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Killexams : Cisco Technologies answers - BingNews Search results Killexams : Cisco Technologies answers - BingNews Killexams : Cisco job cuts hit RTP, affecting one of the Triangle’s largest employers

The (Raleigh) News & Observer 13 hrs ago Brian Gordon, The News & Observer (Raleigh)

When Cisco announced last month that it would reduce its total workforce by around 4,000, its spokespeople declined to share whether these cuts would affect the tech conglomerate’s sizable employee base in Research Triangle Park. The answer is now apparent, though to what degree is still not being shared publicly.

On Tuesday, a Cisco spokesperson confirmed with The News & Observer that internal restructuring at the California-based company has begun this month that will impact 5% of staff. While Cisco still declined to discuss Triangle-specific cuts, an employee who works at Cisco’s Morrisville campus told The N&O that she and several local colleagues were informed yesterday that their positions would be eliminated.

“Way to ring in the holiday season, huh?” said the employee, a Raleigh resident who requested to speak anonymously because she still may seek a new position within the company. She said Cisco management informed her during a 15-minute one-on-one meeting Monday.

Impacted workers have the option to take a severance package or apply for new positions within the company. The employee said around 20 colleagues on her team also had their jobs eliminated, though she noted not all are based in RTP.

“We were given a lot of resources to help us through this transition and to help us find our next role either internally or externally,” she said.

On Monday, multiple anonymous posts on online message boards like also discussed in detail layoffs at Cisco’s RTP campus.

In a statement to The N&O, Cisco spokesperson Michael Ricketts said “limited business restructuring” has resulted in workforce reduction and a scaling back of the company’s “real estate portfolio.”

Cisco, a California-based conglomerate, has been occupying more than 10 corporate office buildings in RTP, where it built its campus in the 1990s. It is one of the Triangle’s largest employers; in late September, Ricketts told The N&O that the company had 7,500 employees in the area.

“This is not about cost savings,” he said of this month’s layoffs. “In fact we’ll have roughly the same number of employees at the end of this fiscal year as we had when we started.”

Cisco is the second major employer in RTP to cut jobs this week. Lenovo, whose North American headquarters sits minutes away from Cisco, confirmed its exact layoffs will impact local positions. Like Cisco, Lenovo spokespeople declined to say how many RTP employees have been, or will be, affected.

This story was produced with financial support from a coalition of partners led by Innovate Raleigh as part of an independent journalism fellowship program. The N&O maintains full editorial control of the work.

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Tue, 13 Dec 2022 06:30:00 -0600 en-US text/html
Killexams : Cisco's Boom and Bust: a History Lesson No result found, try new keyword!"Cisco is making adjustments and committing to broad market transitions," he said, nodding to its collaboration and video technologies, which encompass multiple products and channel partners. Wed, 07 Dec 2022 10:00:00 -0600 en-us text/html Killexams : Cisco’s Revenue Forecast Points to Steady Technology Spending

(Bloomberg) -- Cisco Systems Inc., the biggest maker of machines that run computer networks and the internet, gave an upbeat quarterly revenue forecast, while also unveiling a plan to cut jobs and reduce office space to align with changing business conditions.

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Sales in the quarter ending in January will jump 4.5% to 6.5%, Cisco said Wednesday in a statement. Analysts had predicted that revenue would expand about 4% from a year ago, when the company generated $12.7 billion in sales. For fiscal 2023, revenue will grow as much as 6.5%, an increase from the company’s previous outlook of as much as 6%.

Cisco said a restructuring plan beginning in the current quarter would involve job cuts to “rebalance the organization” and office closings to align better with employees working in a hybrid system from home and company locations. San Jose, California-based Cisco will incur pretax charges of about $600 million for severance, termination and other costs, about half of which will be recognized in the current quarter, according to a regulatory filing.

The restructuring plan will affect about 5% of the company’s employees, who will be given the opportunity to move to other positions at Cisco, Chief Financial Officer Scott Herren said in an interview.

“This is not about reducing our workforce -- in fact we’ll have roughly the same number of employees at the end of this fiscal year as we had when we started,” Herren said. Cisco had more than 83,000 employees as of July 30.

Cisco joins technology companies including Meta Platform Inc., Inc. and Salesforce Inc. that have announced job cuts and hiring freezes in exact weeks amid an uncertain economic climate.

Cisco’s management has argued that upgrading networks to keep up with the pace of data generation is so important that corporations and government agencies were continuing to spend regardless of external circumstances. That optimism in the face of the broader economic downturn is being supporting by continuing strong orders and Cisco’s ability to meet customer demand via greater availability of components.

The shares rose about 4% in extended trading following the announcement. The stock had earlier closed at $44.39 in New York and has dropped 30% this year.

Under Chief Executive Officer Chuck Robbins, Cisco has been trying to fire up growth with hardware and software, as well as new products provided over the internet. Robbins is aiming to make the company a provider of services paid for on a recurring basis and less reliant on one-time sales of expensive machines.

Revenue in the three months that ended Oct. 29 gained 6% to $13.6 billion. Excluding some items, per-share profit was 86 cents. Analysts had projected sales of $13.3 billion and profit of 84 cents.

Highlighting the demand for Cisco’s gear, its hardware division -- the largest contributor to total revenue --posted a sales increase of 12% in the fiscal first quarter from a year earlier. The security unit gained 9% while collaboration, Cisco’s conferencing-related division, declined 2%.

Recurring revenue from its new product offerings increased to more than $23 billion on a annualized basis, and greater availability of chips helped the company fill more orders, Herren said in the statement. That performance, along with the easing supply situation, “provides us with great visibility and predictability, and supports our increased full year guidance,” Herren added.

Profit, excluding some items, will be 84 cents to 86 cents a share in the current quarter. For the fiscal year, Cisco projected that measure at $3.51 to $3.58 a share. Both predictions are in line with estimates.

(Updates with restructuring costs in the third paragraph.)

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©2022 Bloomberg L.P.

Wed, 23 Nov 2022 21:32:00 -0600 en-US text/html
Killexams : Cisco Systems, Inc. (CSCO) Management Presents at Barclays 2022 Global Technology, Media and Telecommunications Conference Call Transcript

Cisco Systems, Inc. (NASDAQ:CSCO) Barclays 2022 Global Technology, Media and Telecommunications Conference Call December 7, 2022 3:10 PM ET

Company Participants

Bill Gartner - Senior Vice President, GM Optical Systems and Optics Group

Conference Call Participants

Tim Long - Barclays

Tim Long

Good. Yeah. Hello, everybody. Thank you for joining us here for this session with Cisco. Tim Long here, IT hardware com equipment analyst at Barclays. Very happy to have Bill Gartner with us, SVP, General Manager, Optical Systems, and Optics Business Unit. Looking forward to the discussion, pretty hot subject area for Cisco and for the industry.

So, I think Bill's going to read a safe harbor and then maybe after that if you wouldn't mind just kind of give us a little overview of your roles and responsibilities at the areas that you're covering …

Bill Gartner

Right. Thanks Tim. First of all, thank you for having me. And before I start, I will be making some forward-looking statements that are subject to risk and uncertainties as outlined in our disclosures. Have I got all that right, Marilyn? Good. Okay.

My name is Bill Gartner and I responsible for two businesses in Cisco that, that are related by the fact that they both rely on optical communications. One is the optics business and the other is the optical systems business. And you can think of the optics business as the trans receivers that we sell with routers and switches that find their home inside a data center or inside a central office or within a campus environment. Those receivers are used typically to send optical signals on a fiber over relatively short distance like 10 kilometers. That's the optics business. And we serve all markets with that, that that includes the campus environments, enterprise, commercial, public sector, service provider and web.

And then the other businesses. Once you have to leave the data center and now send an optical signal across a city or across a country or even between continents, now it's a much more difficult problem to send that optical signal and it requires much more sophisticated solution that is classically chassis based. It's a chassis that we have to sell for an optical system to carry these signals reliably over very long distances. And the other thing that's unique about that world is that in a data center, when you add a new router or switch, you pull new fiber to every port on that router or switch because you're inside. You can do that.

When you leave the data center, now you're talking about crossing the Mississippi or crossing the Rockies, and you basically have to use the fiber that's in the ground. And so we have to put lots and lots of signals on one fiber. So, optical systems are what we use outside the data center or central office and optics what we use inside. That's the two worlds that I have. They're very different businesses, very different business models, but they're related by common technologies.

Question-and-Answer Session

Q - Tim Long

Great. Great. Thank you for that. Good start. So, maybe across the two businesses talk to us a little bit about kind of your priorities, looking out the next few years, obviously you've done the Acacia deal and integrated, you got routed out optical networks. There's just a lot going on, right? So, maybe talk about two or three of your priorities, then we'll dig more into it.

Bill Gartner

So, on the optical system side, we've just introduced a new optical layer platform called the NCS 1010 that offers some very innovative capabilities for customers to simplify operations. It runs IOS XR, which is our routing operating system. So, it's common for customers that have deployed our routers and it supports CNL band. So, massive capacity. That's our -- you can think about as a layer zero solution. We've just launched that.

