I absolutely loved todays call and how Xeroids have to be coached on basic concepts as if they are something"New" to drive toward goals and functionality that Lexmark had already been performing and achieved over a decade ago.
SMH - I seriously don't know how a 120 year old company allowed it's workforce to be taken over by employees that just set on their hands collecting pay checks instead of driving these basic practices.
YES! Lexmark is FAR FAR FAR worse. It's like they have no clue what is going on in the industry (or at all). Weird.
@by Here’s the rub; BOTH LEX and XRX are failed companies.
Lex’s financials were FAR worse than Xerox’s, pre-acquisition. That’s 100% on Lexmark mgmt.
LEX because they can make a box and absolutely nothing beyond that. They can’t build a competent cutting-edge driver stack for it. They can’t build a software platform to save their lives. They can’t operate a successful field service org. They can’t architect an MPS technology stack when that’s the prerequisite for even responding to a customer RFP. They don’t have a platform, other than the print engine itself, and even those still don’t hold a candle to the image quality of the Xerox-developed IP that made Fuji IBG what they are now. Lexmark’s business model was little changed from a pre-1990 view of printing, and all the “off-box” technology and pi-s-poor telemetry reflects that. Lexmark didn’t sell its manufacturing capacity and its hardware competency, so it can still make the physical box. And nothing more.
Xerox could do all those things, and do them better than anyone else and cheaper than anyone else (when HP was Palo Alto-centric, they were paying 3x in total labor cost for engineering versus XRX in Webster). For years.
What made Xerox fail was UB cutting R&D in the USA and outsourcing to India, followed by the ACS acquisition that removed core R&D as a company priority. By the time the lapdog board realized how terrible all of this was turning out, they fired her. Then they fired JJ, who tried to sell out a U.S. company to Fuji for a fraction of its value at the time. But the damage was done and the native Fuji software was terrible and took a decade of sunk costs to make borderline functional, most of this while outsiders ran Xerox and would fire every manager who pointed out the follies and timelines needed to correct them. But no one wanted to rip the band aid off to fix all the post-2009 strategic blunders by management (which didn’t begin to affect the products until 4-7 years later). Top talent hemorrhaged out of the company, and what’s left are a skeleton crew of extremely competent people who have been powerless to fix anything, but are far enough along in their careers where it makes more sense to ride it out than to try and find a job in tech and a late middle aged white guy (or even retirement aged white guy).
The other type of being that survived the generation of attrition, is the cockroach. They’re the minority of technical people, and probably the minority of non-technical people…though way more of them are non-technical. They wormed their way into decision-making roles and stood up entire orgs that did nothing but su-k value out of everything. TA and the LOB is the epitome of this, but the entirety of the sales organization doesn’t get sufficient blame for habitually ignoring customers and selling them sh*t sandwiches. Their commission was based on a 1980’s hardware compensation model. Not a modern software-defined, services-dependent approach. At no point was anyone in sales concerned with how much needless complexity selling totally incompatible rebadged products in a marketplace Xerox invented with the managed services suite over a quarter century ago. Just their sales sheets, little changed from the light lens era.
So yeah, pun-intended, most Lextards need to get off their high horses, and realize your management have been spending way too much on their extracurricular activities, like horses, for decades as a glorified box company, and you simply don’t know what you don’t know. Xerox’s world-leading IP portfolio and breadth of class-creating products transformed offices around the globe for 55 years. A DEI CEO (and a bunch of nepotistic Kodak failures-as-VPs imported shortly before this, denying lifelong Xeroids of management-track status) sabotaged it in six years.
Yours is the product on page 127 of the CDW catalog, after HP, after Samsung, after Canon, after Brother, after Epson. A plug-n-play commodity for a home office. Not an enterprise-ready, deployable and manageable at scale solution that have been the cost of admission for 20 years to any customer larger than a solo practitioner dentist with a secretary and one PC and one printer.
