the new recruits did give the Xerox management a much-needed overhaul, and they did keep the company from choking on its own growth. But that actually became a big part of the problem: success reinforced their own worst instincts. Talk about subservience to Plan—these were numbers guys, who thought that letting people pursue wild and crazy ideas was tantamount to letting them play in a sandbox; who thought that nothing was real until they could reduce it to entries on a spreadsheet;
