为什么思科董事会选了他作为新CEO？

    罗宾斯为何能胜出

    思科花了16个月时间来挑选CEO。尽管钱伯斯说过程以及候选人均为机密，不能透露详细情况，但他还是解释了罗宾斯为何成为最终人选。钱伯斯说，罗宾斯脱颖而出主要因为过去10个月表现优异。“查克做得最好的就是，让我们看到了CEO应有的质素。”钱伯斯再次提到，“眼光”、“韬略”和“执行”是成功的关键标志。钱伯斯自谦地说：“我更侧重直接命令和控制，告诉别人要怎样做。”他认为罗宾斯能很好地协调各种复杂解决方案，“他能把工作进程变为决策的一部分”。

    钱伯斯还说：“罗宾斯将带来思科需要的改变。”

    那么，哪些方面可能发生改变？思科已经给出了一些提示。尽管在发展过程中思科收购过许多公司，但没有一家能取代其核心业务，即网络设备和交换机。有人认为，新CEO将着手调整思科的工作重心。一位分析师在接受路透社采访时表示：“如果之前的CEO喜欢收购，继任者一般会收敛些，重新调整发展重心。我认为思科更换CEO后就是这种变化。”

    不容忽视的是，钱伯斯反复强调“执行”是罗宾斯的主要特点。这个词不仅意味着完成工作的能力，对某些人来说，还意味着裁员。思科最新公布的业绩超过了预期，但同时宣布裁员数千人。这位新CEO很可能会按计划瞄准某些业务领域，卸下无谓的负担。这与分析师的预期也符合。

    罗宾斯并未透露目前的工作重点，但从他以往的表现可见端倪。据思科的简历介绍，他是“促成思科收购Sourcefire和Meraki”的关键人物。这两项业务分属安全和协作范畴，或许表明思科有意在相关领域发力。

    送别钱伯斯

    虽然钱伯斯对思科长达几十年的掌控已进入尾声，但他并未显得感伤，至少从他的语气中听不出来。65岁的钱伯斯仍然强调重视科技创新蕴含的机会。他重复了发布会一开始说的话：“当下的数字革命有可能让思科再现上世纪90年代的辉煌。”然后，钱伯斯转向自己的继任者说道：“查克，你会成为一个伟大的领导者，我很高兴能当你的领路人。”

    随后，他又像一位长者那样敦促道：“把思科变为最好的IT公司吧。”

    罗宾斯温和地回答说：“约翰，我也想对你表示感谢。你让思科成为历史上最成功、最令人羡慕的企业之一。说实话，我的目标就是让思科的下一个10年比过去20年更强。”（财富中文网）

    译者：Charlie

    审校：夏林

    Why Robbins won out

    Cisco’s CEO selection process took 16 months. Though Chambers would not reveal details, citing the process and candidates as confidential, he did let on as to why Robbins was named the victor. In the last 10 months in particular, he says, Robbins pulled away from the pack. “What Chuck did so well was demonstrate the character you want out of your CEO.” Chambers again held up “vision,” “strategy,” and execution,” as key markers of success. “I tend to be more command and control, telling people to make it so” Chambers says with a touch of self-deprecation. Robbins, on the other hand, “makes the process part of his decision,” he says, mentioning his successor’s ability to coordinate complex solutions.

    Chambers adds: “He’ll make the changes that need to be made.”

    What might those changes be? There are hints. Despite acquiring many businesses over the course of its history, Cisco has never quite found one to replace its core moneymaker: networking and switching. Some believe the new CEO will set out to adjust the company’s prioritize. “In many cases where the CEO has been very acquisitive, the next guy pares down and refocuses the company,” an analyst tells Reuters, “and that is what I would be expecting with this change.”

    Indeed, one cannot ignore how Chambers touts “execution” as Robbin’s premier trait. It’s a term that connotes not only an ability to produce, but also, to some ears, an axe. In its last earnings call, the company beat expectations, but announced that it would be slashing thousands of jobs. Perhaps one can expect the new CEO similarly to hone in on certain areas and cut the deadweight. That would would fit the analyst’s thesis.

    Robbins says he’s not sure what he’ll prioritize just yet. But his track record provides some clues. He was integral, according to his company biography, as “a key sponsor for the Sourcefire and Meraki acquisitions.” Those business, in the security and collaboration spaces, respectively, may signal enticing areas of growth for the equipment maker.

    Sendoff

    As his decades-long reign enters its twilight days, Chambers is not a trace of wistful, at least as far as his tone of voice is concerned. At age 65, he is just as emphatic as ever about the opportunities presented by technological innovation. “We’re about to have a chance to have a repeat of the ’90s with the digital revolution that is occurring,” he says, harkening back to the comment made at the beginning of the call. He then turns his attention to his heir. “Chuck, you’re going be a great leader here,” he says. “I couldn’t be more excited to be your coach.”

    With that, he adds an avuncular exhortation: “Take us to the number one IT company.”

    Robbins replies in kind. “John, I also want to thank you,” he says. “You built this into one of the most successful and admired companies in history at one point.”

    He adds: “My goal, candidly, is to make the next decade better than the last two.”