If I’ve learned one thing, it’s that real, lasting transformation is not going to come from four to five big ideas spearheaded by management; it’s a thousand decisions made differently every day by thousands of our colleagues — their ideas, their passion, and their leadership. My job is to enable that.
Without a doubt, Xerox has been in “productivity mode” for years. It may be our most commonly used word. And we’re good at cost cutting in response to market conditions that have challenged our business but we now have the opportunity to shift from just enough to chase what’s possible.
When we first started down the strategic transformation path, I was one of the biggest skeptics. That said, I truly believe now that what we’re doing is fundamentally different than anything we’ve ever attempted. Here’s why:
I’ll leave you with an example from our Xerox Print Services Operations team in Guatemala. In less than 6 months, through their willingness to challenge long-held paradigms, we have increased revenue, decreased costs, and most important, improved client satisfaction (including some cool YouTube videos!) for 814 client accounts. This team shows that we can do it all (cost, revenue, satisfaction), but we have to be willing to re-think “business as usual.”
I’m looking forward to sharing additional change stories that highlight how we are reimagining our business one initiative at a time.