A business journal from the Wharton School of the University of Pennsylvania

What Xerox Should Copy, and Not Copy, from Its Past

October 25, 2000 • 11 min read.

Nearly 20 years ago the management at Xerox was accused by critics of squandering its core competitive advantage and bringing the company to the edge of bankruptcy. Within six years, Xerox had engineered a triumphant comeback. The question is, can the company do it again? The company has flat revenues, declining earnings, a severe cash crunch and a battered stock price. On Oct. 24 CEO Paul Allaire announced a turnaround plan that he hopes will get the Stamford, Conn.-based giant back on its feet. The key, suggest several Wharton faculty, lies in figuring out which strategies from the past should be duplicated and which deleted.

case study of xerox company

More From Knowledge at Wharton

case study of xerox company

How Is AI Affecting Innovation Management?

case study of xerox company

Is ChatGPT a Better Entrepreneur Than Most?

case study of xerox company

How AI Is Dramatically Impacting the Future of Education

Looking for more insights.

Sign up to stay informed about our latest article releases.

Logo for M Libraries Publishing

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

6.7 Motivation Key for Success: The Case of Xerox

Figure 6.11

Anne Mulcahy and Ursual Burns

Anne Mulcahy, Former Xerox Chairman of the Board (left), and Ursula Burns, Xerox CEO (right)

Fortune Live Media – Fortune Most Powerful Women 2012 – CC BY-NC-ND 2.0; Fortune Live Media – Fortune Most Powerful Women 2013 – CC BY-NC-ND 2.0.

As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906 and operating in 160 countries. Xerox is headquartered in Norwalk, Connecticut, and employs 130,000 people. How does a company of such size and magnitude effectively manage and motivate employees from diverse backgrounds and experiences? Such companies depend on the productivity and performance of their employees. The journey over the last 100 years has withstood many successes and failures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices.

Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved up the corporate ladder, holding several management positions until she became CEO in 2001. In 2005, Mulcahy was named by Fortune magazine as the second most powerful woman in business. Based on a lifetime of experience with Xerox, she knew that the company had powerful employees who were not motivated when she took over. Mulcahy believed that among other key businesses changes, motivating employees at Xerox was a key way to pull the company back from the brink of failure. One of her guiding principles was a belief that in order to achieve customer satisfaction, employees must be interested and motivated in their work. Mulcahy not only successfully saw the company through this difficult time but also was able to create a stronger and more focused company.

In 2009, Mulcahy became the chairman of Xerox’s board of directors and passed the torch to Ursula Burns, who became the new CEO of Xerox. Burns became not only the first African American woman CEO to head a Standard & Poor’s (S&P) company but also the first woman to succeed another woman as the head of an S&P 100 company. Burns is also a lifetime Xerox employee who has been with the company for over 30 years. She began as a graduate intern and was hired full time after graduation. Because of her tenure with Xerox, she has close relationships with many of the employees, which provides a level of comfort and teamwork. She describes Xerox as a nice family. She maintains that Mulcahy created a strong and successful business but encouraged individuals to speak their mind, to not worry about hurting one another’s feelings, and to be more critical.

Burns explains that she learned early on in her career, from her mentors at Xerox, the importance of managing individuals in different ways and not intentionally intimidating people but rather relating to them and their individual perspectives. As CEO, she wants to encourage people to get things done, take risks, and not be afraid of those risks. She motivates her teams by letting them know what her intentions and priorities are. The correlation between a manager’s leadership style and the productivity and motivation of employees is apparent at Xerox, where employees feel a sense of importance and a part of the process necessary to maintain a successful and profitable business. In 2010, Anne Mulcahy retired from her position on the board of directors to pursue new projects.

Based on information from Tompkins, N. C. (1992, November 1). Employee satisfaction leads to customer service. AllBusiness . Retrieved April 5, 2010, from http://www.allbusiness.com/marketing/market-research/341288-1.html ; 50 most powerful women. (2006). Fortune . Retrieved April 5, 2010, from http://money.cnn.com/popups/2006/fortune/mostpowerfulwomen/2.html ; Profile: Anne M. Mulcahy. (2010). Forbes . Retrieved April 5, 2010, from http://people.forbes.com/profile/anne-m-mulcahy/19732 ; Whitney, L. (2010, March 30). Anne Mulcahy to retire as Xerox chairman. CNET News . Retrieved April 5, 2010, from http://news.cnet.com/8301-1001_3-20001412-92.html ; Bryant, A. (2010, February 20). Xerox’s new chief tries to redefine its culture. New York Times . Retrieved April 5, 2010, from http://www.nytimes.com/2010/02/21/business/21xerox.html?pagewanted=1&8dpc .

Discussion Questions

  • How do you think Xerox was able to motivate its employees through the crisis it faced in 2000?
  • How does a CEO with such a large number of employees communicate priorities to a worldwide workforce?
  • How might Ursula Burns motivate employees to take calculated risks?
  • Both Anne Mulcahy and Ursula Burns were lifetime employees of Xerox. How does an organization attract and keep individuals for such a long period of time?

Organizational Behavior Copyright © 2017 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Share This Book

Module 6: Designing a Motivating Work Environment

6.7 optional case study: motivation at xerox.

case study of xerox company

Figure 6.11 Anne Mulcahy, Former Xerox Chairman of the Board (left), and Ursula Burns, Xerox CEO (right) Source: Photo courtesy of Xerox Corporation.

As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906 and operating in 160 countries. Xerox is headquartered in Norwalk, Connecticut, and employs 130,000 people. How does a company of such size and magnitude effectively manage and motivate employees from diverse backgrounds and experiences? Such companies depend on the productivity and performance of their employees. The journey over the last 100 years has withstood many successes and failures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices.

Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved up the corporate ladder, holding several management positions until she became CEO in 2001. In 2005, Mulcahy was named by Fortune magazine as the second most powerful woman in business. Based on a lifetime of experience with Xerox, she knew that the company had powerful employees who were not motivated when she took over. Mulcahy believed that among other key businesses changes, motivating employees at Xerox was a key way to pull the company back from the brink of failure. One of her guiding principles was a belief that in order to achieve customer satisfaction, employees must be interested and motivated in their work. Mulcahy not only successfully saw the company through this difficult time but also was able to create a stronger and more focused company.

In 2009, Mulcahy became the chairman of Xerox’s board of directors and passed the torch to Ursula Burns, who became the new CEO of Xerox. Burns became not only the first African American woman CEO to head a Standard & Poor’s (S&P) company but also the first woman to succeed another woman as the head of an S&P 100 company. Burns is also a lifetime Xerox employee who has been with the company for over 30 years. She began as a graduate intern and was hired full time after graduation. Because of her tenure with Xerox, she has close relationships with many of the employees, which provides a level of comfort and teamwork. She describes Xerox as a nice family. She maintains that Mulcahy created a strong and successful business but encouraged individuals to speak their mind, to not worry about hurting one another’s feelings, and to be more critical.

Burns explains that she learned early on in her career, from her mentors at Xerox, the importance of managing individuals in different ways and not intentionally intimidating people but rather relating to them and their individual perspectives. As CEO, she wants to encourage people to get things done, take risks, and not be afraid of those risks. She motivates her teams by letting them know what her intentions and priorities are. The correlation between a manager’s leadership style and the productivity and motivation of employees is apparent at Xerox, where employees feel a sense of importance and a part of the process necessary to maintain a successful and profitable business. In 2010, Anne Mulcahy retired from her position on the board of directors to pursue new projects.

Discussion Questions

  • How do you think Xerox was able to motivate its employees through the crisis it faced in 2000?
  • How does a CEO with such a large number of employees communicate priorities to a worldwide workforce?
  • How might Ursula Burns motivate employees to take calculated risks?
  • Both Anne Mulcahy and Ursula Burns were lifetime employees of Xerox. How does an organization attract and keep individuals for such a long period of time?
  • An Introduction to Organizational Behavior. Authored by : Anonymous. Provided by : Anonymous. Located at : http://2012books.lardbucket.org/books/an-introduction-to-organizational-behavior-v1.1/ . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike

Footer Logo Lumen Candela

Privacy Policy

Read our State of Employment Law Research Report to get compliance tips from your HR peers.

