Customer Reviews

Dealers of Lightning: XEROX PARC and the Dawn of the Computer Age

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What I really appreciate about Dealers of Lightning is that, for the first time in a single volume, there is a comprehensive analysis of the legendary Xerox PARC (Palo Alto Research Center). Its brilliant young inventors produced a number of breakthroughs in office technology. Hiltzik examines each of the key scientists, led by Bob Taylor, as well as Steve Jobs and others who visited to observe and to learn... and departed with information without which they probably could not have succeeded. This is a riveting account of collaborative genius. It has the colorful characters and multiple of plots (and sub-plots) one encounters in a novel written by Dickens or Balzac. Bennis and Biederman devote one chapter in Organizing Genius to the PARC operations. For those who desire a complete account of those memorable years, here it is...well-told.

This is a gripping history about key software innovations that underlie much current US economic success. These software technologies are now deeply embedded in everyday business practices and they formed a launching pad for today's computer-based communications and the Internet. As traditional US manufacturing declines in competitiveness, it is hard to imagine that the US would be enjoying its current prosperity if basic innovations like those developed by PARC and by early ARPA research had not occurred when they did.

As a technical participant in the Xerox Star commercialization effort, I worked with many of the PARC researchers described here. Hiltzik tells a very balanced and nuanced story that certainly captures the concepts, dynamics, and conflicts of that time. One can quibble with whether the participants' recollections are always fair, but Hiltzik's story about these exciting times is basically accurate with respect to the personalities and events that I knew, and he fills in a wealth of background and details that I didn't know.

This book corrects a lot of misinformation about PARC research and Xerox commercialization efforts. It is a good read for anybody interested in the history of technology. It should be required reading for everybody in research management--for many examples of what to do and what not to do. This history should also be read by anyone who believes another big leap in software technology can be achieved while research funding is cut back, universities are drained of their talent, and almost everyone competitively focuses on six month commercialization goals.

Although the history of the ubiquitous computer is a short one, it has a mythology so extensive, it could have been developed over centuries. Some of the most unusual, imaginative, intelligent and powerful personalities in the history of the human race have been a part of its' development. One of the most pervasive myths is that Xerox could have become the most dominant company in the history of the world as a consequence of the leadership it could have had in computing. There is no doubt that the ideas that were developed in the Xerox Palo Alto Research Center (PARC) were some of the most original and now most widely used. There will probably never again be such a concentration of the leading talent of a particular field in one place. Without question, they were also a strong-willed group, that led to natural personality conflicts, which no doubt would have led to dissolution of the group after a few years no matter what. Hiltzik is very pragmatic about this, understanding and explaining that this is typical of leading people in the computing field.
While it is true that Xerox could have dominated the computer field had they been able to exploit all the ideas, the reality is that it was most likely impossible for any company to absorb all that was produced there. It is ironic that the problem was that the researchers were too productive for their parent company to handle. Once again, the author understands this very well, unlike others whose focus seems to be trying to make Xerox a laughingstock. Furthermore, these were the early days of computing and there were few that could truly see where the computing field was going. Nevertheless, the management of Xerox was hardly blameless, their level of cluelessness has to rank among the highest.
What I liked best about the book were the last sections about the supposed conversion that Steve Jobs underwent when he was shown the technology being developed at PARC. The myth is that the basic ideas of the Macintosh were "stolen" from PARC when they were shown to Jobs and his engineering team during a tour. While it is true that Jobs was convinced, saying that the technology was taken from PARC does an enormous disservice to the engineering staff at Apple, who did their own research and development. The most that can be said is that what they saw at PARC convinced them that it could be done, but did little to show them how to do it.
This is a fascinating book about a set of incredible people. If you were to make a list of all of the major ideas of computing, you would have to take some time before you could separate out those that did not undergo a large amount of their development at PARC. Bereft of the myth and biases, from this book you can learn what actually happened in that incredible place and at that unique time.

If you read only one book about research management, researchers, or computing research this year, this is the one to read.

Dealers of Lightning is the story of the seminal first 13 years of Xerox's famed Palo Alto Research Center, a period in which PARC developed laser printers, the ethernet, internets, networked personal computers, the client-server model, bitmap displays, icons and graphical user interfaces, the desktop metaphor and overlapping windows, and various other foundations of the computing world as we know it today. But this is not primarily a book about technology -- it is about the people who generated it: How they were brought together, how they interacted, and finally, how they dispersed.

