VISIONING AT XEROX CANADA Nick Bontis prepared this case under the supervision of Professor Mary Crossan solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, clo Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright @ 1995, Ivey Management Services Version: (A) 2000-08-24 On June 15, 1994, Diane McGarry, Chairman, CEO and President of Xerox Canada, asked Bryan Smith, a consultant working for the company, if he would join her outside the conference room for a brief tete-a-tete. They had been meeting with her leadership team since eight o'clock that morning to craft the organization's new vision statement. It was now past eleven-thirty and the "visioning" session was scheduled to end at noon. During the previous three and a half hours, some progress had been made, but Smith felt that more time would be needed to give the decision its due process. Smith suggested that they extend the allotted time into the afternoon or postpone the session. However, McGarry was hesitant to delay the final selection of the vision statement because it was very important to her. As they both returned to the conference room, McGarry contemplated her next move