76 IEEE power & energy magazine january/february 2005
more as an inventive genius than as a
businessman. Some may know he was
granted more patents by the U.S.
Patent and Trademark Office than any
other person, 1,093 patents to be
exact. Fewer know that he also started
over 100 businesses and partnerships,
some of which survive to this day.
Edison is known around the world for
inventing a practical and commercially
successful incandescent electric
light bulb. However, Edison also
invented (or helped invent) entire
industries, including the electric,
music, motion picture, and battery
industries. We will look at how Edison
succeeded as an inventor primarily
because he was better than his competitors
at marshaling the forces and
institutions of business.
Myth Versus the Real
Thomas Edison
Myths about Edison abound, with one
of the most popular being that he was
a terrible businessman more likely to
hit a “lucky streak” than to intentionally
manage the innovation process.
Compounding this misconception, the
1940 film Edison, the Man, starring
Spencer Tracy, portrayed Edison as
uninterested in and confused by the
financial side of invention. Nothing
could be further from the truth. Edison
(see Figure 1) was keenly aware
of the economic considerations of his
inventions and could even be critical
of his contemporaries for ignoring
business realities.
Edison’s business story began
before he was a teenager and extended
almost until the day of his death. By
the age of 12, he had begun selling
newspapers and candy on the Grand
Trunk Railroad that connected Detroit
to his hometown of Port Huron,
Michigan. Apparently discontented
with selling other people’s newspapers,
he began printing his own publication,
The Weekly Herald, and selling
it on the train as well. At the same
time, he managed a vegetable stand
and transported some of the produce
to Detroit for resale where it brought a
higher price. Edison exhibited such
entrepreneurial ability throughout his
life, and it proved crucial to his many
achievements. We will sift through
Edison’s life and highlight a few of
the factors that contributed to his business
success. Put simply, Edison succeeded
more than other inventors of
his day primarily because he was a
better businessman.
Invention Is a
Commercial Process
Edison had little desire to become a
“business tycoon” and spend all his
time overseeing a sprawling industrial
empire. He preferred to remain in the
laboratory, and his true business was
the innovation of new products, at
which he was highly successful.
Although he was often involved in key
management decisions of the companies
established to capitalize on his
inventions, Edison saw his role primarily
as that of inventor. Furthermore,
the roots of his inventive practices can
be traced to the time he spent in the
emerging telegraph industry.
Edison began studying telegraphy
in the autumn of 1862, when he was
15 years old. Within a few years, he
had begun working for the Western
Union Company and inventing
improved telegraph equipment. In
1868, he settled in Boston and began
creating a name for himself within the
telegraph industry. Edison filed his
first telegraph patent in 1869 and by
1871 was referred to as “the best electro-
mechanician in the country” by
Western Union President William
Orton. Over the course of his life, Edison
would file only slightly fewer telegraph
patents (186 patents) than he
Blaine McCormick and Paul Israel
history
underrated entrepreneur
Thomas Edison’s overlooked business story
1540-7977/05/$20.00©2005 IEEE
figure 1. Thomas Edison in 1881 at
34 years of age. (Photo courtesy of
the Edison National Historic Site.)
january/february 2005 IEEE power & energy magazine
filed in the field of recorded sound
(199 patents). This is ironic given that
few people acknowledge Edison as a
major force in the early telegraph
industry. In part, this perception arises
from Edison’s role as a contract inventor
who relied on others to introduce
his inventions.
Edison’s life revolved almost solely
around the telegraph industry from his
introduction to telegraphy in 1862
until he conceived the idea for the
electric pen in June
1875. His work in the
telegraph industry contributed
greatly to his
entrepreneurial success
in other industries later
in his life. Furthermore,
Edison’s experience
in the telegraph
industry gave him a
deep well of business
experience from which
he could draw and
which other inventors
of his day lacked.
An important moment
in Edison’s life
accompanied the receipt
of his first patent
in 1869. The patent
was for an electric vote
recorder that allowed
members of legislative
bodies to tally votes
using electricity rather than through
the slow process of roll call. Edison
hoped to get some money for the
invention but was firmly rejected on
his first sales call to the Massachusetts
state legislature. He tried next to sell
the invention to the federal government
in Washington, DC, but was told,
“Young man, that is just what we do
not want.” The business-minded Edison
had overestimated the importance
of speed in the slow world of legislative
filibustering. On his way home,
Edison resolved never to invent anything
that did not have what he called
“commercial demand.”