And the other key thing for the optical systems business that we have under development is leveraging something that Acacia announced, which is a new DSP supporting 1.2 terabytes on a single wavelength, 1.2 terabytes on a single wavelength. And we'll be trialing that in second half of next year and we'll have that available in fourth quarter of next year. Those are two key development areas for the optical systems business.

And then on the optics side, we're I think still early stage on 400 gig deployments. So, a lot of effort in terms of getting 400 gig out there to our customers. We are also very focused on selling Cisco Optics, not only for Cisco routers and switches, but for third-party solutions as well. So, when customers want to consider optics as a buying center and say they want to consolidate their optic spend, we want to be considered as an optic supplier.

And then I think the one thing that's crossing the systems world and the optics world is Acacia has a very significant innovation in something called a 400 gig ZR or ZR Plus, which is effectively taking what was classically delivered in a chassis as part of an optical system and putting that into a plugable form factor. And that is a 400 gig ZR or ZR Plus. And that's part of our routed optical networking architecture. So that's an important thrust for really the optical systems business and the optics business.

And if you give me a minute here, Tim, I actually brought some show and tell, I'm going to try to make that a little crisp for you because I know you guys don't live in this world. This is is a line card that goes into an optical system. We sell this to all the web players, service providers. This is -- this supports 1.2 terabytes of capacity and it goes plugs into a chassis with a bunch of other line cards that plug into a chassis. So, for 1.2 terabytes, the customer basically can put -- get two trunks, if you will, or wavelengths, and they can combine up to 1200 gig interfaces. So, this 1200 gig ports here, and out comes to 600 gig ports. That's where the 1.2 terabytes comes from. This is part of an optical system.

And what we're doing with ZR pluggable is effectively now using -- taking what's in there, largely speaking and putting it in here. Now it's not quite apples-to-apples. This is a 400 gig plugable, that's 1.2 terabytes. So, you'd need three of these to get to one of those. But from a cost, power, space perspective, this is way, way, way more efficient for customers than that. And so, if you think about it, I own this business, which is part of Acacia. I own this business, which is part of our optical systems. I'm going to cannibalize a part of this business in order to make this business successful. And we're okay with that because we own both businesses, but we think there's more potential for this business over time. Does that help?

Tim Long

Yeah. Yeah. I'm glad you didn't have to take an airplane to get here.

Bill Gartner

By the way, my supply chain lead always is terrified when he sees me walking around carrying his stuff in a shopping bag. But we're not going to plug it into any customer's network.

Tim Long

So, Maybe we'll start with this routed optical networks, ZR, ZR Plus. So, ZR, ZR Plus admittedly has been slow, right? Maybe talk to us a little bit about why it hasn't developed as quickly as most in the industry had expected. Why is that going to be different? And touch on the length power, some of the key issue -- technical issues that need to be tackled or tackled.

Bill Gartner

So, let me disagree with you on one point there, Tim. I think for the web players, ZR and ZR Plus not all the web players, but many of the web players are deploying it in massive volume. And that's characteristic, I think, of the web players. They are quick to adopt new technologies. They don't have a lot of overhead in terms of processes and operations to get in the way. They don't have a lot of legacy. So, when there's a new technology that offers significant benefits in terms of power, space, cost, they can jump on it very quickly. And so, we were at capacity for much of the last year trying to serve that segment of the market with ZR and ZR Plus.

For the service provider market, which is traditionally deploying like chassis-based solutions, there's -- we're on a journey that is not going to happen overnight in part because they've deployed these systems which have a lot of life left in them. And so, they're not going to jump to a new architecture overnight. There's also operations -- some operations differences that they have to accommodate in moving from a world of chassis-based solutions to a world where you plug this into a router. But we're seeing very good traction there. We've deployed to over 20 customers now. I'm very confident that over time -- this is going to be a five-year journey. This isn't going to happen overnight. But over time, this pluggable is going to replace that transponder in many, many applications and service provider markets. So, I don't think the journey has gone any slower than we expected. I think we anticipate that for service providers, it is always a much slower transition to a new architecture. And this is a new architecture. It's not just sort of a new technology. And -- but I think we're on pace with where we expect it to be.

Tim Long

Okay. And part of the architecture is to remove the full optical system from the network?

Bill Gartner

So -- yeah. Let me just outline kind of at a high level what routed optical networking architecture is about -- because there's a lot of [indiscernible] out there that my competitors love to throw out. There's some misinformation on that, too. Part of it is replacing this with this. That's part of routed, and it's a big part of routed optical networking. Some think that's all it is. It's not simply that although this is where a lot of the CapEx and OpEx and power savings arises from this, but routed optical networking really came about when we looked at the scale of routers, what's happening in ASICs that's allowing routers to scale so dramatically. It wasn't too long ago.

When I came to Cisco -- I've been with Cisco 14 years. And when I came to Cisco, we had a 40-gig line card on a router, and it had 14 ASICs. And now we've got one ASIC, one ASIC that does 19 terabits of capacity. And that’s not going to go to 25 to 50 over time, one ASIC instead of 14. Nominally, you can kind of think of it as the cost of an ASIC of the cost of an ASIC. So every time like I take 14 down to seven, down to three, down to two, down to one, I'm getting cost savings, but I'm also packing much more capacity now into that one. So that's driven down the cost per bit on a router very, very dramatically over the last 10 years. It's also driven down the power per bit, because now we have one ASIC rather than a whole bunch of ASICs. So, the cost per bit on a router has come down dramatically over the last 10 years.

When we started building networks with an IP layer and a DWDM layer and sometimes an OTN layer, the motivation for that was that the router was the most expensive resource in the network. It was by far the most expensive thing in the network 20 years ago. And what we did is we -- as an industry is we basically built layers of the network to bypass routers whenever you needed to. So, if you had to go from A to B to C to D to E and you had some demands from A to E, it was very expensive to go through B, C and D to get to E. So, we went around B, C and D with an optical layer using things like ROADMs. And that made sense economically. That really made sense from a technical and an economic perspective. But now the cost of the router has come down so dramatically that it's actually more expensive to go around those routers than it is to go through them.

So that was -- that's one key insight that drove routed optical networking is it's no longer more cost effective to go around the router than it is to go through it. And in fact, what we did as an industry is we built a lot of these bypass wavelengths that have very little capacity on them. So, we can now take advantage of the IP layer, aggregate a whole bunch of demands and basically go through routers rather than around them. And so that simplifies the network in a very significant way because you can simplify the DWDM layer. It doesn't go away. To be clear, the DWDM layer is still there, but it's simpler. It can be much simpler. You can take advantage of these pluggable optics. And if you can take private line services like a T1 service or an OTN service and now put it on the IP layer with something called private line emulation, you can take those private line services that were traditionally served with custom products, put that now on the IP layer. Now you can get down to one layer in the network. Instead of having IP, OTN, DWDM, you can have just the IP layer. And that simplifies operations, it simplifies planning, it simplifies life cycle management. So that all together, it's private line emulation. It's the idea of rethinking how traffic moves through the network. It's pluggable optics, and now it's automating all of that with an automation infrastructure. It's really those things that make up the routed optical networking architecture.

Tim Long

Okay. Great. Great. Maybe sticking on the system side for a little bit. I'd say if you look at Cisco's industry share or anything like that, it's not where it is in routing. Talk a little bit about owning a lot more of the IP and the optical layer. Does that help new products like the NCS 1010. It's real catchy name you got there, that one. Just talk a little bit about kind of that vertical integration and what that can do for you even outside of routed optical networks or the traditional systems business.

Bill Gartner

So, let me say something you probably don't hear a lot out of somebody from Cisco is, I don't aspire to be number one in optical. That's not my goal, to be number one or number two in that market. The optical portfolio for Cisco is more of a portfolio play for Cisco. When customers want to buy optical and routing from one vendor and want basically an integrated solution, we're there for them. That's not to say we don't sell optical standalone because we do, but it's opportunistically that we go after those standalone plays. I don't have an objective to be number one in optical. In fact, as I mentioned earlier, when we do -- when we replace this with this, this is the profit pool in optical.

This is the most profitable part of the optical system. There's other elements like the ROADMs and things like that, that are really common infrastructure that don't go in with high margins. This is where the margins are, and we're going to replace it with this. And when we sell this, we're going to count it as part of our routing sale. So, effectively, I'm going to take down the optical business in support of routing. And we have strength in routing that we're going to leverage. So, this is very much a portfolio play where we're looking -- I'm wearing a Cisco hat and saying it's good for Cisco to leverage our relative market strength in routing. And I may have to cannibalize the optical business in order to do that, and we're willing to do that. And we think that's the right thing for our customers, we think it's the right thing for Cisco.

Tim Long

Okay. Maybe just last on this topic. The optical system vendors that are trying to add routing as a software layer or something, why does that not work as a solution?

Bill Gartner

I will never say never, and I don't discount our competitors. We've got 25 years of investment in routing with a couple of thousand people writing software. Hard won lessons and building very large-scale networks around the world, and it's a hard problem. So, I wish them luck if they're undertaking that.

