We wanted to get our services business up and running, and to have a road map for the acquisition of Affiliated Computer Services. Mulcahy was loyal to Xerox and was willing to fight to prevent the company from going bankrupt. Her vision for Xerox is to stay on top of the printer and copier technology, keep investing money in research and development, and create a beneficial environment for employees to succeed in. I took out a lot of layers and think it was instrumental in improving performance. But then I took a second look at her work and realized there was much more to it than just crazy jumbled ideas.
This requires competence on the part of the leader, especially to empower others to stretch themselves and accomplish more that they thought possible. The art of listening — Actively listen to employees, customers, and shareholders to help pinpoint specific hidden weaknesses within the organization. LifeCare currently serves more than 2,000 client companies with more than 12 million individuals within health plans, governmental agencies, unions and corporations. Customers and employees began to fall away. The first was: What if something unexpected happens tomorrow, and we need someone really experienced who can step in immediately? Without it, Xerox was headed for bankruptcy.
Implementation framework differentiates good case study solutions from great case study solutions. She was a prophet, spiritual advisor, mother of fifteen, and an important contributor in a fierce religious controversy that shook the infant Massachusetts Bay Colony. According to Mulcahy the key to her success was facing reality and acknowledging that leadership does not occur in a vacuum. Mulcahy found a compass to help her guide Xerox from a piece of corn-pone advice from a Texas customer. She was completely loyal to Xerox, not only the company itself, but the brand and the people within it. Prior to that, she served as vice president and staff officer for Customer Operations, covering South America and Central America, Europe, Asia, Africa, and China.
Without it, I never could have pushed through the changes we needed. Mulcahy is clearly a relationship-oriented leader because her biggest concern is the people within Xerox. Knowledge Wharton 2005, November 16. She grew up in the projects, raised by a single mother who ironed and did chores to support her kids. When everyone thought Xerox should bankrupt its debt and move on, Anne Mulcahy took the route less chosen by restructuring and reinventing Xerox at that time.
The next step is organizing the solution based on the requirement of the case. Ursula fit the second scenario—she needed more time to develop. Xerox had stopped listening to its customers, and Mulcahy's background in sales undoubtedly gave her a perspective that saved the life of the technology giant. Thoman was forced to resign from Xerox in May 2000 Bloomberg, 2000. Added to all this is the weakening economy.
This leads to either missing details or poor sentence structures. Mulcahy noted that she owes much of her success to effective communication, a skill she gained while serving as Vice President of Human Resources. Looking back on the long process of choosing and grooming her successor, she acknowledges the wisdom of having started that conversation a lot earlier than might have felt comfortable. You should try to understand not only the organization but also the industry which the business operates in. That dinner was just one moment in a long process that ended in July 2009, when Ursula succeeded me as chief executive.
From 1992-1995, Mulcahy was vice president for human resources, responsible for compensation, benefits, human resource strategy, labor relations, management development and employee training. Everyone feels better working for an honest organization, especially when big sacrifices are being called for. It came into focus later, a convergence of several unpredictable circumstances, and after I had done a couple of other jobs at the company. The struggles men and women face when they have to choose between having a successful career or being involved in their families has created more than just an average conversation on this topic. As the first woman on her sales team, Mulcahy initially lacked the sales experience necessary to succeed in the role.
But I liked her authenticity and directness, even if she was a little rough around the edges. Often history is provided in the case not only to provide a background to the problem but also provide the scope of the solution that you can write for the case study. We never let our team see that there was conflict between us, but there was—so we called a time-out. She also overhauled our product-development process. Alternately, she prioritized in attempts to allay worries and fears. Everyone can become a better leader.
Mulcahy saw communication as the most important tool for a leader. Business positions Preceded by President of May 11, 2000—2001 Vacant. She is able to be strong willed and eliminate departments that are not performing well, even though she had an integral role in creating that specific department. By making herself personally available, she showed that company cared and was genuinely grateful for the contribution of each and every individual. Mulcahy did not exude any of these above-mentioned characteristics besides the fact that she was very strong willed.