If I Were Running Xerox...

Three management observers share their views on how to get the copier giant humming again

When Xerox Corp. ousted Richard Thoman as CEO last month after just 13 months on the job, the board blamed his aloof management style for failing to ignite a much-needed sales boom. But the copier giant's problems go far deeper than leadership, say consultants, analysts, competitors, and former employees. In its heyday, Xerox was another Cisco Systems Inc., revered for its technology and dominant in its markets. But the company, based in Stamford, Conn., has largely been left behind in the current tech boom. "They need change," says James W. Lundy, who worked at Xerox for 15 years before becoming a research director at consulting company Gartner Group Inc. "There's a basic mentality of `Hey, we're still a copier company; we sell copiers."'

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