  • Resource Center

Xerox’s Accounting Scandal Recovery Tactics

Xerox's accounting scandal recovery tactics.

The Xerox scandal teaches us how to overcome a crisis and come out better.

The turn of the century was marked with a number of accounting and ethics scandals that would significantly alter the importance of corporate ethics and compliance. The Securities and Exchange Commission (SEC) began investigating the accounting practices at Xerox in 2000, which eventually led to Xerox agreeing to pay a $10 million settlement.

During Xerox's post-scandal transformation, Sarbanes-Oxley came into effect to improve financial and accounting compliance. Today, Xerox has turned its practices around and secured a spot on several lists of the most ethical companies. This post discusses the tactics deployed at Xerox to regain consumer confidence and improve the ethical culture of the company.

Want to know which other companies made the news for ethical lapses?

Download the free eBook "The Unlucky 13: Lessons Learned from Companies Caught in the Act."

Xerox Scandal: Accounting

In 2002, the SEC filed civil fraud charges against Xerox. The charges were filed after a two-year investigation into the company's accounting practices. The SEC charges came at a time when major fraud scandals - WorldCom and Enron - broke out.  The SEC alleged that Xerox's management accelerated the revenue recognition of leasing equipment by upwards of $3 billion over a four-year period and overstated the company's pre-tax earnings by $1.5 billion to alleviate pressure from Wall Street and to hide the company's true performance.

The accounting techniques used by Xerox violated the generally accepted accounting principles (GAAP) . Revenues were assigned to time periods in which they were not yet received. This resulted in inflated revenues, and also provided investors with inaccurate information on the company's income and assets. It was reported that management was aware of, and even approved, these accounting methods.

According to the initial complaint filed by the SEC:

"The allegations in the complaint center around seven different accounting actions used, in Xerox parlance, to "close the gap" between the company's operating results and the market's expectations from 1997 through 2000. Many of these actions had the purpose and effect of accelerating Xerox's recognition of revenue at the expense of future periods. According to the complaint, Xerox fraudulently disguised these actions so that investors remained unaware that the company was meeting earnings expectations only by using accounting maneuvers that could compromise future results."

Another interesting point to consider is the fact that, unlike Siemens, it was reported that during the Xerox scandal, they didn't fully cooperate with SEC investigators. The lack of cooperation lead to the stiff penalty handed down by the SEC. The $10 million fine was the largest fine administered by the SEC in a financial fraud case at that time.

RELATED: Corporate Accounting Fraud: Learn From the 10 Worst Scandals

Xerox's Response

Practices at Xerox are much different today, as the company - like many others that find themselves facing compromising charges - has learned its lesson. Before settling with the SEC, Xerox had already ousted executives who had participated in the accounting fraud schemes. Following the $10 million settlement with the SEC and the restatement of company financials from the 1997-2000 time period, Xerox began its transformation, lead by CEO Anne Mulcahy.

Mulcahy's first step was to replace the company's accounting team and begin cutting costs to reduce the company's large debts. Mulcahy's optimism in her role as CEO and the company's ability to achieve greatness was well documented and this optimism rubbed off on employees. Mulcahy managed to change the tone at the top at Xerox, which contributed to her ability to rebuild Xerox into the company it is today.

The case study From Goliath to Lazarus: Xerox is Revived by the Power of Customer-led Innovation , discusses how Mulcahy responded to feedback from both employees and customers to make positive changes. The case study also documented Mulcahy's efforts to open up the lines of communication within the company by traveling to speak with people who would provide her with constructive criticism to bring the company back to success.

Of course, turning the company around and working towards gaining a profit wasn't easy. Employees were laid off and various corporate functions were outsourced to save money.

RELATED: 41 Types of Employee Fraud and How to Detect and Prevent Them

Outsourcing Internal Audit

One of the processes selected for outsourcing was the company's internal audit. Many experts recommend outsourcing the internal audit function to maintain the objectivity that comes from an external auditor who doesn't have any direct relationship to the company.

Benefits of internal audit outsourcing include:

  • An independent auditor can be more objective.
  • Outsourced auditors tend to be efficient and focused, given the tools and methodologies they bring to the table.
  • Costs are variable and can be lower than in-house.
  • The supplier can usually provide access to better and more varied resources.

Companies can learn from the mistakes other organizations have made to avoid making similar ones. The Xerox scandal forced its company executives to reevaluate the way accounting matters were handled within the company, while new members were brought in to ensure that known inaccuracies were reported and corrected.

Related Resources

Lessons from a history of misconduct at koch industries, lessons learned from the imf’s unethical corporate culture, lessons from the las vegas sands fcpa violation investigation, recovering from ethical lapses and investigations: siemens, complying with the cfpb’s regulations for customer complaints, ai ethics in the workplace: how to use ai responsibly in every department.

About Stanford GSB

  • The Leadership
  • Dean’s Updates
  • School News & History
  • Commencement
  • Business, Government & Society
  • Centers & Institutes
  • Center for Entrepreneurial Studies
  • Center for Social Innovation
  • Stanford Seed

About the Experience

  • Learning at Stanford GSB
  • Experiential Learning
  • Guest Speakers
  • Entrepreneurship
  • Social Innovation
  • Communication
  • Life at Stanford GSB
  • Collaborative Environment
  • Activities & Organizations
  • Student Services
  • Housing Options
  • International Students

Full-Time Degree Programs

  • Why Stanford MBA
  • Academic Experience
  • Financial Aid
  • Why Stanford MSx
  • Research Fellows Program
  • See All Programs

Non-Degree & Certificate Programs

  • Executive Education
  • Stanford Executive Program
  • Programs for Organizations
  • The Difference
  • Online Programs
  • Stanford LEAD
  • Stanford Innovation and Entrepreneurship Certificate
  • Seed Transformation Program
  • Seed Aspire Program
  • Seed Spark Program
  • Faculty Profiles
  • Academic Areas
  • Awards & Honors
  • Conferences

Faculty Research

  • Publications
  • Working Papers
  • Case Studies

Research Hub

  • Research Labs & Initiatives
  • Business Library
  • Data, Analytics & Research Computing
  • Behavioral Lab

Research Labs

  • Cities, Housing & Society Lab
  • Golub Capital Social Impact Lab

Research Initiatives

  • Corporate Governance Research Initiative
  • Corporations and Society Initiative
  • Policy and Innovation Initiative
  • Rapid Decarbonization Initiative
  • Stanford Latino Entrepreneurship Initiative
  • Value Chain Innovation Initiative
  • Venture Capital Initiative
  • Career & Success
  • Climate & Sustainability
  • Corporate Governance
  • Culture & Society
  • Finance & Investing
  • Government & Politics
  • Leadership & Management
  • Markets & Trade
  • Operations & Logistics
  • Opportunity & Access
  • Organizational Behavior
  • Political Economy
  • Social Impact
  • Technology & AI
  • Opinion & Analysis
  • Email Newsletter

Welcome, Alumni

  • Communities
  • Digital Communities & Tools
  • Regional Chapters
  • Women’s Programs
  • Identity Chapters
  • Find Your Reunion
  • Career Resources
  • Job Search Resources
  • Career & Life Transitions
  • Programs & Services
  • Career Video Library
  • Alumni Education
  • Research Resources
  • Volunteering
  • Alumni News
  • Class Notes
  • Alumni Voices
  • Contact Alumni Relations
  • Upcoming Events

