Enjoying for decades a first movers advantage, Xerox had a prominent graduation with the first xerographic copier. Recognized as the biggest selling industrial product of all time, the 914, with a 70% gross wage margin, became Xerox Cash Cow for many eld, and its profits covered whatever losses the company had in other unsuccessful melody ventures. Spoiled by this success, Xerox harbored a bureaucracy within its administration (Burox) that did not allow for change and thwarted innovation. When Xerox patents began to eliminate in the early 1970s competition from Japan became fierce as prices were cut down. The need for innovation became clear, and top management leading was the key to success.
Allaire became chief operating officer of Xerox after 24 years of working himself up through the finance and administration ranks. He was respected and well known within the company, and we assume he was a contender in the succession for CEO -an make position. He had the authority and confidence of the board to bring slew form outside Xerox to revamp its structures, such as Romeril and Buehler. Because of an evident lack of succession culture at Xerox, Allaire was allowed to symbolize kingmaker when choosing Thoman as his successor.
And when his time to step down as CEO came, he stayed as Chairman of the board; by retention Elvis in the building Allaire became the power behind the impudently appointed CEO. In trying to reward his old team up members before leaving, Allaire granted board positions to Romeril and Buehler, who were terribly jealous and bitter of Thomans appointment as CEO and did what they could to prevent changes from happening.
Thoman was brought in by Allaire from the outside recommended by Ramsey Beirne Associates. With several high degrees earned at prestigious schools and an excellent track record, Thoman lacked...
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