Xerox's Transformation: A Case Study on Radical Change and Leadership

This report provides a case study analysis of Xerox's organizational transformation, focusing on the challenges and strategies associated with radical change. The analysis highlights the impact of technological advancements and market competition on Xerox's business model, leading to the need for significant changes. The report examines the role of leadership, including the appointment and subsequent dismissal of Richard Thoman, and the influence of individuals like Madam Mulcahy in driving change. It discusses the importance of cultural shifts, employee behavior, and a shared vision in successfully implementing radical changes. Furthermore, the report emphasizes the significance of constructive feedback in mitigating resistance to change within the organization. References to relevant literature are included to support the analysis of the Xerox case study.

Running head: CHANGE 1
Change
Student Name
Institution

CHANGE 2
Change is inevitable in organizations and Xerox is of no exception. Change can be
triggered by various factors which include competition and technological changes (Daley, 2012).
Xerox had concentrated the core business around photocopying but technological advancements
threatened their survival. They ended up losing part of their market share and to retain the market
share, they had to adopt change radically. Radical change in organizations occurs when the
organization abruptly decides to change their way of operations (Antadze, & Westley, 2012). In
Xerox, innovation and technology which are the main drivers of radical technology had to be
incorporated in the operations of the firm.
The change was to enable the organization start producing devices that enabled digital
storage and transfer of data so as to be able to compete competitively with its
competitors.Radical change was the only option so as to minimize attack from competitors such
as Canon, Minolta and Ricoh. There was mandate to change how the organization carried out its
activities. To effect the change, the management needed new leadership to oversee the needed
change (Thornton, Ocasio, & Lounsbury, 2012). Richard Thoman was appointed CEO but was
sacked 13 months later because he could not bring the needed radical changes. He failed because
he did not have the needed resources to manage the change because the chairman of the board
could not approve some aspects of the change.
The organization decided to cut divisions in the organization and lay off employees as a
way of cutting costs. The change brought about firing of about 1500 employees and closing
down of the Xerox printer division. The change also aimed at raising money through the sale
of assets of the closed division. The radical change was brought about by madam Mulcahy who
also helped to slash the debt by half.

CHANGE 3
There was also a cultural change in the organization. Cultural change is normally
associated with radical changes. Employees in the organization are required to act and behave in
a certain way so as to accommodate the needed change. Apart from qualifications, the
organization preferred the behavior of the organization. Shared vision is also important in
implementing radical changes. Employees become sure of what is expected from them and this
motivates the employees (Daley, 2012). This helps the organization to avoid change resistance that
occurs when the employees have no clear vision of what is to be achieved. Constructive feedback
will help the employees feel secure as their contribution in the organization is appreciated (Shin,
Taylor, & Seo, 2012). This helps to minimize organizational change resistance that has prevented
many organizations from achieving the set targets.

CHANGE 4
References
Antadze, N., & Westley, F. R. (2012). Impact metrics for social innovation: barriers or bridges to radical
change?. Journal of Social Entrepreneurship, 3(2), 133-150.
Daley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.
Daley, D. M. (2012).Managing change and innovation in public service organizations. Routledge.
Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational
inducements and psychological resilience to employees' attitudes and behaviors toward
organizational change. Academy of Management journal, 55(3), 727-748.
Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach
to culture, structure, and process. Oxford University Press on Demand.