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Connecting the Dots: Lessons for Leadership in a Startup World
Silicon Valley visionary John Chambers shares the lessons that transformed a dyslexic kid from West Virginia into one of the world's best business leaders and turned a simple router company into a global tech titan.
When Chambers joined Cisco in 1991, it was a company with 400 employees, a single product, and about $70 million in revenue. When he stepped down as CEO in 2015, he left a $47 billion tech giant that was the backbone of the internet and a leader in areas from cybersecurity to data center convergence. Along the way, he had acquired 180 companies and turned more than 10,000 employees into millionaires. Widely recognized as an innovator, an industry leader, and one of the world's best CEOs, Chambers has outlasted and outmaneuvered practically every rival that ever tried to take Cisco on--Nortel, Lucent, Alcatel, IBM, Dell, and Hewlett-Packard, to name a few.
Now Chambers is sharing his unique strategies for winning in a digital world. From his early lessons and struggles with dyslexia in West Virginia to his bold bets and battles with some of the biggest names in tech, Chambers gives readers a playbook on how to act before the market shifts, tap customers for strategy, partner for growth, build teams, and disrupt themselves. He also adapted those lessons to transform government, helping global leaders like French President Emmanuel Macron and Indian Prime Minister Narendra Modi to create new models for growth.
As CEO of JC2 Ventures, he's now investing in a new generation of game-changing startups by helping founders become great leaders and scale their companies.
Connecting the Dots is destined to become a business classic, providing hard-won insights and critical tools to thrive during the accelerating disruption of the digital age.
When Chambers joined Cisco in 1991, it was a company with 400 employees, a single product, and about $70 million in revenue. When he stepped down as CEO in 2015, he left a $47 billion tech giant that was the backbone of the internet and a leader in areas from cybersecurity to data center convergence. Along the way, he had acquired 180 companies and turned more than 10,000 employees into millionaires. Widely recognized as an innovator, an industry leader, and one of the world's best CEOs, Chambers has outlasted and outmaneuvered practically every rival that ever tried to take Cisco on--Nortel, Lucent, Alcatel, IBM, Dell, and Hewlett-Packard, to name a few.
Now Chambers is sharing his unique strategies for winning in a digital world. From his early lessons and struggles with dyslexia in West Virginia to his bold bets and battles with some of the biggest names in tech, Chambers gives readers a playbook on how to act before the market shifts, tap customers for strategy, partner for growth, build teams, and disrupt themselves. He also adapted those lessons to transform government, helping global leaders like French President Emmanuel Macron and Indian Prime Minister Narendra Modi to create new models for growth.
As CEO of JC2 Ventures, he's now investing in a new generation of game-changing startups by helping founders become great leaders and scale their companies.
Connecting the Dots is destined to become a business classic, providing hard-won insights and critical tools to thrive during the accelerating disruption of the digital age.
320 pages, Hardcover
Published September 25, 2018
137 people are currently reading
948 people want to read
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Displaying 1 - 30 of 32 reviews
November 28, 2018
I decided to read this book after hearing an interview with the author. He's a compelling speaker, as you'd imagine given his track record. I also came to appreciate Cisco a little after hearing him speak. I think he has an interesting outlook and is charismatic, but this book sucks.
In short, it's a waste of reading time. 80% of the book is the author saying he is going to tell you all the great principles and his playbook, but he just seems to spend pages and pages promising to explain things while going on about his own life, how proud he is to be from West Virginia, and what a principled, honest, awesome dude he is. Then he ends each chapter with a "golden rules" type summary where trite, meaningless things like "get ahead of market transitions" are advised.
In the end, I think this is a puff piece to promote his persona and his new VC firm. Lots of feel-good anecdotes and snake oil advice tho, if that's you're thing...
In short, it's a waste of reading time. 80% of the book is the author saying he is going to tell you all the great principles and his playbook, but he just seems to spend pages and pages promising to explain things while going on about his own life, how proud he is to be from West Virginia, and what a principled, honest, awesome dude he is. Then he ends each chapter with a "golden rules" type summary where trite, meaningless things like "get ahead of market transitions" are advised.
In the end, I think this is a puff piece to promote his persona and his new VC firm. Lots of feel-good anecdotes and snake oil advice tho, if that's you're thing...
September 12, 2019
John is one of my most admired CEO, and I am very fortunate to work for Cisco for 10 years when John's the CEO of Cisco. He's absolutely the best visionary leader with the most influential communication skill I have ever seen. This book though, great content, but the message could be tighter and succinct.
