This ends up costing us more in the long run

IT has another metric and that's how long it takes to deliver projects. As they continue to reduce headcount, it takes longer & longer to get work done. While contractors can be smart people with good skills, it takes time to learn how to get things done at Cisco and learn our systems/processes. They can't exactly hit the ground running and deliver immediately, so just throwing contractors at the projects doesn't solve the problem.

Kicking all the people with years of "tribal knowledge" about how things work and get done at Cisco to the curb in the chase to cut costs & improve profits ends up costing more in the long run. When you can't deliver the infrastructure that Engineering needs to deliver new products to market in a timely fashion and our competitors beat us to the market place, then we lose revenue. Speed and agility in the market place is still important.

An excellent and on point post from @oir+14OVcWw5.

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I have CCNA certication and not touched router or switch, I reading 750 question and answer in 3 weeks and passing CCNA in first try. I get hired in Cisco in grade 6. Now I working on CCNP.

Work on your English. Your statement above has terrible grammar. What does being hired at a grade 6 at Cisco have to do with replacing people with years of knowledge on internal processes with new hires? Oh, you're one of those new hires that knows nothing but what you learned online. Got it.

I have CCNA certication and not touched router or switch, I reading 750 question and answer in 3 weeks and passing CCNA in first try. I get hired in Cisco in grade 6. Now I working on CCNP.

It's easy to falsify quarterly or year-end financial statements to make your revenue stronger. Take on debt to overpay for startups with strong revenue growth. This covers up all the failed internal initiatives. Our CFO is very good at hiding debt.

We vastly overpay for acquisitions to make our revenue look stronger. Cisco is extremely talented at financial engineering, and selling the latest buzzwords to Wall Street.

you nailed it, anyone who cared or knew how to do stuff, got replaced by either yes men or flunkies with CCNAs, very sad cause Cisco had the best talent out there, but new hires figure out no accountability so they just cruise and vaca till they are let go. when you leave cisco, you forget how it is to get on a conf call with no pressure, sound so relaxed compared to us who left and have to actually work for a living.

Vice Presidents in IT have inner circles of friends that will falsify financial information and project schedules. It's easy to rename a project or move around department budgets without much oversight.

But if you're not getting your products to market first, you lose market share and revenue. You can falsify project schedules, but internal docs are much easier to falsify than the quarterly or year-end financial statements to make your revenue stronger.

I worked at a company that offered services and did web development to allow clients to access to those services. They went through a process to replace some legacy development tools and slow processes with newer dev ops processes and development tools to decrease the time it took to develop a new feature and get it delivered to the clients. With web-based stuff, if you're following your competition, you're losing customers, and therefor revenue.

Dumping people you've had for 3-5 years or longer, and bringing in new contractors only slows down work until they get up to speed.

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Vice Presidents in IT have inner circles of friends that will falsify financial information and project schedules. It's easy to rename a project or move around department budgets without much oversight.

Thread regarding Cisco Systems Inc. layoffs

This ends up costing us more in the long run

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