Questions: Do you see a logical contradiction in Xerox’s willingness to devote millions of dollars to support pure research sites like PARC and then refusing to commercially introduce the products produced? Absolutely. This contradiction is one of the compelling points in the story. Discuss the difference between research for its own sake and the need to bring it to market. Also, did the Alto and the culture that created it violate Xerox’s strategic mission at the time, which seemed designed to play it safe and stick with simple, incremental products, rather than attempting to take quantum leaps forward. How does Xerox’ strategic vision work in favor or against the development of radical new technologies such as the Alto? Xerox had allowed their culture to become moribund and hence, their strategic focus was on making incremental improvements. The irony, as instructors may wish to bring up, is that the original Xerox innovation, the model 900 copier, was a radical innovation for its time and led to huge profits for the company. Thus, an organization which made its fortune and reputation on a highly successful and radical innovation, could not bring themselves to do the same thing a decade later with the Alto opportunity. How did other unforeseeable events combine to make Xerox’s executives unwilling to take any new risks, precisely at the time that the Alto was ready to be released? Over the five after the development of the Alto, a series of ill-timed acquisitions, lawsuits, and reorganizations rendered the PC a casualty of inattention. What division would oversee its development and launch? Whose budget would support it and PARC
Questions: Do you see a logical contradiction in Xerox’s willingness to devote millions of dollars to support pure research sites like PARC and then refusing to commercially introduce the products produced? Absolutely. This contradiction is one of the compelling points in the story. Discuss the difference between research for its own sake and the need to bring it to market. Also, did the Alto and the culture that created it violate Xerox’s strategic mission at the time, which seemed designed to play it safe and stick with simple, incremental products, rather than attempting to take quantum leaps forward. How does Xerox’ strategic vision work in favor or against the development of radical new technologies such as the Alto? Xerox had allowed their culture to become moribund and hence, their strategic focus was on making incremental improvements. The irony, as instructors may wish to bring up, is that the original Xerox innovation, the model 900 copier, was a radical innovation for its time and led to huge profits for the company. Thus, an organization which made its fortune and reputation on a highly successful and radical innovation, could not bring themselves to do the same thing a decade later with the Alto opportunity. How did other unforeseeable events combine to make Xerox’s executives unwilling to take any new risks, precisely at the time that the Alto was ready to be released? Over the five after the development of the Alto, a series of ill-timed acquisitions, lawsuits, and reorganizations rendered the PC a casualty of inattention. What division would oversee its development and launch? Whose budget would support it and PARC