Tim Long

Yeah. Okay. Good. The -- maybe back to kind of the optics side. You talked about still being relatively early in 400-gig deployments. Kind of talk to us about that evolution and how you see the next timing and scale for the next few versions.

Bill Gartner

Yeah. Well, first -- one thing I would want to be clear about is depending on which market segment we're talking about and even within market segments, different customers, the lifecycle for a given technology can be very, very long. But we're still selling -- we're still selling a ton of 10-gig optics, a ton of 10-gig optics. And 10-gig was around 20 years ago. And so, I think the tail for things like 100-gig and 400-gig is a very, very long tail. And without generalizing too much, what you see is web will adopt a technology like 100-gig very quickly and jump to 400-gig very quickly and then jump to 800-gig, and they'll jump to 1.6T. The service providers are going to be -- to have a much longer timeframe for deploying that technology, easily 10 years for something like 100-gig, easily. And they are going to generally be slower in jumping on a 400-gig bandwagon or an 800-gig bandwagon. They'll be slower jumping on it and then have a much longer time of deployment.

And then when you look at something like enterprise, it's much, much later and much, much longer. So like most of my 10-gig or 1-gig, we still sell a ton of 1-gig is going in enterprise applications. So these technologies have a very, very long tail. And if you ask like what's Google going to do or what's Facebook or Amazon are going to do, you get a very different answer than if you ask what Bank of America might be doing or what AT&T might be doing.

Tim Long

Okay. And then talking about the big hyperscalers what kind of trends are you seeing there? And I'm assuming as capacities go higher, there's got to be optical -- much more optics around -- we know each generation of switch has more optics. So, maybe talk about the trends there and what you think that means for the business.

Bill Gartner

So, let me talk both inside the data center and outside the data center. The -- inside the data center, 400-gig is pretty well being deployed right now by the web players. That's, I would say, entering maturity. It's still relatively early stage, but entering maturity. 800-gig is probably coming in the next couple of years. And 800-gig will be a little different than what we've seen in previous technology jumps in that 800-gig will be on a router port, it will support 800-gig, but the optic itself will likely be 200, 400-gig side-by-side, packaged into one optic. And we do that for technology reasons and cost reasons. So, it will be a longer time before we see 8000gig on the optics side.

It's also an issue of compatibility. If they've got a lot of 400-gig out in their data center and they put an 800-gig optic that has two 400-gig ports effectively on it, they can connect it to an existing 400-gig. So, there's a life cycle management issue there as well. Pretty mature inside the data center for 400-gig, but I'd still say, there's a lot of growth there still ahead of us.

Once you leave the data center, the web guys have metro networks and long-haul and subsea networks. So, those are three very different markets. I think the metro markets for the -- or data center interconnect market for the web players are largely going to go to this. For a couple, they're already there. Like this is exclusively what they're deploying. For others, I think they'll get there. Once you leave the metro area and get into long-haul or subsea, then I think this -- which has higher performance than the pluggable supporting -- this can support many thousand kilometer applications. This was maybe up to 1,000 kilometers today. They'll still deploy something like this, a chassis based solution.

The other thing I would say is we're -- for the last 20 years, the industry has been sort of a game of leapfrog of let's go from 2.5-gig to 10-gig to 25-gig to 40-gig to 100-gig. And every time you do that leapfrog, you get more capacity on the fiber. We are now approaching the point where we're just -- we're hitting what's known as Shannon's limit. We're just going to be out of gas on the fiber. So, we can't play that game anymore. Like our next-generation DSP coming out of Acacia will deliver 1.2-terabit on a wavelength, but the total fiber capacity that can be supported isn't moving that much. So, we can get a little bit better economics with a 1.2-terabit wavelength and maybe a 600 or 800-gig wavelength, but we're not really moving the needle in a significant way in terms of the total capacity. And then if you ask what's beyond that, it's very little incremental gain that we can get in terms of the total capacity you can put on a fiber. So, then we have to turn our attention to things like power or cost and say, look, the game is going to be who can drive to a lower power consumption on these things. It's not necessarily a game of capacity gain.

Tim Long

Interesting. Interesting. One of the priorities you talked about was third-party for optics. How do you go about that? How difficult is that to really start moving the needle on that business?

Bill Gartner

So, I think we've made good -- I think we're early stage in there. We've made very good progress with some very key logos. When a customer -- and now I'm talking primarily about service provider customers, because web is a little bit in a different category. But when a customer decides, for instance, that they want to consolidate their optics spend because the optic looks the same to them for whether they're plugging it into Cisco or Juniper or Nokia, we want to have a seat at the table for that conversation because we put optics through a certification and qualification process that is absolutely unparalleled in the industry. No provider of optic, no other vendor, whether it's Juniper or Arista or Nokia, does the level of certification on an optic that we do.

So, we can give our customers very high confidence that when they buy the optic, it will work in any host and it will work under all operating conditions. That means temperature variation, humidity variation, voltage variation, all these different permutations we test for, and we have a diverse supply chain. We make sure that even when we're sourcing the optic ourselves, even when we design and build the optic ourselves, we still have second sources for either all the technologies that go into that or the optic itself. So, we can take that supply chain management issue away from our customer and say, look, we will certain you that there's diversity in the supply chain. We'll certain that when there's typhoon in Thailand or an earthquake in Japan that takes down a good part of the optics supply chain, that we've already thought about that. And that gives our customers comfort. So, it's more than just does the optic work because the optics are fundamentally commodity. We make sure that we can certain it's going to work under all operating conditions and that we can diversify the supply chain on behalf of the customer. So, with that value, I think we have a good selling proposition to customers.

Tim Long

Okay. You mentioned supply chain, I didn't, but now I have a follow-up.

Bill Gartner


Tim Long

So, maybe talk a little bit -- it's challenging, it's whack-a-mole and golden screws and all that stuff. So, where are you guys now looking on your business? How are you feeling about supply chain and volumes?

Bill Gartner

So, I would separate -- optics, I think, is in pretty good shape. We're heading down to back to like four-week sort of lead times. There are hot spots. So, we're not there yet, but we're heading there. And for many optics, we are -- we're within four-week lead time right now. Optics has not suffered in general from some of the other areas like the high capacity ASICs, the semiconductor industry has not hit as much in the optics area, and things like power supplies have not been a real constraint for the optics themselves. The optical systems are still on pretty long lead times, like 35, 37 week lead times, but we are seeing those come down as well.

I would characterize it as, I think there's daylight. We see daylight, we see improvement ahead. We're not out of the woods. This is not a mission accomplished statement yet. There is a whack-a-mole issue going on where there are some trouble spots we're still dealing with, and then there are some just pop up randomly that we still have to deal with. So, we're not out of the woods yet, but we're in a far better situation now than we were a year ago.

Tim Long

Okay. Just curious, obviously, you have Acacia and some real base level technology and IP. Could you talk a little bit about the broader Cisco-Silicon One and having silicon capabilities in addition to the optics? How does that better position you relative to maybe some optical or optics pure-play companies?

Bill Gartner

So, one thing, I think from an Acacia perspective, we worked really hard to vertically integrate as much as possible on the design and development side and really own all the key technologies there. And I think we're at a point where we can say that for all the key technologies that go into that optic, we've got ownership of that technology. That gives us control over the design, the performance, ultimately, the cost and it gives us comfort that we can manage those trade-offs between the various pieces in the optic.

I think it was December of 2019 that we made a pretty big announcement that we were going to shift our business model to support a component business model. So, in addition to doing our traditional systems business of selling fully integrated routers and switches with software and hardware and services, we were going to meet our customers where they want to be met. If they want to buy just the optic from us, not buy any of our systems, we'd sell them the optic. They want to buy just the silicon from us, like Silicon One, none of our systems, none of our software, we'd sell Silicon One. If they want to buy just our software or just our hardware platform and put their own software in it, we would do that. Very different business model for Cisco, has supply chain implications, has inventory implications, cash cycle implications. And it's fundamentally a different way we think about managing a business.

I think that, that opened up business for us with the web players, in particular, who were the main target for that whole announcement to say, look, if you want to go build your own, we want to be part of that solution with you. We don't want to be on the outside looking in. So, if you want to use our silicon, we'll be happy to work with you. And we now have customers buying only our silicon, only our optics, only our hardware platform with no software, putting their own software on or putting something like SONiC on it. Every combination you can possibly imagine, we are now to some customer offering. And I think it's opened up a lot of possibilities for us that we don't see many of our competitors being able to match with both silicon and optics.

End of Q&A

Tim Long

Okay. Great. Perfect. End time here, so thank you, everybody. Bill, thank you so much very much. Really appreciate it. Thank you.

Bill Gartner

Tim, thank you very much. Appreciate it. Appreciate you having me. Thanks, everybody.

Wed, 07 Dec 2022 14:24:00 -0600 en text/html
Killexams : No, Broadcom And Hock Tan Aren’t Going To Raise Prices On VMware Products

Last week, I penned my first formal analysis on Broadcom’s pending acquisition of VMware. Net-net, I encouraged any customers, ecosystem partners, and channel partners that weren’t sure of the deal to give it a second look if they haven’t checked in lately.

