It has been a long time since anyone considered Xerox an innovation powerhouse. On the contrary, Xerox typically serves as a cautionary tale of opportunity lost: many obituaries of Steve Jobs described how a fateful visit by Jobs to the Xerox Palo Alto Research Center in 1979 inspired many of the breakthroughs that Apple built into its Macintosh computer. Back then, Xerox dominated the photocopier market and was understandably focused on improving and sustaining its high-margin products. The company's Connecticut headquarters became the place where inventions in its Silicon Valley lab went to die. Inevitably, simpler and cheaper copiers from Canon and other rivals cut down Xerox in its core market. It is a classic story of the "innovator's dilemma." Xerox struggled to defend against threats at the low end of its business, failed to create growth in new markets, and found itself on the brink of irrelevance, if not extinction.

But now Xerox is turning things around. In the fall of 2009, the first order of business for its new CEO, Ursula Burns, was to buy Affiliated Computer Services for $6.4 billion. The 74,000-employee services company had built a powerful new business model by taking over document management from corporations, state governments, and law firms, typically using non-Xerox equipment. For companies, outsourcing was simpler and cheaper than doing it themselves.