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Exam Code: 300-510 Implementing Cisco Service Provider Advanced Routing Solutions (SPRI) questions January 2024 by team

300-510 Implementing Cisco Service Provider Advanced Routing Solutions (SPRI)

300-510 SPRI

Certifications: CCNP Service Provider, Cisco Certified Specialist - Service Provider Advanced Routing Implementation

This test tests your knowledge of implementing service provider advanced routing technologies, including:

Routing protocols

Policy language


Segment routing

Exam Description

The Implementing Cisco Service Provider Advanced Routing Solutions v1.0 (SPRI 300-510) test is a 90-minute test associated with the CCNP Service Provider and Cisco Certified Specialist - Service Provider Advanced Routing Implementation certifications. This test tests a candidate's knowledge of implementing service provider advanced routing technologies including routing protocols, policy language, MPLS, and segment routing. The course, Implementing Cisco Service Provider Routing Solutions, helps candidates to prepare for this exam.

35% 1.0 Unicast Routing

1.1 Compare OSPF and IS-IS routing protocols

1.2 Troubleshoot OSPF multiarea operations (IPv4 and IPv6)

1.2.a Route advertisement

1.2.b Summarization

1.3 Troubleshoot IS-IS multilevel operations (IPv4 and IPv6)

1.3.a Route advertisement

1.3.b Summarization

1.4 Describe the BGP scalability and performance

1.4.a BGP confederations

1.4.b Route reflectors

1.5 Troubleshoot BGP

1.5.a Route advertisement

1.5.b Route reflectors

1.5.c Confederations

1.5.d Multihoming

1.5.e TTL security and inter-domain security

1.5.f Maximum prefix

1.5.g Route dampening

1.5.h Dynamic neighbors

1.5.i Communities

1.6 Describe IPv6 tunneling mechanisms

1.6.a Static IPv6-in-IPv4 tunnels

1.6.b Dynamic 6to4 tunnels

1.6.c IPv6 provider edge (6PE)

1.7 Implement fast convergence

1.7.a Bidirectional forwarding detection

1.7.b Nonstop Forwarding

1.7.c NSR

1.7.d Timers

1.7.e BGP pic (edge and core)

1.7.f LFA

1.7.g BGP additional and backup path

15% 2.0 Multicast Routing

2.1 Compare multicast concepts

2.1.a Multicast domains, distribution trees, and IGMP operations

2.1.b Any-Source Multicast (ASM) versus Source Specific Multicast (SSM)

2.1.c Intra-domain versus inter-domain multicast routing

2.2 Describe multicast concepts

2.2.a Mapping of multicast IP addresses to MAC addresses

2.2.b Multiprotocol BGP for IPv4 and IPv6

2.2.c Principles and operations of PIM-SM

2.2.d Multicast Source Discovery Protocol (MSDP) operations

2.2.e MLDP/P2MP

2.3 Implement PIM-SM operations

2.3.a Auto-RP, PIMv2 BSR, anycast RP

2.3.b BIDIR-PIM operations

2.3.c SSM operations

2.3.d MSDP operations

2.4 Troubleshoot multicast routing

2.4.a Single domain

2.4.b Multidomain

25% 3.0 Routing Policy and Manipulation

3.1 Compare routing policy language and route maps

3.2 Describe conditional matching

3.2.a Operations

3.2.b Semantics of policy applications and statements

3.2.c Regular expressions

3.2.d Policy sets

3.2.e Tags

3.2.f ACLs

3.2.g Prefix lists and prefix sets

3.2.h Route types

3.2.i BGP attributes and communities

3.2.j Hierarchical and parameterized structures

3.3 Troubleshoot route manipulation for IGPs

3.3.a IS-IS

3.3.b OSPF

3.4 Troubleshoot route manipulation for BGP

3.4.a Route filtering

3.4.b Traffic steering

25% 4.0 MPLS and Segment Routing

4.1 Troubleshoot MPLS

4.1.a LDP

4.1.b LSP

4.1.c Unified BGP

4.1.d BGP free core

4.1.e RSVP TE tunnels

4.2 Implement segment routing

4.2.a Routing protocol extensions (OSPF, IS-IS, BGP)

4.2.b SRGB and SRLB

4.2.c Topology-Independent Loop-Free Alternate (TI-LFA)

4.2.d Migration procedures (SR prefer and mapping server)

4.3 Describe segment routing traffic engineering

4.3.a Automated steering and coloring

4.3.b Policies (constraints, metrics, and attributes)

4.3.c PCE-based path calculation

4.4 Describe segment routing v6 (SRv6)

4.4.a Control plane operations

4.4.b Data plane operations
Implementing Cisco Service Provider Advanced Routing Solutions (SPRI)
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Implementing Cisco Service Provider Advanced Routing
Solutions (SPRI)
QUESTION 51 Which statement about BFD on Cisco IOS XR
Software is true?
A. Cisco IOS XR router must use LDP to route back to the Cisco IOS router to establish the peer relationship.
B. Cisco IOS XR Software does not support BFD multihop for IPv4.
C. Cisco IOS XR router must use dynamic routing or a static route back to the Cisco IOS router to establish the peer relationship.
D. BFD is not compatible between Cisco IOS XR and Cisco IOS Software.
Answer: C
QUESTION 52 Which two routing protocols have extensions capable of running
SRv6? (Choose two.)
Answer: AB
Drag and drop the attributes for the BGP route selection on the left into the correct order on the right. Not all options are used.
Select and Place:
Refer to the exhibit. A network engineer implemented this segment routing configuration. Which statement about the output is true?
A. This range conflicts with the segment routing local block range.
B. The device must be reloaded for these ranges to be allocated and used.
C. The default segment routing global block range is being used on this device.
D. A nondefault segment routing global block range is being used on this device.
Answer: D
Refer to the exhibit. CE1 is the gateway router into the provider network via PE1. A network operator must inject a default route into OSPF area 0. All devices inside area 0 must be able to reach PE1. Which configuration achieves this goal?
Answer: C
QUESTION 56 Which two characteristics unique to SSM when compared to ASM are
true? (Choose two.)
A. It uses SPT switchover
B. It uses (*,G) exclusively
C. It uses IGMPv3
D. It uses RP
E. It uses (S,G) exclusively
Answer: CE
Refer to the exhibit. P1 and PE3 Cisco IOS XR routers are directly connected and have this configuration applied. The BGP session is not coming up. Assume that there is no IP reachability problem and both routers can open tcp port 179 to
each other. Which action fixes the issue?
A. Change HMAC-MD5 to HMAC-SHA1-20
B. Configure the send and accept lifetime under key 1
C. Change HMAC-MD5 to MD5
D. Change HMAC-MD5 to HMAC-SHA1-12
Answer: B
Refer to the exhibit. An engineer has successfully fixed BGP peering issue. R1 has an established eBGP peering with R2 and R3. Which mechanism should the engineer apply in order to steer the traffic correctly?
A. The MED attribute can be applied on R2 to influence R1 to use it as the primary path.
B. The local preference attribute can be applied on R3 to influence AS 65513 to use AS 65515 as the secondary path.
C. The weight attribute can be applied on R2 to influence AS 65513 to use AS 65515 as the primary path.
D. The IGP metric can be manipulated on R1 to allow traffic to be load balanced between R2 and R3.
Answer: D
Refer to the exhibit. Which attribute can router 1 alter so that only other iBGP peers prefer to use as the next hop for route
B. local preference
C. origin
D. weight
Answer: A
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Cisco Implementing questions - BingNews Search results Cisco Implementing questions - BingNews CRN Exclusive: 30 Tough Questions For Cisco's John Chambers

Change Is In The Air

John Chambers sat down with CRN editors last month in his San Jose, Calif. office, where the 19-year Cisco Systems CEO got candid on everything from Cisco's rivalry with VMware to the steps he's taken to ensure his succession plan -- when carried out -- happens as smoothly as possible.

