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CASE : GS-66
DATE : 06/05/09
CISCO SYSTEMS, INC .: COLLABORATING ON NEW
PRODUCT INTRODUCTION
On November 13, 2007, more than 100 employees of Cisco Systems, Inc. assembled in classic
Cisco fashion: they dialed in from multiple locations around the world for an important meeting.
The purpose of the gathering was to get the green light from senior management to manufacture
a new high-end router that would make the giant networking company more competitive in an
age of surging Internet traffic.1
The project’s code name, Viking, said it all. The router for broadband service providers would
break ground in power and speed, reminiscent of the Norse warriors and explorers of Europe
during the eighth to eleventh centuries. The meeting represented a culmination of several years
of development work by a cross-functional, global team of Cisco specialists in engineering,
manufacturing, marketing and other areas. Just months earlier, in mid-2007, Cisco overhauled
the project by sharply boosting the router’s speed and capacity. This would allow the company
to leapfrog competitors and offer a low-cost, powerful new router platform for the next 10 to 15
years. That day in November, the Viking team was seeking an “execution commit” from senior
management in manufacturing. If it got the go-ahead, Cisco would be ready to commit the
resources to launch the new product.
But the Cisco team knew it faced many challenges. The Viking project would be one of the
company’s most complex new product introductions ever. First, even
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