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.
Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.
The day I was announced as CEO, I think the stock dropped another 20%.
My dad was an editor and a writer, and that's actually what I aspired to be.
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.
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.
Boards without women - blacklist those suckers. It's 2011. They've had the time - it's significant that they don't have women.
We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.
Customers require the effective integration of technologies to simplify their workflow and boost efficiency.
Xerox's innovative technology and service offerings - delivered through an expanding distribution system with a lean and flexible business model - continue to solidify our market leadership, driving consistently strong earnings performance.
Sustainable development is a proven catalyst for Xerox innovation.
By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.
There is an explosion of information happening, yet people demand quick access to relevant content that cuts through the clutter.
Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.
I got a journalism degree. I started doing journalism - I interned at 'Cosmopolitan' magazine in the 1970s, which probably wasn't the best place for me, and I spent six or nine months freelancing. Anyway, I wasn't that good at it.
If we could muster the same determination and sense of responsibility that saves a country like Japan - or a company like Xerox - then investing to save women and children who are dying in the developing world would be very good business.
I learned how to be a learner. 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.
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.
We're living in a different world now in terms of employee needs, and companies have to offer alternative methods for getting the work done. Even under the most difficult circumstances you can have creative flexibility.
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
