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In 2002, Xerox Corporation was struggling. A new CEO, Ann Mulcahy, launched a variety of initiatives that she hoped would bring Xerox back to greatness. One of her key strategies was to deploy lean Six Sigma, a methodology for analyzing business processes and finding ways to reduce both errors and unnecessary steps. Xerox hoped that lean Six Sigma would help return the company to profitability. But deploying this discipline methodology required changing the company's culture to a culture of continuous learning. For Xerox, with over 50,000 employees and locations worldwide, this meant a major new commitment to educating employees.
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