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Schumpeter’s Final Thoughts on the Importance of the Individual Entrepreneur

Here is McCraw discussing and quoting Schumpeter’s notes for the Walgreen Lectures that he was preparing to deliver just before he died.

(p. 475) In notes he prepared in 1949 for the prestigious Walgreen Lectures, Schumpeter headed one entire section “The Personal Element and the Element of Chance: A Principle of Indeterminateness.” Here, he wrote that the time had come for economists to face a problem they had long tried to dodge:

the problem of the influence that may be exerted by exceptional individuals, a problem that has hardly ever been treated without the most blatant preconceptions. Without committing ourselves either to hero worship or to its hardly less absurd opposite, we have got to realize that, since the emergence of exceptional indi-(p. 476)viduals does not lend itself to scientific generalization, there is here an element that, together with the element of random occurrences with which it may be amalgamated, seriously limits our ability to forecast the future. That is what is meant here by “a principle of indeterminateness.” To put it somewhat differently: social determinism, where it is nonoperational, is a creed like any other and entirely unscientific.

Source:
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.

Harvard Professor Doriot Used Venture Capital to Finance the Digital Equipment Corporation

Source of book image: http://creativecapital.wordpress.com/category/how-to-buy-creative-capital/

Doriot taught at Harvard during the whole time that Joseph Schumpeter taught at Harvard. Given that their interests apparently overlapped, it is surprising that there are no references to Schumpeter or to “creative destruction” in Ante’s book.
There are also no references to Doriot in McCraw’s recent comprehensive intellectual biography of Schumpeter.
(Scherer in his essay “An Accidental Schumpeterian” mentions taking a useful course from Doriot, but does not illuminate the relationship, if any, between Doriot and Schumpeter.)

(p. A17) Before Sand Hill Road near Stanford University became the center of the venture-capital universe – before Google and Pets.com – the modern market for financing risky startup companies took shape far from Silicon Valley in the years after World War II.

ARD was the first to raise what was then known as “risk capital” from outsiders at a time when investors’ wounds were still fresh from the stock-market crash of 1929 and the Depression of the 1930s. The high failure rate of start-ups had generally precluded raising money from average investors. And so ARD’s chief competitors in the postwar years were the Rockefellers and another old-money operation, J.H. Whitney & Co.
. . .
The company would hardly merit attention except for its one grand slam, Digital Equipment Corp., which helped establish the East Coast high-tech stronghold along Route 128 outside Boston.
Digital, a minicomputer maker co-founded by former Massachusetts Institute of Technology engineer Ken Olsen, received $70,000 from ARD in 1957 in return for a 70% stake, which eventually grew in value to hundreds of millions of dollars. Mr. Ante calculates the investment’s return at 70,000%.
. . .
Doriot, who taught at Harvard for 40 years, beginning in 1926, offered a popular class that was ostensibly about manufacturing but was more a seminar in his business philosophy. “He stressed common sense themes such as self-improvement, teamwork, and contributing to society,” Mr. Ante writes. Doriot was known for “spicing up his philosophy with practical and pithy words of advice.” Among them: “Always remember that someone somewhere is making a product that will make your product obsolete.”

For the full review, see:

RANDALL SMITH. “Bookshelf; Money to Make Things New.” The Wall Street Journal (Weds., May 21, 2008): A17.
(Note: ellipses added.)

Reference to the biography of Doriot:
Ante, Spencer E. Creative Capital: Georges Doriot and the Birth of Venture Capital. Boston: Harvard Business School Press, 2008.

NASA Suffers From “Utterly Dysfunctional Funding and Management System”

Source of book image: http://press.princeton.edu/images/k8618.gif

(p. A13) The space shuttle Discovery arrived safely home over the weekend, and I suppose we are all rather relieved – that is, those of us who were aware that the shuttle had blasted off a couple of weeks ago on yet another mission. Space exploration is attracting a lot of excitement these days, but the excitement seems to have less to do with the shuttle and more to do with private space ventures, like Richard Branson’s Virgin Galactic or Robert Bigelow’s plans for space hotels or Space Adventures Ltd., whose latest customer for a private space trip is Google co-founder Sergey Brin. He bought a ticket only last week.

