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Disneyland, Inc.
by Wikipedia
Accessed: 9/19/19

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Disneyland, Inc.
Former type
Corporation
Industry Amusement
Fate acquired by Walt Disney World Company
Successor Walt Disney Parks and Resorts
(1982-2018)
Walt Disney Parks, Experiences and Consumer Products
(2018-present)
Founded 1951
Founder Walt Disney
Defunct 1982
Products Disneyland
Services Amusement park
Owners
American Broadcasting-Paramount Theatres, Inc. (34.48%)
Walt Disney Productions, Inc. (34.48%)
Walt Disney (16.55%)
Western Publishing (13.8%)
Disneyland, Inc. (DLI) was a corporation formed to finance, build and run Disneyland park in Anaheim, California.

History

Start up

Disneyland, Inc. was incorporated in the State of California in 1951 by Walt Disney. A companion company owned only by Walt Disney originally called Walt Disney, Incorporated then WED Enterprises (WED) was set up in 1952 supposedly only for television production, but was used to design Disneylandia and its attractions. As the board of directors of Walt Disney Productions (WDP) was questionable in its support for the project.[1] In March 1953, WDP board of directors agreed to Walt Disney's personal services contract and WED's contracts for designing and building Disneyland park attractions for cost plus overhead with three board directors resigning.[CDL 1]

The Stanford Research Institute was hired in April 1953 to determine the best park location and an amusement parks and public attractions analysis for US$32,000[CDL 2] while WED started designing Disneylandia with Bill Martin signing on to do so.[CDL 3] By July, Disney directed the institute to look at 100+ acre Southern California location.[CDL 4] Also that month, one of the Disney brothers had an initial meeting with American Broadcasting-Paramount Theatres's Leonard H. Goldenson about Disneyland financing for Disney Production film inventory.[CDL 5]

Leonard H. Goldenson (December 7, 1905 – December 27, 1999) was a president of the U.S. television and radio network ABC....Goldenson was born to a Jewish family[2][3] in Pennsylvania in 1905. He grew up in the town of Scottdale, Pennsylvania and graduated from Scottdale High School. He was educated at Harvard, and entered the entertainment industry in 1933 as an attorney for Paramount Pictures after graduating from Harvard Law School. Goldenson was hired to help reorganize United Paramount Theatres, Paramount's theater chain, which at the time was nearing bankruptcy. So skillful was his work at this assignment that Paramount's chief executive officer, Barney Balaban, hired Goldenson as deputy to the manager of the Paramount Theaters chain.

Goldenson orchestrated the merger of United Paramount Theatres with ABC in 1953 (after Paramount was ordered to spin it off in the wake of United States v. Paramount Pictures, Inc., a 1948 decree of the U.S. Supreme Court). ABC was originally formed in 1943 in the wake of an earlier Supreme Court decree effectively ordering the spinoff of the largely secondary-status Blue Network from its then-parent, NBC; its buyer, industrialist Edward J. Noble, tried to build ABC into a competitive Broadcasting company, but by 1951 was rumored to be on the verge of selling the nearly bankrupt operation to CBS, whose management apparently wanted ABC's critically important owned-and-operated television stations.[4][5]

Goldenson rescued ABC by convincing his board of directors to buy the company from Noble for $25 million. becoming the founding president of the merged company which was named American Broadcasting-Paramount Theatres. The modern ABC dates its history from the effective date of the Goldenson transaction, and not the Blue Network spinoff.

-- Leonard Goldenson, by Wikipedia

Roy met in August 1953 with the Stanford Research Institute over the Disneylandia location survey's 10 possible location settling on an area along the Santa Ana Freeway in Anaheim. Soon, a 160-acre grove of orange trees, the Ball Road subdivision, was purchased for US$879 thousand.[CDL 6] An additional 270 acres were purchased for the site by a real estate agent, [CDL 7] followed by a separate purchase of 244 more acres.[CDL 8]

The first park diagram plan was completed by Marvin Davis on August 8, 1953 with Walt adding the triangular space bounding the park for the railroad.[CDL 9] On September 25, Davis finished his second version design with the hub layout. On the following day Walt and Herb Ryman started a 42-hour period in which they drew a 43x70 inch detailed aerial view.[CDL 10] During the year, Key Disney staff members toured major American amusement parks to find out what does not work.[CDL 11]

With the WED concept designs and prospectus for Disneyland, Roy Disney in September 1953 met with TV networks CBS and NBC in a deal for Disney-produced TV show and Disneyland investment. Both showed interest in the TV shows but not for the Disneyland investment. Roy then approached American Broadcasting-Paramount Theatres's Goldenson, who had pursued Disney for programming before, who agreed to the Disneyland, Inc. investment as the risk to make ABC a major network. Just a week after Disney set a record for receiving 4 Oscars on March 29, 1954, the ABC-Paramount board approved the Disney deal. Despite some WDP board resistance, WDP board approve the agreement which was signed on April 2.[1]

American Broadcasting-Paramount Theatres (AB-PT) agreed to invest $500,000 in Disneyland, Inc. taking a 34.49 percent and guaranteeing $4.5 million in bank loan plus a weekly TV programming for ABC from Walt Disney Productions.[1][CDL 12] Joining AB-PT as Disneyland investors were Walt Disney Productions, Western Publishing and Walt Disney. The other shares were 34.48% by Walt Disney Productions (US$500,000 investment), 13.8% by Western Printing and Lithography Co (US$200,000 investment), 16.55% by Walt Disney (US$250,000 investment).[CDL 13] Walt Disney Productions had the option to repurchase the Walt Disney, WED and Western Publishing shares (31%) by May 1, 1959 for $562,500.[2] WED held ownership of the Disneyland Railroad.[3]


Walt Disney (center) showing Orange County officials plans for Disneyland's layout, December 1954. Photo courtesy Orange County Archives.

Disneylandia was announced that in April 1954 by Walt to be opened in July 1955.[CDL 14] While some time in 1954, Walt at the urging of ABC TV, the park's name was changed from Disneylandia to Disneyland.[CDL 15]

With a need for a hotel nearby and no funding available for Disney to build it, Walt Disney approached Hilton and Sheraton Hotels about building such a hotel. Both turned down Disney as they had no idea where Anaheim was. Disney began approach prospective investors for the Disneyland Hotel in 1954 which included Jack Wrather who agreed.[4] Wrather-Alvarez Hotels, Inc. was expected to have the hotel opened in November 1955.[5]

AB-PT's subsidiary, UPT Concessions, Inc. was enlisted to operate Tomorrowland's Space Bar (original name Stratosnak) and various other concession stands in Disneyland.[6][7] On March 29, 1955, the Atchison, Topeka & Santa Fe Railway was one of many companies that sponsored attractions in the park with its 5-year sponsorship of all Disneyland trains and stations at the park's opening agreed.[CDL 16]

Rear Admiral Joseph W. Fowler was hired in April 1954 as senior vice president for engineering and construction to oversee building Disneyland.[8][CDL 17] Work began on the site in July with the removal of the first orange tree.[CDL 18] A 1955 strike by the Orange County plumbers and asphalt workers puts the Disneyland building schedule in jeopardy.[CDL 19]

Operational

On July 17, 1955 at 2 PM, the Disneyland park with Five themed "lands" containing eighteen attractions opened. 15 thousand guests were invited to the opening event, but it is believed that 28 to 33 thousand came to the park. The total construction cost came to $17 million.[CDL 20]

By 1955, WDP had advanced DLI $2.4 million.[2] WDI also took out its AB-PT guaranteed bank loan for $4.4 million in installment payments with the final payment in April 1962. The loan is secured by Disneyland real and certain personal properties, leasehold and the TV programming contract revenue which if Disneyland defaults AB-PT may purchase the loan.[9] On June 29, 1957, Disney Production exercised its options to purchase all but AB-PT's common stock outstanding. This allowed WDP to consolidate DLI into its 1957 annual accounting statements adding four months worth of net profits, $511K.[10]

By 1958, Walt Disney Productions reported a profit of $2.9 million, primarily attributable to its by then 65% interest in Disneyland, Inc. Additionally, Walt Disney Productions stock (which moved the year prior to the New York Stock Exchange) had grown to around $60 per share thanks to the growing realization by the financial markets of the profitability of the park.

On June 14, 1959, the WED owned Disneyland-Alweg Monorail System is installed in Tomorrowland.[CDL 21][11]

In June 1960, Walt Disney Productions completed the purchase of AB-PT's share of the company for nearly $7.5 million and its TV contract, and the theme park became a fully owned part of Walt Disney Productions.[CDL 22] April 25, 1961 Walt Disney Productions and Disneyland, Inc. was able to pay off all existing loans.

Finally, in 1982, the Disney family sold the naming rights and rail-based attractions, owned then by Retlaw Enterprise (formerly WED), to the Disney film studio for 818,461 shares of Disney stock then worth $42.6 million to the Disney family.[3] Then, Disneyland Inc. was acquired by Walt Disney World Company in 1990s.

ABC deal programs

The investment contract for Disneyland with American Broadcasting-Paramount Theatres included programming for ABC TV, which paid $5 million per year during 7-year contract and is the largest TV package deal in history.[CDL 23]

• Walt Disney's Magic Kingdom, radio program for ABC Radio[9]
• Disneyland anthology television series launched on 7:30 to 8:30 Wednesday October 27, 1954 with the episode, The Disneyland Story. The Jungle Cruise attraction is featured with a model is used on a bare earth rout. Disneyland itself would be featured in additional episodes:
o A Progress Report (February 9, 1955)
o Further Report on Disneyland (March 13, 1955)[CDL 24]
o A Further Report on Disneyland / A Tribute to Mickey Mouse (July 13, 1995)
o Disneyland the Park / Pecos Bill (April 3, 1957)
• Dateline: Disneyland (July 17, 1955) opening day special
• Disneyland '59 (June 15, 1959) live 90-minute TV special featuring an enlarged Autopia plus new attractions: Submarine Voyage, Matterhorn Bobsleds, Monorail and Motor Boat Cruise.[CDL 25]

References

1. Aberdeen, J. A. (2000). "Disneyland". Hollywood Renegades. Cobblestone Entertainment. ISBN 1-890110-24-8. Retrieved May 5, 2015.
2. "Disneyland Tabs $2.29 Per Capita; See Small Net First Yr". Billboard. January 28, 1956. p. 69. Retrieved May 6,2015.
3. Peltz, James F. (October 2, 1990). "The Wonderful World of Disney's Other Firm : Entertainment: Walt Disney created a separate company for his family. Retlaw Enterprises Inc. is now worth hundreds of millions". Los Angeles Times. Retrieved 19 July 2012.
4. Kimler, Forest (September 11, 1978). "Jack Built More Than a House". Orange County Register. Retrieved August 28, 2015.
5. "Disneyland Hotel will Open Shortly". Independent Press Telegram (Souvenir Edition). July 15, 1955. p. 14. Retrieved August 28, 2015.
6. "Disneyland Space Bar..." Independent Press Telegram (Souvenir Edition). July 15, 1955. p. 4. Retrieved August 28,2015.
7. "The Story of Disneyland" (PDF). disneybymark.com. Disneyland, Inc. p. 16. Retrieved August 28, 2015.
8. Saxon, Wolfgang (December 14, 1993). "Joseph Fowler, 99, Builder of Warships And Disney's Parks". New York Times. Retrieved May 7, 2015.
9. "Annual Report 1955" (PDF). University of Penn. American Broadcasting-Paramount Theatres, Inc. pp. 21, 27. Retrieved April 8, 2015.
10. "Disneyland Draws 4,200,000; Parent Firm Buys More Stock". Billboard. January 13, 1958. Retrieved May 6, 2015.
11. "Disneyland: A Chronology". Los Angeles Times. May 9, 1991. Retrieved September 23, 2015.
• Retrieved from Polsson, Ken. "Chronology of Disneyland Theme Park". Chronology of the Walt Disney Company. Ken Polsson. Retrieved May 5, 2015.
1. Thomas, Bob (1998). Building a Company - Roy O. Disney and the Creation of an Entertainment Empire. p. 254.
 Gabler, Neal (2006). Walt Disney - The Triumph of the American Imagination. p. 493.
2.
 Building a Company - Roy O. Disney and the Creation of an Entertainment Empire, by Bob Thomas, 1998. Page 186.
 The Disney Studio Story, by Richard Holliss and Brian Sibley, 1988.
 Walt Disney - An American Original, by Bob Thomas, 1994. Page 249.
 Building a Dream - The Art of Disney Architecture, by Beth Dunlop, 1996. Page 28.
3. Building a Company - Roy O. Disney and the Creation of an Entertainment Empire, by Bob Thomas, 1998. Page 181.
4. Disney - The First 100 Years, updated edition, by Dave Smith and Steven Clark, 2002. Page 74.
 Walt Disney - The Triumph of the American Imagination, by Neal Gabler, 2006. Page 500.
5. Walt Disney - Hollywood's Dark Prince, by Marc Eliot, 1993. Page 216.
 Walt Disney - An American Original, by Bob Thomas, 1994. Page 249.
6. Disney - The First 100 Years, updated edition, by Dave Smith and Steven Clark, 2002. Page 74.
7. Building a Company - Roy O. Disney and the Creation of an Entertainment Empire, by Bob Thomas, 1998. Page 187.
8. Disney Discourse - Producing the Magic Kingdom, by Eric Smoodin, 1994. Page 61.
9. Walt Disney's Railroad Story, by Michael Broggie, 1997. Pages 200.
10. Walt Disney Imagineering - A Behind the Dreams Look at Making the Magic Real, by The Imagineers, 1996. Page 15.
11. Disneyland - The First 35 Years, by Walt Disney Company, 1989.
12. Thomas, Bob (1998). Building a Company - Roy O. Disney and the Creation of an Entertainment Empire. pp. 183, 185.
13. Thomas, Bob (1994). Walt Disney - An American Original. p. 222.
14. Walt Disney, by Jim Fanning, 1994. Page 100.
15. Walt Disney - Hollywood's Dark Prince, by Marc Eliot, 1993. Page 223.
16. Walt Disney's Railroad Story, by Michael Broggie, 1997. Page 273.
17. Disney - The First 100 Years, updated edition, by Dave Smith and Steven Clark, 2002. Page 75.
18. Disney's World, by Leonard Mosley, 1985. Page 233.
19. Walt Disney - Hollywood's Dark Prince, by Marc Eliot, 1993. Page 227.
20. Walt Disney, by Jim Fanning, 1994. Page 102.
21.
 Disneyland: Inside Story, by Randy Bright, 1987.
 Thomas, Bob. Walt Disney - An American Original. Page 281. (1994).
 Screen World 1992, Volume 43, by John Willis, 1993. Page 84.
 Building a Company - Roy O. Disney and the Creation of an Entertainment Empire, by Bob Thomas, 1998. Page 254.
 The Disneyland Encyclopedia, by Chris Strodder, 2008. Page 290.
22. Thomas, Bob (1994). Walt Disney - An American Original. p. 286.
23. Walt Disney - Pop Culture Legends, by Jim Fanning, 1994. Page 100.
24. The Disney Films, by Leonard Maltin, 1995. Page 357.
25. Disney A to Z - The Official Encyclopedia, by Dave Smith, 1996. Pages 22, 117, 135, 138, 200.

