Carnegie Failed Twice Before Bessemer Success

(p. 101) [Carnegie] . . . organized his own company to secure the rights to the Dodd process for strengthening iron rails by coating them with steel facings. Thomson agreed to appropriate $20,000 of Pennsylvania Railroad funds to test the new technology.
On March 12, 1867, Thomson wrote to tell Carnegie that his Dodd-processed rails had failed their first test: “treatment under the hammer…. You may as well abandon the Patent–It will not do if this Rail is a sample.” Three days later, Thomson wrote Carnegie again, this time marking his letter with a handwritten “Private” in the top left-hand corner and “a word to the wise” penned in just below. Carnegie had apparently asked Thomson for more time–and/or money–to continue his experiments. Thomson replied that the experiments his engineers had made had so “impaired my confidence in this process that I don’t feel at liberty to increase our order for these Rails.”
Instead of giving up, Carnegie pushed forward, hawking his new steel-faced iron rails to other railroad presidents, attempting to get a new contract with Thomson, and reorganizing the Freedom Iron Company in Lewistown, Pennsylvania, in which he was a major investor, into Freedom Iron and Steel. In the spring of 1867, he succeeded, despite Thomson’s misgivings, in getting the approval to manufacture and deliver a second 500-ton batch of steel-faced rails. The new rails fared as poorly as the old ones. There would be no further contracts forthcoming from the Pennsylvania Railroad or any other railroad.
Carnegie tried to bluff his way through. When his contacts in England recommended that he purchase the American rights to a better process for facing iron rails with steel, this one invented by a Mr. Webb, Carnegie retooled his mill for the new process. He was fooled a second time. Not only was the Webb process as impractical as the Dodd, but there was, as there (p. 102) had been with the Dodd process, confusion as to who held the American patent rights. Within a year, the company Carnegie had organized to produce the new steel-faced rails was out of business.
. . .
These early failures did not deter him from investing in other start-up companies and technologies, but he would in future be a bit more careful before committing his capital. In March 1869, Tom Scott solicited his advice about investing in the rights to a new “Chrome Steel process.” Carnegie replied that his “advice (which don’t cost anything if of no value) would be to have nothing to do with this or any other great change in the manufacture of steel or iron…. I know at least six inventors who have the secret all are so anxiously awaiting…. That there is to be a great change in the manufacture of iron and steel some of these years is probable, but exactly what form it is to take no one knows. I would advise you to steer clear of the whole thing. One will win, but many lose and you and I not being practical men would very likely be among the more numerous class. At least we would wager at very long odds. There are many enterprises where we can go in even.”

Source:
Nasaw, David. Andrew Carnegie. New York: Penguin Press, 2006.
(Note: bracketed name, ellipsis near start, and ellipsis between paragraphs added; ellipsis internal to other paragraphs, in original.)
(Note: the pagination of the hardback and paperback editions of Nasaw’s book are the same.)

Malcolm Gladwell, on Harvard, Rings True to Debbie Sterling

SterlingDebbieGoldieBlox2013-12-29.jpg

Debbie Sterling, GoldieBlox entrepreneur. Source of photo: online version of the NYT article quoted and cited below.

(p. 2) Debbie Sterling is the founder and chief executive of GoldieBlox, a toy company dedicated to encouraging girls’ interest in engineering and construction.

READING I just started “David and Goliath,” by Malcolm Gladwell. He has some really interesting statistics about how at the top-tier universities like Stanford and Harvard, freshmen who go into engineering often fall out versus if those same students had gone to a second-tier school, they would have been in the top of their class and therefore would have stayed in. It really spoke to me because I was definitely one of those engineering students at Stanford who constantly felt like I was surrounded by geniuses. I was intimidated, but I stayed because I am just so stubborn.

For the full interview, see:
KATE MURPHY, interviewer. “DOWNLOAD; Debbie Sterling.” The New York Times, SundayReview Section (Sun., December 22, 2013): 2.
(Note: bold in original, indicating that what follows are the words of Debbie Sterling.)
(Note: the online version of the interview has the date December 21, 2013.)

Book that “spoke to” Sterling:
Gladwell, Malcolm. David and Goliath: Underdogs, Misfits, and the Art of Battling Giants. New York, NY: Little, Brown and Company, 2013.

In 20th Century, Inventions Had Cultural Impact Twice as Fast as in 19th Century

NgramGraphTechnologies2013-12-08.png I used Google’s Ngram tool to generate the Ngram above, using the same technologies used in the Ngram that appeared in the print (but not the online) version of the article quoted and cited below. The blue line is “railroad”; the red line is “radio”; the green line is “television”; the orange line is “internet.” The search was case-insensitive. The print (but not the online) version of the article quoted and cited below, includes a caption that describes the Ngram tool: “A Google tool, the Ngram Viewer, allows anyone to chart the use of words and phrases in millions of books back to the year 1500. By measuring historical shifts in language, the tool offers a quantitative approach to understanding human history.”

