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Exam Code: 500-325 Cisco Collaboration Servers and Appliances learner January 2024 by Killexams.com team

500-325 Cisco Collaboration Servers and Appliances

EXAM ID : 500-325

EXAM NAME : Cisco Collaboration Servers and Appliances



The following topics are general guidelines for the content likely to be included on the exam. However, other related topics may also appear on any specific delivery of the exam. In order to better reflect the contents of the exam and for clarity purposes, the guidelines below may change at any time without notice.



60% Unified Computing System Architecture

Describe the features of the appliance approach (VMPT)

Describe the features of BE6000

Describe the features of BE7000

Describe the features of BE4000

Describe the features of the Contact Center CC view (package CCE)

Describe the features of CMS1000 and CMS2000

Describe the features of CE1100

Describe the functionality of hybrid applications with Spark

Explain the DIY approach

Explain the purpose of tested reference

Explain the purpose of Specs-based

Explain the purpose of Specs-based third-party

Explain the functionality of unified communications on Cisco UCS

Explain the purpose of design and size unified communications on Cisco UCS



12% BIOS and Integrated Management Controller Setup

Describe network setup

Describe BIOS setup

Describe Cisco Integrated Management Controller setup



20% Introduction and Setup of VMware ESXi

Explain the functionality of VMware ESXi5.0

Describe the setup VMware ESXi

Explain how to create virtual machines

Explain networking and storage

Explain access control and maintenance



8% Deploying Virtualized Applications

Virtualize unified communications applications

Migrate to a virtualized deployment
Cisco Collaboration Servers and Appliances
Cisco Collaboration learner

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500-444 Cisco Contact Center Enterprise Implementation and Troubleshooting (CCEIT)
500-443 Advanced Administration and Reporting of Contact Center Enterprise (CCEAAR)

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Question: 192
Refer to the exhibit.
Mary is sending an instant message to Robert. The message will be broken into a series of packets that will traverse all network devices. What addresses will populate these packets as they are forwarded from Router1 to Router2?
A. Option A
B. Option B
C. Option C
D. Option D
E. Option E
Answer: B
Explanation:
The Source and Destination IP address is not going to change. Host 1 IP address will stay as being the source IP and the Host 2 IP address will stay the destination IP address. Those two are not going to change.
For the MAC address it is going to change each time it goes from one hope to another. (Except switches they dont change anything)
Frame leaving HOST 1 is going to have a source MAC of Host 1 and a destination MAC of Router 1.
Router 1 is going to strip that info off and then will make the source MAC address of Router1s exiting interface, and making Router2s interface as the destination MAC address.
Then the same will happen Router2 is going to change the source/destination info to the source MAC being the Router2 interface that it is going out, and the destination will be Host2s MAC address.
Question: 193
Refer to the exhibit.
As packets travel from Mary to Robert, which three devices will use the destination MAC address of the packet to determine a forwarding path? (Choose three.)
A. Hub1
B. Switch1
C. Router1
D. Switch2
E. Router2
F. Switch3
Answer: BDF
Explanation:
Switches use the destination MAC address information for forwarding traffic, while routers use the destination IP address information.
Local Area Networks employ Layer 2 Switches and Bridges to forward and filter network traffic. Switches and Bridges operate at the Data Link Layer of the Open System Interconnect Model (OSI). Since Switches and Bridges operate
at the Layer 2 they operate more intelligently than hubs, which work at Layer 1 (Physical Layer) of the OSI. Because the switches and bridges are able to listen to the traffic on the wire to examine the source and destination MAC
address. Being able to listen to the traffic also allows the switches and bridges to compile a MAC address table to better filter and forward network traffic.
To accomplish the above functions switches and bridges carry out the following tasks:
MAC address learning by a switch or a bridge is accomplished by the same method. The switch or bridge listens to each device connected to each of its ports and scan the incoming frame for the source MAC address. This creates a
MAC address to port map that is cataloged in the switches/bridge MAC database. Another name for the MAC address table is content addressable memory or CAM table.
When a switch or bridge is listening to the network traffic, it receives each frame and compares it to the MAC address table. By checking the MAC table the switch/ bridge are able o determine which port the frame came in on. If the
frame is on the MAC table the frame is filtered or transmitted on only that port. If the switch determines that the frame is not on the MAC table, the frame is forwarded out to all ports except the incoming port.
Question: 194
Refer to the exhibit.
The host in Kiev sends a request for an HTML document to the server in Minsk. What will be the source IP address of the packet as it leaves the Kiev router?
A. 10.1.0.1
B. 10.1.0.5
C. 10.1.0.6
D. 10.1.0.14
E. 10.1.1.16
F. 10.1.2.8
Answer: E
Although the source and destination MAC address will change as a packet traverses a network, the source and destination IP address will not unless network address translation (NAT) is being done, which is not the case here.
Question: 195
Which network device functions only at Layer 1 of the OSI model?
A. Option A
B. Option B
C. Option C
D. Option D
E. Option E
Answer: B
Explanation:
Most hubs are amplifying the electrical signal; therefore, they are really repeaters with several ports. Hubs and repeaters are Layer 1 (physical layer) devices.
Question: 196
Refer to the exhibit.
HostX is transferring a file to the FTP server. Point A represents the frame as it goes toward the Toronto router. What will the Layer 2 destination address be at this point?
A. abcd.1123.0045
B. 192.168.7.17
C. aabb.5555.2222
D. 192.168.1.1
E. abcd.2246.0035
Answer: E
Explanation:
For packets destined to a host on another IP network, the destination MAC address will be the LAN interface of the router. Since the FTP server lies on a different network, the host will know to send the frame to its default gateway,
which is Toronto.
Question: 197
Refer to the exhibit.
If host A sends an IP packet to host B, what will the source physical address be in the frame when it reaches host B?
A. 10.168.10.99
B. 10.168.11.88
C. A1:A1:A1:A1:A1:A1
D. B2:B2:B2:B2:B2:B2
E. C3:C3:C3:C3:C3:C3
F. D4:D4:D4:D4:D4:D4
Answer: E
Explanation:
When packets transfer from one host to another across a routed segment, the source IP address always remains the same source IP address, and the source physical (MAC) address will be the existing routers interface address.
Similarly, the destination IP address always remains the same and the destination physical (MAC) address is the destination routers interface address.
Question: 198
Refer to the exhibit.
If the hubs in the graphic were replaced by switches, what would be virtually eliminated?
A. broadcast domains
B. repeater domains
C. Ethernet collisions
D. signal amplification
E. Ethernet broadcasts
Answer: C
Explanation:
Modern wired networks use a network switch to eliminate collisions. By connecting each device directly to a port on the switch, either each port on a switch becomes its own collision domain (in the case of half duplex links) or the
possibility of collisions is eliminated entirely in the case of full duplex links.
Question: 199
Which protocol uses a connection-oriented service to deliver files between end systems?
A. TFTP
B. DNS
C. FTP
D. SNMP
E. RIP
Answer: C
Explanation:
TCP is an example of a connection-oriented protocol. It requires a logical connection to be established between the two processes before data is exchanged. The connection must be maintained during the entire time that
communication is taking place, then released afterwards. The process is much like a telephone call, where a virtual circuit is establishedthe caller must know the persons telephone number and the phone must be answeredbefore
the message can be delivered.
TCP/IP is also a connection-oriented transport with orderly release. With orderly release, any data remaining in the buffer is sent before the connection is terminated. The release is accomplished in a three-way handshake between
client and server processes. The connection-oriented protocols in the
OSI protocol suite, on the other hand, do not support orderly release. Applications perform any handshake necessary for ensuring orderly release.
Examples of services that use connection-oriented transport services are telnet, rlogin, and ftp.
Question: 200
Which layer of the TCP/IP stack combines the OSI model physical and data link layers?
A. Internet layer
B. transport layer
C. application layer
D. network access layer
Answer: D
Explanation:
The Internet Protocol Suite, TCP/IP, is a suite of protocols used for communication over the internet. The TCP/ IP model was created after the OSI 7 layer model for two major reasons. First, the foundation of the Internet was built
using the TCP/IP suite and through the spread of the World Wide Web and Internet, TCP/IP has been preferred. Second, a project researched by the Department of Defense (DOD) consisted of creating the TCP/IP protocols. The
DODs goal was to bring international standards which could not be met by the OSI model.
Since the DOD was the largest software consumer and they preferred the TCP/IP suite, most vendors used this model rather than the OSI. Below is a side by side comparison of the TCP/IP and OSI models.
Question: 201
Which OSI layer header contains the address of a destination host that is on another network?
A. application
B. session
C. transport
D. network
E. data link
F. physical
Answer: D
Explanation:
Only network address contains this information. To transmit the packets the sender uses network address and datalink address. But the layer 2 address represents just the address of the next hop device on the way to the sender. It is
changed on each hop. Network address remains the same.
Question: 202
DRAG DROP
On the left are various network protocols. On the right are the layers of the TCP/IP model. Assuming a reliable connection is required, move the protocols on the left to the TCP/IP layers on the right to show the proper encapsulation
for an email message sent by a host on a LAN. (Not all options are used.)
Select and Place:
Answer:
Question: 203
Which three statements are true about the operation of a full-duplex Ethernet network? (Choose three.)
A. There are no collisions in full-duplex mode.
B. A dedicated switch port is required for each full-duplex node.
C. Ethernet hub ports are preconfigured for full-duplex mode.
D. In a full-duplex environment, the host network card must check for the availability of the network media before transmitting.
E. The host network card and the switch port must be capable of operating in full-duplex mode.
Answer: ABE
Explanation:
Half-duplex Ethernet is defined in the original 802.3 Ethernet and Cisco says you only use one wire pair with a digital signal running in both directions on the wire. It also uses the CSMA/CD protocol to help prevent collisions and to
permit retransmitting if a collision does occur. If a hub is attached to a switch, it must operate in half-duplex mode because the end stations must be able to detect collisions. Half-duplex Ethernet typically 10BaseT is only about
30 to 40 percent efficient as Cisco sees it, because a large 10BaseT network will usually only give you 3- to 4Mbps at most.
Full-duplex Ethernet uses two pairs of wires, instead of one wire pair like half duplex. Also, full duplex uses a point-to-point connection between the transmitter of the transmitting device and the receiver of the receiving device,
which means that with full-duplex data transfer, you get a faster data transfer compared to half duplex. And because the transmitted data is sent on a different set of wires than the received data, no collisions occur. The reason you
dont need to worry about collisions is because now Full-duplex Ethernet is like a freeway with multiple lanes instead of the single-lane road provided by half duplex. Full-duplex Ethernet is supposed to offer 100 percent efficiency
in both directions; this means you can get 20Mbps with a 10Mbps Ethernet running full duplex, or 200Mbps for FastEthernet.
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Cisco Collaboration learner - BingNews https://killexams.com/pass4sure/exam-detail/500-325 Search results Cisco Collaboration learner - BingNews https://killexams.com/pass4sure/exam-detail/500-325 https://killexams.com/exam_list/Cisco Cisco Collaboration Gets A Turbo Charge With AI, Machine Learning