Admission Events & Information Sessions

  • MBA Program
  • MSx Program
  • PhD Program
  • Alumni Events
  • All Other Events
  • Operations, Information & Technology
  • Classical Liberalism
  • The Eddie Lunch
  • Accounting Summer Camp
  • Videos, Code & Data
  • California Econometrics Conference
  • California Quantitative Marketing PhD Conference
  • California School Conference
  • China India Insights Conference
  • Homo economicus, Evolving
  • Political Economics (2023–24)
  • Scaling Geologic Storage of CO2 (2023–24)
  • A Resilient Pacific: Building Connections, Envisioning Solutions
  • Adaptation and Innovation
  • Changing Climate
  • Civil Society
  • Climate Impact Summit
  • Climate Science
  • Corporate Carbon Disclosures
  • Earth’s Seafloor
  • Environmental Justice
  • Operations and Information Technology
  • Organizations
  • Sustainability Reporting and Control
  • Taking the Pulse of the Planet
  • Urban Infrastructure
  • Watershed Restoration
  • Junior Faculty Workshop on Financial Regulation and Banking
  • Ken Singleton Celebration
  • Quantitative Marketing PhD Alumni Conference
  • Presentations
  • Theory and Inference in Accounting Research
  • Stanford Closer Look Series
  • Quick Guides
  • Core Concepts
  • Journal Articles
  • Glossary of Terms
  • Faculty & Staff
  • Researchers & Students
  • Research Approach
  • Charitable Giving
  • Financial Health
  • Government Services
  • Workers & Careers
  • Short Course
  • Adaptive & Iterative Experimentation
  • Incentive Design
  • Social Sciences & Behavioral Nudges
  • Bandit Experiment Application
  • Conferences & Events
  • Get Involved
  • Reading Materials
  • Teaching & Curriculum
  • Energy Entrepreneurship
  • Faculty & Affiliates
  • SOLE Report
  • Responsible Supply Chains
  • Current Study Usage
  • Pre-Registration Information
  • Participate in a Study

Xerox and Affiliated Computer Services (ACS)

case study of xerox company

  • See the Current DEI Report
  • Supporting Data
  • Research & Insights
  • Share Your Thoughts
  • Search Fund Primer
  • Affiliated Faculty
  • Faculty Advisors
  • Louis W. Foster Resource Center
  • Defining Social Innovation
  • Impact Compass
  • Global Health Innovation Insights
  • Faculty Affiliates
  • Student Awards & Certificates
  • Changemakers
  • Dean Garth Saloner
  • Dean Robert Joss
  • Dean Michael Spence
  • Dean Robert Jaedicke
  • Dean Rene McPherson
  • Dean Arjay Miller
  • Dean Ernest Arbuckle
  • Dean Jacob Hugh Jackson
  • Dean Willard Hotchkiss
  • Faculty in Memoriam
  • Stanford GSB Firsts
  • Certificate & Award Recipients
  • Dean’s Remarks
  • Keynote Address
  • Teaching Approach
  • Analysis and Measurement of Impact
  • The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
  • Data-Driven Impact
  • Designing Experiments for Impact
  • Digital Business Transformation
  • The Founder’s Right Hand
  • Marketing for Measurable Change
  • Product Management
  • Public Policy Lab: Financial Challenges Facing US Cities
  • Public Policy Lab: Homelessness in California
  • Lab Features
  • Curricular Integration
  • View From The Top
  • Formation of New Ventures
  • Managing Growing Enterprises
  • Startup Garage
  • Explore Beyond the Classroom
  • Stanford Venture Studio
  • Summer Program
  • Workshops & Events
  • The Five Lenses of Entrepreneurship
  • Leadership Labs
  • Executive Challenge
  • Arbuckle Leadership Fellows Program
  • Selection Process
  • Training Schedule
  • Time Commitment
  • Learning Expectations
  • Post-Training Opportunities
  • Who Should Apply
  • Introductory T-Groups
  • Leadership for Society Program
  • Certificate
  • 2023 Awardees
  • 2022 Awardees
  • 2021 Awardees
  • 2020 Awardees
  • 2019 Awardees
  • 2018 Awardees
  • Social Management Immersion Fund
  • Stanford Impact Founder Fellowships and Prizes
  • Stanford Impact Leader Prizes
  • Social Entrepreneurship
  • Stanford GSB Impact Fund
  • Economic Development
  • Energy & Environment
  • Stanford GSB Residences
  • Environmental Leadership
  • Stanford GSB Artwork
  • A Closer Look
  • California & the Bay Area
  • Voices of Stanford GSB
  • Business & Beneficial Technology
  • Business & Sustainability
  • Business & Free Markets
  • News & Insights
  • Second Year
  • Global Experiences
  • JD/MBA Joint Degree
  • MA Education/MBA Joint Degree
  • MD/MBA Dual Degree
  • MPP/MBA Joint Degree
  • MS Computer Science/MBA Joint Degree
  • MS Electrical Engineering/MBA Joint Degree
  • MS Environment and Resources (E-IPER)/MBA Joint Degree
  • Academic Calendar
  • Clubs & Activities
  • LGBTQ+ Students
  • Military Veterans
  • Minorities & People of Color
  • Partners & Families
  • Students with Disabilities
  • Student Support
  • Residential Life
  • Student Voices
  • MBA Alumni Voices
  • A Week in the Life
  • Career Support
  • Employment Outcomes
  • Cost of Attendance
  • Knight-Hennessy Scholars Program
  • Yellow Ribbon Program
  • BOLD Fellows Fund
  • Application Process
  • Loan Forgiveness
  • Contact the Financial Aid Office
  • Evaluation Criteria
  • GMAT & GRE
  • English Language Proficiency
  • Personal Information, Activities & Awards
  • Professional Experience
  • Letters of Recommendation
  • Optional Short Answer Questions
  • Application Fee
  • Reapplication
  • Deferred Enrollment
  • Entering Class Profile
  • Event Schedule
  • Ambassadors
  • New & Noteworthy
  • Ask a Question
  • See Why Stanford MSx
  • Is MSx Right for You?
  • Leadership Development
  • Career Advancement
  • Career Change
  • How You Will Learn
  • Admission Events
  • Personal Information
  • Information for Recommenders
  • GMAT, GRE & EA
  • English Proficiency Tests
  • After You’re Admitted
  • Daycare, Schools & Camps
  • U.S. Citizens and Permanent Residents
  • Requirements
  • Requirements: Behavioral
  • Requirements: Quantitative
  • Requirements: Macro
  • Requirements: Micro
  • Annual Evaluations
  • Field Examination
  • Research Activities
  • Research Papers
  • Dissertation
  • Oral Examination
  • Current Students
  • Education & CV
  • International Applicants
  • Statement of Purpose
  • Reapplicants
  • Application Fee Waiver
  • Deadline & Decisions
  • Job Market Candidates
  • Academic Placements
  • Stay in Touch
  • Faculty Mentors
  • Current Fellows
  • Standard Track
  • Fellowship & Benefits
  • Group Enrollment
  • Program Formats
  • Developing a Program
  • Diversity & Inclusion
  • Strategic Transformation
  • Program Experience
  • Contact Client Services
  • Campus Experience
  • Live Online Experience
  • Silicon Valley & Bay Area
  • Digital Credentials
  • Faculty Spotlights
  • Participant Spotlights
  • Eligibility
  • International Participants
  • Stanford Ignite
  • Founding Donors
  • Location Information
  • Participant Profile
  • Network Membership
  • Program Impact
  • Collaborators
  • Entrepreneur Profiles
  • Company Spotlights
  • Seed Transformation Network
  • Responsibilities
  • Current Coaches
  • How to Apply
  • Meet the Consultants
  • Meet the Interns
  • Intern Profiles
  • Collaborate
  • Research Library
  • Program Contacts
  • Databases & Datasets
  • Research Guides
  • Consultations
  • Research Workshops
  • Career Research
  • Research Data Services
  • Course Reserves
  • Course Research Guides
  • Material Loan Periods
  • Fines & Other Charges
  • Document Delivery
  • Interlibrary Loan
  • Equipment Checkout
  • Print & Scan
  • MBA & MSx Students
  • PhD Students
  • Other Stanford Students
  • Faculty Assistants
  • Research Assistants
  • Stanford GSB Alumni
  • Telling Our Story
  • Staff Directory
  • Site Registration
  • Alumni Directory
  • Alumni Email
  • Privacy Settings & My Profile
  • Event Registration
  • Success Stories
  • The Story of Circles
  • Support Women’s Circles
  • Stanford Women on Boards Initiative
  • Alumnae Spotlights
  • Insights & Research
  • Industry & Professional
  • Entrepreneurial Commitment Group
  • Recent Alumni
  • Half-Century Club
  • Fall Reunions
  • Spring Reunions
  • MBA 25th Reunion
  • Half-Century Club Reunion
  • Faculty Lectures
  • Ernest C. Arbuckle Award
  • Alison Elliott Exceptional Achievement Award
  • ENCORE Award
  • Excellence in Leadership Award
  • John W. Gardner Volunteer Leadership Award
  • Robert K. Jaedicke Faculty Award
  • Jack McDonald Military Service Appreciation Award
  • Jerry I. Porras Latino Leadership Award
  • Tapestry Award
  • Student & Alumni Events
  • Executive Recruiters
  • Interviewing
  • Negotiating
  • Elevator Pitch
  • Email Best Practices
  • Resumes & Cover Letters
  • Self-Assessment
  • Whitney Birdwell Ball
  • Margaret Brooks
  • Bryn Panee Burkhart
  • Margaret Chan
  • Ricki Frankel
  • Peter Gandolfo
  • Cindy W. Greig
  • Natalie Guillen
  • Carly Janson
  • Sloan Klein
  • Sherri Appel Lassila
  • Stuart Meyer
  • Tanisha Parrish
  • Virginia Roberson
  • Philippe Taieb
  • Michael Takagawa
  • Terra Winston
  • Johanna Wise
  • Debbie Wolter
  • Rebecca Zucker
  • Complimentary Coaching
  • Changing Careers
  • Work-Life Integration
  • Career Breaks
  • Flexible Work
  • Encore Careers
  • D&B Hoovers
  • Data Axle (ReferenceUSA)
  • EBSCO Business Source
  • Global Newsstream
  • Market Share Reporter
  • ProQuest One Business
  • Student Clubs
  • Entrepreneurial Students
  • Stanford GSB Trust
  • Alumni Community
  • How to Volunteer
  • Springboard Sessions
  • Consulting Projects
  • 2020 – 2029
  • 2010 – 2019
  • 2000 – 2009
  • 1990 – 1999
  • 1980 – 1989
  • 1970 – 1979
  • 1960 – 1969
  • 1950 – 1959
  • 1940 – 1949
  • Service Areas
  • ACT History
  • ACT Awards Celebration
  • Contact ACT
  • Business & Nonprofit Communities
  • Reunion Volunteers
  • Ways to Give
  • Fiscal Year Report
  • Business School Fund Leadership Council
  • Planned Giving Options
  • Planned Giving Benefits
  • Planned Gifts and Reunions
  • Legacy Partners
  • Strategic Initiatives
  • Giving News & Stories
  • Giving Deadlines
  • Development Staff
  • Submit Class Notes
  • Class Secretaries
  • Board of Directors
  • Health Care
  • Sustainability
  • Class Takeaways
  • All Else Equal: Making Better Decisions
  • If/Then: Business, Leadership, Society
  • Grit & Growth
  • Leadership for Society
  • Think Fast, Talk Smart
  • Spring 2022
  • Spring 2021
  • Autumn 2020
  • Summer 2020
  • Winter 2020
  • In the Media
  • For Journalists
  • DCI Fellows
  • Other Auditors
  • Academic Calendar & Deadlines
  • Course Materials
  • Frequently Asked Questions
  • Entrepreneurial Resources
  • Campus Drive Grove
  • Campus Drive Lawn
  • CEMEX Auditorium
  • King Community Court
  • Seawell Family Boardroom
  • Stanford GSB Bowl
  • Stanford Investors Common
  • Town Square
  • Vidalakis Courtyard
  • Vidalakis Dining Hall
  • Catering Services
  • Policies & Guidelines
  • Reservations
  • Contact Faculty Recruiting
  • Lecturer Positions
  • Postdoctoral Positions
  • Accommodations
  • CMC-Managed Interviews
  • Recruiter-Managed Interviews
  • Virtual Interviews
  • Campus & Virtual
  • Search for Candidates
  • Think Globally
  • Recruiting Calendar
  • Recruiting Policies
  • Full-Time Employment
  • Summer Employment
  • Entrepreneurial Summer Program
  • Global Management Immersion Experience
  • Social-Purpose Summer Internships
  • Client Eligibility Criteria
  • Client Screening
  • ACT Leadership
  • Social Innovation & Nonprofit Management Resources
  • Develop Your Organization’s Talent
  • Centers & Initiatives
  • Student Fellowships