(p. 3) Today, the Ngram Viewer contains words taken from about 7.5 million books, representing an estimated 6 percent of all books ever published. Academic researchers can tap into the data to conduct rigorous studies of linguistic shifts across decades or centuries. . . .
The system can also conduct quantitative checks on popular perceptions.
Consider our current notion that we live in a time when technology is evolving faster than ever. Mr. Aiden and Mr. Michel tested this belief by comparing the dates of invention of 147 technologies with the rates at which those innovations spread through English texts. They found that early 19th-century inventions, for instance, took 65 years to begin making a cultural impact, while turn-of-the-20th-century innovations took only 26 years. Their conclusion: the time it takes for society to learn about an invention has been shrinking by about 2.5 years every decade.
“You see it very quantitatively, going back centuries, the increasing speed with which technology is adopted,” Mr. Aiden says.
Still, they caution armchair linguists that the Ngram Viewer is a scientific tool whose results can be misinterpreted.
Witness a simple two-gram query for “fax machine.” Their book describes how the fax seems to pop up, “almost instantaneously, in the 1980s, soaring immediately to peak popularity.” But the machine was actually invented in the 1840s, the book reports. Back then it was called the “telefax.”
Certain concepts may persevere, even as the names for technologies change to suit the lexicon of their time.

For the full story, see:
NATASHA SINGER. “TECHNOPHORIA; In a Scoreboard of Words, a Cultural Guide.” The New York Times, SundayBusiness Section (Sun., December 8, 2013): 3.
(Note: ellipsis added; bold in original.)
(Note: the online version of the article has the date December 7, 2013.)

“Pretty Cool” Cochlear Implant: “It Helps Me Hear”

CochlearImplant2013-11-15.jpg “The cochlear implant.” Source of caption and photo: online version of the WSJ commentary quoted and cited below.

(p. A15) . . . , three pioneering researchers– Graeme Clark, Ingeborg Hochmair and Blake Wilson –shared the prestigious Lasker-DeBakey Award for Clinical Medical Research for their work in developing the [cochlear] implant. . . . The award citation says the devices have “for the first time, substantially restored a human sense with medical intervention” and directly transformed the lives of hundreds of thousands.
I’ve seen this up close. My 10-year-old son, Alex, is one of the 320,000 people with a cochlear implant.
, , ,
“What’s that thing on your head?” I heard a new friend ask Alex recently.
“It helps me hear,” he replied, then added: “I think it’s pretty cool.”
“If you took it off, would you hear me?” she asked.
“Nope,” he said. “I’m deaf.”
“Cool,” she agreed. Then they talked about something else.
Moments like that make me deeply grateful for the technology that allows Alex to have such a conversation, but also for the hard-won aplomb that lets him do it so matter-of-factly.

For the full commentary, see:
Denworth, Lydia. “OPINION; What Cochlear Implants Did for My Son; Researchers who were just awarded the ‘American Nobel’ have opened up the world of sound to the deaf.” The Wall Street Journal (Fri., Sept. 20, 2013): A15.
(Note: ellipses, and bracketed word, added.)
(Note: the online version of the article has the date Sept. 19, 2013.)

“Carnegie Watched, Listened, Learned” from Scott’s Process Innovations

(p. 65) Later in life, Scott would be better known for his political skills, but he was, like his mentor Thomson, a master of cost accounting. Together, the two men steadily cut unit costs and increased revenues by investing in capital improvements–new and larger locomotives, better braking systems, improved tracks, new bridges. Instead of running several smaller trains along the same route, they ran fewer but longer trains with larger locomotives and freight cars. To minimize delays–a major factor in escalating costs–they erected their own telegraph lines, built a second track and extended sidings alongside the first one, and kept roadways, tunnels, bridges, and crossings in good repair.
Carnegie watched, listened, learned. Nothing was lost on the young man. With an exceptional memory and a head for figures, he made the most of his apprenticeship and within a brief time was acting more as Scott’s deputy than his assistant. Tom Scott had proven to be so good at his job that when Pennsylvania Railroad vice president William Foster died unexpectedly of an infected carbuncle, Scott was named his successor.

Source:
Nasaw, David. Andrew Carnegie. New York: Penguin Press, 2006.
(Note: the pagination of the hardback and paperback editions of Nasaw’s book are the same.)

“Western Union Bullied the Makers of Public Policy into Serving Private Capital”

WesternUnionAndTheCreationOfTheAmericanCorporateOrderBK2013-12-28.jpg

Source of book image: online version of the WSJ review quoted and cited below.