I said Broadcom will lean heavily into cloud growth and would invest in hybrid and multi-cloud products and services. I also said both CA Technologies and Symantec Enterprise were not on a leadership track with their product lines, but VMWare is, and that’s why Broadcom would handle VMware differently. Finally, I was surprised at just how communicative Broadcom has been about its vision of the deal, as this isn’t the norm for an acquiree of a public company. Normally, the acquiree says very little or nothing until the deal is approved by regulators.

As for pricing, I said if the new company had a mutually beneficial relationship with customers and partners, I expected they shouldn’t have any concerns. I inferred that if it was a money-losing relationship, they should expect changes.

I was wrong on that one.

Last week, Broadcom CEO Hock Tan made it very clear he wouldn’t raise prices. Crystal clear. Tan made this pricing declaration in conversations with some of VMware’s largest customers, and in the presence of VMware CEO Rangarajan Raghuram. This was more than what I call “executive happy talk.” In fact, Tan published a blog after the event entitled “Broadcom and VMware: Investing for customer value.” In it, Tan says, “I’ve continued to see questions in press reports about whether we intend to raise prices on VMware products. The answer is simple: No.” There we have it.

Interestingly, I did see some chatter on Twitter that this blog may be ‘exec weasel words’ and that this could mean that list prices won’t get raised and that discounts would be lowered. That strikes me as a bit fantastical. That can’t be the case. Why? Customers and channel partners would revolt if not bolt in fast fashion and lose trust in both Hock and Broadcom.

I consider this another example of Broadcom listening to its future potential customers and channel partners. While it would have helped Broadcom to be more definitive sooner, the company is responding to criticism, and we have to applaud it for that. It’s good to see Tan circumnavigating the globe meeting with VMware customers and writing about his decisions, commitments, and journey along the way.

I cannot wait to see what is in store for the cloud products and services if the deal closes, but my expectations are that this will come post-close. Then again, Tan continues to surprise us, so you never know.

Moor Insights & Strategy, like all research and tech industry analyst firms, provides or has provided paid services to technology companies. These services include research, analysis, advising, consulting, benchmarking, acquisition matchmaking, and speaking sponsorships. The company has had or currently has paid business relationships with 8×8, Accenture, A10 Networks, Advanced Micro Devices, Amazon, Amazon Web Services, Ambient Scientific, Anuta Networks, Applied Brain Research, Applied Micro, Apstra, Arm, Aruba Networks (now HPE), Atom Computing, AT&T, Aura, Automation Anywhere, AWS, A-10 Strategies, Bitfusion, Blaize, Box, Broadcom, C3.AI, Calix, Campfire, Cisco Systems, Clear Software, Cloudera, Clumio, Cognitive Systems, CompuCom, Cradlepoint, CyberArk, Dell, Dell EMC, Dell Technologies, Diablo Technologies, Dialogue Group, Digital Optics, Dreamium Labs, D-Wave, Echelon, Ericsson, Extreme Networks, Five9, Flex,, Foxconn, Frame (now VMware), Fujitsu, Gen Z Consortium, Glue Networks, GlobalFoundries, Revolve (now Google), Google Cloud, Graphcore, Groq, Hiregenics, Hotwire Global, HP Inc., Hewlett Packard Enterprise, Honeywell, Huawei Technologies, IBM, Infinidat, Infosys, Inseego, IonQ, IonVR, Inseego, Infosys, Infiot, Intel, Interdigital, Jabil Circuit, Keysight, Konica Minolta, Lattice Semiconductor, Lenovo, Linux Foundation, Lightbits Labs, LogicMonitor, Luminar, MapBox, Marvell Technology, Mavenir, Marseille Inc, Mayfair Equity, Meraki (Cisco), Merck KGaA, Mesophere, Micron Technology, Microsoft, MiTEL, Mojo Networks, MongoDB, MulteFire Alliance, National Instruments, Neat, NetApp, Nightwatch, NOKIA (Alcatel-Lucent), Nortek, Novumind, NVIDIA, Nutanix, Nuvia (now Qualcomm), onsemi, ONUG, OpenStack Foundation, Oracle, Palo Alto Networks, Panasas, Peraso, Pexip, Pixelworks, Plume Design, PlusAI, Poly (formerly Plantronics), Portworx, Pure Storage, Qualcomm, Quantinuum, Rackspace, Rambus, Rayvolt E-Bikes, Red Hat, Renesas, Residio, Samsung Electronics, Samsung Semi, SAP, SAS, Scale Computing, Schneider Electric, SiFive, Silver Peak (now Aruba-HPE), SkyWorks, SONY Optical Storage, Splunk, Springpath (now Cisco), Spirent, Splunk, Sprint (now T-Mobile), Stratus Technologies, Symantec, Synaptics, Syniverse, Synopsys, Tanium, Telesign,TE Connectivity, TensTorrent, Tobii Technology, Teradata,T-Mobile, Treasure Data, Twitter, Unity Technologies, UiPath, Verizon Communications, VAST Data, Ventana Micro Systems, Vidyo, VMware, Wave Computing, Wellsmith, Xilinx, Zayo, Zebra, Zededa, Zendesk, Zoho, Zoom, and Zscaler.

Moor Insights & Strategy founder, CEO, and Chief Analyst Patrick Moorhead is an investor in dMY Technology Group Inc. VI, Dreamium Labs, Groq, Luminar Technologies, MemryX, and Movand

Note: Moor Insights & Strategy writers and editors may have contributed to this article.

Wed, 07 Dec 2022 05:24:00 -0600 Patrick Moorhead en text/html
Killexams : How Will Widespread Tech Layoffs Impact Next Year’s Job Market?

Just when it seemed as though the economy could not get any worse, the most wonderful time of the year turned into the 12 days of tech layoffs.

Leading the movement like Rudolf through the night is none other than Elon Musk, who has rattled news headlines for weeks after deciding to lay off roughly half of Twitter’s 7,500 employees. Though Twitter’s restructuring has soured opinions of the company, other corporate tech giants are following closely behind. Leaders at Amazon, Asana, Meta, Stripe, Cisco, and Upstart said they have started to lay off employees or have made plans to do so — and those are just a portion of the companies who released public statements last month.

The caliber of these layoffs will vary widely by company — Meta announced it will let 11,000 employees go, a figure roughly comprising 13% of its total staff, while Cisco says it will drop 4,100 workers (5% of staff). These pink slips may pale in comparison to the drastic measures Musk has taken to restructure Twitter’s staff and company culture, but they lead to the same outcome: thousands of highly educated and well-paid employees will soon be out of a job, looking for work in an industry that doesn’t seem to be hiring anytime soon. To risk reincarnating a phrase kindled during the pandemic: we’re living in unprecedented times.

In the best-case scenario, news about impending layoffs will cause an overreaction capable of fueling the kind of chaos seen during the American toilet paper crisis of March 2020. In which case, people should calm down after a few months. However, the rising number of tech companies announcing layoffs – and the high proportion of employees being placed on the chopping block – suggests otherwise. It’s become increasingly difficult to put faith in the notion that any of this is just part of the latest industry fad to follow free snack stations.

Many companies who have given reasons for their layoffs have pointed to the dwindling economy. CNBC reports that the tech industry lost 7.4 trillion dollars over the last year. Rapid hiring, seen especially during the pandemic, a time when technology drove nearly all synchronous tasks, have finally caught up with tech companies. According to CompTIA’s Tech Jobs Report, roughly 500,000 jobs were added in the tech industry from November 2020 to August 2022.

Finally experiencing the growing pains from these new hires, companies have been forced to tighten their grasp on spending, many of them doing so for the first time. Their method? To remove unnecessary slack that flew under the radar when company profits rose and new hires filed in. As Adam Firms’ Chief Executive, Mark Stoeckle, told the Wall Street Journal: “Negative productivity can be hidden when everything is going great.”

With economists predicting an inevitable recession ahead of us, it’s hard to say how long layoffs will continue – or if Silicon Valley will break free from its new minimalist approach. HP Inc. said it will let 4,000 employees go by 2025. Amazon, which issued a statement in early November about plans to pause hiring, has also succumbed to laying off workers. The total number of layoffs, though not officially known, has been reported by news sources at 10,000. According to Amazon CEO Andy Jassy, the company will continue to lay off more employees in early 2023 as it finalizes its planning process and readjusts.

Which is to say, as the tech industry’s turmoil crescendos into the last month of the year, predicting the job market in 2023 becomes complicated. People may assume the onslaught of layoffs will increase the number of people applying for the select few tech companies looking to hire, but this isn’t necessarily the case.

According to CompTIA’s report, more than 300,000 tech jobs in the U.S. were available in October, roughly 100,000 more jobs than those available one month prior to the pandemic. Experts like Rick Chen, head of public relations for Blind, says employees still have available options available to choose from. Employers able to communicate the stability of their company will have a better chance at hiring the job pool’s fresh faces and attract high-level talent.

