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Xerox Inxight Parc Spin Off

Introduction

Mohan Trikha had a vision to maximize the value of two of Xerox PARC technologies: visualization and linguistics, both which were 20 years in the making.   Trikha attempted to embed these technologies in as many applications as possible through the creation of a Xerox New Enterprise (XNE), Inxight.   His objective was to demonstrate to the Xerox management team through a business plan, the feasibility and profitability of such a spin-out, as well as the validity in its creation to support Xerox’s long-term strategic goals. Trikha needed to assess the impact of recent developments that may blemish his business plan and, at the same time, come up with alternatives for damage control.   Trikha attained his product-line management experience from his early days with IBM and management experience as the vice president of one of Xerox’s software businesses.   Because the visualization market in 1996 was in its infancy with no clear competitors, the opportunity to commercialize Xerox’s visualization and linguists technologies remained significant.   However, there could be competition from companies as large as Microsoft in the near future

In this case study, we will address Inxight’s upcoming challenges, specifically,
Coast to Coast will recommend crisis management strategies against the possible negative effects stemming from Stu Card’s   decision to remain with PARC, defensive tactics to protect Inxight from Microsoft’s marginal penetration, the possible infiltration of the company’s technologies, as well as other recommendations.   This need is critical as Microsoft’s intentions were evident through the company’s employment offer to key visualization research team member, Robertson and their acquisition of NetCarta.    

Considering the aforementioned challenges, our recommendations focus on a comprehensive assessment of Trikha’s business proposal along with attempts that could be implemented to strengthen Inxight within the startup’s current assets...