Chambers also shed light on Cisco's emerging Intercloud strategy, the looming impact of the NSA revelations on Cisco's business and why Satya Nadella, in his opinion, is "perfect for Microsoft." The following are 30 insights from Chambers on these courses and more. Take a look.

Is SDN or cloud the tougher market transition for Cisco right now?

What's going to be interesting is that people tend to think of each of these market transitions in isolation. I would argue that they are all happening at the same time. You have your technology transitions -- i.e., cloud, more and more software. We are going to tie software, hardware, ASICs and architectures together in ways that our counterparts are not. You have mobility, you have security, you have collaboration, you have video, you have the Internet of Everything and you have Intercloud going on. And, so, our view is that each of these together offers an opportunity for Cisco. And if we are going to become the No. 1 IT player, along with a very powerful channel partnership where we win and all of our channel partners win, you have to tie these together for customers, because you could be in a meeting when you talk about outcomes to a customer and you could have each of the groups I just said. What a customer wants is to take it from discovery to outcomes. And if we can do that as a company with our partners, they are going to pay a major premium for that. And [there will be] major benefits.

How are you getting over the perception that Cisco is too hardware-focused?

Results. First you outline vision and strategy. The majority of our engineers -- 80 [percent] to 85 percent of them -- are already software engineers. And if you watch the areas that are growing, it's software. Now what is ASICs? ASICs is hardware and software combined. You put in the hardware, something that doesn't change; you put in the software, something that changes all the time. ASICs is something that will be a combination of the two. So we have our software and hardware teams sitting side by side, developing ASICs. And before it even comes out, we are already starting on a second generation of custom ASICs where you put more software into it to get the speed.

So you just embrace it. So, if you watch, watch our scale and how quickly [our] ACI [Application Centric Infrastructure] takes off versus our competitors. In fact, I would actually argue our competitors in the SDN area have very few true, paying customers and very few examples of scale.

Is the development cycle for Cisco still to start off separately and end at the ASIC?

No. The goal would be you start off in certain amount of hardware, a certain amount of ASICs -- which is hardware and software combined -- and a certain amount in software, which we'll never change. You put into software what you are going to change, not monthly. If we do our job right, we will be changing software multiple times a day, just like the major web players do. And you have to build a structure that allows you to move with that speed and scale. And so what Application Centric Infrastructure does is it embraces software and [delivers] your advantages of SDN without the disadvantages.

To have a software network, virtual [and] separate from the physical network is very costly, very difficult to do problem determination, causes you to move very slow and often doesn't scale.

When you say 'software networks' can't scale are you talking about VMware NSX?

I'm talking about players like that, yes. And so, what we will do is take those concepts and introduce new concepts like self-learning networks. It was something we started about 15 months ago, you would have never heard about it if it didn't work. We took a small, couple handfuls of people and said, 'How do you really do self-learning networks for the Internet of Everything, for optimization of the network and for security reasons?' So you will see us embrace this software and then play it out with merchant ASICs, which is how other people do it, but also with our own custom ASICs where we embed it even deeper and it goes faster -- we let the customer [decide] on openness, whichever way they want -- and hardware. That leads to the Internet of Everything, which is really going to be the driver of business productivity for the next decade.

There's a lot of partner interest in Arista. Are they one of Cisco's top competitors right now?

Basically, Arista is one of several dozen competitors we face and one of several dozen that are in the top peers in a product category that we compete against.

We compete against them in architectures. We compete against them in terms of how you combine software and custom ASICs and merchant ASICs and hardware. And we compete against them in terms of embracing SDN in an implementation that is able to scale and able to do it with security.

So the way you compete is just say 'what is your differentiation and how do you make it happen?' Now let's deal with the numbers. The product was just shipping, the Nexus 9000, two quarters ago. Twenty-five customers were [adopting] it. Last quarter, 175. Now I can't share with you what this quarter is… But where we are is, just watch our number of accounts. And watch how quickly we blow right by Arista -- either revenue-wise or number of customers.

VMware said recently they have 150 NSX customers. So that sounds pretty on par with ACI adoption?

Well, I would ask three questions. First, we already have 175 customers, two quarters in, with what we are doing. Two quarters in, not five years in. Secondly, are those [NSX] customers really in scale and are they paying for it? In other words, are they large scale implementations and are they paying for it or are they just taking a segment of their enterprise licensing agreement and allocating it to NSX? I can't tell you that. You all can decide.

It's a nice way of saying, I love our hand vs. VMware and I love our hand vs. Arista. And while two to three years ago you could say we were slow in embracing in SDN, now we are going to lead. We know how to scale. We know how to tie back to Application Centric Infrastructure when it isn’t about the data center but about the WAN and the edge. This is how we compete against them.

Will those 175 Nexus 9000 customers definitely deploy ACI?

In fact, they have put [the Nexus 9000 switches] in first, in standalone [mode]. And then you will see a number of them move to ACI. So we will track those ACI customers. But remember, ACI just ships this quarter. So we are in the middle of just starting at the end of the summer and then it’s the implementation done through it.

But that is where our selling mission has changed. We don't sell SDN. We sell programmability, investment protection, lower cost of ownership, quicker outcomes, and we combine these.

Have you had to make significant changes in your field sales force to make these transitions around cloud and SDN?

Yeah, I think all of our sales force and, indirectly, our channel will have to evolve. And I was just with [Senior Vice President U.S. Enterprise] Brian Marlier and [Vice President, Business Transformation] Sandy Hogan, who run our U.S. enterprise. I can't say what they did this quarter but last quarter they grew 10 percent in a market that's growing, what, 2 percent? They sell outcomes. And they sell very tightly with our partners. So it's the ability to say 'How do you transition your sales force and your partner community with you as this transition occurs?'

And, by the way, back to the question you all alluded to earlier: Watch our win rate against Arista or our win rate vs. [other] SDN implementations. The numbers will speak for themselves.

What's the biggest transition partners should be undertaking right now?

The way they deliver outcomes. The way we deliver outcomes. So it starts with how do you talk to customers in discovery mode and then it's how do you make this relatively transparent from discovery to outcomes? And how do you bring each of Cisco's franchises or, if you will, architectures to life to be able to deliver on this?

