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Killexams : Cisco Enterprise learn - BingNews Search results Killexams : Cisco Enterprise learn - BingNews Killexams : 5 Companies That Came To Win This Week Dec 9

Channel News

Rick Whiting

For the week ending Dec. 1, CRN takes a look at the companies that brought their ‘A’ game to the channel including Drata, Nvidia, Cisco Systems, Cognizant and DTEX.


The Week Ending Dec. 9

Topping this week’s Came to Win list is security and compliance startup Drata for an impressive funding round at a time when venture capital is hard to come by.

Also making this week’s list are Nvidia and Deutsche Bank for a ground-breaking alliance to develop AI technology for the financial services industry. Cisco Systems makes the list for a big win in a patent legal case, as do Cognizant for a strategic acquisition and DTEX for stepping up its channel game with a new partner program.

Security Startup Drata Raises Additional $200M As It Eyes Channel Growth

Raising venture capital has become markedly more difficult for tech startups in latest months as economic uncertain continues and potential investors become more cautious. But security and compliance automation startup Drata was a big winner this week when it reported raising an impressive $200 million in a Series C funding round.

The round brought the San Diego-based company’s total funding to $300 million and boosted its valuation to $2 billion. The company plans to use most of the new financing to accelerate its research and development work.

But the company is also looking to substantially increase its channel sales over the next few years, up from the 15 percent of revenue currently generated through the channel, co-founder and CEO Adam Markowitz told CRN.

Drata has grown from a few hundred customers to well over 2,000 in just the last 12 months.

Nvidia And Deutsche Bank AI Alliance Targets $1 Trillion Financial Services Opportunity

Chipmaker Nvidia and global banking giant Deutsche Bank unveiled a strategic alliance this week through which the two companies will build artificial intelligence and machine learning technology for the financial services industry.

Through the multi-year collaboration agreement Nvidia and Deutsche Bank will develop a range of applications including intelligent avatars, speech AI and fraud detection based on Nvidia’s AI Enterprise software. The project is also expected to accelerate the development of a broad range of AI-powered services.

Industry consulting firm McKinsey has projected the annual global economic impact of AI in the financial services sector to grow to as much as $1 trillion per year.

Nvidia and Deutsche Bank executives said the fruits of the development work, including new AI frameworks and workflows for financial service use cases, will ultimately prove beneficial to solution and service providers in the IT channel.

Cisco Scores Legal Win After Supreme Court Refuses To Restore $2.75B Award In Patent Fight

Cisco Systems was a big winner this week when the U.S. Supreme Court refused to hear an appeal by Centripetal Networks to reinstate a $2.75 billion award against Cisco in a cybersecurity patent dispute.

The 2020 award by a lower court federal judge, the largest in U.S. patent law history, was overturned in June by the U.S. Circuit Court of Appeals for the Federal Circuit. That court ruled that the federal judge in the original trial, Henry Morgan, should have recused himself when, after the trial but before issuing his ruling, he learned that his wife owned 100 shares of Cisco stock.

Cybersecurity company Centripetal Networks appealed that ruling to the U.S. Supreme Court. But the Supreme Court’s decision not to hear the appeal means that the case must start over in a U.S. District Court. Cisco said it looked forward to “addressing the merits” of the case in District Court.

Centripetal Networks sued Cisco in 2018 claiming that the networking giant used Centripetal’s network protection technology in its network switches and routers and in monitoring software that analyzes data from those devices.

Cognizant Looks To Boost Its SAP, Utility Industry Expertise With Utegration Acquisition

Global IT solution provider Cognizant struck a deal this week to acquire Utegration, a Houston-based solution provider specializing in SAP services and products with a focus on the energy and utilities industries.

With the acquisition, expected to close by year-end, Cognizant has the opportunity to expand its reach into the fast-growing utilities industry market for SAP.

Cognizant, No. 7 on CRN’s 202 Solution Provider 500, already works with such vendors as SAP, Workday, Salesforce and Oracle in its enterprise platform services business.

Utegration will be a big part of Cognizant’s plans to continue to quickly grow its SAP business.

Brian Stoner
Brian Stoner

DTEX Launches New Partner Program As It Eyes 2023 Mid-Market Expansion

DTEX Systems launched a new partner program this week that the insider threat intelligence company expects to leverage when it starts to expand into the mid-market in 2023.

Earlier this year, the San Jose, Calif.-based DTEX, which now primarily focuses on large enterprise customers, hired its first-ever channel chief, Brian Stoner, a 20-year channel veteran who previously worked at FireEye, McAfee and other tech firms.

Stoner’s mandate: completely revamp and build out DTEX’s channel and alliances program in anticipation of a shift in sales to medium-size organizations next year.

The new DTEX Systems Global Partner Program provides value-added resellers, referral partners, consultants, and managed security services providers (MSSPs) with special pricing, marketing resources, and sales support to increase revenue and margins through endpoint upsell opportunities, the company said.

Though the company doesn’t disclose what percentage of its revenues currently come via the channel, Stoner told CRN that “our goal is to be 100-percent channel.”

