When you have that window of opportunity called a crisis, move as quickly as you can, get as much done as you can. There's a momentum for change that's very compelling.

Customers require the effective integration of technologies to simplify their workflow and boost efficiency.

By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.

People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing.

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.

The day I was announced as CEO, I think the stock dropped another 20%.

Even under the most difficult circumstances you can have creative flexibility.