case study of xerox company

  • Free Case Studies
  • Business Essays

Write My Case Study

Buy Case Study

Case Study Help

  • Case Study For Sale
  • Case Study Service
  • Hire Writer

Xerox Case Analysis

Xerox Corporation is an American global corporation that sells print and digital document solutions, and document technology products in more than 160 countries. Xerox is headquartered in Norwalk, Connecticut (having moved from Stamford, Connecticut in October 2007), though its largest population of employees is based around Rochester, New York, the area in which the company was founded. The company purchased Affiliated Computer Services for $6.4 billion in early 2010. As a large developed company, it is consistently placed in the list of Fortune 500 companies.

On December 31, 2016, Xerox separated its business process service operations into a new publicly traded company, Conduent. Xerox focuses on its document technology and document outsourcing business, and continues to trade on the NYSE. On January 31, 2018, Xerox announced that it would sell a controlling stake to Fujifilm, which has maintained a joint venture in the Asia-Pacific region known as Fuji Xerox.

Researchers at Xerox and its Palo Alto Research Center invented several important elements of personal computing, such as the desktop metaphor GUI, the computer mouse and desktop computing. These concepts were frowned upon by the then board of directors, who ordered the Xerox engineers to share them with Apple technicians. The concepts were adopted by Apple and later Microsoft. With the help of these innovations, Apple and Microsoft came to dominate the personal computing revolution of the 1980s, whereas Xerox was not a major player.

Xerox Case Study

Xerox Case Study Examples

Case study on xerox corporation.

Xerox Corporation Case Study: Xerox Corporation is the American corporation which is one of the leaders in the field of printing and copying technologies and is one of the prominent producers of photo copiers and printers. The history of Xerox is quite long. It was founded in Rochester, the USA in 1906 and at first […]

Xerox Case Study Analysis Case study

Case study ay asymmetric In recent years, there has been an increased interest in angels. As Christian ministers, it is critical that we have an adequate biblical understanding of angels and be able to utilize discernment when dealing with “angelic encounters. ” A parishioner at oak Hill aunt  Xerox Case Study Analysis The challenge facing […]

Ann Mulcahy, Xerox Case Study

One of the first things she talked about on the short movie hat we watched in class was that a lot of her time in the first few months “was spent listening” to employees and customers which shows how much she cared about them and their needs. In page 3 of the article written by […]

Xerox’s downfall – Analysis and remedies

Xerox‘s share price had fallen below $4, from a high of $64 a year earlier. Moreover, the copying and printing giants around the oral were taking chunks of its market share. What caused the downfall of Xerox? The downfall of Xerox is a result of technological change and management failure. The rapid change of the […]

Case Study: Xerox Corporation

In 1946 as a manufacturer and supplier of photographic paper and related office equipment, Xerox is presently one of the biggest and oldest document- management company in the world. Xerox, initially known as Haloed, became significantly prominent in 1959 with the introduction of the world’s first plain paper photocopier dubbed as Xerox 914. Utilizing the […]

Xerox by: Byline Group

Company: ActionPointCustomer: XeroxSubmitted by: Byline GroupDate: April 2001No one knows better than Xerox how businesses – even 21st century businesses – depend on paper. According to a recent survey by Xerox Europe, 79% of companies do not believe the paperless office will arrive for at least another 10 years. As “The Document Company”, and a […]

Quick Links

Privacy Policy

Terms and Conditions

Testimonials

Our Services

Case Study Writing Service

Case Studies For Sale

Our Company

Welcome to the world of case studies that can bring you high grades! Here, at ACaseStudy.com, we deliver professionally written papers, and the best grades for you from your professors are guaranteed!

