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Exam Code: 700-105 Practice exam 2022 by Killexams.com team
Cisco Midsize Collaboration Solutions for Account Managers
Cisco Collaboration Questions and Answers
Killexams : Cisco Collaboration Questions Answers - BingNews https://killexams.com/pass4sure/exam-detail/700-105 Search results Killexams : Cisco Collaboration Questions Answers - BingNews https://killexams.com/pass4sure/exam-detail/700-105 https://killexams.com/exam_list/Cisco Killexams : What Makes Collaboration Actually Work in a Company?

 “I’ve yet to meet a CEO who didn’t want his or her company to move faster,” wrote Ron Ricci, a Cisco executive. In this disruptive era, the companies that will survive are those that can adapt most swiftly. Rapidly exiting the Home Networking business, as Cisco did recently, couldn’t have happened if the firm had not developed a clear, transparent and collaborative decision making process according to Ricci and his Cisco colleague and co-author of The Collaboration Imperative, Carl Wiese.

That’s vital for organization-wide strategic alignment, yet extremely difficult to accomplish. As Collaboration author, Morten Hansen, discovered bad collaboration is much worse than no collaboration, so some of Ricci and Wiese’s hard-earned lessons at work may help you.

Three walls to willing collaboration

Three of the biggest impediments to making major changes fast, especially in a large company like Cisco, are 1. Unclear clear goals, 2. Lack of a decision making process that is transparent to employees, and, 3. Top management not sticking to that process. By building these elements into the culture, Cisco was able to move relatively quickly to save millions. Using their collaborative process, they reduced the number of contractors from 5,000 to less than 1,000. In the winnowing process they established a more transparent, cross-functional process through which employees can reduce duplicative work by contractors by checking the scope of current projects already under contract.

Ambiguity from the top is the enemy of apt action from below

Ambiguity generates distrust, resistance and fiefdom fighting, according to Ricci and Wiese. In each step of decision making in your organization, ambiguity looms as the enemy of clarity,” suggests Ricci. Plus, “There’s a direct relationship between the agility and resilience of a team and the transparency of its decision-making process,” wrote Ricci and Weise. “When you’re open and transparent about the answers to three questions — who made the decision, who is accountable for the outcomes of the decision, and is that accountability real — people in organizations spend far less time questioning how or why a decision was made.” This approach reflects our instinctive desires, as humans, to work where we are given the opportunity to succeed, in meaningful work, where the rules are fair and visible to all employees.

What most motivates employees to work faster and better together?

Wiese and Ricci’s collaborative approach seems to align with what Steve Denning and Erika Anderson are advocating as a revolt against Michael E. Porter’s revered approach to management.  Anderson characterizes Porter’s view as, “an outmoded way; a zero-sum game where winners and losers were battling each other for defined market share.  It seemed applicable to me only in the most monolithic, commoditized industries. It also seemed to me to be completely tone-deaf to the human element; the fact that the more fully you can engage people’s hearts and minds in an enterprise and its success, the more likely you are to be able to create a powerfully successful organization.  People and their passion don’t figure much in Porter’s view of strategy.”

Buttressing that view, Denning wrote recently, “Instead of seeing business—and strategy and business education—as a matter of figuring out how to defeat one’s known rivals and protect oneself against competition through structural barriers, if a business is to survive, it must aim to add value to customers through continuous innovation and finding new ways of delighting its customers.”

Give managers rules, tools, rewards and freedom to spur rather than stifle employee initiative

Ricci and Weise’s insights for making even large companies more nimble by becoming more transparently collaborative can have the equally vital effect of making work more meaningful for employees. In so doing, employees can escape some of the suffocating traits of rigid managerial structure cited in Tim Sullivan and Ray Rishman’s recent book, The Org: The Underlying Logic of the Office, actually use their best temperament and talents together more often.

From interviewing executives at other corporations and participating in creating a more collaborative culture at Cisco, Wiese and Ricci offer some lessons:

• Agree on a common vocabulary for the company culture

For example, Cisco has 29 key performance indicators to which employees can refer to keep a conversation on track and a team focused. For example, Weise suggested that one way to clarify the goal in a conversation might be to refer to an indicator: “Would it be helpful to discuss your pipeline next?”

• Create a crystal clear and collaborative process for making changes

The agreed-upon decision making process in Cisco is to set the vision, then the strategy, then execute. Sounds self-evident, perhaps, yet citing which stage they are discussing in a meeting helps participants know who should be at the meeting, the level of the discussion and who has decision making rights at that point. As well, those who created the vision and strategy must share the metrics they used for crafting those choices. That means, when a leader announces a decision, he is also expected to describe the process used to reach the conclusion, including the trade-offs involved. Advises Ricci and Weise, “As you define the decision paths of your organization and build a common vocabulary to make those decision paths as transparent as possible, take the time to establish clear parameters. Who gets to make decisions? Are all decisions tied to funding? These are the types of questions to which everyone must know the answers.”

• Prove you trust your employees’ judgment

Provide explicit “decision making rights” at every level of the company. Once a vision and strategy are agreed upon, for example, all functional leaders have the much-prized power to implement, without interference at Cisco. That boosts their sense of project ownership, adaptive skills and esprit de corps. Such clarity in power sharing also reduces friction in conversations where an individual sidesteps the collaborative process and makes it personal. Ricci and Weise suggest, for example, to defuse the situation by asking for clarification, “Are you questioning the decision itself or who is making the decision?”