Robert Zimmerman’s “The Universe in the Mirror” serves to remind us that NASA, too, can do exciting things in space. Yet the career of the Hubble Space Telescope has been both triumphant and troubled, bringing into focus the strengths and the weaknesses of doing things the NASA way.
. . .
In addition to telling a thrilling tale, Mr. Zimmerman provides a number of lessons. One, he says, is the importance of having human beings in space: Had Hubble not been designed for servicing by astronauts, it would have been an epic failure and a disaster for a generation of astronomers and astrophysicists. Though robots have their uses, he notes, “humans can fix things, something no unmanned probe can do.” . . .
But the biggest lesson of “The Universe in a Mirror” comes from the utterly dysfunctional funding and management system that Mr. Zimmerman portrays. Hubble was a triumph, but a system that requires people to sacrifice careers and personal lives, and to engage in “courageous and illegal” acts, in order to see it succeed is a system that is badly in need of repair. Alas, fixing Hubble turned out to be easier than fixing the system that lay behind its problems.

For the full review, see:

GLENN HARLAN REYNOLDS. “Bookshelf; We Can See Clearly Now.” The Wall Street Journal (Mon., June 16, 2008): A13.
(Note: ellipses added.)

The revised edition of the book under review (including an afterword added by the author) is:
Zimmerman, Robert. The Universe in a Mirror: The Saga of the Hubble Space Telescope and the Visionaries Who Built It. revised pb ed. Princeton, NJ: Princeton University Press, 2010.

Schumpeter on How Amphibial State Capitalism Lacks “Motive Power”

From McCraw’s summary of a brief Schumpeter essay published in 1943 in Seymour Harris’ Postwar Economic Problems:

(p. 424) Schumpeter went on to argue that both in the United States and in capitalist countries abroad, a high rate of public spending during the postwar period would likely evolve into total government control of investment. . . . Some industries might be nationalized, and if the government “should try to run the nationalized industries according to the principles of business rationality, Guided Capitalism would shade off into State Capitalism, . . . ”
. . .
The overall result would likely be “an amphibial state for the calculable future.” The amphibial state might well generate frictions among business, labor, and government and would not benefit from the “motive power” of either capitalism or socialism.

Source:
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.
(Note: ellipses added.)

FDR Turned Schumpeter into a Fan of Ludwig von Mises

From McCraw writing about Schumpeter:

(pp. 318-319) The New Deal struck him as still another prelude to authoritarianism. He became convinced that Roosevelt’s program represented a step toward either fascism or socialism, and in either case potential dictatorship. He wrote a friend that Roosevelt was like a child mindlessly breaking a machine because he didn’t understand its design. The president “is going to turn me into a fan of [Ludwig von] Mises,” his classmate at the University of Vienna who had become a free-market fundamentalist and an opponent of almost all government intervention.

Source:
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.

Schumpeter on the Government Execution of an Entrepreneur

(p. 257) Entrenched interests fought tenaciously against mechanization and the factory system. Unlike the Prussian inventor of a ribbon-weaving loom, who was put to death in 1579 by order of the Danzig Municipal authority, “Entrepreneurs were not necessarily strangled,” but “they were not infrequently in danger of their lives.”

Source:
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.
(Note: the phrases in quotation marks are quotations from Schumpeter’s Business Cycles book.)

Schumpeter on Fools, Asses, and Academic Committees

(p. 225) The longer Schumpeter taught at Harvard, the more he came to resent the bureaucratic routines of academic life that impinged on his research and writing. He especially disliked departmental meetings, and after several years he began to refer to his colleagues as the “fools” (full professors, a play on the German pronunciation of “full”) and “asses” (associate and assistant professors). “These committees!” he wrote a friend, “This mentality, that believes that the core of the world is that one committee dines and makes a report for another committee, which in turn dines.”