[email protected] 804-506-0782 350 5th Ave, New York, NY 10118, USA

Acasestudy.com © 2007-2019 All rights reserved.

case study of xerox company

Hi! I'm Anna

Would you like to get a custom case study? How about receiving a customized one?

Haven't Found The Case Study You Want?

For Only $13.90/page

Search our collection of knowledge assets and quick facts to drive your research.

Photo of city buildings looking upward from street level

Enterprise Content Management

Pennsylvania Department of Human Services case study

See how the Pennsylvania Department of Human Services overhauled forms and claims processing with greater security using Xerox ® DocuShare ® , reducing claims processing time by 90%.

Woman looking at phone, with security overlay

Small and Medium Business

3 Essentials to Cybersecurity - Part 2

Discover how Xerox technologies can help to secure your printer and data.

10 Jan 2024

Hands typing on keyboard with app overlay

3 Essentials to Cybersecurity - Part 1

Man printing from a print kiosk.

Managed Print Services

IESE Business School Case Study

Discover the strategic impact of Xerox Managed Print Services on a leading global business school, propelling the institution into a new era of digitisation while enhancing the student experience.

Students working at a table

Training provider innovates the delivery of learning, making content more accessible.

CRC Formation training staff use Xerox ® Workflow Central to offer students new ways to learn.

Children sitting at table with teacher working on computers

Production Print Workflow

Improved Student Engagement

See how using Xerox ® Baltoro ® HF Inkjet Press helps school DCMO BOCES deliver more-engaging educational content while saving significant costs.

18 Dec 2023

Man sitting at desk on laptop.

Bell Law Case Study

Discover how a leading employment law firm overcame document processing and sharing hurdles with the innovative solutions provided by Xerox ® Workflow Central.

City at night with lights.

Managed Print Services (MPS) Premier Webinar

Join us for a Xerox Premier Webinar to learn how to create a more agile, future-ready workplace.

13 Nov 2023

Person in a darkened room peering at a large monitor

Production Print

Getting Started with Xerox ® FreeFlow ® Core

Join our Xerox virtual webinar to help streamline your pre-press workflow and say goodbye to touchpoints and bottlenecks.

case study of xerox company

Xerox Gets Mixed Rulings in Wage Case With Call Center Employees

By Bernie Pazanowski

Bernie Pazanowski

Xerox Business Services LLC and other defendants won summary judgment on a handful of issues in a longstanding class action wage case by call center employees, but they lost on a handful of claims, too.

The defendants operate call centers that respond to inquiries from third-party clients, which include phone companies, airlines, and hotels, Judge John C. Coughenour of the US District Court for the Western District of Washington said. But call center employees are compensated using a payment scheme that the US Court of Appeals for the Ninth Circuit calls “mind-numbingly complex,” he said.

In 2012, Tiffany Hill brought ...

Learn more about Bloomberg Law or Log In to keep reading:

Learn about bloomberg law.

AI-powered legal analytics, workflow tools and premium legal & business news.

Already a subscriber?

Log in to keep reading or access research tools.

Cart

  • SUGGESTED TOPICS
  • The Magazine
  • Newsletters
  • Managing Yourself
  • Managing Teams
  • Work-life Balance
  • The Big Idea
  • Data & Visuals
  • Reading Lists
  • Case Selections
  • HBR Learning
  • Topic Feeds
  • Account Settings
  • Email Preferences

How Machine Learning Will Transform Supply Chain Management

  • Narendra Agrawal,
  • Morris A. Cohen,
  • Rohan Deshpande,
  • Vinayak Deshpande

case study of xerox company

Businesses need better planning to make their supply chains more agile and resilient. After explaining the shortcomings of traditional planning systems, the authors describe their new approach, optimal machine learning (OML), which has proved effective in a range of industries. A central feature is its decision-support engine that can process a vast amount of historical and current supply-and-demand data, take into account a company’s priorities, and rapidly produce recommendations for ideal production quantities, shipping arrangements, and so on. The authors explain the underpinnings of OML and provide concrete examples of how two large companies implemented it and improved their supply chains’ performance.

It does a better job of using data and forecasts to make decisions.

Idea in Brief

The problem.

Flawed planning methods make it extremely difficult for companies to protect themselves against supply chain disruptions.

A new approach, called optimal machine learning (OML), can enable better decisions, without the mystery surrounding the planning recommendations produced by current machine-learning models.

The Elements

OML relies on a decision-support engine that connects input data directly to supply chain decisions and takes into account a firm’s performance priorities. Other features are a “digital twin” representation of the entire supply chain and a data storage system that integrates information throughout the supply chain and allows for quick data access and updating.

The Covid-19 pandemic, the Russia-Ukraine conflict, trade wars, and other events in recent years have disrupted supply chains and highlighted the critical need for businesses to improve planning in order to be more agile and resilient. Yet companies struggle with this challenge. One major cause is flawed forecasting, which results in delivery delays, inventory levels that are woefully out of sync with demand, and disappointing financial performance. Those consequences are hardly surprising. After all, how can inventory and production decisions be made effectively when demand forecasts are widely off?

  • Narendra Agrawal is the Benjamin and Mae Swig Professor of Information Systems and Analytics at Santa Clara University’s Leavey School of Business.
  • Morris A. Cohen is the Panasonic Professor Emeritus of Manufacturing & Logistics at the University of Pennsylvania’s Wharton School. He is also the founder of AD3 Analytics, a start-up that developed the OML methodology for supply chain management.
  • Rohan Deshpande is a machine learning scientist at Cerebras Systems and a former chief technology officer at AD3 Analytics.
  • Vinayak Deshpande is the Mann Family Distinguished Professor of Operations at the University of North Carolina’s Kenan-Flagler Business School.

Partner Center

Advertisement

Supported by

Journal Retracts Studies Cited in Federal Court Ruling Against Abortion Pill

The journal found that the studies, which had suggested that medication abortion is unsafe, included incorrect factual assumptions and misleading presentation of the data.

  • Share full article

An orange box of Mifeprex (Mifepristone) sits on a table with papers nearby.

By Pam Belluck

An academic journal publisher this week retracted two studies that were cited by a federal judge in Texas last year when he ruled that the abortion pill mifepristone should be taken off the market .

Most of the authors of the studies are doctors and researchers affiliated with anti-abortion groups, and their reports suggested that medication abortion causes dangerous complications, contradicting the widespread evidence that abortion pills are safe .

The lawsuit in which the studies were cited will be heard by the Supreme Court in March. The high court’s ruling could have major implications for access to medication abortion, which is now the most common method of pregnancy termination.

The publisher, Sage Journals, said it had asked two independent experts to evaluate the studies, published in 2021 and 2022 in the journal Health Services Research and Managerial Epidemiology, after a reader raised concerns.

Sage said both experts had “identified fundamental problems with the study design and methodology, unjustified or incorrect factual assumptions, material errors in the authors’ analysis of the data, and misleading presentations of the data that, in their opinions, demonstrate a lack of scientific rigor and invalidate the authors’ conclusions in whole or in part.”

The publisher also retracted a third study by many of the same authors that was published in 2019 in the same journal, which did not figure in the mifepristone lawsuit.

Sage said that when it had begun examining the 2021 study, it confirmed that most of the authors had listed affiliations with “pro-life advocacy organizations” but had “declared they had no conflicts of interest when they submitted the article for publication or in the article itself.”

Sage said it had also learned that one of the reviewers who evaluated the article for publication was affiliated with the Charlotte Lozier Institute, the research arm of Susan B. Anthony Pro-Life America.

The institute denied that the studies were flawed, as did the lead author, James Studnicki, who is vice president and director of data analytics at the institute.

“Sage is targeting us,” Dr. Studnicki, who has a doctor of science degree and a master’s degree in public health, said in a video defending the team’s work.

Noting that the studies had been used in legal actions, he said: “We have become visible, people are quoting us, and for that reason we are dangerous, and for that reason they want to cancel our work. What happened to us has little or nothing to do with real science and has everything to do with political assassination.”

