...discussion held amongst Team C lead to accurate findings on Xerox CEO Anne Mulcahy. Mulcahy does not live in the spot light as a powerful CEO. Instead, she is hands on working a booth at a typical trade show. She shows leader characteristics as she wears the hat of a CEO. We all agree that Anne Mulcahy had an unyielding task since she has taken over as CEO of Xerox. Her circumstances were unusual because Xerox was under bankrupt when she took over. The accountant department was under questioning by the Government. That then led to a 10 million dollar fine from the Government to the Xerox Company. However, Mulcahy was extremely prepared for the task at hand. Her leadership mentality and brilliant decision making skills proceeded to save the company one billion dollars in her first year as CEO. Regardless of internal factors she was able to over come them and turn the company into the profit margin. External issues played a role as well. During the time Mulcahy took over as CEO the economy was in horrible shape. Xerox was 18 billion dollars in debt. Mulcahy had a great strategy. She decided not to file for bankruptcy because she had the confidence in herself to overcome the financial troubles the company was in. She had to shut down the jet desk printer division that she launched herself. Jobs were lost but it was an executive decision that had to be made. There is only a few women CEO’s of large corporations and Mulcahy is amongst the best if not the best. Her leadership and decision-making...
Words: 298 - Pages: 2
...January 2001, it was rumored that Xerox had hired a bankruptcy advisor namely from the Blackstone Group. However, in an attempt to further hide their financial woes from the public, Xerox officials denied that rumor, stating that they called on Blackstone for financial advice and nothing more. Their financial struggles continued until Xerox Corporation did what no one expected it to do; the company survived a brush with bankruptcy under the direction of a new CEO, Anne Mulcahy, who had no prior experience heading a company although she had served in multiple areas of the company’s business before becoming CEO. In an interview with CNN she was quoted as saying: “although it wasn’t necessarily done with the intent of running the business, I found out that it was a pretty good set of skills and capabilities to have coming into the job.” Although it was believed that Xerox was in trouble in the early 2000’s due to its financial woes, I believe that competition stifled their copier sales. Prior to Ms. Mulcahy taking over, the company was guided by leaders that did not move with the changing time. Copiers were no longer just for copying. New technology such as scanning documents, printing documents from a computer and emailing documents were becoming more main stream. Personally, the company I worked for in the early 2000’s leased their copiers from Xerox. I found that their copiers were always breaking down. It seem just about every time I needed to make a...
Words: 919 - Pages: 4
...the current situation. Anne Mulcahy had to do so for Xerox when she step in as a CEO. Xerox was facing a possible bankruptcy and Mulcahy dove in to help the company rebuild again. Mulcahy had a vision and it was to keep the corporate culture intact. It was not an easy task as decisions had to be made. Clearly the CEO used the different stages of decision making to help Xerox to rebuild again without having to file bankruptcy. The stages of decision making are identifying and diagnosing the problem, generating alternative solutions, evaluating alternatives, making the choice, implementing the decision and evaluating the decision. Anne Mulcahy identified and diagnosed the problem of Xerox, which was expenses were too high, the profit margins were simply too low to return to profitability and the company had a debt of $18 billion. Bankruptcy was never a solution for the company and Mulcahy stated George (2008), “Bankruptcy is never a win” (para. 4). Generating and evaluating alternative solutions for Xerox was the key to rebuilding. Anne Mulcahy confronted the infrastructure by selling off pieces of Fuji Xerox, the company’s crown jewel and farmed out manufacturing to Flextronics. She also eliminate 28,000 jobs and billions in expenses which were hard decisions but needed to be made. Mulcahy did not cut back on research and development or field sales even though shareholders wanted to shut down the research and development department. Mulcahy also shut down the Deskjet...
Words: 588 - Pages: 3
...for Xerox a multi-million dollar business, they were no different. A company that was founded in 1906 had several men at the helm, running a top notch company. As the years passed, profits soared and held that position for some time. Xerox was a great company, yet it gradually started to lose their momentum. As the profits turned into losses, the only thing growing was their debt. Xerox stepped out of 1990’s and into the 2000’s placed Anne Mulcahy (the first woman CEO of the once multi-million dollar company Xerox) into the struggling, over extended and drowning position of CEO. Xerox was now in the hands of a very capable woman. Mulcahy now known as a very powerful player in the business world has become one of the top leaders not only in Xerox but in America. The leadership of Mulcahy turned Xerox around and restored not only to the great company it was but only better. The powerful leadership of Mulcahy has set the precedence for yet another woman to take her place in the Xerox family. Ursala Burns has taken over the CEO position where Mulcahy ended with high expectations to continue, only to propel the Company farther into the future. A company was founded in 1906 in Rochester, New York that would come to be a worldwide household name and a Fortune 500 company. The company’s original name was “Haloid Company” then changed to “Haloid Xerox” in 1958 and in 1961 the now common name of “Xerox”.(Xerox, 2009) The company had released a xerographic printer in 1955 but it was...
