-Despite internal 'hype' about collaboration, and some organizational changes at the senior level to promote this, the funding models used still discourage true collaboration
-Cisco does not adequately value the role of operations and processes: their reach exceeds their grasp when creating a program or deploying a product that requires robust infrastructure.
-The issue at Cisco is not getting someone to do something, it's stopping them--this creates fragmented, uncoordinated effort that end up at cross-purposes--customers and partners see this clearly, but Cisco does not seem willing to confront these issues. The usual excuse given is that 'we can't boil the ocean.' So, it seem that they only want to tackle winnable battles. However, if customers and partners ever have a viable option to Cisco, I'm convinced they will bolt.
-Managers who are traditionally successful at Cisco manage up and sideways, not down. Those managers who manage/lead their employees well are rewarded with loyal employees, but, because this requires them wanting to hold difficult conversations on intransigent problems, those employee-focused managers usually are not rewarded.
-People who want to do the right thing usually end up discouraged and give up, then become disillusioned that they cannot really make a difference and participate in Cisco's 'stated' goal of Changing the Way we Work, Learn and Play.
I don't work their anymore, and feel a burden lifted. However, I'm sad that such a promise doesn't seem to be fulfilled.