Still, none of these projected scenarios provide much relief to the anxious employees sitting on the edge of their office chairs, unsure of whether they will ring in the new year with a steady paycheck.

Data from the U.S. Census Bureau estimates that 39% of Americans ages 25 to 39 who have their Bachelor’s degree or higher majored in either science or engineering. Having graduated roughly between the years of 2005 and 2019, it’s not difficult to imagine why this age group, the youngest in the study, has the highest proportion of science and engineering graduates. These millennials (along with some Gen Z’ers) attended college right after the dot-com bubble crash. The oldest in the group had just started college journey when the disciplines of science, technology, engineering, and math were mashed together to create S.T.E.M., an acronym the youngest in this demographic would hear more about with each year that passed. As these students grew up, they became smarter, stronger, and faster – and watched the next generation of iPhones do the same. Meanwhile, they witnessed college students graduate in a recession with thousands of dollars in debt while college dropouts working at Silicon Valley startups made more money than they knew what to do with.

Half of people who graduated college during this time would have degrees in science, engineering, or a field related to the two. Yet, these are the same people who, now no older than 40, refresh their email inboxes in hopes they won’t receive an email that says “We regret to inform you…”

We can wind down the last days of 2022 combing through statistics and occupational outlooks in an attempt to predict what the job market will look like in 2023 – or the year after that, or the year after that. Though, ironically, it seems that this kind of mathematical thinking has created a feedback loop that has perpetuated the situation we’re currently in. When data favored the S.T.E.M. industry, we encouraged students to chase after degrees in computer science and engineering by touting about the benefits of wealth and stability. As we already knew – but just finally realizing – data don’t provide an accurate outlook if they fail to take into account a future virus that kills millions or a foreign conflict that suddenly upends global trade. Yet, two decades and millions of S.T.E.M. degrees later, it seems that our faith in data has only grown.

Perhaps the answer to our question about next year’s job market won’t come by calculating the right statistic, but by changing the way we look for the answer – should we choose to look for one at all. Perhaps instead of handing students a chart that predicts the likelihood of getting a job across various industries, we should remind them instead of the mantra “we’re living in unprecedented times.” Then, after a brief pause, follow it up with a new mantra: “And we always will.”

Thu, 08 Dec 2022 23:30:00 -0600 Ashley Stahl en text/html
Killexams : Cisco Systems Introduces Connected Building Technology Solutions

Emma Okonji

Cisco Systems, a global leader in networking and information technology solutions has introduced an innovative, smart and connected building technology solution that will further drive real estate business.

The technology solution is coming at a time when most states in Nigeria are planning towards smart and connected cities that are driven by Internet of Things (IoTs) and Artificial Intelligence (AI).

At the heart of the Cisco approach is a service-oriented building architecture designed to reduce cost and complexity by replacing discrete and disparate in-building system networks with one simplified, flexible, and scalable IP network. The converged network creates the secure and reliable platform for systems integration, enabling information from various systems to be shared. Not only has this made it possible to automate processes, such as heating in anticipation of changes in the weather, it has also enabled the creation of new, IP-based information and communications services.

Building owners are looking at technology convergence to deliver enhanced occupant experiences and improved efficiencies in their buildings. However, as the number of networks and connections within buildings grows, they are becoming increasingly complex. Interconnecting and interoperating isolated building systems such as lighting, HVAC, badging systems, security, CCTV, sensors and audio-video equipment, into a single converged system is fundamental to the digital transformation of buildings. Today’s building systems and equipment need to work together smoothly and efficiently to meet owners’ and occupants’ needs, which requires a holistic approach of integrating new technologies, Cisco said
Cisco Nigeria’s General Manager, Olakunle Oloruntimehin, expressed Cisco’s commitment to provide innovation to customers.

According to him, “Our vision is to leverage Cisco’s core technology asset and installed base to provide a set of infra-solution and cloud applications to help customer deliver this next-gen building and workspace environment with a focus on improved occupant experience namely: meeting room experience and improved building operation efficiency, better visibility of space planning, and building asset management.”

Cisco is partnering cable solution, Siemon, to achieve its goal of providing connected building technology solution for the real estate industry.

Today’s real estate market is filled with opportunities. Market trends including workforce globalisation, environmental and social responsibility, and a growing worldwide population favor building transformation. Cisco’s Smart and Connected Building solution, gives way to the next generation of real estate and building services which will turn workplaces and home spaces into environments that are personalized, efficient, functional, and profitable
The importance of early adoption of Smart Building designs and software means reduced build and fit out costs right from the start of construction. A secure, enterprise-grade network means that every building system can be controlled from anywhere with a smart device. Tenants enjoy an enhanced user experience through personalized environmental controls.

The Cisco Smart and Connected Building solution is a framework that positions the Network.

Sat, 03 Dec 2022 10:01:00 -0600 en-US text/html
Killexams : Cisco Systems, Inc. (CSCO) Management Presents at Credit Suisse 26th Annual Technology Conference (Transcript)

Cisco Systems, Inc. (NASDAQ:CSCO) Credit Suisse 26th Annual Technology Conference Transcript November 29, 2022 1:40 PM ET

Company Participants

Kip Compton - Senior Vice President, Strategy and Business Development

Conference Call Participants

Sami Badri - Credit Suisse

Sami Badri

All right. Thank you, everyone, for joining us.

Kip Compton


Sami Badri

Kip, please go ahead.

Kip Compton

Yeah, that’s good.

Sami Badri

Yeah. Actually, you can sit right here if you want as well.

Kip Compton

That would be great.

Sami Badri

Yeah. All right. Thank you, everyone, for joining us. I am Sami Badri with Credit Suisse Equity Research. We have Kip Compton, today, CTO and SVP of Strategy and Operations and specifically the Enterprise Networking and Cloud business for Cisco. Thank you very much for joining us.

Kip Compton


Sami Badri


Kip Compton

Great to be here.

Question-and-Answer Session

Q - Sami Badri

Yeah. So one thing I want to open up a very broad statement here, a broad question is, there are several technological industry tailwinds that are currently ongoing today from 5G, WiFi 6, you name it, there seems to be a big tailwind embedded in the technology sector across all the various sub-segments. Could we talk about which of these drivers are most relevant to Cisco?

Kip Compton

Sure. So before I begin, I want to say that, I am going to make forward-looking statements and they are subject to the risks and our latest filings. So with that out of the way, there are a lot of tailwinds. We are seeing networking right now is -- maybe it’s cliche, but maybe more important to a lot of our enterprise customers than even it has been in the past.

The three that I would highlight perhaps are: IoT, hybrid work, and the web -- the growth in the web scalers that we are seeing. So on the IoT side, you think of industrial IoT and some of the things, but we are actually seeing a growth in Smart Buildings and sensors and all kinds of things in the enterprise Power over Ethernet. Lighting, for instance, is driving a lot of growth and certainly a catalyst for our campus business.

On hybrid work, at the beginning of pandemic, a lot of people made very quick technology calls to make it so all their employees could work from home. Now they’re taking much more strategic approach and they are looking at their return to office and hybrid work and realizing pretty much every meeting is a video meeting now, even when most people are in the office, there are still people who are remote. And that’s driving a really significant change in the amount of traffic and traffic patterns in the enterprise and we think that’s going to continue to be a catalyst for some time.

And then on the web scalers, it’s just driven by the continued incredible growth in that segment, and we are seeing new builds of AI and ML networks that are even more sort of network intensive and that’s contributing to our growth there.

Sami Badri

Got it. And then when you think about Cisco’s R&D investments, where would you say is kind of the biggest concentration?

Kip Compton

I will probably divide that into two buckets, the way I think about it. I mean, there’s core technology. So I mean, huge investments in optical, our Silicon One ASIC strategy, our security technologies and core networking software that powers the Internet. Those are the core technologies where we made huge long-term investments and we are going to continue to do that to differentiate and lead the market.

The other category I’d say is we are increasingly investing to deliver experiences. And I think the success that we have seen with Meraki is maybe the primitive example of this. But all of our customers are looking for simpler ways to consume technology. Simplicity is winning.

So we are increasingly investing in cloud management platforms that deliver simplicity and you will see us increasingly bring AI and ML into those platforms to make it even easier for people to run their networks.

Sami Badri

Got it. Got it. One thing I wanted to hit or kind of discuss with you is the market share of Cisco across various product segments. Where is Cisco most resilient from a market share perspective? And over the next kind of three years to five years, how would you expect market positioning to actually evolve?

Kip Compton

Yeah. This is -- I mean, it’s on everyone’s mind, certainly including ours, and it’s a super tricky environment right now. I -- one of the conversations this morning, it’s a great environment for networking for the reasons I mentioned earlier. If you are trying to track market share, it’s a terrible environment, and of course, it’s because of the supply chain. And market share is counted on revenue, revenue requires us to ship. Shipping is dependent on supply chain.

