Xerox (France 2000): A Race Without a Finish Line

Published 01 Jan 1998
Reference 4737
Topic Strategy
Region Europe
Summary

This case describes how Xerox is leading a business transformation effort to support its ambition of global leadership. Xerox built its recovery strategy in the mid-1980s on a single-minded dedication to total quality management. This case focuses on the second phase of Xerox’s quality journey wherein, starting from the early 1990s, Xerox has shifted its emphasis from the management of quality to quality of management. Over the 1990s, Xerox has built organizational structures and systems, which are aligned with its core processes and has emphasized the development of the software (or the human aspects) of the organization in conjunction with the hardware (i.e., organizational structures and systems).

Teaching objectives

This case can be used in general management courses to focus on business transformation and in operations/technology management courses to discuss the links between organizational design and core process redesign.

Keywords
  • AR1998
  • REENGINEERING
  • BUSINESS TRANSFORMATION
  • TOTAL QUALITY MANAGEMENT
  • ORGANIZATIONAL CHANGE
  • PROCESS REDESIGN
  • CORE PROCESSES
  • RD0398
  • COMPUTER
  • TQM
  • MAINFRAME
  • POM