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Joseph Fowler, 99, Builder of Warships And Disney's Parks
by Wolfgang Saxon
New York Times
Dec. 14, 1993

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Rear Adm. Joseph W. Fowler, a master builder of warships and Disney theme parks, died on Dec. 3 at his home in Orlando, Fla. He was 99 and also had a home in Brooksville, Me.

Admiral Fowler was the oldest living graduate of the United States Naval Academy and the oldest living retiree of the Walt Disney Company.

At Disney, he was senior vice president for engineering and construction until 1972 and a consultant until 1976. He had been hired in 1954 on his reputation as Can-Do Joe and was a main figure in the development of both Disneyland and Disney World.

Born in Lewiston, Me., he graduated from Annapolis in 1917, second in his class, and served in World War I as a navigator on submarine-patrol duty.

In 1921 he received a master's degree in naval architecture from the Massachusetts Institute of Technology.

He built gunboats in the late 1920's while posted in Shanghai, and, while assigned to the Navy Department in Washington, he oversaw design changes for warships, including the carriers Saratoga and Lexington. He supervised submarine construction and repair at the Portsmouth Naval Yard in Kittery, Me., and while in command of the San Francisco Naval Shipyard oversaw the assembly-line launchings of the Kaiser fleet of cargo ships.

He retired from the Navy in 1948 to become a private consultant. The Defense Department recalled him in 1951 during the Korean War to cut red tape in overlapping supply systems by setting up a single-catalogue buying system for all the armed services.

In 1952 President Harry S. Truman appointed him civilian director of the Federal Supply Management Agency with a mandate to root out waste in the military.

Congressional praise for his role was followed by Disney's invitation in 1954 to direct construction of Disneyland, the world's first theme park, in Anaheim, Calif. He built the park in one year on schedule.

He then traveled incognito in Florida to scout for a site for a second theme park, Disney World. Ground was broken outside Orlando in 1967. The admiral was in charge of engineering and construction, and the park opened on schedule in 1971.

Admiral Fowler's wife of 66 years, Marguerite Turner Dowler, died in 1984. He is survived by a son, Dr. William Fowler of Cambridge, Mass.; a sister, Jennie Mae Howe, a resident of Maine; four granddaughters, and five great-grandchildren.

A version of this article appears in print on Dec. 13, 1993, Section B, Page 8 of the National edition with the headline: Joseph Fowler, 99, Builder of Warships And Disney's Parks.

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Rear Admiral Joseph W. Fowler
by Wikipedia
Accessed: 9/19/19

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Joe Fowler
Born July 9, 1894
Lewiston, Maine, U.S.
Died December 6, 1993 (aged 99)
Orlando, Florida, U.S.
Allegiance United States
Service/branch Seal of the United States Department of the Navy.svg United States Navy
Years of service 1917–1948
Rank Rear Admiral
Battles/wars World War I
World War II

Joe Fowler (July 9, 1894 – December 6, 1993) was a rear admiral of the United States Navy, who after his retirement had an important role in overseeing the construction of Disneyland and Walt Disney World. Joe Fowler attended the United States Naval Academy and later earned a master's degree from M.I.T in Naval Architecture. He retired from the Navy in 1948 though he was recalled briefly during the Korean War. In 1952 he was appointed by President Truman to reduce wasteful military spending. [1]

Disney career



In 1954 Walt Disney was looking for a naval expert to help with the building of the paddle steamer Mark Twain, for the then under-construction Disneyland. He found the retired admiral supervising the construction of tract homes in the San Francisco region. Fowler was hired as construction boss for the whole Disneyland project. After Disneyland was completed, Fowler stayed on as General Manager of the park for its first 10 years, and assisted with the construction of Walt Disney World. He retired from The Walt Disney Company in 1978 though he continued on as a consultant.[2]

The dock for the two large ships in Disneyland's Rivers of America, located across from The Haunted Mansion is named Fowler's Harbor. In 1999, one of the ferries that crosses the Seven Seas Lagoon taking guests from the Ticket and Transportation Center to the Magic Kingdom was renamed Admiral Joe Fowler in his honor; it was originally known as the Magic Kingdom I.[2]

References

1. 365 Days of Magic blog Archived 2016-03-03 at the Wayback Machine
2. "Disney Legends - Joe Fowler". D23. Retrieved 13 August 2010.

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Part 1 of 2

SRI International [Stanford Research Institute]
by Wikipedia
Accessed: 9/19/19

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-- Changing Images of Man: Prepared by the Center for the Study of Social Policy/SRI International, edited by O. W. Markley, Project Director and Willis W. Harman, Project Supervisor

-- The Aquarian Conspiracy: Personal and Social Transformation in the 1980s, by Marilyn Ferguson

-- Silicon Valley's Secret Weapon: The Shadow History of Burners, by Steve Outtrim

SRI International
Entrance to SRI International headquarters in Menlo Park
Formerly: Stanford Research Institute (1946–1970)
Type: 501(c)(3) nonprofit scientific research institute
Industry: Research and development
Founded: Menlo Park, California (1946; 73 years ago)
Founder: Trustees of Stanford University
Headquarters: 333 Ravenswood Avenue, Menlo Park, California, United States
Area served: Worldwide
Key people: William A. Jeffrey (President & CEO); Manish Kothari (President, SRI Ventures)
Services: Scientific research
Revenue: US$540 million (in 2014)[1]
Number of employees: 2100 (as of February 2015)[1]
Website sri.com

SRI International (SRI) is an American nonprofit scientific research institute and organization headquartered in Menlo Park, California. The trustees of Stanford University established SRI in 1946 as a center of innovation to support economic development in the region.

The organization was founded as the Stanford Research Institute. SRI formally separated from Stanford University in 1970 and became known as SRI International in 1977. SRI performs client-sponsored research and development for government agencies, commercial businesses, and private foundations. It also licenses its technologies,[2] forms strategic partnerships, sells products,[3] and creates spin-off companies.[4]

SRI's annual revenue in 2014 was approximately $540 million. SRI's headquarters are located near the Stanford University campus. William A. Jeffrey has served as SRI's president and CEO since September 2014.

SRI employs about 2,100 people.[1] Sarnoff Corporation, a wholly owned subsidiary of SRI since 1988, was fully integrated into SRI in January 2011.[5]

SRI's focus areas include biomedical sciences, chemistry and materials, computing, Earth and space systems, economic development, education and learning, energy and environmental technology, security and national defense, as well as sensing and devices.[6] SRI has received more than 4,000 patents and patent applications worldwide.[7]

History

Foundation

In the 1920s, Stanford University professor Robert E. Swain proposed creating a research institute in the Western United States. Herbert Hoover, then a trustee of Stanford University, was also an early proponent of an institute, but became less involved with the project after he was elected president of the United States. The development of the institute was delayed by the Great Depression in the 1930s and World War II in the 1940s,[8] with three separate attempts leading to its formation in 1946.

In August 1945, Maurice Nelles, Morlan A. Visel, and Ernest L. Black of Lockheed made the first attempt to create the institute with the formation of the "Pacific Research Foundation" in Los Angeles.[9] A second attempt was made by Henry T. Heald, then president of the Illinois Institute of Technology. In 1945, Heald wrote a report recommending a research institute on the West Coast and a close association with Stanford University with an initial grant of $500,000 (equivalent to $5,638,000 in 2018).[10][11] A third attempt was made by Fred Terman, Stanford University's dean of engineering. Terman's proposal followed Heald's, but focused on faculty and student research more than contract research.[10]

The Roots of Bay Area High Technology: Communications

The Silicon Valley electronics industry has its roots in radio hobbyists at the turn of the twentieth century (Sturgeon, 2000; Lecuyer, 2006; Rao and Scaruffi, 2011). In 1908, Cyril Elwell, a radio enthusiast and graduate from Stanford University, acquired the U.S. patent rights for the arc transmitter, which had been invented in Denmark. The arc transmitter produced clearer signals at greater distance than existing radio technologies, just ten years after Marconi’s first transmission in England. Elwell’s company, the Federal Telegraph Company (FTC), partly funded by Stanford University, had stolen a march on other radio producers in the United States and was in a position to provide the U.S. Navy with their key ship-to-ship and ship-to-land communication system during World War I (Sturgeon, 2000; Lecuyer, 2006).

Four years after inventing the vacuum tube in Chicago in 1906, kicking off the “age of electronics,” Lee de Forest moved to San Francisco, where he would further develop his technology. His invention overcame many of the problems of range and quality of arc transmitters. During the 1930s, Eitel-McCullough and Litton Industries emerged as the major producers of power tubes and, later, microwave tubes. These electrical components had become the basis of radar systems, in addition to their use in radio communications (Lecuyer, 2006). Frederick Terman – a central actor in the nurturing of Silicon Valley, about whom we say more shortly – was close friends with Charles Litton, Sr. and developed a program at Stanford University in vacuum tube engineering. Terman hired Litton to teach courses about vacuum tube making, while Litton supported the program by donating $1,100 to Stanford’s electrical engineering department. Terman also financed two of his students – David Packard and William Hewlett – to start up their own firm.

During his time at Stanford, as a professor and then as the dean of engineering, Terman pioneered three major institutional changes in academia. First, he encouraged Stanford to create the Stanford Research Institute (today renamed SRI International), whose purpose was “to pursue science for practical purposes [which] might not be fully compatible internally with the traditional roles of the university” (Saxenian, 1884:23). However, the first attempt to create the institute occurred in August 1945 in Los Angeles, when Maurice Nelles, Morlan A. Visel, and Ernest L. Black of Lockheed proposed creating it under the name Pacific Research Foundation. A second attempt was made by Henry T. Heald, then president of the Illinois Institute of Technology. In 1945, Heald wrote a report recommending the establishment of a research institute on the West Coast in close association with Stanford University, with an initial grant of $500,000 (15 million today), but the idea was not implemented. The third and successful attempt was made by Terman at Stanford, creating the SRI.

-- The Rise and Fall of Urban Economies: Lessons from San Francisco and Los Angeles, by Michael Storper, Thomas Kemeny, Naji Makarem, Taner Osman

The trustees of Stanford University voted to create the organization in 1946. It was structured so that its goals were aligned with the charter of the university—to advance scientific knowledge and to benefit the public at large, not just the students of Stanford University.[10] The trustees were named as the corporation's general members, and elected SRI's directors (later known as presidents); if the organization were dissolved, its assets would return to Stanford University.[12]

Research chemist William F. Talbot became the first director of the institute.[12] Stanford University president Donald Tresidder instructed Talbot to avoid work that would conflict with the interests of the university, particularly federal contracts that might attract political pressure.[12] The drive to find work and the lack of support from Stanford faculty caused the new research institute to violate this directive six months later through the pursuit of a contract with the Office of Naval Research.[13] This and other issues, including frustration with Tresidder's micromanagement of the new organization, caused Talbot to repeatedly offer his resignation, which Tresidder eventually accepted.[14] Talbot was replaced by Jesse Hobson, who had previously led the Armour Research Foundation, but the pursuit of contract work remained.[15]

Implementing the Reforms

Shortly after returning from his visit to Harvard, Tresidder began to implement the reforms that he and others had been discussing over the past few years. Between 1944 and 1946 he attempted to elaborate an administrative structure, to create institutes and other organizations to attract industrial patronage, and to reorient particular university departments to serve better the interests of regional industry, particularly the aeronautics, electronics, and oil companies. While his ideas were already well formulated, Tresidder could not have succeeded in making these changes without the assistance of a few faculty members who, for various reasons, were also highly desirous of change. They supported the premise underlying Tresidder’s proposed reforms: that the tradition of departmental autonomy and disciplinary distinctions should be undermined.