Rick Whiting

Rick Whiting has been with CRN since 2006 and is currently a feature/special projects editor. Whiting manages a number of CRN’s signature annual editorial projects including Channel Chiefs, Partner Program Guide, Big Data 100, Emerging Vendors, Tech Innovators and Products of the Year. He also covers the Big Data beat for CRN. He can be reached at

Fri, 09 Dec 2022 04:18:00 -0600 en text/html
Killexams : Cisco to gauge user experience with its cloud-management service

Cisco is taking steps to better control the performance and observability of cloud-based enterprise applications.

At the AWS re:Invent conference this week, Cisco said it has added a feature called business transaction insights to its AppDynamics Cloud system so it can more easily track performance of applications running on the AWS Cloud including on Kubernetes, microservices, and other AWS infrastructure.

Available since June, AppDynamics Cloud is a cloud-native service designed to observe applications and take action to remediate performance problems. It is built on OpenTelemetry, an emerging standard for data collection that helps to visualize and measure application performance from multiple data sources, said AppDynamics Executive CTO Gregg Ostrowski.

AppDynamics Cloud ingests metrics, events, logs, and traces generated from the enterprise environment—including network, databases, storage, containers, security, and cloud services—to make sense of the current state of the entire IT stack all the way to the end user. Actions can then be taken to optimize costs, maximize transaction revenue, and secure user and organizational data.

The system uses AI and machine learning to correlate information from across different domains to better understand application performance and infrastructure dependencies, and to quickly identify problems. The system also supports analytics to help understand why things are not working optimally and to predict when problems will occur.

AppDynamics Cloud supports cloud-native, managed environments on Amazon Web Services (AWS), and is expected to expand to include Microsoft Azure, Google Cloud Platform, and other cloud providers.

Copyright © 2022 IDG Communications, Inc.

Tue, 29 Nov 2022 05:00:00 -0600 en text/html
Killexams : What layoffs mean for a tech industry that already lacks diversity

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Sixty-eight percent of the demographic makeup in big tech is white, according to the U.S. Equal Employment Opportunity Commission (EEOC). And men in the sector make up around 64% of the industry. 

Diversity, equity and inclusion are by no means new problems for the tech industry. However, new issues like the economic downturn can lead companies to take measures like layoffs — which can worsen an already glaring diversity problem across the industry. 

Even among the most diverse companies in tech — Twitter, Microsoft, Zoom and Cisco — three of the four have had to cut staff this fall. Twitter, specifically, laid off 90% of its staff abroad in India. What exactly do measures like that do to diversity? 

“Typically, in tech companies, the people that struggle to move up or get recognized are the minority, who are the people that typically get cut first,” said  Kamales Lardi, chair of the Forbes Business Council for Women Executives, digital transformation and technology expert, and author of The Human Side of Digital Business Transformation.  


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Companies like Twitter making these decisions will miss out “on the critical perspectives and innovations inherent in having a diverse workforce, undermining the importance of supporting diversity and inclusivity in tech,” she added. 

Diversity’s impact on digital transformation

Lardi’s 22 years of industry experience led her to join Valtech, a digital agency that focuses on business transformation solutions, this past June as the managing director of Switzerland. As a long-time advocate for diversity in the workplace, especially in the tech sector, Lardi has some major concerns looking ahead to 2023. 

“There are several elements that I worry about regarding the mass layoffs that is currently occurring. Loss of diversity in the tech space has significant consequences for the world. Development in major technology areas, such as AI-based solutions or the metaverse, already suffer from a lack of diversity,” she said. “If these solutions are not built by a diverse set of people, they risk being designed only for a specific homogenous subset of people.”

Mitigating-bias in technology, Lardi explains, goes beyond gender and race and expands to diversity of thought, upbringing, sexual orientation and educational backgrounds. Without that, she says, teams face the consequence of likely developing technology with bias ingrained into it. 

 “The lack of diversity in technology and developer teams have been well-documented,” Lardi said. “This lack of diversity translates directly into the technology solutions that are being developed. “

When companies move through any phase of their digital transformation strategy, they often focus on the “digital,” rather than the “transformation,” Lardi says. The “transformation” layer is the one that directly involves the people within an organization. So, lacking diversity, as a result, impacts these efforts as well. 

“The digital part opens doors to exponential possibilities,” she said, “but it is the transformation part, the journey that an organization goes through with the ecosystem of people, that creates the solid foundation to accelerate these exponential possibilities. The people element can make or break any strategy or technology implementation.”

The human factor in digital transformation is something the enterprise is still struggling to understand, she said. Engaging with the ecosystem of people within an organization that is working toward digital transformation, she believes, is key to long-term success. 

Lardi suggests decision-makers create a framework that allows for management of internal and external stakeholders as well as suppliers, and to identify and develop shared benefits throughout the process. In her book, she outlines digital maturity and transformation readiness assessments that organizations can look to as a tool while navigating this process.

