Doing Both : Capturing Today's Profit and

For every company struggling to manage current business while innovating for the future, the story of Cisco's strategy to 'do both' has real-life examples of successes and failures in attempts to do both, from Cisco, Procter and Gamble, Escada, and Whirlpool. A blueprint for 'doing both' in your company. Over the past seven years, Cisco has doubled its revenue, tripled its profits and quadrupled its earnings per share. Cisco now enjoys a $10 billion annual cash flow, and has more than $35 billion cash on hand, global recession notwithstanding. The company's brand is estimated to be worth $22 million (the 14th most valuable in the world). By all standards this is an enviable business position. How did the company accomplish this? Whenever Cisco faces, for example, decisions about whether to do one thing or another, it chooses to do both Sustaining and Disruptive Innovation. Existing and New Business Models. Discipline and Flexibility. Established and Emerging Countries. Success and Significance Instead of choosing one thing to the exclusion of the other, Cisco's leadership opts to do both, simultaneously. By incorporating the principle of 'doing both' throughout its operations, Cisco is systematically removing the things that limit its growth and transforming itself in the process. Rather than an academic survey of business theory and research, Doing Both is a look into a company that is truly built to last.

Inder Sidhu is Senior Vice President of Strategy and Planning for Worldwide Operations at Cisco, the $40 billion worldwide leader in networking for the Internet. He is also a member of the company’s Operating Committee.

From 2006-2010, Inder co-led Cisco's Emerging Countries Council, which drives business success in fast-growing geographies like China, India, Russia, Brazil, Mexico, and the Middle East. From 2006-2009, he co-led the Enterprise Business Council, which is responsible for Cisco’s corporate business, representing about half of the company’s total revenue.

In 2010, Sidhu published Doing Both (FT Press). In this New York Times bestseller, he identifies common business dichotomies and explores how successful companies avoid difficult tradeoffs and instead achieve bigger outcomes by “doing both.” Using this framework, he offers a unique view of Cisco’s consistent record of innovation and high performance.

Since joining Cisco in 1995, Sidhu has held executive leadership positions in the Sales, Services, and Business Development groups. He has served as the Vice President and General Manager for Worldwide Professional Services, Vice President and General Manager for Advanced Engineering Services, and Vice President for Strategy and Business Development, Customer Advocacy.

Before joining Cisco, Sidhu was with McKinsey & Company, an international management consulting company. He has also worked at Intel and Novell.

Sidhu is a frequent guest lecturer at Harvard Business School, Stanford University, and the Haas School of Business at the University of California, Berkeley. He also serves on the Board of Directors of Goodwill of Silicon Valley.

Sidhu holds a bachelor’s degree in electrical engineering from the Indian Institute of Technology, Delhi; a master’s degree in electrical and computer engineering from the University of Massachusetts, Amherst; and a master’s degree in business administration from the Wharton School of Business of the University of Pennsylvania. He also is a graduate of the Advanced Management Program at Harvard Business School.

Acknowledgments	p. xiii
Author's Note to the Reader	p. xvii
Doing Both	p. 1
New & Improved and The Next Big Thing: Sustaining and Disruptive Innovation	p. 7
Current Accounts and Future Conquests: Existing and New Business Models	p. 33
Tuning and Transforming: Optimization and Reinvention	p. 57
Satisfied Customers and Gratified Partners: Direct Touch and Leveraged Influence	p. 77
The Beaten Path and The Road Less Traveled: Established and Emerging Countries	p. 95
Doing Things Right and Doing What Matters: Excellence and Relevance	p. 113
Michael Phelps and the Redeem Team: Superstar Performers and Winning Teams	p. 137
West Point and Woodstock: Authoritative Leadership and Democratic Decision Making	p. 151
The Journey Begins	p. 169
Epilogue	p. 173
About the Author	p. 177
Endnotes	p. 179
Index	p. 187
Table of Contents provided by Ingram. All Rights Reserved.

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Doing Both : Capturing Today's Profit and Driving Tomorrow's Growth

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