Gustav Toppenberg

Gustav Toppenberg is a Sr. PMO Manager in Cisco's Communication & Collaboration IT group. Gustav is currently responsible for leading the PMO and driving project and operational excellence in his team. During his career at Cisco, Gustav has led several projects in change leadership, acquisition integration, and globalization strategy. He is also part of Cisco IT's transition to a services-oriented organization (technology, process, and culture), enabling a client-focused, value-driven, cost-effective alignment between IT and business. Gustav is a native of Denmark and serves on the board of directors at the Danish-American Chamber of Commerce in San Francisco and the NorCal chapter of ASP (Association for Strategic Planning). He has a background in strategy consulting, program/project management, and global change management. Gustav has an interest and passion for the convergence of business and technology; he is a natural change leader and constant disruptor. He continuously seeks to occupy the gap between business and technology, thereby leveraging technology solutions to strengthen competitive advantages in business. Gustav is an MBA graduate of the Thunderbird School of Global Management, ranked the #1 U.S. Business School for International Business by the Wall Street Journal and U.S. News and World Report. You can contact Gustav at [email protected] "Some of the individuals posting to this site work for Cisco Systems, Inc. Opinions expressed here and in any corresponding comments are the personal opinions of the original authors, not those of Cisco."

Linking Project Delivery & Services to Business Value

To continue to add value to the enterprise, I believe that the PM role needs to continue to evolve more in the direction of a strategic business manager, linking the project delivery to business value. Excelling not only at delivering a project to the stakeholder, the PM needs to understand how the service delivered, as a result of the project, accelerates a business capability and helps the enterprise leverage current services in-place, as well as the life-cycle of these services, skills that are immensely important to the enterprise success.


Global communication and collaboration

The utilization of video throughout your project life-cycle is becoming increasingly more important. The ability to capture ad-hoc video of a meeting or conversation to help further the teams understanding of a specific point, risk element or deliverable, can make a big difference.


The globally connected project team

Managing a global team and working as a team member in one should be a very rewarding experience for everyone involved. The “global team” is the penultimate design for any project team, leveraging the diverse perspective of everyone involved.


How broad is your global horizon?

Global corporations need talented project and program managers to execute on strategically aligned initiatives every year, to help them compete in a global marketplace. There is a growing need for PM’s who can work successfully in an increasingly globalized workforce.

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