No excuses for diversity issues

While the economic climate for the tech sector may not be favorable at the moment, one thing is likely to endure: Its potential for growth. This is something the U.S. EEOC has paid close attention to because it identifies the tech industry as a source of increasing numbers of jobs when the economy does not strain it. For that same reason, the EEOC is invested in the diversity, or lack thereof, in the industry as well. 

“Ensuring a sufficient supply of workers with the appropriate skills and credentials and addressing the lack of diversity among high tech workers have become central public policy concerns,” an EEOC executive summary on diversity reads.

Lardi notes that while tech companies face financial challenges in the coming months, their digital transformation and diversity strategies, have no excuse to fall behind.  

“As economic conditions shift, business leadership may decide to shift investments and conserve resources for business continuity,” she said. “Here, focusing on digital transformation solutions that support cost reduction — like cloud migrations or automation, enhancements of products or services through digital channels or technologies or optimizing operations with remote/hybrid working tools would be advantageous,”

In addition, as more individuals from Gen-Z enter the workforce, they’re also keeping companies on their toes and demanding corporate responsibility, clear diversity and inclusion strategies, sustainable practices and work that fulfills them — which is why the tech industry can’t make excuses for its laggard progress in these areas any longer, Lardi explained.

“This is translating heavily into the tech community, as people are increasing demanding for companies to be responsible and represent the values that are important to them,” Lardi said. “This will play a role in holding a mirror up to tech companies.”

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Thu, 08 Dec 2022 08:17:00 -0600 Ashleigh Hollowell en-US text/html
Killexams : How the Security Enterprise Agreement on GEMSS Secures the Army

Perimeters have disintegrated. Boundaries have blurred. It's hard to say where a network begins and ends – because it doesn't. BYOD, IoT, APIs and a host of other acronyms have changed the way we compute. And the way we defend our computing … well, castle-and-moat cybersecurity doesn't work when there's no moat.

Modern cybersecurity has to be scalable and flexible. This need is codified in Executive Order (EO) 14028, "Improving the Nation's Cybersecurity," which requires agencies to adopt Zero Trust architectures. In response to this EO, the Cybersecurity Infrastructure Security Alliance (CISA) has provided guidance to help government organizations build security architectures that work reliably, even in dynamic networks.

CISA's guidance stresses the need for Zero Trust architecture. Zero Trust is the current gold standard for the defense of a distributed computing environment, so commands seeking to modernize their network architecture should be evaluating Zero Trust solutions as they plan their journey. 

What you need to know about Zero Trust

Zero Trust is a network architecture that assumes no user or device can be trusted. Legacy cybersecurity solutions focused solely on controlling access to the network. Defenses were located on the perimeters – but once inside, an entity could move fairly freely.

Bad actors took advantage of this by planning attacks that leveraged lateral movement, where they entered through a weak point, often acquired by stealing credentials from a legitimate user. They then moved deeper into the network in search of valuable information – the payload.

Zero Trust is intended to thwart this technique by wrapping each asset in its own security policy and authenticating every entity before allowing access to the asset. It's similar to visiting the Pentagon. Anyone can get into the lobby, but only some people are badged into the outer offices, fewer into the inner offices, and only the most essential personnel into a SCIF (sensitive compartmented information facility).

What does Zero Trust mean for the Army?

Zero Trust is a high-priority initiative in the Army's Digital Modernization Strategy, intended to support dependable mission execution in an environment of escalating cyber threats. The foundation for Zero Trust is already in place, according to Maj. Gen. Matthew Easley, director for cybersecurity and CISO in the office of the Army CIO, but there is still work to be done. The goal, Easley said, "is to develop the capabilities to Excellerate that [foundation], to really be able to use that technology to increase the way we defend our networks."

Zero Trust supports the Army's mission to overmatch in multi-domain battlespaces. It secures data without eroding accessibility, so warfighters and staff can communicate safely and acquire information when they need it, where they need it. Paul Puckett, principal cloud strategy advisor to the CIO/G-6 and other senior Army leaders, said, "In order for us to compete and fight, we need to be able to share data from the foxhole to the enterprise and back." No other security architecture has been able to reliably provide this critical capability.

Commands seeking direction on prioritizing a Zero Trust implementation should look to CISA for guidance. 

The path to Zero Trust maturity

The CISA Zero Trust Maturity model defines a path to achieving Zero Trust and provides the means to periodically assess progress. In broad terms, organizations should constantly be moving toward automating as much network management as possible, integrating security across the pillars, and implementing dynamic security policy enforcement. The order and extent to which these steps are accomplished will be different for different commands. Still, at a high level, CISA defines three categories of maturity: traditional, advanced and optimal.

Traditional is where everyone was a few years ago – manual configurations, static security policies, inflexible policy enforcement, manual incident response, etc. Manual processes are the source of most breaches and are also extremely inefficient, so commands should be striving to automate as much as possible. As of today, most commands have automated some functions but not all.

