Chapter

Designing at the Enterprise Level

DAVID A. NADLER, michael l. tushman and mark b. nadler

in Competing by Design

Published in print October 1997 | ISBN: 9780195099171
Published online October 2011 | e-ISBN: 9780199854868 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195099171.003.0007
Designing at the Enterprise Level

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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

Chapter.  6692 words.  Illustrated.

Subjects: Organizational Theory and Behaviour

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