Thread regarding Cisco Systems Inc. layoffs

I most like his descriptions of how he will change the commission structure. He talks about "uncovering" that there are 4-5 Cisco mouths to feed with every sale like he uncovered a parallel universe nobody knew about. Then he goes into this 'smartest guy in the room' speech about how he is going to trim that down and save us zillions. Dope.....

It is the no-nothing, young MBA blather that got a lot of startups in a ton of trouble in the last downturn. Great white-board talk. I give him less than two years

Bandy has been idiotic things...I have seen his monetization model.

He is trying to fit a round peg into a square hole. They are trying to create another view for the revenue...but nothing is going to happen as the views are faulty and overlapping with each other. It is good way to trick Wall St. that is full of idiots and want to hear some new buzzwords from Cisco. I know the team that was doing the heavy lifting for this monetization model. They were telling it is pure idiotic. Bandy has to show Chuck that he is busy. Hence this work.

Tip: when you hit a WSJ paywall article, scrap the title and google it. You will be able to read it from the google referral.

Has anyone seen first-hand what he is describing here? In IT, Sales or Engineering?

Maybe you mothballed 67 business models, but were they actively in use by anyone? How much revenue did these now defunct models account for?

I'm calling shenanigans. Sorry, not buying it.

Here are the highlights:

Cisco's move from 70 to seven revenue models is expected to make the company more efficient

Kevin Bandy has been working to streamline the dozens of revenue models that have proliferated at Cisco Systems Inc., a company that has grown by acquisitions during the last three decades. “There was too much autonomy across regions and product groups,” said Mr. Bandy

‘We had over 70 models to begin with, which provided way too much autonomy across a very diverse portfolio, and therefore did not really line up with customers,” he said. He is moving to a structure of seven revenue models. Autonomy should not get in the way of putting processes in place or create a situation in which customers are hostages to complexity, he said. A one-model-fits-all approach doesn’t work either, but seven choices gives customers the flexibility to determine a financial and business model that works best for them, he said.

“We streamlined IT and engineering costs,” he said. IT, sales, engineering and channel partners no longer have to bear the cost of supporting so many choices, he said.

The goal, he said, is to help customers stay up to date in a market that is changing quickly. The company once sold stand-alone products. “Now I can buy a common license across Cisco that will allow me to consume innovation. I don’t buy boxes … I can stay current.”

Paywall; can't view article