Ad1. John Clendenin faced a number of different challenges, depending on the stage of his career.
First, as the administrative manager of parts and supply area. He started to be the leader of long-term experienced logistic guys with the usual confines action. Moreover, the Clendenin’s previous success cause that his team became reluctant to continue providing the information necessary to compliment his strategy. He had particular issue with Tom Gunner, who had been working with Xerox for 20 years. Clendenin had no authority and did not raise Gunner’s confidence because in Gunner’s eyes he had very little experience and knowledge.
Clendenin took an open and honest attitude for the obstacle above. He presented the awareness of the own weaknesses to Gunner. Moreover, he showed that he respects and appreciates the long-term Gunner’s experience (he put an effort to find favorite Gunner’s restaurant). However, he informed Gunner that he expects win- win situation or both acting together, or their paths diverge.
Second, Clendenin’s first experiences with the CISB. He realized that to follow the main Xerox goal (higher ROA) the necessary changes nave to be implemented and to achieve that he would need support within the USMG organization. This meant finding an alignment with the different system managers across the organization, and creating an organizational structure conducive to sharing information and inventory across functions.
The strategy to deal with above obstacle was the engagement. He prepared the detail organization structure (steering committee/ working grope/ MDC) and tasks behind that structure. He organized not only the clear agenda for the meetings but he conducted the face to face meeting with the members, to be sure that they have a clear understanding of the aim. He tried to find one common area for all managers and he translated all goals