Warrior: We're putting the teams together. That's a change we made recently. We used to have three separate groups. We had a voice group, a communications group, a team doing Quad which was separate from the team doing Webex. We've brought all that together under a single leadership. It's painful -- not popular decisions internally. We've exited things like email and focused on where we need to go.
When I joined Cisco, there was a council of nine people leading engineering. About three years ago or so, we went to a council of five and now the council is no longer there. Engineering is led by two of us, myself and Pankaj Patel [Senior Vice President, General Manager of the Service Provider Group]. We truly co-lead the engineering group. It's not two in a box. We have a team that focuses on all core switching and routing.
We brought all the ASICs together, where we used to have many different groups developing ASICs for separate platforms. There was a lot of duplication, there was very little sharing. It is now all consolidated under one person. We brought all operating systems under one person. Ben Fathi [senior vice president, Network Operating Systems Technology Group] now leads all the platform independent software development for IOS, Nexus OS and XR. Collaboration used to be under, I believe, three people and the collaboration council had six leaders. Basically it is now Barry O'Sullivan [senior vice president, Voice Technology Group] that owns collaboration. In data center, we brought in David Yen [formerly Juniper's leader of its Network's Fabric and Switching Business Group and lead creator of Qfabric].
NWW: How will you know if these kinds of changes are working?
Warrior: The metric we are using is accountability -- there is single accountability for leadership now -- for the roadmap, for gross margin, for growth and market share. Doing things like that and assigning accountability to people is how we're going to know that there is a difference.
NWW: But those metrics had mostly been growing under the old system ...
Warrior: Yes and no. It was unclear who owned those metrics. There was unclear accountability. When you have seven people leading collaboration, we didn't know if we were selling video more, voice more and what are the trade-offs. One of the big things we heard from customers is that we needed to make our products interoperate better and we're not quite there yet. We're working on a roadmap. Cius is an example of that. Cius has Webex on it, it has Quad on it, it has Telepresence on it. All of the Cisco collaboration solutions work on it, whereas previously that would never have happened.
NWW: Today's big news was a reinvestment in the Catalyst 6500. Sounds as if there is some kind of backpeddling going on around the two switches. How do the Catalyst and Nexus fit together?
Warrior: They are positioned differently. If you look at 6500 it is a broad-based platform for Cisco. It goes all the way from the data center to the access and plays in many parts of the network. And the Nexus 7000 plays primarily in the data center core. Nexus OS is a much more modern operating system.
NWW: One of the things causing a stir lately is Cisco's idea of a single-vendor network. Customers don't want that -- they want plug and play and they want best in class.