In 1983, my former professor and friend Howard Rheingold read an article by Alan Kay. Immediately, he wanted to experience the Alto and the future of networked minds. He started calling PARC on a weekly basis. Nothing. Then when he called back to remind HR of his existence, he was given an immediate assignment: write a last-minute speech for a Xerox executive. With that, Howard had landed himself his “dream job” at PARC as an in-house writer. Howard’s gig involved interviewing researchers and scientists about their work with interfaces, LAN, etc. Super cool in retrospect and at the time, I’m sure. He goes into great detail in his book Tools for Thought (pictured), which explores batch processing, the 1960s, time sharing, and more at Xerox PARC. Howard’s insights into the successes and failures of Xerox PARC are well worth a read. Here’s how he framed PARC’s trajectory and missed opportunity in his Wired article from 1994: Personal computers did not spring naturally from the computer industry. They were deliberately realized by a radical fringe, against all the force of the day’s accepted wisdom… These zealous wizards handed Xerox an astounding lead in information technology in the early 1980s, but by the end of the decade, Xerox watched as upstarts like Apple and Microsoft grew wealthy off Xerox’s discoveries. Neither Apple nor Microsoft even existed when the first Altos were designed in the early 1970s; by 1990 either company could have bought Xerox. The tragicomic Xerox saga is recorded in Douglas K. Smith and Robert C. Alexander’s Fumbling the Future . Here’s the question he ended his 1994 article with: So how will PARC guarantee that this time they won’t fumble their new future? Three ways, says JSB [ John Seely Brown ]. “One, we are more careful about intellectual property. Two, we are working smart - looking for entrepreneurial partnerships to develop ideas quickly. And three, Xerox has radically repositioned its organization so that its corporate strategy is shaped and informed by PARC and PARC is being shaped and informed by corporate strategy.” And, of course, here’s what eventually happened: By 2002, PARC became in independent research business with the ability to license its own patented tech and discoveries to other companies, institutions, and start-ups, especially the recent wave of alternative energy upstarts. While there are still ties to Xerox, PARC’s profits are entirely its own. What’s more, I’m told revenue is even split up among PARC employees. Lessons learned.
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PARC: Un-fumbling the Future
