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Xerox's turnaround strategy involved the redeployment of scarce financial resources. Management needed to organize their finances so that they could meet a variety of goals including new product development, acquisitions, debt repayment and stock buybacks (Ackerman, 2008). Employees also needed to be organized, to move from their less productive former tasks towards more productive new product development tasks. One of the most important elements of organizing is making the trade off between different uses for given sets of resources. For example, CEO Anne Mulcahy needed to make decisions regarding the choice to purchase companies to give Xerox access to new technology, or to develop such technology in-house


Leading is another role of management. When the firm has plans and has organized its resources towards meeting the objectives in those plans, it still needs managers to lead the other employees towards that goal. Often, the goals are far away, and it is difficult for employees to see that the outcomes of their support those goals. Motivation can wane and focus can slip. This is what makes leadership such an important part of management. One way or another, managers need to make sure that employees do what they are supposed to.

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