The advanced level focuses largely on centralizing management. That's why automation is so important: manual processes tend to record data in spreadsheets, which are then stored in discrete repositories. There is no big picture available. Advanced organizations that have automated a majority of their network functions can centralize the management of visibility, identity control, policy enforcement, and more, which means that insights can be captured, threat trends recognized and decisions made with greater speed.

The pinnacle of maturity is the optimal level. At this stage, full automation is achieved. All policy management is automated. Dynamic, open standards are in use, so interoperability between systems is the norm. And visibility is complete enough to capture point-in-time recollection of state, which speeds the process of forensic investigation, incident response, and mitigation. 

Achieving optimal CISA maturity through Security EA

In an optimal state of Zero Trust, security is focused on five pillars and how each one accesses information. The five pillars are:

  • Identity - Identities are continuously validated and subjected to real-time machine learning analysis.
  • Devices - Devices are constantly monitored and validated.
  • Network and environments - Networks and environments are set up with micro-perimeters, all traffic is encrypted and machine-enabled threat protection is in effect.
  • Application workloads - Application workloads are authorized continuously, and security is integrated into each workload.
  • Data - All data is encrypted.

Building a modern network around these five pillars can seem overwhelming at first glance. But the technology and expertise necessary to Excellerate maturity are available to every command through an innovative, pre-paid contract called the Cisco Security Enterprise Agreement (Security EA). 

Security EA provides access to software across tech portfolios. It supports financial predictability through a "not to exceed" pricing guarantee and provides access to new software capabilities as they are released. The Security EA also delivers visibility into all licenses procured, deployed, and up for renewal.

Solutions available through Security EA include:

  • AnyConnect - Secures endpoint access to the enterprise network and apps through multi-factor authentication (MFA), dynamic trust, adaptive authentication, and secure single sign-on (SSO). AnyConnect is managed with other Cisco solutions through a single pane of glass, which supports the CISA advanced maturity level.
  • Identity Services Engine (ISE) - A security policy management solution that delivers visibility into who and what is on the network and enables access control across wired, wireless VPN and 5G networks. It also provides contextual data that helps identify potential threats and vulnerabilities and can be fed into any security solution offered by Cisco's technology partners.
  • Umbrella Roaming - Protects users even when they're off the VPN. This cloud-delivered service provides security without the need to install or manage additional agents. Users are protected from malware, phishing and command-and-control attacks, no matter where they are located.

With Security EA, users get easier budgeting and planning through co-term licensing and usage-based allocation and management. License usage is optimized through the ability to integrate and track sites as renewals arise. 

Security EA has a five-year term, a time frame determined by the DoD to be an ambitious pace at which to achieve Zero Trust but a realistic one. John Sherman, DoD CIO, said, "the adversary capability we're facing leaves us no choice but to move at that level of pace."

The Army's Cisco inventory is already strong

The Army already has contracts in place for Cisco hardware and software, as well as access to a deep bench of Cisco support, consulting and training services.

The Army's portfolio of Cisco software includes DNA Advantage SD-WAN, Switching, Wireless and Secure Remote Worker, all of which are essential technologies for the network segmentation and prioritization at the heart of Zero Trust. Other solutions include Cisco Firepower Threat Defense, Secure Network Analytics, Cisco Workload and more. These solutions all work together to support optimal CISA maturity.

Full-time, on-site resources for CONUS and OCONUS, high-touch technical and operations management and triage support are also on tap for Army projects. Army personnel can up their skills through access to Cisco's Digital Learning Library, Cisco Network Academy and Cisco Live.

Helping the Army with security needs

Security EA is available through the Global Enterprise Modernization Software and Services (GEMSS) agreement, which is a procurement vehicle developed to help the Army meet its network transformation goals.

GEMSS expands Army access to technical services, including unlimited software licenses for Cisco routing, switching, wireless technology and other foundational technologies essential to building Zero Trust architectures.

As a DoD prime contractor, WWT helps Army technology leaders understand what is needed, what is already in their environment and how to implement the next level of maturity by administering GEMSS to support Army needs and goals.

Contact us today to see how we can help you leverage the CISA vision to support your mission.

Mon, 28 Nov 2022 07:12:00 -0600 en text/html
Killexams : Cisco Expands Learning Portfolio with New Business Architecture Training and Certifications

Cisco announced it is expanding its learning portfolio with new business architecture training and certifications designed to accelerate the pace of business transformation, innovation and growth. Providing professionals with the latest skills, tools and best practices enables them to build and strengthen the bridge between technology solutions and business needs. These new offerings mark the second latest addition to Cisco’s business transformation-focused learning portfolio.

“The relationship between customer and vendor is being significantly disrupted by digital transformation, with the long-term result being a closer relationship, spanning more than the deal,” said Shadi Salama, Channel Leader – East Region, Cisco Middle East. “As the industry transforms and companies try to evolve their businesses, new talent gaps are forming. Our new Business Architecture training and certification offerings target the business skills that go hand in hand in conjunction with the technology skills to address the growing talent needs brought forth by business transformation.”

