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John H. Patterson

A Review of "Pioneer in Industrial Welfare"

Published June 24, 2021
Discovering Great American Industrialists: Image of John H. Patterson, image of Samuel Crowther's book,
Samuel Crowther does a fabulous job capturing the essence of Mr. Patterson in this book. His skill carries over into his other biographies on a multitude of America's greatest twentieth-century industrialists: Harvey S. Firestone (Men and Rubber: The Story of Business), Henry Ford (My Life and Work, and Today and Tomorrow), and A. B. Farquhar (An Autobiography of A. B. Farquhar).

​My favorite quote of John H. Patterson from this book:


"Of course if you do not care for ideas that is another matter, and in such case it might not be a bad scheme to quit business and go bury yourself."
​A Review of "John H. Patterson: Pioneer in Industrial Welfare" by Samuel Crowther
  • Reviews of the Day: 1923
  • Selected Quotes from "John H. Patterson: Pioneer"
  • This Author’s Thoughts and Perceptions
Reviews of the Day: 1923
"There has just been published an intensely inspiring volume "John H. Patterson: Pioneer in Industrial Welfare." ... America would be a better country for wage-earners and for all of us if more employers were men and of the stamp of John H. Patterson."
B. C. Forbes, The Philadelphia Inquirer, January 24, 1924
Selected Quotes and Insights from "John H. Patterson: Pioneer"
An insight into Patterson's handling of top management.
"When we get to the point where all depends on one man, let's fire him." And that is exactly what he [Patterson] did, and that is one reason why the alumni of the National Cash Register Company have so generally made good, for he hardly ever took the trouble to fire a man who had not sufficient mental force and ability to work himself into a position of central authority. That is the reason he fired Henry Theobald, the president of the Toledo Scale Company; Jacob Oswald, president of the Roto-Speed Company; Colonel E. A. Deeds, Hugh Chalmers; Thomas J. Watson, president of the Computing-Tabulating-Recording Company; and so on through a long list. It will be noted that every one of these men—fired for getting too powerful—to a most unusual degree controlled the companies which they afterward founded or headed!
Inventor vs. Innovator
Mr. Patterson was an almost uncannily skilled adapter rather than an originator; the line between adapting and originating is hard to draw for he got suggestions from quarters where no other human being would have found them and then turned them in such fashion that no one else would have recognized the suggestion.
Stay ahead of your customers
"My idea of successful business is this: Fill not only every known want of your customers but also have in ready reserve that which you calculate they are going to need next year or the year after. That is, do not merely keep up with the market but preferably a few paces ahead in what you are actually offering and about a mile ahead in your reserve offerings. Every big success, individual or commercial, has followed that rule. The manufacturer who merely caters to his market is never a very big manufacturer."
But not too far ahead of them
" 'How far shall I keep ahead of the public?' If one goes too far ahead, the public will lose sight of him. That has been the  unhappy fate of many brilliant men. There is only one way that I know to determine the exact lead to be taken, and that is by thoroughly knowing the whole market and its trends. We devote a great deal of attention to finding out, not only what the public wants and what it may need, but also just how ready it is to absorb new ideas."
Picture of Advertisement for
And one of this editor's favorites
"Times have changed but human nature has not."
This Author's Thoughts and Perceptions
This book was released 18 months after the death of John H. Patterson. Samuel Crowther who also wrote biographies on Henry Ford, Harvey S. Firestone, and A. B. Farquhar did an amazing job in this book. It is a superlative work.
The most powerful single story in this biography by Samuel Crowther concerns one of John H. Patterson's greatest mistakes. There are some insights here, but the full story can be read by following the link to "The Art of the Restart."

​It is an amazing story of how a chief executive not only learned from a mistake, but changed his whole philosophy of how he treated his employees.
A mistake of monumental proportions
Image of an NCR 101: The Art of the Restart with a link to John H. Patterson's greatest mistake and learning experience.
NCR had just shipped its first large international export of cash registers to England. The necessary changes were made to transition the machines from counting dollars and cents to tracking pounds and pennies. They were to be an extraordinary overseas testament to the benefits of the cash register: reduce theft and provide business owners with more control over their cash.

​But the registers failed to add properly—a major failing in a high-powered adding machine. Overseas salesclerks were accused of theft and fired. Store owners lost control of their money, and because of poor workmanship, Patterson’s machines came home.

​With his usual flair for the dramatic, he amassed the useless machines in a pile and enclosed them within a locked, glass enclosure as a memorial “for all time.” 
It was a monument of junk dedicated to preventing another business failure. Then he moved his desk out onto the factory floor so he could see the problems for himself.

He fixed the problems, and it never happened again!

Cheers,

​- Pete

Return to the Industrialist Bibliography Home Page
© 2022 Peter E. Greulich. All Rights Reserved
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Information posted on this site recognizes the legal right of copyrighted material. The following material is considered in the public domain effective January 1, 2022: (1) works published in the United States prior to 1927, (2) works published in the United States after 1926 but before 1964 with a proper © copyright notice that were not renewed in their 28th year, and (3) works published in the United States before 1978 that have no © copyright notice, and (4) all unpublished works created over 120 years ago. Other documents used here that do not fit these criteria are used in good faith and a belief that such usage would withstand a test of fair use. Any concerns with the public domain or fair usage of material on this site will be removed until a discussion can resolve the matter with its permanent removal or republication. Just use the "Contact" menu item above or the "Contact Us" hyperlink provided here: [Contact Us]
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          • Authority and Power
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          • Individual Respect
          • Employee Paternalism
        • Eastman, George
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          • Watson Homestead
          • Golden Rule Businesses
        • Fighting Discrimination
      • Pre-World War II >
        • A Lost Dream of Peace
        • USO Camp Show Founder
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        • Selling War Bonds
        • Production Awards
        • Controlling Profits
        • Machine Records Units
        • Wartime Contributions
        • Widows & Orphans Fund
        • Declaring Human Rights
        • Supporting Home Morale
        • Employee Military Service
        • War's End & Reconversion
      • Post-World War II >
        • Endicott Memorial
        • Poughkeepsie Memorial
        • Rehiring WWII Veterans
      • A Pajama Party
      • A 1943 Tax Problem
      • The Story of "THINK"
      • A Gift of Retirement
      • Learning from Crises
      • IBM Employee Housing >
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      • Two Journalists "THINK"
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      • The Greatest Business Risk of the 20th Century
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