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Anne Mulcahy:
Leading XEROX through
the Perfect Storm (A)
Submitted By: Group 5
Contents
13 S.E.C 18 QnA
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Introduction
• Anne Mulcahy: COO of Xerox Corporation
• First Annual loss in 5 years
• “Xerox’s business model is unsustainable”
• Rumours by Reuters about company going to declare
bankruptcy
• Stock prices fell to $6.88
• Facing liquidity crunch
The Perfect Storm
• $ 18 bn in debt
• Market capitalization dropped to $5 bn
• Outside advisors pressurizing to file bankruptcy to
relieve Xerox from debt
• Mulcahy trying to avoid bankruptcy and get time to
implement plans to restore the company’s former
image
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XEROX: History
• Started in 1959 with the model 914 copier
1959 1968
Sales $32 mn $1.1bn
Employees Strength 900 24000
Get me 5 Xerox of
my resume !!! Get the
notes
Xeroxed !!!
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XEROX: History
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XEROX: History
REINVENTION
TEAM
Leadership
XEROX
through
Quality
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REINVENTION
• Profit growth very low, stalled in early 1990s
REINVENTION
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NEW STRATEGY
NEW LEADER
Late 1990’s investor expectation for XEROX ran high
To Spark Thoman
Profit & excellent
Stand performance
Expectation at IBM
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NEW STRATEGY
Richard Thoman (CFO IBM) appointed as President.
NEW STRATEGY
Issues due to reorganization:
Sales reorganization led to
• Disrupted customer relationship
• Sales team member lost year old client relationship
• Sales team members left XEROX for another company
CHANGE
Administration Changes OF
led to
• Increased billingLEADERSHIP
issues
• AGAIN
More complicated pricing plans
Sales team looking for new business, had to cut prices sharply leading to
decrease in profitable contacts
External Issue
End of domination in production printing (Heidelberg, canon etc)
Global financial crisis (ASIA to Latin America)
Market Shift
Early towards less margin product
2000 Stock declined
from $60 to $20
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ANNE MULCAHY
Started in sales (10 yrs)
Early 1980, promoted to Management,
charged with organizing a sales team
Promoted to VP HR in 1992
Joined Barry Rand (VP Worldwide Ops)
team in 1996
Became Chief Staff Officer in 1997,
reporting directly to CEO, Allaire
Not much interested in the role of Chief
Staff Officer so grabbed an opportunity
at GMO (Web & Retail sales)
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ANNE MULCAHY
Launched SOHO (Small office and home
office)
Venture in Desktop Printing
Competed with Industry Leader H-P
Became COO in May, 2000
Assembled the team – met 100 top
executives (Leadership)
Extensive fact-finding tours
Visiting employee operations & major
customers
Except SEC, dealt with everything
Realized that everyone was unaware of
the seriousness of the situation XEROX
was in
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ANNE MULCAHY
Leadership traits of Mulcahy
Be informed
Be calm and confident
Provide clear direction
Develop an action plan
Leverage your supporters
Initial plan
Save each dollar
Personal attention to customer
Incentive and benefits to sales team
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SURVIVAL?
• Liquidity
THEcrisis increased
BUSINESS MODELdue to shrinking profits
OF XEROX IS
• XEROXUNSUSTAINABLE
turned to short term debt to shave interest
expenses
SURVIVAL?
• Reuters reported rumors that Xerox was planning to
file for bankruptcy protection
• Opinions
– CFO Romeril: Cut dividend from 20 to 5 cents, saving $ 400 mn
per year
– External Advisors: File Chapter 11 bankruptcy
– Ursula Burns: Less chance of protecting Xerox’s R & D budget
and field sales force
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• Suggested 3 options:
– Sell assets and cut costs, continue to fund R & D and field sales
and service, to save the brand Xerox
– Make deep cuts in R & D, product development, and field sales
and service
– Declare Chapter 11 bankruptcy and then come up with an
aggressive turnaround plan
LOGO
Anne Mulcahy:
Leading XEROX through
the Perfect Storm (B)
THREE STRATEGIES
Implement asset sales of ‘live wood’ and painful cost
cutting while continuing to fund R&D and field sales
and service
Cost Reductions
Cut dividends
Cut SGA by $600 million
Cut $200 million in supply chain and manufacturing
cost.
