Search company, investor...

Predict your next investment

Xerox company logo
Corporation
BUSINESS PRODUCTS & SERVICES | Commercial Printing
xerox.com

Investments

5

Portfolio Exits

10

Partners & Customers

10

About Xerox

Xerox (NYSE: XRX) is a global enterprise for business processes and document management. Xerox provides technology, services, software and supplies for graphic communication and office printing environments of any size.

Headquarters Location

201 Merritt 7

Norwalk, Connecticut, 06851,

United States

877-979-8498

Want to inform investors similar to Xerox about your company?

Submit your Analyst Briefing to get in front of investors, customers, and partners on CB Insights’ platform.

Expert Collections containing Xerox

Expert Collections are analyst-curated lists that highlight the companies you need to know in the most important technology spaces.

Find Xerox in 1 Expert Collection, including Fortune 500 Investor list.

F

Fortune 500 Investor list

590 items

This is a collection of investors named in the 2019 Fortune 500 list of companies. All CB Insights profiles for active investment arms of a Fortune 500 company are included.

Latest Xerox News

The ‘OK’ Computer

Jan 31, 2023

The ‘OK’ Computer The Apple Lisa was expensive, slow, and short-lived. But 40 years later, computers are still building on its legacy. Jan. 31, 202310:00 a.m. By Adi RobertsonDesign by Kristen Radtke This story was produced as part of The Verge’s partnership with the Computer History Museum to explore the past and future of tech. Located in Mountain View, California, CHM does extensive work in preserving, explaining, and making the history of technology accessible to current and future generations. To learn more about the museum, including its mission and ongoing work, you can visit CHM’s website here . How many times in your life have you clicked “OK”? I personally have lost count. From my first clicks on a Macintosh in the 1990s, it’s been the ubiquitous language of assent for computing — an agreement to countless decisions, large and small. At the birth of Apple’s desktop computing revolution, this was not the plan. The year was 1982, and a small team was testing a design dubbed the Lisa: Apple’s first stab at a machine built around images and buttons, not the text of a command line. A simple “OK” seemed inappropriately casual for a machine that, unlike Apple’s earliest homebrew machines, was catering to office workers. If you wanted to execute a command, you hit a button labeled “DO IT” — simple, straightforward, professional. Or so the team thought until they started putting people in a room with it. “It wasn’t clear what they were having trouble with,” wrote Apple engineer Andy Hertzfeld later. But when a few users encountered the dialog box, they would freeze up: hitting the “cancel” button, backing out, and, in one case, getting visibly angry with the machine. The problem, the team realized, was the button’s font and spacing. Users weren’t seeing the two-word, uppercase phrase Apple had written. They were being asked to make a decision — often on one of the first computers they’d ever used — and seeing the machine calling them a dolt. OK, the Lisa team decided, might be a little bit informal… but at least it didn’t accidentally insult their customers. The Apple Lisa, which celebrated its 40th birthday this month, is remembered as a glorious failure. Launched in 1983 for nearly $10,000 (about $30,000 today), it was available for less than four years, making it a quickly discontinued stepping stone between Apple’s early homebrew computers and its bestselling Macintosh. At the same time, it was a trailblazing attempt at one of the first graphical user interfaces — a machine that set the model for the computers we use today. But the Lisa was also something more. Built on foundations laid by early computing pioneers, it represented one of the first attempts at a commercial computer built for humans, expressed in the form of changes like the “OK” button. The Lisa was one of the earliest machines designed to be instantly understandable, thanks not only to the intuitions of its inventors but also their careful observation of newcomers to computing. Along the way, it helped create not only the specific conventions of the desktop but a style of design that we now take for granted, even as it sits on the cusp of a fundamental change. To understand how, we have to jump back a few more years to a pair of secret meetings in a Xerox research lab. The Xerox Palo Alto Research Center holds a legendary role in computing history. In its 1970s and 1980s heyday, PARC produced a series of groundbreaking inventions: the ethernet protocol; the laser printer; and one of the first computers with a full-fledged graphical operating system, the Xerox Alto. It’s the Alto that helped set the Lisa team down its final path and gave it some key members, including lead designer Larry Tesler. The Alto grew out of ideas birthed at the Stanford Research Institute, whose head, Douglas Engelbart, is widely credited with inventing the mouse and many other elements of modern computing. The first mouse was a simple one-button box, its technology patented under the name of an “x-y position indicator for a display system.” But it turned a computer’s screen from something like a high-tech sheet of paper to a full-fledged space with its own geography, setting the stage for the changes to come. Tesler and some other PARC team members were former disciples of Engelbart, and they packaged these elements in a remarkably small design that could be produced at scale. Much of the Alto’s software — email, word processing — looks familiar in a way that the command lines of even