ARTICLE TITLE HERE

Cisco Systems is injecting artificial intelligence and machine learning into the infamously-too-complicated meeting experience.

Cisco's on-demand video conferencing and collaboration platform WebEx has been updated with several common user pain points in mind. These enhancements will make it easier for users to join meetings, learn about who they are meeting with, and get up to speed on the meeting agenda, Keith Griffin, CTO of Cisco's Team Collaboration Group, told CRN.

"It's all about reducing boundaries and making a seamless overall collaboration experience," Griffin said. "We knew there were ways to make that better using machine learning and analytics."

[Related: Cisco Capital Is Clearing Hurdles For Partners Transitioning To A Recurring Revenue Model]

On Monday, Cisco introduced People Insights, a new feature that serves up real-time profiles of meeting attendees. The feature uses AI and context to search the Web and company directories to find the correct, up-to-date information about a person, even if that person has a common name. People Insights is available as a trial, with general availability planned for April, according to Cisco.

"We wanted to create a more dynamic environment that was more contextual for meetings," Griffin said. "We wanted everyone to be able to see the most up-to-date professional information about people attending the meeting, and about their companies."

Cisco also thought of regulations such as General Data Protection Regulation ( GDPR) and personal preferences when creating People Insights, Griffin said. All information is editable by users or hide their profiles completely.

Cisco Webex's Web Assistant, a personal assistant feature, has also been updated to include Proactive Join, the ability to enter a meeting upon walking in a conference room or huddle space using intelligent proximity technology. First Match was also introduced, a feature that uses machine learning to determine who a user is most likely trying to call based on who an employee speaks to most often in their Webex Teams spaces. Both proactive Join and First Match are available now.

"The idea is to speed up those interactions of joining meetings, and in the future, scheduling meeting and having the [Web Assistant] do those kinds tasks so we can get on with the meeting instead of the administrative tasks," Griffin said. "The only thing better than having on button to push is having none at all."

Coming this June is Facial Recognition, a feature that can attach name and title labels to employees during a video meeting, an especially powerful option for large meetings, Griffin said.

Users have the ability to opt in or out with the new Facial Recognition Webex feature, Griffin said.

The latest updates will give partners not only new features to talk to their customers about, but the ability to transform their customers' businesses and change attitudes about collaboration, Jay Weisblatt, global partner manager for Cisco collaboration, said.

"It really opens new doors for partners and customers for new workflows and new conversations that they weren't able to have with the previous product," he said.

