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350-801 Implementing Cisco Collaboration Core Technologies (CLCOR)

350-801 CLCOR
Certifications: CCNP Collaboration, CCIE Collaboration, Cisco Certified Specialist - Collaboration Core
Duration: 120 minutes

This exam tests your knowledge of implementing core collaboration technologies, including:
- Infrastructure and design
- Protocols, codecs, and endpoints
- Cisco IOS XE gateway and media resources
- Call Control
- QoS
- Collaboration applications

Exam Description
The Implementing Cisco Collaboration Core Technologies v1.0 (CLCOR 350-801) exam is a 120-minute exam associated with the CCNP Collaboration, CCIE Collaboration, and Cisco Certified Specialist - Collaboration Core certifications. This exam tests a candidate's knowledge of implementing core collaboration technologies including infrastructure and design, protocols, codecs, and endpoints, Cisco IOS XE gateway and media resources, Call Control, QoS, and collaboration applications. The course, Implementing Cisco Collaboration Core Technologies, helps candidates to prepare for this exam.

20% 1.0 Infrastructure and Design
1.1 Describe the key design elements of the following, pertaining to the Cisco Collaboration architecture as described in the SRND/PA
1.1.a Licensing (Smart, Flex)
1.1.b Sizing
1.1.c Bandwidth
1.1.d High availability
1.1.e Disaster recovery
1.1.f Dial plan
1.1.g Security (certificates, SRTP, TLS)
1.1.h QoS
1.2 Describe the purpose of Edge devices in the Cisco Collaboration architecture such as Expressway and Cisco Unified Border Element
1.3 Configure these network components to support Cisco Collaboration solutions
1.3.a DHCP
1.3.b NTP
1.3.c CDP
1.3.d LLDP
1.3.e LDAP
1.3.f TFTP
1.3.g Certificates
1.4 Troubleshoot these network components in a Cisco Collaboration solution
1.4.a DNS (A/AAA, SRV, Reverse Pointer Record (PTR))
1.4.b NTP
1.4.c LDAP integration on Cisco Unified Communications Manager
1.5 Explain these components to support Cisco Collaboration solutions
1.5.a SNMP
1.5.b DNS
20% 2.0 Protocols, Codecs, and Endpoints
2.1 Troubleshoot these elements of a SIP conversation
2.1.a Call set up and tear down
2.1.b SDP
2.1.c DTMF
2.2 Identify the appropriate collaboration codecs for a given scenario
2.3 Configure codec negotiations
2.4 Deploy SIP endpoints
2.4.a Manual
2.4.b Self provisioning
2.4.c Bulk Administration Tool (BAT)
2.5 Troubleshoot collaboration endpoints
15% 3.0 Cisco IOS XE Gateway and Media Resources
3.1 Configure these voice gateway elements
3.1.a DTMF
3.1.b Voice translation rules and profiles
3.1.c Codec preference list
3.1.d Dial peers
3.2 Configure ISDN PRI/BRI
3.3 Troubleshoot ISDN PRI/BRI
3.4 Configure and verify the MGCP
3.5 Identify the appropriate media resources for a given scenario (hardware and software)
25% 4.0 Call Control
4.1 Describe the Cisco Unified Communications Manager digit analysis process
4.2 Implement toll fraud prevention on Cisco Unified CM
4.3 Configure globalized call routing in Cisco Unified CM
4.3.a Route patterns (traditional and +E.164 format)
4.3.b Translation patterns
4.3.c Standard local route group
4.3.d Transforms
4.3.e SIP route patterns
4.4 Describe Mobile and Remote Access (MRA)
10% 5.0 QoS
5.1 Describe problems that can lead to poor voice and video quality
5.1.a Latency
5.1.b Jitter
5.1.c Packet loss
5.1.d Bandwidth
5.2 Describe the QoS requirements for these application types (voice and video)
5.3 Describe the class models for providing QoS on a network
5.3.a 4/5 Class model
5.3.b 8 Class model
5.3.c QoS Baseline model (11 Class)
5.4 Describe the purpose and function of these DiffServ values as it pertains to collaboration
5.4.a EF
5.4.b AF41
5.4.c AF42
5.4.d CS3
5.4.e CS4
5.5 Describe QoS trust boundaries and their significance in LAN-based classification and marking
5.6 Describe and determine location-based CAC bandwidth requirements
5.7 Configure and verify LLQ (class map, policy map, service policy)
10% 6.0 Collaboration Applications
6.1 Configure Cisco Unity Connection mailbox and MWI
6.2 Configure Cisco Unity Connection SIP integration options to call control
6.3 Describe Cisco Unity Connection call handlers
6.4 Describe Cisco Unified IM&P protocols and deployment
6.4.a XMPP
6.4.b High availability
6.5 Deploy Cisco Jabber on premises

Implementing Cisco Collaboration Core Technologies (CLCOR)
Cisco Collaboration information
Killexams : Cisco Collaboration information - BingNews https://killexams.com/pass4sure/exam-detail/350-801 Search results Killexams : Cisco Collaboration information - BingNews https://killexams.com/pass4sure/exam-detail/350-801 https://killexams.com/exam_list/Cisco Killexams : Team Collaboration Tools Market will worth around USD 44.4 billion by 2029 it will grow at a CAGR of 9% till 2029 : GreyViews

GreyViews

Team Collaboration Tools Market Size By Software Type (Conferencing Software and Communication & Coordination Software), By Deployment (On-Premise and Cloud), By Industry (BFSI, Healthcare, Retail, Transportation, and Others), Regions, Segmentation, and forecast till 2029.

Pune India, Dec. 09, 2022 (GLOBE NEWSWIRE) -- The market has been studied for the below-mentioned segmentation and regional analysis for North America, Europe, Asia, South America, and Middle East and Africa. These are the key regions where the team collaboration tools market is operating currently and is predicted to expand in the near future. The manufacturers and suppliers involved in the team collaboration tools treatment market are present across various countries in the above-mentioned regions.

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The report provides a detailed understanding of the market segments which have been formed by combining different prospects such as software type, deployment, industry, and others. Apart from this, the key driving factors, restraints, potential growth opportunities, and market challenges are also discussed in the below paragraphs.

The significant players operating in the global team collaboration tools market are Cisco Systems, Inc., Avaya Inc., AT&T, Inc., Slack Technologies, LLC, IBM Corporation, Asana, Inc., Blackboard, Inc., Microsoft, OpenText Corporation, Citrix Systems, Inc., Adobe, Google LLC, Oracle, Zoom Video Communications, Inc., among others. To achieve a substantial market share in the worldwide Team Collaboration Tools market and strengthen their position, manufacturers are pursuing expansion methods such as current developments, mergers and acquisitions, product innovations, collaborations, and partnerships, joint ventures.

Team collaboration tools, commonly referred to as team collaboration software, are the various software programs and online services that allow people and businesses to effectively collaborate on shared projects, independent of their physical locations. A team collaboration tool's main mission is to align workers by supporting a group of two or more people and aiding them in the achievement of a shared goal. The tools can be as basic as email or as complicated as an advanced project management platform. The need for team collaboration tools grows as the modern workplace moves further away from having a physical location, making them a crucial component of an enterprise's workflow. The correct solution can Excellerate productivity and build the team by facilitating effective remote team member communication. Additionally, team collaboration technologies can store work history, allowing users to draw lessons from the past. A subclass of collaboration platforms are team collaboration tools. While they have some similar features, the main distinction is that team collaboration tools concentrate on providing real-time messaging and can take the place of email among teams. Software for team collaboration also has phone calling and video conferencing features. Overall, these solutions create a uniform platform for team discussion, job assignments, file sharing, online storage, and real-time collaboration, enabling more coordinated workflow.