Notes I took:
People won’t remember what you say, but they’ll remember how you made them feel.
Work hard, treat others like family, and never stop learning about the world.
You know, John, vision and strategy are for the amateurs. Execution is for professionals. -- Mario Mazzola
I learned early on that to have transformative change, groups had to come together. To do that you have to (1) find common ground and (2) shared goals to get things done. Also have the courage to share your views and have healthy debates.
Tactics for striking deals (Secretary Kissinger) - He breaks every negotiation down to three likely scenarios: (1) most likely, (2) favorable, and (3) less likely. He maps out the probable outcomes of each scenario. What matters isn’t getting to yes, but playing out the consequences of every option in the fullest possible way. That helps him to understand the mindset of the person he’s negotiating with, and it forces him to look at the ecosystem of players around each participant to find common areas of interest, even if they weren’t on the table. Even when you didn’t achieve what he wanted in a negotiation, we simply thinking through that process would lead to better outcomes for everyone. -- This is an approach I often use and find common ground in any situation, no matter what the stakes. Before you make your first move, play the entire game out to the desired outcome. Think through the different moves you will make to reach the outcome you want, and then replay the game under different scenarios.
Outline exactly what success -- the desired outcome -- looks like, and measure progress every step of the way. An inspiring goal need not be vague. If you want to be No. 1 in your field, describe what that looks like and what it will take to get there. Help others visualize the process.
Write the press release for the results you want before you start.
Choose three to five things that will really move the needle to get you there. Define the outcome and process as simply as you can. Don’t waste a lot of cycles/resources on actions that will not make a measurable difference.
As a CEO, I had four main responsibilities:
Set the vision and strategy for the company.
Recruit, retain, develop, and replace the senior leadership team.
Create and drive the culture.
Communicate all of the above.
The bigger the crisis, the calmer you get.
The most important success factor in any technology acquisition is retaining the founder and core leadership team.
Bathroom breaks -- Never pass up a bathroom on your way to a meeting. It will become even more important to you as you become older. The act of walking away helps me clear my mind, even if just for a few minutes so you can actively manage your thoughts and energy.
Treat employees as family. Connect with them as people and be there for them when times are tough.
My goal is to turn a speech into a conversation.
My success of any of my roles often comes down to how well I listen. I happen to be very curious and genuinely interested in what people have to say. It’s how I collect data and connect with people. If you are not curious, you can and need to learn to be: stop talking and listen - really listen - to what other people are saying. Instead of using the gap in conversation to insert some point you’ve been dying to make, force yourself to pivot off their answer. Make the conversation less about you and more about the people you are talking with.
I make it a goal to constantly improve my communications, even from one meeting to the next on the same day. I ask whoever from my team is with me for a meeting or an interview to tell me what I could have done better.
I insist on writing down a clear, simple set of three to five goals for every interview, meeting, or project. It ensures we focus on the most important things. And they need to be crisp and memorable. You want your teams to remember the goals and return to them constantly, and you want them simple enough that people cannot interpret them in different ways. Capturing complex concepts and expressing them in simple terms has tremendous power. Make your goals and key messages very tight, and take complex topics and express them in easy-to-understand sound bites.
Recognize that communication is one of the most important skills that a leader and, frankly, most employees now need to excel on the job. Each of us must constantly focus on evolving our communication skills (Listening is a major part of communication!), especially our ability to listen. Always ask for honest feedback.
How do you build trust? - It starts with the very basics. Walk your talk, and have a track record of delivering on what you say.
Startup Selection Playbook
Market in transition (business models/new technologies)
High-potential CEO who wants to be coached and have a strategic partner
Startup that can be No. 1 or No. 2 in their focus areas
Lighthouse customers as references and helpers in developing the startup’s products.
Close to inflection point, where market could take off.
Top-notch peer investors/VCs...believe in the startup
Building world-class team/culture...dreamers
Notes I took:
People won’t remember what you say, but they’ll remember how you made them feel.
Work hard, treat others like family, and never stop learning about the world.
You know, John, vision and strategy are for the amateurs. Execution is for professionals. -- Mario Mazzola
I learned early on that to have transformative change, groups had to come together. To do that you have to (1) find common ground and (2) shared goals to get things done. Also have the courage to share your views and have healthy debates.