Cisco said that Webex is used by 130 million users a month.

Tue, 19 Mar 2019 01:00:00 -0500 text/html https://www.crn.com/news/networking/cisco-collaboration-gets-a-turbo-charge-with-ai-machine-learning
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Cisco Collaboration Leader Rowan Trollope Departs To Become CEO Of Five9

Cisco Systems executive Rowan Trollope , senior vice president and general manager of applications and, until recently the head of its Internet of Things business, has left the company to take the helm of Five9.

He will start Thursday as CEO of the San Ramon, Calif.-based company, which offers cloud software for contact centers.

Replacing Trollope as leader of Cisco's collaboration division will be Amy Chang, a Cisco board member whose startup, Accompany, Cisco said Tuesday it had reached a deal to acquire for $270 million. Cisco noted Trollope's departure in the statement about the Accompany acquisition.

Trollope was one of Cisco's most-esteemed executives and is credited with guiding a major overhaul of its collaboration portfolio to a cloud model, which brought the division from losses to double-digit growth. He led the development of Cisco Spark, which was the cornerstone of Cisco's future vision for its cloud-based collaboration business.

He also led Cisco's IoT business until the end of March, when Liz Centoni, senior vice president and general manager of Cisco's Computing Systems Product Group took over those duties, Cisco said.

Just last week, Cisco revealed it was terminating stand-alone versions of its Spark collaboration products and folding them into its Webex platform as a feature called Webex Teams to reduce the complexity of having the two systems living side-by-side. Cisco also launched the Webex Meetings application, as well as a new Webex Assistant and a Webex Share device.

Trollope came to Cisco from Symantec in 2012 to run the collaboration unit, which develops products like Webex videoconferencing, Unified Communications Manager, and contact center solutions that directly compete with Five9.

In 2015 Trollope assumed responsibility for the networking leader's global IoT business and its larger applications division, which includes the collaboration unit.

When it closes the deal for Accompany, based in Los Altos, Calif., Cisco will add an intelligent business prospecting solution to that collaboration portfolio that will be infused into some of those other products.

The startup, founded in 2013, uses artificial intelligence to probe a database of business leaders, including profiles of every Fortune 500 CEO, and deliver relationship insight.

Cisco, in a statement, said the startup's technology will "accelerate priority areas across its collaboration portfolio" including dropping user and company information into Webex meetings.

Chang, Accompany's founder and CEO, will take the helm of those projects as senior vice president for Cisco's Collaboration Technology Group. Her team from Accompany will come on board with her.

Chang is already highly familiar with Cisco's business as a board member of the networking giant since 2016. She has resigned that seat to take the job as a day-to-day manager.

Chang also sits on the board of Procter & Gamble, and has previously been a director for Splunk and Informatica.

Between 2005 and 2012, she was a product leader at Google in charge of the analytics platform that measures the effectiveness of its advertising services.

’Together, we have a tremendous opportunity to further enhance AI and machine learning capabilities in our collaboration portfolio and continue to create amazing collaboration experiences for customers," said Chuck Robbins, Cisco's CEO, in a prepared statement.

Sat, 09 Dec 2023 08:07:00 -0600 text/html https://www.crn.com/news/applications-os/300102981/cisco-collaboration-leader-rowan-trollope-departs-to-become-ceo-of-five9
Sustainability, Collaboration, and Cisco: A Channel Leader's Perspective

NORTHAMPTON, MA / ACCESSWIRE / November 28, 2023 / Cisco Systems Inc.

By Stacy Betts

As a Cisco channel leader, I recognize the importance of understanding our partners' sustainability endeavors in the Americas, as collaborative efforts and mutual support are imperative in addressing the significant sustainability challenges we confront. In this regard, I had the privilege of conducting interviews with several Cisco partners to discuss their challenges, uncover opportunities, and explore how Cisco can offer support.

Throughout these discussions, a common theme emerged: the need to bring our partners together for collaborative engagement, knowledge sharing, and in-depth conversations on building sustainable business models and offerings. The aim is to ensure not only the success of our partners but also the achievement of our mutual customers' sustainability goals.

Prioritizing sustainability is also a business imperative

A key revelation from these conversations is the recognition that prioritizing sustainability is not just an ethical choice; it's also a vital business imperative. While there may be situations where the choices between speed and convenience conflict with what is morally right, aligning our efforts with the objective of creating an inclusive and environmentally responsible future is not only ethically sound but also central to Cisco's overarching mission.

To help us share insights for the better good, the Americas partner sustainability community now convenes on a quarterly basis with a dedicated leadership team committed to helping customers realize their sustainability objectives. These gatherings provide valuable insights from Cisco leaders on the broader sustainability strategy. They also serve as a platform for introducing the latest Cisco programs and tools centered on sustainability, hosting industry and ecosystem partners to share their go-to-market strategies and offerings, discussing sustainability funding, and encouraging partners to share their own experiences and lessons learned.

Inclusive engagements

Sustainability is a concept that calls for inclusivity. It acknowledges that no single individual or group can bring about the needed changes on their own. What we require is a concerted effort that actively engages individuals empowered by organizations to create a culture of sustainability.

At Cisco, we strongly encourage everyone to engage with their local communities in ways that hold personal significance. This can take various forms, such as participating in beach cleanups, contributing to habitat restoration, supporting wildfire prevention, or engaging in organic waste and edible food recovery initiatives, among others. These efforts must address both the current sustainability challenges our planet faces today and inspire and educate future generations to carry this work forward.

Partnering for purpose

In addition, leadership plays a crucial role in driving these sustainability efforts. Leaders must lead by example, inspire others to join the cause, and ensure that everyone participates. It is a collective endeavor, and leaders must be at the forefront of the solution, making tangible commitments, both in financial terms and in the way their businesses operate, to become more sustainable entities.

At Cisco, our objective is to facilitate collaboration, create scalable solutions, and enable the sharing of best practices with partners globally. The "Partnering for Purpose" initiative aligns perfectly with Cisco's vision of an inclusive future. I'm thrilled to announce that in fiscal year 2024, Cisco will introduce sustainability offerings across our services portfolio in four key areas: Sustainable Data Centers, Smart Buildings and Workspaces, Internet of the Future, and Industry Solutions and Ecosystems.

Reducing our carbon footprint necessitates a shift in mindset, challenging us to think differently about how we design technologies, support our employees, and help our customers address challenges. For instance, through Cisco Refresh, we remanufacture and certify used network routers, switches, phones, and collaboration products, extending the value of our customers' budgets while reducing the environmental impact associated with old technology. This is a win-win solution for all parties involved.

A Commitment to Sustainability

My aspiration is for all of us to lead happy, healthy lives and enjoy our planet in a way that ensures future generations can do the same. As a leader, I encourage others to integrate sustainable practices into every facet of their lives and endeavors. Building a culture of sustainability requires the commitment of all individuals to make choices today that will protect us from bearing the consequences of poor decisions tomorrow. Whether it's protecting our oceans, nurturing emerging leaders, or running our businesses in a manner that safeguards the future, sustainability is a shared endeavor that benefits us all.

