Founded in 1984 from a Stanford University project, Cisco Systems became a global leader in networking solutions. 

Challenge: By 2011, major US tech companies heavily leaned on acquiring startups for innovation. As described by an executive, «Every capable startup was instantly acquired by one of the five tech giants.» This approach began to fail to create sufficient innovations as startups were bought prematurely, often missing the mark on discovering breakthrough technologies. 

Actions: To pivot from this lack of innovation, Stephan Monterde spearheaded the «Cisco Technology Radar» initiative: 

• Continuous scanning: Was organized through a core team of 3 and a network of 40 scouts that covered all technology sectors of CISCO. 
• Organized interpretation: The scouts worked also as authors of technology profiles and scouts that were already longer in the team along with the core team worked as editors that ensured quality and readability of the technology briefs. 
• Foresight Radar: The foresight radar structure is shown below. It is organized along the product domains, which ensures clarify about who is responsible to monitor further and respond to new technologies. 
• Actionable insights: For the nervous system to function, it is key to connect to the power structure of the organization, that actions will be triggered. At Cisco this was through the committee of the 13 fellow engineers which are consulted and advise on all technology related decisions at Cisco.