It won't change. In my view, I clearly understand services is a huge part of making this work. But my ratio is 5 to 1. For every [dollar] of revenue we get for services, I want my partners to get five, and say 'How do we together deliver outcomes?' That's the transition together that I think we have to make as an industry and this is how you compete against bare metal, white-box, new startups and individual players.

Do you consider cloud and SDN the last big transitions before you retire?

I think transitions will be ongoing. And this is perhaps important for the partners to understand as well. I have been through five or seven transitions -- depending on how you want to count them -- over my time here since I came in '91. They are occurring more frequently.

…. So I think what you have to think about as a company is how do you do this architecturally and how do you build it so when these transitions occur, it's just part of a normal evolution. It's how do you build that into your DNA and, candidly, into your partners' DNA. Otherwise, the transitions that occurred every seven years, then became five and now are three -- some of them we handled smoothly, some of them we handled with a little bit of pain, but we will handle them, period, and appropriately. But I think you've got to build a company that almost runs itself every quarter at a time with a five quarter rolling type of approach. We will be constantly changing and evolving. You build that into your DNA.

Some wonder if you are going to be CEO long enough to see these transitions through. What's your message to them?

I think what you are going to see Cisco do is maintain a very crisp vision, strategy [and] execution … model. We will adjust as we go through it, but if you watch these transitions we have just made, we have really set our strategy for the next three to five years. And if you watch, as a company, we have changed every player at Cisco during my time here at least three to maybe even seven times and partners didn't even notice. We are a partner-centric company, period.

It didn't matter [if it was Cisco Executive Advisor] Rick Justice, it didn't matter [if it was Cisco President] Rob Lloyd or [Cisco Senior Vice President] Chuck Robbins … we changed services [leads], we changed CFOs, we changed marketing leads, multiple engineering leads. We do this very well. And this has allowed Cisco to stay on top for what? Two decades? Who else has stayed on top and moved into new areas with anywhere near the leadership that we have? I'd say no one. This is why I am so committed to partners. Partners are a huge part of making that happen. Now, each time we move, they have to move with us. And, if you remember, a decade ago most partners paid no attention to services. Today, it's probably 50 percent of their average revenue and maybe as much as 70 percent of their profits.

What milestones have you set for the channel organization to ensure partners make this transition?

We both go off of what the customers say. Our end customers. And this is where our channels have done such a great job. The channel customer satisfaction is equivalent to Cisco satisfaction -- so whether you are dealing with just us standalone or dealing with our channels. That's a huge improvement, as you all know, over the last five years.

[Also,] the ability for our channels to grow and make their profits. So first is what our customers say and second is what our channels say and the results they are getting on it.

How would you 'grade' your partners on how well they are making this transition with you?

Well I would probably deliver our partners, as a total, an "A" in how we are communicating back and forth that the change has to occur. But just like Cisco, we are in the very early stages. And the partners vary dramatically [in terms of] where they are in the early stages of making this transition. Some of them are really running fast and are selling architectures and outcomes and results. Others are transitioning over. So it varies by geography, by type of partner, by industry, etc.

Talk about steps you've taken to build a smooth succession plan.

This is my family. If we do this right, this transition, you won't even notice.

My goal is to make this one of the best transitions there has ever been in high tech, and I know a number of them haven't gone very well over the years. But this isn’t something we have just been focused on the past year. We have been focusing on this for a decade about how we build the relationship and a strategy that the company buys into and is implemented by the company. I have the broadest base of leaders and the strongest leaders I have ever had by a factor of two- or three-fold. And I have moved the people out of the company that were passive aggressive and not as strong of a team player. So this is just one more transition.

How big of a threat is the white-box trend to Cisco's core business?

In summary, white-box … we saw that coming three and a half years ago. If you are selling a standalone router or a standalone switch, especially if you are doing that with merchant ASICs, your differentiation -- whether it's a server white-box or a storage white-box or network white-box -- is very little. When we saw this coming, we moved to architectures so you combine the technology of the network, the custom and merchant ASICs with the software, with the hardware, with the storage and do it throughout the network and you focus on outcomes. Customers will pay a premium. If you are buying the cheapest product, that's probably not where we are going to win. If you are buying the best total cost of ownership and highest probability of outcome, we're tough to beat.

How long do you think customers will be willing to pay a premium for Cisco products?

If we do our job right, forever. The reason I say that with confidence is do you get these market transitions right? Do we become the No. 1 IT company for our customers? Do we get the architectures evolving right? And we have to earn that every day. So don't misunderstand; that's not brash confidence. If we do the transitions we have said right -- you sit down with all the other players. Who even thinks this way in the industry? And isn't this what customers want?

And this is where partners are so powerful. We are so close to the partner community, it's one of our top … strengths as a company. And we will evolve with our partners.

Has Cisco shifted its R&D budget to focus more on software?

Big time. Big time. If you watched, we just announced our reorganization of engineering. We moved from selling in silos that, at times, even competed with each other to horizontal and simplicity and business outcomes. So R&D has to change not just more to software -- i.e., security or software collaboration or software in terms of Meraki or what we do in new cloud models -- but you've also got to tie these together in a way that customers see as being simple and easy to work with. That allows our partners and Cisco to focus on outcomes, and that allows you to move into the Internet of Everything which is $19 trillion in either cost saving or profits either for governments or for business. Think how big that number is and the impact that will have on every customer we and our partners have.

What percentage of Cisco's R&D budget would you say is for hardware vs. software?

Well, because we bring them together, it’s a hard number to break out. [Cisco Executive Vice President and Chief Development Officer] Pankaj [Patel] would deliver you a better estimate. But just hardware engineers are probably less than 15 or 17 percent.

With Intercloud, some are saying Cisco is late to the public cloud game. How would you respond?

Key takeaway here is Cisco is the disrupter. We are going on the offense. We are not playing defense. We are not going to respond to people who are challenging. We are going to say 'Here is what the customers want and we are going to deliver it with faster speed with our partners than anybody else can.'

What are the partner economics around Intercloud?

… Interlcoud is a step beyond a public cloud. Think of Intercloud as Cisco services delivered from a cloud: hosted communication, security, collaboration. Think of it as our customers' private cloud capabilities. Think of it as our partners' and Cisco's architectural implementation of this, if you will, in terms of our partner clouds. And think of it in terms of a public cloud.

Our role is we see all four of them growing well and we are going to play in all four. So Amazon is a customer, a partner and, at times, a competitor. But it's a public cloud. Then our customers' own private cloud is what we help build out.

Now, if we can move around workloads based upon guaranteed response times, security issues, etc. to meet the customer outcomes that they want -- that's what Intercloud really does. You can maintain, if you wanted, data sovereignty in a country. And, at the same time, that offers a huge competitive advantage. So this is classic Cisco. It's not that we are saying, 'Here is what we are doing with our own cloud and here is what we are doing with our customers' private clouds and here is what we are doing with our partners' architectural clouds built on Cisco and here is what we are doing in public.' It's how do we bring the hybrid, the private and the public together and how do we do it in a way that really accomplishes what customers want.