And just to give you an idea of the diversity and lead times that we are seeing and why this complicates how we calculate and others track our market share, we have some products that are as short as three-week lead time right now. We have other products that are 40 weeks, 50-plus weeks still. And there’s not a lot of rhyme or reason to that. It’s based on various component availability and our competitors have a similar landscape. So I’d just say it’s super difficult to track and understand market share right now.

We did some internal analysis and we actually shared on our exact earnings call a few things on our view of market share. We felt like we are holding our own in-campus switching, SP routing, wireless and optical as examples, and growing share in blade servers, telepresence and voice. So that’s what we are seeing in terms of the landscape. We think as the supply chain situation continues to resolve itself that the market share accounting will become a little bit more transparent and things will normalize itself.

In terms of what’s resilient, I mean, I come from the engineering product development side of the house. So my view of resiliency is where we have differentiation and there’s a few examples. I mean, in SP routing, a lot of it is driven by the incredible growth of our Cisco 8000 platform, fastest-growing platform in the history of the company and that’s powered by and differentiated by our second one ASIC strategy.

You see us in optical, just bringing incredible technology from Acacia and other areas. And also being able to take that best-in-class technology and integrate it vertically into a networking stack, which just drives greater efficiency and simplicity for our customers.

And then wireless and campus switching, Meraki is a major factor there. The simplicity and the experience that we are able to deliver with that model is winning in the marketplace and is helping to make our wireless and campus switching market shares more resilient.

Sami Badri

Got it. Got it. For my next question, I was hoping we could kind of talk about the record performance you discussed on the last quarterly call and maybe you could talk about them by product SKU and you kind of alluded to some of them now. The main ones that you guys called out was the Catalyst 9000, the Series 8000, Meraki, ThousandEyes and Duo. Could we kind of dissect each of these product lines and just discuss what are the key growth drivers of each of these?

Kip Compton

Sure. No. And it’s great to have -- frankly, we have quite a few products in different parts of our portfolio doing so well. The Catalyst 9000 in wireless, I will kind of lump together, because some of the drivers there are the same and I mentioned it earlier, the return to office and the fact that every meeting is a video meeting is causing some pretty massive campus refreshes.

That, coupled with the sort of traditional and ongoing more rapid refresh of wireless driven by new wireless standards. We have seen a lot of refreshes driven by WiFi 6. Recently, we see 6E on the horizon that’s driving similar refreshes.

And by the way, not a new phenomenon, but one of the things that we see with these WiFi 6 and 6E refreshes is that it tends to drive a switch upgrades as well, because they deliver -- those wireless standards deliver more than 1 gigabit of performance. So it triggers our customers to invest in switches that are multi-gigabit or M-gig capable.

On the Cisco 8000, it’s driven by the web scaler growth. And as I mentioned earlier, in addition to the normal incredible growth that we see out of the web scalers, we are seeing these AI and machine learning network deployments emerging, which are bringing a greater level of network intensity and more opportunity for us.

On Meraki, it’s the simplicity of the Meraki dashboard along with the full stack management capability. So a customer is able to go in and manage their switches, their wireless, their routing, their cameras, their sensors, for instance, all in one unified place and that’s something that’s very, very powerful.

ThousandEyes is another area where we saw incredible growth. This is a really fantastic asset. This is actually the first M&A transaction that we closed virtually. It was at the beginning of the pandemic. It was the first deal we had done without in-person meetings.

I think the timing worked out really well. ThousandEyes gives customers end-to-end visibility over their own networks, but also public networks, as well as the cloud. So they can understand the application performance that customers or employees are getting and this actually become super critical when you have people working from home, because they are calling the IT department and trying to figure out what’s going on and all of a sudden, it’s not enough for the IT department just to be able to see their own network. So that’s being driven by hybrid work and hybrid cloud in a big way.

And I think last one you mentioned was Duo. That’s Zero -- driven by Zero Trust for the same hybrid work environment, where increasingly people are not in the office, obviously, the security perimeter type model breaks down and you need people to be able to work efficiently and securely from anywhere that drives Zero Trust architecture and Duo is a leader there. So those are some of the drivers.

Sami Badri

And then if you were to think about maybe the one technology or the one solution that seems to be, by far, the leading reason why customers are spending money, upgrading and doing what they are doing mainly to modernize or maybe even upgrade their networks. What would be that technology?

Kip Compton

Well, I mean, I would say, first of all, the network seems to be more important even than it was in the past. Maybe it’s because of remote work, maybe the -- just the acceleration of some trends that were already in place because of the pandemic.

So we are seeing people really seeing their network -- their investment in their network is critical to their success. And even as they move very close to the cloud, you actually need a great network if you are going to get a great cloud experience.

So I think it’s -- again, it’s probably a combination of the things I have talked about. The hybrid work, including the return to office and what that means is key. Hybrid cloud drives investment in networks. IoT is a factor of 5G on the service provider side and also some interest in private 5G on the enterprise side are all catalysts.

Sami Badri

Got it. Got it. I want to shift gears a little bit and talk about Cisco’s business model transition from predominantly transactional or perpetual to more subscription and software. Could we kind of talk about how this transition is going and I know you guys released the Catalyst 9000 with a subscription offering.

Kip Compton


Sami Badri

And I guess the investor base is expecting this to kind of go into other product groups at some point. Could we kind of go through that path and how the transition is actually going?

Kip Compton

Sure. So I mean, we feel like we are on track. I think last quarter we said 43% of our revenue is recurring and that -- I think that’s aligned with the rough time line we talked about at Investor Day, I think, it was last year.

A lot of people question like do -- are we just growing our recurring software because of the hardware attach? And for sure, that’s growing. And we won’t hesitate, frankly, to attach recurring software value to our large scale hardware businesses, because that brings a lot of value to our customers. It brings an acceleration of the scale of recurring software for us as well.

We are also, though, seeing success in what I will call hardware independent recurring revenue, software businesses, SaaS businesses. In fact, we already talked about a couple of them, Duo and ThousandEyes. Our Cloud Calling business is doing extremely well as a Cisco Contact Center.

So we are able -- I believe we are able to drive a balanced strategy where we drive recurring software revenue attached to hardware like the play that we are still running with the Cisco 9000, as well as businesses that are SaaS properties that are hardware independent.

Sami Badri

Got it. Got it. I wanted to kind of shift gears and talk about some of the redesign efforts that you guys have been kind of going through. And I think one of the main product lines is the Nexus 9000 and you have really seen it. So how long does it normally take for product redesigns to take place? And has this kind of impacted or cost Cisco market share at least in the most exact quarters?

Kip Compton

It’s a great question. It’s -- there’s not a set - I mean, as you probably appreciate, there’s not a set answer for how long a redesign takes. What I would say is it really depends most of all on how -- when we are redesigning, usually, there’s a product and we have one component that has a very long lead time that, and of course, we can’t ship the product unless you have all of the components. And so we will redesign in an effort to remove that component from the product, so we can ship it more quickly.

The length of time it takes us to accomplish a redesign is determined by a bunch of things. But how intertwined the particular component is with the rest of the product and how similar or different the replacement or alternative component is, is what drives kind of the differences in terms of how long it takes us to accomplish that.

We are almost always talking about months. So I have not seen redesigns get done in a few weeks. I have not seen redesigns take an extended period of time either. We have done quite a few redesigns. It is, as you alluded to, sometimes a little bit disruptive to our innovation engine.

So if we have product development teams who are focused on innovating and bringing new value to our customers, we have to ask them to pivot and do a redesign program that can impact our roadmap. But it’s -- it became extremely clear to us that, perhaps, the feature our customers need it most was to be able to actually get the product. And so I think it was the right call.

That’s actually given us some good results, without getting into specifics. We did have one product where we executed a redesign and we started shipping it and we were able to immediately drop the lead time for our customers from 40 weeks to 12 weeks on that particular product. So it can have a really significant impact and we are continuing to use targeted redesign efforts on our longest lead time of products where we can make a big difference.

Sami Badri

And then maybe just for an idea, I guess, because Data Center switching is going through redesign, that may potentially put into one of the more longer lead time categories, right, just because it’s currently an ongoing process?

Kip Compton

Yeah. We do -- I mean, we do think that -- we -- in particular, from a market share perspective, we do degree -- do believe that, to some degree, the longer lead times that we have right now in that product are impacting how market share is counted. I mean, I don’t want to get into exactly which product you will be designing at any particular moment in time. But those longer lead time products are exactly the candidates that we would be targeting.

Sami Badri

Got it. I wanted to kind of go back to a couple of references that were made on the fiscal 1Q 2013 call and it has a lot to do with energy efficiency. And I think I counted it multiple times.

Kip Compton


Sami Badri

I think I counted three times, right? And I guess like the big question when people talk about Cisco and the outlook on potentially like what happens in an economic downturn, what seems to be a comment made from at least the Cisco team is energy efficiency is a much bigger deal than we ever really…

Kip Compton


Sami Badri

… thought and that is kind of like the driver for why spend should be maintained. But maybe we can kind of get your take, like, how front and center’s energy efficiency coming up across your entire customer base versus maybe a select few that are sensitive?

