case study

Case Study 2.2 Classic Case: Paradise Lost: The Xerox Alto

1. Do you see a logical contradiction in Xerox's willingness to devote millions of dollars to support pure research sites like the PARC and its refusal to commercially introduce the products developed? 2. How did Xerox's strategic vision work in favor of or against the development of radical new technologies such as the Alto? 3. What other unforeseeable events contributed to making Xerox's executives unwilling to take any new risks precisely at the time the Alto was ready to be released? 4. "Radical innovation cannot be too radical if we want it to be commercially successful." Argue either in favor of or against this statement