To learn more about what commitments Cisco has made to ensure a better tomorrow, read our 2022 Cisco Purpose Report.

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View additional multimedia and more ESG storytelling from Cisco Systems Inc. on 3blmedia.com.

Contact Info:
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SOURCE: Cisco Systems Inc.

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Mon, 27 Nov 2023 15:25:00 -0600 en-US text/html https://finance.yahoo.com/news/sustainability-collaboration-cisco-channel-leaders-132500988.html
Cisco and edForce Initiate a Learning Revolution in Indian IT

Bengaluru (Karnataka) [India], December 20: In a seismic move set to redefine the landscape of the Indian IT industry, global tech giant Cisco has inked a transformative partnership with edForce, the avant-garde of workforce skilling. This strategic alliance marks the dawn of a new era in upskilling, promising to reshape the future of learning in India.

Ravi Kaklasaria, the dynamic Co-founder and CEO of edForce, expresses his excitement, stating, "This partnership with Cisco is a game-changer for edForce. We are on a mission to empower Indian professionals with globally recognized certifications and skills. Get ready for a learning revolution!"

Cisco, boasting a record revenue of nearly $57 billion, up 11% YoY, reinforces its unparalleled expertise in Networking, Security, Collaboration, Data Center, and the Internet of Things to the Indian subcontinent through this partnership. Over 95% of companies leveraging Cisco's learning products report turbocharged efficiency, making this collaboration a gold standard in IT upskilling.

This partnership with edForce promises not just courses but an experiential journey backed by world-class instructors, certifications, and hands-on labs. It might just be the next revolution, setting the stage for organizations and professionals to not just adapt but thrive in the digital future.

In the dynamic landscape of IT, this collaboration stands as the guiding beacon propelling India's workforce towards global excellence. As witnessed with AXELOS PeopleCert's introduction of certifications through edForce, the Cisco-edForce partnership marks the crescendo of a transformative journey—a symphony of innovation and learning echoing beyond borders. Just as with esteemed partners like AWS, Microsoft, and others, edForce emerges as a disruptive force, poised to reshape and reinvent the Indian IT industry. With a trajectory marked by exponential growth and world-class partnerships, edForce is not just entering the arena; it's defining a new era with unparalleled vigor and vision. For more details visit http://www.edforce.co

About edForce

edForce, a Workforce Upskilling Accelerator, helps Enterprises, big and small, with all their learning needs – training, fresh hire onboarding, certifications, learning paths, assessments, labs, infra etc, and is handpicked as a knowledge partner by some of the finest names in the industry such as Infosys, Walmart, Siemens, Sony, Microsoft, HP, Dell, Flipkart, Amazon, Mindtree, DXC, Boston Scientific, Tech Mahindra, ITC Infotech, etc, to name a few. With a diverse ecosystem of partners and a vast portfolio of training programs, edForce delivers high-quality learning experiences in areas such as cloud computing, agile, cybersecurity, project management, and IT service management.

For more information, visit https://www.edforce.co.

Wed, 20 Dec 2023 16:02:00 -0600 en text/html https://www.deccanherald.com/brandspot/sponsored/cisco-and-edforce-initiate-a-learning-revolution-in-indian-it-2820321
How Companies Can Use Collaboration Tools To Facilitate Hybrid Work

Founder and Principal Analyst, ZK Research with a focus on emerging technologies that enable organizations to transform digitally.

Much has been written about the sudden shift to remote work. The Covid-19 pandemic forced companies to close their doors and send their employees to work from home. And as companies begin welcoming some of their employees back into the office, the conversation has shifted quickly from remote work to hybrid work. 

I couldn’t agree more with Satya Nadella, the CEO of Microsoft, who said, “Over the past year, no area has undergone more rapid transformation than the way we work. Employee expectations are changing, and we will need to define productivity much more broadly — inclusive of collaboration, learning, and wellbeing… All this needs to be done with flexibility in when, where, and how people work.” Flexibility is the future and how we prepare and support our employees will dictate its success.

It was technology that allowed us to work remotely, and it will be technology that will help us enter hybrid mode. The most important piece of that equation is the collaboration tools we’ll use. When the pandemic hit, many companies chose tools in a panic, quickly trying to find ways for employees to work together from different locations. But now is the time to step back and think about what you and your company need.Find the tools that will support your teams and set you up for ongoing success. 

The type of work most people do is reliant on ongoing and consistent collaboration with others. In truth, the best solution for collaboration is everyone sitting in a room together. A close second is if everyone is on products.  There is no shortage of vendors to choose from which includes companies such as Avaya, Zoom, RingCentral or Cisco Webex. This is because everyone is using the same medium.  But as many companies move to a hybrid workplace, with people both in the office and remote, it’s incredibly important to find a solution so everyone can remain equally represented in meetings and while collaborating. This matters not only because every voice should be heard, but because it  encourages and maintains engagement from employees.

There is an innate danger when some employees are in the room and some are on video: inequality of experience, inconsistent participation and low engagement. Lack of engagement can be the silent killer in companies. Those who are passively disengaged end up leaving, and this is a real concern in a hybrid scenario.

There are six keys to keep in mind as you research and test different solutions to find the right tool(s) for your company.

1. Identify solutions that mimic in-person meetings.

Fortunately, there is an abundance  of AI technology that makes remote work just as (if not more) effective than being there in person: tools that display someone’s name on the screen, facial recognition, gesturing functionality, transcription tools, and more. 

Transcription tools, for instance, can be a game changer, and not only for those in the room. It’s a great tool for those tasked with note taking, as we all know how hard it can be to take notes in real-time without missing some parts of the conversation. But also, if someone misses a meeting, they can quickly catch up afterwards by just reading the transcription. Many vendors, such as Avaya and RingCentral include this as part of the service but there are standalone products such as Otter.ai 

Webex and BlueJeans recently added gesturing functionality which captures hand movements so attendees can react to speakers without saying a word. For example, if the CEO asks a question, someone can do a thumbs up with their hand and a “thumbs up” emoticon will pop up on their screen for all to see. 

2. Acknowledge and address ‘tool fatigue.’

There are so many tools on the market that solve a specific need, but in many cases, a company ends up using several to meet all needs. There’s a video meeting tool, white boarding tool, project management tool, communication tool- it just gets to be too much for employees to manage. There are technology companies that have found good ways to merge two or three of the functionalities, but there still isn’t one solution that inherently links everything together. 

So as you and your executive team work to identify the right tools to use, keep in mind that employees will reach a limit of tools to manage. Look for solutions that allow for seamless integration and try to minimize the number of tools used. 