Some partners fear Intercloud competes with their own cloud services. What's your message to them?

First, as you all know, at each of the partner conferences I poll [partners] constantly.

A year ago -- in fact, it's been a year and a couple months now since that partner conference -- I asked [partners] how many thought we should move into this market. My team thought everybody would say 'yes' but I knew they wouldn't. When I asked it was fifty-fifty. And when I asked this year, it was 95 percent. We of course looked at the five percent who didn't want to do it, and we immediately went to them. I won't say who they are, but we immediately went to them.

And so if you watch where we are going, watch how partnerships like the one we have with Dimension Data, how this evolves. And watch how partnerships like the one with IBM evolves. So I think all partners just need to understand how they are going to evolve here and why this is in their best interest and ours. And I don't understand the challenges. This is a complex move. It's like the Internet of Everything six or seven years ago. I had to buy people drinks to get them to talk about them. Now I have board of directors coming in, we have government leaders coming in, etc.

You've said the NSA revelations has impacted Cisco's business abroad. Are they still?

Let's move way beyond the NSA. Let's talk about what's so important. Customers have a right to knowing that their data is secure and so do the citizens and so do the companies. And this is not an issue unique to the U.S. Every country is involved in espionage. That's what they do. They have done it for a long time.

What needs to occur is a standard of conduct and rules of the road that will guarantee to customers the supply chain and data integrity that they need. And I think that's where countries have to step up and begin to provide these guidelines and an outline to that.

As you know, we don't deliver anybody our core software even though a number of peers do because if you get the software you can eventually, with the processing power, figure out how to break it. We don’t provide backdoors. And we focus on outcomes. And if we find anyone -- doesn't matter if its hackers or governments -- involved in any of our customer environments anywhere in the world, we tell our customers, period. And we do that in the U.S., in Europe and China and India. And we have done it.

So NSA spying has had a direct impact on Cisco?

It does have. And it's mainly in a couple of countries, but it's the overall security issue where, instead of saying this is a problem, you reserve it. We are going to move to become the No. 1 security player globally. We'll use concepts such as Intercloud for data sovereignty. You begin to say, 'Here is the problem we can solve' and then, at the same time, you work with governments to say to the leadership in Europe and Germany … 'Here is what we can do together.' And to the U.S. the same way and to India and China the same way and say, 'How do we solve this problem?' because they have equal interest. Think of how much of the supply chain comes out of China or out of Asia. This is what has made our industry so powerful is the complete globalization of the supply chain and the ability to move and for every citizen and every country in the world to potentially have a benefit from it.

So this is where, I think a lot of people tend to look in the rear-vision mirror. In my letter to [President Obama] I said, 'It's interesting how we got here, but it's even more important how we go forward. How do we solve these problems together?' Part of them we will solve on our own. We are going to be very direct in terms of protecting our customers' data, information, etc. and very direct in terms of if we find any issues, regardless of where they come from, to turn them over to customers.

Has the U.S. government given any assurance it's not tampering with Cisco gear?

Well, remember, this could be any gear by any company anywhere in the supply chain. And I don't know of any government that has given those assurances. So this is where I would like to see countries come together to say these are the rules of the road or the business conduct. Now, having said that, we are going to do the same. We are going to make the equipment very difficult to tamper with. We are going to ship it with a lot of information on it, and we are going to say 'How do we do this better than anyone else?' But, remember, this is just one of 100 different ways people can gain access to information. That's why I think you need some rules of the road and that's in every country's best interest.

So what supply chain 'rules of the road' would you like to see established?

Basically, what you are going to do and not do in supply chain. Basically, in terms of, if you find problems, it doesn't matter if it's my products, or Alcatel Lucent's products, HP's products or Huawei's products. If you find those weaknesses, I think they ought to tell the vendor, 'You got a problem, go fix it.'

I think a lot of the issues go back to part of the economic implications and the impact of being able to change the world. We are going to lead in terms of data security and you are going to see us start to really focus on security as a whole.

What are your thoughts on investors pushing for EMC to spin out VMware?

Well the last thing I would ever try to do is deliver one of my peers and a good friend, Joe Tucci (pictured), advice. So I think looking at how we approached our business and how multiple players in the industry, not just EMC, but HP, IBM and others approach theirs, we chose a different path.

If you look at what we just outlined here, every one of our product areas are now completely coming together in a total architecture. So routing isn't separate from switching, isn't separate from collaboration, isn't separate from services, isn't separate from mobility, isn't separate from security, isn't separate from the Internet of Everything, isn't separate from InterCloud, isn't separate from ACI, isn't separate from compute with storage with the network. They are all tied together so that our customers get the benefit and so that our products have a premium. And our ability then to continue to transform the organization, it gets results that companies who lead in these silos or are loosely coupled together, do not get.

So we took a different approach than almost everybody else in the industry in terms of [having] 18 major product families and then said 'How do you bring them together in architectures that allows you to get a premium, a quicker response from your customers, and a partner community who will standardize on you, and outcomes?' We chose a different approach here and I would argue we are getting the benefits of that. I don’t know anybody would look at Cisco and who really understands our business, especially the moves we have made in the last few years, who would argue that breaking the company into pieces makes sense.

You personally congratulated Satya Nadella when he became Microsoft's CEO. What do you think he brings to Microsoft?

I normally don’t comment about my peers, but I am going to make an exception. If you watch, the industry … has not done a good job with CEO transitions. If you watch, often when CEO transitions have occurred in high tech over the last 30 years, especially if the CEO had been the person who grew the company or the founder for a number of years, they have been rough. And you can probably count on one hand those that even went okay vs. really good. And it's one that we will make differently.

Now, Satya (pictured), I think, is perfect for Microsoft. If you watch, and watch what he has already done, he comes from a very strong technical background. He understands their culture. It would be very different to bring in somebody from outside to run Microsoft, even though people have different views, because it is so complex what goes on. Yet, you had to have somebody who was a change agent and somebody who, given their culture, is pretty technical in terms of the direction. I found him to be a breath of fresh air in terms of his willingness to make changes. And while some people might second guess him on his strategy or his implementation or his decision to size the organization right, those are decisions leaders have to make. You can't lead if you don't make the tough decisions.

Talk about how Nadella might impact or change the Cisco-Microsoft partnership.

… We have probably done more with Microsoft, with Sayta, in the last year than we had in multiple years before that. And it wasn't that we didn't get along well with the [previous] leadership at Microsoft; we got along very well. But watch out data center announcements together. Watch what we do in terms of the market. They were on stage with us at our ACI launch. Sayta was. So it's a hard job and I don't underestimate the challenges that Sayta will face, but if I were betting on whether he's going to be successful, I think he absolutely will be.

You noted how tough CEO transitions can be. Why do you think Cisco can pull it off so seamlessly?

I think you have watched how our company has evolved and we have been very much focused on this. We knew that this would be a hard issue ten years ago. And if you watch the breadth and depth of our team, it's the best it's ever been. And if you watch how we are running the company, I am empowering my team more and sometimes it gets tremendous results and sometimes they make mistakes. But if you don't deliver them a chance to learn, then their ability to lead as a team won't be there.

