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Stanford GSB Sloan Program S258 Strategic Management

Stanford GSB Sloan Program S258 Strategic Management. 18: Strategy Process Xerox and Fuji Xerox. The Adaptive Corporation. Other names Phenomenon: able to explore and exploit, have efficiency plus growth, adaptiveness and innovation can effectively run multiple businesses

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Stanford GSB Sloan Program S258 Strategic Management

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  1. Stanford GSBSloan ProgramS258Strategic Management 18: Strategy Process Xerox and Fuji Xerox John Roberts

  2. The Adaptive Corporation • Other names • Phenomenon: • able to explore and exploit, have efficiency plus growth, adaptiveness and innovation • can effectively run multiple businesses • make both large (global) and small (local) changes • A rare creature John Roberts

  3. Xerox: The Accidentally Adaptive Corporation • Key to Xerox’s rebirth in the 1990s was the adoption of FX ways and products • These would never have existed if X had had its way and had required its strategy be implemented • The JV structure gave protection and allowed the possibility of variation • Cultural, market and geographic distance gave the impetus to respond to local Japanese conditions • FX managers’ key role John Roberts

  4. Autonomous and Induced Strategy Processes • Both have a role • The danger is in role conflict and confusion across levels • e.g., CEO wants to manage the autonomous or stamp it out • Ambiguous and difficult role for middle managers to select, protect and link the emergent while driving the official • Front-line responsibilities John Roberts

  5. Partnerships • Contractual and non-contractual elements • Important to get understandings up front • Not enough to get the initial contract right – must evolve • Need to work on the relationship • Balance of temptation and punishment (repeated game logic) John Roberts

  6. Partnership and Learning • Loose coupling allows for more variation • Need to work on selection and retention • Often learning with or from partner is objective • Concern with leakage John Roberts

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