In a statement, Dr. Studnicki said, “The authors will be taking appropriate legal action,” but he did not specify what that would be.

The lawsuit seeking to bar mifepristone — the first pill in the two-drug medication abortion regimen — was filed against the Food and Drug Administration by a consortium of groups and doctors who oppose abortion. In fighting the lawsuit, the federal government has defended its approval and regulation of mifepristone, provided years of evidence that the pill is safe and effective and argued that the plaintiffs have no legal standing to sue because they are not abortion providers and have not been harmed by mifepristone’s availability.

In his opinion last April, Judge Matthew J. Kacsmaryk cited the 2021 study to support his conclusion that the plaintiffs had legal standing to sue. That study reported a higher rate of emergency room visits after medication abortions than after procedural abortions. Citing it, Judge Kacsmaryk wrote that the plaintiffs “have standing because they allege adverse events from chemical abortion drugs can overwhelm the medical system and place ‘enormous pressure and stress’ on doctors during emergencies and complications.”

In another section of his ruling, Judge Kacsmaryk cited the 2022 study, writing that “plaintiffs allege ‘many intense side effects’ and ‘significant complications requiring medical attention’ resulting from Defendants’ actions.”

Judge Kacsmaryk’s opinion was criticized by many legal experts, and an appeals court struck parts of it but said significant restrictions should be placed on mifepristone that would prevent it from being mailed or prescribed by telemedicine.

Legal experts said it was unclear if Sage’s action would affect the Supreme Court’s decision. Mary Ziegler, a law professor at the University of California, Davis, said the retractions might simply “reinforce a position they were already ready to take.”

For example, she said, there were already strong arguments that the plaintiffs lacked legal standing, so if a justice was “willing to overlook all that other stuff, you may be willing to overlook the retractions too,” she said. For justices already “bothered by various other problems with standing, you probably were potentially going to say the plaintiffs didn’t have standing as it was.”

Similarly, she said, some justices would already have concluded that the vast majority of studies show mifepristone is safe, so if a justice was “prepared to say that, notwithstanding the weight of the evidence, mifepristone is really dangerous, you could easily do that again if you lose a couple of studies.”

Pam Belluck is a health and science reporter, covering a range of subjects, including reproductive health, long Covid, brain science, neurological disorders, mental health and genetics. More about Pam Belluck

College of Nursing

Driving change: a case study of a dnp leader in residence program in a gerontological center of excellence.

View as pdf A later version of this article appeared in Nurse Leader , Volume 21, Issue 6 , December 2023 . 

The American Association of Colleges of Nursing (AACN) published the Essentials of Doctoral Education for Advanced Practice Nursing in 2004 identifying the essential curriculum needed for preparing advanced practice nurse leaders to effectively assess organizations, identify systemic issues, and facilitate organizational changes. 1 In 2021, AACN updated the curriculum by issuing The Essentials: Core Competencies for Professional Nursing Education to guide the development of competency-based education for nursing students. 1 In addition to AACN’s competency-based approach to curriculum, in 2015 the American Organization of Nurse Leaders (AONL) released Nurse Leader Core Competencies (updated in 2023) to help provide a competency based model to follow in developing nurse leaders. 2

Despite AACN and AONL competency-based curriculum and model, it is still common for nurse leaders to be promoted to management positions based solely on their work experience or exceptional clinical skills, rather than demonstration of management and leadership competencies. 3 The importance of identifying, training, and assessing executive leaders through formal leadership development programs, within supportive organizational cultures has been discussed by national leaders. As well as the need for nurturing emerging leaders through fostering interprofessional collaboration, mentorship, and continuous development of leadership skills has been identified. 4 As Doctor of Nursing Practice (DNP) nurse leaders assume executive roles within healthcare organizations, they play a vital role within complex systems. Demonstration of leadership competence and participation in formal leadership development programs has become imperative for their success. However, models of competency-based executive leadership development programs can be hard to find, particularly programs outside of health care systems.

The implementation of a DNP Leader in Residence program, such as the one designed for The Barbara and Richard Csomay Center for Gerontological Excellence, addresses many of the challenges facing new DNP leaders and ensures mastery of executive leadership competencies and readiness to practice through exposure to varied experiences and close mentoring. The Csomay Center , based at The University of Iowa, was established in 2000 as one of the five original Hartford Centers of Geriatric Nursing Excellence in the country. Later funding by the Csomay family established an endowment that supports the Center's ongoing work. The current Csomay Center strategic plan and mission aims to develop future healthcare leaders while promoting optimal aging and quality of life for older adults. The Csomay Center Director created the innovative DNP Leader in Residence program to foster the growth of future nurse leaders in non-healthcare systems. The purpose of this paper is to present a case study of the development and implementation of the Leader in Residence program, followed by suggested evaluation strategies, and discussion of future innovation of leadership opportunities in non-traditional health care settings.

Development of the DNP Leader in Residence Program

The Plan-Do-Study-Act (PDSA) cycle has garnered substantial recognition as a valuable tool for fostering development and driving improvement initiatives. 5 The PDSA cycle can function as an independent methodology and as an integral component of broader quality enhancement approaches with notable efficacy in its ability to facilitate the rapid creation, testing, and evaluation of transformative interventions within healthcare. 6 Consequently, the PDSA cycle model was deemed fitting to guide the development and implementation of the DNP Leader in Residence Program at the Csomay Center.

PDSA Cycle: Plan

Existing resources. The DNP Health Systems: Administration/Executive Leadership Program offered by the University of Iowa is comprised of comprehensive nursing administration and leadership curriculum, led by distinguished faculty composed of national leaders in the realms of innovation, health policy, leadership, clinical education, and evidence-based practice. The curriculum is designed to cultivate the next generation of nursing executive leaders, with emphasis on personalized career planning and tailored practicum placements. The DNP Health Systems: Administration/Executive Leadership curriculum includes a range of courses focused on leadership and management with diverse topics such as policy an law, infrastructure and informatics, finance and economics, marketing and communication, quality and safety, evidence-based practice, and social determinants of health. The curriculum is complemented by an extensive practicum component and culminates in a DNP project with additional hours of practicum.

New program. The DNP Leader in Residence program at the Csomay Center is designed to encompass communication and relationship building, systems thinking, change management, transformation and innovation, knowledge of clinical principles in the community, professionalism, and business skills including financial, strategic, and human resource management. The program fully immerses students in the objectives of the DNP Health Systems: Administration/Executive Leadership curriculum and enables them to progressively demonstrate competencies outlined by AONL. The Leader in Residence program also includes career development coaching, reflective practice, and personal and professional accountability. The program is integrated throughout the entire duration of the Leader in Residence’s coursework, fulfilling the required practicum hours for both the DNP coursework and DNP project.

The DNP Leader in Residence program begins with the first semester of practicum being focused on completing an onboarding process to the Center including understanding the center's strategic plan, mission, vision, and history. Onboarding for the Leader in Residence provides access to all relevant Center information and resources and integration into the leadership team, community partnerships, and other University of Iowa College of Nursing Centers associated with the Csomay Center. During this first semester, observation and identification of the Csomay Center Director's various roles including being a leader, manager, innovator, socializer, and mentor is facilitated. In collaboration with the Center Director (a faculty position) and Center Coordinator (a staff position), specific competencies to be measured and mastered along with learning opportunities desired throughout the program are established to ensure a well-planned and thorough immersion experience.

Following the initial semester of practicum, the Leader in Residence has weekly check-ins with the Center Director and Center Coordinator to continue to identify learning opportunities and progression through executive leadership competencies to enrich the experience. The Leader in Residence also undertakes an administrative project for the Center this semester, while concurrently continuing observations of the Center Director's activities in local, regional, and national executive leadership settings. The student has ongoing participation and advancement in executive leadership roles and activities throughout the practicum, creating a well-prepared future nurse executive leader.

