In February 2010, Ursula Burns CEO of Norwalk, Connecticut-based Xerox Corporation ended her first large move, just seven several days after climbing to the top level place. Xerox-a document technology, software, services, and supplies company, had acquired Dallas-based Affiliated Computer Services (ACS), a substantial global player operating a business process outsourcing (BPO) and understanding technology services. Purchasing represented a bold move by Xerox into business process outsourcing, as well as the latest try to change Xerox in the manufacturer of apparatus for the office in to a provider of monetary services. Burns contended when she and her team could effectively mix Xerox and ACS, the business could achieve $100 million in synergies inside the newbie alone, with significant future growth prospects. Exterior audiences and experts, however, might be difficult to convince, though, as much contended that Xerox faced a continuing fight. This case explores Xerox's rationale for acquiring ACS and the way Burns planned to achieve her vision of growth and expansion for a corporation well-noted for, but somewhat restricted to its research and technology capabilities.
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