I Worked In Sales. It Was Definable,

One Of The Things We Often Miss In Succession Planning Is That It Should Be Gradual And Thoughtful, With Lots Of Sharing Of Information And Knowledge And Perspective, So That It's Almost A Non-event When It Happens.

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.

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.

Sustainable Development Is A Proven Catalyst For Xerox Innovation.

My Dad Was An Editor And A Writer, And That's Actually What I Aspired To Be.