According to a latest analyst report, only about 15 percent of organizations feel they have the right talent in place for digital transformation. Cisco is addressing this skill gap by expanding its training, certification and enablement programs. Three new specialist certifications and related training courses have been designed to progressively build and validate expertise in business architecture:

  • Cisco Business Architecture Analyst Certification
    • Equips professionals with a general awareness of business architecture principles and provides a methodology for uncovering a company’s business goals. These desired outcomes could then be bridged to the technology solutions required to achieve them, thus building credibility and rapport with customers or key internal stakeholders.
  • Cisco Business Architecture Specialist Certification
    • Builds on the foundational skills and knowledge assessed at the Analyst level with a focus on change management and the creation of a customized transformation roadmap.
  • Cisco Business Architecture Practitioner Certification
    • Expands upon the Specialist level by validating a candidate’s mastery in leveraging tools, methodologies and best practices to bridge IT solutions with the organization’s business goals. Participants will be assessed for their ability to create and map the customer engagement journey to deliver tangible business outcomes and value.

Training courses supporting each of these certifications, respectively, include:

  • Adopting the Cisco Business Architecture Approach
  • Applying Cisco Business Architecture Techniques
  • Mastering the Cisco Business Architecture Discipline

These new offerings broaden Cisco’s Business Transformation portfolio initiatives, launched in April 2017, with the introduction of the Customer Success Manager certification. Cisco continues to develop a pipeline of additional training and certifications that will further advance skills in this area.

Tejas Vashi, senior director, product strategy and marketing, Cisco Services: “As Cisco helps customers transform their businesses, we’re leveraging our expertise and leadership to address both technology and talent concerns across the industry. Understanding business architecture is key as business transformation continues, because successful organizations will increasingly rely on professionals who can foster flexibility and cross-functional collaboration to deliver optimal business outcomes.”

Sun, 04 Dec 2022 10:00:00 -0600 en text/html
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 latest 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 latest 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 latest 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 latest 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-US text/html
Killexams : Cisco’s Chuck Robbins On XaaS: We ‘Realized We Weren’t As Operationally Ready’

Networking News

Gina Narcisi

‘Cisco’s got some ground to cover, but it’s really about the long game. While you can argue they are late to market, we believe that they’re going to be able to learn from the lessons of all their competitors and come out with even stronger products,’ one Cisco partner tells CRN about the company’s as-a-service drive.


Customers are looking for different ways to acquire the IT they need, including buying in an as-a-service model to save some capital, but Cisco has faced a few latest hindrances to as a service, according to the company’s executives.

For the San Jose, Calif.-based tech giant, supply chain constraints have been an ongoing obstacle to the Everything-as-a-Service (XaaS) trend because Cisco and its partners couldn’t deliver the equipment that’s part of as-a-service offers, specifically, its Cisco Plus strategy.

“And then we also realized we weren’t as operationally ready,” Cisco CEO Chuck Robbins told analysts regarding the company’s XaaS push at Cisco Partner Summit 2022 earlier this month.

Many customers interpreted the launch of Cisco Plus as just a different way to finance IT — a “fancy lease” — versus a true XaaS model, said Neil Anderson, area vice president of cloud and infrastructure solutions for Maryland Heights, Mo.-based Cisco Gold partner World Wide Technology (WWT).

But channel partners want to put vendor XaaS offerings “under the hood” and built their own services on top of the stack to create a turnkey offering for their end customers. Customers, on the other hand, often want to have the option to manage some of their own IT, Anderson said.

“Part of the problem in getting to a true as-a-service model, as a utility, is that most customers still want some form of co-management. They don’t want somebody to just do everything for them and they have no visibility into it. They want a portal where they can see how things are going, maybe touch a few things. So, this idea of co-management, I think, is going to be really important for network as a service,” he said.

[Related: Cisco’s X Factor: How Chuck Robbins Is Taking Partners Into The Future ]

WWT is seeing this prerequisite across the board — not just in networking, but also in the collaboration space. The firm is seeing more RFPs with a requirement for managed services. “That allows the partner to add an additional layer of value to it so it’s not just a resell lead, it’s [giving] the partner some skin in the game long term,” said Joe Berger, area vice president of Digital Experiences for WWT.

Cisco Channel Chief Oliver Tuszik told CRN in an interview that the company is focused on enabling customers to buy and consume the Cisco portfolio in an as a service motion if that’s how they’d like to buy, and for more partners to sell in an as a service model.

“Our strategy must be that we allow our customers, wherever they are in the world, to buy whatever Cisco has in his portfolio in an as a service or managed motion,” Tuszik said.

But the as-a-service effort goes beyond products. It’s about building out Cisco’s Provider partner role the company introduced in 2021 within its Global Partner Program, he said, a role built with the MSP partner in mind and recognizes partners based on their investment in managed services and as-a-service solutions. As the managed services business has taken off, Cisco has since upped its investments in Provider partners with predictable pricing, deal registration for managed services, more flexible consumption options, dedicated investment and business development funds, technical support enablement, and co-marketing, the company said.

