In 2000, Xerox was in front of insolvency after centuries of
misconduct, loads of debt, and rising questions about its bookkeeping
practices. Grounded on a generation of knowledge with Xerox, she knew
that the business had influential employees who were not interested when she
took over. Mulcahy supposed that among other key company’s changes, inspiring employees at Xerox was a main way to jump start the business back from the edge of failure. One of her supervisory principles was a faith that in order to attain customer satisfaction, staffs must be involved and driven in their work. Mulcahy not only positively saw the business through this problematic time but also was talented to make a stronger and more absorbed business.
