Like many other organizations technology in the late 1990s, Cisco has been on the rise. He grew so fast, in fact, that he was carrying up to 1000 new employees every month. The Cisco to acquire talent, buying smaller firms, exceeding one year, with 24 separate acquisitions. However, in 2000, the dot-com bubble burst and Cisco quickly realized that it was the capital of the other person is a problem on their hands: how to develop, instead of renting, strategic thinkers and leaders are needed for the future. Explores the challenges faced by Mary Eckenrod, Cisco, vice president of worldwide talent, to develop a new strategy for human capital to identify and develop leaders from within the company - and to do so in the company with no tradition of developing people internally. How Cisco switch from "buy" to "do" human capital strategy? "Hide
by Jennifer Chatman, Victoria Chan, Charles A. O'Reilly Source: California Management Review 32 pages. Publication Date: February 1, 2005. Prod. #: CMR307-PDF-ENG
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