Because the only value you have in the B-school equation here, is you can build a box. A box of mere commodity utility to all of the others.
Meanwhile, Xerox invented the analog and digital eras of the industry. So dominant for so long, in fact, that Xerox is the verb people the world over still use when they need to make a copy.
@q6 maybe it’s because legacy Lexmark architecture and software is too BASIC for Xerox customers. The new Lexmark models we’re trying to sell do not meet our customers expectations for things like connect key apps that they are already using on their current Xerox device. The customer see’s this as a downgrade and not interested unless we can recommend a newer model that has their connect key apps
@OP Every software update makes thing worse with Xerox. They sure do make work work all day long jams, toner smears. VOIP, that’s too newfangled and difficult for them to manage. Seriously what do you do there all day. What a joke? Deserve what you get.
@f9 Pay and incentives will foster productivity. You're the type of sycophant that adds no skills and simply bends over while producing nothing but nonsense.
KMFAMF
@e9 "You get what you pay for and not a cent more. "
You get what you earn and not a cent more.
Stop expecting to get a pay increase and bonus just for existing.
That is the problem that's plaguing American businesses, people who do the bare minimum to get buy and expect the company to give them raises, bonuses, training, certifications etc.. etc...
It's your job to make yourself worth more... your not worth more just by existing.
In fact every day you refuse to better your self, your worth less.
Oh the employee's aren't lazy. They're sitting on their hands just like management has been sitting on their hands when it comes to merit increases over many years. You get what you pay for and not a cent more. Xerox has become a top heavy laughing stock destroying its own foundation and asking why...
@by …it just keeps getting better. You couldn’t make this stuff up.
Every time you think
You have seen it all.
It just shows you cluelessness
has no boundaries.
Kind of like a disease. 🦠
@by Could you please provide proof that another vendor beyond contract manufacturing teams were producing Lexmark hardware? Whom did Lexmark OEM from? I know Xerox OEM from Lexmark and historically Dell OEM with Lexmark back in the 1980s?
Web links and news releases or industry news articles would be great proof.
@bx
Lol
Lexmark a failed company that every other printer manufacture has had making their printers for them. A failed company in every government, healthcare, pharmacy and major retailer in the country. A failed company who's digial signage is utilized everywhere. A failed company who invented the first MFP. A failed company who for nearly 20 years has already been doing everything Xerox say's they wanted to be able to do.
A failed company who's processes, proceadures, operations, people and technologies are replacing the Xerox as you know it...
You mean that failed company?
The problem is that lexmark was a failed company that essentially went through a private equity "reduction". Xerox was a failing company that had hollowed out its core technology components and leadership. I'd love to tell you 1+1=3, but in reality 1+1 will be about 1.5. You can expect the Xerox in 5 years (if it exists) to look like lexmark + a little bit of business - a lot of debt.
@bc yep... when your culture and employees are to entitled and lazy to actually do anything your only option is to buy a another company who's already laid off all their dead weight.. so what your buying is people who actually care and want to succeed.
@az "After everything they've done for us"
You mean.. after they pay your pay check, after they pay into your 401k, after they pay towards your medical benefits... after they pay your vaction time... after they pay your sick time... you know... all the stuff employers do for employees... After those things?
What exactly more does your spoiled entitled little Btch a-s expect?
Hows about you go start your own company... where you can do things your way..
I'll quote an old Lexmark CEO that pssed off alot of young entitled employees years ago... "you get a pay check every 2 weeks right? That makes us even!"
I’m lost at why people don’t understand this was a reverse merger in terms of of processes, procedures and people. This is what cultural change or reinvention looks like when you’re a failing company.
Ohmahgawd some people aren't working hard for Xerox? 😱
After everything they've done for us...unfathomably heartless.
But at least we've got bootlickers like you, fighting for senior "leadership" and their bloated compensation. Yay, you.
Easy, only employees deemed not a threat to sitting management were ever promoted ensuring incompetence forever.
Get a grip