Tactics for striking deals (Secretary Kissinger) - He breaks every negotiation down to three likely scenarios: (1) most likely, (2) favorable, and (3) less likely. He maps out the probable outcomes of each scenario. What matters isn’t getting to yes, but playing out the consequences of every option in the fullest possible way. That helps him to understand the mindset of the person he’s negotiating with, and it forces him to look at the ecosystem of players around each participant to find common areas of interest, even if they weren’t on the table. Even when you didn’t achieve what he wanted in a negotiation, we simply thinking through that process would lead to better outcomes for everyone. -- This is an approach I often use and find common ground in any situation, no matter what the stakes. Before you make your first move, play the entire game out to the desired outcome. Think through the different moves you will make to reach the outcome you want, and then replay the game under different scenarios.
Outline exactly what success -- the desired outcome -- looks like, and measure progress every step of the way. An inspiring goal need not be vague. If you want to be No. 1 in your field, describe what that looks like and what it will take to get there. Help others visualize the process.
Write the press release for the results you want before you start.
Choose three to five things that will really move the needle to get you there. Define the outcome and process as simply as you can. Don’t waste a lot of cycles/resources on actions that will not make a measurable difference.
As a CEO, I had four main responsibilities:
Set the vision and strategy for the company.
Recruit, retain, develop, and replace the senior leadership team.
Create and drive the culture.
Communicate all of the above.
The bigger the crisis, the calmer you get.
The most important success factor in any technology acquisition is retaining the founder and core leadership team.
Bathroom breaks -- Never pass up a bathroom on your way to a meeting. It will become even more important to you as you become older. The act of walking away helps me clear my mind, even if just for a few minutes so you can actively manage your thoughts and energy.
Treat employees as family. Connect with them as people and be there for them when times are tough.
My goal is to turn a speech into a conversation.
My success of any of my roles often comes down to how well I listen. I happen to be very curious and genuinely interested in what people have to say. It’s how I collect data and connect with people. If you are not curious, you can and need to learn to be: stop talking and listen - really listen - to what other people are saying. Instead of using the gap in conversation to insert some point you’ve been dying to make, force yourself to pivot off their answer. Make the conversation less about you and more about the people you are talking with.
I make it a goal to constantly improve my communications, even from one meeting to the next on the same day. I ask whoever from my team is with me for a meeting or an interview to tell me what I could have done better.
I insist on writing down a clear, simple set of three to five goals for every interview, meeting, or project. It ensures we focus on the most important things. And they need to be crisp and memorable. You want your teams to remember the goals and return to them constantly, and you want them simple enough that people cannot interpret them in different ways. Capturing complex concepts and expressing them in simple terms has tremendous power. Make your goals and key messages very tight, and take complex topics and express them in easy-to-understand sound bites.
Recognize that communication is one of the most important skills that a leader and, frankly, most employees now need to excel on the job. Each of us must constantly focus on evolving our communication skills (Listening is a major part of communication!), especially our ability to listen. Always ask for honest feedback.
How do you build trust? - It starts with the very basics. Walk your talk, and have a track record of delivering on what you say.
Startup Selection Playbook
Market in transition (business models/new technologies)
High-potential CEO who wants to be coached and have a strategic partner
Startup that can be No. 1 or No. 2 in their focus areas
Lighthouse customers as references and helpers in developing the startup’s products.
Close to inflection point, where market could take off.
Top-notch peer investors/VCs...believe in the startup
Building world-class team/culture...dreamers
December 31, 2019
Не ужасная книга, которую можно было бы уместить в 50 страниц, убрав все реверансы в сторону полезных автору политических лидеров
September 29, 2018
Big thanks to John for taking the time to write his story. A treasure / must read for anyone who has grown up at Cisco or dreams of a career changing the world in tech. Loved it!
January 4, 2019
John remembers what he wants and is a good storyteller. I spent a lot of time in his universe and this book is 'ode to JC' - what about the Boards and Councils screw up... Kinda left that out.
If your not in tech - you will like this. If you worked for Cisco in the 1990's - it will be entertaining because you can return it :-)
If your not in tech - you will like this. If you worked for Cisco in the 1990's - it will be entertaining because you can return it :-)
March 30, 2024
John Chambers has written many life lessons in this book.
The first lesson is NOT TO DO THE RIGHT THING FOR FAR TOO LONG
The Second lesson is The MARIO RULE - “Mario Rule,” an agreement that nobody could be fired in
an acquired company without the permission of leaders on both sides of the
deal.
The Third Lesson is the need to remain extremely calm and focussed on the goal when there is a catastrophe all around you. The need to not panic when there is turbulence in the environment.
Fourth Lesson - It is the duty of the founder to come up with Playbooks
Fifth Lesson- You compete against market transitions, not against other companies.