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Scope of Team Collaboration Tools Market Report

Report Metric

Information

Study Period

2021-2029

Base Year            

2021

Forecast Period

2022-2029

Market Share Unit

USD Billion

Segments Covered

By Software Type, By Deployment, By Industry, By Region

Regions Covered

North America, Europe, Asia-Pacific, South America and Middle-East and Africa

Major Players

Cisco Systems, Inc., Avaya Inc., AT&T, Inc., Slack Technologies, LLC, IBM Corporation, Asana, Inc., Blackboard, Inc., Microsoft, OpenText Corporation, Citrix Systems, Inc., Adobe, Google LLC, Oracle, Zoom Video Communications, Inc., among others

Segmentation Analysis

The cloud segment is expected to be the fastest-growing segment in 2021.

The deployment includes on-premise and cloud. During the forecast period, the cloud segment is anticipated to grow at the fastest rate. Devices and channels including desktops, cellphones, tablets, social media, and websites can all be supported by the cloud-based deployment approach. The creation of online content for various social media platforms is being fueled by rising internet usage and smartphone ownership. Due to benefits such scalability integration and extension in usage, cloud-based deployment of team collaboration tools solutions is gaining popularity. As a result, businesses are implementing public or private cloud platforms according on their requirements and budgets.

BFSI is expected to be the fastest-growing segment in 2021.

The industry includes BFSI, healthcare, retail, transportation, and others. The BFSI segment is expected to witness the highest CAGR during the forecast period. Technology development has forced BFSI organizations to concentrate on boosting client feedback. Banks have adopted team collaboration tools solutions to engage clients, strengthen their ties with them, and draw in new ones as a result of the banking industry's intensifying rivalry. Customers' preference for internet and mobile banking is expanding, providing banks with new chances to attract clients and boost client loyalty.

Regional Analysis                                                         

The regional analysis provides a detailed perception of the key regions and the countries. Some of the key countries analyzed for the Team Collaboration Tools include US, Canada, Mexico, Germany, France, U.K., Italy, Spain, Russia, China, Japan, India, Brazil, Peru, UAE, South Africa and Saudi Arabia.

  • North America region witnessed a major share. Due to the swift adoption of web conferencing systems and collaboration portals by regional businesses, the industry is growing. Additionally, it is anticipated that convenient access to high-speed internet—which is required for using remote work models—will assist the regional market's expansion prospects. Asana, Cisco Systems, Inc., Microsoft, and other prominent industry participants are all likely to contribute to the market's attractive growth potential.

Country Analysis

Germany's Team Collaboration Tools market size was valued at USD 1.37 billion in 2021 and is expected to reach USD 2.35 billion by 2029, at a CAGR of 7% from 2022 to 2029. In The high demand for cloud-based solutions in Germany raises the need for team collaboration tools. The nation's industrial and auto industries are prospering. Manufacturing companies are more likely to use automated solutions like automated material handling equipment as a result of the growing demand for increased productivity and efficiency in these sectors. Such elements are what the German market is demanding.

China Team Collaboration Tools’ market size was valued at USD 1.98 billion in 2021 and is expected to reach USD 3.83 billion by 2029, at a CAGR of 8.6% from 2022 to 2029. China is the world's largest market for the production of automobiles. Additionally, Chinese consumers now have a lot more disposable income. In the upcoming years, the country's logistics market is probably going to progressively grow. Improvements in infrastructure, increased domestic consumption, and rising demand for third-party logistics companies that provide low-cost services are all factors contributing to this expansion.

India's Team Collaboration Tools market size was valued at USD 1.72 billion in 2021 and is expected to reach USD 3.18 billion by 2029, at a CAGR of 8% from 2022 to 2029. India's e-commerce market has undergone significant development in accurate years. There has been considerable rivalry in the nation's e-commerce market between Flipkart, Amazon, and other players. In addition, there is a sizable urban population, which offers tremendous potential for the development of the e-commerce business. It is projected that the e-commerce industry's increased use of collaborative tools would help drive the expansion of the nation's team collaboration software market.
Covid-19 Impact

Covid-19 had a major impact on almost all industries, such as ICT, healthcare, semiconductors, automobiles, etc. However, several companies operating in the ICT sector have seen increased revenue due to significant changes in consumer preferences toward better management. Customers are rapidly shifting toward digital channels to buy products or services amidst the nationwide lockdown and related restrictions.

Furthermore, the growth of this market is mainly driven owing to the development and advancement in the end-user industry.

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Rocky Shah
GreyViews
Pune India
Phone: (+44) 162-237-1047
Email: sales@greyviews.com
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Fri, 09 Dec 2022 01:00:00 -0600 en-US text/html https://finance.yahoo.com/news/team-collaboration-tools-market-worth-150000129.html
Killexams : Cisco new integrations increase flexibility of hybrid work

Cisco has revealed new integrations between its Collaboration platform Webex and Apple technologies to provide people more flexibility in their hybrid work.

As more businesses build long-term hybrid work strategies, Webex aims to provide in-office, remote and hybrid workers with the intuitive collaboration tools they need.

The first integration is Mobile Camera Share, which allows iPhone and iPad users to share content from the rear-facing or front-facing camera via the Webex Meetings mobile app and annotate over what they are seeing. With next generation videoconferencing, users can write, draw, and add shapes, in real-time and simultaneously in their meetings. This industry-first innovation enables frontline workers to collaborate more effectively by leveraging the high-quality video capture capabilities of Apple devices.

Architects, engineers, or construction workers can share job site progress with clients in real-time, instead of sending static images or screenshots. Another potential use case is for a technician to show the equipment in a factory, data center or field location with a help center team, who can write and draw instructions on the live feed to avoid any misunderstandings. Experts can see everything as if they were together in the room, noting their input onscreen where exactly corrections or changes should be made.

“Today, people across the Middle East expect flexibility when it comes to work. True hybrid work means being empowered to use your favorite devices to work seamlessly in the office, at home and everywhere in between. The latest collaboration solutions from Webex signify another step towards empowering workforces with greater choice and beyond the office,” said Ahmad Zureiki, Director of Collaboration Business, Cisco Middle East and Africa.

Apple’s Continuity Camera is a new feature in macOS Ventura that enables Mac customers to use their iPhone as a webcam. Webex users can use the camera system on iPhone to unlock powerful video effects like Center Stage, Portrait mode, and Studio Light. In addition, Webex supports Desk View in macOS Ventura, which acts like an overhead camera without the need for complicated equipment, showing the user’s face and desk simultaneously — great for creating demos, instructional videos, drawing on paper, and more.

These integrations are a testament to Webex’s commitment to making collaboration even easier. Collaborating with Apple technology and putting the power of choice in the hands of hybrid workers builds on the momentum over the course of the year.

 

Wed, 30 Nov 2022 03:31:00 -0600 en text/html https://www.albawaba.com/business/cisco-new-integrations-increase-flexibility-hybrid-work-1500763
Killexams : Top 3 Unified Communications and Collaboration trends shaping 2023

 The Unified Communications and Collaboration (UC&C) market made massive strides in 2022 as organizations across the globe continued to evolve with the ever-changing nature of hybrid work.

We know the global UC&C market will only continue to expand as Gartner projects spending will grow at a 3.7% compound annual growth rate (CAGR) to reach $53.5 billion in 2026.

So, what innovations and developments can we expect in 2023? Here are the top three trends we predict will define the UC&C space in the next 12 months.

Trend 1: Tech devices designed specifically for the hybrid worker

Today’s workforce is well and truly adapted to hybrid work, and it is now up to organizations to solve remote work challenges for their employees. Organizations must consider how employees want to work when considering how to evolve their infrastructure for hybrid work success.

Around 51% of respondents in our 2022 Voice of the Employee Study reported they want to choose their work location – whether at home, in the office, or a combination of both.