Cisco is also building more modular programs and new incentive schemes, Tuszik said. “We are incentivizing our people to sell partner-managed services,” he told CRN. “We’re paying our sales team more if they sell a partner-managed service — 50 percent more,” he added.

At Partner Summit 2022, the tech giant revealed it had tripled the number of staff working on service creation motions with partners, as well as a 1.5x payout multiplier to support the growth of partner-managed SD-WAN, Secure Access Service Edge (SASE), and full-stack observability offers.

Companies like HPE and Cisco are turning to partners during this time of resource constraints and talent shortages to learn more about what the channel can offer by way of managed services and what they can take off the vendors’ hands. Customers are looking for “cloud-like” IT experiences that are more automated and that also encompass on-premises tech environments for customers grappling with requirements that prevent them from going all-in on cloud, like data sovereignty. There’s where Cisco Plus fits in, said CJ Metz, vice president of Modern Infrastructure for Irvine, Calif.-based Cisco Gold Partner Trace3.

Trace3 also partners with HPE. Metz said that the major differentiator for HPE GreenLake has been in how the company shifted its entire focus to support its as a service strategy, including executive compensation, sales compensation and the support structures that underpin it. “[HPE] just has had more time to take more risks, to learn the hard lessons,” he said.

Cisco, he added, has been forthcoming to partners about its need to catch up. “Cisco’s got some ground to cover, but it’s really about the long game. While you can argue they are late to market, we believe that they’re going to be able to learn from the lessons of all their competitors and come out with even stronger products.”

For Cisco’s part in becoming more operationally ready for XaaS, Robbins told analysts: “I think over the next 6 to 12 months, you’ll see a lot of progress on this front.”

In the meantime, Cisco already has many as-a-service offers on the market today by way of their channel partners, the CEO added.

“We’ve got stuff going in the cloud marketplaces that we didn’t have before, we’ve got partners delivering as a service today and we’ve got the SASE [Cisco Plus Secure Connect Now] offer out there,” Robbins said. “There’s a few things we need to do, but there’s an awful lot offers that are out there today for customers.”

Cisco doesn’t specifically break out revenue related to its Cisco Plus strategy, but the company’s most latest fiscal quarter that ended Oct. 29 saw software subscription revenue climb 11 percent year over year.  

Gina Narcisi

Gina Narcisi is a senior editor covering the networking and telecom markets for Prior to joining CRN, she covered the networking, unified communications and cloud space for TechTarget. She can be reached at

Wed, 30 Nov 2022 08:56:00 -0600 en text/html
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 syllabu 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 latest 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


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
Killexams : Virtual Desktop Infrastructure market is expected to grow from USD 15.6 billion in 2021 to USD 15.94 billion by 2029 : GreyViews

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 Virtual Desktop Infrastructure market is operating currently and is predicted to expand in the near future. The manufacturers and suppliers involved in the Virtual Desktop Infrastructure market is present across various countries in the above-mentioned regions.

Get trial Copy of This Report @

The report provides detailed understanding of the market segments which have been formed by combining different prospects such as type, offering, deployment, application, 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 Virtual Desktop Infrastructure market are Neverfail, Inc., Parallels International GmbH, RedHat, Inc., Amazon Web Services, Inc., Citrix Systems, Inc., HP Enterprise Co., Huawei Technologies Co., Ltd., Cisco Systems, Inc., IBM Corporation, IGEL Technology, Intel Corporation, Microsoft Corporation, NComputing Co., Nutanix, Inc., Ericom Software, Inc., Evolve IP, LLC., NVIDIA Corporation, Vagrant (HashiCorp, Inc.), and VMware, Inc., among others. To achieve a substantial market share in the worldwide Virtual Desktop Infrastructure market and strengthen their position, manufacturers are pursuing expansion methods such as current developments, mergers and acquisitions, product innovations, collaborations, and partnerships, joint ventures.

According to the Virtual Desktop Infrastructure Association (RPA), "Virtual Desktop Infrastructure" is any type of packaging that may be used again, including reusable pallets, racks, bulk containers, hand-held containers, and dunnage. Manufacturers, processors, suppliers, and customers generally employ reusable packaging in a well-managed supply chain with relatively small shipping loops. Virtual Desktop Infrastructure is built to survive the severe treatment of a convenient transportation system using strong materials like metal, plastic, or wood. A "returnable pack," or a vehicle that will travel to the destination and return, marks the start of the procedure. A semi-truck on the highway, for instance, is a returnable pack. Everything, even the Space Shuttle, is returnable. The containers inside a returnable pack and the dunnage inside the container containing a part are the two smaller parts that make up Virtual Desktop Infrastructure. Reusable packaging is made of strong materials and is intended for numerous uses over an extended period of time. Reusable packaging or containers are made to be used repeatedly without losing their protective properties. The terms "returnable" and "returnable" are commonly used synonymously, however t,he term can also refer to returning items for purposes other than resale, such as recycling, disposal, incineration, etc.

