Subject category:
Strategy and General Management
Published by:
INSEAD
Length: 28 pages
Data source: Field research
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Abstract
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 organisational structures and systems which are aligned with its core processes and has emphasized the development of the ''software'' (or the human aspects) of the organisation in conjunction with the ''hardware'' (ie, organisational structures and systems). 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 organisational design and core process re-design.
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Abstract
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 organisational structures and systems which are aligned with its core processes and has emphasized the development of the ''software'' (or the human aspects) of the organisation in conjunction with the ''hardware'' (ie, organisational structures and systems). 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 organisational design and core process re-design.