Case Analysis: Managing Xerox’s Multinational Development

Background briefing:

John Clendenin first came to work at Xerox in 1983 as a productivity consultant in US Marketing Group (USMG) for two projects, when first year at Harvard Business School. He got some remarkable successes that he could ask for favorable terms to return to Xerox after resigning from Marine Corps. John was promoted quickly after a series of successful projects that refreshed many old experience at Xerox to open up a new chapter of logistics and distribution. John did very well in managing the relationship with his people, especially the long-term Xerox employees.

John Clendenin began to explore his new job responsibilities that he got a small subunit called Multinational System Development Center (MSDC), which was created in the min-1970s for solving the regional product differences. After Xerox’s CEO announced the strategy of improving the ROA as a major corporate objective. John did a series action around this announcement to increase his influence, like got a mandate from some senior managers in Corporate Information System Board (CISB). Eventually, he got the power to adjust the process for efficiency improvement within 3 organizational components, and MDC (formerly MSDC) was one of them.

During his building of MDC, he did a great job, no matter saving money internally or earning money externally. However, his aggressiveness in business make some people generating animosity, but also respect.

John showed some significant staffing management skills to create the MDC climate and aura with his charisma.

Then some organizational changes happened, boss changed, reporting line changed, budget cut, headcount cut etc. What would John’s future be?