Michael Hiltzik is a reporter for the Los Angeles Times, and he has clearly done his homework. He seems to have talked to all the major (and many of the minor) figures involved, read everything that has been written on the subject, and understood most of it. There are ample footnotes, source citations, glossary, and acknowledgements. Some of his accounts are as close to definitive as we are ever likely to see. For example, his story of the famous demos for Steve Jobs that had such an influence on the Lisa and the Macintosh (while recognizing that participants recollections conflict) has more information about them than I was able to gather while at PARC.

As an "unindicted co-conspirator," neither interviewed by Hiltzik, nor mentioned by name (although I was close to the epicenter for the last half of the book's time span), I have both inside information and personal biases. I spotted a few small factual errors, and in some cases my interpretation of events is different than Hiltzik's. Nevertheless, he has done an amazingly good job of capturing the gist. This book is more complete, more accurate, and more nuanced than Smith and Alexander's Fumbling the Future: How Xerox Invented, then Ignored, the First Personal Computer.

Hiltzik is an excellent writer, and the book is a page-turner (even when you know how it ends). The plot is gripping; the cast of characters large and interesting. Parts of the book are too incredible to be published as fiction. I stayed up well past my bedtime three different nights, repeatedly promising myself I'd read "just one more chapter."

My main complaint is that the book is so crowded with people and events that almost all the characters come out one-dimensional, often associated with a single recurring tag phrase. Bob Taylor at least gets a two-dimensional treatment, but it is too often through the eyes of his (numerous) enemies; the admiration and loyalty he inspired in many others is frequently remarked on, but never explained.

The book is littered with insights about research and technology transfer -- both from the characters in the book and from Hiltzik. There are stimulating comments on what worked, and what did not, and why. Of course, I don't agree with all of them, but formulating convincing counter-arguments can be quite challenging and instructive.

I particularly recommend the Epilogue, "Did Xerox Blow It?" Unfortunately, it really needs to be read in the context of the entire book. I first tried reading it out of order, and it didn't have the same force.

Hiltzik discusses fairly even-handedly Steve Jobs's claim that "Xerox could have owned the entire computer industry today. Could have been, you know, a company ten times its size. Could have been IBM--could have been the IBM of the nineties. Could have been the Microsoft of the nineties." After weighing the pros and cons, Hiltzik concludes that it's not clear that Xerox could have ridden the tiger to that kind of success -- even if it had avoided all its known blunders.

Hiltzik also points out that laser printing alone repaid the cost of PARC many times over, and that no company can expect to exploit every worthwhile thing that comes out of a research laboratory.

I read this book because it was mentioned in The New New Thing - a book about Jim Clark. What I found was a very well written story of PARC (Xerox's research centre in Palo Alto).

The story is really set in the 1970s and 1980s when Xerox set up PARC really to support a newly acquired computer company SDS. What happened instead was that PARC itself outshone the acquired company and for a corporation that built up its name in the photocopier business, it caused many problems.

Hiltzik is a master at capturing the mood and feel. He brings a multitude of characters to life in bite sized chapers. (The book has almost 450 pages but the chapters are about 8-12 pages long making it easy to pick up and immerse yourself in a piece of history.)

What I found astounding was the level of technology reached in PARC. This is well documented in this book. You have Douglas Englebart who used research and ideas raised in the 1940s as a blueprint for interactive hardware and software aimed at manipulating text and video images (he was the "inventor" of the mouse). You have explanations of the floating point function (which caused Intel so many problemns with its Pentium chip). You have descriptions of culture shaping events such as Bob Taylor's "Beat the Dealer" where his people would spend an hour or so explaining their research and then were let loose to the erudite audience "like a rank steak to a pack of hungry wolves." You even have the origins of Ethernet and TCP/IP documented here.

This is a very detailed book but unlike say "competing on Internet Time" it is much more like a story with real characters and real-life issues. It reads as well as a Southwick book but with much more to say.

It is amazing what PARC produced using a bunch of the best people around, and it is the characterisation of these very talented people which made me enjoy the book so much. Hiltizk masterfully adds an epilogue that goes some way to trash the view that Xerox must have been just plain stupid to let all this technology go. A very thoughtful and broadminded ending to a superb book.

