Xerox Case Study

                                                            INDEX

NO        CONTENT                                                                         Page No

1.        Executive Summary                                                                2

1.        Introduction                                                                        3

2.        Structural Strategy. Problems, Analysing and Solutions.                  4- 10

3.        Operations Strategy. Problems, Analysing and Solutions.                11 - 15

4.        Behavioural Strategy. Problems, Analysing and Solutions.                15 - 19

5.        Conclusion                                                                        19 - 20

7.        Bibliography                                                                        20        

Figure 1:  The bases of Organisational Performance and Improvement.        3  

Figure 2:  Lynch, R. Operational structure and people issues.                        4

Figure 3:  Lynch, R. Managing Strategic Change.                                  6

Figure 4:  Lynch, R. Man elements of of strategic leadership.                    9                                                

XEROX CORPORATION:  EXECUTIVE SUMMARY

1.        THE PROFILE OF XEROX CORPORATION

INTRODUCTION

Anne Mulcahy the newly appointed CEO of Xerox use a “top-down” strategic planning process in her turnaround of Xerox. Anne Mulcahy works in isolation, makes alone all the important decisions, and only involved her newly appointed top management in strategy decision-making.

ORGANISATIONAL STRUCTURE

Problem.  Xerox Corp needs an innovation structure within the current matrix structure.

Causes.  Common features of highly innovative organizations include supportive strategies, cultures, structures, staffing, and senior leadership. None of these was in place at Xerox.

Solutions.  Make innovation a way of life for everyone. We must learn as individuals and as organisations to welcome change and innovation and align it with our structures. 

ORGANISATIONAL OPERATIONS

Problem.  Xerox must review his strategy choices in doing their operations to remain competitive over the long term. Xerox facing major competitive pressures in a changing global economy.

Causes. Xerox has forgotten to build its future, it was stuck in the past, and it was losing ground to his main competitors due to new innovative processes and quality products.

Solutions.  Implementing of the balance scorecard in strategy implementation and an approach to sustaining competitive advantage through continuous improvement.

ORGANISATIONAL BEHAVIOUR

Problem.  Changes in the organisation and the changing of culture at Xerox have put a lot of stress on employees.

Causes.  The “top-down approach of Anne Mulcahy forcing change, and changing of culture has put a lot of stress on the employees of Xerox and there was a resistance to change.

Solutions.  Changing is not a one man approach; everybody must be involved in it otherwise it can be traumatic. Xerox must put exit mechanisms in place for the people laid off.

XEROX CORPORATION:  CASE EVALUATION

1.        INTRODUCTION

1.1.        Status of Xerox Corporation

Transformation, change, strategy, structures, innovation, leadership, cultures, continuous improvement through strategic control and evaluation, communication, and radical change will be discussed in this case study of Xerox.  This case study highlighted the importance of a clear strategy with an effective structure and a culture that is conducive for the execution of policies, procedures and processes.  This will directly impact on the behaviour of all role players.

The importance of leadership during change, and the various roles and responsibilities during change will be emphasized. For effective organizational change there should be an integration of change strategies and a strategy-culture fit. Innovation and the applying of an innovative structure to uniquely structure their operations to meet rapidly changing customer design.

1.2.        The Approach.  The three key strategies namely:  Structural, Operations, and Behavioural within Xerox will be evaluating to improve the performance of the organisation. The problems, causes, and solutions will be identified discussed and the best strategic options for Xerox will be implemented.

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Figure 1: The Bases of Organisational Performance and Improvement

2.        STRUCTURAL STRATEGY

2.1.        Organisational transformation usually starts with a change in top management and the transformation process should include strategic planning and alignment (Luthans, 1998: 626, Chaundron, 1996; 13-14; Gibson, 1995: 12-13), assessment of the external environment, change of the organisational structure, systems, procedures, and culture, and the development of the work climate to enhance participation, teamwork and trust (Trahant and Burke, 1996: 38-39).  French, Bell and Zawacki (2000: vii) argue that organisational transformation is the recent extension of organisational development that seeks to create massive, drastic, and abrupt change in an organisation's structures, processes, corporate cultures, and orientation to its environment. (Pretorius. 2004: 83)