John T. Chambers Quotes
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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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By exciting citizens about the new digital opportunity, breaking down silos of competing groups to form a truly open innovation ecosystem and shifting day-to-day resources to focus on big long-term investments for the future, countries can ensure that they break through and bridge the digital gap.
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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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To create a truly digital Europe will require a foundation of high-speed, high-quality broadband, both wired and wireless.
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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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Digital is going to have five times the impact than the information era. Just because you led the first transition as a company or country, that doesn't mean you will lead in this one.
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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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I am a proud moderate republican. But I like democrats as well.
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The business community is very comfortable with Romney.
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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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I think at least my philosophy of leadership is you focus more on the areas you have to improve or the mistakes than you do on your successes. And that's just how I am in real life. I don't want to let down my customers, my employees, my shareholders.
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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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Our next CEO needs to thrive in a highly dynamic environment, to be capable of accelerating what is working very well for Cisco and disrupting what needs to change.
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It's important to remember that finding a job is only the beginning of a smooth transition to civilian life for our troops - as employers, we must also ensure their ongoing success.
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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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We're going to become the number one security company.
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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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If you agree with everything I have said, then I have failed.
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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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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.
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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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If you asked would I have done a startup in India, the answer is yes.
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It would surprise you how many government and business leaders with dyslexia. Some people view it as a weakness, and maybe it is. What dyslexia forces you to do, you don't go A, B, C, D, E... to Z. I can go A, B... Z with speed.