SIXTH Lesson - SPIN IN-
For Mario and the Crescendo team, this approach also inspired an
unusual concept known as the “spin-in.” That’s an independent startup,
launched with seed money from Cisco, that would enable the MPLS team to
recruit and incentivize top talent to work on a breakthrough technology and
turn it into a developed product that would be sold back to Cisco, assuming
it was successful. We did this three times, the first one delivering a billiondollar-a-year product and subsequent ones each delivering multibilliondollar-a-year products that were transformative for our portfolio and
enabled entrance into adjacent markets. Could these products have been
developed through the usual research and development channels? Maybe,
but I don’t believe the pace would have been as fast or the ambitions as
bold. Could Mario, Prem, Luca, and Soni have left to launch their own
startup and made much more money? Definitely. Then we might not have
had technology focused on filling our needs or first dibs on the results.
What mattered to all of us was the outcome. To achieve big dreams, you
have to take bold bets and focus on clear outcomes.
Here are few playbooks for strategy in acquisitions
LESSONS/REPLICABLE INNOVATION PLAYBOOK
In acquisitions, look for companies that have a very similar vision of how the industry is going to evolve and what role that they can play in making your vision and your strategy
successful.
Focus on the acquisitions that will create or accelerate your leadership in key markets.
Follow your customers’ lead. If your customers aren’t suggesting acquiring this company, you probably should not be acquiring it or even partnering with it.
In technology, the biggest asset is people, followed by technology. Protect that asset in everything you do. The people are the ones who have the relationships and build next generation products. If you lose them, you fail.
Create a true win-win for the acquired company or partner. If they’re not excited by the potential of what you can do together, walk away.
Be true to your culture. If your target doesn’t share your values, it doesn’t belong in your family, no matter how good the financials.
Prioritize. Don’t waste time chasing down marginal deals. The cost to your team, your customers, and your culture is too high. Every target must fit with your strategy, your portfolio, and your product mix/architecture to be successful. If you can’t see some immediate benefit to you and your customers, don’t do the deal.
Acquire big-to-small and partner big-to-big.
Lessons/The Golden Rules of Acquisitions
1. Each acquisition must align with your vision and strategy.
2. Focus on market transitions and technology disruptions.
3. Listen to your customers in deciding which companies to
target.
4. Create a win-win for both companies.
5. Prioritize companies and technologies that fit with your
portfolio/architecture.
6. Look for a cultural match.
7. Maintain geographic proximity to your headquarters or
operational centers.
If you’re a CEO or the leader of any
organization, you have four key responsibilities: (1) to set the vision and strategy of the organization; (2) to develop, recruit, retain, and replace the management team to execute that vision and strategy; (3) to create the culture; and (4) to communicate all of the above. and FUND RAISING - FINANCING ALL OF THE ABOVE.
The first lesson is NOT TO DO THE RIGHT THING FOR FAR TOO LONG
The Second lesson is The MARIO RULE - “Mario Rule,” an agreement that nobody could be fired in
an acquired company without the permission of leaders on both sides of the
deal.
The Third Lesson is the need to remain extremely calm and focussed on the goal when there is a catastrophe all around you. The need to not panic when there is turbulence in the environment.
Fourth Lesson - It is the duty of the founder to come up with Playbooks
Fifth Lesson- You compete against market transitions, not against other companies.
SIXTH Lesson - SPIN IN-
For Mario and the Crescendo team, this approach also inspired an
unusual concept known as the “spin-in.” That’s an independent startup,
launched with seed money from Cisco, that would enable the MPLS team to
recruit and incentivize top talent to work on a breakthrough technology and
turn it into a developed product that would be sold back to Cisco, assuming
it was successful. We did this three times, the first one delivering a billiondollar-a-year product and subsequent ones each delivering multibilliondollar-a-year products that were transformative for our portfolio and
enabled entrance into adjacent markets. Could these products have been
developed through the usual research and development channels? Maybe,
but I don’t believe the pace would have been as fast or the ambitions as
bold. Could Mario, Prem, Luca, and Soni have left to launch their own
startup and made much more money? Definitely. Then we might not have
had technology focused on filling our needs or first dibs on the results.
What mattered to all of us was the outcome. To achieve big dreams, you
have to take bold bets and focus on clear outcomes.
Here are few playbooks for strategy in acquisitions
LESSONS/REPLICABLE INNOVATION PLAYBOOK
In acquisitions, look for companies that have a very similar vision of how the industry is going to evolve and what role that they can play in making your vision and your strategy
successful.
Focus on the acquisitions that will create or accelerate your leadership in key markets.
Follow your customers’ lead. If your customers aren’t suggesting acquiring this company, you probably should not be acquiring it or even partnering with it.
