She has also been a member of the boards of directors of Catalyst, Inc. You have to have differentiation. Schoenberger Published sources include the women's official biographies, Factiva, International Who's Who of 2005, Marquis Who's Who, World Almanac of Famous People, Palgrave Who's Who 2005, the Congressional Yellow Book, the Judicial Yellow Book, Europa World Year Book, Hoover's Online, U. You also need to establish very clear guidelines with regard to timelines and expectations. So shoddy were accounting practices and board oversight at U.
She currently chairs the board of trustees at Save the Children. Furthermore, the Uí Mhaolchatha sept appears to have been active in the 15th century in the churches of Co. Citigroup oversight Ironically, Mulcahy left Fannie Mae's board to join Citigroup's, where she stayed until earlier this year. At Xerox, that was the difference between success and failure. Everybody in the field knew it was stupid, but nobody said anything. Having pulled Xerox out of a near-fatal slump in 2002, Mulcahy, 52, is now looking to get her company back to the top of the tech world. Mulcahy, for her part, knew the company about as well as anyone.
Anne then followed the advice of billionaire investor to pay attention to the customers. She had gradually worked her way up, even serving as the head of human resources, and never expected to become boss. She spent most years at Xerox in sales and felt she didn't have a financial background, and right after she was appointed the stocks dropped 15 percent. It forces you to make choices that you probably wouldn't have made otherwise. She joined Xerox in 1976 as a field sales representative. Though never intent on running Xerox, she was selected by the board of directors in 2001.
During the mid-1990s I was chief of staff, one level above Ursula. At the same time, its stock has risen, returning 75% over the last five years, compared with a loss of 6% for the Dow Jones Total Stock Market Index. Customers were unhappy and the economy had started to falter. But we needed a place where we could talk. Mulcahy found a compass to help her guide Xerox from a piece of corn-pone advice from a Texas customer.
While Xerox bounced back, by 2004 it had not experienced the kind of growth it knew during its heyday. It takes a tremendous amount of discipline, focus, and support to do well. Handling a scandal But the White House's hunger for a business executive to advise it on the economy brings its own perils. When Mulcahy took the helm in 2001, Xerox was teetering on the verge of Chapter 11 bankruptcy. Protecting research and development allowed Xerox to roll out a wealth of new offerings as its financial health improved. She managed to boost morale by giving workers a reason to be hopeful and committed to the company. From 1992-1995, Mulcahy was vice president for human resources, responsible for compensation, benefits, human resource strategy, labor relations, management development and employee training.
This was largely a formality; the process had been iterative. Or by mail: Literacy, Inc. Two months later, Xerox disclosed more accounting irregularities in Latin America. Later, it emerged that in a meeting when the company's comptroller outlined the very improprieties that regulators denounced in that report. Mulcahy said that effective communication was perhaps the single most important component of the company's successful turnaround strategy. Ursula fit the second scenario—she needed more time to develop. English and Journalism Alma mater Employer Home town , U.
Therefore any modern claimants to such a title would be highly questionable. Analysts expressed doubts that Xerox could change its image and learn new areas, but the firm's stock continued to rise under Mulcahy's leadership. The second was: What if we had the luxury of developing someone naturally over a long period of time? Customers said Xerox had lost its responsiveness. And even before the announcement of Summers' departure, according to a former Obama administration advisor, Mulcahy was being considered as a potential addition to the White House's economic team. The speculation was fed by reports of Mulcahy dining with White House advisor Valerie Jarrett last week. And Mulcahy has shown that, despite her misgivings, she can deliver results in a hurry. Grandchildren: Meghan Joseph Youngs, Kaitlin Orlando Perez, Morgan Duffy and Madison Vitale.
Her husband is a retired Xerox exec, and her older brother now runs the global services group. Xerox had stopped listening to its customers, and Mulcahy's background in sales undoubtedly gave her a perspective that saved the life of the technology giant. Without it, Xerox was headed for bankruptcy. The meetings were quite contentious, but Mulcahy answered as honestly as possible. But at the same time, there is an almost eerie tendency for fraud and mismanagement to follow her wherever she goes.
She received a in English and Journalism from in. But Ursula made that her mission, and by 2005 we were introducing 30 or 40 new products a year. So I wanted Ursula to be as well prepared as she could. Mulcahy rose to the helm of affairs at Xerox during a critical time when Xerox was on the verge of bankruptcy. Mulcahy, known for being an extremely focused and decisive woman, placed the company's emphasis back on sales and refused to tolerate subordinates who performed poorly.