Case Xerox: Capabilities Discovered but not Developed

Group 13
Team members
Pham Van Khoa

1132300053

Pham Le Vu

1132300392

Trinh Hoang Truc Linh

1132300062

Pham Thi My Trinh

1132300357

Thai Thuy Oanh

1132300290

Ho Thanh Hang

1132300035

Nguyen Trong Nghia

1132300263

1. What went wrong?

In order to implement the new vision for Xerox to be the world leader in developing the
architecture of information appropriate a new information technology era, CEO Peter
McColough invested in PARC (Palo Alto Research Center). The first achievement of PARC is
the major breakthroughs in copier and computer technology in both hardware and software.
However, few of these discoveries, Xerox did not realize the opportunity to develop their
commercial products for non-experts due to the wrong direction from the top management. Since
that, most PARC scientists who worked for Xerox, left company and join others company and
gained a lot of Award personally.
The new vision from Xeroxs CEO set the company two major tasks needed to achieve.
Unfortunately, they only accomplished the first one, but the second which is to transform Xerox
from a copier company into an office systems company. Obviously, Xerox was showing the
world that they are incapable of learning how to develop, manufacture and market office systems
that customers actually needed or wanted. Investing much on discovery new technology,
developing these products to be marketable is what Xerox does not do well.
In addition, PARC helped Xerox developed innovative products for its traditional business, such
as laser printer. But the company failed to capitalize on the greater prize PARC led the way
towards. On the higest pinnacle of conflict when PARC offered Xerox the opportunity to define
and and dominate the emergent personal computing business that required Xerox to change its
identity, however, Xerox refused to do so. Thats the reason why Xerox is always the invincible
one in copier industry, no more than that.

2. what the lessons for companies which need to innovate?

Once companies need to innovate their ways to produce products, should reflect the case of
Xerox firstly. They need to carefully listen and analyze comprehensively the opportunities offerd
from their experts who are put all of their of efforts on how to create a new applicable products,
especially in technology industry. Regardless to the case of Xerox, other technological
companies which need to be more innovative, have to do R&D as much effective as they can,
as follow:
- At the ideation stage, researchers should have an ability to gain insight into customer needs
and wants and an understanding of the potential relevance of emerging technologies.
Then, at the product development stage, these scientists show their ability to engage actively
with customers to prove the validity of concepts and to assess market potential and risks, and the
ability to leverage existing product platforms into new products.
At the commercialization stage, an ability to work with pilot users to roll out products carefully
but quickly, and to coordinate across the entire organization for an effective launch.

3. What is the future for Xerox?

Continuous innovation is compulsory requirement for Xerox in order to sustain their competitive
advantage. In further, the role of R&D should be encouraged and empowered more because they
a back born of firm. In addition, the better understand themselves and external environment also
the key to help them position themselves in the market and have a good growth strategy for
future.