significantly newer machines don’t. But as recounted in books like Michael Hiltzik’s Dealers of Lightning, Xerox executives ignored or outright feared many of PARC’s inventions, worried they would undermine its juggernaut photocopier business. (A major exception was the laser printer, which would pay off its investment many times over.) Then, as PARC struggled to get resources for the Alto, the co-founder of a then-small startup called Apple finagled a pair of software demos — and ended up seeing the Alto’s full capabilities, which outstripped their own early attempts at a visual interface. “I was getting better questions from the Apple management than I ever got from the Xerox management. It was clear that they actually understood computers.” Conversely, some of the Alto’s key players started questioning their loyalties. “I was getting better questions from the Apple management than I ever got from the Xerox management. It was clear that they actually understood computers,” Tesler recalled in an oral history with the Computer History Museum. “Xerox was basically still a copier company.” Soon after, Tesler and a few other PARC employees quit to join Apple, while Xerox translated the Alto into its own office computer, the Xerox Star. Apple took some concrete elements from the Alto, like a heavier emphasis on the mouse. But through Tesler especially, it also committed to a couple of broader ideas. The first was the importance of what was dubbed modeless computing. Many early graphical interfaces were built with powerful layered sets of commands, which users could switch between by activating different “modes.” Modes were a huge element of Engelbart’s vision — a way to achieve vastly augmented intelligence. The tradeoff was that users needed a base of arcane knowledge to really master modes, and the consequences of failure could be punishing. In the Alto’s mode-based word processor Bravo, you could enter a powerful editing shortcut mode and use a mere four keystrokes to select the entire document (e), delete it (d), and then move back into insert mode (i) and type a new letter that would irrevocably overwrite the file. But that also meant you could destroy an entire project by forgetting you’d opened edit mode and typing “edit.” Tesler was a devoted opponent of modes, and he redoubled his commitment to that philosophy at Apple. “Why have people spend six months to become a user?” Tesler asked. “Why don’t we spend six months or six years even, if that’s what it takes, to make it really easy so people can learn it in six hours?” The second idea was relying on tests to figure out how people were actually using computers. At the birth of the Lisa, “the phrase ‘human interface’ wasn’t in the terminology,” recalls Annette Wagner, who designed the Lisa’s icons before becoming one of Apple’s early Computer Human Interface team members. “There were no user interface designers.” Under Tesler, however, Apple began setting up formal tests of its designs. It would put new users in front of the Lisa and ask them to talk through what they were doing. The vision that emerged was the computer as a place — and, more specifically, an office. The surface of a secretary’s desk isn’t the only — or necessarily the best — possible metaphor for computers. Engelbart’s early ’60s demo introduced many of the core ideas of visual interfaces without it. The Alto itself was built on a concept called the Dynabook, whose creator, Alan Kay, imagined it as an educational computer designed for children who might have never seen the inside of an office. During the Lisa’s development, interface designer Bill Atkinson took inspiration from the MIT Spatial Data Management System, a personalized computing environment known as “Dataland” with a map that users could fly over using a joystick. In the ’80s, Amiga released an operating system built on the metaphor of a utility workbench. But by then, the major computing players were pitching their wares to an audience of administrative assistants and other office workers. “Engelbart’s idea was that the computer was a tool for augmenting the human mind, allowing us to solve the big problems in the world, in society,” says Hansen Hsu, historian at the Computer History Museum. It introduced the idea that knowledge workers could vastly amplify their capabilities with a better interface. At Xerox and then Apple, that idea was translated into creating the desktop of the future. The benefits weren’t just practical — they were cultural. At computing havens like MIT, typing was an accepted part of coding. But in the business world, it was associated with secretarial — or women’s — work, not something executives should bother with. When PARC arranged demos for Xerox executives, the Alto’s graphics let it compose a visual application called “SimKit” that would let them simulate running a business without ever touching the keyboard. “It was all mouse-pointing and mouse-clicking,” recalled PARC researcher Adele Goldberg in Dealers of Lightning. “We knew these guys wouldn’t type. In those days, that wasn’t macho.” Even without the Lisa or the Xerox Star, the idea could have ended up seeming obvious. As the Lisa team worked to nail down its design, they stumbled across a 1980 IBM research concept called Pictureworld, which imagined a then-nonexistent powerful computer that hewed as close to a desktop as possible: you wouldn’t just hit send on an email — you’d put it inside a virtual envelope and drop it in an outbox. But the IBM report portrayed Pictureworld as theoretical, and publicly, it made computers sound personable by describing their behind-the-scenes value for banking or flight-booking. “If living with computers makes you nervous, consider another