Words: 2250 - Pages: 9
...went out," says Clarke Murphy, a recruiter at Russell Reynolds. Burns, 50, has a war to fight. Xerox, a brand so synonymous with copying that its name long ago became a verb, faces a brutal business outlook. Customers are buying less equipment. Prices keep dropping. Managers are curbing paper use for cost-saving and environmental reasons. While departing CEO Anne M. Mulcahy, 56, pulled the $17.6 billion-a-year copier giant from the brink of bankruptcy and restored profitability, her successor has much to do. Burns will find herself battling competitors with stronger balance sheets and more heft as the industry consolidates. The Norwalk (Conn.) company's sales dropped 18% in the first quarter, to $3.6 billion, producing a profit of only $49 million. The stock, trading at more than 14 a share in September, is now less than half that. And yet expectations are high as Burns ascends to the CEO post. Executives inside and outside the company speak of her deep industry knowledge and technical prowess, as well as her frankness, sharp humor, and willingness to take risks. For many working mothers, it's inspiring to see Mulcahy, a mother of two grown sons, step down in favor of a woman who has a 16-year-old daughter and 20-year-old stepson—and was herself raised by a single mother in a New York City housing project. "This is a bases-loaded home run," says Noel M. Tichy,...
Words: 2131 - Pages: 9
...Culture, Leadership and Staffing at Xerox Leadership After much reorganization and movement of leadership, Anne Mulcahy took over the helm of Xerox. Anne was a popular 24-year Xerox veteran promoted to president and chief operating officer when her predecessor Thoman was fired. Anne was a straight talker. She was very decisive in her decision making and took responsibility when she made an error. So much so that analysts were astonished Anne when conceded that Xerox had ''an unsustainable business model.'' However, Mulcahy later backed away from this statement, saying that she meant only that the company needed to cut operating costs and redirect investment from money-losing to high-margin businesses. Bloomberg magazine report on June 14 2001, Anne M. Mulcahy announced that the company was killing its entire line of desktop inkjet printers--a one-year-old business that employed 1,500 people worldwide and had been championed by Mulcahy herself. Mulcahy said that effective communication was perhaps the single most important component of the company's successful turnaround strategy. she emphasized the importance of listening to customers and employees. As CEO, Mulcahy spent the first 90 days on planes traveling to various offices and listening to anyone who had a perspective on what was wrong with the company. I think if you spend as much time listening as talking, that's time well spent. "When your organization is struggling, you have to give people the sense that...
Words: 1737 - Pages: 7
...under the leadership of CEO Anne Mulcahy. We talked about the hardships that the company went through and the decisions that were made to fix the problems that existed within the enterprise. We talked about the drive and determination that you would need to be a CEO, especially in tight situations. We also discussed how some CEO's are brought into the company with existing problems which puts them into a situation that shows their true leadership skills. When Anne Mulcahy became the CEO of Xerox, she was brought into a world of conflict and strife. Inheriting a disastrous mess and the company drowning in debt Xerox was tottering on the brink of bankruptcy in Chapter 11. The corporation had over $17 billion in debt and had accounted losses in all of the previous six years. A radical reorganization of the sales force of companyShead not gone as per to plan. Customers were sad, and the financial system had started to weaken. Above all of that, Xerox established itself in the center of an extended inquiry by the Securities and Exchange Commission of accounting indecency in its unit of Mexico. The conflict was definitely one of the characteristics of management that Mulcahy dealt with when she became the acting CEO of Xerox. Mulcahy had been with the company Decision-Making Analysis Discussion Summary for thirty years and had held various positions in human resources, sales, and was the creator and leader of a desk jet printer division. Mulcahy considered the people of Xerox...
