As said before “all the downsides of a start-up, with none of the corporate benefits.”
5 years tenure across multiple different departments, I have observed some of issues since the start. Check other Glassdoor reviews for specific departmental problems (they still persist).
The feedback below, focusses on wider organisational issues, and due to the lack of material change forced me to leave:
1. Identical roles in wider Cisco get paid more.
2. Identical roles at competition paying 30-40% more.
3. Annual performance / career review meaningless.
4. Training budget and process obscured (not clearly defined).
5. Leadership dragging heals on new WFH arrangements post covid.
6. Majority of power and roles reside in the USA.
7. Internal conscious culture in response to other Glassdoor reviews is virtue signalling activity.
8. Slow strangle and assimilation of Meraki into Cisco.
Point 3 - Annual reviews are tick box exercise, to satisfy HR process. Across the different departments I worked, no member of management able to agree or give measurable goals. Subsequently makes it very difficult to hold the company to account at next review, or demonstrate achievements to get a raise. Furthermore, they are pointless because there is no annual budget allocated to performance reviews.
Pay rises rarely if ever happen (and are marginal %). The only way it happens for most is to change role. When it does happen it’s not based on any metrics, and is down to managers opinion. Wider Cisco has clear processes etc established so this does not happen.
Point 4 - Cisco has clearly defined L&D budget and process for all employees. Except Meraki, which is excluded. Meraki has its own L&D budget and process. It’s not clearly defined, or publicly available for employees. Its ad hoc and on a case-by-case basis.
Point 5 - Cisco has for years embraced flexible working. Meraki prior covid was mandatory in the office. For the duration of Covid leadership has praised teams for continually driving revenue and growth. Teams have proven they can work effectively from anywhere. However, Meraki leadership won’t match the wider Cisco policy, and does not trust individuals to do the work they have proven they can do.
Point 6 - the chances to get relocated to USA is very rare. That leaves very little meaningful career progression or roles outside the USA (wait for someone to leave).
Point 7 - Virtue signalling activity, no material changes made internally or externally. The business unit (& Cisco for that matter) still very happy to sell into what most would deem to be unethical industries.
Point 7 – Treated like we are at school:
Role play meeting of what is, or is not acceptable inside or outside the workplace with colleagues.
Example of work place comments colour coded to the severity of inappropriateness.
Point 8 – This topic is far too complicated to go into full details.
Cisco and Meraki leadership both frequently praise the BU as one of the growth engines, the best acquisition, or one of the darlings of Cisco. From product innovation, internal process, sales motion and culture.
However, they can’t give any certainty as to what will happen with Meraki long term. Not to mention a contradiction that Meraki employee face the above issues in comparison to Cisco employees.
Free food (not available during covid for obvious reasons, but historically was frequently referenced by middle management as an excuse for the above issues) is not important to employees as getting the basics right.
