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Xerox (France 2000)

Author: Dutta, Soumitra ; Yücesan, EnverINSEAD Area: Technology and Operations ManagementPublisher: Fontainebleau : INSEAD, 1998.Language: EnglishDescription: 27 p.Type of document: INSEAD CaseAbstract: 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 ists 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)Pedagogical Objectives: This case can be used in general management courses to focus on business transformation and in operations/technology mnagement courses to discuss about the links between organizational design and core process redesign.
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This case can be used in general management courses to focus on business transformation and in operations/technology mnagement courses to discuss about the links between organizational design and core process redesign.

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 ists 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)

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