So we have been very much focused on how to make these transitions smooth and have been working with our board and others over the last decade and especially over the last three to five years.

What Cisco products are most in need of a refresh?

I think they all have to constantly do a refresh. If you watch, you could almost say, 'What product have we not refreshed recently?'

… It's the most new products we have ever launched in our history in the last year. Think about it. We have launched entirely new, two high-end routers. Those usually come, historically, every seven years. We have announced and complemented our high-end switching in the data center. We have announced a whole new set of collaboration products. We have announced architectures and really finally brought them to life. We've announced ACI and how do you drive this through and just started, literally, shipping it at this present time in terms of the implementation. We have moved from a player that no one would say is the No. 1 security player to [somebody] who many people would say, 'now Cisco is really getting serious and they could become our No. 1 security player.'

The point I'm making is that it's probably 2x the amount of new products that we have ever brought out in our history. And yet, Pankag [Patel] and I and the rest of the leadership team, are saying, 'This isn't enough. We have to organize for faster speed and scale and identify the market … and not think of those as silos, but think of those horizontally and say, 'How do those play together to bring the Internet of Everything to life?'

Fri, 08 Dec 2023 15:41:00 -0600 text/html
10 Sticky Questions For 'The Next Cisco'

Cisco's Question Marks

On Cisco's fourth quarter earnings call earlier this month, Chairman and CEO John Chambers said Cisco was charting a course toward "the next Cisco" -- a leaner company, simpler to do business with and more focused on key technology priorities instead of 30 or more distracting "adjacencies."

Based on all that's happened to Cisco in the past eight months and CRN's ongoing interviews with Cisco observers, here's a look at 10 big questions for the networking titan as its employees, channel partners and customers charge into Cisco's fiscal 2012.

Has Cisco Turned The Corner?

The first question, and the most obvious, concerns Cisco's growth, especially as it lays off 6,500 employees as part of a workforce reduction that'll leave Cisco well north of 12,000 jobs lighter.

Cisco took an expected profit loss during its fourth quarter of 2011, but there were a number of signs that Cisco is beginning to stabilize as it continues a broad corporate restructuring expected to remove $1 billion in expenses during its fiscal year. Specifically, said Chambers, Cisco will be a "very focused, agile, lean and aggressive company," and expects to grow revenue between 1 percent and 4 percent in the first quarter.

Cisco COO Gary Moore offered another stat that bears watching for partners. Moore said that thanks to Cisco's restructuring, deal approval time has been reduced by more than 65 percent, which was also translating to higher conversion rates and higher win rates for Cisco. It'll take a few quarters to determine whether all of Cisco's cuts mean a simpler, smoother Cisco.

How Will Cisco Defend The Crown?

Cisco may be starting to stabilize, but don't bet that any of its major competitors have lost their taste for Cisco blood, especially after Cisco spent so much of calendar 2011 playing defense. HP isn't the only company touting market share gains against Cisco, and smaller players, like Juniper and Brocade, continue to attack Cisco's bases with relish.

The other new factor? Thousands of Cisco employees -- no small number of them VP-level veterans -- have left the company following Cisco's restructuring. CRN interviews with sources inside Juniper, Huawei Symantec, HP, ShoreTel, Arista Networks and many others -- not to mention several VARs -- have all confirmed the same thing: hiring managers' desks are piled high with Cisco-dappled resumes. Will all that veteran, departed Cisco talent come back to haunt the networking king?

What's The Meat Behind 'Partner-Led'?

Cisco's corporate restructuring has meant a number of changes specific to its Worldwide Partner Organization (WWPO), including the appointments of new channel-facing executives, and departures of others.

It also meant the move to a new strategy called "partner-led," which will theoretically mean a greater emphasis on sales of Cisco products and services through channel partners in all but Cisco's most strategic accounts. Cisco partners, by and large, like the sound of partner-led but most have told CRN the strategy needs clarity: less concept, they say, more brass tacks, cleanly described sales engagement terms.

How Will Cisco's Channel Incentive Programs Evolve?

Cisco in mid-August confirmed changes to its major channel incentive programs, notably the Value Incentive Program (VIP), which in its 18th installment will see some fatter rewards for particular Cisco VARs, and the Teaming Incentive Program (SIP), which finally rolled out in the U.S. more than a year after its debut. The changes mean that one of partners' biggest fears heading into Cisco's fiscal 2012 -- that Cisco would make big cuts to the budget it allocates to the incentive programs -- appears to have been laid to rest.

But look closer, and there are more curious questions. Ricardo Moreno, Cisco's senior director, Strategy, Planning & Programs, Worldwide Channels, told CRN that new incentive programs related to Cisco's cloud programs and partner-led initiative are coming. Will those be sweet rewards for partners or end up creating headaches with too many incentive possibilities and too much complexity?

Is Cisco's Video Strategy Settled?

On one hand, video has never been a more pronounced piece of the Cisco portfolio. Cisco has named video as one of its five major focus areas for "the new Cisco," revenue on its collaboration unit grew 11 percent year-over-year in Q4, and Tandberg is now fully integrated into Cisco, more than a year after Cisco closed its $3.3 billion acquisition. The ordering problems that hampered the Tandberg integration earlier this year seem to have ebbed, according to VARs.

On the other hand, Cisco has cut a number of collaboration and video executives and seen several more walk out the door, and consolidated its service provider, enterprise and consumer video efforts under one executive, Marthin De Beer. There's also the small matters of two of its major consumer-facing video plays, the now-shuttered Flip and the marginalized Umi home telepresence. Video seems one area where Cisco partners seemingly don't need to worry, but it's also difficult to see things as "settled."

Will Cisco Refocus On Security?

Here's a stat that perhaps hasn't gotten much attention from Cisco observers as others have: Cisco's security product sales declined 8.4 percent from its fiscal 2010 to its fiscal 2011, and declined 21 percent (about $415 million this year versus $526 million last year) in its fiscal fourth quarter on a year-over-year basis.

In an interview with CRN earlier this year, Cisco Chairman and CEO John Chambers said that "security is our number one emphasis across the whole company, mainly because it's our customers' No. 1 issue" and discussed how many security challenges will be solved "in the network." After a year of security declines for Cisco -- and the fact that its ASA appliances were its hardest-hit products during Cisco's 2010 supply chain crisis -- many security-facing solution providers are wondering about Cisco's next move here.

Has Cisco's Acquisition Strategy Changed?

Up through the present, Cisco has been on an acquisitions streak that's gone largely unabated since 1993 -- indeed, it's one of the industry's most voracious acquirers.

What'll be interesting is whether this year's emphasis on Cisco's restructuring means any slowdown in acquisitions overall. Cisco bought three companies already this year, including cloud provisioning specialist NewScale, but it's vowed to become a simpler company, and less distracted by new "adjacencies" to which some acquisitions can provide it access.

