Case Study - Xerox Essay Example for Free

Case Study Xerox EssayThis miscue describes the pileing bear upon at Xerox Canada. The chairman, CEO and president of Xerox Canada pick out been approach path together with her leadership team up since eight oclock in the morning to craft the organizations 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 take root whether and how to proceed.First let us list what McGarry has done correctly prior to the visioning process meeting1. intellectual of the grey vision/culture Here we can say that McGarry has a good insight of the old culture prevailing at bottom the Xerox Canada through her coast to coast traveling in effect to meet and learn the concerns of the Xerox Canada employees, during the restructuring consequence. Her knowledge of the old culture has eased her task of educating the employees about the future new system or culture. (Refer to Mc Garrys arrival in Canada section) 2. Encourage innovative employees During the restructuring period McGarry encompassd to encourage innovative employees and encourage them to impart their ideas to the other members of the group in order to bewilder 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 command to c each(prenominal) for a visioning process at Xerox? McGarrys 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 surgery 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. And she went on to pass water a common consensus of the group (pre-visioning process meet ing activities) before making any changes to the vision of the organization. (Refer to The Visioning Process section).Now let us talk about what, to my point of view McGarry, could have done otherwiseThe half mean solar day session McGarry called on June 14, 1994 to craft the organizations new mission statement, should have been panned over a two day session. In my opinion McGarry definitely under estimated the tasks ahead.As we all know the purpose of identifying the preferred future vision is to gather the strategic planners within the organization (here Mc Garrys leadership team) around a collective future vision, some of whom (leadership team) will be the pump collaborative group and some of whom will be additional stakeholders. The main objective of visioning occupation and its process steps is to gather the strategic planning participants (leadership team) around a preferred future vision to answer energize them, get their creative juices flowing, get them talking and int eracting, and set the tone strategic plan study a new vision.This was well done during the inaugural three hours. However half a day is insufficient to complete such an activity which is about building a successfully bridge between Xeroxs current state and their preferred future.I strongly believe that this visioning process activity could have been upset into the following sub activities and carried out over the entire day.This activity should have been broken down into the following sequencei) Have participants worked individually or in small group to hash out the Current State of the organization and envisage the Ideal State of the organization.ii) Keeping in mind the first exercise they have completed, have these same groups brainstormed on their preferred future vision.iii) Regroup all teams in order to share the ideas the teams have separately produced during the brainstorming session.The second day should have been broken in the following stepsiv) Discuss with the partic ipants (teams) their insights from what have been shared collectively the previous day. Record any implications for the future vision statement on flip chart and keep these records visible and accessible to the participants as they continue their debriefing session.v) Allow participants, if necessary, to regroup in order to modify/re-align their ideas which resulted from the brainstorming session (previous day).vi) Regroup in order to share any new ideas from the re-alignment session.vii) Select as a team the final vision statement.Here, to my point of view, the key ingredient was time. McGarry should have not expected the visioning process to be completed in such a short time. The old culture is a set of strong beliefs and norms which cannot be alter quickly McGarry had to be patient in order for the mindset change to take effect within the visioning process.