unnerving possibility. Living without them,” warns one early ’80s ad above some clipart of a man hiding from a bank of mainframes. And without testing, Apple’s vision of a “desktop” might have looked almost nothing like the one users expect today. The original Lisa design, for instance, didn’t use the now-ubiquitous system of files and folders. It considered the idea and discarded it as inefficient, settling instead on a text-based filer that asked increasingly specific questions about how and where to create, save, move, or delete a file. “The screen became, in some sense, real. The interface began to disappear.” The filer was considered the best system on paper, but as the team watched people use it, they realized it wasn’t any fun. The constant prompting, wrote designers Roderick Perkins, Dan Smith Keller, and Frank Ludolph in a 1997 retrospective, “made users feel that they were playing a game of Twenty Questions.” They raised their concerns with Atkinson, and the group workshopped an alternative that drew from Dataland and Pictureworld, then brought it to Lisa engineering manager Wayne Rosing. But there was a problem: Twenty Questions had already been locked into the Lisa, and the deadline to ship was looming. Rosing didn’t want other teams to start adding new systems, and according to Herzfeld , he also had a bigger fear: if Apple co-founder Steve Jobs learned about the idea before it actually functioned, he might delay the entire schedule to work it out. The result was a subterfuge that wouldn’t sound out of place in Halt and Catch Fire. Atkinson and the interface team spent two weeks building a prototype in secret, hastily quitting whenever they heard Jobs approaching. Jobs realized they were hiding something, made them show it off, and promptly fell in love with it — but, fortunately for Rosing, only after they’d hammered out most of the kinks. Icons and folders didn’t, the team learned, make creating or moving files around more efficient. But users universally preferred them to playing Twenty Questions. They invited people to explore the interface with the kind of familiarity they might grant a physical space. “The screen became, in some sense, real,” the Lisa’s creators wrote later. “The interface began to disappear.” To look at the Lisa now is to see a system still figuring out the limits of its metaphor. One of its unique quirks, for instance, is a disregard for the logic of applications. You don’t open an app to start writing or composing a spreadsheet; you look at a set of pads with different types of documents and tear off a sheet of paper. But the office metaphor had more concrete technical limits, too. One of the Lisa’s core principles was that it should let users multitask the way an assistant might, allowing for constant distractions as people moved between windows. It was a sophisticated idea that’s taken for granted on modern machines, but at the time, it pushed Apple’s engineering limits — and pushed the Lisa’s price dramatically upward. And as Apple was wrapping up the Lisa, it was already working on another machine: the cheaper, simpler Macintosh. “The problem that both Xerox and Apple ran into with a $10,000 machine is that the users end up being secretaries, and no company is going to want to buy a $10,000 machine for a secretary,” says Hsu. “It really needed the Macintosh to bring that cost down to a quarter of that.” And after all that, says Hsu, the real breakthrough for graphical interfaces wasn’t that it made the virtual world more familiar — it was that you could more easily push things into the physical one. “It wasn’t really until desktop publishing became available, with PageMaker and PostScript and the laser printer, that [you got] a compelling use case for a graphical user interface-based computer — something that you could not do with a command-line-based computer.” Non-graphical interfaces never completely went away. At Apple, modes were resurrected in the form of keyboard shortcuts, a system that’s hugely powerful but mysterious enough that even the most experienced users will periodically find themselves surprised. Sure, engineers regularly dip into the command line 40 years after the Lisa’s launch. But for most people, a graphical system is all they’ve ever known. The metaphor of the desktop has slowly given way in the past years. The skeuomorphic approach that made Apple’s early computers so powerful became widely derided on the iPhone, where it took the form of faux-pine paneling and yellow legal pads — until Apple gave it up for a “flat” look in 2017. But the logic of user testing has turned into a standard part of computing, including at Apple. “The whole idea of what you see is what you get, having an icon-driven user interface, paying attention to whether somebody could use something or not — all of that, I think, came out of the Lisa, whether the Macintosh team wanted to admit it or not,” Wagner says. And the future of computing may be even more user-dependent. Over the past years, Meta has pushed the development of a nerve-reading wristband controller that learns and adapts to users rather than the other way around. Natural language systems — like Apple’s own Siri as well as newer tools like ChatGPT — are supposed to be so intuitive they’re like speaking with a person… even if we’re likely adapting to them as much as they are to us. As for the Lisa, “certainly the ideas were in the air” for graphical computing in the 1980s, Hsu says. But “the extent that those ideas would have become as dominant as they are, I think, is a different question. We could live in a world where maybe half the world still uses command line interfaces, and half the world uses graphical user interfaces. Who knows?”

