Case Study XEROX Leadership 
OB2013 Fall
XEROX
Xerox now operates only as a business-to-business enterprise, forming “partnering” relationships with clients to help solve their document needs. When Anne Mulcahy took over the reins at Xerox in 2001, the company took a $273 million loss, and its stock price had dived from $60 to $5. Under her leadership, Xerox made a highly questioned push in R&D that is now paying huge dividends. Xerox is expected to make $1.2 billion in profit on $18 billion in revenue in 2008. Mulcahy was dubbed “The Accidental CEO” by Fortune in 2003 because of their unlikely rise to the top of the organization. Under similar circumstances, most CEOs brought in to turn around a failing company come from outside the organization. In Mulcahy’s case, she had worked at Xerox for 24 years, had no CEO experience, and did not have a seat on the company’s board of directors. “I never expected to be CEO of Xerox. I was never groomed to be CEO of Xerox. It was a total surprise to everyone, including myself,” says Mulcahy.
It is pretty clear to everyone now though that Mulcahy was the perfect choice.
Recently named CEO of the year by her peers, she is known as being a “customer oriented leader”, the “model turnaround leader,” and a leader with great vision and tenacity. Ursula
Burns, recently named Mulcahy’s successor to CEO at Xerox, says that “She is superb motivator who can push people to step up their game without demoralizing them in the process.” AS a leader, it appears that Mulcahy has the ability to change styles depending on the situation; she is known by coworkers as being compassionate and though at the same time. She has a knack for leading by setting a vision and helping others to get there. “Our employees needed clear directions. Good people aligned around a common goal can do anything,” writes Mulcahy.
Now that Xerox has turned itself around, Mulcahy faces different kinds of leadership issues, including how to sustain the growth the company has created. Developing more
XEROX
Xerox now operates only as a business-to-business enterprise, forming “partnering” relationships with clients to help solve their document needs. When Anne Mulcahy took over the reins at Xerox in 2001, the company took a $273 million loss, and its stock price had dived from $60 to $5. Under her leadership, Xerox made a highly questioned push in R&D that is now paying huge dividends. Xerox is expected to make $1.2 billion in profit on $18 billion in revenue in 2008. Mulcahy was dubbed “The Accidental CEO” by Fortune in 2003 because of their unlikely rise to the top of the organization. Under similar circumstances, most CEOs brought in to turn around a failing company come from outside the organization. In Mulcahy’s case, she had worked at Xerox for 24 years, had no CEO experience, and did not have a seat on the company’s board of directors. “I never expected to be CEO of Xerox. I was never groomed to be CEO of Xerox. It was a total surprise to everyone, including myself,” says Mulcahy.
It is pretty clear to everyone now though that Mulcahy was the perfect choice.
Recently named CEO of the year by her peers, she is known as being a “customer oriented leader”, the “model turnaround leader,” and a leader with great vision and tenacity. Ursula
Burns, recently named Mulcahy’s successor to CEO at Xerox, says that “She is superb motivator who can push people to step up their game without demoralizing them in the process.” AS a leader, it appears that Mulcahy has the ability to change styles depending on the situation; she is known by coworkers as being compassionate and though at the same time. She has a knack for leading by setting a vision and helping others to get there. “Our employees needed clear directions. Good people aligned around a common goal can do anything,” writes Mulcahy.
Now that Xerox has turned itself around, Mulcahy faces different kinds of leadership issues, including how to sustain the growth the company has created. Developing more