Tresidder’s first act was to create a new administrative post, that of vice president for academic affairs, in early 1944. Prior to this, there had been no administrative position intermediate between the deans and the university’s president. Tresidder chose for the new position Alvin Eurich, an assistant professor of education who had attended the pre-war meeting in Yosemite and, during the war, had been in charge of administering the navy’s testing program. The choice momentarily disappointed Lewis Terman, who wrote dismissively to his son, “I think his [Eurich’s] I.Q. is about 120 or 125 … However, he seems to function a little above his I.Q. level.”20 But Eurich and Tresidder shared Terman’s interest in improving the efficiency of the university. They were soon promulgating rules intended both to rationalize university operations and to govern faculty members’ use of their time. Faculty members were required to notify the administration and fill out a form if they planned to be absent from the campus; department chairpersons were required to use preprinted forms, rather than letters, to communicate with the administration.21

Eurich and Tresidder also began considering ways to reorganize research within the university and to develop industrial patronage. While acting as an advisor to the navy during the war, Eurich had met the president of the Illinois Institute of Technology, Henry T. Heald. The institute’s professors conducted a large amount of research that was sponsored by industry through the institute-affiliated Armour Research Foundation. At Eurich’s encouragement, Tresidder visited Heald and came away impressed. Armour, he learned, had $1.6 million in industry-financed projects in 1944 and a total of $2.5 million worth of research projects, all financed outside the Illinois Institute’s budget. Stanford, in contrast, had a research fund of $835 in 1944; the total expenditure for research in the 1943-44 academic year, including research sponsored by the government and industry, was a mere $333,558. To Tresidder, creating a research institute similar to Armour offered a way to meet several of his administration’s goals – expanding research opportunities, resolving Stanford’s financial problems, and providing service to industry. An institute would “pay for itself many times over,” Tresidder believed, “because it’s easier to sell to industry, and is more efficient” than a university.22

A similar plan for creating an industrial research institute had been proposed in the late 1930s at Stanford by chemistry chair Robert Swain, and Tresidder soon involved Swain and Philip Leighton, another chemist, as well as wealthy alumni and regional businessmen, in the planning of the institute. Particularly influential was Atholl McBean, a wealthy industrialist and member of the board of Standard Oil of California. He promised to raise funds to create the institute provided that Tresidder appoint his friend William Talbot, the technical director of the Sun Chemical Corporation, as the institute’s director. McBean also wanted Stanford’s board of trustees to provide a low-interest loan of $1 million to get the institute started. The creation of the Stanford Research Institute was approved in February 1946 by Stanford’s board of trustees. Tresidder envisioned the new institution as a division of the university that would devote itself to industrial research and turn over to Stanford a portion of its profits as well as provide research opportunities for Stanford faculty members.23

At the same time that Tresidder began exploring ways to organize industry-sponsored research, he also began to encourage some departments in the university to develop contacts with industry, asking the heads of departments to produce specific plans for soliciting industrial support. The initial results disappointed Tresidder. As he complained to trustee Paul Edwards in the spring of 1944, a large number of faculty members were not interested in industrial patronage; those that were had produced plans that were “so hazy as to be almost valueless.”24

Tresidder was particularly concerned about the plans of Stanford’s aeronautical engineers. The airplane manufacturing industry had expanded tremendously during the war as a result of federal investment and military demand, and as William Durand, a Stanford engineer who had worked for the NACA during the war, had pointed out, most travel would be done by air after the war. Tresidder initially suggested that Stanford’s aeronautical engineers should develop further their connections with the NACA, proposing that the department seek use of the NACA’s Ames Laboratory, located in the nearby town of Sunnyvale. But Durand strongly opposed the suggestion, pointing out that the Ames Laboratory did research for the military and private industry and insisting that the research and facilities of the aeronautical engineers should remain “under the immediate and sole control of the Department” at Stanford.25

The aeronautical engineers wanted unrestricted funds to expand their department’s research facilities and support research of their own choosing. They thus proposed soliciting five major aircraft companies for donations of $100,000 each. The department planned to use the money to modernize its wind tunnel and provide fellowships for students; in turn, the aircraft companies would gain a pool of well-trained engineers as potential employees. To Elliott Reid, the author of the proposal, drawing on industrial support in this way was preferable to doing commercial testing for fees, as the engineers had been doing since 1940. Even so, the proposal, which promised the aircraft companies first use of the department’s facilities, signified to him that the engineers were being “sold into bondage.”26

To Tresidder, who agreed that the department should turn to industry for financial support, the engineers’ proposal was “immature and inadequate.” It represented the same mistaken idea that had been embodied in Hoover’s National Research Fund in the 1920s – that industrial firms would provide money for research on the faith that research was the basis of industrial advancement, rather than with the guarantee that they would receive something for their money. Only by promising to undertake research of specific interest to aircraft companies and presenting them with estimated costs and clear objectives could the engineers hope to attract financial support from the industry, Tresidder insisted. Although the engineers stressed to Tresidder that they preferred to work on general questions related to airplane structures rather than on problems specified by industrial patrons, they agreed to modify their proposal to include a list of proposed projects with the specified costs attached.27

Tresidder, Davis, Terman, and others had also determined that Stanford should enhance its contacts with the oil industry and develop strengths in all fields related to the industry’s interests. With this in mind, Tresidder turned his attention in late 1944 to Stanford’s geology department. Headed by Eliot Blackwelder, the department had downplayed the practical applications of geological research and training that the oil industry considered purely “academic and impractical.”28 In the fall of 1944 Blackwelder had indicated an interest in retiring; to Tresidder, this was an opportunity to reorient the department’s interests.

Tresidder made it immediately clear to Blackwelder that he hoped the department would choose a professor of petroleum geology as its next chairperson. Blackwelder, who had studied and published widely on the origin and evolution of landforms in the United States and China, assured the president that he had no opposition to appointing a petroleum geologist. He did point out, however, that if the department appointed a petroleum geologist, a field previously unrepresented, Blackwelder’s own field of geomorphology would be neglected. Such a decision was an important one – it would influence the complexion of the department for many years. For the sake of department morale, the decision should be made only after discussions with all of the department’s members, Blackwelder stressed to Tresidder. And since so many of them were away on war assignments, Blackwelder urged Tresidder to postpone selection of a new chairperson until after the war.29 Blackwelder was interested in maintaining a departmental tradition of consulting the faculty about decisions affecting the fate of the department. But Tresidder, like Davis, was eager to make changes at Stanford while many of the university’s faculty members were away. As Davis had shrewdly noted, at the end of the war there would be a “tendency to revert to the old status”; if the university were to be transformed, the war was “the ideal time” to act.30

Moreover, Tresidder already knew whom he wanted as head of the department – Arville Levorsen. Levorsen was not an academic geologist and had never taught before; he was the chief geologist for the Tidewater Oil Company in Tulsa, Oklahoma, and an independent oil operator who was known for his work in the science of finding oil. His name had been suggested to Tresidder by one of Stanford’s geologists, Aaron C. Waters, who was working for the U.S. Geological Survey during the war. Extremely ambitious, Waters hoped that after the war he and Levorsen could build a strong program in petroleum geology at Stanford. Levorsen would attract money from the oil industry; Waters hoped to interest the State Department in funding a program to teach petroleum geology to South American students. Waters warned Tresidder that because of Levorsen’s interests and his lack of teaching experience, the geology department might be “undersold” on having him as department chairperson. But he encouraged Tresidder not to be dissuaded by opposition. Members of the oil industry had “been sniping at [Stanford’s] department and criticizing it” for years because the department was “truly deficient in the one field of most interest to these men, namely petroleum geology,” Waters complained. Hiring Levorsen would correct this deficiency. Moreover, there would be a direct “payoff”; Levorsen was well known to the oil industry and Stanford could expect industrial patronage.31

To make certain that this would indeed be the result, Tresidder contacted Stanford alumni in the oil industry. According to Harold Hoots of Richfield Oil, they were “highly enthusiastic” about Levorsen. Hoots, a friend of Levorsen, arranged a meeting between Levorsen and representatives of the oil industry in California to assure him that they wanted him to take the job at Stanford. Levorsen accepted Tresidder’s offer. To ensure further the development of good relations between the department and the oil industry, Tresidder advised Levorsen to outline a program for Stanford’s geology department and send it to members of the oil industry for comments. “If you folks think best, it might be well to revise [the program] or change it,” Levorsen wrote accommodatingly to California oilman L.L. Aubert.32 Upon hearing of Levorsen’s appointment, Waters, who was more interested in his own career than in the procedural details of the proposed appointment, was elated. Before Tresidder became president, “I would have labeled this program ‘castles in the air,’” he wrote, but the new administration was proving admirably decisive.33

Frederick Terms was also pleased by the appointment of Levorsen. It was, in his view, “a real start toward solving one of our major problems.” Terms had just accepted Tresidder’s offer of the deanship of Stanford’s school of engineering, succeeding Samuel Morris, who had resigned from the position in late 1944 to assume the directorship of the Los Angeles Municipal Water and Power Company. Ambitious and full of plans, Terman now had an opportunity both to advance his career at Stanford and to implement the reforms that he, Davis, and Tresidder had discussed.34

Terman’s appointment was not received with unanimous enthusiasm by Stanford’s engineers, who met to discuss the appointment and then offered Tresidder their reservations. Terman, they warned, was difficult to get along with and was “impatient of others’ opinions, and set in his own,” according to the acting chairperson of the civil engineering department, who reported the group’s opinion. More important, many of the faculty members believed that Terman was too narrow in his interests to be an effective dean. His expertise was in a subfield of electrical engineering; a dean, they argued, needed to be familiar with several engineering fields if he were to guide the school and play an important role in appointments and promotions.35 But it was, in part, this narrowness that made Terman an appealing candidate for the deanship. Tresidder knew well that Terman was interested in building a strong program at Stanford in communications and radio engineering that would have close ties to the electronics industry, and Tresidder wanted him as dean precisely for this reason. The members of the engineering school, however, worried that Terman was interested only in developing a particular facet of engineering and was dismissive of other engineering traditions. Some feared that the school’s tradition of breadth of coverage would be lost with Terman as dean.

Their concern was apt. Terman was soon making clear to the acting chair of the electrical engineering department, Hugh Skilling, the particular focus his administration of the engineering school would have. Terman was planning to hire the former director of research for Caterpillar Tractor to fill a new position with responsibility for developing and managing the engineering school’s contacts with industry. The job would involve developing industrial patronage as well as “steering our younger people … into fields which are going to have a big rather than a small future,” he explained.36 The interests of industry were, of course, playing a large role in determining what fields would have a “big” rather than a “small” future.

Fields that were “big,” in Terman’s mind, were those that were of interest to expanding industries and that were perceived as having contributed significantly to the development of war technologies. Electronics was one such field; it would be “big” after the war primarily because the electronics industry would rapidly exploit for commercial purposes the technologies that had been developed during the war. One field with a “small” future, Terman had already made clear, was illumination. This was an area of “rather limited opportunities,” Terman had indicated in early 1941 to President Wilbur, recommending that two professors in his department be let go. Firing them would be “disagreeable, messy, and not entirely in accord with usual traditions of academic tenure,” Terman admitted, but he rationalized that the university could get “more for its money” with other professors.37 Wilbur did not take Terman’s advice, but some in the school of engineering may well have feared that with Terman as dean, similar attempts would be made to give preference to some engineering work and to deemphasize or even eliminate other kinds.

By early 1945, then, Tresidder had placed new people at the head of two divisions within the university in the belief that they would draw engineering and geology firmly toward cooperation with industrial concerns interested in sponsoring academic research. He also hoped that the university’s aeronautical engineers would develop strong ties to the aeronautics industry. In addition, Tresidder wanted to effect changes in Stanford’s physics department. Terman and Davis had convinced him that research related to microwaves was a field that, like its allied field, electronics, was sure to have a “big” future after the war. The physicists involved in work on the klystron had succeeded in attracting substantial industrial patronage in the late 1930s; Tresidder was eager to renew the department’s ties to industry after the war.

So were some, but not all, of Stanford’s physicists. The suggestion that Stanford creative a microwave laboratory and solicit support from industrial patrons stirred considerable controversy among the physicists and between some physicists and the Tresidder administration. The physicists debated not only whether industry was an appropriate patron but also how patronage and new institutional forms might affect the role of the academic scientist and alter academic traditions. These concerns were not singular to the physics department but were very much related to the broader transformation being wrought at Stanford and other universities at the end of World War II. In the disputes over the microwave laboratory, it is possible to see clearly what was being lost and what others hoped to gain by establishing new institutions, eroding the tradition of departmental autonomy, and developing new forms of patronage.

-- Creating the Cold War University: The Transformation of Stanford, by Rebecca S. Lowen

Early history


SRI participant Paul Magill discussing the smog on Black Friday in Los Angeles at the first National Air Pollution Symposium in 1949

SRI's first research project investigated whether the guayule plant could be used as a source of natural rubber.[16] During World War II, rubber was imported into the U.S. and was subject to shortages and strict rationing.[16] From 1942 to 1946, the United States Department of Agriculture (USDA) supported a project to create a domestic source of natural rubber. Once the war ended, the United States Congress cut funding for the program; in response, the Office of Naval Research created a grant for the project to continue at SRI, and the USDA staff on the project worked through SRI until Congress reauthorized funding in 1947.[16]

SRI's first economic study was for the United States Air Force. In 1947, the Air Force wanted to determine the expansion potential of the U.S. aircraft industry; SRI found that it would take too long to escalate production in an emergency.[17] In 1948, SRI began research and consultation with Chevron Corporation to develop an artificial substitute for tallow and coconut oil in soap production; SRI's investigation confirmed the potential of dodecylbenzene as a suitable replacement. Later, Procter & Gamble used the substance as the basis for Tide laundry detergent.[18]

The institute performed much of the early research on air pollution and the formation of ozone in the lower atmosphere.[19] SRI sponsored the First National Air Pollution Symposium in Pasadena, California, in November 1949.[19] Experts gave presentations on pollution research, exchanged ideas and techniques, and stimulated interest in the field. The event was attended by 400 scientists, business executives, and civic leaders from the U.S.[19] SRI co-sponsored subsequent events on the subject.[20]


The ERMA system, which uses magnetic ink character recognition to process checks, was one of SRI's earliest developments.

