My presentation at the 2nd Jeddah HR Forum www.saudihrweek.com.

1. Badr Al Badr
Managing Director, Cisco
Smart+Connected Communities, Asia and Africa
5/5/2010 ©2010 Badr Al Badr 1

2. Agenda
 What is culture
 What is high performance culture
 The 3 pillar model
 Culture -> Performance
 Leadership
 Motivation
 Structure
5/5/2010 ©2010 Badr Al Badr 2

3. What is Corporate Culture?
cul·ture: the set of shared attitudes,
values, goals and practices that
characterizes a company or corporation.
-Webster’s Dictionary
© 2009 Guidon Performance
Solutions, LLC.
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4. How is corporate culture
formed?
 Culture is represented in the norms and
unwritten rules that guide employee
actions
 Corporate cultures are shaped by a
variety of influences
 nature of the business
 geography
 fingerprints of the company founders,
current leaders and associates
 Culture “happens” but can be changed
© 2009 Guidon Performance
Solutions, LLC.
5/5/2010 ©2010 Badr Al Badr 4

5. The Power of Culture
 Power has a significant impact on a
firm's long-term economic performance.
 Low-performance cultures develop
easily, even in firms full of intelligent
people.
 Although tough to change, corporate
cultures can be made more
performance-enhancing.
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6. What is a high performance
culture?
"A physical or virtual environment
designed to make workers as effective
as possible in supporting business goals
and providing value.” -Gartner
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7. What does it mean?
 Accountability, innovation, focus,
urgency, and responsiveness.
 Results-oriented culture based on
measurements and incentives
 people are held accountable for the goals
they set and are recognized and rewarded.
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8. Performance
Leadership
Structure
Motivation
Culture
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9. Market Share Leadership
Security Digital Video: IPTV Switching: Modular/Fixed
100% 100% 100%
80% 80%
Cisco/SA 65% 80% Cisco/SA
70%
60% 35% 60% 60%
40%
Cisco 40% 40%
20% 20% 20%
0% 0% 0%
Voice Wireless: LAN Storage: Area Networks
100% 100% 100%
80% 80%
Cisco 54% 80%
60% 60% 60%
28%
40%
Cisco
40% 40%
24%
20% 20% 20% Cisco
0% 0% 0%
Routing: Edge/Core/Access Networked Home Web Conferencing
100% 100% 100%
80% 80% 80%
Cisco Linksys 45% 50%
60% 57% 60% 60%
40% 40% 40%
20% 20% 20%
Cisco/WebEx
0% 0% 0%
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10. Market Share Leadership
35% 65% 70%
24% 50% 57% 67% 54% 45% 70% 35% 28%
28% 54% 24%
Only company with leadership across all segments
57% 45% 50%
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11. Employee satisfaction leadership
 Surveys show that Cisco is considered a
best workplace for almost every location
in the world
 #1 Best Work Environment in Saudi:
2008, 2009
 In 2009 on top 10 lists of best
workplaces in:
 India, Turkey, Austria, Belgium, Denmark,
Finland, France, Germany, Netherlands,
Spain, Portugal, Sweden, Switzerland, USA.
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12. 1/3
culture 1/3
sales
engineering
employees
…are our competitive
1/6 service
advantage
1/6 other
63K+ 165+ 450+
employees countries offices
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13. Cisco culture
 Continuous Improvement/Stretch
Goals
 Profit Contribution (Frugality)
 Teamwork
 Fun
 Drive Change
 Empowerment
 Open Communication
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14. Leadership
Leadership
 Role modeling
 Alignment with vision
 Leadership model: C-LEAD
 Delegation & Empowerment
 Open communication
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15. Role Modeling
“The culture of a company is the behavior
of its leaders. Leaders get the behavior
they exhibit and tolerate. You change the
culture of a company by changing the
behavior of its leaders.”
Larry Bossidy
Former CEO, Honeywell
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16. Alignment
 Connecting the employee to the
company’s vision and mission
 Linking individual and team goals to the
vision and mission
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17. Leadership in a chaotic world
Growing
Business
Evolving
Volume Escalating
Increasing Risk
Growing Business
Leadership
Complexity
Volume
Competency
 Geopolitical
Increasing
Needed to
 Business models
Customers
 “Once-in-a-lifetime”
Complexity  opportunities
Succeed offerings
Portfolio of
Orders
 Geography
in Chaos
 Emerging technologies
Cases
 Customerresiliency
 Business segments
Escalating  Acquisitions
Risk
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18. Collaborative leadership model
• Working Across
Connecting with customers, partners,
Boundaries
suppliers, and colleagues – across functions
as well as geographies to achieve significant • Engaging Others
results. • Earning Trust
Building Cisco’s capabilities by continuing • Developing Self
to develop own and others’ skills. • Developing Others
• Demonstrating Passion
Delivering exceptional results by building
commitment to the business and enabling • Empowering Teams
teams to succeed.
• Achieving Results
Developing bold strategies and the • Shaping Strategy
organization’s capability to achieve its
objectives. • Building Capability
Promoting change and innovation to support • Promoting Innovation
Cisco’s strategy and set Cisco apart in the
global marketplace. • Leading Change

