OASIS

Presented By:

Harshit Desai- 21 Ravi Beldiya- 72 Nadeem Shaikh- 34 Mohammed Rahimmudin- 33 Sidramappa Angadi- 69 Anirudh Sashidharan- 64

XEROX

XEROX

Introduction

American multinational document management corporation.

Headquarters in Norwalk, Connecticut, United States.

Sells color, black & white printers, Multifunction system, photo copiers, Digital production printing presses and other computer peripherals.

With employing around 150,000 employee overall generating an net income of $1.3billion as in 2010.

75% stakes in Fuji Xerox [ Japanese Photographic firm]

With around 9400 active patents on their name.

XEROX

Members

Ursula Burns:- CEO

John. A. Clendenin:- Logistics and operations

Carol J. Zierhoffer:- Corporate VP & CIO

Luca Maestri:- EVP & CFO

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Xerox: Managing Multinational Development Center

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Who is John.A.Clendenin

History

Clendenin’s boss proposed a lateral move from head of Xerox’s Multinational Development Center (MDC) to a staff support function.

Since taking over MDC in 1986 Clendenin had been behind the growth and success of the department; budget grew from $400K to $4M, staff from 4 to 42.

He also had the option of staying another 2 yrs as head of MDC, but wasn’t sure of the implications.

He convinced his boss ( Hewitt) not to cut the headcount and budget substantially for MDC.

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Clendenin at Xerox

Early Days

Summer at Xerox in 1983 as a productivity consultant in the U.S. Marketing Group (USMG) working on two projects ( Resolving over packaging in distribution & vendor ship directly to end users) both being successful.

He decided to return to Xerox because he was comfortable with their culture of having an “order” to things.

He returned as same position as in the summer, then got promoted to administrative mgr. for the parts and supply area in Dec. 1984.

However he managed his relationships with older, more experienced guys by creating “win-win” relationship.

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Discovery of Multinational Logistics

The MDC was a small subunit within the U.S. parts and supply systems group, responsible for developing and maintaining systems that would allow the logistics and distribution operations within each of Xerox’s worldwide operating units to communicate with each other

Clendenin initially did not have support within the USMG to take this new multinational approach, because the interests of individual mgrs were not aligned with Xerox’s objectives. (thus he contacted senior managers at CISB)

Liaison of CISB and Zivan of USMG wanted Clendenin to work with them and hence gave him three proposals:

XEROX

Discovery of Multinational Logistics

Multinational distribution steering committee (strategies for multinational distribution)

A multinational working group (would flesh out strategies of (MDSC) with detailed implementation plans)

A Multinational Development Center (MDC) (identify promising opportunities for improvements in multinational logistics mgmt. for the steering committee, continue to be responsible for developing and maintaining multinational logistics computer systems).

After getting CISB’s approval for the plan, Zivan wanted Clendenin to be the director of MDC and to report directly to him.

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Creation of MDC

Clendenin was offered with, no headcount, and a small budget. To increase his budget, he had to save at least as much for Xerox U.S., regardless of he saved worldwide.

However Clendenin leveraged his position as a secretary to the multinational steering committee, and when members returned with their productivity improvement agenda they realized that Clendenin’ group could complete these projects better than they could.

But it was not always easy to get members of the multinational committee to agree to fund anything beyond computer systems development work.

To address the animosity and roughness generated when MDC’s budget was increased, Clendenin tried to maintain a delicate balance by maintaining a lower profile, using “we” instead of “I”, and having everyone cooperate with each other without really noticing that Clendenin was pulling the strings.

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Conscription and Managing the MDC

Challenge was to recruit appropriate people ( The kind of people he wanted the same would not be let go by other organization).

Thus Clendenin developed a screening process of multiple interviews by multiple members of the MDC ( intelligent, motivated, caring & team players)

The quality of your attitude is as important as the quality of your work”; thus he created appraisal forms to spot potential relationship.

Encouraged community activities as long as they were getting the stuff done.

How others saw the group; diverse and good (Xerox mgr.), pleased with how they were treated (customers).

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Organizational Change in MDC

Focused on efficient use of corporate assets, and the scope of issues considered by the multinational logistics steering committee broadened.

In spring 1988, staffing cutbacks were announced for USMG. Clendenin felt it was not fair for MDC because it was multinational, so with assistance of Zivan he moved MDC into Corporate Information Mgmt. Group.

Xerox pushed to increase ROA from 10% (1988 level) towards 15% (objective set by CEO Kearns for 1990).

In line with this more modest objective for MDC, its budget was cut back from $4.3M to $3M, and headcount was reduced by 3.

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Clendenin Upcoming

Possible replacement were found for Clendenin but it was undecided – Ken blohm,

Refusal of possible replacement terminated and Hewitt approached Clendenin to become the 4th manager of multinational logistics optimization.

Reason being replaced was Hewitt asked him to cut the group budget again.

Should he consider his offer and what would be the implication of his decision on the MDC??

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Considering the offer ?

Should consider the request of his boss Hewitt as senior manager.

Would be proud of working for such an innovative company.

As he is being promoted up the order, should hike the pay package and other benefits.

He has been consider as a great asset for the Xerox and this could allow him to speculate his decision.

Given his half the career to Xerox for developing MDC will influenced his decision largely to an extent.

XEROX

Implication of Clendenin decision

On the MDC.

MDC would largely suffer because the replacement that are considered are experienced but not at international level.

The employee would not be happy to see new manager because of motivating treatment.

If he accept the offer by Hewitt then the MDC would reach another level as Clendenin was a man who proposed for MDC.

The work allotted will be done under a specific budget which might not be the case in new managers.

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CONCLUSION ???

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