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Fire From Xerox?
J. Bradford DeLong
Michael Hiltzik (1999), Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age (New York: Harper Business: 0887308910).
As always your mileage may vary. My mileage was low.
I ended Michael Hiltzik's book on Xerox's Palo Alto Research Center and the invention of the computer technologies we use today disappointed. Hiltzik spent too little time on the ideas and technologies, and too much time on the personalities and the intra-Xerox bureaucratic infighting. That might have been OK if his discussions of just why Xerox never brought so much PARC research to market were accurate, or coherent. But it seems to me that his discussions of Xerox bureaucracy and PARC personalities deconstruct themselves: the evidence he presents simply doesn't justify the conclusions that he reaches.
For example, as his book heads for a conclusion--at the top of page 391--he attacks the idea that by failing to develop into products even a quarter of the technologies produced by PARC Xerox "fumbled the future." He says that "technology foils its tamers" and that conclusions that Xerox failed "rest... on several very questionable assumptions."
But the story that Hiltzik tells is not one in which Xerox makes defensible but wrong decisions, but one in which Xerox does not even try to market what became the key technologies of Apple, Adobe, 3Com, Microsoft and others--and markets the PARC-invented laser printer only after great internal corporate resistance, and only after unnecessary multi-year delays. To squander a five- to ten-year lead because your internal bureaucratic processes cannot recognize an opportunity is, indeed, to "fumble the future."
Along his way Hiltzik makes what seem to me to be simple mistakes of fact and grave errors of logic that cast doubt on his overall reliability.
Why claim that when Xerox introduced the Star computer at the beginning of the 1980s that "...no independent software industry existed at the time. (It would not emerge until the mid-1980s.)" What were Microsoft and VisiCorp and Digital Research selling then? Chopped liver? Why was IBM simultaneously developing an open-architecture PC to try to take advantage of the independent hardware and software industry? If there was no independent software industry, then why did IBM go outside its organization--to an independent software manufacturer--for both the operating system and an application suite for its first PC?
Hiltzil claims that "critics of [Xerox's] handling of PARC" "rarely acknowledge" an important burden imposed on Xerox: "the merciless business environment," and that this merciless business environment was a key factor keping Xerox from commercializing the technologies invented at PARC. He writes that:
This makes me scratch my head. Hiltzil writes that Xerox's organization was incompetent at product development in their core business--photocopiers: they can't respond to a competitive threat in less than four years. And Hiltzil claims that because Xerox was incompetent in its core business its managers should not be criticized for incompetence at managing the technologies developed by PARC. Can he possibly be seious?
And on the very next page there seems to be a serious, serious misconstrual of a quotation from Adobe Systems founder Chuck Geschke. Geschke says that:
Hiltzik uses this as a springboard to say that fomer PARC researchers "who have gone on to chair their own corporations... would not dare to grant their employees the same latitude" that Xerox granted them (p. 396). What he doesn't say in his concluding chapter is that Geschke and his partner John Warnock tried to follow their ideas "through to first customer shipment." They spent two years of their lives trying to get Xerox to turn their ideas--incorporated in the page description language Interpress--into a product. And after two years Warnock and Geschke had a conversation, which Warnock recounts as:
Does Hiltzik think that by the time we reach page 396 we will have forgotten what Hiltzik quoted on page 374? That we will fail to realize that what Geschke is offering his employees--the ability to ship products--is what Geschke desperately wanted to see happen at PARC? That Geschke would have eagerly traded some of his "latitude" at PARC for a Xerox that would actually use Interpress in some products?
If the history of corporate and research bureaucracy in this book didn't ring false, I would be saying that this is a very good book. If the history of technology in the book were better, I would say that this is a very good book--even with a history of bureaucracy that rings false.
As I said, your mileage may vary.
But my mileage was low.
of Economics J. Bradford DeLong, 601 Evans Hall, #3880
University of California at Berkeley
Berkeley, CA 94720-3880
(510) 643-4027 phone (510) 642-6615 fax
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