Here are some of my favorite pithy points from Ricci and Wiese:

• Who gets to make decisions in your organization is the center of gravity for accountability

• The top attribute of a collaborative leader is willingness to follow through on a commitment.

• Where there are disagreements, fight the instinct to make it personal

• Codify relationship between decision rights, accountability and rewards

• Collaboration technology has maximum impact when it addresses your top business priorities

• Collaboration can’t be deployed; it must be embraced

• It’s not enough to change roles; you have to change rewards

• Collaboration requires stronger personal communications skills

• Although collaboration is about decentralizing, it has to start at the top

Here are some other helpful books on collaboration and on connecting better with others. What books have helped you make the workplace more productive and meaningful?

Sat, 02 Feb 2013 12:21:00 -0600 Kare Anderson en text/html https://www.forbes.com/sites/kareanderson/2013/02/02/what-makes-collaboration-actually-work-in-a-company/
Killexams : How Virtual Meetings Are Enabling Smarter Business Travel

It’s often been asked “can video conferencing replace the need for in-person meetings?" In short, the answer is “no.” Simply nothing can replace certain in-person meetings, but the meetings space has clearly evolved past being reliant solely on face-to-face meetings—and corporate travel managers and IT departments can (and in many cases must) work together to make “meetings,” as a whole, productive.

Some meetings are essential to driving a company’s business growth, and must be conducted in person, face-to-face, while others can be effectively—and preferably—conducted using collaborative technologies. Reducing the number of unnecessary business trips increases productivity, reduces employee burnout, promotes talent retention, and frees up travel dollars for increased investment in the kinds of trips that grow a company’s business.

Companies can and should smartly manage virtual meetings to ensure travelers make educated decisions about whether or not meetings can be effectively conducted without physical presence. Say, for example, an employee is set on traveling to a satellite office to conduct an internal meeting—in person. A company can ask the right questions to help the employee determine if there is a real need to travel.

If the answer is “no,” the company must make it easier for the employee to conduct their business through one of the many virtual collaboration tools available. Employers who provide their employees with these types of collaboration strategies and programs stand to gain, not only in cost savings, but also productivity and improvements in employee satisfaction and work-life balance.

Earlier this year, BCD Travel and Advito joined forces with technology company Cisco to create a new practice area in corporate travel that previously didn’t exist: Total Collaboration Management.

“A comprehensive global collaboration program includes both genuine travel and a robust array of technologies promoting effective communication without physical presence. It includes instant messaging, chat rooms, audio conferencing, video conferencing, online, mobile, telepresence and more,” said April Bridgeman, senior vice president of global corporate travel management company, BCD Travel, and managing director of BCD Travel’s consulting group Advito. “However, most companies aren’t investing in or managing collaboration in a cohesive way. We already help companies manage their travel investments and others help them manage their virtual collaboration investments.”

Employees traveling to meet other employees from their own company offer a particularly good opportunity for companies to reduce or redeploy travel spend. Companies like Advito can analyze travel data to measure the amount of non-essential travel that’s taking place to determine what opportunities exist for replacing frequent trip routes with accessible virtual technology at the locations people are traveling most often. Based on that analysis, the Total Collaboration Management offering brings together the client’s IT, facilities and travel departments to discuss how and when communication technology can make travel unnecessary.

“We review the analyses and provide locations where virtual collaboration assets need to be in order to reduce travel demand. We discuss how well employees understand the options and how to book them, current system utilization, cultural and practical barriers to increasing video use. And we talk about how to make it easy for employees to book and use virtual collaboration technology in place of travel, “Bridgeman said.

“Digitalization requires these relationships to come together,” said Sam Chon, business development manager for Cisco Systems. “As those relationships develop, the way companies approach travel will change dramatically.” For his part, Chon said that a partnership with a global travel management company seemed a natural next step in meeting the market need for Cisco’s collaborative technologies. “We are well aware that there will always be a need for travel,” Chon said. “However, for cases where travel is not essential, Cisco sees an opportunity to significantly drive business outcomes by working with BCD Travel and Advito to develop a strategic approach to collaboration.”

In cases where travel remains essential, companies like BCD will continue to arrange travel for their clients as usual. Each company must determine the right mix of physical travel and virtual collaboration technologies based on its underlying business goals and corporate culture to make it easier for travelers to stay. BCD and Cisco are betting that companies will turn to their knowledge, tools and support to determine what that best mix is.

This post was created by SkiftX in collaboration with our partner, BCD Travel and its consulting unit, Advito. Earlier this year, BCD Travel and Advito joined forces with telecommunications giant Cisco to create a new practice area in corporate travel that previously didn’t exist: Total Collaboration Management. To learn more about Total Collaboration Management, visit Advito.com.

Wed, 06 Jul 2022 12:00:00 -0500 en-US text/html https://skift.com/2016/07/07/how-virtual-meetings-are-enabling-smarter-business-travel/
Killexams : Best video conferencing software for 2022

The best video conferencing software and apps make it simple and easy to connect online with friends, family, and co-workers.

The advances in cloud technology means that reliable video conferencing has become accessible and affordable, and can easily serve the modern workplace. This has become especially essential during the current pandemic.