As much as corporations have helped to create and empower our modern world, supplying it with pools of labor and capital to bring products to our markets, they are no wiser than we are. Despite their fortunes being inextricably linked with being able to predict what's next, they cannot escape the biases, doubts and cynicism that befall us all. How is this possible? Because, while corporations possess far more intellectual might than the individual, they often fail to channel that might in any kind of productive way. Having emerged as a result of innovation, they become machines for printing money, not machines for making bets on the future. Some corporations escape this trap, but most invest in harnessing the next generation of companies, bringing them under their own umbrellas and praying that this infusion of innovative energy keeps them relevant for just a little while longer. But while this strategy works in the shortterm, the piper must eventually be paid. Few demonstrations have made this point more eloquently than Michael Hiltzik's history of Xerox Park.
Birthed in the first wave of technology firms that spawned companies like IBM and Eastman Kodak, the Xerox Corporation was a mid-century American titan. Its copiers ruled offices the world over, reducing to mere moments jobs that had once taken people hours to complete. Their brand became so ubiquitous that its name became synonymous with copying, a reality that will embed Xerox in the cultural consciousness for as long as the culture has documents to copy.
Flush with profits, Xerox could easily afford to make bets on the future which is what it did in 1970 when, in what was then just becoming the Silicon Valley we know today, it created Xerox Park, a research and development lab staffed by the first generation of computer scientists who had actually been exposed to these hulking machines while in university. Helmed by healthy egos and powerful personalities, Park became a theatre of experimentation that not only nursed key inventions like Ethernet which, even today, empowers networked computing, it created laser printers and personal computers, early models of the machines that would soon transform our world. This remarkable tide of innovation would culminate in the Xerox Star, a 1981 office product that married a personal computer with a graphical interface that could be manipulated with a mouse. The Star would also prove to be park's downfall, a grossly expensive commercial failure that heralded the mainstream arrival of IBM, Microsoft, Apple and the rest of the corporations that executed the technological revolution.
Packed with riveting characters and corporate dysfunction, Dealers of Lightning is a tour de force. Mr. Hiltzik, an American journalist, vividly captures not only the dawn of the mainstream computer age, detailing the early versions of the technologies that are so commonplace today, but the egos and the jealousies, the intellects and the foibles, of the men and women who created it. All this while painting a devastating portrait of Xerox's corporate culture, one which completely blinded the company to the reality that it held the intellectual keys to virtually every vital component of modern computing, keys it frittered away out of foolishness and ignorance.
The work is narratively driven by the young minds at Park. Drawing upon interviews and personal recollections of the principals who participated in human civilization's most glorious revolution, Mr. Hiltzik animates a host of fascinating characters who range from the irascible to the humorous, from the artistic to the introverted, capturing at once their brilliance and their frustrations. For in as much as these recent college graduates of the flower-power generation were churning out the technologies of tomorrow, their efforts seem to have been blocked at every turn by a company that understood them as poorly as it understood the future.
This leads us to the work's most effective theme. For while the quirks and the rivalries that characterized Park's geniuses are interesting enough, Dealers of Lightning is fundamentally about the abject failure of Xerox's corporate culture. Mr. Hiltzik convincingly describes Xerox as a company that had long-since parted ways with the notion of being a company about technology and had become a company about making money. He details how its fleet of managers focused on making sure the money faucet was stuck open, that this was their only concern, a reality that understandably doomed the company to a most appropriate irrelevancy. For no corporation that squandered the foundational technologies of our generation deserves to be the steward of information technology, a mantle Xerox thoughtlessly sacrificed for the sake of riding the gravy train until it ran out of track.
One would expect, then, that Dealers of Lightning would be a stinging indictment of Xerox. It's not. The blunders and the blindness so wonderfully depicted here is at least 30 years in the past, far too long for there to be any rawness to these wounds. Instead, this is a work of warning in the form of an epitaph to Xerox's cultural relevance, that it isn't enough to simply hire smart people and set them loose on the problems of tomorrow, that one must embrace change or die. No amount of money can help a corporation avoid this fate.
Outstanding work... (5/5 Stars)
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