Workers want to get the most out of their hybrid workday, but they need the right tools. In fact, according to Jabra’s Hybrid Ways of Working: Global Report, 85% of knowledge workers believe technology is critical to successfully working from anywhere.

To accommodate this shift in mindset and deliver superior technology experiences, UC&C vendors will focus on creating devices to support people where they want to work. Think of the big players here like Cisco, Jabra, and Logitech, they’re all working towards ensuring the expansion of devices in this environment works well.

Vendors like Cisco have already begun to develop their own devices, traditionally designed to support Cisco products only, to now support platforms from several vendors. For example, Cisco recently announced native support for Microsoft Teams Rooms (MTRs) and Hybrid Microsoft Teams User devices across its Webex device portfolio, allowing registration to either the Webex or Microsoft Teams communications platforms.

This cross-platform technology will allow the end user to use their preferred devices and platforms to seamlessly remain connected to everyone they work with, no matter where they are.

Trend 2: Top Unified Communications and Collaboration vendors will move into the contact center market

Gartner projects that contact center spending will grow to $34.6 billion by 2026. This market growth can be credited to the rising adoption of contact center technology to sustain better business continuity, streamline customer interactions, and provide higher customer satisfaction.

Gartner reports that the contact center market has seen a sizeable increase in demand for systems that can support greater levels of sophistication in:

  • support of digital channels
  • self-service
  • interaction and journey analytics
  • artificial intelligence
  • machine learning to provide greater levels of automation.

However, current vendor support for these capabilities can often lack the functional maturity required to meet customer demand. As a result, vendors rely on technology partners to deliver the depth of solutions that customers expect.

In conjunction with this, as contact center as a service (CCaaS) solutions are becoming more refined and offer a greater value proposition, along with cutting edge technologies, large enterprise and higher complexity organizations are increasingly merging their contact center platforms across multiple regions with a single provider.

Combining these two factors creates an opportunity for typical UC&C vendors to enter the market. In 2023 we will see vendors like Microsoft and Zoom actively looking to move into the CCaaS market to capitalize on this shift. These new cloud-based offerings will take on the likes of Amazon Connect, Genesys, NICE and Webex Contact Centre. 

Trend 3: We will see more mergers and acquisitions in the Unified Communications and Collaboration marketplace

Mergers and acquisitions (M&As) are nothing new in business, but with the rapid advancement in hybrid work over the last few years, M&As have accelerated in the UC&C space.

With organizations fully adopting hybrid work, we’ve seen the change in user behaviors and a reliance on flexible UC&C platforms create growing momentum in the market. Recently, HP acquired Poly, a video and voice solutions leader, for USD$3.3 billion. HP indicated that its acquisition of Poly will benefit its revenue and operating profit in 2023 as it aims to create new opportunities in hybrid working solutions. Poly brings several hybrid working solutions to strengthen HP’s position, including software, video conferencing devices, cameras, voice, headsets, and more.

As UC&C providers look to consolidate their offerings, we will continue to see these types of M&As in 2023. We expect the more prominent players, like Microsoft, for example, will make more active moves. Whereas the mid-size players will explore new market segments to capture new audiences.

How IR can help

IR Collaborate simplifies the complexity of modern Unified Communication and Collaboration environments, providing the insight you need to ensure your most essential business systems provide seamless communication and collaboration experiences.

Discover more about what IR Collaborate can do for your business as the year unfolds. Book a Demo today

Thu, 01 Dec 2022 13:57:00 -0600 en text/html https://www.ir.com/blog/communications/top-3-ucc-trends-shaping-2023
Killexams : Cisco updates SD-WAN to simplify provisioning, management

Cisco is set to unveil a new edition of its SD-WAN software that will extend the system’s reach and include new management capabilities.

Among the most significant enhancements to Cisco SD-WAN release 17.10, expected in December, is the ability to use Cisco SD-WAN Multi Region Fabric (MRF) support with existing Software Defined Cloud Interconnect (SDCI) systems to significantly expand the reach and control of the SD-WAN environment. 

MRF lets customers divide their SD-WAN environments into multiple regional networks that operate distinctly from one another, along with a central core-region network for managing inter-regional traffic, according to Cisco. 

SDCI technology is used to link enterprise resources to a variety of cloud, network, and internet service providers. Cisco customers could use SDCI with their SD-WAN deployments in the past but not MRF.

By combining the two technologies and using the Cloud OnRamp Multicloud Interconnect Gateway in Cisco SD-WAN software, customers can now set network, configuration and security policies across a wide variety of locations from a central site. Cisco’s SD-WAN Cloud OnRamp links branch offices or individual remote users to cloud applications such as Cisco’s Webex, Microsoft 365, AWS, Google, Oracle, Salesforce and more.

Customers can now assign regions and roles to SD-WAN edges deployed within SDCI infrastructure, and they can segment MRF regions into multiple sub-regions and share border routers between these sub-regions, allowing for better redundancy and failover-centric network designs, according to John Joyal, senior manager, product and solutions marketing with Cisco's enterprise SD-WAN and routing group. (Joyal wrote a blog about Cisco's SD-WAN MRF enhancements.)

Copyright © 2022 IDG Communications, Inc.

Mon, 05 Dec 2022 12:57:00 -0600 en text/html https://www.networkworld.com/article/3681657/cisco-updates-sd-wan-to-simplify-provisioning-management.html
Killexams : Security ‘incidents’ hounding Philippine firms, Cisco study shows

MELBOURNE, Australia—About 67 percent of Philippine companies recently suffered from security “incidents”—primarily network breaches and outages, cyberattacks, accidental data leakage as well as insider abuse—based on a survey made by technology giant Cisco.

The share of respondents that reported such security incidents in the last two years, the time frame of the study, was higher than the global average of 62 percent, based on the research titled Security Outcomes Report, Volume 3: Achieving Security Resilience, presented by Cisco on Wednesday at the Cisco Live conference here.

This has made security resilience a top priority of business executives across the globe. In the Philippines, security resilience was identified as a high priority for 95 percent of executives.

The research showed that such security incidents had resulted in severe repercussions for the affected companies, along with the ecosystem of organizations they do business with. Information, communication and technology interruption, supply chain disruption, impaired internal operations and lasting brand damage were among the pitfalls cited.

In some cases, such incidents also resulted in loss of competitive advantage, regulatory penalties or action, response and recovery costs, inability to generate revenue and legal costs or penalties.

Cisco’s study was based on survey responses from over 4,700 participants across 26 countries.

“Technology is transforming businesses at a scale and speed never seen before. While this is creating new opportunities, it also brings with it challenges, especially on the security front. To be able to tackle these effectively, companies need the ability to anticipate, identify and withstand cyber threats, and if breached be able to rapidly recover from one. That is what building resilience is all about,” said Helen Patton, chief information security officer, Cisco Business Security Group.

“Security, after all, is a risk business. As companies don’t secure everything, everywhere, security resilience allows them to focus their security resources on the pieces of the business that add the most value to an organization, and ensure that value is protected,” she added.

In the Philippines, the leading types of security incidents identified by respondents were: network or system outages (54 percent), accidental disclosures (53 percent), distributed denial of service or DDOS attacks (52 percent) and ransomware events (52 percent).

Respondents also identified network or data breach (47 percent), malicious insider abuse (32 percent) and physical destruction (4 percent) among the most common incidents.

The findings further highlighted that the main objectives of security resilience for business leaders would be to adapt to unexpected external change events or trends, mitigate financial losses from security incidents, and continue to mature and Excellerate security capabilities.

The study underscored that security was a human endeavor as leadership, company culture and resourcing could have a significant impact on resilience.

Globally, organizations that reported poor security support from the C-suite scored 39 percent lower than those with strong executive support.