After completing practicum hours related to the Health Systems: Administration/Executive Leadership coursework, the Leader in Residence engages in dedicated residency hours to continue to experience domains within nursing leadership competencies like communication, professionalism, and relationship building. During residency hours, time is spent with the completion of a small quality improvement project for the Csomay Center, along with any other administrative projects identified by the Center Director and Center Coordinator. The Leader in Residence is fully integrated into the Csomay Center's Leadership Team during this phase, assisting the Center Coordinator in creating agendas and leading meetings. Additional participation includes active involvement in community engagement activities and presenting at or attending a national conference as a representative of the Csomay Center. The Leader in Residence must mentor a master’s in nursing student during the final year of the DNP Residency.

Implementation of the DNP Leader in Residence Program

PDSA Cycle: Do

Immersive experience. In this case study, the DNP Leader in Residence was fully immersed in a wide range of center activities, providing valuable opportunities to engage in administrative projects and observe executive leadership roles and skills during practicum hours spent at the Csomay Center. Throughout the program, the Leader in Residence observed and learned from multidisciplinary leaders at the national, regional, and university levels who engaged with the Center. By shadowing the Csomay Center Director, the Leader in Residence had the opportunity to observe executive leadership objectives such as fostering innovation, facilitating multidisciplinary collaboration, and nurturing meaningful relationships. The immersive experience within the center’s activities also allowed the Leader in Residence to gain a deep understanding of crucial facets such as philanthropy and community engagement. Active involvement in administrative processes such as strategic planning, budgeting, human resources management, and the development of standard operating procedures provided valuable exposure to strategies that are needed to be an effective nurse leader in the future.

Active participation. The DNP Leader in Residence also played a key role in advancing specific actions outlined in the center's strategic plan during the program including: 1) the creation of a membership structure for the Csomay Center and 2) successfully completing a state Board of Regents application for official recognition as a distinguished center. The Csomay Center sponsored membership for the Leader in Residence in the Midwest Nurse Research Society (MNRS), which opened doors to attend the annual MNRS conference and engage with regional nursing leadership, while fostering socialization, promotion of the Csomay Center and Leader in Residence program, and observation of current nursing research. Furthermore, the Leader in Residence participated in the strategic planning committee and engagement subcommittee for MNRS, collaborating directly with the MNRS president. Additional active participation by the Leader in Residence included attendance in planning sessions and completion of the annual report for GeriatricPain.org , an initiative falling under the umbrella of the Csomay Center. Finally, the Leader in Residence was involved in archiving research and curriculum for distinguished nursing leader and researcher, Dr. Kitty Buckwalter, for the Benjamin Rose Institute on Aging, the University of Pennsylvania Barbara Bates Center for the Study of the History of Nursing, and the University of Iowa library archives.

Suggested Evaluation Strategies of the DNP Leader in Residence Program

PDSA Cycle: Study

Assessment and benchmarking. To effectively assess the outcomes and success of the DNP Leader in Residence Program, a comprehensive evaluation framework should be used throughout the program. Key measures should include the collection and review of executive leadership opportunities experienced, leadership roles observed, and competencies mastered. The Leader in Residence is responsible for maintaining detailed logs of their participation in center activities and initiatives on a semester basis. These logs serve to track the progression of mastery of AONL competencies by benchmarking activities and identifying areas for future growth for the Leader in Residence.

Evaluation. In addition to assessment and benchmarking, evaluations need to be completed by Csomay Center stakeholders (leadership, staff, and community partners involved) and the individual Leader in Residence both during and upon completion of the program. Feedback from stakeholders will identify the contributions made by the Leader in Residence and provide valuable insights into their growth. Self-reflection on experiences by the individual Leader in Residence throughout the program will serve as an important measure of personal successes and identify gaps in the program. Factors such as career advancement during the program, application of curriculum objectives in the workplace, and prospects for future career progression for the Leader in Residence should be considered as additional indicators of the success of the program.

The evaluation should also encompass a thorough review of the opportunities experienced during the residency, with the aim of identifying areas for potential expansion and enrichment of the DNP Leader in Residence program. By carefully examining the logs, reflecting on the acquired executive leadership competencies, and studying stakeholder evaluations, additional experiences and opportunities can be identified to further enhance the program's efficacy. The evaluation process should be utilized to identify specific executive leadership competencies that require further immersion and exploration throughout the program.

Future Innovation of DNP Leader in Residence Programs in Non-traditional Healthcare Settings

PDSA Cycle: Act

As subsequent residents complete the program and their experiences are thoroughly evaluated, it is essential to identify new opportunities for DNP Leader in Residence programs to be implemented in other non-health care system settings. When feasible, expansion into clinical healthcare settings, including long-term care and acute care environments, should be pursued. By leveraging the insights gained from previous Leaders in Residence and their respective experiences, the program can be refined to better align with desired outcomes and competencies. These expansions will broaden the scope and impact of the program and provide a wider array of experiences and challenges for future Leaders in Residency to navigate, enriching their development as dynamic nurse executive leaders within diverse healthcare landscapes.

This case study presented a comprehensive overview of the development and implementation of the DNP Leader in Residence program developed by the Barbara and Richard Csomay Center for Gerontological Excellence. The Leader in Residence program provided a transformative experience by integrating key curriculum objectives, competency-based learning, and mentorship by esteemed nursing leaders and researchers through successful integration into the Center. With ongoing innovation and application of the PDSA cycle, the DNP Leader in Residence program presented in this case study holds immense potential to help better prepare 21 st century nurse leaders capable of driving positive change within complex healthcare systems.

Acknowledgements

         The author would like to express gratitude to the Barbara and Richard Csomay Center for Gerontological Excellence for the fostering environment to provide an immersion experience and the ongoing support for development of the DNP Leader in Residence program. This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.

  • American Association of Colleges of Nursing. The essentials: core competencies for professional nursing education. https://www.aacnnursing.org/Portals/42/AcademicNursing/pdf/Essentials-2021.pdf . Accessed June 26, 2023.
  • American Organization for Nursing Leadership. Nurse leader core competencies. https://www.aonl.org/resources/nurse-leader-competencies . Accessed July 10, 2023.
  • Warshawsky, N, Cramer, E. Describing nurse manager role preparation and competency: findings from a national study. J Nurs Adm . 2019;49(5):249-255. DOI:  10.1097/NNA.0000000000000746
  • Van Diggel, C, Burgess, A, Roberts, C, Mellis, C. Leadership in healthcare education. BMC Med. Educ . 2020;20(465). doi: 10.1186/s12909-020-02288-x
  • Institute for Healthcare Improvement. Plan-do-study-act (PDSA) worksheet. https://www.ihi.org/resources/Pages/Tools/PlanDoStudyActWorksheet.aspx . Accessed July 4, 2023.
  • Taylor, M, McNicolas, C, Nicolay, C, Darzi, A, Bell, D, Reed, J. Systemic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Quality & Safety. 2014:23:290-298. doi: 10.1136/bmjqs-2013-002703

Return to College of Nursing Winter 23/24 Newsletter

IMAGES

  1. Xerox case study Essay Example

    case study of xerox company

  2. Xerox Business Management Case Free Essay Example

    case study of xerox company

  3. Case Study on Xerox: Rise and fall of Xerox

    case study of xerox company

  4. Case study xerox

    case study of xerox company

  5. Xerox Case Study

    case study of xerox company

  6. Case study xerox

    case study of xerox company

COMMENTS

  1. Case Study: Xerox Corporation

    What are the key elements that make the system work? Xerox's management control system concentrated and focused mainly on the responsibility and performance of 12 business units, which consisted of 9 business units and 3 geographic customer operations divisions supporting them.

  2. (PDF) The Underlying Reasons behind Xerox's Strategic ...

    Rana Muhammad Assoc. Prof. Dr. Rashad Yazdanifard Sunway University Abstract and Figures This article is aimed to discuss and analyse Xerox Corporation and its core competencies. The research...

  3. Business Case Studies & insights

    May 2, 2021 Production Print The Value of Cut-Sheet Inkjet This White Paper from Keypoint Intelligence examines the value of cut-sheet inkjet and gives its assessment of the Xerox Brenva. White Paper May 2, 2021 Flexible Workplace The Future of Work in a Pandemic Era The COVID-19 pandemic has disrupted all facets of life as we know it.

