Cisco Systems, Inc.: Collaborating on New Product Introduction Harvard Case Solution & Analysis

In November 2007, a worldwide, cross-functional team at Cisco Systems, Inc. was seeking management approval to begin fabricating a new router, code named Viking. The team faced a host of challenge in establishing the low cost but powerful router for telecommunications service providers. Subsequent to overhauling the job to sharply increase the planned speed and capability of the router, the company had only one year to launch the merchandise, an unusually quick program. Moreover, Cisco desired to debut China as a low cost production base for the high end merchandise. It planned to use the machine to be produced by contract manufacturer Foxconn Technology Group, even though Foxconn had never made such a complicated merchandise for Cisco.

Could Foxconn handle the technical complexity? Could Cisco work closely with Foxconn to mitigate the job hazards? Could Cisco's methodology for novel product opening rise to the required level of sophistication? The case emphasizes the challenges and complexities of developing and fabricating an advanced technology merchandise for a global marketplace. Students will consider what it takes to attain success in NPI, or new product introduction. The case also offers an opportunity to assess supply chain problems in a company that outsources manufacturing worldwide.


This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS

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