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... After 2.5 years 15% of proprietary software replaced ? 600 Novell LAN?s installed ?
1000 desktop replaced ? 12 person Xerox management team established ...
... The SEC also alleged that Xerox’s senior management was aware of, either by directing
or approving, the accounting actions that were taken for the purpose of ...
... Xerox felt that knowledge management would be a natural extension of document
management and decided to use knowledge management tools and technologies on the ...
Xerox Case Study Analysis. Xerox Case Study Analysis The challenge facing Xerox
and its management is complex, challenging and probably not unique. ...
... Color provides higher margins than black-and-white products, and Xerox
management should have envisioned this. Printing market is ...
Submitted by qnd1987 on March 31, 2005
Category: Business
Words: 1652 | Pages: 7
Views: 541
Popularity Rank: 11,667
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Xerox is one of the largest companies in the document processing products and services industry. Xerox held a virtual monopoly in the plain-paper copier market until the Federal Trade Commission intervened. In 1975 Xerox was forced to forfeit patent protection and had to license to competitors. Xerox’s markets share dipped from 80% in 1976 to 13% in 1982. In order to become more competitive, Xerox began to use benchmarking, Leadership through Quality and employee involvement initiatives. These initiatives helped grow Xerox’s market share back to 18% in the low end copier business and 35% in the mid-to-high end. Despite the improvements in market share the financial performance of the company declined. Therefore in 1992 a major reorganization was planned, Xerox would change from a geographic organization to a market segment organization.
Xerox corporate information management (CIM) unit was established in the early 1970s. In 1987, CIM was moved to the General Services Division and was given the task to “Provide the overall information technology leadership to the company.” The leader of the CIM group quickly realized the task was not possible without significant organizational change. After bringing in consultants to review the Information Management at Xerox, the director of CIM realized the Xerox IM infrastructure could not support the company’s strategic direction. To address the IM problems, CIM started a new initiative, “IM 2000”. The goal of IM 2000 was to move Xerox to a new information systems infrastructure.
The problems found with Information Management at Xerox
• Aging application portfolio built on proprietary technologies
• Large cost associated with keeping legacy system running
• Duplicate work caused by corporate culture – autonomy
The IM 2000 design team recommended the following four strategies
1. Reduce/Redirect
Reduce overall costs by reining in the expense of legacy...
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