Is Cisco Cius A Tablet Contender?

Cisco is looking to position Cius, its Android-based tablet, as the ultimate in business-centric endpoints for full-fledged enterprise unified communications systems.

Cisco finally launched the Cius globally at the end of July, and with volume discount programs, the Cius' price should be about $650, not including the additional price of its docking station. Is the market ready to embrace Cius, however, when so much of Cius' charm depends on its use with Cisco's own equipment and services, and there's so much competition in the tablet market in general? Cisco has been steadfast in positioning Cius as having business-centric features, such as on-board security, that separate it from Apple's iPad, but with iPad itself penetrating the enterprise and so much eardrum-shattering hype around tablets, Cisco may have a harder time directing the conversation than it first thought.

Is VCE Solid?

More than a few VARs have reported myriad problems and logistical headaches with VCE, the company that was established as a joint venture of Cisco and EMC with buy-in from VMware and Intel and designed to push the converged data center technologies and private cloud ambitions of all of those vendors.

Rob Lloyd, Cisco's executive vice president, worldwide operations, told CRN in July he is "personally involved" in making VCE simpler and easier for partners to work with, but many questions remain about the venture, which recently opened up to two-tier distribution with Ingram Micro, Arrow and Avnet. EMC recently spoke of "momentum" with VCE in EMC's most exact 10-Q filing, but VCE has also lost millions amid ongoing whispers of internal restructuring.

With all the see-saw chatter, it's tough to get a read on how healthy the VCE venture really is.

Is Cisco Still Focused On Energy?

Because of all the cheerleading Cisco has done for the smart grid and energy management opportunities in exact years, its recent decision to abandon its Network Building Mediator product has gotten more attention than Cisco probably hoped. Gary Moore, Cisco's executive vice president and COO, said on Cisco's Q4 earnings call that Cisco "will no longer be investing in premise energy management devices," a statement that lead to a round of speculation about Cisco's energy market ambitions.

Laura Ipsen, senior vice president and general manager, Cisco Connected Energy Group, said in a corporate blog post that Cisco's "commitment to the industry remains strong and our vision for energy management and Smart Grid has not changed." But for VARs and energy market specialists looking to Cisco as a potential thought leader for next-gen energy management technologies, the move leaves a sour aftertaste.

Tue, 16 Aug 2011 04:35:00 -0500 text/html
Key Questions to Ask When Thinking About Implementing a Document Management System

Bert Markgraf is a freelance writer with a strong science and engineering background. He started writing technical papers while working as an engineer in the 1980s. More recently, after starting his own business in IT, he helped organize an online community for which he wrote and edited articles as managing editor, business and economics. He holds a Bachelor of Science degree from McGill University.

Sat, 21 Jul 2018 18:27:00 -0500 en-US text/html
Questions To Ask When Implementing Technology

VP Fastenal Solutions, Fastenal. Leveraging technology to maximize the efficiencies of vendor inventory-managed programs.

Organizations are always looking for ways to Excellerate productivity, add value for the customer and gain a competitive advantage. This pursuit has sparked an expansion of technology — hardware, firmware and software — in all areas of business. The avenues for process improvement seem endless, but it’s important to keep in mind that technology doesn’t function in a vacuum; it requires people and processes to be successful. When evaluating solutions, don’t forget to ask: Who will be my team behind the machines?

I have the opportunity to oversee the introduction of technology throughout the industrial supply industry. Businesses are implementing various types of hardware to their supply chains, such as barcode scanning systems, electronic storage bins, vending devices, cameras and various other pieces of hardware to Excellerate productivity. Along with this hardware comes another layer of firmware and software required for the hardware to function.

Planning For Implementation Resources

Decisions have to be made. What does the hardware communicate to and how? Depending on what you’re using it for, is there a user management or product management component you need to account for in the software? Resolving questions like these will require some level of technical or operational expertise.

“Plug and play” is typically more of a marketing slogan than a reality — most technology requires at least some resources to get up and running. Who is installing the technology? Does installation require expertise or special tools? Is the new hardware replacing something, and therefore do you need to remove what’s currently in place? Understanding who will provide this technical expertise is critical.

Building A Support Plan For Training And Maintenance

Following implementation, you’ll need a plan to support the technology. What is required and who is responsible? Whether the personnel comes from inside or outside your organization, a team must be tasked to align the technology with those productivity gains you originally hoped to achieve.

People need to be trained. Who will teach your employees how to use the new technology? Is training a one-size-fits-all approach, or will you require different levels and types of training for different users? Who is responsible for continued education? Chances are those resources exist; however, you need to make a decision regarding who is performing this role.

Mechanical and IT systems require upkeep. Where is your maintenance support coming from? If mechanical components are involved, who is responsible for the supply and upkeep of those parts? If software or firmware is involved, is your vendor or your IT department supporting this, or is it a combination of resources? You need a plan to maintain the technology.

Continuous Improvement

As you learn how the technology is performing, who is working to tap its full potential? As the technology and your processes around it evolve, who is identifying the adjustments that need to be made to ensure the technology adapts with your business? In most cases, it will take time to understand how to best optimize the technology to match your environment, while the process of discovery and adaptation is ongoing.

These needed resources shouldn’t deter you from introducing technology, but they need to be accounted for. It’s important to identify the processes that will disappear and develop the new processes and resources required to support the technology. A total cost of ownership analysis around your project will help you understand the cost associated with the change and the potential value to be gained. During this process, you will also be able to explore if the tasks required to support the technology should be performed internally or externally.

The right technology improves the productivity of your workforce. But don’t forget that technology takes teamwork, from implementation and training to maintenance and optimization. Overlook this piece and you may miss out on the productivity you’re seeking.

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Mon, 14 Jun 2021 23:20:00 -0500 Jeff Hicks en text/html
5 Cybersecurity Career Pathways That HR Managers Should Recognize

Gordon Pelosse is senior vice president, employer engagement at CompTIA. Unlocking the potential in millions of under and unemployed.

As technology continues to advance, cybersecurity has become a critical concern for organizations across all industries. Cybersecurity specialists are tasked with protecting an organization's digital assets from a myriad of threats. To do so effectively, they must have a deep understanding of the IT infrastructure and networking principles that underpin these assets. This includes knowledge of servers, storage systems, cloud services, network protocols and data transmission.

Due to the detailed requirements and the combination of education and hands-on experience needed, many HR leaders find recruiting for cybersecurity roles challenging. It's common for hiring managers to default to a formal degree requirement as a proxy for skill, but this can be misleading.

Understanding the different ways that cybersecurity specialists can obtain their foundational skills is paramount. This is especially important because professionals in related fields can transition into security roles through a number of pathways. So it's crucial to validate whether a candidate possesses the necessary skills, rather than making hiring decisions based on what their college major was.

If your organization is in need of cybersecurity professionals, here are five pathways you should take into account.

Pathway 1: Higher Education Alternative

Associate degrees offer a structured approach to learning that combines theoretical knowledge with practical experience. This pathway can be particularly appealing to those who value a traditional academic setting, and the comprehensive education it offers, but wish to avoid the time and financial commitment of a four-year degree. Cybersecurity candidates with associate degrees can often bring a disciplined approach to problem-solving and project management to the role.