Kip Compton

Sure. I mean, it’s -- I think there’s really two things coming together here. One is the long-term sustainability targets that almost all of our customers have and they are trying to get to net zero and that is always -- that has put a focus on energy efficiency. Obviously, the more energy the product uses in general the more carbon it contributes.

The other thing that’s really come into the picture in the last year or so is just the rise in energy prices around the world, but especially in Europe. That’s brought a renewed focus to energy efficiency from our customers. So it’s part of their sustainability goals, but it’s also now a direct economic situation.

And I think we -- I think on our conference call, one of the things you are referring to, as Chuck mentioned a few technologies that he felt could help. Because we see this energy efficiency thing as perhaps a double-edged sword. Some people may delay projects because of the cost of the energy that they are paying on other things or that the project itself would incur.

On the other hand, we are also seeing it as something that causes people to look at new technologies that could help them with their energy efficiency. And I think we mentioned Power over Ethernet, Silicon One and IoT.

As Chuck mentioned, there are those three technologies that Cisco could help our customers with their energy efficiency needs. And briefly, Silicon One, it’s pretty obvious, it’s a much more efficient, especially on a watt per gigabit type basis solution.

On the IoT side, it’s about deploying sensors and making buildings smarter so that you can save energy and even make better use of that space.

On the Power over Ethernet side, it’s about just a more efficient energy transmission. So we have a lot of customers looking at using Power over Ethernet for their lighting in their office buildings, for instance, and they can actually save power, because the transition of the energy is -- of the electricity is more efficient and also because the Power over Ethernet infrastructure gives the much finer grain visibility and control over where that power is going.

So he mentioned those three technologies as things that our customers are looking at from Cisco to help them. I’d also note that we have seen greater interest in sort of sustainability solutions and those include like sustainable Data Center solutions and Smart Buildings in particular.

And if you are interested in this, we recently renovated our One Penn Plaza office in New York City and redid it with the latest Smart Building technologies. There’s a number of videos and other materials online if you want to check out what we are talking about here.

I’d also note, in addition to these technologies, we are seeing some customers, particularly in Europe, starting to look at their equipment and considering an early refresh, because they will have equipment in place, perhaps, it’s not fully depreciated, but they see their energy bill, their electricity bill and they see that newer equipment could be significantly more efficient.

And in some cases, we see customers putting together business cases to move forward with an early refresh, because they would rather get to that lower energy cost than finish depreciating a less efficient piece of equipment.

Sami Badri

Got it. One quick follow-up on something you said earlier is, if you were to look in history, right, the last time customers really were very sensitively focused on energy efficiency for the equipment, right? Has there ever really been as important as this time today or has there always kind of been a top criteria for customers and their solution set deployments?

Kip Compton

I mean it’s always been a criteria. I mean, I would say, qualitatively, to me, it’s coming up more right now. I think the confluence -- I think what I haven’t seen before is the confluence or the intersection of the energy costs and the sustainability targets that companies have. And I think those two things are coming together in a different way right now than I have seen in the past.

Sami Badri

Got it. Got it. I wanted to touch on specific demand drivers in customer verticals, right? If we look at from public safety or the Public Sector to Commercial, to Enterprise, how would you kind of characterize drivers specifically to those verticals?

Kip Compton

Sure. So Enterprise, it’s a lot of things I have mentioned, hybrid cloud, 5G, 400G and beyond, IoT and hybrid work are all top of mind with our Enterprise customers and driving interest and demand. We think we are really well positioned there with solutions.

On the service provider side, we are seeing solid demand, frankly, led by the web scalers, again, and that’s something that we see continuing. On Public Sector, in the U.S., we saw a little bit of a pause with the election, but we are expecting to see things pick up, and perhaps, a tailwind from the investments in the Inflation Reduction Act.

Sami Badri

Got you. Got you. I wanted to go back to a question I actually overlooked on my list, but it has to do with software attached to hardware. When you think about Cisco over the next couple of few years, is software growth becoming more independent or more dependent on hardware shipments and hardware growth?

Kip Compton

Oh! I don’t know how to quantify that. I mean, like, I said earlier, we are focused on growing recurring revenue software. And we will have a balanced strategy where it makes sense and there’s value to the customer to attach that to our hardware base, like, we have done with the Catalyst 9000, or frankly, like, is inherent in the Meraki business model. We are absolutely pursuing that.

And we are seeing some high-quality results there. Meraki, for instance, if a customer doesn’t renew their Meraki subscription, the hardware that they have bought becomes unusable. So that tends to drive a very, very high quality renewal rate on that business. So we are very pleased with the results there.

But then we are driving the growth and I think I mentioned Duo, ThousandEyes, Cloud Calling and Contact Center, as examples. We are building and buying and growing hardware independent SaaS businesses as well.

So I don’t know, I’d have to go look at our models and see if we had numbers. But we are less focused on like a percentage here or there and more, like, well, okay, recurring software, how do we grow that? How do we find opportunities to bring that kind of ongoing value to our customers and get that predictability for Cisco.

Sami Badri

Got it. Got it. I wanted to kind of close out the final question with what keeps you up at night as a CTO just because the world is obviously changing very fast and there are multiple technologies and probably multiple opportunities for certain technologies to either be displaced or to be adopted. So how would you…

Kip Compton


Sami Badri

How would you characterize what keeps you up at night?

Kip Compton

Actually, I don’t see badly.

Sami Badri


Kip Compton

But in terms of what’s top of mind. Lately, what I have been pondering is, given all of the change, it feels like a much more dynamic world. I mean the panic certainly herald in a new level of uncertainty, but now, obviously, geopolitically and in other ways, it feels like a much more dynamic environment than we have had in the past and I think that’s here to stay.

So thinking a lot about how we strike the balance as we are responding to things that come up now, like, the supply chain things that we talked about, how do we strike a balance there in responding to those things in ways that give us more resiliency and flexibility going forward, because I think, we are in a different period with a lot of change and we have a very large and complex business, so it’s important for us to think about that.

Sami Badri

Got it. Got it. Well, I appreciate your time. We went through the question list and thank you very much for joining us today.

Kip Compton

Thank you.

Sami Badri

Absolutely. All right. Great. Thanks.

Tue, 29 Nov 2022 07:34:00 -0600 en text/html
Killexams : Digitalization in Mining Market 2023 : Advance Technology, Latest Trend and Future Expansion by 2028

The MarketWatch News Department was not involved in the creation of this content.

Dec 13, 2022 (The Expresswire) -- “Digitalization in Mining Market" is segmented by Company, Region (country), By Type, Application, stakeholders and other participants.Digitalization in Mining market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on revenue and forecast by Type and by Application for the period 2017-2029.

Digitalization in Mining Market Size is projected to Reach Multimillion USD by 2028, In comparison to 2023, at unexpected CAGR during the forecast Period 2023-2028.

Digitalization in Mining Market Research Report is spread across 107 Pages and provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.

Final Report will add the analysis of the impact of COVID-19 on this industry.


COVID-19 can affect the global economy in three main ways: by directly affecting production and demand, by creating supply chain and market disruption, and by its financial impact on firms and financial markets. Our analysts monitoring the situation across the globe explains that the market will generate remunerative prospects for producers post COVID-19 crisis. The report aims to provide an additional illustration of the latest scenario, economic slowdown, and COVID-19 impact on the overall industry.

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Chapter 3 focuses on analyzing the current competitive situation in the Digitalization in Mining market and provides basic information, market data, product introductions, etc. of leading companies in the industry. At the same time, Chapter 3 includes the highlighted analysis--Strategies for Company to Deal with the Impact of COVID-19, Top Key Players are as follows :

● Caterpillar Inc.
● Honeywell
● Wipro
● IBM Services
● Hatch Ltd
● Hexagon Mining Inc.
● Rockwell
● Sandvik
● Cisco
● Siemens
● Performance International Pty Ltd

Scope Of the Digitalization in Mining Market:

The Global Digitalization in Mining market is anticipated to rise at a considerable rate during the forecast period, between 2023 and 2028. In 2022, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.

Market Analysis and Insights: Global Digitalization in Mining Market

The global Digitalization in Mining market size is projected to reach USD million by 2028, from USD million in 2021, at a CAGR of % during 2022-2028.

Fully considering the economic change by this health crisis, Software accounting for % of the Digitalization in Mining global market in 2021, is projected to value USD million by 2028, growing at a revised % CAGR in the post-COVID-19 period. While Underground Mining segment is altered to an % CAGR throughout this forecast period.

China Digitalization in Mining market size is valued at USD million in 2021, while the North America and Europe Digitalization in Mining are USD million and USD million, severally. The proportion of the North America is % in 2021, while China and Europe are % and % respectively, and it is predicted that China proportion will reach % in 2028, trailing a CAGR of % through the analysis period. Japan, South Korea, and Southeast Asia are noteworthy markets in Asia, with CAGR %, %, and % respectively for the next 6-year period. As for the Europe Digitalization in Mining landscape, Germany is projected to reach USD million by 2028 trailing a CAGR of % over the forecast period.

