I’m a new mid-career employee with extensive experience, and I would say I’m overly reliant on the folks who have been at Cisco longer, for a few reasons. Cisco has no discernible processes or procedures, but “leadership” insists that everything be done the way they’ve always done it. I can accomplish most projects or tasks I’m given in any of several (often more efficient and more effective) ways, but only the Cisco way is deemed acceptable. And without documented policies, processes, management systems, or training programs, there’s no quick way for new hires to build the institutional knowledge needed to be effective. These challenges are then compounded by the attitudes of the Cisco lifers who would rather rant about the incompetent external hires than help us adapt and come up to speed. Cisco’s culture, organizational structures and business practices are unique — and not in a good way. Anyone with years of experience at larger and more progressive tech companies will need help assimilating. So Cisco will need to learn to provide better support for external hires, or continue the incestuous internal hiring that got it to the current state of dysfunction.
This was reposted from @WGT0nPI-haxw