A Quote by John T. Chambers

At Cisco, we are moving to collaboration teams, groups coming together that represent sales, engineering, finance, legal, etc. And we're training leaders to think across silos.
In 2007 WebEx was acquired by Cisco and I became Cisco's Corporate VP of engineering, in charge of collaboration software.
I'd be like, alright, I don't know anything about sales. So I would search for sales on Amazon, get the three top-rated books and just go at it. I did that for marketing, finance, product, engineering. If there was one thing that was really important for me, that was it.
We'll have a sales leader go run engineering. A lawyer go run business development. A business development leader go run our consumer operations. We're going to train a generalist group of leaders who know how to learn and operate in collaboration teamwork. I think that's the future of leadership.
Building on our successful partnership, we can now bring together the best of Microsoft's software engineering with the best of Nokia's product engineering, award-winning design, and global sales, marketing and manufacturing.
Our moral sense really evolved to bind groups together into teams that can cooperate in order to compete with other teams.
Teams that consistently perform at the highest levels are able to come together and be unified across the organization - staff, players, coaches, management, and ownership. When everyone is on the same page, trust develops, and teams can grow and succeed together.
Cardio-based exercise involves moving at a moderate intensity, using many muscle groups at once. Think: walking, jogging, cycling, etc.
Sales teams use social media to generate leads and track clients as they move through the sales funnel. Operations and distribution teams forecast supply chains, while research and development squads brainstorm product ideas.
We need to develop and disseminate an entirely new paradigm and practice of collaboration that supersedes the traditional silos that have divided governments, philanthropies and private enterprises for decades and replace it with networks of partnerships working together to create a globally prosperous society.
As an undergraduate at Columbia, I went to the engineering school. I had a great deal of training in engineering and mathematics as well as subdiversified training. And then I went to the California Institute of Technology to do my Ph.D. in applied math.
There are very few groups that really stay together. The leaders of groups make enough money to be able to afford to work a maximum of 35-40 weeks a year.
Coming together is a beginning, and staying together is progress, but only when teams sweat together do they find success.
The Canadian teams just have great training and great coaches and that's sort of why there's the expectation that they're going to win. But there's a lot of really good teams coming out of the European countries.
There is a growing sense in America that being disconnected is not good. And there's also some people that are staying in their silos and not coming out, but we have to pull them out, and we have to pull ourselves together at some point, I think.
We need a T governance structure capable of responding to the depth of our regional transportation crisis while tearing down silos that keep municipal leaders and state officials from working together with urgency on shared goals.
Do you know when you cross against traffic? You look down the street and see a car coming, but you know you can get across before it gets to you. So even though there’s a DON’T WALK sign, you cross anyway. And there’s always a split second when you turn and see that car coming, and you know that if you don’t continue moving, it will all be over. That’s how I feel a lot of the time. I know I’ll make it across. I always make it across. But the car is always there, and I always stop to watch it coming.
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