3. Pick technologies that work for everyone. 

The tools you select need to address all levels of workers, not just the tech-savvy. Intuitive, quick-to-implement and easily integratable are must-haves. And make sure the tools are inclusive. Most platforms include accessibility features that help blind or deaf employees participate as well, including closed captioning, screen readers and magnifiers. And if you’re meeting with employees or clients that speak another language, Avaya, Zoom and Webex can translate in real time. 

4. Make endpoint hardware part of the decision. 

When people are at home, the computer or mobile device is the primary interface but in the office, room systems, desktop units and conference endpoints are used. These have evolved significantly over the past few years and are now usable through speech interfaces, mobile integration and some vendors, such as Mitel have created anti-microbial surfaces to stop the spread of germs. There is a wide range of endpoint options with companies like Cisco, Mitel and Avaya making their own devices for a fully integrated experience where a company like Zoom partners with third parties for broader choice. The only way to determine which is best for your organization is to try them. 

5. Digitize everything 

In a world where everyone is working in a different place, it’s critical to make sure everything is accessible digitally.  Messaging has digitized paper making it easier to share. The one last collaboration tool to be digitized is the white board. This is an area that’s highly misunderstood and has seen tremendous evolution. For example, Cisco’s Webex board allows users to attach virtual “sticky notes'' as they would with a physical board. Avaya and Zoom both have virtual white boards integrated into their meeting products for fast access. Another approach is to digitize a physical board the way Kaptivo does (recently acquired by Lifesize). This has the advantage of letting people use something they are comfortable with but the downside is that it's not interactive. 

6. Use the data from your tools!

Almost all of these tools provide data to users. Some provide admin dashboards and others give users their individual data. If you have the data available, use it! Guard against employee burnout by limiting the number of meetings hours a day. “Zoom burnout” is a real thing and managers can use this information to help keep meetings to a minimum. There is so much data generated from these meetings, including engagement. Keeping an eye on these statistics can help gauge and improve overall productivity. Just remember to keep it all on the up and up. That last thing you want is for employees to think you’re spying on them. 

Collaboration leads to success, and we all want to provide our employees with the tools to communicate and succeed. Take the time to find the right tools and implement the right processes to make hybrid work as productive as possible.


Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?


Fri, 23 Jul 2021 07:32:00 -0500 Zeus Kerravala en text/html https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/23/how-companies-can-use-collaboration-tools-to-facilitate-hybrid-work/
The Top Ten HR Trends That Matter Most In 2024

Rapid use of Generative AI, the emergence of a new blended workforce of humans and digital workers, and increasing employee fear of being obsolete (FOBO), together prove what Intel co-founder Gordon Moore (and the author of Moore’s Law) said, at any given point in time, “change has never been this fast and will never be this slow ever again.”

Resiliency, agility, and adopting a “test and learn approach” will mark the winning strategies for 2024.

As I have done in in 2016, 2017, 2018, 2019, 2020, 2021, 2022, and 2023, here is my countdown of what you should include on your HR roadmap for 2024.

1. Generative AI Will Be Your New Work Buddy

In 2024, Generative AI will shake up how we think about what work we do and what we delegate to our new “work buddy.” This will be the year of specialized AI powered assistants working side by side with humans. Teachers will get a copilot for homework grading, such as Class Companion. Architects will get an AI assistant for design, SketchPro, and online learners studying at Kahn Academy will be able to access Kahnmigo to aid in brainstorming helping them to become better writers and learners while decreasing a teacher’s administrative workload.

Walmart launched one of the largest AI powered work buddies, called My Assistant, an AI powered app to help Walmart’s 50,000 corporate employees be more productive in summarizing long documents, creating new content, and taking over routine tasks that humans did in the past. Microsoft’s Co-Pilot, soon to launch, will integrate generative AI into Microsoft 365, allowing workers to perform at a much higher level. Jared Spataro, Microsoft Corporate Vice President, believes Microsoft Co-Pilot will transform meetings from a point in time and place to a knowledge object. This means employees working with Microsoft Co-Pilot will not only be able to create a summary of the meeting, but also use Co-Pilot to query the group’s sentiment on the meeting topic, the dissenting opinions, who the key dissenters were, and the agreed-to next steps. While these AI powered work buddies can boost efficiency and performance, it will be up to humans to have a strategy to capitalize on their potential.

2. Generative AI Will Impact How Managers Lead

Generative AI has evolved to one of the fastest adopted technologies, with nearly 200 million users of ChatGPT since it launched on November 30, 2022. Business and HR leaders are struggling with how to keep pace with rapid adoption in the workplace. The impact on managers is not simply in training employees on how to use Generative AI, but also in helping managers lead teams of humans and digital workers. Morgan Stanley estimates Generative AI technologies will likely affect a quarter of all occupations that exist today, and this will rise to 44% within three years. To address this, companies and education providers need to provide training on how to use Generative AI. Within the next three years, this will translate into a $16 billion market for re-skilling workers displaced by Generative AI.

As Generative AI becomes increasingly adept at problem solving, it will be up to managers to get better at problem finding. Managers will be working side-by-side with their human and digital teams to foster a culture of continuous learning while leaning into their uniquely human skills, such as relationship building, communications, and collaboration. One thing is certain: Generative AI will drive organizational change, impact workflows, automate some jobs, and create new ones. But it will always be humans augmented by machines that will create innovation.

3. The Fear of Obsolescence Will Force Companies to Increase Spending in Career Development & Mobility

While employers see the promise of increased productivity using Generative AI, a recent survey by EY reports that 75% of employees are concerned AI will make certain jobs obsolete, and two-thirds say they fear AI will replace their job. This fear of being obsolete is causing employees to seek out training in using Generative AI and acquiring new skills to better deal with their fears. PwC announced a $1 billion investment in training its workers on AI with courses on topics such as the ethics of AI, responsible use of AI, and how to create AI prompts to generate the best results. Their goal is to engage 75,000 U.S. PwC employees to both enroll and complete these courses.

In addition to training employees on how to use Generative AI, there is an explosion of new internal talent marketplaces as companies continue to find it difficult to successfully recruit external talent. Internal talent marketplaces have become the de facto way companies connect employees with internal career opportunities and resources to grow in their careers. For example, Grow at Key is KeyBank’s AI powered employee-led, and manager supported talent platform to support internal talent mobility. Launched with the vision that every employee can be the CEO of her own career, Grow at Key provides a range of resources, from matching employees to new job roles to accessing mentoring, coaching, and stretch assignments. To date, there has been a 60% increase in employees engaging in training programs and one in three KeyBank employees have enrolled in an Investing in My Development session to prepare them for understanding how to better manage their careers.

