Challenge the status quo — Do not shy away from making tough and difficult calls. Even when Mulcahy wondered if her aggressive turnaround plan would work, the resilience and optimism of Xerox employees fueled her resolve — and her vision. They had to become my partner and I had to become theirs. A recent reorganization of the company's sales force had not gone according to plan. I think sometimes companies get confused with egalitarian processes that they think are the fairest, and that is not what companies need. It quickly became apparent that we needed people to want to learn.
Some had been senior managers. Komisar ultimately shifted gears, becoming a lawyer and later pursuing a career in commerce. Today she is Chair of the Save the Children Federation. I came to that conclusion as I was starting my career, when I had a chance to work with Bill Campbell, who is well known, particularly in Silicon Valley, as a leader and coach. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information.
Make goals clear — Communicate regularly with employees letting them know the goals of the company. Do you find yourself looking for certain qualities in a candidate more than you did several years ago? Time line also provides an insight into the progressive challenges the company is facing in the case study. Are there lessons for leaders today—and tomorrow—about the value of taking a job in the people function, en route to running a global corporation? Less explored have been the sources of personal growth and knowledge that underpinned her exemplary leadership performance. She also served on Catalyst, Citigroup, Fuji Xerox and Target Corp. At the same time, its stock has risen, returning 75% over the last five years, compared with a loss of 6% for the Dow Jones Total Stock Market Index. .
The very simple premise is that Plan A most often fails, so we need a process by which to methodically test assumptions to get to a better Plan B. What did you learn from running human resources? And Mulcahy has shown that, despite her misgivings, she can deliver results in a hurry. Who are they sharing it with? So instead of providing recommendations for overall company you need to specify the marketing objectives of that particular brand. It also takes some of the difficulty of killing individual projects out of the way. That is the single most important leadership trait, outside of pure competence. I never followed a traditional plan of development.
It means taking out people and competencies and expertise. Beyond that, you have to tell people what they can do to help. What makes this culturally difficult in larger companies is that there is often a sense that Plan A is going to succeed. Xerox has great expertise in sales and technology, and Mulcahy is working to remedy its weakness in marketing — a common problem in companies that enjoy monopolies in their early years, she noted. Certainly three days a week, so at least two-thirds of the time. And that there was this desire to learn new things, to kind of grab onto things that were maybe even somewhat nontraditional.
It was an opportunity to earn respect as a peer. Allaire intends to continue as chairman until the end of 2001. Unfortunately, people define risk as something you avoid rather than something you take. Lead and manage to values — Illustrate a clear and consistent set of values. One was that you discover quickly how little honest feedback people get in companies, and how important it is for people to have a sense of candid assessment. I tried to choose another profession.
Without it, I never could have pushed through the changes we needed. This year we went to the Amalfi Coast, which was fabulous, and the year before we went to Tuscany. You need to look for people who can strike the hard balance between courage and learning—people who have audacity in their convictions and know when to be unyielding but who are also good listeners and capable of adapting. Raises questions in her mind about stakeholder priorities, employee motivation, difficult strategic trade-offs, and finding profitability while trying to avoid bankruptcy. Related Reads: This Blog has been featured by the. In some cases you will able to find the central problem in the beginning itself while in others it may be in the end in form of questions. I do a lot of that and I think it is the most important thing I do.
Xerox, she added, has never been especially good at managing its cash and putting it to the best use — a pattern she is trying to change. By about year 2000 the Board was really stuck—and decided an employee-oriented insider was needed to head Xerox after all the disappointment and turmoil. Customers were unhappy and the economy had started to falter. I was always fascinated by issues of talent, organizational effectiveness, and leadership development. This could mean shutting down a program. Any single idea can look great in isolation. It will get discussed in the context of opportunities for future investment like all the rest.
Mulcahy, Leadership is About Learning. It forces you to make choices that you probably wouldn't have made otherwise. She received a in English and Journalism from in. Instead, learn from mistakes and listen to feedback. Have they done their homework? Do not tell me your judgment yet. Step 3 - Anne Mulcahy: Leading Xerox Through the Perfect Storm B Case Study Analysis Once you are comfortable with the details and objective of the business case study proceed forward to put some details into the analysis template. This interview with Anne Mulcahy, chairwoman and chief executive of the Xerox Corporation, was conducted and condensed by Adam Bryant.