---
id: "entity-org-xerox"
type: "entity"
entityType: "organization"
canonicalName: "Xerox"
aliases: ["the old Xerox"]
source_timestamps: ["¶97"]
tags: ["corporation", "failure-case-study"]
related: ["concept-duration-of-the-company"]
canonical_url: "https://en.wikipedia.org/wiki/Xerox"
source_url: "https://hbr.org/2025/10/innovating-at-the-core-and-for-the-future"
source_title: "Innovating at the Core—and for the Future"
sources: ["futures"]
sourceVaultSlug: "hbr-seg-futures"
originDay: 2
articleStem: "hbr-cl-91-innovating-core-and-future"
sourceUrl: "https://hbr.org/2025/10/innovating-at-the-core-and-for-the-future"
sourceTitle: "Innovating at the Core—and for the Future"
---
# Xerox

Cited by Nooyi (specifically 'the old Xerox') as an example of a company that failed to balance current returns with investments in future business-model transformations. It supports the argument in [[concept-duration-of-the-company]] alongside [[entity-org-kodak]] and [[entity-org-polaroid]].

**Enrichment.** Analyses of Xerox note struggles transitioning beyond photocopiers into digital document technology and services.

**Canonical:** https://en.wikipedia.org/wiki/Xerox