Source:
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.

William Manchester Shows the Darkness of the Dark Ages

Source of book image: http://www.cs.princeton.edu/~aahobor/Lucy-Day/Images/Covers-50/A-World-Lit-Only-by-Fire.jpg

William Manchester was better known for other books, but I recommend A World Lit Only by Fire. It is not always pleasant reading, but it is often fascinating, and sometimes amusing or edifying. Unlike some historians, who are afraid to call the Dark Ages dark because they are afraid to make value judgments, Manchester details just how ‘brutish, nasty and short’ life was during the centuries from 400 AD to 1000 AD (and to a large extent even up to 1600).
He also exposes the failings of institutions and historical individuals who are now revered, including martial Popes who lived ostentatiously with funds extracted from starving peasants, and Protestant ‘reformers’ who burned books and murdered those they considered heretics.
Only a few hundred years separates us from the times that Manchester chronicles. It is useful to contemplate how far we have come, and how far we may fall, if we do not recognize and defend the values upon which civilization depends.

Reference:
Manchester, William. A World Lit Only by Fire: The Medieval Mind and the Renaissance, Portrait of an Age. Back Bay Publishers, 1993.

Policeman to Speeding Hoover: “Drive On, Brother”

In her eye-opening The Forgotten Man, Amity Shlaes shows that Herbert Hoover, while not the hero of the Great Depression, was hardly the consummate villain that politically correct legend has made him out to be.
The hapless, hated Hoover, after his electoral defeat by the real villain, FDR, drove the countryside seeking tranquility and direction. At one point, in the middle of a hot summer night, Hoover, with his son Allan, sped toward the cooler Palo Alto:

(p. 221) Hurtling down the highway, Hoover looked in the rearview mirror and saw a flashing red light gaining on him. Soon he could hear a siren. Dutifully, he pulled off the highway and fumbled for his license, handing it to the stern police officer. The patrolman looked at the license, then examined it more closely in the illumination of a headlight. Returning to the car window, he placed a foot on the running board and asked Hoover, “Tell me are you that guy?” The ex-president, with a slight grin, said, “Yes, I guess I’m that guy.” The policeman then asked, “Well, does it make you feel any better to drive sixty miles an hour down this Valley Pike in the middle of the night?” Hoover reflected for a moment and replied, “Well, under the circumstances I think it does.” The highway patrolman stepped back from the running board, looked Hoover in the eye, and with a wave of his arm said, “Drive on, brother.”

Source:
Wert, Hal Elliott. Hoover the Fishing President: Portrait of the Private Man and His Life Outdoors. Mechanicsburg, PA: Stackpole Books, 2005.

The reference on Amity Shlaes’s book, is:
Shlaes, Amity. The Forgotten Man: A New History of the Great Depression. New York: HarperCollins, 2007.

Talking a Good Game is Little Correlated with Getting it Done

Bossidy and Charan’s advice below on hiring managers fits with Christensen and Raynor’s advice to hire managers who have had the right experiences, in preference to those who have the ‘right stuff’ (aka ‘charisma’).

(p. 119) In our experience, there’s very little correlation between those who talk a good game and those who get things done come hell or high water. Too often the second kind are given short shrift. But if you want to build a company that has excellent discipline of execution, you have to select the doer.

Source:
Bossidy, Larry, Ram Charan, and Charles Burck. Execution: The Discipline of Getting Things Done. New York: Crown Business, 2002.

McCraw on Schumpeter

Source of book image: http://reader2.com/wasp1028

I am in the process of writing a full-length review of McCraw’s book for the annual Research in the History of Economic Thought and Methodology. Suffice it to say that McCraw’s book is very useful and very interesting, and gets a lot right that is important. Most notably, McCraw appreciates that Schumpeter’s central message is that innovation is what matters most about capitalism.

Source of book:
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.