In April 1953, Walt and Roy Disney hired SRI (and in particular, Harrison Price) to consult on their proposal for establishing an amusement park in Burbank, California.[21] SRI provided information on location, attendance patterns, and economic feasibility. SRI selected a larger site in Anaheim, prepared reports about operation, and provided on-site administrative support for Disneyland and acted in an advisory role as the park expanded.[21][22][23] In 1955, SRI was commissioned to select a site and provide design suggestions for the John F. Kennedy Center for the Performing Arts.[24]

In 1952, the Technicolor Corporation contracted with SRI to develop a near-instantaneous, electro-optical alternative to the manual process of timing during film copying.[25] In 1959, the Academy of Motion Picture Arts and Sciences presented the Scientific and Engineering Award jointly to SRI and Technicolor for their work on the design and development of the Technicolor electronic printing timer which greatly benefited the motion picture industry.[26] In 1954, Southern Pacific asked SRI to investigate ways of reducing damage during rail freight shipments by mitigating shock to railroad box cars. This investigation led to William K. MacCurdy's development of the Hydra-Cushion technology, which remains standard today.[27][28]

In the 1950s, SRI worked under the direction of the Bank of America to develop ERMA (Electronic Recording Machine, Accounting) and magnetic ink character recognition (MICR). The ERMA project was led by computer scientist Jerre Noe, who was at the time SRI's assistant director of engineering.[29] As of 2011, MICR remains the industry standard in automated check processing.[30][31][32]

Rapid expansion


The first prototype of a computer mouse, as designed by Bill English

Douglas Engelbart, the founder of SRI's Augmentation Research Center (ARC), was the primary force behind the design and development of the multi-user oN-Line System (or NLS), featuring original versions of modern computer-human interface elements including bit-mapped displays, collaboration software, hypertext, and precursors to the graphical user interface such as the computer mouse.[33] As a pioneer of human-computer interaction, Engelbart is arguably SRI's most notable alumnus. He was awarded the National Medal of Technology and Innovation in 2000.[34]

Bill English, then chief engineer at ARC, built the first prototype of a computer mouse from Engelbart's design in 1964.[35][36] SRI also developed inkjet printing (1961) and optical disc recording (1963).[37] Liquid-crystal display (LCD) technology was developed at RCA Laboratories in the 1960s, which later became Sarnoff Corporation in 1988, a wholly owned subsidiary of SRI. Sarnoff was fully integrated into SRI in 2011.[38]

In the early 1960s, Hewitt Crane and his colleagues developed the world's first all-magnetic digital computer,[39] based upon extensions to magnetic core memories. The technology was licensed to AMP Inc., who then used it to build specialized computers for controlling tracks in the New York City Subway and on railroad switching yards.[40]

In 1966, SRI's Artificial Intelligence Center began working on "Shakey the robot", the first mobile robot to reason about its actions.[41] Equipped with a television camera, a triangulating rangefinder, and bump sensors, Shakey used software for perception, world-modeling, and acting. The project ended in 1972.[42] SRI's Artificial Intelligence Center marked its 45th anniversary in 2011.


The Packet Radio Van, developed by Don Cone, was the site of the first three-way internetworked transmission.

On October 29, 1969, the first connection on a wide area network to use packet switching, ARPANET, was established between nodes at Leonard Kleinrock's laboratory at University of California, Los Angeles (UCLA) and Douglas Engelbart's laboratory at SRI using Interface Message Processors at both sites.[43][44] The following year, Engelbart's laboratory installed the first TENEX system outside of BBN where it was developed. In addition to SRI and UCLA, University of California, Santa Barbara and the University of Utah were part of the original four network nodes. By December 5, 1969, the entire four-node network was connected. In the 1970s, SRI developed packet-switched radio (a precursor to wireless networking),[45] over-the-horizon radar,[46][47] Deafnet,[48][49] vacuum microelectronics, and software-implemented fault tolerance.

This first true Internet transmission occurred on November 22, 1977, when SRI originated the first connection between three disparate networks. Data flowed seamlessly through the mobile Packet Radio Van between SRI in Menlo Park, California and the University of Southern California in Los Angeles via London, England, across three types of networks: packet radio, satellite, and the ARPANET.[50] In 2007, the Computer History Museum presented a 30th anniversary celebration of this demonstration, which included several participants from the 1977 event.[51] SRI would go on to run the Network Information Center under the leadership of Jake Feinler.[52]

Split and diversification

The Vietnam War (1955–1975) was an important issue on college campuses across the United States in the 1960s and 1970s. As a belated response to Vietnam War protesters who believed that funding from the Defense Advanced Research Projects Agency (DARPA) made the university part of the military–industrial complex,[53] the Stanford Research Institute split from Stanford University in 1970. The organization subsequently changed its name from the Stanford Research Institute to SRI International in 1977.[1][54][55]


Aerial image of SRI's Menlo Park campus

In 1972, physicists Harold E. Puthoff and Russell Targ undertook a series of investigations of psychic phenomena sponsored by the CIA, for which they coined the term remote viewing.[56][57][58] Among other activities, the project encompassed the work of consulting "consciousness researchers" including artist/writer Ingo Swann, military intelligence officer Joseph McMoneagle, and psychic/illusionist Uri Geller.[59] This ESP work continued with funding from the US intelligence community until Puthoff and Targ left SRI in the mid-1980s.[60][61] For more information, see Parapsychology research at SRI.

Social scientist and consumer futurist Arnold Mitchell created the Values, Attitudes and Lifestyles (VALS) psychographic methodology in the late 1970s to explain changing U.S. values and lifestyles.[62] VALS was formally inaugurated as an SRI product in 1978 and was called "one of the ten top market research breakthroughs of the 1980s" by Advertising Age magazine.[63]

Throughout the 1980s, SRI developed Zylon,[64] stealth technologies, improvements to ultrasound imaging,[26] two-dimensional laser fluorescence imaging,[65] and many-sorted logic. In computing and software, SRI developed a multimedia electronic mail system, a theory of non-interference in computer security, a multilevel secure (MLS) relational database system called Seaview,[65] LaTeX,[66] Open Agent Architecture (OAA), a network intrusion detection system, the Maude system, a declarative software language, and PacketHop, a peer-to-peer wireless technology to create scalable ad hoc networks.[67] SRI's research in network intrusion detection led to the patent infringement case SRI International, Inc. v. Internet Security Systems, Inc.[68] The AI center's robotics research led to Shakey's successor, Flakey the robot, which focused on fuzzy logic.[69][70]

In 1986, SRI.com became the 8th registered ".com" domain.[71] The Artificial Intelligence Center developed the Procedural Reasoning System (PRS) in the late 1980s and into the early 1990s. PRS launched the field of BDI-based intelligent agents.[72] In the 1990s, SRI developed a letter sorting system for the United States Postal Service and several education and economic studies.[73]

Military-related technologies developed by SRI in the 1990s and 2000s include ground- and foliage-penetrating radar, the INCON and REDDE command and control system for the U.S. military,[74] and IGRS (integrated GPS radio system)—an advanced military personnel and vehicle tracking system. To train armored combat units during battle exercises, SRI developed the Deployable Force-on-Force Instrumented Range System (DFIRST), which uses GPS satellites, high-speed wireless communications, and digital terrain map displays.[75]

SRI created the Centibots in 2003, one of the first and largest teams of coordinated, autonomous mobile robots that explore, map, and survey unknown environments.[76][77][78][79] It also created BotHunter, a free utility for Unix, which detects botnet activity within a network.[80][81]

[admin]

Part 2 of 2


The IraqComm system

With DARPA-funded research, SRI contributed to the development of speech recognition and translation products[82][83] and was an active participant in DARPA's Global Autonomous Language Exploitation (GALE) program.[83] SRI developed DynaSpeak speech recognition technology which was used in the handheld VoxTec Phraselator, allowing U.S. soldiers overseas to communicate with local citizens in near real time.[84] SRI also created translation software for use in the IraqComm, a device which allows two-way, speech-to-speech machine translation between English and colloquial Iraqi Arabic.[85]

In medicine and chemistry, SRI developed dry-powder drugs,[86] laser photocoagulation (a treatment for some eye maladies),[87] remote surgery (also known as telerobotic surgery), bio-agent detection using upconverting phosphor technology, the experimental anticancer drugs Tirapazamine and TAS-108, ammonium dinitramide (an environmentally benign oxidizer for safe and cost-effective disposal of hazardous materials), the electroactive polymer ("artificial muscle"), new uses for diamagnetic levitation, and the antimalarial drug Halofantrine.[26][88]

SRI performed a study in the 1990s for Whirlpool Corporation that led to modern self-cleaning ovens.[89] In the 2000s, SRI worked on Pathway Tools software for use in bioinformatics and systems biology to accelerate drug discovery using artificial intelligence and symbolic computing techniques.[90] The software system generates the BioCyc database collection, SRI's growing collection of genomic databases used by biologists to visualize genes within a chromosome, complete biochemical pathways, and full metabolic maps of organisms.[91]

Early 21st century

SRI researchers made the first observation of visible light emitted by oxygen atoms in the night-side airglow of Venus, offering new insight into the planet's atmosphere.[92][93][94] SRI education researchers conducted the first national evaluation of the growing U.S. charter schools movement. For the World Golf Foundation, SRI compiled the first-ever estimate of the overall scope of the U.S. golf industry's goods and services ($62 billion in 2000), providing a framework for monitoring the long-term growth of the industry.[95][96] In April 2000, SRI formed Atomic Tangerine, an independent consulting firm designed to bring new technologies and services to market.[97]


A building on SRI International's campus

In 2006, SRI was awarded a $56.9 million contract with the National Institute of Allergy and Infectious Diseases to provide preclinical services for the development of drugs and antibodies for anti-infective treatments for avian influenza, SARS, West Nile virus and hepatitis.[98] Also in 2006, SRI selected St. Petersburg, Florida, as the site for a new marine technology research facility targeted at ocean science, the maritime industry and port security; the facility is a collaboration with the University of South Florida College of Marine Science and its Center for Ocean Technology.[99][100][101] That facility created a new method for underwater mass spectrometry, which has been used to conduct "advanced underwater chemical surveys in oil and gas exploration and production, ocean resource monitoring and protection, and water treatment and management" and was licensed to Spyglass Technologies in March 2014.[102]

In December 2007, SRI launched a spin-off company, Siri Inc., which Apple acquired in April 2010.[103] In October 2011, Apple announced the Siri personal assistant as an integrated feature of the Apple iPhone 4S.[104] Siri's technology was born from SRI's work on the DARPA-funded CALO project, described by SRI as the largest artificial intelligence project ever launched.[105] Siri was co-founded in December 2007 by Dag Kittlaus (CEO), Adam Cheyer (vice president, engineering), and Tom Gruber (CTO/vice president, design), together with Norman Winarsky (vice president of SRI Ventures). Investors included Menlo Ventures and Morgenthaler Ventures.[106]

For the National Science Foundation (NSF), SRI operates the advanced modular incoherent scatter radar (AMISR), a novel relocatable atmospheric research facility.[107] Other SRI-operated research facilities for the NSF include the Arecibo Observatory in Puerto Rico and the Sondrestrom Upper Atmospheric Research Facility in Greenland. In May 2011, SRI was awarded a $42 million contract to operate the Arecibo Observatory from October 1, 2011 to September 30, 2016.[108] The institute also manages the Hat Creek Radio Observatory in Northern California, home of the Allen Telescope Array.[109]

In February 2014, SRI announced a "photonics-based testing technology called FASTcell" for the detection and characterization of rare circulating tumor cells from blood samples. The test is aimed at cancer-specific biomarkers for breast, lung, prostate, colorectal and leukemia cancers that circulate in the blood stream in minute quantities, potentially diagnosing those conditions earlier.[110][111]

In September 2018, NSF announced that SRI International will be rewarded $4.4 million to establish the backbone organization of a national network.[112]

Description


SRI awards by source[113]

Employees and financials

As of February 2015, SRI employs approximately 2,100 people.[1] In 2014, SRI had about $540 million in revenue.[1] In 2013, the United States Department of Defense consisted of 63% of awards by value; the remainder was composed of the National Institutes of Health (11%); businesses and industry (8%); other United States agencies (6%); the National Science Foundation (6%); the United States Department of Education (4%); and foundations (2%).[113]

As of February 2015, approximately 4,000 patents have been granted to SRI International and its employees.[7]

Facilities

SRI is primarily based on a 63-acre (0.25 km2; 0.10 sq mi) campus located in Menlo Park, California, which is considered part of Silicon Valley. This campus encompasses 1,300,000 square feet (120,000 m2) of office and lab space.[114] In addition, SRI has a 254-acre (1.028 km2; 0.397 sq mi) campus in Princeton, New Jersey, with 600,000 square feet (56,000 m2) of research space. There are also offices in Washington, D.C., and Tokyo, Japan. In total, SRI has 2,300,000 square feet (210,000 m2) of office and laboratory space.[114]

Organization

SRI International is organized into seven units (generally referred to as divisions) that focus on specific subject areas.[115]

Name / Research area / Reference

Advanced Technology and Systems / SRI's largest organizational unit manages complex projects for government and commercial clients in areas such as chemistry, physics, and materials science; geospace studies and space and marine technology; surveillance and remote sensing; applied optics and secure circuits; and robotics, medical devices, and nanotechnology. / [116]

Biosciences / SRI Biosciences works with academic, commercial, foundation, and government clients and partners to bring new medicines to market through basic research, pharmaceutical discovery, pre-clinical development, and clinical translation. SRI has helped move more than 100 drugs into clinical trials. / [117][118]

Education / SRI Education works with government officials, private foundations, and commercial clients to provide research-based analysis and evaluation of programs to identify trends, understand outcomes, and guide public policy and practice. Focus areas include early learning, educational technology, social and emotional learning, teacher quality assessments, college and career readiness, and large-scale surveys. / [119]

Global Partnerships / It comprises three groups: the Center for Science, Technology, and Economic Development, the Center for Innovation Leadership, the Energy Center, and a team focused on R&D programs for international clients. / [120]

Information and Computing Sciences / For its government and commercial clients, this division conducts R&D activities to understand the computational principles underlying intelligence in humans and machines, and to create computer-based systems that solve problems. ICS is organized into four laboratories, one of which is SRI's Artificial Intelligence Center. The division focuses on artificial intelligence, speech recognition, natural language processing, bioinformatics, and computer security. / [121]

Mission Solutions / Mission Solutions performs technology and services in support U.S. government-deployed systems. The division focuses on information operations, navigation and survivability systems, and systems and signal technology. / [122]

Products and Solutions / This SRI division transitions R&D technology into products for its government and commercial clients. It maintains a portfolio that includes biometric identification systems, real-time video processing systems, integrated video and sensor exploitation solutions, and video test tools. / [123]

Staff members and alumni

Main article: List of SRI International people


William A. Jeffrey


Douglas Engelbart

SRI has had a chief executive of some form since its establishment. Prior to the split with Stanford University, the position was known as the director; after the split, it is known as the company's president and CEO. SRI has had nine so far, including William F. Talbot (1946–1947),[15] Jesse E. Hobson (1947–1955),[124] E. Finley Carter (1956–1963),[125] Charles Anderson (1968–1979),[126] William F. Miller (1979–1990),[127] James J. Tietjen (1990–1993),[128] William P. Sommers (1993–1998)[129] Curtis Carlson (1998–2014)[130] and most recently, William A. Jeffrey (2014–present).[131]

