Mar 15, 2015 Business Case Greater China Cut-off Time Extension Jason Liu

2 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Executive Summary

3 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Problem Statement 3pm cut-off time has been set for 10+ years in Greater China Operation IDC reports says majority of the market players in China have moved the cut-off time to business close time Benchmark is changed especially on UCS products Market Customers and Account Teams are not satisfied with the current 3pm cut-off time Not in line with the market bench mark CSat

4 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential The sales teams, partners and customers are all asking for an extended cut-off time in Greater China theatre for the NBD and/or NCD service level Business Requirements

5 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Anticipated Outcome The RMA cut-off time is extended to an agreed later time No impact on the existing delivery capability Operation In line with the market benchmark Business deal opportunities Market Meet customer expectation Higher customer satisfaction level CSat

6 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Make a feasibility study for the cut-off extension in Greater China theatre Explore the strategic options we have Based on the results from the feasibility study:  Understand what the best option is we can support our customer  Be ready to make strategic decision with the balance of operational excellence vs. cost efficiency Decision to be made

7 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Business Introduction

8 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Customer Requirements Extended cut-off time is needed for business flexibility Market Benchmark Gaps to the market benchmark, service competitiveness Business Drivers

9 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Greater China theatre including CN, HK, MO and TW Service Level - NBD and NCD SLA Service Order (RMA) Business Scope

10 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Case Analysis

11 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential RoleDescriptionName/Title Global Executive Sponsor Provide business operation support for the project Dillard Mayers Global Business OwnersProvide business operation support for the project Steve McMahon Michael Strain Local Executive SponsorProvide executive support for the project from local theatre Eliza Zhao Local business ownerProvide business operation support for the project Jennifer Sun Local Project ManagerProvide pre-project business case analysis support Jason Liu VOC Track OwnerFacilitate the VOC sessions for the project Nathan Cao Dennis Lian Capability Track OwnerProvide logistics support and verification for the project Crystal Qi Mike Liu Business Case Analysis Team

12 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Resource readiness (TPL, OM operation) System readiness (Cisco & Vendor tools) Sales Agreement (Sign-off) Supporting teams agreement (Sign-off) – TAC & LSC Business Assumptions

13 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Meet Customer expectation on EoDB Have Higher Customer Satisfaction Gain More Competitiveness in service market Allow more troubleshooting time Expected Benefits

14 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Less transportation buffer time & certainty NBD support coverage shrinkage Vendor & Cisco B2B failure Business Risks

15 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential VOC(Voice of Customers) Result

16 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Strategic Options “To be finished”

17 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Option 1 – 4pm Cut-off Time

18 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Option 2 – 5pm Cut-off Time

19 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Option 3 – 6pm Cut-off Time

20 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Recommendation

21 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Recommendations / Conclusions

23 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Top 3 Reasons Why Meeting Time is Wasted The meeting has no goals or agendaThe meeting discussion goes off topic The meeting is missing the “right” people

24 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Too large: Overly inclusive attendee lists based on nice to haves rather than those essential to achieving the goal Too long: Filling the time allotted rather than concluding when the purpose has been accomplished Too many: Meetings have become the default way of working resulting in packed calendars and back-to-back schedules Inter-related Root Causes Lack of preparation, pervasive multi-tasking

25 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Impact on Employee Experience Meetings at Cisco make me feel...

26 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential What’s next? More to come after the shutdown! “There’s no one silver bullet, but we have to find a way to break the vicious cycle between back-to- back meetings and multi-tasking”

27 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Diagnostic Data Sources 725 SURVEY RESPONDENTS 8 FOCUS GROUPS 11 HOURS OF OBSERVATION 26 PEOPLE ACROSS ALL FOCUS GROUPS

28 © 2014 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Results by the Numbers $92M 100% AVERAGE HOURS PER DAY IN MEETINGS PERCENT OF MEETING TIME THAT IS WASTED DOLLAR VALUE OF THE TIME BEING WASTING IN MEETINGS EACH YEAR NUMBER OF PEOPLE WHO DESERVE THE TIME AND SPACE TO DO GREAT WORK AND LIVE BALANCED LIVES