At its formation in 1901, the United States Steel Corporation was the earth’s biggest industrial corporation, a wonder of the manufacturing world. Immediately it produced two thirds of America’s raw steel and thirty percent of the steel made worldwide. The behemoth company would go on to support the manufacturing superstructure of practically every other industry in America. It would create and sustain the economies of many industrial communities, especially Pittsburgh, employing more than a million people over the course of the century.
A hundred years later, the U.S. Steel Group of USX makes scarcely ten percent of the steel in the United States and just over one and a half percent of global output. Far from the biggest, the company is now considered the most efficient steel producer in the world. What happened between then and now, and why, is the subject of Big Steel, the first comprehensive history of the company at the center of America’s twentieth-century industrial life.
Granted privileged and unprecedented access to the U.S. Steel archives, Kenneth Warren has sifted through a long, complex business history to tell a compelling story. Its preeminent size was supposed to confer many advantages to U.S. Steel—economies of scale, monopolies of talent, etc. Yet in practice, many of those advantages proved illusory. Warren shows how, even in its early years, the company was out-maneuvered by smaller competitors and how, over the century, U.S. Steel’s share of the industry, by every measure, steadily declined.
Warren’s subtle analysis of years of internal decision making reveals that the company’s size and clumsy hierarchical structure made it uniquely difficult to direct and manage. He profiles the chairmen who grappled with this “lumbering giant,” paying particular attention to those who long ago created its enduring corporate culture—Charles M. Schwab, Elbert H. Gary, and Myron C. Taylor.
Warren points to the way U.S. Steel’s dominating size exposed it to public scrutiny and government oversight—a cautionary force. He analyzes the ways that labor relations affected company management and strategy. And he demonstrates how U.S. Steel suffered gradually, steadily, from its paradoxical ability to make high profits while failing to keep pace with the best practices. Only after the drastic pruning late in the century—when U.S. Steel reduced its capacity by two-thirds—did the company become a world leader in steel-making efficiency, rather than merely in size.
These lessons, drawn from the history of an extraordinary company, will enrich the scholarship of industry and inform the practice of business in the twenty-first century.
From 1915 to 1971 the large U.S. Steel plant was a major part of Duluth’s landscape and life. Just as important was Morgan Park—an innovatively planned and close-knit community constructed for the plant’s employees and their families. In this new book Arnold R. Alanen brings to life Morgan Park, the formerly company-controlled town that now stands as a city neighborhood, and the U.S. Steel plant for which it was built.
Planned by renowned landscape architects, architects, and engineers, and provided with schools, churches, and recreational and medical services by U.S. Steel, Morgan Park is an iconic example—like Lowell, Massachusetts, and Pullman, Illinois—of a twentieth-century company town, as well as a window into northeastern Minnesota’s industrial roots.
Starting with the intense political debates that preceded U.S. Steel’s decision to build a plant in Duluth, Morgan Park follows the town and its residents through the boom years to the closing of the outmoded facility—an event that foreshadowed industrial shutdowns elsewhere in the United States—and up to today, as current residents work to preserve the community’s historic character.
Through compelling archival and contemporary photographs and vibrant stories of a community built of concrete and strong as steel, Alanen shows the impact both the plant and Morgan Park have had on life in Duluth.
Arnold R. Alanen is professor of landscape architecture at the University of Wisconsin–Madison. His previous books include Main Street Ready-Made: The New Deal Community of Greendale, Wisconsin and Preserving Cultural Landscapes in America.
Business genius and hedonist, Charles Schwab entered the steel industry as an unskilled laborer and within twenty years advanced to the presidency of Carnegie Steel. He later became the first president of U.S. Steel and then founder of Bethlehem Steel. His was one of the most spectacular and curious success stories in an era of great industrial giants.
How did Schwab progress from day laborer to titan of industry? Why did Andrew Carnegie and J.P. Morgan select him to manage their multmillion-dollar enterprises? And how did he forfeit their confidence and lose the preseidency of U.S. Steel? Drawing upon previously undiscovered sources, Robert Hessen answers these questions in the first biography of Schwab.
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