Businesses that reported an excellent security culture scored 46 percent higher on average than those without, while companies that maintained extra internal staffing and resources to respond to incidents resulted in a 15 percent boost in resilient outcomes.

In addition, the study suggested that businesses would need to reduce complexity when transitioning from on-premise to fully cloud-based environments.

Companies whose technology infrastructures are either mostly on-premise or mostly cloud-based had the highest, and nearly identical, security resilience scores. However, businesses that are in the initial stages of transitioning from an on-premise to a hybrid cloud environment saw their scores drop between 9 and 14 percent, depending on how difficult the hybrid environments were to manage.

Globally, companies that reported implementing a mature “zero trust” model saw a 30 percent increase in resilience score compared with those that had none.

A zero-trust network relies on continued authentication and monitoring of every attempt to access a network, rather than assuming a device can be trusted.

Meanwhile, advanced extended detection and response capabilities correlated to a 45 percent increase in resilience score for organizations. Converging networking and security into a mature, cloud-delivered secure access services edge also boosted security resilience scores by 27 percent.

“The Security Outcomes Reports are a study into what works and what doesn’t in cybersecurity. The ultimate goal is to cut through the noise in the market by identifying practices that lead to more secure outcomes for defenders,” said Jeetu Patel, executive vice president and general manager of Cisco Security and Collaboration. “This year we focus on identifying the key factors that elevate the security resilience of a business to among the very best in the industry.”

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Wed, 07 Dec 2022 04:57:00 -0600 en text/html https://business.inquirer.net/376875/security-incidents-hounding-ph-firms-cisco-study-shows
Killexams : Cybersecurity Resilience Emerges as Top Priority as 62% of Companies Say Security Incidents Impacted Business Operations

MELBOURNE, Australia, Dec. 6, 2022 /PRNewswire/ — Cybersecurity resilience is a top priority for companies as they look to defend against a rapidly evolving threat landscape, according to the latest edition of Cisco's annual Security Outcomes Report launched today.

Resilience has emerged as a top priority as a staggering 62 percent of organizations surveyed said they had experienced a security event that impacted business in the past two years. The leading types of incidents were network or data breaches (51.5 percent), network or system outages (51.1 percent), ransomware events (46.7 percent) and distributed denial of service attacks (46.4 percent).

These incidents resulted in severe repercussions for the companies that experienced them, along with the ecosystem of organizations they do business with. The leading impacts cited include IT and communications interruption (62.6 percent), supply chain disruption (43 percent), impaired internal operations (41.4 percent) and lasting brand damage (39.7 percent).

With stakes this high, it is no surprise that 96 percent of executives surveyed for the report said that security resilience is high priority for them. The findings further highlight that the main objectives of security resilience for security leaders and their teams are to prevent incidents, and mitigate losses when they occur.

"Technology is transforming businesses at a scale and speed never seen before. While this is creating new opportunities, it also brings with it challenges, especially on the security front. To be able to tackle these effectively, companies need the ability to anticipate, identify, and withstand cyber threats, and if breached be able to rapidly recover from one. That is what building resilience is all about," said Helen Patton, CISO, Cisco Security Business Group.

"Security, after all, is a risk business. As companies don't secure everything, everywhere, security resilience allows them to focus their security resources on the pieces of the business that add the most value to an organization, and ensure that value is protected," she added.

Seven Success Factors of Security Resilience

This year's report has developed a methodology to generate a security resilience score for the organizations surveyed, and identified seven data-backed success factors. Organizations that had these factors present were among the top 90th percentile of resilient businesses. Conversely, those lacking them placed in the bottom 10th percentile of performers.

The findings of the study underline the fact that security is a human endeavor as leadership, company culture, and resourcing have an oversized impact on resilience:

  • Organizations that report poor security support from the C-suite scored 39 percent lower than those with strong executive support.
  • Businesses that report an excellent security culture scored 46 percent higher on average than those without.
  • Companies that maintain extra internal staffing and resources to respond to incidents resulted in a 15 percent boost in resilient outcomes.

In addition, businesses need to take care to reduce complexity when transitioning from on-premise to fully cloud-based environments:

  • Companies whose technology infrastructures are either mostly on-premise or mostly cloud-based had the highest, and nearly identical, security resilience scores. However, businesses that are in the initial stages of transitioning from an on-premise to a hybrid cloud environment saw scores drop between 8.5 and 14 percent depending on how difficult the hybrid environments were to manage.

Finally, adopting and maturing advanced security solutions has significant impacts to resilient outcomes:

  • Companies that reported implementing a mature Zero Trust model saw a 30 percent increase in resilience score compared to those that had none.
  • Advanced extended detection and response capabilities correlated to an incredible 45 percent increase for organizations over those that report having no detection and response solutions.
  • Converging networking and security into a mature, cloud-delivered secure access services edge boosted security resilience scores by 27 percent.

"The Security Outcomes Reports are a study into what works and what doesn't in cybersecurity. The ultimate goal is to cut through the noise in the market by identifying practices that lead to more secure outcomes for defenders," said Jeetu Patel, executive vice president and general manager of security and collaboration at Cisco. "This year we focused on identifying the key factors that elevate the security resilience of a business to among the very best in the industry."

Additional Resources:

About Cisco

Cisco (NASDAQ: CSCO) is the worldwide leader in technology that powers the Internet. Cisco inspires new possibilities by reimagining your applications, securing your data, transforming your infrastructure, and empowering your teams for a global and inclusive future. Discover more on The Newsroom and follow us on Twitter at @Cisco.

Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.

SOURCE: Cisco Systems, Inc.

Wed, 07 Dec 2022 00:43:00 -0600 en text/html https://www.darkreading.com/vulnerabilities-threats/cybersecurity-resilience-emerges-as-top-priority-as-62-of-companies-say-security-incidents-impacted-business-operations
Killexams : Cisco Systems, Inc. (CSCO) Raymond James Technology Investors Conference Transcript

Cisco Systems, Inc. (NASDAQ:CSCO) Raymond James Technology Investors Conference December 6, 2022 9:45 AM ET

Company Participants

Kip Compton – Senior Vice President-Strategy and Business Development

Conference Call Participants

Simon Leopold – Raymond James

Simon Leopold

Folks, thank you very much. My name is Simon Leopold, Raymond James' Data Infrastructure Analyst, here at our in-person tech conference in New York. It's exciting to see people again, to get dressed and to put shirt on with buttons and shoes, nice change, but we've got a session now with Cisco, Kip Compton.

So Kip, to get started, we've known each other for many years, crossed paths many times. You strike me as sort of the ultimate utility player. You've done a lot of things at Cisco side. I almost feel like no question is out of bounds, but I'm sure they are. So to help us maybe set the context for our conversation and the boundary conditions, maybe tell us a little about your current role and current focus. And we'll dive into the outline. And folks, if you have questions, raise your hand, we'll try to take questions from the audience as well.

Kip Compton

Thanks, and it's great to be here in-person. I think we've had shirts with buttons for a while, but shoes and all the rest of it is great as well as seeing everyone in-person. Before I jump in, I'm compelled by my Investor Relations team to say that I'll be making forward-looking statements that are subject to the risks in our latest filings.

With that out of the way, I've been – as you mentioned, I've been at Cisco a long time, I've done a lot of different roles. I'm currently Senior Vice President for Strategy and Business Development, for a business that internally we call Cisco networking. We're trying to simplify things, including with our organizational names.

In terms of our external reporting segments, that roughly maps to Secure, Agile networks as well as Internet for the future and represents the majority of the product revenue in business at Cisco.

Simon Leopold

And I guess in terms of, I've got sort of my notion of what to ask you about, but I think it's important for us to understand what are you spending most of your time on? What's – what are you occupied with? What do you – what keeps you busy?