In technology, the biggest asset is people, followed by technology. Protect that asset in everything you do. The people are the ones who have the relationships and build next generation products. If you lose them, you fail.
Create a true win-win for the acquired company or partner. If they’re not excited by the potential of what you can do together, walk away.
Be true to your culture. If your target doesn’t share your values, it doesn’t belong in your family, no matter how good the financials.
Prioritize. Don’t waste time chasing down marginal deals. The cost to your team, your customers, and your culture is too high. Every target must fit with your strategy, your portfolio, and your product mix/architecture to be successful. If you can’t see some immediate benefit to you and your customers, don’t do the deal.
Acquire big-to-small and partner big-to-big.
Lessons/The Golden Rules of Acquisitions
1. Each acquisition must align with your vision and strategy.
2. Focus on market transitions and technology disruptions.
3. Listen to your customers in deciding which companies to
target.
4. Create a win-win for both companies.
5. Prioritize companies and technologies that fit with your
portfolio/architecture.
6. Look for a cultural match.
7. Maintain geographic proximity to your headquarters or
operational centers.
If you’re a CEO or the leader of any
organization, you have four key responsibilities: (1) to set the vision and strategy of the organization; (2) to develop, recruit, retain, and replace the management team to execute that vision and strategy; (3) to create the culture; and (4) to communicate all of the above. and FUND RAISING - FINANCING ALL OF THE ABOVE.
February 21, 2023
"Connecting the Dots" by John Chambers is a must-read for anyone interested in technology, innovation, and leadership. This book offers a unique insight into the mind of one of the most successful CEOs in the world. John Chambers shares his experiences of leading Cisco Systems for 20 years and provides valuable lessons on how to lead a company through times of change and disruption.
As a startup founder or entrepreneur, the book is particularly relevant because of Chambers' emphasis on the importance of being agile and adaptable in a fast-paced, constantly changing industry. Like many startups, Cisco was in a fast-growth industry where they needed to learn to connect the dots presented by the facts and data. The growth of network-centric applications within the company as well as the growth of the company outside of the Internet, all required Cisco to be agile and adaptable.
Chambers' sharing on the importance of building a culture of innovation and collaboration resonates with startups. As a VC, I recommend startups be mindful and learn the importance of connecting dots. Chambers' emphasis on fostering an environment where employees are encouraged to experiment, take risks, and work together to develop new ideas is crucial for any startup looking to stay ahead of the curve.
In addition, the book highlights the importance of leadership in times of change and disruption. Chambers shared his experiences leading Cisco through the dot-com boom and bust and how he had to make tough decisions that positioned the company for future success. These lessons are especially relevant for startups, which often face uncertainty and the need to make tough decisions that can significantly impact their future success.
Overall, "Connecting the Dots" is a valuable resource for startup founders, entrepreneurs, and VCs who want to stay ahead of the curve in the fast-changing world of technology. The book is filled with practical advice, personal anecdotes, and inspiring stories that will motivate and inspire readers to be bold and visionary leaders who can navigate the challenges of change and disruption.
As a startup founder or entrepreneur, the book is particularly relevant because of Chambers' emphasis on the importance of being agile and adaptable in a fast-paced, constantly changing industry. Like many startups, Cisco was in a fast-growth industry where they needed to learn to connect the dots presented by the facts and data. The growth of network-centric applications within the company as well as the growth of the company outside of the Internet, all required Cisco to be agile and adaptable.
Chambers' sharing on the importance of building a culture of innovation and collaboration resonates with startups. As a VC, I recommend startups be mindful and learn the importance of connecting dots. Chambers' emphasis on fostering an environment where employees are encouraged to experiment, take risks, and work together to develop new ideas is crucial for any startup looking to stay ahead of the curve.
In addition, the book highlights the importance of leadership in times of change and disruption. Chambers shared his experiences leading Cisco through the dot-com boom and bust and how he had to make tough decisions that positioned the company for future success. These lessons are especially relevant for startups, which often face uncertainty and the need to make tough decisions that can significantly impact their future success.
Overall, "Connecting the Dots" is a valuable resource for startup founders, entrepreneurs, and VCs who want to stay ahead of the curve in the fast-changing world of technology. The book is filled with practical advice, personal anecdotes, and inspiring stories that will motivate and inspire readers to be bold and visionary leaders who can navigate the challenges of change and disruption.
December 8, 2018
Having worked at Cisco, I have seen John Chamber’s leadership that has made Cisco what it is today. I have listened & seen him speaking. I cannot express what a charismatic CEO and a human he is.
