John T. Chambers Quotes
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People who might normally have to travel hours to a distant city to see a cardiologist can now do so virtually, through Cisco technology, at their local hospital or health clinic. Clinicians use technology to share patient reports and diagnostic images and collaborate on cases.
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I like to believe that I got my business knowledge from my dad. He was able to see trends a long way off. And my mom is very good with people and emotional.
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I support both Democrats and Republicans on many issues. I'm more interested in where they are on technology.
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You want to select the right applications at the right time for your industry.
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It's connectivity that really makes the industrial Internet work: it's giving the right information at the right time to the right person or right machine to make the right decision.
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The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.
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I don't make fun of people. I call people by what they want to be called. What does your best friend call you? What does your spouse call you? It helps you emotionally connect to people.
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I had two parents who were doctors, and my mom was valedictorian in multiple classes.
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Never ask your employees to do something you wouldn't be willing to do yourself.
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What I've realized is most leaders cannot reinvent themselves at the CEO level or at the operational level.
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If we're going to acquire, what are we going to do differently? We came up with six rules of thumb. Whenever I've violated two of them, I usually get into trouble.
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I learned another lesson from Jack Welch. It was in 1998, and at that time, we were one of the most valuable companies in the world. I said, 'Jack, what does it take to have a great company?' And he said, 'It takes major setbacks and overcoming those.'
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What makes Silicon Valley really work? It's a unique combination of great educational institutions - especially at Stanford - that generate engineers and a culture that starts companies.
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Some people need a command-and-control environment.
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We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.
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We changed the world many ways with the Internet.
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We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.
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In September 2014, the USIBC members indicated an investment figure of $41 billion that was likely to be invested over a 2-3 year period.
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Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.
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I think we have a tax policy that was designed before Microsoft even went public. I think we've got to change - we're at a huge disadvantage around the world.
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In 2001, we were like most high-tech companies, with one or two primary products that were really important to us.
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We're living through the second Industrial Revolution.
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Our success at Cisco has been defined by how we anticipate, capture, and lead through market transitions. Over the years, I've watched iconic companies disappear - Compaq, Sun Microsystems, Wang, Digital Equipment - as they failed to anticipate where the market was heading.
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Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.