Kip Compton

Yes, it's a large business. And so when you think about strategy and business development, I spend a lot of my time thinking about how can we grow the business, how can we generate more differentiation in our products that are valuable to our customers.

I spend a fair amount of time on inorganic activity as I think people who are familiar with that know you send more time on deals that you decide not to do than you do, and those are pretty important. And I spend time working with our go-to-market teams, understanding how we can accelerate the business.

Simon Leopold

And the volume question is a macro question, but I want – I understand. I want to ask it in the context of your job. But given we've got a strong U.S. dollar, recession worries, various changes by regions and products, how are you thinking about those elements influencing the way you think and what you're working on?

Kip Compton

Well, I'm in the product, our research and development side of Cisco. So we tend, frankly, to take a longer view. So we pay close attention to macroeconomic forecasts in terms of our operations and understanding how we should be managing our supply chain and our forecast and our sales and all that.

But in terms of our strategy and our research and development, we're looking out a three to five year sort of timeline. And we have – I mean we've seen – you mentioned some of the strong dollar for us over – I think 90% or more of our revenue is actually dollar denominated, and we do have some hedges in place for some of our costs. So we've so far seen a fairly material impact from that.

And in terms of softness, I mean, I think on our call, we mentioned we've seen some areas of softness, including in Europe. On the other hand, I think we just had our second biggest first quarter bookings number in the history of the company, second only to last year when things were jumping as people were building out networks in the pandemic.

So we're monitoring the situation, but we've also seen – I mean, Gartner recently published a report, surveying IT folks and companies. And I think 51% of them said technology was the last area that they plan to cut. So we're watching things carefully. We're investing for the future in R&D, but we're seeing some resiliency right now.

Simon Leopold

And the succinct next question is lessons learned from the pandemic. And what I mean by that is prior to the pandemic, maybe you might sole source certain components that now you multisource. So how has the experience in the last couple of years affected the way you think about long-term strategy?

Kip Compton

Yes, absolutely. I mean it hasn't fundamentally changed our strategy. That said, we learn and adapt to an environment just like everyone else. And so where we may have had our supply chain more optimized for certain things as we're in a time of uncertainty, clearly.

Right now, I think there's a lot of exogenous forces, certainly the pandemic and now the geopolitical environment. Our supply chain team and everyone else is adjusting to the environment that we see, going forward.

Simon Leopold

And so Cisco hosted an analyst meeting. Was it September? Lights are blur, seemed like that. But it was the first analyst meeting that the company hosted in a while, and you outlined at the time a TAM growing to $900 billion, which is pretty big. So I'm not asking you to repeat the entire content of the meeting, but help folks understand really what are the big growth drivers, what are kind of the most exciting transitional aspects of what's influencing that kind of massive TAM.

Kip Compton

Yes, absolutely. And I think you're referring to our Investor Day in September 2021. For folks who might want to look that up, all the materials are online. I think what I would say in terms of drivers over the next, let's say, three to five years, certainly, we're seeing hybrid work, IoT and then the web scalers as being three good drivers for us.

On the hybrid work side, the immediate thing you think of is our collaboration portfolio, and particularly, we believe with some of the devices that we have as companies are outfitting their campuses for hybrid work and realizing basically that every meeting is going to be a video meeting, and so every conference rep needs to have that equipment in it, that's an opportunity for us.

But in my job on the networking side, we're focused on the opportunity with the networking. And we're seeing that whenever a meeting is a video meeting because every meeting will have some remote participants, the load and the traffic on the campus networks is intense.

And that's driven a wireless and campus upgrade cycle that we think is fairly durable. That along with the traditional generational upgrades for WiFi 6 is – WiFi 6 has been very good. We're seeing 6E now kicking into gear as well.

On the IoT side, we're seeing people putting sensors into carpeted spaces and starting to use these to understand occupancy, to understand and optimize their energy usage. And actually, our office here in New York, there's some videos online Wall Street Journal just did a feature on it, where we renovated and put these technologies in as a good showcase for that.

On the web scaler side, we just continue to ride the growth there. I mean we saw a strong double-digit growth in our first quarter that just ended. We're really excited about the pipeline of technologies that we have to offer those folks and expect that to continue to drive growth as well.

Simon Leopold

So one of the things that I suspect is the way Cisco operates is the business units are sort of given their targets and you run with it, you run your business. And as long as you're running it, go. And so when we think about the – essentially, moving strategy to execution, that's the mystery to me from – as an outsider observing it. So you're looking out years and your colleagues are busy working on day-to-day, what's the process? And how does it go from your vision and your activities out years to come into the business day-to-day?

Kip Compton

Sure. Well, one thing I'd say, I mean, as you mentioned, you've known Cisco for a long time. So it's – I think it's a good observation of how we've treated our businesses in terms of autonomy. I would say, we formed the Cisco networking organization that I'm part of, we just formed in October.

And we actually brought together all of our networking businesses across both service rider and enterprise, for instance, really looking to be able to get more synergies and deliver more integrated solutions. So we're actually blending that classic model with more governance and more sort of big-picture thinking, so that we can get more efficiency as well as more differentiation.

In terms of how strategy works at Cisco, we have an annual long-range planning process, where we build three to five year plans that outline financial forecasts as well as strategies and areas that we want to enter investments we want to make. Those are presented and discussed with our CEO and his staff.

Once those are in place, we actually translate those into strategic intents for each of our businesses. And we work – my team actually works with them quarterly to monitor the progress against what needs to happen to have those strategies in place.

As well as in this environment, frankly, if there are any changes that would cause us to tweak our strategy, we're not changing strategy every quarter, of course. But depending on what's happening in the world, we might decide that an element of it should be sped up or another element maybe a little bit relatively less important. And then we repeat that process on an annual basis. So we feel good about that model.

Simon Leopold

So I want to ask about what the R&D priorities are. And I imagine there's a one-word answer, which is software. So let's go a little bit deeper.

Kip Compton

Absolutely. So when I think about it, I think in terms of two buckets for R&D, one is core technologies, and the other is essentially experiences that we're looking to invest in to deliver to our customers. So I think the core technology side, no big surprises there. By the way, software is big, but we're continuing to invest heavily in our ASIC strategy, right? Our Silicon One ASIC strategy is very important. We’re investing in our optics, which is highly differentiated and something that’s helped propel our webscaler success. We’re investing in core networking software. I think some of the things that we’ve made our name on and that we lead the world in. And we’re also investing heavily in security. So those are some of the core technology areas that we think are just important long-term plays, and that we’re pouring R&D investment into.

On the experience side, we’ve seen that what customers want is simplicity. And the way we think about this is what kind of experience. These core technologies are amazing. They enable essentially the modern world. But if you can’t operate it and you can’t get the outcomes out of it that you want, it’s not very compelling. And so investing in things like Meraki dashboard and what we announced last summer, and bringing Meraki across our whole portfolio is a big part of what we invest in as well.

Simon Leopold

Now, you did make a comment earlier on about inorganic efforts, and having filed Cisco for a while, I’ve observed the strategy that, I guess, we call outsourced R&D maybe that’s a common term. But you’ve invested in private companies historically, often they become acquisitions. How do you think about that particular strategy? It may be my imagination, or it just seems like you’ve made fewer acquisitions over the last 12 months than the prior period. But there could be a lot of variables there. So maybe update us on how Cisco thinks about that strategy.

Kip Compton

Sure. So, internally we have what we call our build by partner framework. And whenever we’re looking at a new capability or getting into a new business, we’ll ask ourselves and we’ll often actually do the analysis, scenario-based analysis, hey, if we built this ourselves, what does that look like? How long would it take? How much would it cost? What kind of differentiation could we build with our technologies and our engineers? If we partnered, what does that look like?