This book is a true account of not only his history /bio and his present, but a bible of many eventful lessons of life which he shares candidly for budding entrepreneurs. The book is well structured for any tech leader, an entrepreneur or a business and each of the chapter (mixed with personal anecdotes, experiences) leads to a lesson. In a way it’s a condensed form of a play book.
If you are into tech sales, a budding entrepreneur or biographies of tech leaders - this book is a must.
On the flip side: there is an overlap and stress on the same message at multiple areas with and the lanuguage/script while fluid, fast is repetitive or could have had done better with improved writing skills/depth of language.
This book is a true account of not only his history /bio and his present, but a bible of many eventful lessons of life which he shares candidly for budding entrepreneurs. The book is well structured for any tech leader, an entrepreneur or a business and each of the chapter (mixed with personal anecdotes, experiences) leads to a lesson. In a way it’s a condensed form of a play book.
If you are into tech sales, a budding entrepreneur or biographies of tech leaders - this book is a must.
On the flip side: there is an overlap and stress on the same message at multiple areas with and the lanuguage/script while fluid, fast is repetitive or could have had done better with improved writing skills/depth of language.
May 5, 2019
I suggest Principles: Life and Work instead. It provides similar information with more details, more practical, more general, better organized. Nevertheless, this book is not bad for knowing business tips and how Cisco was led by the author.
In summary, the author says that "doing right thing for too long is bad". The company in his style competes with market transition and taking risk for disruptive technology before being disrupt.
While there are several visions and tips, some contents are repetitive and lengthy. Apart from USA, author repeatedly praises only Israel, France and India, which are allied with USA (Cisco). Current hot issue on Huawei vs Cisco (China vs USA) is out of scope of this book.
In summary, the author says that "doing right thing for too long is bad". The company in his style competes with market transition and taking risk for disruptive technology before being disrupt.
While there are several visions and tips, some contents are repetitive and lengthy. Apart from USA, author repeatedly praises only Israel, France and India, which are allied with USA (Cisco). Current hot issue on Huawei vs Cisco (China vs USA) is out of scope of this book.
June 18, 2021
John Chambers aconseja en su libro, que el verdadero líder se ve en los problemas en el momento de pánico no en el éxito.
Nunca perder las ganas de aprender, ser como un adolescente, arriesgado.
No se trata de vender routers o switches sino de cambiar el mundo.
Comprender la cultura de cada empresa, conocer al fundador como piensa.
Compró más de 180 empresas
Párrafos del libro:
"Sus productos no sólo transmitían datos a velocidades increíblemente rápidas, sino que sus clientes los amaban y su grupo de empleados era el mejor en la industria".
"El mayor error que la mayoría de las compañías comete es que siguen haciendo lo correcto durante demasiado tiempo".
"Tu recurso más valioso es tu propio tiempo".
"Hoy soy mejor líder debido a las lecciones que he aprendido en el camino. Siempre he dicho que no puedes cambiar el pasado, pero ciertamente se puede aprender de él".
Nunca perder las ganas de aprender, ser como un adolescente, arriesgado.
No se trata de vender routers o switches sino de cambiar el mundo.
Comprender la cultura de cada empresa, conocer al fundador como piensa.
Compró más de 180 empresas
Párrafos del libro:
"Sus productos no sólo transmitían datos a velocidades increíblemente rápidas, sino que sus clientes los amaban y su grupo de empleados era el mejor en la industria".
"El mayor error que la mayoría de las compañías comete es que siguen haciendo lo correcto durante demasiado tiempo".
"Tu recurso más valioso es tu propio tiempo".
"Hoy soy mejor líder debido a las lecciones que he aprendido en el camino. Siempre he dicho que no puedes cambiar el pasado, pero ciertamente se puede aprender de él".
December 4, 2018
It was like having a conversation with John Chambers, at times it felt like that.
The book is full of wisdoms, ideas, lessons he learned from the time when he was at Wang Laboratories to 20 plus years at Cisco leading multiple transformation and turnaround. There is no doubt he possess unique ability to sense market transition and take advantage of it, that is what he did at Cisco and now he is helping many startups do it with the help of JC Ventures. The book covers a lot of this thinking and approach to sensing market transitions and capitalizing to create value for customers. The book also offers advise to CEOs and alike in designing and leading an organization that is set for tomorrow's in today's always changing environment.