4. Hybrid Work Environments Are Good for Business

Companies need to stop debating the merits of hybrid work and realize this is the new way of working for many knowledge workers as we enter 2024. An ADP survey of 32,000 workers reports that 64% of workers would consider quitting if asked to return to the office full time. Recent research shows companies that allow choice and a remote first/hybrid work environment have revenue growth four times faster than their peers who are more stringent about office attendance. This research conducted by Boston Consulting Group and Scoop Technologies Inc. among 554 public companies employing 26.7 million people, found that “fully flexible” firms — which are either completely remote or allow employees to choose when they come to an office — increased sales 21% between 2020 and 2022, on an industry-adjusted basis. The better growth rates for more remote-friendly companies reflects their ability to hire faster and from a wider geographic area, along with higher rates of employee retention.

As hybrid work becomes the norm, leaders must have a plan to combat proximity bias, or the phenomenon of favoring in-person workers for career development, mentoring, and stretch assignments at the expense of those who work remotely. Hybrid work environments “work” when leaders ensure they are equitable for all and grant autonomy for individual leaders to determine when and where work happens, rather than follow a CEO mandate. Leaders must remember presence in the office does not equate to performance, so they need to shift from “managing by walking around,” to “managing by connecting across geographies.”

5. The Workforce Is a Blend of Full-time Employees, Part-Timers, Contingent Workers, and Digital Workers

Remember when the blended workforce was simply a distinction between full-time workers and part-time workers. Today’s work now gets accomplished by a blend of full-time workers, part-timers, teams of contractors, contingent workers, and digital workers, the later designed to augment some tasks of human labor. In fact, Statista reports a growth in all sectors except full-time workers, with part-timers (growing from 20 million in 1990 to 26 million in 2022) and contingent workers forecast to be half of the US workforce by 2027.

This blended workforce is not a new concept; it’s been around for decades. What’s different now is that a greater percentage of key jobs are performed by contingent workers. Overall, we are starting to see upwards of 30% to 50% of a global organization’s total workforce composed of contingent workers. MIT Sloan Management Review reported that the Novartis workforce includes 110,000 full time employees plus 50,000 contractors and temporary workers. Cisco has 83,000 full time employees and 50,000 plus contingent workers of various types. This new workforce ecosystem requires a new set of management practices, and leadership approaches, especially as 81% of companies in a recent HBR Analytical Services survey report that contingent workers are important to their organization, but only 38% say that their organization is effective at managing them.

Leaders will need to acknowledge they will have more types of contributors—human and digital, full time, part time and contingent—that must seamlessly work together. What is needed is a total workforce strategy where HR plays a central role in coordinating all the cross-functional disciplines that hire internal and external workers.

6. The Four Day Work Week is Desired by Both Front-line and Knowledge Workers

Many of the assumptions we have about how we work, when we work, the needs of our workers, the demographics of the workforce, and where we work have been changed forever. One of the major changes, as we move into 2024, is our assumptions about a five-day work week. All workers, including both frontline and knowledge workers, want flexibility in when they work. Research conducted among 1,301 workers found 41% of both front-line workers and knowledge workers want flexibility in when they work, and 56% of front-line workers and 69% of knowledge workers want the ability to opt for a 4-day work week with no pay reduction.

As I wrote in my Forbes column, the UK four-day work week pilot was conducted among 61 companies and found 56% intend to continue trying the four-day week citing benefits of increased productivity and decreased employee attrition. These UK companies adopted the 80-100-100 model of flexible working: a drop in hours to 80% of their standard work week, while retaining 100% pay and 100% productivity.

Experiments on a shortened work week are also occurring in the US. For example, several Chick-Fil-A stores are allowing front-line workers the opportunity to work 13 hour shifts for three consecutive days with full pay. The results so far have been increased retention while maintaining customer service efficiencies.

However, it’s important to remember the three- or four-day work week is not a one size fits all solution. Companies should adopt a “test and learn approach,” focusing on the type and magnitude of changes required to allow for a shortened work week, the level of employee and manager training needed, and the type of well-being support required for new ways of working.

7. Cognitive Skills Will Increase in Importance as Generative AI Gains Traction

The World Economic Forum estimates that 44% of a workers’ core skills are expected to change in the next five years. While there are endless lists of the most important skills for the future, World Economic Forum identifies five core skills that will increase in importance in the next five years. This are shown in Figure 1 as:

Cognitive skills are growing in importance, reflecting the increased demand for creative and analytical thinking in the age of AI. This combined with technological literacy, the third fastest growing skill along with the skills of resilience, flexibility, curiosity, and lifelong learning are evidence that leaders will continue to emphasize a culture of lifelong learning. As Generative AI gains traction, one skill I see that is foundational to all of them is the ability to be digitally curious, meaning seeking out and using new and emerging digital technologies to enhance one’s cognitive skills. I think about the past few years where some of the new technologies I have used include Mural, an online visual collaborative tool, StreamYard, a live streaming studio, and ChatGPT 4.0 and Pictory, to create a new video entitled, Flexible Work for All. This is the start of building my digital curiosity muscle, trying out these platforms and seeing what they might mean for enhancing my work.

8. Holistic Financial Well-being Is The Must Have Benefit for 2024

Financial well-being among workers is eroding. LendingClub reports 61% of American workers live paycheck to paycheck and lack a core set of financial literacy skills, and over half of workers earning $100,000 are living paycheck to paycheck.

Unifi, a leader in aviation services with more than 23,000 employees, became aware of this two years ago and created a new offering for frontline workers to access their earned wages on-demand. Since then, this has grown beyond early access to wages to a holistic financial well-being offering with almost 20% frontline workforce enrolled and taking advantage of free services including anonymous financial coaching and customizable saving plans. Dr. Archana Arcot, Chief People Officer at Unifi, believes that, “the major driver of this program is to relieve an employee’s financial stress and make financial wellness part of their everyday life.”

MetLife reports nearly half of workers surveyed cited financial concerns as the cause of poorer mental health. To address this, Unifi adopted a Goal Based Savings program which resulted in the company moving to the top 1% with a total amount saved of $10,000+ YTD, as reported by Payactiv. By offering holistic financial well-being programs, companies like Unifi can not only enhance their employee experience but build financial wellness into their employer value proposition and be better able to attract talent in a tight labor market.

9. The Sexy C-Suite Job For 2024 Is Chief Artificial Intelligence Officer

While we have seen a myriad of new C-suite job roles in the past decade—from Chief Medical Officer to Chief Ethics Officer—the Chief Artificial Intelligence Officer is coming at a time when organizations are looking for guidance with how to create guidelines and policies for safe and ethical use of generative AI in the workplace. LinkedIn reports 44% globally and 57% in the U.S. say their organizations don’t have policy guidelines or training for how to use these new tools at work.

Organizations are starting to appoint a new C-suite player to lead this effort. Research from Foundry, an IDG company, finds 11% of mid-size to large organizations already have an individual with the role of Chief Artificial Intelligence Officer and another 21% of organizations are actively seeking such a person for this role. This role is growing in importance as business leaders develop an AI strategy, create governance practices, and engage cross functional leaders in safe, ethical, and responsible use of generative AI.

