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Competing by DesignThe Power of Organizational Architecture$
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David A. Nadler and Michael L. Tushman

Print publication date: 1997

Print ISBN-13: 9780195099171

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195099171.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 27 October 2021

Designing at the Enterprise Level

Designing at the Enterprise Level

Chapter:
(p.116) (p.117) 7 Designing at the Enterprise Level
Source:
Competing by Design
Author(s):

DAVID A. NADLER

michael l. tushman

mark b. nadler

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195099171.003.0007

The new strategic design that the Xerox Corporation attempted to employ involved focusing more on customer needs, hastening their operations, and increasing and improving productivity. However, Xerox had to entirely redesign its organizational architecture. As such, the company was able to formulate a plan wherein the organization was comprised of independent end-to-end business units that were connected through three different processes. While Xerox still wanted to make the most of their traditional strengths, the company devised a set of processes that provided scale benefits and avoided incidences of resource duplication. As such, focus shifted from controlling functional operations to the strategic coordination of semiautonomous and integrated business units. This chapter looks into design at the enterprise level and how enterprise architecture brings forth opportunities for company development.

Keywords:   Xerox Corporation, functional operations, enterprise level, enterprise architecture, business units

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