Admiral Hyman Rickover was an entrepreneur, a fact I once explained this way:
Certainly entrepreneurial was the project to create the first nuclear submarine. Did it require assembling a hive of people having requisite talents, their efforts joined in a common aim? Yes, tens of thousands. Was the hive the result of a queen bee? Yes, Admiral Hyman Rickover was the enabling factor: the visionary, the nerve center, the project’s lifeblood. Anyone but him was replaceable.
Rickover called his method the orthodontic approach. “The application of continuous, steady pressure over the years to achieve eventual change” is how his colleague and biographer, Theodore Rockwell, explains it. Rickover brought it to bear against deterrents of technological complexity and tactics of political obstruction that tried to deny him access to sufficient funds and the best engineers. By selling Congress on the idea, he was able to recruit top people, winning them over with promises of interesting and important work, and with their respect for him as the project’s most toughly committed and aggressive worker, who put in the longest days. He set them to tackling unprecedented technical problems, compelling metallurgists to innovate new materials, and factories to produce them in quantities thought infeasible. And he instituted a model program of rigorous standards for selecting and training naval officers to operate the submarine. Eight years after the serious idea of it had first run in his head, the Nautilus put out to sea.
(Quoted from page 89 of The Life of the Creative Spirit, by H. Charles Romesburg. Xlibris, 2001)
For a brief biography of Admiral Hyman Rickover, click here. For images of or relating to Admiral Hyman Rickover, click here.
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