Pathway 2: Vocational Training And Certifications

Pursuing a certificate in relevant tech skill sets, such as network design or troubleshooting, provides a direct route to a career in cybersecurity. Participants can learn things like network design, implementation and troubleshooting; security concepts and best practices; and threat analysis, risk management and incident response.

Certifications can be a reliable indicator of someone's commitment to professional development and their readiness to take on cybersecurity challenges. As most reputable programs are updated regularly to keep up with the ever-changing technology and evolving threats, a certified professional is more than likely well equipped to solve problems that arise.

You should also recognize the value of vendor-specific certifications, which provide expertise in the relevant technologies that an organization uses. For example, a candidate with a Cisco Certified CyberOps Associate certification would be able to handle security in a Cisco-based network environment.

Pathway 3: Self-Directed Learning And Experience

Being self-taught is a hallmark of many successful cybersecurity professionals. Individuals who have taken the initiative to learn about infrastructure and networking through online courses, tutorials and hands-on projects demonstrate a proactive approach to their professional growth. These candidates may not have formal degrees in cybersecurity, but their self-taught skills or on-the-job training and experience can be just as valuable.

Look for evidence of self-directed learning in a candidate's background, such as participation in online forums, attendance at industry webinars or completion of online courses related to infrastructure and networking. Then, when interviewing self-directed learners, you can include technical assessments that allow them to demonstrate their knowledge and experience. These assessments can range from theoretical questions about network protocols to practical exercises involving the configuration of firewalls or intrusion detection systems.

Pathway 4: Boot Camps And Short Courses

Accelerated learning environments are for individuals looking to develop their infrastructure and networking skills quickly. Cybersecurity boot camp programs are intensive and focused, often including hands-on labs and real-world simulations that prepare participants for the challenges they'll face on the job. Short courses can provide specialized training in areas like network security, ethical hacking or cloud security. They're often designed to supplement existing knowledge and can be an excellent way for professionals with infrastructure backgrounds to pivot into cybersecurity.

Graduates from these programs are valuable employees who arrive equipped with up-to-date knowledge and practical experience. As a hiring manager, of course, it's important to evaluate the quality and relevance of the accelerated program they attended, as well as the depth of the curriculum. This can ensure you're hiring someone who fits the needs of your organization's cybersecurity function.

Pathway 5: Work Experience

Professionals with experience in system administration, network engineering or infrastructure roles have a significant advantage when transitioning to cybersecurity roles. Their practical knowledge of IT systems ensures they understand how to maintain, troubleshoot and optimize network and system performance. These skills are directly transferable to securing those same systems.

As an HR manager, you should recognize the potential to fast-track these individuals into cybersecurity careers. Their existing knowledge allows them to bypass years of foundational training, focusing instead on acquiring specific security skills.

Networking is a powerful tool when looking to recruit experienced professionals with cybersecurity talent. Professional associations, industry conferences and online communities are excellent sources for connecting with candidates who may be seeking new opportunities.


Recruiting cybersecurity talent requires an appreciation for the diverse pathways that candidates may take to gain the necessary skills. Candidates with experience in system administration, network engineering or infrastructure roles may find themselves well positioned to transition into cybersecurity. Sometimes, the talent is right under your nose, and with some upskilling and on-the-job experience, you can fast-track existing employees to cybersecurity roles. By recognizing transferable skills or nontraditional education, you can tap into a rich pool of cybersecurity talent that is both technically proficient and security-conscious.

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Wed, 03 Jan 2024 21:00:00 -0600 Gordon Pelosse en text/html
Cisco: The Power of Purpose

Published 12-28-23

Submitted by Cisco Systems, Inc.

child and adult with technology between them

We released our annual Purpose Report, which reflects and celebrates the past year’s work towards Powering an Inclusive Future for All—the progress we’ve made against our goals, and the people and lives we’ve touched. The report explores the theme, The Power of Purpose, because we recognize that when we intersect our business, technology, and a network of partners together with our purpose, we create a powerful force for lasting change. And we have some incredible examples from this year, including the announcement that we achieved our goal of positively impacting 1 billion lives, and did so over a year early!

For many years, the purpose of our Purpose Report has been to look back. But we must also look ahead.

Any company looking to successfully execute their business strategy must consider the changing terrain, identify upcoming challenges and trends, and anticipate how to best meet evolving requirements. The same is true for purpose. This year’s Purpose Report begins to explore the landscape, and where we see opportunities for Purpose to grow.

Our biggest challenges are interconnected and interdependent

The past several years brought us all unprecedented challenges, and a world more prone to polarization than before. But instead of binary questions and issues, a more multipolar world has emerged, requiring us to operate with more nuance and greater context than ever. In this context one thing is clear—we are more interconnected and interdependent than ever.

Our lives and futures are linked by our shared dependence on our planet and its environments. We have a global responsibility to solve the climate crisis together. We see the growth of an increasingly digital and global economy, keeping us connected through ecosystems of financial interdependence. And as we learned in the exact pandemic, our collective health is also inextricably linked.

Global crises also continue to grow increasingly interconnected­­––and the consequences disproportionately fall on vulnerable communities. Developing nations who often contribute the least to climate change bear the brunt of its impact. And due to a lack of infrastructure and technological advancement, they are often the least equipped to respond to natural disasters. While the digital economy continues to grow, 2.6 billion people remain unconnected, denying them access to the opportunities and resources available. The consequences of each crisis exacerbate others­­—access to education is disrupted, progress for women and girls is set back, and extreme poverty rates rise.

Pursuing our Purpose can and must be the glue that brings us together to meet this moment and address these complex, interconnected issues. The question we must continue to ask as we look ahead is, how?

This year’s report reflects on howhow we achieved our goal of positively impacting 1 billion lives, how the private sector can work in new ways to address critical issues facing our societies, and how we can apply lessons from the past to build resilience in our communities for the future.

Where do we go from here?

There is no doubt that the path forward for business in a multipolar world isn’t entirely clear. There is significant work ahead to address risks in supply chains and manufacturing, and complex questions on how to best navigate a shifting geopolitical terrain. But should these challenges and uncertainties also apply to Purpose?

I don’t think so. In fact, in this moment when many are shying away from a global mindset and approach, our Purpose work proceeds by pursuing what is most meaningful, regardless if that is at the local or global level. Purpose can flex. It operates in a lane that is valued around the world, giving all of us who do this work the space to create and iterate, to sway and pivot, and find our rhythm. And when we do, pursuing our Purpose holds the door open for economic initiatives.

As we close the year in which we reached a goal of positively impacting one billion people, I’m looking ahead and considering the next goal we’ll set for ourselves. We are stronger with our partners by our side—an ecosystem focused on driving impact. We’ll continue to do this if we integrate the lessons of the past and take a new approach in the days and years ahead. I hope you’ll join us on this journey and read about our impact this year, and my reflections on what’s next, in our FY23 Purpose Report. Together, we can do good for our communities, good for our businesses, and good for all.