(p. A13) Until now there has been no full-scale, modern company history. Joshua D. Wolff’s “Western Union and the Creation of the American Corporate Order, 1845-1893” ably fills the bill, offering an exhaustive and yet fascinating account.
. . .
If people today remember anything about Western Union, it is that its coast-to-coast line put the Pony Express out of business and that its leaders didn’t see the telephone coming. Mr. Wolff tells us that neither claim is exactly true. It was Hiram Sibley, Western Union’s first president, who went out on his own, when his board balked, to form a separate company and build the transcontinental telegraph in 1861; he made his fortune by eventually selling it to Western Union. And the company was very aware of Alexander Graham Bell’s invention, patented in 1876, but history had supposedly shown that it wasn’t necessary to control a patent to win the technology war. The company’s third president, William Orton, was sure that Bell and his “toy” would not get the better of Western Union: “We would come along and take it away from him.” They didn’t.
. . .
Mr. Wolff contends that the company’s practices set the template for today’s “corporate triumphalism,” not least in the way Western Union bullied the makers of public policy into serving private capital. Perhaps, but telecom competition today is so ferocious and differently arranged from that of the late 19th century that a “triumphant” company today may be toast tomorrow–think of BlackBerry–and can’t purchase help with anything like Western’s Union’s brazenness and scope. Western Union had friends in Congress, the regulatory bureaucracy and the press. Members of the company’s board of directors chaired both the 1872 Republican and Democratic national conventions. It seemed that, whatever the battles in business, politics, technology or the courts, the company’s shareholders won.

For the full review, see:
STUART FERGUSON. “Bookshelf; The Octopus of the Wires.” The Wall Street Journal (Mon., Dec. 23, 2013): A13.
(Note: ellipses added.)
(Note: the online version of the review has the date Dec. 22, 2013, and has the title “BOOKSHELF; Book Review: ‘Western Union and the Creation of the American Corporate Order, 1845-1893,’ by Joshua D. Wolff.”)

Book under review:
Wolff, Joshua D. Western Union and the Creation of the American Corporate Order, 1845-1893. New York: Cambridge University Press, 2013.

Innovators Agree: Whiteboard Is Fast, Easy to Use and Big

(p. B1) . . . Evernote, like pretty much every tech company I’ve ever visited, is in thrall to the whiteboard. Indeed, as technologically backward as they may seem, whiteboards are to Silicon Valley what legal pads are to lawyers, what Excel is to accountants, or what long sleeves are to magicians.
They’re an all-purpose tool of innovation, often the first place a product or company’s vision is dreamed up and designed, and a constant huddling point for future refinement. And though many digital technologies have attempted to unseat the whiteboard, the humble pre-electronic surface can’t be beat.
The whiteboard has three chief virtues: It’s fast. It’s easy to use. And it’s big. “We’re often doing something I call ‘designing in the hallway,’ ” said Jamie Hull, the product manager for Evernote’s iOS apps. “When a new problem or request comes up, the fastest thing you can do is pull two or three people aside, go to the nearest wall, and figure it out.”
Unlike a computer or phone, the whiteboard is always on, always fully charged, and it doesn’t require that people download, install, and launch software to begin using it.

For the full commentary, see:
FARHAD MANJOO. “HIGH DEFINITION; High Tech’s Secret Weapon: The Whiteboard.” The Wall Street Journal (Thurs., Oct. 31, 2013): B1-B2.
(Note: ellipsis added.)
(Note: the online version of the commentary has the date Oct. 30, 2013. The online version combined paragraphs 1 and 2 above and 3 and 4 above. I have returned them to the form they had in the print version.)

Politically Correct Artisanal Locally Sourced Combat Video Game

CallOfDutyGhostsFemaleAvatar2013-11-06.jpgCall of Duty: Ghosts Female avatars have been added, and so has an “extinction” mode involving fighting aliens, in this game for the PlayStation 3, Xbox 360, Wii U and PC.” Source of caption and image: online version of the NYT review quoted and cited below.

From a review of the video game “Call of Duty: Ghosts”:

(p. C5) “. . . the South Americans torture a character using artisanal, locally sourced interrogation techniques supposedly (and naturally) used by Amazonian tribes.”

For the full review, see:
CHRIS SUELLENTROP. “VIDEO GAME REVIEW; A Fantastical Shootout, Moving Across Space and Time.” The New York Times (Weds., November 6, 2013): C5.
(Note: ellipsis added; bold in caption in original of both print and online versions.)
(Note: the online version of the review has the date November 5, 2013.)

Over-Regulated Tech Entrepreneurs Seek Their Own Country

The embed above is provided by YouTube where the video clip is posted under the title “Balaji Srinivasan at Startup School 2013.”