We don’t need to do everything ourselves. We have great partnerships across the industry, including somewhere we put things on our price list where it makes sense. And then last, and the one that generates the headlines is the buy, the acquisition case. And we’ll look at what targets are out there, what would that likely cost, what kind of cultural fit? I mean, you buy a company and you get the technology, but the team bolts, that’s usually not a value creation event for us.

And so we’ll actually map out all three of those and then sit down and look and decide, what’s the best path for each area. To your point about acquisitions, we don’t have a quota. It’s like, I’d have to go look at the numbers, my perception’s kind of aligned with yours. But we don’t have sort of a plan at the beginning of the year, oh, we’re going to buy this many companies because we do look at it through this build by partner. And what we do depends on the outside environment, where – what targets are available and what makes sense from a business perspective.

Simon Leopold

And in terms of the criteria, you mentioned cultural fit, I hear that over and over and over again. What are some of the other criteria used in making these decisions?

Kip Compton

I mean, some of the criteria are somewhat deal specific. So I don’t want to suggest like we have like a scoring, rubric or something, if only it was that easy. I think how complimentary the technology is, like maybe it’s obvious, but if we’re looking for a particular capability or product and the company has it, but it has a whole bunch of other stuff that either overlaps with what we have or has things that we would not want, and so we would be potentially exiting. Those tend to not be very good deals.

Where the mission – where we buy a company and then are like, oh yes, we’re going to change what you do. We’re going to take you in a different direction after we buy them. That’s often a little bit of a warning sign. I mean the general thing that I tend to think about a lot, I mean, the strategic fit is kind of obvious. The thing that I think about a lot of times is the fact that it is far easier to buy a company than is to like integrate it and keep the team and get the multi-year successful outcome out of that company. That is the hard part. And so, if anything I tend to bias my evaluation in that area.

Simon Leopold

So I want to pivot the questions towards a course I’ve been noodling with a bit more is around this idea of power consumption. So there’s been a lot of press lately about how much electricity data centers consume that they’re detrimental to the environment. And I read an interesting article saying, well, but if you’re not getting on a plane and flying, you’re reducing greenhouse gases. And so maybe there’s a good use. And so, I guess with rising costs of electricity, these questions have to be come up. So maybe could you talk a little bit about how you’re thinking about power consumption and the production of greenhouse gas as CO2 in the sort of engineering side and how that’s evolving with your customers and your engineering?

Kip Compton

Sure. So this is a huge focus for us, and it’s been for a while in terms of just – excuse me, our own sustainability goals. And what, I think we published some pretty ambitious and aggressive goals as a company. And part of those sustainability goals is how we reduce not just the greenhouse gases from Cisco’s own operations, but from our customers who are using our equipment. That’s part of our framework as it is for most companies. So this has been an effort for a long time.

In terms of the focus on engineering, last year I actually formed a engineering sustainability office that’s in engineering and works with all our engineering teams as well as the supply chain, as well as our Chief Sustainability Officer for all of Cisco to make sure that this is first and foremost as we’re designing products.

In terms of what we’ve seen in the market, this was important and then it became important and urgent with the rising energy costs and particularly in Europe. And what we’re seeing is that there are multiple places where we can help our customers. Customers are coming to us and one is with our Silicon One technology that is significantly more efficient on a per gigabit basis. Watts per gigabit is a metric in networking. I think we announced deployment with Deutsche Telekom publicly where they said that they reduced their power requirements by 92% on a per gigabit basis. So that’s a pretty significant improvement if you’re looking at a big energy bill.

Another area where we can help customers is with power over Ethernet technology. So this is technology that lets you send power over low voltage wiring. It turns out that this makes the power supplies much more efficient. So we’re seeing a lot of people when they renovate spaces or even build some data centers using this technology. And it improves the power supply efficiency pretty significantly.

The other area is in IoT and I mentioned earlier the sensors and environments. We did a study with Forrester using our Meraki sensors where Forrester saw a 27% energy improvement by using these sensors to trigger close the blind when it’s hot. These are some very basic things, but if you can use sensors to automate them, you can get those savings at scale.

So we see – we talked about – Chuck mentioned on our most accurate conference call, we see these energy costs as obviously a potential macroeconomic headwind for everyone. But we also see there being an opportunity for us to help our customers in this area. And we’re seeing some instances of customers actually accelerate investment to get those energy savings.

Simon Leopold

So basically the scenario is a customer has a, let’s say four, five year old campus or data center network consumes more electricity than the newer generation of product. So because of that, they’re refreshing in order to reduce…

Kip Compton

That’s right.

Simon Leopold

The total cost of ownership.

Kip Compton

Maybe they were thinking of refreshing in a couple of years, and now they’re looking at that return and saying, given the energy costs, perhaps I should refresh earlier. And that’s a potential catalyst. Now, on the other side, I mean, realistically there may be customers who decide to delay projects because of energy costs. But we are seeing the energy efficiency for both the sustainability and the current economic reasons as kind of a top of mind topic.

Simon Leopold

And I want to ask about the sort of impact of hybrid multi-cloud on your business. Because it feels to us that eight and 10 years ago, Cisco sort of took the attitude of, I’m not going to sell to those guys, I’m going to just help my enterprise customers. And maybe five years ago, your corporate mind changed and said, you know what, this isn’t going to change. Let’s help the enterprises, embrace multi-cloud, hybrid cloud, we’re a neutral party. So maybe help folks understand a little bit of that history and what you’re doing to help your enterprise customers and their adoption to migration to multi-cloud.

Kip Compton

Sure. So I mean, it’s – cloud for Cisco really impacts our different businesses in different ways. So in the Campus business for instance, a lot of that is about using the cloud to make it easier to manage a campus network. You can’t move your campus switches, your access points to the cloud. You still need them in the building. But we can leverage cloud technologies to just radically simplify and accelerate how people run those networks. And Meraki is a great example of that. And our internet for the future segment, well, that’s where we’re actually helping the webscale is build their clouds with our Silicon One technologies, our Cisco 8,000 product, which is the fastest growing product in the history of the company is really being fueled by that.

On the data center side, it’s kind of what you were referring to which is okay. Most of our customers are going to be in a hybrid state. We’re bringing technologies like the Cisco network control – Cisco Cloud network controller that lets customers design and implement policies and automation and visibility across their on-prem networks as well as their VPCs at Amazon and their networks at Azure and Google Cloud as well. So helping our customers take advantage of multi-cloud for workloads in the same way that we’ve helped them take advantage of on-prem networks.

So you see us with kind of a multifaceted. In terms of the evolution of our attitude here, and I think it took us some time, the webscalers are a different kind of customer. And I think it’s – it took us some time to learn how to sell to them. I think the success we’re seeing now demonstrates that we crack the code and we form the relationships and have very tight engineering – to engineering relationships with the key webscalers and that’s enabled us to achieve that success.

Simon Leopold

Yeah, it’s sort of interesting in that from your disclosures, it works out to be 5% to 6% of revenue from public cloud, which on the surface, oh, well, that’s not a big number, but it’s a big number of a $50 billion revenue company, which would make you the biggest vendor of IT equipment or X servers into that vertical. I think that often goes miss. And so in terms of those partnerships, and from your vantage point of the enterprise, do you see the cloud players as receptive to working with you as a partner? Or do you feel like they’re more competitors?

Kip Compton

No, I don’t see them as competitors. They’re customers and partners. As you said, at this point we’re selling, they’re buying billions of dollars worth of technology from us each year. And I think particularly with what we can bring with our Silicon One technology, our optics and the Cisco 8000 platform, which is actually built on Silicon One is a pretty differentiated value proposition for them in terms of how they can really scale their network and achieve phenomenal economics and power efficiency at the same time. And that’s why you see them adopting their technology.

Simon Leopold

And you mentioned a little bit earlier the effort to extend the Meraki model, let’s not take for granted that everybody knows what that meant.