SRI also has a board of directors since its inception, which has served to both guide and provide opportunities for the organization. The current board of directors includes Samuel Armacost (Chairman of the Board Emeritus), Mariann Byerwalter (chairman), William A. Jeffrey, Charles A. Holloway (vice chairman), Vern Clark, Robert L. Joss, Leslie F. Kenne, Henry Kressel, David Liddle, Philip J. Quigley, Wendell Wierenga and John J. Young, Jr.[132]

Its notable researchers include Elmer Robinson (meteorologist), co-author of the 1968 SRI report to the American Petroleum Institute (API) on the risks of fossil fuel burning to the global climate.[133] Many notable researchers were involved with the Augmentation Research Center. These include Douglas Engelbart, the developer of the modern GUI;[134] William English, the inventor of the mouse;[135] Jeff Rulifson, the primary developer of the NLS;[136] Elizabeth J. Feinler, who ran the Network Information Center;[137] and David Maynard, who would help found Electronic Arts.[138]

The Artificial Intelligence Center has also produced a large number of notable alumni, many of whom contributed to Shakey the robot;[139] these include project manager Charles Rosen[140] as well as Nils Nilsson,[141] Bertram Raphael,[139] Richard O. Duda,[142] Peter E. Hart,[142] Richard Fikes[143] and Richard Waldinger.[144] AI researcher Gary Hendrix went on to found Symantec.[145][146] Current Yahoo! President and CEO Marissa Mayer performed a research internship in the Center in the 1990s.[147] The CALO project (and its spin-off, Siri) also produced notable names including C. Raymond Perrault and Adam Cheyer.[148][149]

Several SRI projects produced notable researchers and engineers long before computing was mainstream. Early employee Paul M. Cook founded Raychem.[150] William K. MacCurdy developed the Hydra-Cushion freight car for Southern Pacific in 1954;[27] Hewitt Crane and Jerre Noe were instrumental in the development of Electronic Recording Machine, Accounting;[40] Harrison Price helped The Walt Disney Company design Disneyland;[22] James C. Bliss developed the Optacon;[151] and Robert Weitbrecht invented the first telecommunications device for the deaf.[152][153]

Spin-off companies

Main article: List of SRI International spin-offs


Intuitive Surgical's robotic surgery system, the da Vinci Surgical System

Working with investment and venture capital firms, SRI and its former employees have launched more than 60 spin-off ventures[154] in a wide range of fields, including Siri (acquired by Apple), Tempo AI (acquired by Salesforce.com), Redwood Robotics (acquired by Google), Desti (acquired by HERE), Grabit, Kasisto, Artificial Muscle, Inc. (acquired by Bayer MaterialScience), Nuance Communications, Intuitive Surgical, Ravenswood Solutions, and Orchid Cellmark.[4][155][156]

Former SRI staff members have also established new companies. In engineering and analysis, for example, notable companies formed by SRI alumni include Weitbrecht Communications,[157] Exponent and Raychem.[156] Companies in the area of legal, policy and business analysis include Fair Isaac Corporation, Global Business Network and Institute for the Future.[156]

Research in computing and computer science-related areas led to the development of many companies, including Symantec, the Australian Artificial Intelligence Institute, E-Trade, and Verbatim Corporation. Wireless technologies spawned Firetide and venture capital firm enVia Partners.[156] Health systems research inspired Telesensory Systems.[156][158]

See also

• San Francisco Bay Area portal

References

Notes

1. "About Us". SRI International. Retrieved 2015-09-01.
2. "Products and Solutions: Technologies for License". SRI International. Retrieved 2013-07-01.
3. "Products and Solutions". SRI International. Retrieved 2014-05-17.
4. "SRI Ventures". SRI International. Retrieved 2013-07-01.
5. "SRI International Completes Integration of Sarnoff Corporation" (Press release). SRI International. 2011-01-01. Retrieved 2002-07-01.
6. "SRI International". SRI International. Retrieved 2012-07-01.
7. "About Us". SRI International. 2014-10-20. Retrieved 2015-02-05.
8. Nielson, p. 1-1
9. Nielson, p. B-1
10. Nielson, p. B-2
11. Thomas, Ryland; Williamson, Samuel H. (2019). "What Was the U.S. GDP Then?". MeasuringWorth. Retrieved April 6, 2019. United States Gross Domestic Product deflator figures follow the Measuring Worth series.
12. Nielson, p. B-3
13. Nielson, p. B-4
14. Gibson, SRI: The Founding Years, pp. 111-112
15. Lowen, Rebecca (July–August 1997). "Exploiting a Wonderful Opportunity". Stanford Magazine. Stanford Alumni Association. Retrieved 2012-09-23.
16. Gibson, SRI: The Founding Years, pp. 98-99
17. Gibson, SRI: The Founding Years, p. 108
18. "Tide". SRI International. Archived from the original on 2006-11-30. Retrieved 2012-07-01.
19. Nielson, pp. 9-18 - 9-21
20. Gibson, Weldon B. (1986). SRI: The Take-Off Days. Los Altos, California: Stanford Research Institute. pp. 48, 55, 149, 168, 181. ISBN 978-0-86576-103-2.
21. Nielson, pp. 14-17 - 14-20
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25. McLaughlin, p. 39
26. McLaughlin, p. 40
27. Nielson, pp. 6-1 - 6-3
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29. Nielson, p. 2-8
30. Nielson, p. 2-1
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72. Myers, Karen L. "PRS-CL: A Procedural Reasoning System". SRI International. Retrieved 2012-07-15.
73. "SRI Technology At Core of New U.S. Postal Service Letter Sorting System". 1997-09-03. Archived from the original on 2011-04-20. Retrieved 2012-07-15.
74. "INCON". United States Patent and Trademark Office. Retrieved 2012-09-23.
75. "Deployable Force-on-Force Instrumented Range System". SRI International. Archived from the original on 2012-02-11. Retrieved 2012-04-15.
76. "Centibots: The 100 Robots Project". Artificial Intelligence Center. Retrieved 2012-07-15.
77. "Centibots: The 100 Robots Project". University of Washington Computer Science & Engineering: Robotics and State Estimation Lab. Archived from the original on 2013-02-01. Retrieved 2012-07-15.
78. Ackerman, Elise (2004-01-15). "Centibot army drills for action for the military". The Baltimore Sun. Retrieved 2012-07-15.
79. Delio, Michelle (2003-08-04). "LinuxWorld Opens Hunting Season". Wired. Retrieved 2012-07-15.
80. "BotHunter aims to find bots for free". http://www.securityfocus.com.
81. "About BotHunter". http://www.bothunter.net.
82. DARPA, p. 99
83. Anderson, Nate (2006-11-09). "Defense Department funds massive speech recognition and translation program". Ars Technica. Retrieved 2012-07-01.
84. Mieszkowski, Katharine (2003-04-07). "How do you say "regime change" in Arabic?". Salon. p. 2. Retrieved 2012-07-01.
85. Piquepaille, Roland (2006-06-04). "IraqComm computer cracks language barriers". ZDNet. Retrieved 2012-04-15.
86. "SRI International Licenses Drug Formulation Process to Dura Pharmaceuticals". SRI International. 1997-07-01. Archived from the original on 2011-04-20. Retrieved 2012-07-15.
87. US 3703176
88. Nielson, pp. 10-3 - 10-5
89. Nielson, p. 11-1
90. "Pathway Tools Information Site". SRI International. Retrieved 2012-07-15.
91. "BioCyc". SRI International. Retrieved 2012-07-15.
92. "SRI International Makes First Observation of Atomic Oxygen Emission in the Night Airglow of Venus" (Press release). SRI International. 2001-01-18. Archived from the original on 2011-07-20. Retrieved 2012-05-06.
93. "SRI International Celebrates 50 Years of Molecular Physics Discoveries" (Press release). SRI International. 2006-08-06. Retrieved 2013-07-10.
94. "Discovery of the Atomic Oxygen Green Line in the Venus Night Airglow". Science. 2001-01-19. Retrieved 2012-05-06.
95. "Golf 20/20 Overview". World Golf Foundation. Retrieved 2012-05-06.
96. "U.S. Golf Economy Measures $62 Billion, Says New Report By SRI International for the World Golf Foundation's Golf 20/20 Initiative" (Press release). SRI International. 2002-11-14. Archived from the original on 2011-07-20. Retrieved 2012-05-06.
97. "SRI International Launches Spin-Off Company AtomicTangerine, The First Venture Consulting Firm to Target E-business". SRI International. 2000-04-19. Archived from the original on 2011-07-20. Retrieved 2012-04-01.
98. Lauerman, John (2006-11-07). "SRI Wins U.S. Contract to Develop Drugs for Bird Flu". Bloomberg. Retrieved 2012-04-15.
99. "SRI International Selects St. Petersburg, Florida for New Marine Technology R&D Facility" (Press release). SRI International. 2006-11-30. Retrieved 2013-07-10.
100. "City Breaks Ground on SRI International's St. Petersburg Facility" (Press release). SRI International. 2008-10-30. Retrieved 2012-07-01.
101. "SRI Opens New Research Facility at the Port of St. Petersburg". Florida Technology Journal. 2010-01-11. Archived from the original on 2012-07-12. Retrieved 2012-05-06.
102. "Spyglass Technologies Receives Exclusive License to Commercialize SRI International's Underwater Mass Spectrometer" (Press release). SRI International. 2014-03-19. Retrieved 2014-03-24.
103. Hay, Timothy (2010-04-28). "Apple Moves Deeper Into Voice-Activated Search With Siri Buy". Wall Street Journal. Retrieved 2011-11-12.
104. "Apple's Siri voice assistant based on extensive research". CNN. 2011-10-04. Retrieved 2011-11-12.
105. "Siri Launches Virtual Personal Assistant for iPhone 3GS" (Press release). SRI International. 2010-02-05. Retrieved 2012-07-01.
106. Lardinois, Frederic (2008-10-13). "Semantic Stealth Startup Siri Raises $8.5 Million". Readwriteweb.com. Archived from the original on 2011-10-18. Retrieved 2011-10-05.
107. "Advanced Modular Incoherent Scatter Radar". SRI International. Retrieved 2012-07-15.
108. "SRI International Selected by the National Science Foundation to Manage Arecibo Observatory"(Press release). SRI International. 2011-06-02. Retrieved 2012-07-01.
109. Robert Sanders (April 13, 2012). "UC Berkeley passes management of Allen Telescope Array to SRI". UC Berkeley NewsCenter. Retrieved 29 December 2012.
110. "SRI International launches FASTcell cancer cell screening system". Optics. 2014-02-26. Retrieved 2014-03-24.
111. Barclay, Rachel (2014-02-28). "Novel Blood Test Can Find One Cancer Cell Among Millions". HealthlineNews. Healthline. Retrieved 2014-03-24.
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113. "SRI Fact Sheet" (PDF). SRI International. March 2014. Retrieved 2014-05-17.
114. "Specialized Facilities". SRI International. Retrieved 2012-07-01.
115. "Our Organization". SRI International. Retrieved 2015-08-17.
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118. Potera, Carol (2008-08-01). "SRI Boasts Abilities in Early- and Late-Stage R&D". Genetic Engineering & Biotechnology News. Company Updates. 28 (14). Mary Ann Liebert. p. 18. ISSN 1937-8661. Retrieved 2014-05-17.
119. "SRI Education". SRI International. Retrieved 2015-08-17.
120. "Global Partnerships". SRI International. Retrieved 2015-08-17.
121. "Information and Computing Sciences". SRI International. Retrieved 2015-08-17.
122. "Mission Solutions Division". SRI International. Retrieved 2015-08-17.
123. "Products and Solutions". SRI International. Retrieved 2015-08-17.
124. "Alumni Hall of Fame: Previous Years: J. E. Hobson". SRI International. Retrieved 2012-07-01.
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131. "Our People: William Jeffrey". SRI International. Retrieved 2014-10-02.
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133. "The Oil Industry Was Warned About Climate Change in 1968". Vice News. 15 April 2016. Retrieved 16 March 2018.
134. "The Demo". Science and Technology in the Making: MouseSite. Stanford University. Retrieved 2012-04-01.
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138. David Maynard at MobyGames
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143. Fikes, Richard E (April 1971). "Monitored Execution of Robot Plans Produced by STRIPS" (PDF). SRI International. Retrieved 2012-04-01.
144. "Dr. Richard J. Waldinger". Artificial Intelligence Center. Retrieved 2012-04-01.
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148. "International Joint Conferences on Artificial Intelligence Honors SRI's Raymond Perrault with Donald E. Walker Distinguished Service Award". SRI International. 2011-07-18. Retrieved 2012-07-01.
149. Boran, Marie (2011-11-16). "iRobot". The Irish Times. Retrieved 2012-04-01.
150. Bohning, James J. (2 April 1992). Paul M. Cook, Transcript of an Interview Conducted by James J. Bohning at San Carlos, California on 2 April 1992 (PDF). Philadelphia, PA: Chemical Heritage Foundation.
151. Bliss, James C. (June 1966). "Contributors". IEEE Transactions on Human Factors in Electronics. Retrieved June 11, 2010.
152. "Robert H. Weitbrecht". Deaf Scientist Corner. Texas Women's University. Retrieved 2012-03-25.
153. Hevesi, Dennis (2009-08-22). "James Marsters, Deaf Inventor, Dies at 85". The New York Times. Retrieved 2012-03-25.
154. "SRI Ventures". SRI International. Retrieved 2015-07-08.
155. "Alphabetical List". SRI International. Retrieved 2015-07-08.
156. Nielson, p. F1-F4
157. Lang, Harry G (2000). A phone of our own: the deaf insurrection against Ma Bell. Washington, D.C.: Gallaudet University Press. ISBN 978-1-56368-090-8.
158. "Ventures: Biotech/Medical". SRI International. Retrieved 2012-07-01.

