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Entire families work for Xerox.
All I did my first year at Vogue was Xerox.
Once the Xerox copier was invented, diplomacy died.
Sustainable development is a proven catalyst for Xerox innovation.
A journalistic purpose could be someone with a Xerox machine in a basement.
I thought administration was the running of the office. The Xerox machine. Paying bills.
My father works for Xerox and fixes those gigantic copy machines that are about 10 feet wide.
It's good Xerox is known for its copying machines, and it's good Jim Carrey is known for comedy.
Xerox is really good at managing documents, and we're definitely good at managing through a process.
I worked for Xerox for 4 years and after that I knew I was never going to be a corporate person. It wasn't my environment.
This old notion that work is drudgery is nonsense. Most days, even back when Xerox was under siege, I could not wait to get to the office.
Growing new limbs, copying internal organs like a Xerox machine, exponential increases in computing power, better eyes and ears - I could read stories like this endlessly.
Xerox did OK in moving to digital in the commercial space. They didn't do well in the consumer market, but they're not a consumer brand. They don't even know how to spell consumer.
I left Xerox for the non-profit sector because it was clear to me that only public/private partnerships can pull off a turnaround plan at the scale we need to tackle global poverty.
Xerox manages the infrastructure of E-ZPass for a large number of states. So when you say E-ZPass, and get some bill from E-ZPass, or call and ask a question about E-ZPass, you're talking to a Xerox person.
If you go to Norway, Finland, Russia or Australia, you'll see Xerox or Fuji-Xerox people, not just the name on the door. We have human beings who live and work and serve customers everywhere around the globe.
I've been a Fellow in a number of companies: Xerox, Apple, Disney, HP. There are certain similarities because all the Fellows programs were derived from IBM's, which itself was derived from the MIT 'Institute Professor' program.
When I started working in fashion, I didn't have money to buy photographs, so I'd Xerox pictures from magazines and put them in notebooks. When I'd start a collection, I'd sit with my old notebooks and look through them for inspiration.
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.
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.
My advice is never let a publicist call you a 'visionary.' I've hung out with the visionaries at the famed Xerox Palo Alto Research Center. I've been a successful Silicon Valley entrepreneur. I wouldn't touch 'visionary' with a 10-foot pole.
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.
Those inevitable dreams where you can't get your column in, you know, and at first they were the Xerox telecopy, and then they were the fax machine, and then they were, you know, email. The anxiety remains the same, but the technology has changed.
Franklin Roosevelt didn't poll, because he had great political instincts. Now we have polls; we don't need instincts. But is that a change in principle? Is it a change in principle that we use a Xerox instead of carbon paper? It's of the same order of magnitude.
I don't think paper will go away. I do believe that the value of paper will change, and Xerox is working on changing that value. Consider a color page. Actual life is in color, but you keep reproducing it in black and white. You remove value. It's a bad thing to do.
The idea of an e-book has been around since the late 1970s, when researchers at Xerox PARC got on the case. Their prototype used millions of little magnetic particles, black on one side and white on the other, loosely embedded in the surface of a soft sheet of rubber.
I was involved in the 'reformicon' effort in 2013-2014, which was explicitly, 'We can't just Xerox Reagan.' In the spirit of Reagan, actually, we could rethink things - maybe we need to think more about job-training programs, earned income tax credit, adjust the tax code.
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.
When Steve Jobs toured Xerox PARC and saw computers running the first operating system that used Windows and a mouse, he assumed he was looking at a new way to work a personal computer. He brought the concept back to Cupertino and created the Mac, then Bill Gates followed suit, and the rest is history.
Crankiness is a human attribute that, when people walk in the door of Xerox, they remain human. The best way to get the best out of people is to not force them to be something other than they naturally are. Now what do they have to be? They have to be respectful. You can't be ridiculously disrespectful.