I found this an excellent, well-written overview of the history of Xerox's Palo Alto Research Center (PARC). Not only are major players and products covered (the Alto, Smalltalk, Alan Kay), but the background and collateral history appears as well (DARPA, Vannevar Bush, J.C. Licklider, The Spacewar article in Rolling Stone). Much like Steven Levy's book Hackers, reading this book makes you feel like an expert, like you were there. Moreover, there is so much context and excitement, one feels compelled to find out more about the secondary characters mentioned. Fortunately, electronic copies of such seminal pieces as the Spacewar article and Bush's "As We May Think" essay are easily found online, making quick diversions into supplemental reading not only of interest, but also possible and highly recommended. That is the real beauty of this book: it provides enough information about other relevant topics without wandering too far down tangential paths. I really felt that I learned a lot by reading this book, and my learning wasn't limited to Xerox PARC.

That said, while there is a strong focus on the early history/founding of PARC, it seems that the more recent history is skimmed over if not omitted. After the rich background I encountered in the book's early chapters, I felt as if things were moving a bit fast in the later ones.

Bottom line: If you are interested in the history of computing then this is a must read book.

Michael Hiltzik has done an incredible job in describing the context of the environment and the dynamics of the personalities as they interacted in the birthplace of computing technology. All of the computer interfaces that we take for granted today were developed at PARC. Hiltzik weaves a tale of the evolution of the group of geniuses and the obstacles that they encountered in dealing with the hierarchy at Xerox headquarters. In many ways, the top management at Xerox was the forerunner of the "Dilbert Boss Syndrome"--a total lack of appreciation and knowledge of what was being developed by these research magicians. It is a story of a very unique period in the history of technology and is very similar to what took place during the Manhattan Project of the 1940's. I for one am glad that Mr. Hiltzik did not spend very much of the book in explaining the technology that was developed for that would have distracted from the account. He did describe the essence of what was being developed in a brief, very excellent and informational manner--enough to let the reader know its importance. The book represents a milestone in relating the events that have brought us to our present state in the computing industry. Kudos to Mr. Hiltzik for a fine job of writing!

I'm pleased to say that this is one of the worst books that I've actually enjoyed. The author, Michael Hiltzik, has an engaging and genial style and seems to be someone one would like to know. His command of technology however is dim at best and his explanations of computer technology are often absurd or hilariously confused. This is especially true with respect to software and programming, where he is really in at the deep end of the pool.

One example: He apparently believed some of Xerox's promotional literature about the nature of the Xerox Star. It is described as not for secretaries and typist but rather their bosses and professionals. In actuality is was a very sophisticated publications system, clearly designed for publishing personnel. It couldn't do much else since it came with only token software for other common applications. (I had one.)

Further, the Star is compared and contrasted with the IBM PC as if they competed head to head, where in reality they did not complete at all. (The Star is a multi-workstation system supporting up to five users, albeit slowly.)

More serious, however is his historiographic method or lack of it. He breaks the cardinal rule by accepting the hearsay of participants in the events he's relating, so that he writes a story instead of history. But worse, he is unwise or gullible enough to accept as his two principal informants men who were notorious for their ambition, egoism, and willingness to generously apportion praise where it belonged, at their own feet.

As a result, the really bright shining lights, especially if of a modest nature, get short shrift or no shrift at all. Take for example Adele Goldberg who is characterized as "Kay's learning expert" with Kay as the "creator" of Smalltalk. The author notes at least twice that she was pregnant at some point or nursing her baby at work at some other time. What an insane role to assign to a woman whose professional and scientific credentials stand with the best in the world and whose insight into the nature of programming languages was profound.

There are quite a few things that should have been said about the effect that Goldberg and others had on the graphical user interface developed at Parc ("PARC" was not much used in-house). This is likely the case because the conceptual contributors were not hardware engineers, for whom the author has great reverence. After all it's the "things" they make that count, no?

Steven Jobs, the ultimate connosieur of talent, never made the mistake of not knowing who the player were. When he raided Parc with his technological stormtroopers, he twisted arms to have Adele Goldberg as his tour guide over the protests of at least one of the author's main informants. (Arm twisting was Steve's second great forte.) The author says the picture is very confused since accounts vary so much, but it's all on a (well-researched) PBS video so how confusing can it be?