The book is full of wisdoms, ideas, lessons he learned from the time when he was at Wang Laboratories to 20 plus years at Cisco leading multiple transformation and turnaround. There is no doubt he possess unique ability to sense market transition and take advantage of it, that is what he did at Cisco and now he is helping many startups do it with the help of JC Ventures. The book covers a lot of this thinking and approach to sensing market transitions and capitalizing to create value for customers. The book also offers advise to CEOs and alike in designing and leading an organization that is set for tomorrow's in today's always changing environment.
April 24, 2020
Have you ever thought what keeps behemoth companies like Cisco ahead of a fast changing industry like the tech? It's because it's willing to embrace and promote market transitions, innovate constantly and have a great leader, like John Chambers who has always looking for the big picture and figuring out how to connect the dots while keeping a great team. He also shares a lot of advice of leadership and experiences with many of his big allies and mentors during his very long career as CEO of Cisco.
June 1, 2022
Buku ini banyak contoh agar menjadi leader yang lebih baik dan mencapai goal perusahaan. Sebagai leader tidak hanya mendengar pada karyawan saja, tetapi juga jangan lupa untuk memperhatikan apa keinginan customer. Membuat press release itu sangat baik agar kita semua bisa mengetahui apa yang harus dilakukan. Org tidak ingat apa yang kita katakan, tetapie org akan ingat apa yang kita membuat mereka rasakan.
October 19, 2018
Insightful, direct, honest, humble, passionate and inspiring. I haven’t given it a 5 stars rating only because J. Chambers repeats some arguments over and over again in several chapters. I know repetitions have their fans (they are great to really retain ideas) I have a good memory and therefore I definitely find it kind of exasperating.
September 19, 2022
Was recommended this book by a work peer, and enjoyed it a lot more than I had expected going in. The author does a great job of highlighting the 'why' behind his actions in 20+ years of leading Cisco, and lays out the main concepts of the book through a series of 'playbooks' that were leveraged during his tenure at the company but are intended to be replicable across disciplines.
April 27, 2020
Вся книга сводится к трём мыслям:
* любите своего клиента
* ищите подрывные (меняющие рынок) компании
* покупайте людей, а не компании
Как делать выше перечисленного?
Много ездить и разговаривать, после чего соединять точки.
Книга скорее относится к мемуарам, чем к урокам.
* любите своего клиента
* ищите подрывные (меняющие рынок) компании
* покупайте людей, а не компании
Как делать выше перечисленного?
Много ездить и разговаривать, после чего соединять точки.
Книга скорее относится к мемуарам, чем к урокам.
August 2, 2020
Easy read, each chapter John has covered his thoughts and learnings from his experience leading Cisco.
For someone in leadership or looking at leadership/entrepreneurship, this will be a good read if u can make time, however I won't say that his a must read.
For someone in leadership or looking at leadership/entrepreneurship, this will be a good read if u can make time, however I won't say that his a must read.
February 6, 2021
There are valuable lessons in this book but the tone that John uses is somewhat self righteous. He makes sure to drill down certain key points, but so much so that the book feels repetitive throughout. Not the best book but it is okay.
December 5, 2018
I found Connecting the Dots super repetitive with few nuggets to take away. Was a bit disappointed with it in general. Can't say he isn't enthusiastic though.
February 9, 2019
A fairly dull book, could have been condensed to 50 pages.
March 10, 2019
I have just finished reading "Connecting The Dots". It's really and inspiring book. I have gained lots of insights.
March 20, 2019
Good anecdotes; no breakthrough ideas
November 11, 2019
Just finished audiobook. Honestly, great insights from a great CEO. Amazing story and great leadership methods. Recommended for every enerpreneur.
August 3, 2020
I'm not a person that reads business books, but I did think this was a pretty good one for an IT/startup culture. I passed it along to someone who I think will appreciate it.
August 30, 2020
Not a great read. A bit more of an autobiography than a leadership lesson book.
January 25, 2021
Love this book. I recommend it highly!
July 25, 2021
Good for:
- Leadership.
- Start-up.
- Organization building.
- Leadership.
- Start-up.
- Organization building.
January 19, 2022
The way he talks about embracing start up culture that’d not only benefit countries but the world as a whole was pretty neat.
December 25, 2020
Commercial Storytelling: Leading with Purposeful Narratives
I read the book “Connecting the Dots” by John Chambers from the perspective of an industry insider, having worked within the internet sector since the mid-90s, and also previously as an employee at Cisco Systems for six years.
I believe that Mr. Chambers was instrumental in helping to make ‘strategic communications’ an essential part of the company’s high-growth culture. Therefore, I’ll elaborate on a key topic, highlighted in Chapter Four of the book -- “Embrace Your Purpose, Not Your Products.”
