Well, I don't think I really would have done that much differently. And it was an area that took a lot of energy and time to do well because consumer takes a lot of energy and time to do And so they decided to shrink that business.įorbes: What would you have done differently if you had to do it all over again? And the reality is the consumer business was about $1 billion of the $45 billion in revenue that Cisco was producing on a yearly basis. And I think as any good business, and any good executive team will do, they look at the areas that are contributing to the business the most significantly and those that aren't. But I'd say that the real issue was that Cisco had a lot of challenges in their core space, and they spent a lot of energy and time in that core space, rightly so. Jonathan Kaplan: Well, I think you have to ask Cisco what exactly went wrong.
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