Words: 514 - Pages: 3
...Denslow * I agree with Valerie’s decision making findings of the Xerox video, because she(Valerie) stated that Anne Mulcahy had to make one of the hardest decisions of shutting down one of the divisions she created to cut costs on the company’s behalf. * I also agreed with my team member, Valerie for the findings in the video that Anne Mulchy climbed the ladder of success within the company from saleswoman to CEO, and that was recognized as a she-ro. * I agreed with another one of my team members, John, for his findings of decision making of the Xerox Company’s CEO, Anne Mulchy, stating how one decision the company made may have made the difference in going bankrupt, and emerging from the company’s rough times. * John also stated his findings to the team from the video that, Anne Mulcahy’s leadership skills played an important part in keeping the company afloat. * I, Ruby, talked about her findings of decision making within the company stating how Xerox made the right decision in appointing Anne Mulchy, CEO, and then nominating her for the position to be the one to generate new ideas for the company on the company’s behalf to keep the company from being bankrupt. The company also saw her determination skills, expertise, and managerial skills to promote and generate ideas that were in the best interest of the company. Anne Mulcahy had to make the decision of cutting costs and shutting down one of her own creations in order to generate money to another...
Words: 281 - Pages: 2
...organized and planned a different strategy than all the others. This is why I will explain his strategy first. Mr. Kelly utilizes vertical integration which deals with lower fuel costs. Mr. Gary protects his fuel contracts and monitors prices. By keeping his contracts close and protected so that Southwest Airlines can buy fuel at lower prices. Southwest Airlines are the airlines that pay the lowest cost for fuel. With this fuel contract the Airline can afford to keep their airline fares at very low prices attracting more clients. Because there is a higher middle class population who don’t need luxury, those are the ones who not only afford the prices but also have the interest to travel with fewer expenses in their mind. Anne Mulcahy in the CEO for Xerox. Anne Mulcahy applied the diversification strategy. She applied this strategy to close the desktop printer division, focusing her attention on new high end digital printing choice and concentrating on new technology. This carried Xerox back from the edge of bankruptcy. As she invested money in new technology and opened a new way to success that became a large contributor of corporate high end printing. This strategy created a division that is new and profitable for the...
Words: 641 - Pages: 3
...Xerox Management Close-up Xerox CEO, Anne Mulcahy had her hands full when she took on the responsibility of fixing Xerox’s debt problems. Even though she did not know how to fix everything, she made it a point to educate herself on the unknown subjects and began to find a way to fix them. Not only does Anne Mulcahy show what it means to be a leader, she also showed what it meant to have great managerial skills. This paper is going to discuss what it took for Anne Mulcahy to fix Xerox. Despite the massive $18-billioin debt Xerox had accumulated, Anne Mulcahy had a vision and a plan to save the company she loved. In order to achieve her goals, she needed to get her co-workers on board, as well. In order to get her co-workers on board, she needed to have a well thought out plan of action. Anne recognized there was a massive debt looming over her company, and she also recognized that Xerox was about to go under. Despite the negative remarks people gave to Anne for trying to fix the company, she went ahead and fixed it. By doing so, Anne saved thousands of jobs. Before Anne Mulcahy became CEO, the previous CEO had put the company further in debt. His managerial skills were faulty because there was a lack of structure and there must have been a large amount of uncertainty. This can be assumed because he had only lasted 13 months as CEO. When there is a lack of structure and uncertainty, there will always be conflict. The conflict here is that the old CEO had done nothing to fix...
Words: 581 - Pages: 3
...the potential of that individual is never unleashed. But there are a few that gets past with the vision of someone seeing potential, passion, and pride. Anne M. Mulcahy, was just the person Xerox was looking for. Potential, Passion, and Pride From reviewing the video in this week’s lesson, Anne Mulcahy was a sister of a brother whom worked for Xerox and thought it would be a great opportunity for his sister to work there. She did just that, and like everyone else would have to start from the bottom. An English Major who started off in Sales has worked her way up the cooperate ladder and was definitely making a name for herself. She became the head of human resources where I believe is an amazing place to work. I mean what better way to learn about the company and the people behind the scenes. Soon afterwards she developed a desktop printer division. Lastly, the final stepping stone was a former CEO by the name Paul Allaire, saw great things in Anne Mulcahy and requested she be put into company president positon and a molding tool for a shot at CEO. Making a difference Paul Allaire, saw so much potential in Anne Mulcahy, he appointed her President of Xerox where she worked a few years and soon became CEO. While at CEO, she had a few situations to deal with. Xerox was on the brink of bankruptcy and Anne Mulcahy dove in and cut a billion dollars in the first year, and also shut down a department which she was responsible for standing up. Although she was selling...