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Scope of Virtual Desktop Infrastructure Market Report

Report Metric Information
Study Period 2021-2029
Base Year             2021
Forecast Period 2022-2029
Market Share Unit USD Billion
Segments Covered By Type, By Deployment, By Offering, By Application, region
Regions Covered North America, Europe, Asia-Pacific, South America and Middle-East and Africa
Major Players Neverfail, Inc., Parallels International GmbH, RedHat, Inc., Amazon Web Services, Inc., Citrix Systems, Inc., HP Enterprise Co., Huawei Technologies Co., Ltd., Cisco Systems, Inc., IBM Corporation, IGEL Technology, Intel Corporation, Microsoft Corporation, NComputing Co., Nutanix, Inc., Ericom Software, Inc., Evolve IP, LLC., NVIDIA Corporation, Vagrant (HashiCorp, Inc.), and VMware, Inc., among others

Segmentation Analysis

Cloud segment is expected to be the fastest growing segment in 2021.

The deployment includes on-premise and cloud. Cloud segment is expected to witness the highest growth rate during the forecast period. As VDI is relatively less expensive and has a robust network infrastructure in industrialized nations, the cloud sector drives the majority of demand. In order to completely eliminate the risk of a cyberattack, the cloud-based virtual desktop infrastructure manufacturers are also putting a lot of effort into producing a high-level security patch. This factor is also significantly increasing end-user demand, which is propelling the market for virtual desktop infrastructure.

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

The offering includes solution and services. The solution segment is expected to witness the highest CAGR during the forecast period. The market is growing as a result of the use of virtual desktop infrastructure solutions by several enterprises, which fuels demand among SMEs. All economies, especially those that are developing, depend heavily on small enterprises. According to the World Bank, SMEs in emerging economies account for 40% of GDP and 60% of all employment. As a result, the market is growing as virtual desktop infrastructure solutions are increasingly used by SME's.

Regional Analysis                                                         

The regional analysis provides a detailed perception about the key regions and the countries. Some of the key countries analyzed for the Virtual Desktop Infrastructure 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 increased security (centralization of IT functions) and businesses concentrating on boosting employee productivity, the market in the region is growing, which suggests future expansion of the virtual desktop infrastructure market in the area. VDI technology are helping American businesses to guarantee the safety of their workers while delivering better remote connectivity, accelerating segment advancement.

Country Analysis

Germany's Virtual Desktop Infrastructure market size was valued at USD 0.62 billion in 2021 and is expected to reach USD 1.06 billion by 2029, at a CAGR of 7% from 2022 to 2029.
When compared to non-persistent virtual desktops, the region's market is primarily driven by the high level of personalization and desktop customization features. The actual user data is kept on the desktop while the persistent VDI's storage is kept on a separate logical drive, which allows it to be integrated with the underlying virtual machine. Additionally, the market is growing as a result of the rising popularity of BYOD policies across the board in businesses. The majority of VDI providers are broadening their product lines to attract more customers in the area.

China Virtual Desktop Infrastructure's market size was valued at USD 0.81 billion in 2021 and is expected to reach USD 1.56 billion by 2029, at a CAGR of 8.6% from 2022 to 2029. Due to the region's educational institutions moving toward digitization during the pandemic outbreak, the industry is expanding. Virtualized desktops are supporting educational institutions in bridging the gap between students and instructors by providing remote access, thereby elevating the product demand across the education industry since students are facing significant pauses in learning and instruction. Furthermore, the market expansion potential will expand as colleges use Desktop-as-a-Service (DaaS) to set up new virtual teaching labs.

India's Virtual Desktop Infrastructure market size was valued at USD 0.61 billion in 2021 and is expected to reach USD 1.12 billion by 2029, at a CAGR of 8% from 2022 to 2029. The market expansion in India is increasing rapidly as a result of falling solution prices, particularly those for GPUs, storage, and flash memory. On their VDI platforms, Desktop-as-a-Service (DaaS) providers can now offer users a near-zero latency experience thanks to fast solid-state drives and powerful GPUs. Virtual desktop solutions are predicted to equal the performance of actual PCs as network performance improves quickly with the advent of Services-defined networking and 5G networks, opening up new growth prospects for the industry in the region.

Covid-19 Impact

Covid-19 had a major impact on almost all industries, such as electronics, chemicals, semiconductors, manufacturing, automobile, etc. However, several companies operating in the electronics sector have seen increased revenue due to significant changes in consumer preferences toward working from home. In addition, the pandemic has led to significant growth in the adoption of working from anywhere.

Furthermore, the growth of this market is mainly driven owing to the rising demand for Virtual Desktop Infrastructures from various end-users.

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Killexams : Cisco Investments and Third Culture Capital Among Notable Investors in Voiceitt’s Latest Funding Round to Scale its Accessible Speech Recognition

Latest funding round accelerates commercialization of leading voice tech startup’s next-generation technology and expands its proprietary speech database of non-standard speech

RAMAT GAN, Israel & STAMFORD, Conn., December 02, 2022--(BUSINESS WIRE)--Voiceitt, the Israel-based award-winning leader in speech recognition technology for non-standard speech, announced today the closing of its latest funding round led by AMIT Technion, with participation from Cisco Investments and Third Culture Capital (3CC). The announcement follows the momentum of the beta launch of Voiceitt’s next-generation technology that recognizes and translates spontaneous speech of people with speech disabilities. An earlier version of the technology is available in the iOS App Store with the integration of Voiceitt's speech recognition capabilities with Alexa, and via partners and manufacturers that integrate their products with Voiceitt’s API or software development kit.