Read the full Cisco FY23 Purpose Report

View original content here.

Thu, 28 Dec 2023 01:11:00 -0600 en text/html
7 interview questions every recruiter should ask candidates for a senior role — and the answers they should look for
  • Recruiters hiring for senior-level positions must have desparate judgment when interviewing candidates.
  • An effective, streamlined interview process can help save a company time and money.
  • Experts shared seven crucial questions hiring leaders should ask — and their ideal answers.
  • This article is part of "Talent Insider," a series containing expert advice to help business owners tackle a variety of hiring challenges.

For hiring leaders at enterprise companies, asking the right interview questions is essential for successful recruiting.

An article from the Wharton School at the University of Pennsylvania suggests the average hiring process lasts about a month, while for senior-level roles that timeline can extend to several months. Companies hiring top talent have estimated they spend three or four times a candidate's salary during the recruiting process. Having a streamlined process — especially for senior roles — can save companies time and money.

Four human-resources and business leaders shared some important interview questions to ask candidates vying for a senior-level position — and the most telling responses.

Asking the right interview questions is crucial

Candidates interviewing for senior roles may go through several rounds of interviews, which can take weeks or even months. Leigh Anne Wauford, the senior director of talent management at the marketing service PureRed, advised using scenario-based questions and establishing consistent tools for feedback.

"Trying to find efficiencies in the process while simultaneously bringing in the most qualified candidates has proven to be a juggling act," she said. "Some strategies to consider include increasing HR training on how to use more behavioral-based interview questions and implementing an interview guide and an evaluation scorecard."

Effective interview questions can also identify hard and soft skills and determine whether the candidate would add to the company's culture.

"Focusing too much on a checklist of achievements and technical skills rather than evaluating the candidate as a fully formed person is a major — and frequent — error," said Marc Cenedella, the founder of Leet Resumes, a résumé-assistance platform, and Ladders, a recruiting service. "Large businesses need to dig deeper than the résumé to determine specifically how this candidate has helped other organizations in the past and how those results could translate to their own company."

The interview questions should align with the hiring profile, which may need to be tweaked after a role has been vacated.

"The best advice for HR leaders at large companies is to stay completely current on your business strategy to ensure alignment between the strategy and the open roles," said Melanie Steinbach, the chief people officer of MasterClass. "Check in often with hiring managers to make sure that the original job specification is still relevant and make sure you are asking questions that line up with the business strategy."

7 effective interview questions

1. What interests you in the company?

"This is a fundamental question," Steinbach said, "but if a candidate doesn't know anything about the company they're interviewing with, that's a red flag."

Honesty is the best policy. If a candidate admits they don't know much about the company but mentions they've heard others speak highly of it and are eager to learn more, that's "a green flag," Steinbach said.

2. At this stage in your career, what are you looking for in your next opportunity? How does this role and the company culture align with your expectations?

"If they say they expect to be promoted within the next eight to 12 months and you know that your organization doesn't offer career planning or succession planning and that the person in the next-level role isn't planning to go anywhere anytime soon, the candidate's response would indicate that they might not be a good fit for the role," Wauford said.

"Green-flag responses are those that align with your company expectations of the role or what their direct supervisor expects."

3. Tell me about a time when you disagreed with a colleague and how you resolved the issue.

"This prompt provides information about the candidate's conflict-resolution skills and their ability to take accountability for any part they may have played in a problem," Cenedella said.

"When a candidate blames other people for conflict or project failures rather than taking accountability for the role they played in the situation, that's a big red flag. It can also be a red flag if they say they've never had any conflict. That either demonstrates dishonesty or passiveness."

4. Describe a specific example of how your work impacted your company's bottom line.

"When a candidate can't articulate the value they would bring to your business specifically, or if they don't understand the basic information about what your business does and who it serves, that's a big red flag," Cenedella said.

"A green flag is when a candidate can provide concrete, numbers-based examples of their prior experience and how they could do something similar at your company," Cenedella added. "Good candidates should understand your company and have a vision about where they would fit into it."

Steinbach also uses this prompt to gauge a candidate's collaborative and problem-solving abilities.

"I look to hear about their past work examples that correlate to the scenario and 'we' versus 'I' statements," Steinbach said. "Anyone who is too 'I' focused seems less open to collaboration, which can be a potential red flag, whereas those using a mix of 'we' and 'I' show they're collaborative and able to take accountability, which can be a potential green flag."

5. What attributes does your ideal manager possess?

"Recruiters should ensure that the candidate's response to this question closely represents the company's culture," said Maurice Wiggins, the head of global diversity, equity, and inclusion at Google. "If the candidate's responses align with current company leadership, companies will likely retain the employee over time based on the culture fit, which is critical to retention and reducing employee turnover."

6. What assistance do you typically receive from others you work alongside? How integral is having support and a shared workload to your success?

"If your organization runs very lean and employees must wear many hats, someone who is used to having multiple players that are responsible for a key part of the workload may not thrive in your company culture," Wauford said.

"What's most important during the hiring process is that there is clear communication about the needs and responsibilities of the role and how that role impacts the productivity of the team."

7. Do you have any questions?

"I also always leave time at the end of an interview for the candidate to ask questions, and I appreciate people who have put in thought and effort and ask questions beyond 'Tell me about your culture' or something else that's a bit generic," Steinbach said.

"A candidate can ask about the culture but do so in a way that shows effort, such as 'I saw on your LinkedIn page that your company did X, tell me more about that,' or something that shows they care about the company."

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Wed, 03 Jan 2024 05:43:00 -0600 en-US text/html
Responsibly Cautious: A Best Practices Guide for Implementing Generative AI in eDiscovery

Generative AI (GenAI) has captured the legal industry Zeitgeist over the last year, and for good reason. In eDiscovery, an industry dominated by formulaic searches comprised of keywords, which are often scattershot or “best guesses,” this newer, fast-evolving technology allows users to search their data using natural human-like questions. With new use cases and applications of technology only limited by our creativity, it is fueling a new headline almost daily.

GenAI can be applied to potentially any number of meaningful and useful workflows within eDiscovery, including, but not limited to, summarizing or translating documents, investigating documents, and enhancing document review. However, as legal tech vendors race to incorporate GenAI into their platforms, it’s important to take a responsible and low-risk approach.

Speed Kills

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Samsung and SK Hynix plan to implement AI into CIS to compete for visual applications

Samsung Electronics and SK Hynix plan to implement AI in CMOS image sensors (CIS). They aim to compete with Sony with the commercialization of "On Sensor AI" technology, the current leader in the CIS market.

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Wed, 03 Jan 2024 18:40:00 -0600 en text/html
Edgio Appoints Todd Hinders CEO No result found, try new keyword!E dgio has promoted Todd Hinders to CEO, effective immediately. He has also joined the company’s board of directors. Hinders takes over from Bob Lyons, who has resigned from his role as President and ... Tue, 02 Jan 2024 23:57:11 -0600 en-us text/html

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