Anne Mulcahy Leading Xerox Through the Perfect Storm B Supplement
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I had the honor of interviewing Anne Mulcahy for Xerox Corporation’s “How Did You Win the War” supplement (published by _CFO Magazine_ in July 2005). In this supplement, Anne Mulcahy candidly shares her insightful reflections on a “tough time” for Xerox Corporation in her own words — in her own words, without any need to use “Xerox” and “Corporation” in the sentence. Anne has an extensive career in management with experience across several industries
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I have worked at Xerox for the last 30 years. In 1995, Xerox became a public company, and I was appointed the company’s first-ever chief executive officer. Given the new public nature of Xerox, there was tremendous confusion about how Xerox would be managed going forward. Many assumed that Xerox would become another IBM. Yet, Xerox had a unique combination of assets and opportunities that would ensure it could stand up to competitors. As an executive with the X
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At Xerox, Mulcahy helped transform the company from an imaging specialist into a leader in the burgeoning document-driven economy. Her “perfect storm” approach — to break down silos, streamline processes, and build a new customer base — not only helped her grow the company, it also transformed its strategy from being a print-centered, hardware company to a cloud-centric service company. Section: BCG Matrix Analysis In this part, I’m going to draw a BCG Matrix of the company before and after
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Anne Mulcahy is one of the most successful women leaders in the world. She’s the CEO of Xerox, one of the leading global information-technology services companies. Xerox is a $10 billion business with operations in over 50 countries. I worked with her as a marketing manager at Xerox for 4 years. It’s impossible to think of one person who had such a profound impact on the success of Xerox during that period. case study analysis Xerox is a company with huge assets, and there were some
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Anne Mulcahy is one of the top leaders in the current economic climate. In a recent interview with the CEO, she talked about Xerox’s future as she heads its board: “Our job is to build great companies, and our job is to build great companies in a great market. Anne Mulcahy, the Xerox CIO, has been working at Xerox for over two decades. When she was brought onboard she took over “Xerox PARC,” a small research lab that worked to create new
PESTEL Analysis
Section: PESTEL Analysis The following section covers the political, economic, social, and technological environments which affect the product of Xerox, including the company’s suppliers, customers, and competitors. PESTEL stands for “Political-Economic-Social-Technological-Environmental” analysis. PESTEL Analysis of Xerox 1. Political Environment The political environment is generally defined as the set of governmental, regulatory, legal, and political factors affecting the suppliers,
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B: (Cut to an interview with Anne Mulcahy) Anne, thanks for taking the time to speak with us. Can you tell us about Xerox’s financial performance during the 90s and what strategies you put in place to navigate through the challenging years? Anne: Sure, and during the 90s, we went through a number of economic downturns. But we were able to successfully navigate those and create new opportunities to drive growth. And this is where the Perfect Storm came in. We had to
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Xerox had been an innovative leader in the printing industry, introducing the first digital copier in 1980. But by the late 1990s, their success was overshadowed by intense competition, a changing industry, and a poor financial performance. Xerox was a dormant but still valuable company, on the precipice of bankruptcy. It had been sold to a new management team under the leadership of a new CEO, Jane Smith. In the first quarter of 1998, Xerox experienced