Xerox and IT Management :: essays research papers

run out is one of the largest companies in the document processing products and services industry. turn back held a virtual monopoly in the plain-paper copier market until the Federal swap Commission intervened. In 1975 elope was forced to forfeit patent surety and had to license to competitors. dispels markets share dipped from 80% in 1976 to 13% in 1982. In order to become more competitive, Xerox began to work benchmarking, Leadership through Quality and employee involvement initiatives. These initiatives helped grow Xeroxs market share back to 18% in the gloomy 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 learning management (CIM) unit was established in the early 1970s. In 1987, CIM was go 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 cognise the task was not possible without significant organizational change. After livery in consultants to review the Information Management at Xerox, the director of CIM realized the Xerox IM infrastructure could not support the companys 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 XeroxAging application portfolio built on proprietary technologiesLarge make up associated with keeping legacy system runningDuplicate work ca consumptiond by corporate culture autonomyThe IM 2000 design team recommended the following quaternity strategies1.Reduce/Redirect&61607Reduce overall costs by reining in the expense of legacy system. Use savings to fund new applications and infrastruct ure.2. radical Management&61607Move to a industry standard infrastructure that would be managed centrally a client server environment.3.Leverage worldwide IM resources&61607 clear library of shareable core modules.4.Business process-driven solutions&61607The current legacy system was to be replaced by solutions supporting new Xerox business process.Xeroxs earlier quality initiatives had created a corporate culture used to having a partner relationship with suppliers. Because of this, management suggested IM should look at outsourcing as an alternative. characteristic Reasons for OutsourcingConcerns about Cost and QualityoVendors save money by&61607Running much leaner overhead structures than their customers&61607More aggressive use of low cost labor pools (India)&61607Staff must keep up to date on newest IT practices&61607Purchasing Power&61607More efficient use of capacity