John T. Chambers Quotes
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Often, what I tell a new CEO asking for advice, or one of my own new leaders, is the two most important decisions that your team is going to watch is the first person you hire and the first person you promote - because you are saying that's the type of person I want.
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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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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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Government leaders need to ask themselves if they are positioning their country to reap the full potential of the digital economy.
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The political gridlock in Washington leads us to conclude that policymakers don't have the ability to put the public finances of the U.S. on a sustainable footing.
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I had an issue with dyslexia before they understood what dyslexia was. One of my teachers, Mrs. Anderson, taught me to look at it like a curveball. The ball breaks the same way every time. Once you get used to it, you can handle it pretty well.
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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.
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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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What NDS did is allow us to move into video capability with large service providers or cable providers - and the ability to do this out of the cloud. And that allows you to do it faster.
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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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I had two parents who were doctors, and my mom was valedictorian in multiple classes.
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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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When you're a large company with significant market share, it's tempting to view market disruptions as a threat, but we view them as an opportunity.
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We're going to become the number one security company.
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If you agree with everything I have said, then I have failed.
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The window was open for us to play in the consumer as data, voice, video came together. This is where you have to have the courage to take good business risks because if you don't, you never win.
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Everything becomes connected, and cyber security becomes the top issue for CEOs. An average company has 40-60 security vendors, and they have a violation every three months with viruses.
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Once you put in backdoors, once you allow a government to intercept anything they want, you have to give it to other governments around the world. Once you do that, there is no privacy; there is no security. There is no protection for democracy.
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If every company becomes a technology company, business models and transitions are going to occur. From a CEO's perspective, this is going to be the biggest technology transition of all times.
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The business community is very comfortable with Romney.
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When a leader doesn't do his or her job, it isn't just a problem with the person. They take their whole organization down.
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If you asked would I have done a startup in India, the answer is yes.
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Almost every move in the market is either a move to align with where Cisco is going or to align to compete against us or to utilize that technology.