Bethlehem Steel Quotes

The second point is that, in the key industries we have studied, the state failed as an economic developer. It failed first as a subsidizer of industrial growth. Vanderbilt showed this in his triumph over the Edward Collins' fleet and the Pacific Mail Steamship Company in the 1850s. James J. Hill showed this forty years later when his privately built Great Northern outdistanced the subsidized Northern Pacific and Union Pacific. The state next failed in the role of an entrepreneur when it tried to build and operate an armor plant in competition with Charles Schwab and Bethlehem Steel. The state also seems to have failed as an active regulator of trade. The evidence in this study is far from conclusive; but we can see problems with the Interstate Commerce Commission and the Sherman Anti-trust Act, both of which were used against the efficient Hill and Rockefeller.

In East Bangor, Pennsylvania (population 800), there’s a little diner named for the trolley that used to take people to the once-bustling steel town of Bethlehem. The proprietors have adorned the walls with photographs of other local things that are no more. There’s one of the East Bangor band, a group of about twenty men and boys, in uniform, in front of a bandstand draped with bunting. There’s also one of the Kaysers, a local baseball club, on the day of an exhibition ballgame against the Philadelphia Athletics. These were Connie Mack’s A’s, which team in those early 1930s featured Hall of Famers Jimmie Foxx, Mickey Cochrane, and Lefty Grove. How did a village of under a thousand people manage to have its own band? How did a cluster of slate-belt villages field a regular baseball club, apparently good enough to stay on the same field for nine innings with the Philadelphia Athletics? What

The TS American Sailor was built in Seattle, Washington, in 1919. Like the TS American Seaman, she was launched too late for World War I. Originally the two ships were intended to be used as dry cargo ships, but not knowing what to do, the government assigned them to the United States Coast Guard. In 1941, with the start of World War II the Bethlehem Steel Company in Baltimore, Maryland, converted both vessels into Maritime Commission training ships. By the time I arrived at the Academy, the TS American Seaman had already been scrapped, and the TS American Sailor was well past her time. During my first year at the Academy she was towed to the breakers, thus making room for a newer training vessel. To accommodate the expected ship, coming from the government’s “Defense Reserve Fleet,” a new sturdier dock had to be built…. In the interim, the school borrowed New York Maritime College’s vessel, the TS Empire State II. Upperclassmen, including my friend Richard Cratty, whom I have known from my days at Admiral Farragut Academy, were assigned the task of going to New York to bring her back to Castine for our 1953 training cruise.

Compare Bethlehem Steel to Nucor. Both companies operated in the steel industry and produced hard-to-differentiate products. Both companies faced the competitive challenge of cheap imported steel. Yet executives at the two companies had completely different views of the same environment. Bethlehem Steel’s CEO summed up the company’s problems in 1983 by blaming imports: “Our first, second, and third problems are imports.”51 Ken Iverson and his crew at Nucor considered the same challenge from imports a blessing, a stroke of good fortune (“Aren’t we lucky; steel is heavy, and they have to ship it all the way across the ocean, giving us a huge advantage!”). Iverson saw the first, second, and third problems facing the American steel industry not to be imports, but management.52 He even went so far as to speak out publicly against government protection against imports, telling a stunned gathering of fellow steel executives in 1977 that the real problems facing the American steel industry lay in the fact that management had failed to keep pace with innovation.53 The