With industry-standard accuracy in analysis and high data integrity, the report makes a brilliant attempt to unveil key opportunities available in the global Digitalization in Mining market to help players in achieving a strong market position. Buyers of the report can access Tested and reliable market forecasts, including those for the overall size of the global Digitalization in Mining market in terms of revenue.

Overall, the report proves to be an effective tool that players can use to gain a competitive edge over their competitors and ensure lasting success in the global Digitalization in Mining market. All of the findings, data, and information provided in the report are validated and revalidated with the help of trustworthy sources. The analysts who have authored the report took a unique and industry-best research and analysis approach for an in-depth study of the global Digitalization in Mining market.

Global Digitalization in Mining Scope and Market Size

Digitalization in Mining market is segmented by players, region (country), by Type and by Application. Players, stakeholders, and other participants in the global Digitalization in Mining market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on revenue and forecast by Type and by Application for the period 2017-20

Get a trial Copy of the Digitalization in Mining Market Report 2023

Report further studies the market development status and future Digitalization in Mining Market trend across the world. Also, it splits Digitalization in Mining market Segmentation by Type and by Applications to fully and deeply research and reveal market profile and prospects.

Chapter 4 provides breakdown data of different types of products, as well as market forecasts.

● Software
● Hardware
● Solutions

Different application fields have different usage and development prospects of products. Therefore, Chapter 5 provides subdivision data of different application fields and market forecasts.


Chapters 7-26 focus on the regional market. We have selected the most representative20 countriesfrom ;197 countriesin the world and conducted a detailed analysis and overview of the market development of these countries.

● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)

This Digitalization in Mining Market Research/Analysis Report Contains Answers to your following Questions

● Which Manufacturing Technology is used for Digitalization in Mining? What Developments Are Going On in That Technology? Which Trends Are Causing These Developments? ● Who Are the Global Key Players in This Digitalization in Mining Market? What are Their Company Profile, Their Product Information, and Contact Information? ● What Was Global Market Status of Digitalization in Mining Market? What Was Capacity, Production Value, Cost and PROFIT of Digitalization in Mining Market? ● What Is Current Market Status of Digitalization in Mining Industry? What’s Market Competition in This Industry, Both Company, and Country Wise? What’s Market Analysis of Digitalization in Mining Market by Taking Applications and Types in Consideration? ● What Are Projections of Global Digitalization in Mining Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? ● What Is Digitalization in Mining Market Chain Analysis by Upstream Raw Materials and Downstream Industry? ● What Is Economic Impact On Digitalization in Mining Industry? What are Global Macroeconomic Environment Analysis Results? What Are Global Macroeconomic Environment Development Trends? ● What Are Market Dynamics of Digitalization in Mining Market? What Are Challenges and Opportunities? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Digitalization in Mining Industry?

Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.

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Major Points from Table of Contents

Global Digitalization in Mining Market Research Report 2023-2028, by Manufacturers, Regions, Types and Applications

1 Introduction
1.1 Objective of the Study
1.2 Definition of the Market
1.3 Market Scope
1.3.1 Market Segment by Type, Application and Marketing Channel
1.3.2 Major Regions Covered (North America, Europe, Asia Pacific, Mid East and Africa)
1.4 Years Considered for the Study (2015-2028)
1.5 Currency Considered (U.S. Dollar)
1.6 Stakeholders

2 Key Findings of the Study

3 Market Dynamics
3.1 Driving Factors for this Market
3.2 Factors Challenging the Market
3.3 Opportunities of the Global Digitalization in Mining Market (Regions, Growing/Emerging Downstream Market Analysis)
3.4 Technological and Market Developments in the Digitalization in Mining Market
3.5 Industry News by Region
3.6 Regulatory Scenario by Region/Country
3.7 Market Investment Scenario Strategic Recommendations Analysis

4 Value Chain of the Digitalization in Mining Market

4.1 Value Chain Status
4.2 Upstream Raw Material Analysis
4.3 Midstream Major Company Analysis (by Manufacturing Base, by Product Type)
4.4 Distributors/Traders
4.5 Downstream Major Customer Analysis (by Region)

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5 Global Digitalization in Mining Market-Segmentation by Type

6 Global Digitalization in Mining Market-Segmentation by Application

7 Global Digitalization in Mining Market-Segmentation by Marketing Channel

7.1 Traditional Marketing Channel (Offline)
7.2 Online Channel

8 Competitive Intelligence Company Profiles

9 Global Digitalization in Mining Market-Segmentation by Geography

9.1 North America
9.2 Europe
9.3 Asia-Pacific
9.4 Latin America

9.5 Middle East and Africa

10 Future Forecast of the Global Digitalization in Mining Market from 2023-2028

10.1 Future Forecast of the Global Digitalization in Mining Market from 2023-2028 Segment by Region
10.2 Global Digitalization in Mining Production and Growth Rate Forecast by Type (2023-2028)
10.3 Global Digitalization in Mining Consumption and Growth Rate Forecast by Application (2023-2028)

11 Appendix
11.1 Methodology
12.2 Research Data Source


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Tue, 13 Dec 2022 11:36:00 -0600 en-US text/html
Killexams : Alexa in Space: Fetching flight data and telling Dad jokes

How might astronauts use Alexa

They could ask for jokes — Did you hear about the restaurant on the moon? Great food but no atmosphere — or set the lights to flash rainbow colors in party mode.

They could also get data on how fast the spacecraft is traveling, how much oxygen is available and where they’re located relative to Earth. 

“You probably don't want to say, ‘Alexa, abort the mission,’” said Rob Chambers, business development director for commercial civil space at Lockheed Martin. “But if you can say, ‘Alexa, configure the lights,’ and you don't have to hit any keyboards or any touches … it allows your gray matter to focus on the science or maybe a problem that's occurring somewhere else.”

These Alexa scenarios were tested on NASA’s Artemis I mission, in which the Orion spacecraft circled the moon and is set to land in the Pacific Ocean on Sunday. Alexa is part of the Callisto technology demonstration integrated into the cockpit.

And although Artemis I did not have people onboard to talk to Alexa (that was covered by Houston's Mission Control), future crewed missions might benefit from this science-fiction staple.

“The 'Star Trek' computer was part of our original inspiration for Alexa," Aaron Rubenson, vice president of Alexa Everywhere at Amazon, said in a news release. "So it’s exciting and humbling to see our vision for ambient intelligence come to life on board Orion."

Callisto is a partnership of Lockheed Martin, Amazon and Cisco. Lockheed Martin is the lead contractor for NASA’s Orion spacecraft.  Amazon provided the Alexa voice technology, and Cisco provided Webex videoconferencing.

The goal is to help astronauts boost their efficiency, safety and connectivity with home.

Alexa, for instance, might help astronauts sift through spacecraft data without navigating the display screens.

"We've got 200,000 data points that come off of this spacecraft," Chambers said. "How do we get the crew to understand their spacecraft more? And so one of the ways of converting all that raw data into information is with voice."

To test a wide variety of voices, Lockheed Martin invited retired astronauts, reporters, singer Nick Jonas, former U.S. Rep. John Culberson, actress Taraji Henson and others to speak with Alexa.

Chambers noted that Alexa detected women's voices a little better than men's, likely because the spacecraft has more low-frequency background noise. But once awake, Alexa worked flawlessly.

"I don't know of any times where (Alexa) didn't know the answer, didn't understand the question, any of those types of things," Chambers said two weeks into the 25-day mission.

Videoconferencing could help astronauts stay in touch with loved ones on Earth. But bandwidth is a challenge in deep space. 

Bandwidth is the amount of data transferred over a network. And compared with Earth, deep space bandwidth is like squeezing traffic from a 10-lane highway into a bike lane.

Chambers said the video compression used to make Webex work with this limited bandwidth was phenomenal. He also noted that there was a minimal lag time of five or six seconds when Orion was out past the moon. Three seconds was due to the speed of light, and another two or three seconds was routing through the network.

"Five to six seconds round trip has been a really great validation," Chambers said.

There aren't yet specific plans for how — or if — Callisto might be used during future crewed missions. Debbie Korth, NASA's deputy program manager for the Orion Program, said NASA wants to get back data from Artemis I before making those decisions.

But Korth said Callisto's performance had been "really great." And it was fun for visitors.

"It's a really, very good engagement opportunity," Korth said, "and I think has some potential on how we would use that further as a digital assistant or some other onboard activity."

However, there is one feature tested on the Artemis I mission that probably won't be used during crewed missions: Alexa, red alert. 

This caused Orion's lights to flash red and white, and spacecraft audio played a siren that sounded similar to the "Star Trek" red alert sound. It was not used to indicate an genuine problem.

"We don't use that too often because it makes everybody nervous, even though it's completely unrelated to the state of the spacecraft," Chambers said.

But it was a fun way to test their ability to control Orion's lights — an essential when using Alexa.

“If you have Alexa on a spacecraft and it can't control the lights and the color," Chambers said, "then you're really not hitting like the minimum bar.”

Fri, 09 Dec 2022 03:20:36 -0600 en-US text/html
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