Gérer dans l'action une perspective intégratrice
Case Study - Xerox
Presented by :
February 4th 2012
This case describes the visioning process at Xerox Canada. The chairman, CEO and president of Xerox Canada have been meeting with her leadership team since eight o'clock in the morning to craft the organization's new vision statement. Three and a half hours into the meeting the team hits a road block. With 30 minutes left in the session, the CEO must decide whether and how to proceed.
First let us list what McGarry has done correctly prior to the visioning process meeting:
1. Understanding of the old vision/culture:
Here we can say that McGarry has a good insight of the old culture prevailing within the Xerox Canada through her coast to coast traveling in order to meet and learn the concerns of the Xerox Canada employees, during the restructuring period. Her knowledge of the old culture has eased her task of educating the employees about the upcoming new system or culture. (Refer to Mc Garry’s arrival in Canada section)
2. Encourage innovative employees:
During the restructuring period McGarry continued to encourage innovative employees and encourage them to impart their ideas to the other members of the group in order to bring out new ideas that would bring changes for the betterment of the Xerox Canada. (Refer to Employees-Inspired-Initiatives section - last paragraph).
3. Properly identify the need to call for a visioning process at Xerox? McGarry’s careful evaluation of the situation and her coming to the conclusion that it was necessary to synthesize a vision statement (that would coordinate all of the concepts, initiatives and activities of Xerox Canada) was, I my opinion, a good call. (Refer to The Visioning Process section).
4. Understanding the value of the visioning process and not to impose unilaterally a new vision: McGarry understood the importance of not imposing a new vision....
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