Eliminate world-wide service staff organization.
Restructure R&D cost.
Cut Infrastructure and overhead by $200 million
TURNAROUND STRATEGY
Strategy focused on
Improved cash flow and profitability
Strengthening core strategy
Future focus on high-value, high-end
business
EXECUTING THE PLAN
XEROX:
Financial Conditions
FINANCIAL CONDITION
3rd QUARTER 2000
PROFITABILITY RATIO
SHARE PRICE MOMENT
PROBLEM
External Factors
1)The strength of the dollar against
European currencies.
2)High competition from Japanese rival
3)Y2k fear
4)Severe economic downturn in Brazil
ASSET DISPOSITION
LEADERSHIP
A Leadership Story
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a
remote island to get to the coast where an estuary provides a perfect site for a port.
The leaders organise the labour into efficient units and monitor the distribution and use of capital assets
– progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments
along the way to ensure the progress is maintained and efficiency increased wherever possible.
Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The
person surveys the scene from the top of the tree.
“Wrong Way!”
(Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon &
Schuster).
She had:
A vision and purpose
Clear goals
Strong commitment
An understanding of change
Active listening skills
Confidence to take risks
She was:
Excellent communicator / listener
Able to speak clearly and effectively
Resourceful
Realistic
Personal Characteristics of an
Excellent Leader
The Art of Listening – Rather than
wasting time on putting out fire, find out
the source of fuel leakage
Instinct – Create clear accountability
Vision – Never forget real goals
Research and Development – Keep
focusing on innovation
Customer Focus – Even in bad times, talk
to customers
Communication – Get people aligned
around a common set of objectives
Behavioral Leadership Theories:
Lewin Studies
Assume that there are distinctive styles that effective
leaders use consistently, or, that good leadership is
rooted in behavior.
Basic Leadership Styles
Autocratic Style - the leader uses strong, directive, controlling actions to
enforce the rules, regulations, activities, & relationships; followers have little
discretionary influence
Democratic Style - the leader takes collaborative, reciprocal, interactive
actions with followers; followers have high degree of discretionary influence
Laissez-Faire Style - the leader fails to accept the responsibilities of the
position; creates chaos in the work environment
Initiating structure
Low High
(job centered)
Fiedler’s Contingency
Theory
Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation.
Leader’s effectiveness is based on situational contingency which is based on 2
factors: Leadership Style and Situation Favorableness
Least Preferred Coworker (LPC) - the person a leader has least preferred to work with
over his or her career.
Position Power - authority associated with the leader’s formal position in the
organization.
Situat
Question 1 Question 2 Question 3 Appropria
ion
Are leader- Is the task Is position te
member structured or power strong Style
relations good unstructured or weak?
or poor? ? Stro 1 Task
Structure ng
d Wea 2 Task
Good k
Stro 3 Task
Unstruct ng
ured Wea 4
Sta k End
rt Stro Relationship
Structure ng
d Wea 5
Poor k
Stro Relationship
Unstruct ng
ured Wea 6
k
Relationship
7 Either
8 Task
Hersey-Blanchard Situational
Leadership Model
Leader’s concern with task
Low High
SOURCE: Adapted from P. Hersey and K. H.
Blanchard, Management of Organizational
Behavior: Utilizing Human Resources, 3rd ed.
(Upper Saddle River, N.J.: Prentice-Hall,
1977),170.
High
Leader’s
concern
with
relationship
Low
As a
transactional leader,
I use formal rewards
& punishments.
As a
transformational leader,
I inspire and excite
followers to high levels
of performance.
Evans and House Path Goal
Theory
The theory states that a leader's
behavior is contingent to the
satisfaction, motivation and
performance of his subordinates
Identifies 4 types of leader behaviors:
Directive Path Goal Clarifying
Achievement Oriented
Participative
Supportive
Leadership
STRATEGY
IMPLEMENTATION
Q1)What strategy is the general
manager trying to achieve?
• Manufacturing
– Reduce costs
– Stream line R&D
– Focus on high end high value products
• Finance
– Sell assets and equity in profitable ventures to generate
cash
– Reduce dividends.
What management systems and organization
processes needs to be implemented?
Organizational
Interpersonal
People should not feel demotivated
Should the general manager make
key implementation decisions alone?
Company was in a big trouble, where its survival was
at stake.