Kip Compton

Absolutely.

Simon Leopold

Maybe unpack that a little bit in terms of helping us understand the importance of doing that and what it is?

Kip Compton

Sure. So Meraki dashboard is a cloud management tool. So Meraki customers are able to manage their networks by just going to essentially a website in their browser, and they can see their whole network and manage everything from there. And because we’ve got all of that telemetry and all of that configuration information in the cloud, we’re able to provide recommendations, provide more powerful tools and generally make it much easier for our customers. We also on that platform have an incredibly rich set of APIs and a very strong developer ecosystem and partner ecosystem around it, where people are able to build solutions on top of and around the Meraki cloud. And getting all of that – getting essentially the network control plane to the cloud is really key there because developers can access that as opposed to a situation where you’ve got different controllers On-Prem in different enterprises.

So we don’t break out Meraki separately in our results. It’s embedded in things like wireless switching, routing, but it has certainly – it’s certainly been buttressing our market share, and we’ve certainly seen a lot of customers interested in the simplicity that cloud management delivers. And we really think that that cloud management is that the key. I talked about delivering experiences before. We think that’s the key to delivering the simplicity that our customers are looking for. Customers – if customers don’t know what operating system their Meraki products are running, they use the Meraki dashboard, and that’s a full stack dashboard with your full networking stacks, a route, switch, wireless. But now we’ve integrated a bunch of other products. So we have Meraki sensors, we have Meraki cameras, we have cellular gateways. We have systems manager for managing devices all integrated in a dashboard. And as we bring all these products together across different domains of the customer’s infrastructure in one dashboard, that enables us to make it simpler for them as well, because they can implement policies or track usage across these different domains.

Simon Leopold

And how do you think about making that management solution multi-vendor? So if the customer chooses to buy a particular component from somebody that’s not Cisco, which might happen occasionally. Do you integrate that? Do the customers lose any features or capabilities? How do you think about that?

Kip Compton

It’s a great question. I mean, honestly, right now we’re focused on bringing that simplicity across our entire portfolio, and that’s sort of job one. And last summer we announced, okay, what I described with Meraki is great, but Catalyst is the – our largest, frankly, the world’s largest campus portfolio of networking equipment. It’s the most powerful in terms of feature sets and performance, the most powerful campus portfolio in the world. We’re really focused right now on bringing that Meraki simplicity across into our – the rest of our campus portfolio.

And we think that’s the key thing for us to focus on right now. That’s what our customers frankly are asking for more than anything. And that’s something actually we’ve been working on for several years. And we have right now available for our customers cloud monitoring, where they can register their catalyst equipment with the Meraki cloud. They can now go into the Meraki cloud and see all of their catalyst equipment, see the topology, see the status, do troubleshooting. And we’ve actually added that Meraki entitlement into our DNA licenses. So now the people with the DNA licenses associated with the catalyst switches have the option of On-Prem management with DNA center or cloud management with the Meraki cloud.

Simon Leopold

So you might imagine, I talked to some of your competitors on occasion. One of the things that they consistently point out as a challenge for Cisco is the complexity. And so they’ll cite the fact that Cisco has multiple versions of every product, and it’s hard to deal with, and I get it, because if you are a massive company with a full portfolio, their complexity just comes along with that.

Kip Compton

That’s right.

Simon Leopold

And so how do you counter the challenge when your competitors who are maybe more narrow, more point focused, argue that well, Cisco’s complex and we’re [ph] easy?

Kip Compton

Oh, well, I mean, I think, I mean, the breadth of our portfolio, it’s immense and outpaces just about any of our competitors. And we haven’t done as much in the past probably to simplify that as we could. I think you’re going to see us using cloud management to bring that simplicity, frankly, without compromising the breadth or power of our portfolio. I think if you’re a point competitor in one domain, it’s a lot easier to be simple. I mean, they have a simpler portfolio, but what we are seeing and what we’re responding to is customers want simplicity. We’ve seen the growth and the power of that Meraki model. And we think bringing that to the rest of our customer base is the best thing that we can do to address complexity.

Simon Leopold

So as we’re about to run out of time, I always like to close with a question that it’s really meant fairly for – from your vantage point. So not CEO, CFO, but from your vantage point, what do you think is least appreciated by the investment community about Cisco?

Kip Compton

Well, I liked your point about the size of our webscale business. So that’s…

Simon Leopold

Keep publishing that for short.

Kip Compton

Sure. That’s great. I mean, I think the size of our software business, I think we did over $15 billion in software revenue last year. We’re – we’d like to push faster. You joked earlier about how my R&D priorities are software, software and software. We’d like to push, wish faster on that. But we’re at 43% of – since all of our revenues recurring. We’re at a point now where 85% of that software revenue is subscription, only 15% perpetual as we’ve been executing on that transition. So I think I’m – I think that’s an undertold story. At the same time, frankly, we’re not done. We feel a lot of urgency as well as a lot of opportunity to continue driving more software value for our customers and more predictable recurring software revenue for the company.

Simon Leopold

Oh, great. Well, thank you very much, Kip. Appreciate you joining us folks. Thanks for joining us with Cisco at our fireside. My job is to make sure you get to your next meeting on time.

Kip Compton

Thank you.

Simon Leopold

Thank you.

Question-and-Answer Session

Q -

Tue, 06 Dec 2022 03:36:00 -0600 en text/html https://seekingalpha.com/article/4562717-cisco-systems-inc-csco-raymond-james-technology-investors-conference-transcript
Killexams : Cisco Systems (CSCO) AppDynamics Launches New Cloud Solutions

Cisco Systems CSCO recently unveiled new major updates like business transaction insights in its AppDynamics Cloud solution for IT professionals. The new updates will allow organizations to expand observability over cloud-native applications and drive operational efficiency across Amazon’s AMZN Amazon Web Services (“AWS”) environment and beyond.

The new AppDynamics solutions will help support digital services, cloud-native applications, and workloads on AWS.

The world is going through its fourth industrial revolution, which is data-driven and the primary reason behind the rise of digital transformation. Various enterprises are investing heavily to rapidly digitize their organizations, reflecting the rising demand for various cloud solutions.

As per a accurate Cisco AppDynamics Survey of 1,150 IT professionals, 71% believe that their organizations globally need to invest toward the observability of cloud-native applications and infrastructure to seamlessly digitize business operations and reduce operating costs in the process.

Per Gartner, 81% of organizations have a multi-cloud strategy. Organizations are utilizing cloud services for everything from hosting data centers to enterprise applications.

As such, Cisco’s latest release of new updates in the AppDynamics cloud solutions will help attract various organizations who are looking to digitize their business operations and help in maximizing the return on investments of companies in areas including Kubernetes, microservices and other AWS infrastructure. The accurate launch of Cisco App Dynamics updates will attract more users using AWS to its services, thus creating new revenue growth opportunities.

Cisco Systems, Inc. Price and Consensus

Cisco Systems, Inc. Price and Consensus

Cisco Systems, Inc. price-consensus-chart | Cisco Systems, Inc. Quote

 

Cisco New Solution to Drive Prospects

The world is going through its fourth industrial revolution, which is data-driven and a primary reason behind the rise of the Internet of Things (IoT). Various enterprises are investing heavily to rapidly digitize their organizations, reflecting the shift to IoT, Artificial Intelligence (AI) Machine Learning (ML), digitization and various cloud solutions.

As such, Cisco is investing heavily to build products and solutions that leverage. The company, with its accurate product launches, is trying to address the megatrends such as hybrid cloud, cloud security, 400-gig, 5G and WIFI 6, which is likely to drive the stock in the long run.

Cisco has guided revenue growth for the first quarter of 2023 to be between 2-4% compared with the year-ago quarter. The Zacks Consensus Estimate for revenues is pegged at $13.33 billion, suggesting growth of 3.33% from the year-ago period.