"Mainstream adoption of consumer voice products has driven new and transformative opportunities for Voiceitt, which is uniquely positioned as a significant innovator in this space," said Rona Samler, CEO at AMIT, Technion’s investment arm in health technologies. "AMIT is excited to be part of this significant stage of the company’s development as it reaches impressive milestones in its next-generation speech technology, and to continue to support the company’s successful scaling and commercialization."

"Our next generation technology, by expanding our current product offering and supporting spontaneous speech, enables individuals with speech and motor disabilities to perform everyday tasks independently - whether it is composing texts, making social media posts, or communicating with smart home devices," says Danny Weissberg, Voiceitt’s CEO. "The great speed at which we continue to accelerate the algorithm development, vastly expand our large voice recordings database, and ultimately scale successfully is thanks to support from strategic investors like AMIT, Third Culture Capital and Cisco Investments, who share our vision to make voice AI accessible to people with non-standard speech."

"True collaboration means making sure everyone at the table has a voice, that’s why Cisco is excited to invest in Voiceitt," said Janey Hoe, vice president, Corporate Development and Cisco Investments. "Cisco is committed to inclusive collaboration, ensuring accessibility for all users."

Third Culture Capital (3CC) joins Voiceitt’s momentous funding round in alignment with a mission to rewire the world for the better by advancing equity and diversity in technology. 3CC invests in global-minded, uniquely qualified "Third Culture" founders whose experiences foster creativity, adaptability, and resilience. 3CC’s partnership with Voiceitt will bring physician-led insight into innovation in healthcare delivery, and access to its extensive and prominent network.

"When we came across Voiceitt, we were so impressed by the founders’ commitment, mission, and drive to level the playing field for those individuals who struggle with communication on a day to day basis," says Julien Pham, MD, MPH, founder of 3CC. "Health equity is not just about gender and race, but also should be inclusive of veterans, disabled communities, and other vulnerable populations. The Voiceitt team has been so thoughtful about engaging thought leaders to gain insights from both clinical and health policy perspectives, particularly around the American Disability Act, and has shown true care in creating a technology that can work seamlessly for those who need it most, at a global scale."

Voiceitt garnered early support from other investors such as AARP, the Alexa Fund, and Microsoft’s M12; and participated in the Google AI Launchpad and Techstars programs. Voiceitt has also partnered with Ruh Global Impact, a social enterprise that advances inclusion of people with disabilities. Simon Weintraub and Nataly Margalit of Arnon, Tadmor-Levy serve as the company’s primary legal counsel.

Voiceitt offers an API that enables seamless integration of its voice technology with any voice interface, making these products accessible to consumers with disabilities, degenerative disease or brain injuries, developmental disorders, aging-related speech changes, and even challenging dialects. Click here to learn more about where Voiceitt is available for integration or for obtain in app stores.

Voiceitt’s new stand-alone product, now in Beta, employs its cutting-edge algorithms to enable more flexibility and accuracy in natural spoken conversation by non-standard speakers, allowing them to calibrate the system and then experience mainstream voice products similarly to the way standard speakers do. Voiceitt’s underlying machine learning algorithms are built from the company’s proprietary large and growing database of non-standard speech recordings that educate and evolve the technology’s AI. Its initial rounds of beta testers were recruited from Voiceitt’s international network of nonprofits, disability organizations, hospitals and clinics, government entities, and educational institutions.


Voiceitt's mission is to help people with disabilities live more connected, independent lives. The proprietary automatic speech recognition (ASR) enables people with speech disabilities to access mainstream voice technologies, communicate by voice — and be understood. Voiceitt has been highlighted in international media, including Forbes, Amazon Science, BBC, and The New York Times. Investors include the Amazon Alexa Fund, AARP, and Microsoft's M12. Voiceitt was founded in 2012 and is headquartered in Tel Aviv with a subsidiary in Stamford, CT.


Third Culture Capital (3CC) is an immigrant-founded, physician-led, seed-stage venture capital firm whose mission is to advance equity and diversity in healthcare innovation. 3CC prioritizes early-stage investments for founders who ascribe to "Third Culture" principles" and have the potential to help transform healthcare to address health disparities by optimizing care delivery through healthtech and biotech. Their team of founders, investors and operators work with entrepreneurs to help turn their vision into reality, drawing on hard-won experiences scaling some of the most successful companies in the world. To learn more about 3CC and their current portfolio, visit

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Media Contacts:
For Voiceitt:
Sara Smolley, co-founder and head of partnerships

For Third Culture Capital:
Sarah Browning

Thu, 01 Dec 2022 23:30:00 -0600 en-US text/html
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