19. Application of Leadership Model
Recruitment Performance
• Interview training • Performance
• Hiring process management
• Internal talent • Leadership evaluation
movement
Model as a
Foundation
Development Assessment
• Leadership Series • 360 Assessment
• Management Series • Talent Review
• Leadership
Promotion process
• Self assessment

20. How leadership drives this
culture?
 Establishes measurement and
management systems with strong
accountability for results.
 Focus on retaining and incenting the
best and brightest talent.
 Above all, do what is in the best interest
of the organization, not just their own
team.
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21. Structure
Structure
 Web 2.0 Collaboration tools
 Performance management
 Reviews: annual, quarterly,
monthly, weekly
 Matrix management
 Talent reviews
 Online 360
 Pulse surveys
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22. Collaboration:
Flexibility driving productivity
How Cisco Employees’ Work Is Changing
 63% of time is spent communicating and collaborating
 Collaborative work is more often virtual (35%) than face-to-face (28%)
Cisco Technology Enabling Mobile, Collaborative Work “Styles”
 56% of work is done away from their Cisco desk
 43% have a remote manager
 85% telecommute part of the time
 24% of work is done from home, 48% outside business hours
Mobility Maximizes Productivity and Achieves Work/Life Integration
 Average commute time is 1.4 hours a day
 Employees report being more productive outside the office
 70% would prefer to work from home at least two or more days a week
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23. Performance Management
 The ongoing process of aligning individual
goals to organizational initiatives, as well
as assessing results
 Rewards programs are aligned
assessment
 Online tools that enable employees to
formally document their goals and
accomplishments
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24. Performance Management:
Goal setting
What is Goal Why is it important?
Setting?  Drives great
 SMART goals performance
 Cross-functional and  Establishes alignment
organizational and within the business
 Time/workload  Empowers employees
prioritization to act in an
environment of speed,
 Alignment to the scale
business
 Flexible and dynamic
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25. Performance Management:
Development planning
What is it? Why is important?
 Development in current  Accelerates
individual
role performance and
growth
 Long-term career planning
tied to personal  Increases
business
aspirations performance
 Know what it takes to be
successful
 Joint commitment with
employee and manager
 Involves ongoing dialog
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26. Motivation
Motivation
 Corporate Social
Responsibility provide
meaning to work
 A good workplace drives
motivation
 Motivation drives
performance
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27. Networking Volunteerism
Academy
we believe community
belongs to everyone.
Make Every Connection
a Green Connection
Sustainable
Business Practices
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28. Employees Are Proud to Work at Cisco
Fortune Magazine Great Places to Work
100 Best Companies to work for twelve  Best Employers in Austria, Belgium,
consecutive years! Ranked sixth overall Demark, Finland, France, Greece, Ireland,
Worlds Most Admired Companies Netherlands, Norway, Portugal, Spain,
Sweden, and Switzerland
Barron’s
100 most respected companies— Black and Hispanic Engineering
ranked tenth overall
and IT Magazines
Fast Company Magazine Most admired companies for Hispanics
 50 Most Innovative Companies Most admired companies for Blacks
Human Rights Campaign Working Mother Magazine
 Cisco scores 100% on Corporate
Equality Index for the fifth time Best Companies for Multicultural Women
National Association of Female
Hewitt Associates Executives (NAFE)
Best Employers in Asia, India and Turkey
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29. Who are “best employers”?
"best employers" as organizations that care
about how people are treated at work, run their
businesses with their people top of mind, and
have superior business results as a
consequence. -Hewitt
 According to Hewitt, best employers
• excel at making employees feel connected to the
business
• communicate with employees about the
organization's goals
• align people and business through performance
management
• link pay with performance of the individual and the
company.
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30. Motivated employees drive
performance
 Expand their expertise in their area as well
as to broaden their experience over time.
 Each individual is continually improving their
own skills and contributions to the organization
 Search for more efficient and effective
ways of operating, and to look beyond their
own area to understand the needs of the
overall corporation.
 Best employer companies generally have:
• higher profitability
• higher customer loyalty
• lower hiring costs
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31. Performance
Leadership
Structure
Motivation
Culture
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