Works cited

• Nielson, Donald (2006). A Heritage of Innovation: SRI's First Half Century. Menlo Park, California: SRI International. ISBN 978-0-9745208-1-0.
• Gibson, Weldon B. (1980). SRI: The Founding Years. Los Altos, California: Stanford Research Institute. ISBN 978-0-913232-80-4.
• McLaughlin, John R.; Weimers, Leigh A.; Winslow, Wardell V. (2008). Silicon Valley: 110 Year Renaissance. Palo Alto, California: Santa Clara Valley Historical Association. ISBN 978-0-9649217-4-0.
• DARPA: 50 Years of Bridging The Gap. DARPA. 2008. Archived from the original on 2011-05-06.
Further reading[edit]
SRI history[edit]
• Carlson, Curtis R.; Wilmot, William W. (2006). Innovation: The Five Disciplines for Creating What Customers Want. New York: Crown Publishing Group. ISBN 978-0-307-33669-9.
• Lento, Thomas V (2006). Inventing the Future: 60 Years of Innovation at Sarnoff. Princeton, New Jersey: Sarnoff Corporation. ISBN 978-0-9785463-0-4.
• Gibson, Weldon B. (1986). SRI: The Take-Off Days. Los Altos, California: Stanford Research Institute. ISBN 978-0-86576-103-2.
Specific topics[edit]
• Crane, Hewitt; Kinderman, Edwin; Malhotra, Ripudaman (June 2010). A Cubic Mile of Oil. Oxford, New York: Oxford University Press USA. ISBN 978-0-19-532554-6.
• Markoff, John (2005). What the Dormouse Said: How the 60s Counterculture Shaped the Personal Computer Industry. New York: Viking Adult. ISBN 978-0-670-03382-9.
• Hafner, Katie (1996). Where Wizards Stay Up Late: The Origins of the Internet (with Matthew Lyon). New York: Simon & Schuster. ISBN 978-0-684-83267-8.
• Bowden, Mark (2011). WORM: The First Digital World War [about the Conficker computer worm]. New York: Atlantic Monthly Press. ISBN 978-0-8021-1983-4.

External links

• SRI International website

[admin]

William F. Talbot
by Wikipedia
Accessed: 9/19/19

NOTICE: THIS WORK MAY BE PROTECTED BY COPYRIGHT

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William F. Talbot: Born Loup City, Nebraska, October 29, 1904 [to Nicholas Louis Talbot (Father), and Mary Ella 'Nellie' Fletcher (Mother)] [Children: Charles, Michael and Nicholas (Michael and Nicholas born in England)]
Died November 1967 (aged 63)
Nationality American
Alma mater State University of Iowa
Scientific career
Institutions DuPont, Sun Chemical, Office of Strategic Services, Stanford Research Institute, Rubberset Company, Bristol Myers

William Fletcher "Bill" Talbot (October 29, 1903 – November 1967) was a research chemist and the founding director of SRI International, a position he held from 1946 to 1947.[1][2]

Early life and education

Born in Loup City, Nebraska in 1903,[3] Talbot received M.S. and Ph.D. degrees from the State University of Iowa.[4]

Career

Initially a teacher, Talbot joined E. I. du Pont as a research chemist.

Talbot Gets Appointment

William F. Talbot, research assistant of chemistry, has received an appointment with the Dupont company, and will work at the experimental station in Wilmington, Del. He will begin his new duties Sept. 1, 1929.

He was then a research chemist for A. D. Little.[4] He was later the technical director of the Sun Chemical Company (formerly the General Printing Ink Company) and president of its Fine Chemicals Division. While on leave from Sun in 1944, he was the assistant director of research and development for the Office of Strategic Services.[4] During his career, he developed melamine resin, a type of plastic used for molding and casting. Talbot held several patents.[4]

Unofficially appointed in September 1946 and officially appointed in January 1947, he was SRI International's first director.[4] He helped establish the organization and set its early priorities. Due to a dispute with Stanford University president Donald Tresidder, he offered his resignation and reluctantly left SRI in December 1947. Talbot believed SRI should seek contracts from governmental organizations (and be what is now considered a defense contractor); Tressider believed the organization should be independent from government interference.[2]

Social Events: Janet Woolbert, William Talbot Wed Last Night

Janet Woolbert, daughter of Prof. and Mrs. C.H. Woolbert, 716 N. Van Buren street, was married at the home of the bride’s parents last night to William F. Talbot.

Twenty-five guests witnessed the ceremony, which was read by the Rev. Harry Sherman Longley of the Episcopal church. Vows were spoken before a background of lighted tapers, surmounted by green leaves.

Miss Woolbert was attended by Alice Wood of Urbana, Ill, Robert G. Woolbert of Cambridge, Mass., a brother of the bridge, attended Mr. Talbot. Louise, Eunice, Frances, and Dorothy Gale, small daughters of Mr. Nell Gale of Rockford, Ill., were the flower girls. They stretched an aisle of ribbons and flowers through the room for the bridal couple to pass through.

The bride wore an ivory satin dress made with basque waist and bouffant skirt with an uneven hemline,l finished in deep lace. The costume was completed with a long veil of white tulle and white satin slippers with rhinestone buckles. She carried a bouquet of Ophelia roses.

Miss Wood was attired in a gown of pale pink moiré satin, pink satin slippers, and carried a bouquet of pale pink roses.

At 8 p.m. Margaret Schumacher of Urbana, Ill., began the nuptial music by playing Lohengrin’s “Bridal March.” Miss Woolbert, attended only by Miss Wood entered, and was met at the altar by the bridegroom, accompanied by Mr. Woolbert.

The double ring ceremony was used.

The bride attended the University of Illinois for one year and the University of Iowa for the last two years. She is a member of Delta Gamma sorority. Mr. Talbot received his undergraduate work at Hastings college. He was awarded his M.S. degree at the University of Iowa and is studying for a Ph.D. At present he is a research assistant in organic chemistry. He is a member of Alpha Chi Sigma, Phi Lambda Upsilon, Pi Kappa Delta and Sigma XI.

Out of town guests at the wedding were Miss Wood, Mr. and Mrs. G. M. Wood and Miss Schumacher of Urbana, Ill.; Mr. and Mrs. David Rifior, Mrs. L.W. Brewer and George Woolbert of Ottawa, Ill.; Neil Gale and daughters and Janette Gale of Rockford, Ill.; Elizabeth Fatherson, of Clarion; Catherin St. Clair of Marshalltown; Miss Marie Armil, and Betty Spencer, of Davenport, and Florence Ferman, of Cedar Rapids.

Immediately following the ceremony there was a reception. Marion Ketelson, Ruth Bywater, Jeanne Doran, and Betty Baxter, all of Iowa City acted as assistant hostesses.

The couple left after the reception for a wedding trip to Cass Lake in Minnesota. The new home will be made Sept. 15 at 311 N. Capitol street.

-- Social Events: Janet Woolbert, William Talbot Wed Last Night, by The Daily Iowan, August 29, 1928

Talbot went on to work for the Rubberset Company ...

Talbot is Vice-President of Firm

Newark, N.J., Feb. 9 (Special to Sherman County Times) – Dr. William F. Talbot, a 1920 graduate of the Loup City high school, has been elected vice-president of the Rubberset Company here – an internationally known manufacturer of paint brushes, paint rollers, and shaving brushes.

Dr. Talbot is a native of Sherman county. His parents were Dr. Nicholas L. and Mary Talbot, pioneers of the county. He attended Hastings College, and after graduating there undertook advanced study in chemistry at the State University of Iowa, where he received the degree of Doctor of Philosophy in 1929. Dr. Talbot’s sisters, Mrs. A. Daddow and the late Mrs. P.G. Paige, were long-time residents of Sherman county.

Dr. Talbot has been active in various phases of the chemical industry and has published numerous technical articles. He holds a number of patents and is the inventor of the Melamine plastics that are widely used for molding of electrical insulation and other articles such as tableware.

Dr. Talbot has also been active in military affairs. During World War II he served as a consultant to the Office of Strategic Services and for a time was assistant director of the research and development branch of that organization. Just prior to joining the Rubberset Company early in 1952, Dr. Talbot served the Chemical Corps of the army as principal civilian scientist at Dugway Proving Ground, Tooele, Utah, where he was in charge of a group of 300 scientists engaged in large scale field testing of chemical, bacteriological, and radiological weapons.

At the Rubberset Company, Dr. Talbot is in charge of the plastic products division located at Salisbury, Md., and directs the research and development program of the company.

-- Talbot is Vice-President of Firm, by Sherman County Times, Feb. 9, 1953

and later on for Bristol Myers. He died in 1967.[4]

References

1. Nielson, Donald (2006). A Heritage of Innovation: SRI's First Half Century. SRI International. ISBN 978-0-9745208-1-0.
2. Lowen, Rebecca (July–August 1997). "Exploiting a Wonderful Opportunity". Stanford Magazine. Stanford Alumni Association. Retrieved 2011-12-27.
3. [1]
4. Gibson, Weldon B (1980). SRI: The Founding Years. Stanford Research Institute. ISBN 0-913232-80-7.

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Litton Industries
by Wikipedia
Accessed: 9/19/19

NOTICE: THIS WORK MAY BE PROTECTED BY COPYRIGHT

YOU ARE REQUIRED TO READ THE COPYRIGHT NOTICE AT THIS LINK BEFORE YOU READ THE FOLLOWING WORK, THAT IS AVAILABLE SOLELY FOR PRIVATE STUDY, SCHOLARSHIP OR RESEARCH PURSUANT TO 17 U.S.C. SECTION 107 AND 108. IN THE EVENT THAT THE LIBRARY DETERMINES THAT UNLAWFUL COPYING OF THIS WORK HAS OCCURRED, THE LIBRARY HAS THE RIGHT TO BLOCK THE I.P. ADDRESS AT WHICH THE UNLAWFUL COPYING APPEARED TO HAVE OCCURRED. THANK YOU FOR RESPECTING THE RIGHTS OF COPYRIGHT OWNERS.

Litton Industries
Litton logo at time of Northrop-Grumman merger in 2001.
Litton B1-A Advanced Extra-Vehicular Suit, Litton Industries, 1969 - Kennedy Space Center - Cape Canaveral, Florida - DSC02895.jpg
Industry Defense
Fate Acquired by Northrop Grumman
Successor Northrop Grumman
Founded 1953
Defunct 2001
Headquarters Milwaukee, Wisconsin, U.S.
Website http://www.littoncorp.com/litton-industries.asp Edit this on Wikidata

Litton Industries was a large defense contractor in the United States named after inventor Charles Litton, Sr..

During the 1960s, the company began acquiring many unrelated firms and became one of the largest conglomerates in the United States. At its peak, in addition to many defense related companies, it also owned both Royal Typewriters and Adler, Moffat major appliances, Stouffer's frozen foods, and various office equipment and furniture companies.

Like many conglomerates, the company suffered significant declines in the 1970s, selling off many of its unrelated brands and had largely returned to its defense roots by the 1980s. The company continued to shrink after the ending of the cold war and by the late 1990s was a corporate takeover target. The company was purchased by Northrop Grumman in 2001.

Northrop Grumman Corporation (NYSE: NOC) is an American global aerospace and defense technology company. With over 85,000 employees[4] and an annual revenue in excess of $30 billion, it is one of the world's largest weapons manufacturers and military technology providers.[5][6][7][2] The firm ranks number 118 on the 2018 Fortune 500 list of America's largest corporations.[8]

Northrop Grumman and its industry partners have won the Collier Trophy eight times, most recently for developing the X-47B, the first-ever unmanned, autonomous air system operating from an aircraft carrier.[9] In 2004, Scaled Composites, a subsidiary of Northrop Grumman, won the Collier Trophy for the SpaceShipOne which was successful developed for the first privately financed, built, and flown space vehicle.[9] Northrop Grumman currently leads the development of B-21 Raider, a long-range, stealth strategic bomber capable of delivering conventional and thermonuclear weapons; it will replace Northrop's own B-2 Spirit, the only known stealth bomber in the world.

-- Northrop Grumman, by Wikipedia

History

Litton started in 1953 as an electronics company building navigation, communications and electronic warfare equipment. They diversified and became a much bigger business, with major shipyards, and manufacturing microwave ovens.

In the early 1990s, Litton Industries split into separate military and commercial companies. The US$2 billion commercial business, which included Litton's oilfield services, business and automated assembly line operations, was named Western Atlas, Inc.

The early "li" logo was designed by Robert Miles Runyan, but was modified in 1986 by designer Gregory Thomas after a worldwide comprehensive study and analysis of the corporate identity. For much of the early 1980s and 90s, "li SWEDA" and "li COLE" were commonly found on product goods but it was modified to bring emphasis to the parent company, whose name was little known.

In 1998, Litton Industries bought TASC, Inc.. In 2000, TASC sold three stand-alone commercial operations: Adesso Software, WSI (Weather Services International) Corporation[1] and Emerge. In 2001, Northrop Grumman bought Litton Industries.

