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IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC 2 IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC 9 Running head: IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC 1 Implementation, Strategic Controls, and Contingency Plans For a corporate firm to achieve its goals, objectives, and market target, it needs to have a strategic plan which connects to implementation of the strategies proposed and have a contingency plan which helps in generating new ideas that relates to the business. To implement any strategy in a corporation, you need to have goals that are short term or can be achieved in a short period of time, use tactics that can easily function in the corporation if they are to be implemented and should be able to outsource and have policies in executing their strategies. Implementation Plan Adopting an agreement of artificial goods separation, low-cost management, and item for expenditure extension strategies will help to capitalize on potency, counteracts intimidation as these strategies continue their mission, and organize in a line with their objectives. The company will provide their customers with better substitution. The populace are escalating and growing speedily. In 2009, millions of the population of the age of 65 in the United States were in excess. In 2030, forecast calculate just about there will be 72.1 million Americans. Xerox has beforehand imitation a procession of products modified to the aging, heaviness aware, and will extend to produce and get well upon these products. Xerox creates leading boundary products, civilizing based on the over-riding ahead of them when required, and use their superseding market split to carry on low expenses. To put into practice a tactical map productively, Xerox must recognize temporary objectives, landmark, and deadline; kick off precise practical strategy; converse strategy that authorize populace in the association, while satisfying them efficiently (Pearce & Robinson, 2013); allocate job possession to precise everyday jobs; and assign possessions. Xerox temporary necessities comes in with the developed project in flanked by 5 to 6 percent as well as compose larger both innovative products and recuperate available goods. “Short-term objectives are experimental result probable or predictable to be attaining in one day or fewer (Pearce &, Robinson 2013). This plan is based on a set of goals that is also obtained by conflicts to be better understood for the important problems to meet and comment development with the necessities to be acknowledged for quantity (Pearce & Robinson, 2013). All these strategies will be processed for its temporary goals in the environment with tactics so powerful for the complete period in to its responsibility. Practical approaches are the behavior that must be finished to appreciate the temporary objective. The company is however performing well because it has been capable of transforming positive cash flows from its operating ac.
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Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers. Facing a Competitive Crisis During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations, Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required. Leadership Through Quality In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states: Figure 1.5: Origin of the 1983 Xerox ...
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Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox41 The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers. Facing a Competitive Crisis During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations, Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required. Leadership Through Quality In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states: Figure 1.5: Origin of the 1983 Xe ...
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Read and reflect on the case study involving the CEO of Xerox on page 145 of your textbook. In a two-to-three page paper, describe the principles of the bureaucratic structure. Explain why flattening hierarchies and empowering teams is a strategy. Analyze what divisional structures are presented (product, geographic, and market). Conclude with your thoughts on how organizational design models and structures impact organizational development. CASE FOR ANALYSIS Ursula Burns Succeeds Anne Mulcahy as CEO of Xerox In the early 2000s Xerox, the well-known copier company, was near bankruptcy because aggressive Japanese competitors were selling low-priced digital copiers that made Xerox’s pioneering light-lens copying process obsolete. The result was plummeting sales as U.S. customers bought Japanese copiers and Xerox was losing billions of dollars. Xerox searched for a new CEO who had the management skills to revitalize the company’s product line and the person chosen to lead the company’s transformation was Anne Mulcahy, a 26-year Xerox veteran. Mulcahy had begun her career as a Xerox copier salesperson, transferred into human resource management, and then used her considerable leadership and communication skills to work her way up the company’s hierarchy to become its president. As the new CEO, the biggest organizational challenge Mulcahy faced was to find ways to reduce Xerox’s high operating costs but, at the same time, find ways to develop innovative new lines of copiers. Specifically, she had to decide how to invest the company’s research dollars to develop desperately needed new kinds of digital copiers that would attract customers back to the company and generate new revenues and profits. Simultaneously achieving both these objectives is one of the biggest challenges a manager can face, and how well she performed these tasks would determine Xerox’s fate—indeed its very survival.4 To find a solution to this problem, Mulcahy, known as an unassuming person who as CEO prefers to stay in the background, focused her efforts on involving and listening to Xerox’s managers, employees, and customers describe its problems. Mulcahy began a series of “town hall” meetings with Xerox employees, asked them for all kinds of creative input and their best efforts, but told them that tough times were ahead and that layoffs would be necessary. At the same time she emphasized that only their motivation to work hard and find ways to reduce costs and develop new products could save the company. To discover how the company should best invest its R&D budget, Mulcahy made reaching out to customers her other main priority. She insisted that managers and engineers at all levels should visit, meet, and talk to customers to uncover what they most wanted from new digital copiers—and from Xerox. During one of her initiatives, called “Focus 500,” which required Xerox’s top 200 managers to visit its top 500 customers, Mulcahy came to increasingly appreciate the skills of Ursu.
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Xerox corporation (A)
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By Parth Purohit
Megha Jagtap Dhwani Shah Case study XEROX CORPORATION(A)
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