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" Boards without women - blacklist those suckers. It's 2011. They've had the time - it's significant that they don't have women. "

Anne M. Mulcahy

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" Xerox's innovative technology and service offerings - delivered through an expanding distribution system with a lean and flexible business model - continue to solidify our market leadership, driving consistently strong earnings performance. "

Anne M. Mulcahy

" I left Xerox for the non-profit sector because it was clear to me that only public/private partnerships can pull off a turnaround plan at the scale we need to tackle global poverty. "

Anne M. Mulcahy

" You know a good board when you see one. "

Anne M. Mulcahy

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

Anne M. Mulcahy

" Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high. "

Anne M. Mulcahy

" I got a journalism degree. I started doing journalism - I interned at 'Cosmopolitan' magazine in the 1970s, which probably wasn't the best place for me, and I spent six or nine months freelancing. Anyway, I wasn't that good at it. "

Anne M. Mulcahy

" We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms. "

Anne M. Mulcahy

" We're living in a different world now in terms of employee needs, and companies have to offer alternative methods for getting the work done. Even under the most difficult circumstances you can have creative flexibility. "

Anne M. Mulcahy

" Sustainable development is a proven catalyst for Xerox innovation. "

Anne M. Mulcahy

" 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. "

Anne M. Mulcahy

" There's nothing quite as powerful as people feeling they can have impact and make a difference. When you've got that going for you, I think it's a very powerful way to implement change. "

Anne M. Mulcahy

" One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens. "

Anne M. Mulcahy

" Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership. "

Anne M. Mulcahy

" As much as it's sometimes hard to make choices about where you invest, it's equally hard to make choices about where you don't invest and what you eliminate. "

Anne M. Mulcahy

" When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees. "

Anne M. Mulcahy

" 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. "

Anne M. Mulcahy

" Whenever an earthquake or tsunami takes thousands of innocent lives, a shocked world talks of little else. I'll never forget the wrenching days I spent in Haiti last year for Save the Children just weeks after the earthquake. "

Anne M. Mulcahy

" 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. "

Anne M. Mulcahy

" Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company. "

Anne M. Mulcahy

" You have to live the mission... love what you do. "

Anne M. Mulcahy

" When you get in a job, the tendency is to say, 'I've got to know it. I've got to give direction to others. I'm in this job because I'm better and smarter.' I always took a different view, that the key was to identify the people who really knew and learn from them. "

Anne M. Mulcahy

" Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability. "

Anne M. Mulcahy

" I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs. "

Anne M. Mulcahy