A new Wavestone survey of Data and AI leaders found 61.7% report the responsibility for Generative AI is currently part of the Chief Data Officer (CDO) remit. But a growing number of organizations are creating a new role, the Chief Artificial Intelligence Officer (CAIO) to oversee AI developments for their organization. “This will be very much a focus during 2024,” says Randy Bean, Innovation Fellow at Wavestone.

10. An Organization’s Sustainability Record Will Attract and Retain Talent

As the talent marketplace continues to be competitive, climate change and sustainability has become one of the defining challenges for current and future generations. A growing number of publicly traded companies, such as Alphabet, Apple, Cisco, and PayPal, have created sustainability annual reports with Alphabet committing its entire $5.57B Sustainability Bond to support environmentally and socially responsible projects such as clean energy, clean transportation, and circular economy design.

A company’s sustainability record is proving to make a difference in talent acquisition and retention. Research by IBM Institute for Business Value, found 70% of workers and those in the job market, are drawn to environmentally sustainable employers. And almost half of these workers said they would take a lower salary to work for environmentally and socially responsible organizations. Gartner predicts employers will respond by promoting climate change protections, such as offering employees shelter during natural disasters, as part of employee benefit offerings.

In addition, a growing number of universities are building ambitious goals to integrate sustainability into their curriculum, campus operations, and endowment. The University of Toronto, placing first out of 1,400 universities in environmental and social impact, is making headway to de-carbonize its campus by 2050, developing new energy efficient student centers, and committing to climate responsible construction.

The Global Business School Network, a network of 150 global business schools in 50 countries, has several new initiatives for universities to share sustainability “next practices.” While companies and universities are each addressing sustainability, I see the need for greater collaboration among them, as both employees and students weigh the environmental impact of their employer and university. Sustainability is both a business and educational issue requiring joint corporate and university solutions.

What’s important to you as you reflect on your 2024 HR Playbook?

Follow me on Twitter and LinkedIn.

Thu, 04 Jan 2024 05:12:00 -0600 Jeanne Meister en text/html https://www.forbes.com/sites/jeannemeister/2024/01/04/the-top-ten-hr-trends-that-matter-most-in-2024/
Cisco exceeds goal to positively impact one billion people
  • The milestone coincides with the launch of Cisco’s annual Purpose Report, providing updates on its ESG and social impact progress through fiscal year 2023.
  • Delivering impact locally, Cisco’s Country Digital Acceleration program is running in collaboration with the UAE’s Artificial Intelligence, Digital Economy and Remote Work Applications Office.
  • Through Cisco Networking Academy, more than 105,000 learners in the UAE have gained IT skills to transform their careers.

DUBAI, UAE — One year ahead of schedule, Cisco has surpassed its goal to make a real, tangible difference in the lives of one billion people, leveraging a powerful combination of technology and people, backed by its purpose to power an inclusive future for all.

To achieve its goal of positively impacting one billion people by 2025, Cisco invested in nonprofits through its Social Impact grants and Networking Academy to help them develop and scale technology-based solutions for the critical challenges facing communities around the world. Cisco also worked with local and national governments, including the UAE, to empower communities with IT skills, helping develop the workforce of the future and fostering digital inclusion – all measured by a rigorous tracking methodology.

“Through collaboration with national leadership, industry and nonprofit partners, as well as the dedication of our people, we are proud to celebrate impacting more than one billion lives globally. We will continue to leverage the power of technology and partnerships in the UAE and across countries around the world deliver a secure, connected and inclusive future for all,” said Reem Asaad, Vice President, Cisco Middle East and Africa.

Cisco’s Country Digital Acceleration (CDA) program is a long-term partnership with national leadership, industry and academia to stimulate innovation, grow GDP and expand job creation. In the UAE, the CDA program was launched in 2018 and has since recorded over 20 completed digitization projects across industries such as healthcare, tourism, transportation, education, retail and more.

Cisco renewed its commitment in 2022 – signing a collaboration framework with the UAE’s Minister of State for Artificial Intelligence, Digital Economy and Remote Work Applications Office – expanding their collective impact. The current initiative focuses on areas including sustainability, cybersecurity, talent development, SME empowerment and digital infrastructure.

In the same year, Cisco collaborated with the UAE Coders HQ to establish the ‘Sibaq Lahja’ program – aiming to equip young coders and software engineers with the skills required to develop and deploy AI solutions in the realm of Arabic Natural Language Processing (NLP).

In 2023, Cisco has also collaborated with the UAE’s Ministry of Economy on a digitization initiative that provides entrepreneurs with access to innovation labs, technical expertise, and business development opportunities. This initiative seeks to help boost the growth of small and medium enterprises (SMEs) in the country.

In light of ongoing advancements with generative artificial intelligence (Gen AI), and evolving cybersecurity threat that comes with the technology, the World Economic Forum (WEF) estimates that half the global labor force may need reskilling over the next two years, and 1.1 billion jobs will be transformed by technology in the coming decade.

In addition, there is the assessment that three million cybersecurity experts are needed to support the current global economy, signifying the imminent importance for initiatives like the Cisco Networking Academy – one of the longest standing IT-skills-to-jobs programs in the world.

Since the inception of Cisco Networking Academy in the UAE (in 1999), more than 105,000 learners have received IT skills training in-country, with a strong 45% female participation rate. This includes over 12,000 learners in Cisco’s 2023 fiscal year alone, participating via 38 academies across the Emirates. 

95% of students surveyed globally* cite the Academy’s impact in helping them attain a job or further education opportunities. This year, Cisco announced its goal to train 10 million people in digital and cybersecurity skills, over the next 10 years, across Europe, the Middle East, and Africa (EMEA).

Annual Purpose Report Released

This announcement accompanies the release of Cisco’s annual Purpose Report, which details its latest impact, goals, and progress on ESG topics, including environmental sustainability, social impact, digital access, philanthropy, supply chain, security and privacy, and diversity, equity, and inclusion. 

Learn more: cisco.com/go/esg-hub   

*Based on student outcome surveys of students participating in Cisco certification courses between fiscal 2005 (when exit surveys began) and fiscal 2023

About Cisco 

Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco.

Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.

Tue, 26 Dec 2023 19:37:00 -0600 en text/html https://www.zawya.com/en/press-release/companies-news/cisco-exceeds-goal-to-positively-impact-one-billion-people-j3rb77ua
Sustainability, Collaboration, and Cisco: A Channel Leader's Perspective

NORTHAMPTON, MA / ACCESSWIRE / November 28, 2023 / Cisco Systems Inc.