Words: 563 - Pages: 3
...Corporate Analysis Strategy MGT/230 February 16, 2015 Dr. Erica Robinson Corporate Analysis Strategy Corporate strategy is the overall scope and direction of a corporation and the way in which it's various business operations work together to achieve particular goals ("Business Dictionary", 2015). My team and I collectively agreed that each CEO had an overall goal of diversifying their company and increasing profits. The videos were short, but they offered a lot of insight into the struggles each CEO had to face to remain profitable. I will summarize each video and outline the corporate strategy used by the CEOs. Coca-Cola Nevelle Isdel never aspired to become CEO of the company, he just wanted to do the job he was hired to do. Mr. Isdel retired to the south of France in 2001 after 35 years with Coca-Cola. The board asked him to return after the two prior CEOs were unsuccessful. They wanted him to focus on driving sales and concentrate on acquiring new brands. In his plan to drive the company forward, Mr. Isdel did not feel the need to venture into the same businesses as his competitor, Pepsi. Pepsi had branched out from carbonated drinks to snacks foods like Frito-Lay. Mr. Isdel decided to remain faithful to the brand and introduced two new beverages, Coke Black, and a carbonated green tea, Enviga. Mr. Isdel's degree in social work shows he has compassion, and that spans across the work he does as an activist and within the community...
Words: 922 - Pages: 4
...customer and market demands. By Coke purchasing Vitamin water, they did not have the expenses of new faciliies and such, they simply increased their market share. The ceo of VF is highly noted for his planning and marketing. He says he uses his early life lesson from the military to run his business. This company uses diversification so that they can cater to the normal, everyday clients. They choose not to be in the fashion industry, but simply to have lifestyle brands that you use every day. Diversification at VF is important because the clothing industry does rapidly change. So to have you organization in different types of markets helps you see what is profitable and what is not. When we discussed Xerox in week 2, we discovered that Anne Mulcahy had to make tough decisions to save Xerox from bankruptcy and failure. The reason the company was in trouble was because the previous leaders and decision makers in charge had not varied their plan of business but rather stuck to the same old same old. Xerox...
Words: 478 - Pages: 2
...Instructor: Robert Preble 01/19/2015 I and my teammates discussed about Xerox CEO: Anne Mulcahy. We talked about the tough decision faced by the CEO of Xerox, Anne Mulchany. We discussed about several striking moves that XEROX made beneath leadership of Mulcahy. She had to construct a lot of harsh decisions exactly out of the gate. A CEO throughout a crisis, constructs several decisions, a number of them turn wrong. While a number of decisions have unconstructive outcomes, Mulcahy believes you learn from them and construct improved choices subsequent time. When Mulcahy become the CEO in 2001, Xerox was tottering on the brink of bankruptcy of Chapter 11. The corporation had over $17 billion in debt and had accounted losses in all of the previous six years. A fresh reorganization of the sales force of company' had not gone as per to plan. Customers were sad and the financial system had started to weaken. Above all of that, Xerox established itself in the center of a extended inquiry by the Securities and Exchange Commission of accounting indecency in its unit of Mexico. Mulcahy is recognized for being a practical, extremely reachable leader with exceptional skills of communication. She made remarkable business and staff cuts. She brings in a new CFO. She met up with several customers. As well, she acquired her people centered on growth and turnaround, which she states is the work of leadership. Mulcahy and her team from the beginning formulated a bold recovery plan. About straight...
Words: 671 - Pages: 3
...concept or you hate it, the idea has made online commerce more profit rich and efficient, and is making online shopping a better experience for consumers throughout the world. The End of Middle Managers (And Why They'll Never Be Missed) David K. WilliamsDavid K. Williams Contributor The Case for Hiring 'Under-Qualified' Employees David K. WilliamsDavid K. Williams Contributor Who's Starting America's New Businesses? And Why? Cheryl ConnerCheryl Conner Contributor Brad Smith, Intuit CEO: 'How to Be a Great Leader: Get Out of the Way' David K. WilliamsDavid K. Williams Contributor 2. Anne Mulcahy, Xerox – Anne turned things around when her company faced a financial crisis. Yes, I can directly relate. You can read about some of my adventures at Fishbowl here. Anne never aspired to the role of CEO, but neither did she shy away from the...
Words: 1090 - Pages: 5