Divisions

• Litton Industries, Potentiometer Division, Mount Vernon, NY
• Litton Airtron, Morris Plains, NJ (microwave waveguide, subsystems and components, AMDL-Advanced Material Development Laboratories for solid state crystal and substrate material growth and marketing and Diamonair gems and jewelry... As a by-product of AMDL crystal material.
• Litton Airtron-SYNOPTICS (Synthetic Optics and Crystals). Airtron purchased Allied Chemicals crystal growth facility in Charlotte, NC and merged AMDL into that facility eventually becoming Northrop Grumman-Synoptics after NGC acquisition.
• Litton Guidance and Control Systems
• Litton Aero Products
• Litton Computer Services
• Litton Electron Devices → now L3 Technologies, Electron Devices: Torrance CA & Williamsport PA
• Litton Data Systems
• Litton Space Systems
• Litton Integrated Systems
• Litton Ship Systems
o Avondale Shipyards
o Ingalls Shipyards
•
Litton Marine Systems logo
Litton Automated Marine Systems (AMS)
o Sperry Marine
o C.Plath
o Load monitoring System for Spanish Product Carriers (IMP-16 based embedded system w/real-time monitoring and calculation of shear forces and bending moment for load officers)
o Decca Radar (formerly a division of Racal)
 Decca Navigator, a historical VLF navigation system
• Litton Systems Canada
• Litton Italia
• Litton Encoder
• Litton Network Access Systems
• Litton PRC
• LITEF (Litton Technische Werke Freiburg, Germany)
• TELDIX
• Litton Kester, a manufacturer of electronics grade solders, particularly the "eutectic" Sn63Pb37 alloy (lowest melting point of any purely tin-lead alloy)
• Litton Advanced Systems (formerly Litton Amecom)
• Litton Life Support Systems (formerly Bendix Instruments and Life Support Division) Davenport, Iowa
• Litton Datalog (formerly the New York Times Facsimile Company and the printer part of Monroe Calculator; merged into Amecom 1982)
• Litton Westrex (Formerly Western Electric, provider to the film industry of magnetic and photographic sound recording systems. Credits on nearly every Columbia, Fox, M-G-M, Paramount and Universal features, and several independents, including Quinn Martin. Developer of the 45-45 system of stereo phonograph recording, StereoDisk.)
• Litton Bionetics, Fort Detrick, Frederick, MD
• Western Atlas, a joint venture formed with Dresser Industries, including former Litton subsidiary Western Geophysical. Spun off in 1994.
• Litton Revenue Control Systems, formerly Taller and Cooper on Front Street in Brooklyn, manufacturer of highway toll ticket dispensing and reading machines.

Consumer and office products:

• Litton Cole (filing cabinets and office furniture)
• Litton Moffat (major appliances)
• Litton Sweda (cash registers)
• Litton Monroe (adding machines/calculators)
• Litton Royal (typewriters)
• Litton Adler (typewriters)
• Stouffer's (frozen food products, restaurants, and hotels; purchased in 1967, sold to Nestlé in 1973)[2]

See also

• Litton Industries bombing

References

1. aviation week, February 14, 2000
2. "Stouffer Corporation". Ohio History Central. Ohio Historical Society. Retrieved December 1, 2013.

Further reading

• Robert Sobel The Money Manias: The Eras of Great Speculation in America, 1770–1970 (1973) reprinted (2000).

External links

• Official website
• Northrop Grumman website
• LITTON Industries Alumni - LITTON Industries Alumni group on LinkedIn

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Arthur D. Little
by Wikipedia
Accessed: 9/20/19

NOTICE: THIS WORK MAY BE PROTECTED BY COPYRIGHT

YOU ARE REQUIRED TO READ THE COPYRIGHT NOTICE AT THIS LINK BEFORE YOU READ THE FOLLOWING WORK, THAT IS AVAILABLE SOLELY FOR PRIVATE STUDY, SCHOLARSHIP OR RESEARCH PURSUANT TO 17 U.S.C. SECTION 107 AND 108. IN THE EVENT THAT THE LIBRARY DETERMINES THAT UNLAWFUL COPYING OF THIS WORK HAS OCCURRED, THE LIBRARY HAS THE RIGHT TO BLOCK THE I.P. ADDRESS AT WHICH THE UNLAWFUL COPYING APPEARED TO HAVE OCCURRED. THANK YOU FOR RESPECTING THE RIGHTS OF COPYRIGHT OWNERS.

Arthur D. Little
Type: Incorporated partnership
Industry: Management consulting
Founded: 1886; 133 years ago
Founder: Arthur Dehon Little
Headquarters: Brussels, Belgium[1]
Number of locations: 38 offices[2]
Key people: Ignacio Garcia Alves, Global CEO
Products: Management consulting services
Number of employees: 1000 [3]
Website http://www.adlittle.com

Arthur D. Little is an international management consulting firm originally headquartered in Boston, Massachusetts, United States, and formally incorporated by that name in 1909[4] by Arthur Dehon Little, an MIT chemist who had discovered acetate. Arthur D. Little pioneered the concept of contracted professional services. The company played key roles in the development of business strategy, operations research, the word processor, the first synthetic penicillin, LexisNexis, SABRE and NASDAQ. Today the company is a multi-national management consulting firm operating as a partnership.

Early history


Arthur D. Little's eponymous founder


The Arthur D. Little Inc. building at 30 Memorial Drive in Cambridge, Massachusetts, near MIT, which opened in 1917.


Entrance to 30 Memorial Drive ADL building

The roots of the company were started in 1886 by Arthur Dehon Little, an MIT chemist, and co-worker Roger B. Griffin (Russell B. Griffin), another chemist and a graduate of the University of Vermont who had met when they both worked for Richmond Paper Company. Their new company, Little & Griffin, was located in Boston where MIT was also located. Griffin and Little prepared a manuscript for The Chemistry of Paper-making[5] which was for many years an authoritative text in the area. The book had not been entirely finished when Griffin was killed in a laboratory accident in 1893.[4]

Little, who had studied Chemistry at MIT, collaborated with MIT and William Hultz Walker of the MIT Chemistry department, forming a partnership, Little & Walker, which lasted from 1900 to 1905, while both MIT and Little's company were still located in Boston.[4] The partnership dissolved in 1905 when Walker dedicated all of his time to being in charge of the new Research Laboratory of Applied Chemistry at MIT.[4]

Little continued on his own and formally incorporated the company, Arthur D. Little (ADL), in 1909.[4] He conducted analytical studies, the precursor of the consulting studies for which the firm would later become famous. He also taught papermaking at MIT from 1893 to 1916.[6]

In 1917, the company, originally based at 103 Milk Street in Boston, moved to a building of its own, the Arthur D. Little Inc., Building, at 30 Memorial Drive on the Charles River next to the new campus of MIT, which had also relocated from Boston to Cambridge.[4][7] The building was added to the National Register of Historic Places in 1976. In November 1953, ADL opened a 40-acre site for its Acorn Park labs in west Cambridge, Massachusetts, about 6 miles (10 km) from MIT.[7] The new site took its name from the company motto - "Glandes Sparge Ut Quercus Crescant," translated as "Scatter Acorns That Oaks May Grow." [8] The Memorial Drive Trust, a tax-exempt retirement trust for the benefit of its employees, was set up.[9] From 1972 to 2001 ADL owned Cambridge Consultants Ltd in Cambridge UK and both companies forged close links.

Seminal Projects

As the pioneer firm in professional services, Arthur D. Little played a key role in numerous 20th-century business initiatives:

In 1911 ADL organized General Motors' first R&D lab,[10] leading to the formation of the firm's dedicated management consulting division, and the birth of the management consulting industry.[11]

In 1916 ADL was commissioned by the Canadian Pacific Railway to do a survey of Canada's natural resources.[10]

In 1921 the firm succeeded in using a bucket of sows' ears to make a silk purse.[10] This revolutionary achievement later became part of the Smithsonian Institute's collection.[12]

In 1968 ADL designed the NASDAQ stock exchange systems for London and Tokyo.[10]

In 1980, ADL produced the European Commission's first white paper on telecommunications deregulation, having completed the first worldwide telecommunications database on phones installed, markets, technical trends, services and regulatory information.[10] It also helped privatize British Rail, generally regarded as one of the most complex privatization exercises in the world.

The Altran Era

By 2001, Arthur D. Little reached its peak as a global consulting firm. However, a new management team mismanaged the company's core business and engaged in manipulation of the Memorial Drive Trust. The ADL Board of Trustees replaced this management team. However, the damage had been done, and Arthur D. Little filed Chapter 11 bankruptcy protection in 2002.[13] At an auction in 2002, Paris-based Altran Technologies bought the non-U.S. assets and brand name of Arthur D. Little.

Under Altran's ownership, Arthur D. Little operated primarily as a European-centric company initially, rebuilding and strengthening its core practices in oil and gas, telecommunications, automotive, manufacturing, and chemicals. Later ADL grew and expanded throughout Europe, the Middle East, and Asia and continued to be recognized for its expertise in areas combining aspects of technology, innovation, and strategy.

Refounding - Current Partnership Organization

A group of partners led a management buyout from the Altran group in 2011.[14] The MBO was completed on 30 December 2011 with the vast majority of ADL directors becoming partners and shareholders. A small number of principals, as well as the CFO and COO, are also shareholders. The firm is led by the elected Global CEO, Ignacio Garcia-Alves, who was also the leader of the MBO team.[15] Currently the firm operates with an elected board of directors and several elected committees - Compensation Committee, Partnership Committee, and an Audit Committee. Since the MBO, ADL opened new offices in Turkey, Oslo, Buenos Aires, Mexico City, Singapore, and Hong Kong. In addition, ADL recently re-established itself in the US market and has opened offices in Boston, Houston, New York, and San Francisco.[16]

Practice areas

Arthur D. Little is organized across a number of industry specialty groups including Automotive, Energy / Utilities / Chemicals, Telecommunication / Information / Media / Electronics (TIME), Consumer Goods & Retail, Healthcare & Life Sciences, Engineering / Manufacturing, Public Services, and Travel & Transportation.[17] Major service lines are in Strategy & Organization, Technology Innovation Management, Operations Management, and Risk/Safety.[18]

Rankings, Awards, and Recognitions

In 2019, Arthur D. Little is rated #10 and #11 in Vault's 2019 Consulting rankings for Europe[19] and Asia[20] respectively.

ADL recently re-established itself the US market and has been recognized by Forbes in 2016, 2017, and 2018 as one of "America's Best Management Consulting Firms" [21] and made its debut as #34 in Vault's 2017 North America Consulting rankings.[22]

On Vault's global rankings of key employment factors, ADL was ranked #7 for firm culture.[23] #9 for international opportunities,[24]

Publications

Books

• Guillebaud, David (2016). Disruption Denial: How Companies Are Ignoring What Is Staring Them in the Face. LID Publishing. ISBN 1910649775.
• Träm, Michael (2010). Innovate Your Company: Trends to Follow for a Competitive Advantage. Wiley. ISBN 9783527505227.
• Deneux, François; Rouach, Daniel; Louzoun, Steve (2010). Incubators of the World. Pearson. ISBN 2744064599.
• Scott-Morgan, Peter; Hoving, Erik (2001). The End of Change: How Your Company Can Sustain Growth and Innovation While Avoiding Change Fatigue. McGraw-Hill. ISBN 0071357009.
• Senge, Peter (1999). The Dance of Change: The Challenges to Sustaining Momentum in a Learning Organization. Crown Business. ISBN 0385493223.
• Deschamps, Jean-Philippe; Nayak, P. Ranganath (1995). Product Juggernauts: How Companies Mobilize to Generate a Stream of Market Winners. Boston: Harvard Business School Press. ISBN 0-87584-341-7. OCLC 31330407.
• Scott-Morgan, Peter (1994). The Unwritten Rules of the Game: Master Them, Shatter Them, and Break Through the Barriers to Organizational Change. McGraw-Hill. ISBN 0070570752.
• Jonash, Ronald; Sommerlatte, Tom (1994). The Innovation Premium: How Next Generation Companies Are Achieving Peak Performance And Profitability. Perseus Publishing. ISBN 978-0738203607.
• Nayak, P. Ranganath; Ketteringham, John M. (1994). Breakthroughs!. Pfeiffer. ISBN 0893842508.
• Roussel, Philip A.; Saad, Kamal N.; Erickson, Tamara J. (1991). Third Generation R & D: Managing the Link to Corporate Strategy. Boston: Harvard Business School Press. ISBN 0-87584-252-6. OCLC 22596604.

Studies and Viewpoints

Arthur D. Little publishes a number of regular global studies including:

• Twice a year, Arthur D. Little publishes its latest thinking on strategy, technology and innovation in its corporate magazine Prism.[25]
• The Annual Arthur D. Little - Exane BNP Paribas report[26] which has provided in-depth analysis of the telecoms sector since 2001

In addition, Arthur D. Little frequently publishes topical or industry-centric reports. Recent examples include:

• Media Flow of Funds 2017 : Consolidate, Diversity, or Perish,[27] which is the most recent in a multi-year study assessing the digital shifts in the content industry and the associated shifts in value along the industry ecosystem.
• Telecoms & Media Flagship Report 2017 : Major strategic choices ahead of TelCos: Reconfiguring for value[28] which assesses how digitalization will impact telecommunication operators' configuration.
• The Future of Urban Mobility Study (2014 version in cooperation with International Association of Public Transport)[29] which is a comprehensive global urban mobility benchmarking report
• The Global Innovation Excellence Study[30][31] which benchmarks innovation performance is published every 2–3 years and is in its 9th iteration
• Socioeconomic Effects of Broadband Speed [32]

Career education

In 1961, Arthur D. Little launched the first management education program to focus exclusively on training general managers from developing countries. Originally known as the Arthur D. Little Management Education Institute, this was a fully accredited academic institution with master's degree granting status.[33] In 1996, the Arthur D. Little School of Management formed a partnership with Boston College's Carroll School of Management in order to gain access to faculty and facilities.[34]
The Arthur D. Little School of Management became Hult International Business School in 2002, following a structural reorganization of Arthur D. Little Inc.

Controversy

In 1987, ADL claimed that sabotage was likely the cause of the Bhopal disaster, which resulted in the death of thousands.[35] ADL's investigation was funded by Union Carbide, the company that owned the chemical plant responsible for the chemical disaster.[36] Analysis by Arthur D. Little argues that the Negligence argument was impossible for several tangible reasons.[37]

In 2001, ADL wrote a Philip Morris-funded report saying that smoking can help Czech economy: Public Finance Balance of Smoking in the Czech Republic.