Xerox Investments

5 Investments

Xerox has made 5 investments. Their latest investment was in Novity as part of their Corporate Minority on November 11, 2022.

CBI Logo

Xerox Investments Activity

investments chart

Date

Round

Company

Amount

New?

Co-Investors

Sources

11/2/2022

Corporate Minority

Novity

Yes

1

8/16/2021

Seed VC - III

Subscribe to see more

$99M

Subscribe to see more

10

3/19/2019

Corporate Minority - P2P

Subscribe to see more

$99M

Subscribe to see more

10

9/8/2000

Unattributed VC

Subscribe to see more

$99M

Subscribe to see more

0

1/1/1962

Corporate Minority

Subscribe to see more

Subscribe to see more

10

Date

11/2/2022

8/16/2021

3/19/2019

9/8/2000

1/1/1962

Round

Corporate Minority

Seed VC - III

Corporate Minority - P2P

Unattributed VC

Corporate Minority

Company

Novity

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Amount

$99M

$99M

$99M

New?

Yes

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Co-Investors

Sources

1

10

10

0

10

Xerox Portfolio Exits

10 Portfolio Exits

Xerox has 10 portfolio exits. Their latest portfolio exit was Novity on November 02, 2022.

Date

Exit

Companies

Valuation
Valuations are submitted by companies, mined from state filings or news, provided by VentureSource, or based on a comparables valuation model.

Acquirer

Sources

11/2/2022

Spinoff / Spinout

$99M

1

10/20/2021

Corporate Majority

$99M

2

11/5/2019

Acquired

$99M

18

6/28/2017

Divestiture

Subscribe to see more

$99M

Subscribe to see more

10

6/27/2017

Divestiture

Subscribe to see more

$99M

Subscribe to see more

10

Date

11/2/2022

10/20/2021

11/5/2019

6/28/2017

6/27/2017

Exit

Spinoff / Spinout

Corporate Majority

Acquired

Divestiture

Divestiture

Companies

Subscribe to see more

Subscribe to see more

Valuation

$99M

$99M

$99M

$99M

$99M

Acquirer

Subscribe to see more

Subscribe to see more

Sources

1

2

18

10

10

Xerox Acquisitions

40 Acquisitions

Xerox acquired 40 companies. Their latest acquisition was Advanced UK on January 12, 2023.

Date

Investment Stage

Companies

Valuation
Valuations are submitted by companies, mined from state filings or news, provided by VentureSource, or based on a comparables valuation model.

Total Funding

Note

Sources

1/12/2023

$99M

Acquired

2

7/5/2022

$99M

Acquired

4

2/2/2022

$99M

Acquired

7

10/5/2021

Subscribe to see more

$99M

Subscribe to see more

10

6/2/2021

Subscribe to see more

$99M

Subscribe to see more

10

Date

1/12/2023

7/5/2022

2/2/2022

10/5/2021

6/2/2021

Investment Stage

Companies

Subscribe to see more

Subscribe to see more

Valuation

$99M

$99M

$99M

$99M

$99M

Total Funding

Note

Acquired

Acquired

Acquired

Subscribe to see more

Subscribe to see more

Sources

2

4

7

10

10

Xerox Partners & Customers

10 Partners and customers

Xerox has 10 strategic partners and customers. Xerox recently partnered with Rochester Institute of Technology on January 1, 2023.

Date

Type

Business Partner

Country

News Snippet

Sources

1/4/2023

Client

United States

Xerox Elem Additive Solutions Partners With Rochester Institute of Technology to Advance Metal Additive Manufacturing

Rochester Institute of Technology is a longtime collaborator with Xerox in the additive manufacturing space , and one of the early liquid metal AM adopters .