(p. B4) At a startup conference in the San Francisco Bay area last month, a brash and brilliant young entrepreneur named Balaji Srinivasan took the stage to lay out a case for Silicon Valley’s independence.

According to Mr. Srinivasan, who co-founded a successful genetics startup and is now a popular lecturer at Stanford University, the tech industry is under siege from Wall Street, Washington and Hollywood, which he says he believes are harboring resentment toward Silicon Valley’s efforts to usurp their cultural and economic power.
On its surface, Mr. Srinivasan’s talk,—called “Silicon Valley’s Ultimate Exit,”—sounded like a battle cry of the libertarian, anti-regulatory sensibility long espoused by some of the tech industry’s leading thinkers. After arguing that the rest of the country wants to put a stop to the Valley’s rise, Mr. Srinivasan floated a plan for techies to build an “opt-in society, outside the U.S., run by technology.”
His idea seemed a more expansive version of Google Chief Executive Larry Page’s call for setting aside “a piece of the world” to try out controversial new technologies, and investor Peter Thiel’s “Seastead” movement, which aims to launch tech-utopian island nations.

For the full commentary, see:
FARHAD MANJOO. “HIGH DEFINITION; The Valley’s Ugly Complex.” The Wall Street Journal (Mon., Nov. 4, 2013): B4.
(Note: the online version of the commentary has the date Nov. 3, 2013, and has the title “HIGH DEFINITION; Silicon Valley Has an Arrogance Problem.”)

Use of Floppy Disks Shows Slowness of Government

(p. A14) WASHINGTON — The technology troubles that plagued the HealthCare.gov website rollout may not have come as a shock to people who work for certain agencies of the government — especially those who still use floppy disks, the cutting-edge technology of the 1980s.
Every day, The Federal Register, the daily journal of the United States government, publishes on its website and in a thick booklet around 100 executive orders, proclamations, proposed rule changes and other government notices that federal agencies are mandated to submit for public inspection.
So far, so good.
It turns out, however, that the Federal Register employees who take in the information for publication from across the government still receive some of it on the 3.5-inch plastic storage squares that have become all but obsolete in the United States.
. . .
“You’ve got this antiquated system that still works but is not nearly as efficient as it could be,” said Stan Soloway, chief executive of the Professional Services Council, which represents more than 370 government contractors. “Companies that work with the government, whether longstanding or newcomers, are all hamstrung by the same limitations.”
The use of floppy disks peaked in American homes and offices in the mid-1990s, and modern computers do not even accommodate them anymore. But The Federal Register continues to accept them, in part because legal and security requirements have yet to be updated, but mostly because the wheels of government grind ever slowly.
. . .
. . . , experts say that an administration that prided itself on its technological savvy has a long way to go in updating the computer technology of the federal government. HealthCare.gov and the floppy disks of The Federal Register, they say, are but two recent examples of a government years behind the private sector in digital innovation.

For the full story, see:
JADA F. SMITH. “Slowly They Modernize: A Federal Agency That Still Uses Floppy Disks.” The New York Times (Sat., December 7, 2013): A14.
(Note: ellipses added.)
(Note: the online version of the article has the date December 6, 2013.)

Kits Let Model T Owners Transform Them into Tractors, Snowmobiles, Roadsters and Trucks

ModelTtractorConversion2013-10-25.jpg “OFF ROAD; Kits to take the Model T places Henry Ford never intended included tractor conversions, . . . ” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. 1) WHEN Henry Ford started to manufacture his groundbreaking Model T on Sept. 27, 1908, he probably never imagined that the spindly little car would remain in production for 19 years. Nor could Ford have foreseen that his company would eventually build more than 15 million Tin Lizzies, making him a billionaire while putting the world on wheels.

But nearly as significant as the Model T’s ubiquity was its knack for performing tasks far beyond basic transportation. As quickly as customers left the dealers’ lot, they began transforming their Ts to suit their specialized needs, assisted by scores of new companies that sprang up to cater exclusively to the world’s most popular car.
Following the Model T’s skyrocketing success came mail-order catalogs and magazine advertisements filled with parts and kits to turn the humble Fords into farm tractors, mobile sawmills, snowmobiles, racy roadsters and even semi-trucks. Indeed, historians credit the Model T — which Ford first advertised as The Universal Car — with launching today’s multibillion-dollar automotive aftermarket industry.

For the full story, see:
LINDSAY BROOKE. “Mr. Ford’s T: Mobility With Versatility.” The New York Times, Automobiles Section (Sun., July 20, 2008): 1 & 14.
(Note: the online version of the story has the title “Mr. Ford’s T: Versatile Mobility.”)