  4. What Xerox Should Copy, and Not Copy, from Its Past

    Making the Business Case for ESG May 3, 2022; ... The story of Xerox's turnaround becomes a case study for aspiring MBAs. Fast forward to 2000: Xerox, again, is under siege, and questions are ...

  5. 6.7 Motivation Key for Success: The Case of Xerox

    The journey over the last 100 years has withstood many successes and failures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices. Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved up the corporate ladder, holding several ...

  6. PDF Case Study

    Shortly after installing the Xerox iGen3, Damgaard-Jensen recognized a need for sales training to grow print volume for the new press. Nikolaj Nielsen, Damgaard-Jensen‟s Director of Sales and Marketing, turned to the Xerox Business Development Program to ensure that his company could maximize its investment in the new digital printing equipment.

  7. Xerox

    $18.48 (mkt close, Feb. 09, 2024) Market cap: $2.27 bil. Annual revenue: $6.89 bil. Earnings per share (prev. year): $1.82 Sector: Technology Industry: Office Supply & Forms CEO: Steven J. Bandrowczak Headquarters: Norwalk See all related content →

  8. Benchmarking: A Tool For Gaining Competitive Advantage (A Case Study of

    The paper describes an overview of benchmarking and the case study how Xerox benchmarked its operations to achieve customer satisfaction. The paper states the sets of indicators that are used on a ...

  9. 6.7 Optional Case Study: Motivation at Xerox

    6.7 Optional Case Study: Motivation at Xerox. Figure 6.11 Anne Mulcahy, Former Xerox Chairman of the Board (left), and Ursula Burns, Xerox CEO (right) Source: Photo courtesy of Xerox Corporation. As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906 and operating in 160 countries.

  10. Anne Mulcahy: The Keys to Turnaround at Xerox

    When Anne Mulcahy was named CEO of Xerox Corp. in 2001, many people were surprised — but no one was more surprised than Mulcahy herself. "I took on this position feeling equal parts excitement and dread," she recalled. On the day that her appointment to CEO was announced, the stock dropped 15 percent. "That was a real confidence builder ...

  11. Xerox's Accounting Scandal Recovery Tactics

    According to the initial complaint filed by the SEC: "The allegations in the complaint center around seven different accounting actions used, in Xerox parlance, to "close the gap" between the company's operating results and the market's expectations from 1997 through 2000.

  12. Case Studies

    3 Jan 2024 Small and Medium Business Bell Law Case Study Discover how a leading employment law firm overcame document processing and sharing hurdles with the innovative solutions provided by Xerox ® Workflow Central. Case Study 18 Dec 2023 Education Opportunities for Success with Gibraltar School District

  13. PDF Xerox

    The strong demand for Xerox's products led the company from strength to strength and revenues soared from $37 million in 1960 to $268 million in 1965. Throughout the 1960s, Xerox grew by acquiring many companies, including University Microfilms, Micro-Systems, Electro-Optical Systems, Basic Systems and Ginn and Company. In 1962, Fuji Xerox

  14. Xerox and Affiliated Computer Services (ACS)

    By Victoria Chang, Jesper Sorensen 2010 | Case No. SM187 Organizational Behavior , Leadership & Management In February 2010, Ursula Burns CEO of Norwalk, Connecticut-based Xerox Corporation, wrapped up her first big move, just seven months after ascending to the top spot.

  15. Business Case Studies & insights

    Case Study Jan 13, 2023 Production Print Keeping embellishment work in-house with Xerox ® Iridesse ® Beyond CMYK technology allowed Zuzu Print to keep 100% of their embellishment work in house—resulting in an astonishing 40% gain in profit.

  16. Xerox Case Study

    Case Study: Xerox Corporation. In 1946 as a manufacturer and supplier of photographic paper and related office equipment, Xerox is presently one of the biggest and oldest document- management company in the world. Xerox, initially known as Haloed, became significantly prominent in 1959 with the introduction of the world's first plain paper ...

  17. Business Case Studies & insights

    Jan 10, 2024 Managed Print Services IESE Business School Case Study Discover the strategic impact of Xerox Managed Print Services on a leading global business school, propelling the institution into a new era of digitization while enhancing the student experience. Case Study Jan 4, 2024 Software

  18. Putting Ideas to Work: The Case of Xerox PARC

    January 1, 1998. (originally published by Booz & Company) Management of technology is a critical issue, particularly in the computer and communications industries, where hardware and systems change rapidly. Critical choices on which technologies to develop and which to ignore can determine the shape and fortunes of entire industries.

  19. Xerox Corporation- Case Study

    CASE STUDY. In Partial Fulfillment of the Requirements of the. Subject STRATEGIC MANAGEMENT Presented by: JHELL C. DE LA CRUZ BSA- 3 Presented to: NELSON O. NAVARES, MBA. Instructor. Date of Submission: January 27, 2021 CASE SUMMARY Xerox, an American icon started more than half ago by harnessing a changing technology to create a whole new ...

  20. Xerox Company A Case Study

    Xerox Company A Case Study - Read online for free. Xerox Corporation faced bankruptcy in mid-2001 due to turbulent business conditions. To adapt, they considered alternatives like refocusing on customers, establishing new strategies, and outsourcing marketing. The best option was to refight, redefine and reinvent themselves by becoming a leading global document management company.

  21. Case Study on Xerox: Rise and fall of Xerox

    Case Study on Xerox: Rise and fall of Xerox - Download as a PDF or view online for free. Submit Search. Upload. ... Xerox 914 The company came to prominence in 1959 with the introduction of the Xerox 914, "the most successful single product of all time." The 914, the first plain paper photocopier, was developed by Carlson and John H. Dessauer.

  22. Case study xerox

    Apr 16, 2017 • 6 likes • 10,238 views S Susmitha C Student Follow Education Case Study of Xerox Corporation 1 of 19 Download Now Recommended Xerox Details & Downfall Nitish Sinha Xerox corporation (A) Parth Purohit Xerox case ppt priyanka Gaherwar Case Study on Xerox: Rise and fall of Xerox Saurabh Hanumant Jadhav

  23. Case Studies

    10 Jan 2024 Managed Print Services IESE Business School Case Study Discover the strategic impact of Xerox Managed Print Services on a leading global business school, propelling the institution into a new era of digitisation while enhancing the student experience. Case Study 4 Jan 2024 Software

  24. Xerox Gets Mixed Rulings in Wage Case With Call Center Employees

    Xerox Business Services LLC and other defendants won summary judgment on a handful of issues in a longstanding class action wage case by call center employees, but they lost on a handful of claims, too.. The defendants operate call centers that respond to inquiries from third-party clients, which include phone companies, airlines, and hotels, Judge John C. Coughenour of the US District Court ...

  25. Create a System to Grow Consistently

    Summary. Delivering consistent growth is one of the hardest things a company can do. A brilliant idea or product innovation can create a burst of episodic growth, but few companies demonstrate ...

  26. Legal Workflow Solutions

    An open and shut case. We Make Work, Work. How Xerox Supports the Legal Industry. ... Case Studies. Read More. Read More. Read More. ... Stay Informed About Xerox Global Document Services. Your company could benefit from Xerox Global Document Services more than you think. We will keep you up-to-date with the latest trends and technologies ...

  27. How Machine Learning Will Transform Supply Chain Management

    The Problem. Flawed planning methods make it extremely difficult for companies to protect themselves against supply chain disruptions. A Remedy. A new approach, called optimal machine learning ...

  28. Journal Retracts Studies Cited in Federal Court Ruling Against Abortion

    Sage said both experts had "identified fundamental problems with the study design and methodology, unjustified or incorrect factual assumptions, material errors in the authors' analysis of the ...

  29. Driving change: a case study of a DNP leader in residence program in a

    College of Nursing Building 50 Newton Road Iowa City, Iowa 52242-1121 319-335-7018 [email protected]