When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.
People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing.
There is an explosion of information happening, yet people demand quick access to relevant content that cuts through the clutter.
Educated and productive young people are needed to help lift their countries out of poverty and create a wealthier, more secure world.
I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs.
The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.
When you get in a job, the tendency is to say, 'I've got to know it. I've got to give direction to others. I'm in this job because I'm better and smarter.' I always took a different view, that the key was to identify the people who really knew and learn from them.
Educated and productive young people are needed to help # LIFT their countries out of poverty and create a wealthier, more secure world.