Cisco is often referred to as a ‘bellwether’ stock, meaning it’s a leading indicator of the direction of the economy, or of a sector of the market, or the market as a whole. How did Cisco achieve that eminence with a remarkable internet-enabled worldview? It was partly via commercial storytelling.
In an industry that’s typically technology-centric or product-centric, Cisco was able to establish and maintain a distinctive point of view that’s positioned higher up the value chain. The core marketing principle is not to focus on ‘what you make’ (products or services) but instead focus on ‘what you make possible’ (business outcomes) for your customers.
Moreover, rather than attempting to merely lead a ‘product category’ in an industry, you instead aspire to lead a ‘transformation movement’ that people can easily understand and relate to on an emotional level. Mr. Chambers echoes this universal approach in his market-leading narratives.
Two examples are the Cisco “Connected Life” narrative and the “Internet of Everything.” Both are visionary topics we applied as a way to communicate a somewhat unique perspective that engaged people across a broad spectrum of current socio-economic issues.
Furthermore, Cisco developed two internet market trend studies that have been adopted and quoted frequently by the global business media on an ongoing basis. The “Visual Networking Index” and the “Global Cloud Index” are two examples of the Cisco Playbook in action.
So, in summary, I believe this is an important lesson for leadership in a startup world.
To become a truly differentiated bellwether in your market sector, start by raising the bar of expectations for your leadership team. Envision a ‘movement’ that you can passionately lead in the marketplace -- as the recognized #1 or #2 influencer. Establish and nurture your compelling point of view with real meaning and substance that will inspire all the key stakeholders.
Above all, appoint a person(s) that can train and mentor your thought leader employees to become ‘commercial storytelling’ practitioners. Consider integrating design thinking and agile methodologies into your corporate culture. And lastly, be bold, be remarkable and then you’ll be influential (upskill your own authentic internal influencers, don’t buy external influence).
I read the book “Connecting the Dots” by John Chambers from the perspective of an industry insider, having worked within the internet sector since the mid-90s, and also previously as an employee at Cisco Systems for six years.
I believe that Mr. Chambers was instrumental in helping to make ‘strategic communications’ an essential part of the company’s high-growth culture. Therefore, I’ll elaborate on a key topic, highlighted in Chapter Four of the book -- “Embrace Your Purpose, Not Your Products.”
Cisco is often referred to as a ‘bellwether’ stock, meaning it’s a leading indicator of the direction of the economy, or of a sector of the market, or the market as a whole. How did Cisco achieve that eminence with a remarkable internet-enabled worldview? It was partly via commercial storytelling.
In an industry that’s typically technology-centric or product-centric, Cisco was able to establish and maintain a distinctive point of view that’s positioned higher up the value chain. The core marketing principle is not to focus on ‘what you make’ (products or services) but instead focus on ‘what you make possible’ (business outcomes) for your customers.
Moreover, rather than attempting to merely lead a ‘product category’ in an industry, you instead aspire to lead a ‘transformation movement’ that people can easily understand and relate to on an emotional level. Mr. Chambers echoes this universal approach in his market-leading narratives.
Two examples are the Cisco “Connected Life” narrative and the “Internet of Everything.” Both are visionary topics we applied as a way to communicate a somewhat unique perspective that engaged people across a broad spectrum of current socio-economic issues.
Furthermore, Cisco developed two internet market trend studies that have been adopted and quoted frequently by the global business media on an ongoing basis. The “Visual Networking Index” and the “Global Cloud Index” are two examples of the Cisco Playbook in action.
So, in summary, I believe this is an important lesson for leadership in a startup world.
To become a truly differentiated bellwether in your market sector, start by raising the bar of expectations for your leadership team. Envision a ‘movement’ that you can passionately lead in the marketplace -- as the recognized #1 or #2 influencer. Establish and nurture your compelling point of view with real meaning and substance that will inspire all the key stakeholders.
Above all, appoint a person(s) that can train and mentor your thought leader employees to become ‘commercial storytelling’ practitioners. Consider integrating design thinking and agile methodologies into your corporate culture. And lastly, be bold, be remarkable and then you’ll be influential (upskill your own authentic internal influencers, don’t buy external influence).
September 17, 2025
Honestly, this book was disappointing. However, it had some great quotes in it, and good information throughout. The thing about it that brought it down was in the feeling they the whole time the author was bragging about his personal accomplishments, and in a way, saying if you don't do it this way you're wrong. I'm glad I read it, but I'm not sure it'd be my first recommendation when it comes to business-related books.
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