However, overall negative sentiments about the cyclical tech industry due to rising inflation, probable recession due to the U.S. Federal Reserve’s interest rate hikes and volatile Forex conditions have led to the fall in Cisco’s share price. The stock has tumbled 23.8% in the year-to-date period compared with the Zacks Computer - Networking industry’s decline of 23.6%.

Further, as it ventures into new markets, Cisco is experiencing stiff competition from the likes of Wipro Limited WIT in cloud securities solutions.

Wipro expanded its collaboration with VMware to help customers move data to the cloud at a reduced cost and operate in a multi-cloud infrastructure. With the accurate collaboration, Wipro’s  FullStride cloud services will be able to provide its security services to customers for no additional cost and protect data while operating in a multi-cloud architecture. This is expected to help Wipro garner more customers amid rising competition.

However, to deal with rising competition in cloud solutions and networking space, Cisco, which currently has a Zacks Rank #3 (Hold), expanded its business partnership with General Dynamics Information Technology (GDIT), a business unit of General Dynamics GD. You can see the complete list of today's Zacks #1 Rank (Strong Buy) stocks here.

GD is helping Cisco to maintain its position as the largest player in the networking space. The two companies have collaborated to deliver Cisco Private 5G services to various government enterprises for IoT and edge use cases.

Cisco is expected to benefit in the coming quarters from the easing of supply chain constraints, which is likely to benefit the company in meeting its backlogs and aid top-line growth. As the company is also adding alternative suppliers, redesigning hundreds of products to use alternative components with similar capabilities and targeted price increases is likely to aid the company in fending off cost inflation and supply chain constraints. These are expected to aid the company’s top-line growth in the coming quarters.

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Wed, 30 Nov 2022 02:00:00 -0600 en-NZ text/html https://nz.finance.yahoo.com/news/cisco-systems-csco-appdynamics-launches-155903762.html
Killexams : Cisco brings more flexibility to hybrid work in the Middle East

Dubai, United Arab Emirates:  Cisco has announced new integrations between its Collaboration platform Webex and Apple technologies that help make hybrid work more flexible for people.

As more businesses build long-term hybrid work strategies, Webex aims to provide in-office, remote and hybrid workers with the intuitive collaboration tools they need.

The first integration is Mobile Camera Share, which allows iPhone and iPad users to share content from the rear-facing or front-facing camera via the Webex Meetings mobile app and annotate over what they are seeing. With next generation videoconferencing, users can write, draw, and add shapes, in real-time and simultaneously in their meetings. This industry-first innovation enables frontline workers to collaborate more effectively by leveraging the high-quality video capture capabilities of Apple devices.

Architects, engineers, or construction workers can share job site progress with clients in real-time, instead of sending static images or screenshots. Another potential use case is for a technician to show the equipment in a factory, data center or field location with a help center team, who can write and draw instructions on the live feed to avoid any misunderstandings. Experts can see everything as if they were together in the room, noting their input onscreen where exactly corrections or changes should be made.

“Today, people across the Middle East expect flexibility when it comes to work. True hybrid work means being empowered to use your favorite devices to work seamlessly in the office, at home and everywhere in between. The latest collaboration solutions from Webex signify another step towards empowering workforces with greater choice and beyond the office,” said  Ahmad Zureiki, Director of Collaboration Business, Cisco Middle East and Africa.

Apple’s Continuity Camera is a new feature in macOS Ventura that enables Mac customers to use their iPhone as a webcam. Webex users can use the camera system on iPhone to unlock powerful video effects like Center Stage, Portrait mode, and Studio Light. In addition, Webex supports Desk View in macOS Ventura, which acts like an overhead camera without the need for complicated equipment, showing the user’s face and desk simultaneously — great for creating demos, instructional videos, drawing on paper, and more.

These interagations are a testament to Webex’s commitment to making collaboration even easier. Collaborating with Apple technology and putting the power of choice in the hands of hybrid workers builds on the momentum over the course of the year, with earlier announcements such as Webex for Apple iPadApple AirPlay on Webex devices, and Webex Meetings for Apple CarPlay.

-Ends-

About Cisco

Cisco (NASDAQ: CSCO) is the worldwide leader in technology that powers the Internet. Cisco inspires new possibilities by reimagining your applications, securing your data, transforming your infrastructure, and empowering your teams for a global and inclusive future.

Discover more on The Newsroom and follow us on Twitter at @Cisco.
Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.

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Tue, 29 Nov 2022 16:14:00 -0600 en text/html https://www.zawya.com/en/press-release/companies-news/cisco-brings-more-flexibility-to-hybrid-work-in-the-middle-east-wgx7wjn6
Killexams : Cisco: Kominfo Selects Cisco to Power First-Ever Hybrid G20 Summit in Indonesia

Indonesia’s Ministry of Communication and Information (Kominfo) has selected Cisco to power the first-ever hybrid G20 2022 Summit in Bali, Indonesia. Cisco will provide secure collaboration with Webex by Cisco and wireless connectivity and monitoring capabilities with Meraki and Thousand Eyes for the event, including the G20 Leaders’ Summit.

Minister of Communications and Informatics Johnny G. Plate said, “Secure and seamless collaboration is crucial for any hybrid event, and even more so for an event like the G20 Summit. We are confident of Cisco’s leadership in collaboration, security, and networking to power the G20 Summit. Cisco’s complete range of products and services not only supports seamless collaboration; it also maintains the confidentiality of leaders’ interactions.”

Johnny added that Kominfo has had a successful history working with Cisco for various G20 virtual meetings. Since Indonesia received the G20 2022 presidential mandate in October last year, Kominfo has held hundreds of Cisco-powered high-level hybrid meetings at various levels, including at the ministerial level, both physically and virtually.

Kominfo will rely on the Webex Suite to enable delegates and participants to stay connected and engaged in this year’s G20 Summit. The Webex Suite is the industry’s first suite for hybrid work that provides Cloud/Premise Calling, Messaging, Meetings, Polling, Whiteboarding, Asynchronous Video and Events in a unified, highly secure offering. Johnny emphasized that Webex has proven to facilitate the seamless and secure exchange of information and interactions through its high-profile work with government leaders and leading organizations with its engaging and inclusive features, such as real-time translation, AI-enhanced speech and noise cancellation, as well as integrated real-time polling with Slido.

Managing Director, Cisco Indonesia, Marina Kacaribu said, “Cisco is honoured to be a technology partner for the G20 Summit. As a leader in hybrid work solutions, we are excited to partner with the G20 committee and the Indonesia presidency to power secure and efficient collaboration for all ministerial delegates and industry representatives who will be participating from all over the world in the hybrid summit this year.”

Marina said, “Security has always been at the core of what we stand for as a company and how we’ve designed our products from the ground-up. Webex’s built-in security, in compliance with global privacy laws and regulations, gives organizations data security, compliance visibility and control over their meetings, allowing customers to collaborate securely. This has helped us earn the trust of many government institutions around the world including Kominfo.”
Cisco has a long history of deploying the Webex Suite to support G20 Summits. Webex was first used in the G20 forum in 2020 under the Saudi Arabian presidency. This was the first time the G20 was held virtually due to the Covid-19 pandemic.

The G20 is a multilateral cooperation forum for countries and intergovernmental organizations with the most influential economies in the world. Indonesia joined this forum in 1999 after successfully overcoming the economic crisis at that time. For the first time, Indonesia holds the G20 Presidency at the G20 Summit 2022. The meeting will be hosted in Nusa Dua, Bali.

Fri, 25 Nov 2022 13:39:00 -0600 en-US text/html https://indiaeducationdiary.in/cisco-kominfo-selects-cisco-to-power-first-ever-hybrid-g20-summit-in-indonesia/
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