Management consultant Ivy Lee visited Bethlehem Steel Company decades ago, long before it became the world’s largest independent steel producer. “With our services, you’ll know how to manage better,” said Lee to CEO Charles Schwab. Schwab grew indignant. “What we need around here is not more knowing, but more doing! If you’ll pep us up to do the things we already know we ought to do, I’ll gladly pay you anything you ask.” Lee took him up on the proposition. “In 20 minutes,” he told Schwab, “I’ll show you how to get your organization doing at least 50 percent more.” He started by having Schwab write down and prioritize his six most important tasks to complete in the next business day. Then he told Schwab, “Put the list in your pocket and take it out tomorrow and start working on number one. Look at that item every 15 minutes until it’s done. Then move on to the next, and the next. Don’t be concerned if you’ve only finished two or three, or even one, by quitting time. You’ll be working on the most important ones, and the others can wait.” The consultant encouraged Schwab to share this approach with his executives, judge its value, and “send me a check for whatever you think it’s worth.” Two weeks later, Lee received a check for $25,000—a king’s ransom in those days. In an accompanying note, Schwab said it was the most profitable lesson he’d ever learned. The lesson, of course, was the power of focus.

DECEMBER 22 Parallel Universes Doubt, for me, tends to come in an overwhelming package, all at once. I don’t worry much about nuances of particular doctrines, but every so often I catch myself wondering about the whole grand scheme of faith. I stand in the futuristic airport in Denver, for example, watching important-looking people in business suits, briefcases clutched to their sides like weapons, pause at an espresso bar before scurrying off to another concourse. Do any of them ever think about God? I wonder. Christians share an odd belief in parallel universes. One universe consists of glass and steel and wool clothes and leather briefcases and the smell of freshly ground coffee. The other consists of angels and sinister spiritual forces and somewhere out there places called Heaven and Hell. We palpably inhabit the material world; it takes faith to consider oneself a citizen of the other, invisible world. Occasionally the two worlds merge for me, and these rare moments are anchors for my faith. The time I snorkeled on a coral reef and suddenly the flashes of color and abstract design flitting around me became a window to a Creator who exults in life and beauty. The time my wife forgave me for something that did not merit forgiveness—that too became a window, allowing a startling glimpse of divine grace. I have these moments, but soon toxic fumes from the material world seep in. Sex appeal! Power! Money! Military might! These are what matter most in life, I’m told, not the simpering platitudes of Jesus’ teachings in the Sermon on the Mount. For me, living in a fallen world, doubt seems more like forgetfulness than disbelief. I, a citizen of the visible world, know well the struggle involved in clinging to belief in another, invisible world. Christmas turns the tables and hints at the struggle involved when the Lord of both worlds descends to live by the rules of the one. In Bethlehem, the two worlds came together, realigned; what Jesus went on to accomplish on planet Earth made it possible for God someday to resolve all disharmonies in both worlds. No wonder a choir of angels broke out in spontaneous song, disturbing not only a few shepherds but the entire universe. Finding God in Unexpected Places (34 – 35)

a cheap stock can always get cheaper. Someday, Bethlehem Steel may rise again. But assuming that will happen is wishing, not investing.

The crash program for building the “super” dwarfed even the Manhattan Project. The AEC nearly tripled in size, growing from a handful of sites and 55,000 employees to 142,000 employees spread across more than a score of sites. It would devour nearly 7 percent of the nation’s entire electrical output, and, according to historian Richard Rhodes, exceed in capital investment the combined market capitalization of Bethlehem Steel, U.S. Steel, Alcoa, DuPont, Goodyear, and General Motors.

The whistle now resides at the Pratt Institute but used to blow the shift changes at Bethlehem Steel;

Hawaii is our Gibraltar, and almost our Channel Coast. Planes, their eyes sharpened by the year-round clearness of blue Pacific days, can keep easy watch over an immense sea-circle, of which Hawaii is the centre. With Hawaii on guard, a surprise attack on us from Asia, the experts believe, would be quite impossible. So long as the great Pearl Harbor Naval Base, just down the road from Honolulu, is ours, American warships and submarines can run their un-Pacific errands with a maximum of ease. Pearl Harbor is one of the greatest, if not the very greatest, maritime fortresses in the world. Pearl Harbor has immense reserves of fuel and food, and huge and clanging hospitals for the healing of any wounds which steel can suffer. It is the one sure sanctuary in the whole of the vast Pacific both for ships and men. John W. Vandercook, in Vogue, January 1, 1941