1

1/4/2023

Partner

Germany

Xerox Elem Additive Solutions Announces New Strategic Collaboration with Siemens to Strengthen Metal Additive Manufacturing Capabilities

`` Siemens and Xerox share a similar vision to advance manufacturing through creative and collaborative partnerships that collectively push us forward in the right direction , '' said Tali Rosman , VP and GM of Xerox .

1

1/4/2023

Partner

United States

Vertex Manufacturing Partners with Xerox Elem Additive Solutions to Provide Aluminum 3D Printing to Industrial Customer Base

Xerox and trusted industrial manufacturer , Vertex Manufacturing -- A PrinterPrezz Company , announced an agreement to add the Xerox to Vertex Manufacturing 's Cincinnati facility and begin offering contract manufacturing services with Xerox 's liquid metal capabilities .

1

1/4/2023

Partner

United States

Subscribe to see more

Subscribe to see more

10

9/6/2022

Client

United States

Subscribe to see more

Subscribe to see more

10

Date

1/4/2023

1/4/2023

1/4/2023

1/4/2023

9/6/2022

Type

Client

Partner

Partner

Partner

Client

Business Partner

Country

United States

Germany

United States

United States

United States

News Snippet

Xerox Elem Additive Solutions Partners With Rochester Institute of Technology to Advance Metal Additive Manufacturing

Rochester Institute of Technology is a longtime collaborator with Xerox in the additive manufacturing space , and one of the early liquid metal AM adopters .

Xerox Elem Additive Solutions Announces New Strategic Collaboration with Siemens to Strengthen Metal Additive Manufacturing Capabilities

`` Siemens and Xerox share a similar vision to advance manufacturing through creative and collaborative partnerships that collectively push us forward in the right direction , '' said Tali Rosman , VP and GM of Xerox .

Vertex Manufacturing Partners with Xerox Elem Additive Solutions to Provide Aluminum 3D Printing to Industrial Customer Base

Xerox and trusted industrial manufacturer , Vertex Manufacturing -- A PrinterPrezz Company , announced an agreement to add the Xerox to Vertex Manufacturing 's Cincinnati facility and begin offering contract manufacturing services with Xerox 's liquid metal capabilities .

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Sources

1

1

1

10

10

Xerox Team

141 Team Members

Xerox has 141 team members, including current Chief Executive Officer, John Visentin.

Name

Work History

Title

Status

John Visentin

Chief Executive Officer

Current

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Name

John Visentin

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Work History

Title

Chief Executive Officer

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Status

Current

Subscribe to see more

Subscribe to see more

Subscribe to see more

Subscribe to see more

Compare Xerox to Competitors

ZT Systems Logo
ZT Systems

ZT Systems designs and manufactures server solutions to help cloud providers empower people, businesses, and communities.

Inkbit Logo
Inkbit

Inkbit strives to eliminate the existing chasm between prototyping and manufacturing to enable rapid, on-demand manufacturing of multi-material, end-use products. Using computer science to improve manufacturing, Inkbit has developed a 3D printer powered by machine vision and artificial intelligence to meet the speed, precision and reliability requirements of volume production.

M
Mantle

Mantle develops 3D metal printing technology. It is based in San Francisco, California.

Nreal Logo
Nreal

Nreal.ai is a developer of augmented reality (AR) and mixed reality (MR) equipment and technology, including smart glasses, optical displays, and other visual-related technology, such as spatial positioning and scene recognition. The company was founded in 2017 and is based in Beijing, Beijing.

Lexmark Logo
Lexmark

Lexmark creates enterprise software, hardware, and services that remove the inefficiencies of information silos and disconnected processes. Lexmark combines technology with deep industry expertise to automate information-driven processes in retail, financial services, healthcare, manufacturing, education, government, and more. Lexmark is a provider of printing and imaging products, software, solutions, and services that help customers save time and money. Lexmark previously traded on the NYSE under the ticker LXK.

B
Brother Industries

Brother Industries is a Japan-based electronics company that manufactures printers and sewing machines for offices and houses, machine tools, industrial sewing machines, label printers, communications systems for karaoke, and more.

Discover the right solution for your team

The CB Insights tech market intelligence platform analyzes millions of data points on vendors, products, partnerships, and patents to help your team find their next technology solution.

Request a demo

CBI websites generally use certain cookies to enable better interactions with our sites and services. Use of these cookies, which may be stored on your device, permits us to improve and customize your experience. You can read more about your cookie choices at our privacy policy here. By continuing to use this site you are consenting to these choices.