Let’s get real people, one of the main problems with Xerox cores are the old school way of thinking. These individuals are been with the company for 20plus years and offer no new ideas and are against change. Also preference in the office is another problem. A lot of these CEO’s pick and choose who they keep and cut them a lot of slack. Our CEO doesn’t know if she’s going or coming! With her handicap sales team that sales very little you start wondering how long can she keep the lights on. She needs to go and so does her freeloading reps.
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She may not be here much longer. If you can't embrace reinvention, the box won't save you.
"It’s because it worked and every new change breaks something. How about investing in the tools people need to do their job instead of cost reductions to buy new companies? "
Read into the Aswam Dam. Built as an essential part of Egypts industrialization. It prevented a lot of annual flooding but also in return eroded the coastline, displaced 100 thousand residents and caused heath problems. The ecosystem changed and it also caused the fishing industry to significantly shrink, causing loss of money to the fishermen in this area. They are still paying compensation to the people displaced, and many archeological sites have been destroyed.
Companies and organizations don't understand that one change can destroy many other mechanisms that make the rest of your company (or in this case, country) properly operate. Everyone is busy standing around staring at the dam and patting themselves on the back, not looking at the destruction surrounding it.
As for the part about investing in new systems, in reality they just added an entire company to their portfolio to sell to another company down the pipeline.
It’s because it worked and every new change breaks something. How about investing in the tools people need to do their job instead of cost reductions to buy new companies?
Ursula was a social experiment that went really bad (sort of like DEI today) and started the downward spiral of Xerox
KD - XBSNE
Sounds like Xerox before we started charging the customer less for service.
“Before restructuring, cores ran well and had wayyy more equipment on the street than direct.
And you could talk to them if you were a customer.“
As R. Lee Ermy said,
DO IT FOR THE CORE !!
Before restructuring, cores ran well and had wayyy more equipment on the street than direct.
And you could talk to them if you were a customer.
"Change" is the problem.
The OP referenced "the Cores," so it's not the X Enterprise (old Xerox) being referenced as being female-led.
There's plenty of old-school thinking involved in Xerox (like, "outsource everything" and track activity at the application level").
The issue is that performance is the ultimate measuring tape. Putting any metric higher than the bottom-line performance of any initiative (against fixed and standards-based practices like GAAP) is a way to obfuscate and distract.
You don't know what your talking about! Or you just want to pi-s off as many people as you can... Try stamp collecting. You shouldn't have to think too hard for that.
You obviously got the wrong company - Xerox hasn’t had a female CEO for a long time, not since the chaos of Ursula “well never buy Lexmark” Burns
Who is she?