Notable current and former employees

Business

• Al Angrisani, Angrisani Turnarounds, LLC
• William J. J. Gordon and George M. Prince, creators of synectics.
• Bruce Henderson, founder of the Boston Consulting Group
• Charles Koch, chairman and chief executive officer, Koch Industries
• Royal Little, founder of Textron, Inc.
• H. Donald Wilson, first president of LexisNexis database

Politics and public service

• Merrill Cook, former member of the United States House of Representatives from Utah.
• Glen Fukushima, advisor to U.S. President Bill Clinton
• James M. Gavin, US Army Lieutenant General, World War II veteran, Commander of the 82nd Airborne Division, and later US Ambassador to France
• David Brown, Chief Executive IChemE (Institution of Chemical Engineers)[38]

Other

• Karl P. Stevenson, Arthur D. Little's president and chairman of the Ad Hoc Committee on Chemical and Biological Warfare that in 1950 expedited the creation of Camp Detrick's Special Operations Division that consolidated chemical and biological warfare projects in one location.[39]
• Winnett Boyd, engineer
• Fischer Black, economist who co-developed option pricing, which led to a Nobel Prize for his co-authors (the Nobel prize is not awarded posthumously)
• Philip Chapman, Australian-born American astronaut
• Peter Glaser, inventor of the Solar power satellite
• David Levy, inventor
• Pamela Low, developed the flavored coating for Cap'n Crunch cereal
• Donald Schön, academic
• Jack Treynor, economist
• Bernard Vonnegut, atmospheric scientist, and brother of Kurt Vonnegut

References

1. Arthur D. Little. "Arthur D. Little: Locations".
2. "Locations". Arthur D. Little. Retrieved August 17, 2018.
3. "About Us". Archived from the original on 2015-07-14. Retrieved 2012-02-13.
4. Scatter Acorns That Oaks May Grow: An Arthur D. Little Exhibit, Massachusetts Institute of Technology, The Institute Archives and Special Collections, 2009-08-25
5. Little, A.D.; Griffin, R.B., "The Chemistry of Paper-Making, together with the principles of general chemistry; a handbook for the student and manufacturer", New York : Howard Lockwood & Co., 1894.
6. Report: "On the Making of Silk Purses from Sows' Ears," 1921, Massachusetts Institute of Technology, The Institute Archives and Special Collections, 2009-08-25
7. Photographs: Early Days/30 Memorial Drive, Cambridge/Arthur D. Little/Acorn Park, Cambridge, Massachusetts Institute of Technology, The Institute Archives and Special Collections, 2010-03-18
8. "Arthur D. Little, Inc.: Exhibits: Institute Archives & Special Collections: MIT". libraries.mit.edu.
9. "COMPANY NEWS; Plenum Bidding for Arthur D. Little". 14 July 1987.
10. "ADL History Timeline" - ADL
11. "The Birth of Management Consulting - The MIT Campaign for a Better World".
12. "Report: "On the Making of Silk Purses from Sows' Ears," 1921" - ADL
13. Glater, Jonathan (2002-06-02). "Arthur D. Little Plans Bankruptcy Filing". NY Times. Retrieved 2012-07-26.
14. Altran website "The Group signed, on November 1st, 2011, a termsheet for an MBO concerning the disposal of Arthur D. Little due to be finalised by the year-end"
15. "Arthur D. Little announces the successful completion of its Management Buy-Out - Business Wire".
16. "Arthur D. Little Announces More Than 20 New Partners Through External Hiring and Promotions - Business Wire".
17. "Industries". Arthur D. Little. Archived from the original on August 2, 2017. Retrieved April 17,2017.
18. "Services". Arthur D. Little. Retrieved April 17, 2017.
19. "Best European consulting company to work for-Vault.com".
20. "Best Asian Consulting companies to work for-Vault.com".
21. "America's Best Management Consulting Firms".
22. "Best companies to work for-Vault.com".
23. "Best Asia Pacific companies to work for-Vault.com".
24. "Best companies to work for-Vault.com".
25. Prism is available from its website http://www.adlittle.com/prism-intro.html or free on demand from any of the corporate offices.
26. Arthur D. Little - Exane BNP Paribas report available from ADL website
27. Little, Arthur D. "Arthur D. Little - Publications: Viewpoints". http://www.adlittle.com.
28. Little, Arthur D. "Arthur D. Little - Publications: Viewpoints". http://www.adlittle.com.
29. Arthur D. Little - The Future of Urban Mobility 2.0 available from ADL website
30. "Arthur D. Little Study Says External Business Intelligence Boosts Innovation and Profits - The CIO Report - WSJ". WSJ.
31. ADL Global Innovation Excellence Study available from ADL website
32. "Socioeconomic Effects of Broadband Speed" (PDF). Ericsson. September 2013.
33. "Arthur D. Little, Inc.: Exhibits: Institute Archives & Special Collections: MIT". libraries.mit.edu.
34. "Arthur D. Little, Inc.: Exhibits: Institute Archives & Special Collections: MIT". libraries.mit.edu.
35. BBC. "Response: Union Carbide and Dow Chemical". BBC Website. Retrieved 28 February 2013.
36. Laymon, Brent. "Carbide Consultant Says Sabotage Caused Bhopal Tragedy". AP Report. Associated Press. Retrieved 28 February 2013.
37. Kalelkar AS, Little AD (1988). Investigation of Large-magnitude Incidents: Bhopal as a Case Study. London: Presented at the Institution of Chemical Engineers conference on preventing major chemical accidents.
38. "Archived copy". Archived from the original on 2007-09-27. Retrieved 2007-09-03.
39. A Terrible Mistake:The Murder of Frank Olson and the CIA’s Secret Cold War Experiments A Terrible Mistake:The Murder of Frank Olson and the CIA’s Secret Cold War Experiments - H.P. Albarelli - July 1, 2009 - ISBN 0-9777953-7-3
Further reading[edit]
• James Adams (1992). Bull's eye: the assassination and life of supergun inventor Gerald Bull. (Chapter Seven) Times Books.
• Eagar, Rick, “Who says it can't be done?” : A brief history of Arthur D. Little, PRISM magazine, 2006 (issue for the 120th anniversary of the company)
• Peter Herman (2006). Managing other people's business, but not our own. http://www.adlbook.com
• E. J. Kahn, Jr. (1986). The Problem Solvers. Little Brown.

External links

• Arthur D. Little official website
• Prism: Bi-Annual Thought Leadership Collection
• Of Silk Purses and Lead Balloons
• ICHEME official website
• Alumni Association
• The Original ADL Alumni Association
• ADL Chronicles Products and Inventions from the ADL Labs

[admin]

Donald Tresidder
by Wikipedia
Accessed: 9/20/19

NOTICE: THIS WORK MAY BE PROTECTED BY COPYRIGHT

YOU ARE REQUIRED TO READ THE COPYRIGHT NOTICE AT THIS LINK BEFORE YOU READ THE FOLLOWING WORK, THAT IS AVAILABLE SOLELY FOR PRIVATE STUDY, SCHOLARSHIP OR RESEARCH PURSUANT TO 17 U.S.C. SECTION 107 AND 108. IN THE EVENT THAT THE LIBRARY DETERMINES THAT UNLAWFUL COPYING OF THIS WORK HAS OCCURRED, THE LIBRARY HAS THE RIGHT TO BLOCK THE I.P. ADDRESS AT WHICH THE UNLAWFUL COPYING APPEARED TO HAVE OCCURRED. THANK YOU FOR RESPECTING THE RIGHTS OF COPYRIGHT OWNERS.

Donald Bertrand Tresidder
Donald Tresidder in front of the Ahwahnee Hotel, Yosemite National Park, California
4th President of Stanford University
In office: October 14, 1943 – January 28, 1948
Preceded by: Ray Lyman Wilbur
Succeeded by: Alvin C. Eurich (acting)
Personal details
Born: April 7, 1894, Tipton, Indiana
Died: January 28, 1948 (aged 53), New York City
Spouse(s): Mary Curry
Alma mater: Stanford University
Profession: Businessman

Donald Bertrand Tresidder (April 7, 1894 – January 28, 1948) was the fourth president of Stanford University, serving from 1943 until his sudden death in 1948. He also had a longtime association with Yosemite National Park.

Early life

Son of John Treloar Tresidder (from Cornwall), Tresidder was born in Tipton, Indiana.

Yosemite

At the age of 20 he took a trip with his sister to Southern California. However, the railroad tracks were washed out and they went to Yosemite Valley instead. There he met many Stanford faculty, who convinced him to enroll in Stanford University.[1]

On that visit to Yosemite, Tresidder also met his future wife Mary Curry, daughter of David and Jennie Curry, the owners of Camp Curry. Tresidder spent his summers working in Yosemite as a porter and other various odd jobs, and was briefly fired for taking his future wife rock climbing up the back side of Half Dome. They married June 17, 1920.

After graduating from Stanford he became president of Yosemite Park and Curry Company. During his tenure he presided over the construction of new roads, the Badger Pass Ski Area, and the Ahwahnee Hotel, built in 1927 and now a National Historic Landmark.[1]

For many years, Tresidder played the role of the Squire at the Bracebridge Dinner, a lavish Christmas feast which was held every Christmas Day at the Ahwahnee Hotel in Yosemite. His wife played the role of Lady Bracebridge. It was Tresidder who, in 1929, asked photographer Ansel Adams to take over as director of the Dinner, which Adams agreed to do.

Stanford

Tresidder later described himself on arrival at Stanford as an undergraduate: "a gangling youth from the Midwest, wearing a jacket with sleeves too short to cover his long arms, shambling nervously up Palm Drive carrying a battered suitcase. But each student he passed waved and spoke to him cheerfully. At last he encountered President (David Starr) Jordan. The president tipped his broadbrimmed hat, bowed and greeted the young man from Indiana. Tresidder never forgot that welcome."[1]

He earned his M.D. from Stanford Medical School in San Francisco; however, he never practiced medicine. While attending medical school he was a member of Phi Chi Medical Fraternity.[2]

While serving as president of the Yosemite concession, he was active as a Stanford supporter, raising funds and serving as co-chair of the 50th anniversary celebration. In 1942 he became president of the Stanford board of trustees. When Stanford president Ray Lyman Wilbur retired, he took over as president.

He served as president of Stanford from 1943 until 1948 and brought the school through the difficult years of World War II. He often said that his main job at Stanford was fundraising for the school. Tresidder set up a professional fundraising organization and streamlined administrative and accounting practices. He established a scholarship program and upgraded the music program to a full department. Tresidder also abolished the sorority system on campus in 1944, after female students voted to support the move, saying there was "serious disunity" between women who pledged sororities and women who lived in dormitories.[3]

Tresidder also helped establish the Stanford Research Institute. The organization's first director, William F. Talbot, was initially instructed by Tresidder to avoid work that would conflict with the university's interests, particularly federal contracts that might attract political pressure.[4] The drive to find work and the lack of support from Stanford University faculty caused the new research institute to violate this directive six months later through the pursuit of a contract with the Office of Naval Research.[4] As a result, Talbot was fired and replaced by Jesse Hobson, who had previously led the Armour Research Foundation, but the pursuit of contract work remained.[5]

Tresidder died of a heart attack at The St. Regis Hotel in New York City on January 28, 1948, while on University business.[6]

Recognition

• Tresidder Peak[7] in Yosemite National Park is named for him.
• The Tresidder Memorial Union[8] at Stanford University, dedicated in 1962, is named for him.
• The Tresidder Bollards[9], also at Stanford University, are named for him.
• The Ahwahnee Hotel in Yosemite has a Mary Curry Tresidder suite and an Underwood/Tresidder suite which incorporates the Tresidder Library.[10]

References

1. "Donald Tresidder: Stanford's Overlooked Treasure", by Edwin Kiester Jr., Stanford Historical Society, 1992
2. Cannon, Daniel H. (1989). The History of Phi Chi Medical Fraternity Inc. Centennial Edition 1889-1989. Phi Chi Quarterly Office.
3. Nielson, Donald (2006). A Heritage of Innovation: SRI's First Half Century. Menlo Park, California: SRI International. pp. B–3 – B–4. ISBN 978-0974520810.
5. Lowen, Rebecca (July–August 1997). "Exploiting a Wonderful Opportunity". Stanford Magazine. Stanford Alumni Association. Retrieved 2011-12-27.
6. "Donald Bertrand Tresidder". Stanford University. Archived from the original on 2012-02-04. Retrieved 2012-03-11.
7. U.S. Geological Survey Geographic Names Information System: Tresidder Peak
8. U.S. Geological Survey Geographic Names Information System: Tresidder Memorial Union
9. "Tresidder Bollards".
10. "Ahwahnee Hotel accommodations".

Further reading

• Edwin Kiester, Jr., Donald Tresidder: Stanford's Overlooked Treasure (Stanford Historical Society, 1992)
• Shirley Sargent, Yosemite’s Innkeepers (1975, 2000).

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Jesse E. Hobson
by Wikipedia
Accessed: 9/20/19

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Jesse E. Hobson
Born: May 2, 1911, Marshall, Indiana
Died: November 5, 1970 (aged 59), Seattle, Washington
Nationality American
Awards IEEE Fellow
Scientific career
Institutions SRI International
Armour Research Foundation

Jesse Edward Hobson (May 2, 1911 – November 5, 1970) was the director of SRI International from 1947 to 1955.[1][2][3] Prior to SRI, he was the director of the Armour Research Foundation.[4][5]

Early life and education

Hobson was born in Marshall, Indiana.[6] He received bachelor's and master's degrees in electrical engineering from Purdue University and a PhD in electrical engineering from the California Institute of Technology.[3] Hobson was also selected as a nationally outstanding engineer.[3]

Hobson married Jessie Eugertha Bell on March 26, 1939, and they had five children.[7]

Awards and memberships

Hobson was named an IEEE Fellow in 1948.[8]

References

1. Associated Press (1970-11-06). "DR.JESSE HOBSON, RESEARCHER, DIES; Former Head of Stanford Institute Was 59". The New York Times. Retrieved 2011-12-31.
2. Nielson, Donald (2006). A Heritage of Innovation: SRI's First Half Century. SRI International. pp. F1–4. ISBN 978-0-9745208-1-0.
3. Gillmor, C. Stewart (2004-09-22). Fred Terman at Stanford: building a discipline, a university, and Silicon Valley. Stanford University Press. pp. 291–293. Retrieved 2011-12-31.
4. "J. E. Hobson". SRI International. Retrieved 2013-06-13.
5. "Illinois Tech Announces New Agency for License of Armour Wire Recorder". Billboard. 1946-06-06. Retrieved 2011-12-31.
6. [1]
7. "Obituary: Jessie Eugertha Bell Hobson". The Powhatan County Historical Society. Retrieved 2011-12-31.
8. "Awards to Staff by Professional Societies". SRI International. Retrieved 2013-07-01.