By Stacy Betts

As a Cisco channel leader, I recognize the importance of understanding our partners' sustainability endeavors in the Americas, as collaborative efforts and mutual support are imperative in addressing the significant sustainability challenges we confront. In this regard, I had the privilege of conducting interviews with several Cisco partners to discuss their challenges, uncover opportunities, and explore how Cisco can offer support.

Throughout these discussions, a common theme emerged: the need to bring our partners together for collaborative engagement, knowledge sharing, and in-depth conversations on building sustainable business models and offerings. The aim is to ensure not only the success of our partners but also the achievement of our mutual customers' sustainability goals.

Prioritizing sustainability is also a business imperative

A key revelation from these conversations is the recognition that prioritizing sustainability is not just an ethical choice; it's also a vital business imperative. While there may be situations where the choices between speed and convenience conflict with what is morally right, aligning our efforts with the objective of creating an inclusive and environmentally responsible future is not only ethically sound but also central to Cisco's overarching mission.

To help us share insights for the better good, the Americas partner sustainability community now convenes on a quarterly basis with a dedicated leadership team committed to helping customers realize their sustainability objectives. These gatherings provide valuable insights from Cisco leaders on the broader sustainability strategy. They also serve as a platform for introducing the latest Cisco programs and tools centered on sustainability, hosting industry and ecosystem partners to share their go-to-market strategies and offerings, discussing sustainability funding, and encouraging partners to share their own experiences and lessons learned.

Inclusive engagements

Sustainability is a concept that calls for inclusivity. It acknowledges that no single individual or group can bring about the needed changes on their own. What we require is a concerted effort that actively engages individuals empowered by organizations to create a culture of sustainability.

At Cisco, we strongly encourage everyone to engage with their local communities in ways that hold personal significance. This can take various forms, such as participating in beach cleanups, contributing to habitat restoration, supporting wildfire prevention, or engaging in organic waste and edible food recovery initiatives, among others. These efforts must address both the current sustainability challenges our planet faces today and inspire and educate future generations to carry this work forward.

Partnering for purpose

In addition, leadership plays a crucial role in driving these sustainability efforts. Leaders must lead by example, inspire others to join the cause, and ensure that everyone participates. It is a collective endeavor, and leaders must be at the forefront of the solution, making tangible commitments, both in financial terms and in the way their businesses operate, to become more sustainable entities.

At Cisco, our objective is to facilitate collaboration, create scalable solutions, and enable the sharing of best practices with partners globally. The "Partnering for Purpose" initiative aligns perfectly with Cisco's vision of an inclusive future. I'm thrilled to announce that in fiscal year 2024, Cisco will introduce sustainability offerings across our services portfolio in four key areas: Sustainable Data Centers, Smart Buildings and Workspaces, Internet of the Future, and Industry Solutions and Ecosystems.

Reducing our carbon footprint necessitates a shift in mindset, challenging us to think differently about how we design technologies, support our employees, and help our customers address challenges. For instance, through Cisco Refresh, we remanufacture and certify used network routers, switches, phones, and collaboration products, extending the value of our customers' budgets while reducing the environmental impact associated with old technology. This is a win-win solution for all parties involved.

A Commitment to Sustainability

My aspiration is for all of us to lead happy, healthy lives and enjoy our planet in a way that ensures future generations can do the same. As a leader, I encourage others to integrate sustainable practices into every facet of their lives and endeavors. Building a culture of sustainability requires the commitment of all individuals to make choices today that will protect us from bearing the consequences of poor decisions tomorrow. Whether it's protecting our oceans, nurturing emerging leaders, or running our businesses in a manner that safeguards the future, sustainability is a shared endeavor that benefits us all.

To learn more about what commitments Cisco has made to ensure a better tomorrow, read our 2022 Cisco Purpose Report.

View original content here.

View additional multimedia and more ESG storytelling from Cisco Systems Inc. on 3blmedia.com.

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SOURCE: Cisco Systems Inc.

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https://www.accesswire.com/810739/sustainability-collaboration-and-cisco-a-channel-leaders-perspective

Mon, 27 Nov 2023 23:25:00 -0600 en text/html https://www.morningstar.com/news/accesswire/810739msn/sustainability-collaboration-and-cisco-a-channel-leaders-perspective
Cisco and edForce Spark Learning Revolution in Indian IT

In a groundbreaking development poised to reshape the Indian IT industry, Cisco, a leading global technology company, has established a transformative partnership with edForce, a pioneering force in workforce skilling. This strategic collaboration signals the onset of a revolutionary era in upskilling, poised to redefine the landscape of education and learning in India. Ravi Kaklasaria, the dynamic Co-founder and CEO of edForce, expresses his excitement, stating, "This partnership with Cisco is a game-changer for edForce. We are on a mission to empower Indian professionals with globally recognized certifications and skills. Get ready for a learning revolution!".

With an impressive record-breaking revenue of nearly $57 billion, marking an 11% YoY growth, Cisco is leveraging its unparalleled expertise in Networking, Security, Collaboration, Data Center, and the Internet of Things to empower the Indian subcontinent through this strategic partnership. The impact of Cisco's learning products is evident, with over 95% of companies reporting a significant boost in efficiency. This collaboration with edForce sets a new benchmark in IT upskilling, offering more than just courses; it provides an immersive journey supported by top-tier instructors, certifications, and hands-on labs. Positioned as a potential revolution, it lays the foundation for organizations and professionals not just to adapt but to thrive in the evolving digital landscape.

In the dynamic landscape of IT, this collaboration stands as the guiding beacon propelling India's workforce towards global excellence. As witnessed with AXELOS PeopleCert's introduction of certifications through edForce, the Cisco-edForce partnership marks the crescendo of a transformative journey--a symphony of innovation and learning echoing beyond borders. Just as with esteemed partners like AWS, Microsoft, and others, edForce emerges as a disruptive force, poised to reshape and reinvent the Indian IT industry. With a trajectory marked by exponential growth and world-class partnerships, edForce is not just entering the arena; it's defining a new era with unparalleled vigor and vision. 

As a Workforce Upskilling Accelerator, edForce caters to the learning needs of enterprises, both large and small, offering comprehensive solutions including training, onboarding for new hires, certifications, learning paths, assessments, labs, infrastructure, and more. Recognized as a knowledge partner by industry leaders such as Infosys, Walmart, Siemens, Sony, Microsoft, HP, Dell, Flipkart, Amazon, Mindtree, DXC, Boston Scientific, Tech Mahindra, ITC Infotech, and others, edForce is entrusted by top names in the business. With a diverse network of partners and an extensive array of training programs, edForce provides top-notch learning experiences covering areas like cloud computing, agile methodologies, cybersecurity, project management, and IT service management.
Wed, 20 Dec 2023 20:29:00 -0600 text/html https://news.siliconindia.com/technology/cisco-and-edforce-spark-learning-revolution-in-indian-it-nid-227106-cid-2.html




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