Xerox
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Once Rochesters second largest employer, the company had a catastrophic downfall around 1999-2000, resulting in the loss of jobs, stock values, and a near bankruptcy status. Xerox is one of the many clear examples of a company who achieved leadership in innovation because of a unique technology and then failed to capitalize on its innovative capabilities. This case examines the situation that led up to G. Richard Thomans resignation from Xerox corporations as CEO, where he was simply undermined by his predecessor Paul A. Allaire. Xerox is a large local employer, designing and manufacturing copiers, printers, and Mulit Function devices. Xerox was known for its unique dry process and plain paper copiers. Xerox failed to commercialize innovations made at its Palo Alto Research center. Xerox also lost its leadership in the 1970s in the most critical part of analog copier technology. Xerox always beat up on suppliers and ignored their ability to increase value with new ideas and new products. Xerox is the ultimate unchangeable Old Economy Company, and therein lays the reason for its downfall. This case identifies several pertinent factors that were in play such as 1. The continuing influence of the previous CEO. 2. Thomans lack of authority and his inability to connect with key personnel 3. The decisions of the board regarding Allaire remaining to oversee operations, and 4. The pace at which Thoman wished to implement changes at Xerox.
It is a possible that Thoman experienced difficulties with his employment due to his non connection to key organization members. This would impede the achievement of designated goals established by Xerox. Thoman was unable to effectively utilize his influence with the board, which may have contributed to their lack of confidence in him as a leader. Thoman didnt appear to engage his coworkers as allies due to his inability of having the qualities of mutual respect, trust, openness. His