Xerox Founded in 1906, Xerox is currently the global leading enterprise for business process and document management, with $19 billion in annual revenue (Xerox, 2015). Near bankruptcy, in the early 2000’s the company faced a devastating scenario and was losing billions of dollars due to the Japanese competitive invasion. To make a desperate transformation, Anne Mulcahy was chosen as the new CEO based on her demonstrated leadership and communication skills (Jones, 2013). Mulcahy needed to not only revitalize the Xerox product line, but she needed to recapture the market share of customers that had been lost to the Japanese copier makers. With the help of a well-planned organizational structure and Ursula Burns, Mulcahy’s, future
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This system worked for Xerox because the hierarchy of authority allowed Mulcahy and her team to develop new lines of copiers, and make the necessary changes in the organization to reduce costs and enhance R&D. As an example, principle three is evident in both the vertical and horizontal differentiation of Xerox. A concise description of authority and task were designed and Mulcahy was able to communicate with stakeholders and accomplish her goals. Mulcahy and Burns were able to use this structure to maximize their effectiveness in developing their goals which included the developing of the new copier lines that their customers had asked …show more content…
Mulcahy stated, “When I became CEO, I spent the first 90 days on planes traveling to various offices and listening to anyone who had a perspective on what was wrong with the company” (Vollmer, 2004, para.7). Mulcahy needed to motivate staff and bring them on board with her restructuring and improvement strategies. Using town hall meetings as mechanism of communication, she sought to gain employee input and ask them to work harder to reach the expanded goals of the company. She gave the employees the ability to reach out to customers to find out what the real needs of the customers were. This process allowed the employees to be a part of identifying the problem and empowered them to want to be part of the
This system worked for Xerox because the hierarchy of authority allowed Mulcahy and her team to develop new lines of copiers, and make the necessary changes in the organization to reduce costs and enhance R&D. As an example, principle three is evident in both the vertical and horizontal differentiation of Xerox. A concise description of authority and task were designed and Mulcahy was able to communicate with stakeholders and accomplish her goals. Mulcahy and Burns were able to use this structure to maximize their effectiveness in developing their goals which included the developing of the new copier lines that their customers had asked …show more content…
Mulcahy stated, “When I became CEO, I spent the first 90 days on planes traveling to various offices and listening to anyone who had a perspective on what was wrong with the company” (Vollmer, 2004, para.7). Mulcahy needed to motivate staff and bring them on board with her restructuring and improvement strategies. Using town hall meetings as mechanism of communication, she sought to gain employee input and ask them to work harder to reach the expanded goals of the company. She gave the employees the ability to reach out to customers to find out what the real needs of the customers were. This process allowed the employees to be a part of identifying the problem and empowered them to want to be part of the