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John Clendenin, Manager of Xerox’s Multinational Development Center (MDC) has a difficult decision to make. Should he accept his boss’s proposal and take a lateral move as Manager of Multinational Logistics Optimization, nonetheless an additional two-year commitment with MDC at his current role? How can he continue to grow and eventually be appointed to a government position?

Clendenin was formally a Major from the Marin Corps and after twelve years he perused his business school degree from Harvard. While at Harvard, he contacted Xerox managers Fred Henderson and Renn Zaphiropoulous which gave him the opportunity as a summer intern at Xerox as a productivity consultant in the parts and supply systems group. Clendenin was able to save the company $300,000 a year by eliminating over-packaging and proposed for vendors to ship directly to the consumer which saved $2 million. Clendenin was aspired to work for Xerox, it reminded him of the bureaucracy of the Marines and he was comfortable with this “old model” culture organization.

This was the start of great opportunities for Clendenin and for Xerox. After he graduated from Harvard, Clendenin was hired by U.S. Marketing Group (USMG) in the parts and supply department and within a year he was promoted to department manager. He was a leader of long-term employees who were logistic people. Clendenin had no authority and little experience and knowledge of systems. He used Taylorism and the Illusion of Validity to his advantage and decided to build an alliance with his 20+ year direct report, Tom Gunnings. Clendenin confirmed his weakness and respect to Gunnings and asked for his broad contacts within the multiple Xerox departments. This would prove beneficial for Clendenin over the next few years. In return Clendenin would guard Gunnings position within his group. They eventually became close friends.

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