Thread regarding Cisco Systems Inc. layoffs

How do we succeed only with canned demos and mockups? G2??

Genuine question.

From collaboration, security, networking, HyperShield, AI Canvas, Cisco Cloud Control, and everything in between, how does this keep working?

Every launch seems to come with a qualifier: “early availability,” “controlled launch,” “limited release,” “regional availability,” “coming soon,” or “customer preview.” Then next quarter the story changes and we’re on to the next announcement.

This has been going on since the G2 days, yet the market keeps rewarding it.

Internally, most of us know the gap between the keynote, the demo, and the actual customer-ready product. Many demos are heavily curated. Many announcements are years ahead of broad deployment. Some things eventually materialize, some never do.

What I’m trying to understand is: does nobody see through it?

Do customers not care? Do analysts not care? Does Wall Street not care?

Because if you look at the earnings, nearly every business was flat or down. The one area showing meaningful growth was traditional networking, largely riding the AI infrastructure wave.

So is the lesson that storytelling matters more than shipping? That perception creates enough momentum to buy time until reality catches up?

Or is this simply how every large technology company operates and I’ve been naive enough to think customers differentiate between what exists today and what might exist someday?


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Post ID: @OP+1ktfjaggn

7 replies (most recent on top)

It's going to be like the hologram telepresence technology. They wow'd the world with a demo, and then stuffed it away in a box and laid off 10,000 people when they realized their idea wasn't profitable enough yet. These guys have zero foresight. None.

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Post ID: @qg+1ktfjaggn

It's embarrassing. We have folks going on stage in front of 20K employees showing mockups while pretending it's the real deal. At that rate, why not go full outrageous and demo time traveling or free energy?

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Post ID: @mb+1ktfjaggn

@j4 Build-as-we-go needs ownership, guardrails, field validation, and engineering that can actually pivot. Otherwise it’s just vibes-driven product management😅

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Post ID: @js+1ktfjaggn

@ah “build as we go” usually devolves into situations with unclear requirements.

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Post ID: @j4+1ktfjaggn

How’s Hypershield going?

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Post ID: @g4+1ktfjaggn

@ah isn’t that the case - 12 quarters the hype but nothing to show for it except plain old routing and switching gear?

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Post ID: @as+1ktfjaggn

Here's a hypothesis based on what other large companies have done. It's an old business play. Cisco probably paid consultants tens of millions to design the plan for them anyway.

There are a few products in the portfolio that are large and established. They bring in reliable income and prop up the portfolio.

Then there are the "frothy" products. Speculative, unfinished eye candy that get bundled with the regular products to make the portfolio look more growth-oriented and modern.

"We need to watch our margins" and "LRs are just a haircut" and "everybody must use AI" mean that teams will be replaced or reconfigured to have a lot of low-skill workers with low wages. A very temporary boost in margins with visa-constrained workers; very offshore-friendly.

The bundled portfolio gets shopped to offshore companies for spinoff or outright sale.

To those asking what G2 actually does, this would be it. It's not magic.

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Post ID: @ar+1ktfjaggn

I believe it’s build-as-we-go. The story creates momentum, and the product catches up over time.
That’s not automatically bad, but it becomes a problem when the narrative consistently outruns delivery.

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Post ID: @ah+1ktfjaggn

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