Cisco

I was hired by Cisco's choice program, in which new hires can choose their teams based on how they like to work or who to work for. Since most teams need more people, managers squeeze their brains to attract new hires to their team.

Before new hires choose their teams, they are exposed to most information about projects and the benefits or drawbacks of each team, which is tipped by managers who pamper the new hires badly. (I thought I was the king of Cisco during that period. Once I chose my team, my heyday was over.)

This is an example of how Cisco tries to lay out the best environment for its employees.

The largest problem in Cisco is its size. It is a big company, which means its decision-making process is very slow.

Officially, my reporting structure is not that complicated: manager, general manager, director, and VP (there are more, but in my position, I doubt that I can see anyone of them). But there are also unofficial small team structures here as well, and of course, some politics.

Thus, in order for me to convey my idea and make it adopted by my team, do you know how many people I have to convince?

I used to work for a startup and know how fast they are moving on. Cisco doesn't have to move like that, since it has its name, money, and human resources. However, at least it needs to speed up a little in its overall progress for projects, but large team size may be one of the biggest obstacles. Make it small and move agile.