisco was booming. It grew so quickly, in fact, that it was bringing in up to 1,000 new employees each month. Cisco's solution was to acquire talent by buying small firms, topping out in one year with 24 separate acquisitions. However, in 2000, the dotcom bubble burst and Cisco quickly realized that it had another human capital challenge on its hands: how to develop, rather than hire, the strategic thinkers and leaders needed for the future. Explores the challenges facing Mary Eckenrod, Cisco's Vice-President of Worldwide Talent, in developing a new human capital strategy to identify and develop leaders from within the company - and to do this in a company with no tradition of developing people internally. How can Cisco move from a 'buy' to a 'make' human capital strategy?
About
Abstract
Like many technology organizations in the late 1990s, Cisco was booming. It grew so quickly, in fact, that it was bringing in up to 1,000 new employees each month. Cisco's solution was to acquire talent by buying small firms, topping out in one year with 24 separate acquisitions. However, in 2000, the dotcom bubble burst and Cisco quickly realized that it had another human capital challenge on its hands: how to develop, rather than hire, the strategic thinkers and leaders needed for the future. Explores the challenges facing Mary Eckenrod, Cisco's Vice-President of Worldwide Talent, in developing a new human capital strategy to identify and develop leaders from within the company - and to do this in a company with no tradition of developing people internally. How can Cisco move from a 'buy' to a 'make' human capital strategy?