The book seems good concerning the internal Xerox wars, though I have no personal knowledge of such except for the relationship between SDS/XDS and Xerox, which the author gets about right. All that said, I'll pass the book on to a friend who has no cause to be finicky and can enjoy the well-told (if largely incorrect) story.

Computer history is full of great human drama and not a few myths, none so enduring as the story of Steve Jobs stealing technology from Xeroc PARC. In this absorbing book about the famous research institution, Michael Hiltzik puts his own interpretation on the legacy of PARC. He lets Xerox off the hook from the usual charges that they "blew it" when it came to exploiting the amazing inventions that came out of PARC.

But Hiltzik's book does not focus on the Jobs incident, rather he gives us portraits of the men and women whose talents and vision produced computers that were way ahead of their time. The first group of engineers working for Jack Goldman and George Pake in a warehouse across from Stanford University actually built a computer that acted much like the DEC PDP-10 that they wanted to buy. They were told they couldn't have one because Xerox had purchased rival computer-maker SDS, whose products were decidedly inferior. So the talented team simply built themselves a clone. Later, they followed Alan Kay's dream of a small personal computer and created the Alto, a true personal computer that had a mouse and graphical interface and built-in ethernet-- in 1973! Kay also created the first object-oriented language, Smalltalk, which was perfect for writing user-friendly applications for the Alto.

The number of innovations that came from PARC is truly astonishing, but none of them ever came to market. This book provides some of the answers as to why Xerox did not turn its research into profits. While pouring money into PARC, they were also having problems with their main business, which was leased copiers. The Japanese were making smaller cheaper copiers that were eating into Xerox's business markets and that was a major distraction. Xerox also lacked the means to sell computers. Their salesmen usually dealt with office managers; they knew nothing about computers.

The products created at PARC were marvelous (everyone wanted an Alto once they saw one in operation), but they were created with no thought to marketing. Each Alto was hand-built and would have to be sold for a hefty price. Xerox did sell some to the Carter administration for the government information office, but never set up a factory to build Altos.

The other problem with marketing the products from PARC was the blindness of the company, including its brilliant researchers, toward the revolution happening right outside their door with small computers. Some of their engineers, like Larry Tesler, Charles Simonyi and Bob Metcalf, did see the potential and left for greener pastures (Tesler to Apple, Simonyi to Microsoft, and Metcalf to found 3Com). But as a company, Xerox had no notion that small cheap computers were about to take the market by storm. When they finally incorporated the Alto technology into the Xerox Star, it was too big, too slow, and too expensive. IBM came out with its PC and businesses bought the cheaper product. The author gives too much credit to IBM, however. The microcomputer revolution was already in full swing and it was only the hubris of the ultra talented researchers PARC employed that kept them from seeing that it was the self-taught garage geeks, not PhD scientists with money to burn, who were the true initiators of personal computing.

As for the visit of Steve Jobs, Hiltzik says there were three visits, with progressively more encompassing demonstrations of the Alto-Smalltalk products. He says all of the participants seem to remember it differently, but Jobs has always felt the emphasis on what he learned at Xerox takes away from the talent and vision that already existed at Apple. The author says it was inevitable that Apple would do a better job of selling the public on a graphical interface than a tradition-bound bureaucratic organization like Xerox. It was simply fate that Apple brought out the Lisa and the Macintosh while Xerox brought out the doomed Star.

To learn more about computer history, try Stan Veit's book, Stan Veit's History of the Personal Computer, and for the story of the Radio Shack TRS-80, the microcomputer that really introduced the masses to personal computing, read Priming the Pump: How TRS-80 Enthusiasts Helped Spark the PC Revolution. Another good book that covers the early years is Fire in the Valley: The Making of the Personal Computer.

Anyone who has worked in science and technology knows how hard it is to get one's ideas through the bureaucracy and out into the world. Dealers of Lightning shows we're not alone! It's the story of some of the smartest people I've met in print, and the obstacles they faced in getting inventions out that have since proven to be world changers (And a terrifically entertaining read, too!) I recommend this book to anyone curious about how we got here, and how close we came to never making it at all.