For the most part, this proved to be
a highly successful strategy ensuring
that Edison’s goal was not just invention
but innovation. During the
research and development work on a
new technology, he paid close attention
to ways to lower operating and
manufacturing costs and methods of
adapting the technology to the needs
of users. And once he began commercial
introduction of a new technology,
Edison devoted a great deal of attention
to improving the manufacturing
processes to reduce the cost of the
new technology. Also, he continued
research and development so that he
could better adapt his products to the
needs of users. Figure 2 shows Edison’s
first lamp factory, where he
manufactured his incandescent lighting
system.
Attention to these market-driven
issues enabled Edison to successfully
innovate new technologies and establish
highly successful companies in
the phonograph, motion picture,
cement, and storage battery industries.
His only notable failure was an effort
to refine low-grade iron ore, on which
he spent millions of dollars of his own
money. Yet, Edison could absorb the
cost of this failure because he was
highly successful in other endeavors.
And in each instance, Edison relied on
highly competent managers to oversee
these businesses.
Superior Understanding
of the Patent and
Legal System
Edison filed his first patent application
in 1868 at the age of 21. Furthermore,
he filed well over 100 patents prior to
achieving international fame with the
invention of the phonograph in 1878.
These ten years of patent activity in
the telegraph industry
taught Edison how to
navigate the patent and
legal system in America.
By the time he
invented the phonograph
and the practical
incandescent electric
light bulb, Edison was
better prepared than his
competitors to capture
the gains associated
with his new inventions.
Figure 3 shows Edison’s
U.S. patents by
execution date. Readers
will note that although
he invented the practical
electric light bulb in
1879, there’s a spike in
patent activity in the
four years that follow.
Other spikes occur during
his telegraphy years
in the early 1870s and again in the late
1880s and early 1890s. Rather than
remaining flat, Edison’s patent activity
experienced peaks and valleys depending
on his efforts to improve the commercial
viability of an invention. One
of his basic strategies is captured in
this statement about some of his electrical
patents. Edison noted, “The
patents I am now taking are more valuable
than those already taken. Those
already taken were to secure if possible
the science of the thing. Those I am
now taking are commercial.”
Edison learned very early during
his work in the telegraph industry that
there’s more than one way to solve a
problem. Working as a contract inventor
for competing companies, Edison
77
figure 2. Edison established his first lamp factory near his laboratory
in Menlo Park, New Jersey, so that he could refine the manufacturing
process and improve the lamps as he moved to commercial
introduction of his lighting system. (Photo courtesy of the Edison
National Historic Site.)
found it necessary to take some care in
juggling both his own interests and the
interests of those paying for his inventive
work. Yet, working on multiple
projects also stimulated him. This
became a hallmark of his inventive
style, as ideas and devices from one
experiment or design influenced
another. In Edison’s words, if he
reached a dead end on one project, he
would “just put it aside and go at
something else; and the first thing I
know the very idea I wanted will come
to me. Then I drop the other and go
back to it and work it out.”
In fact, Edison frequently used
experiments in one direction to suggest
ideas for other lines of research
and often drew on elements of one
technology to improve another. Sometimes,
he did no more than note ideas
that emerged from such explorations
in his notebooks or patent caveats, but
at other times they became the basis
for a new research project. A related
characteristic was Edison’s tendency
to conceive seemingly endless variations
in the design for a particular
device. His early notebooks often contain
the statement “I do not wish to
confine myself to any particular
device.” These words represented not
only a legalistic phrase associated
with the patent system but also corresponded
to Edison’s pattern of sketching
numerous alternative solutions to a
particular problem.
Edison’s sophisticated understanding
of the patent system grew out of
his experience as a contract inventor in
the telegraph industry. As an inventor
for the Gold and Stock Telegraph
Company, Edison learned from its
president, Marshall Lefferts, that by
acquiring all of the key patents on
printing telegraph technology, the
company was able to control the field
of market reporting. Soon after Edison
told William Orton, president of Western
Union, that he could readily invent
around the patented system of duplex
telegraphy (for sending two messages
simultaneously over a single wire) that
the company had recently put on its
lines. Boasting that “the business of
making a duplex [w]as a very trifling
affair,” Edison showed Orton a variety
of alternative designs. Edison was
hired to invent duplexes “as an insurance
against other parties using them.”
Edison’s work on duplexes led to his
most important telegraph invention,
the quadruplex telegraph, which
enabled four messages to be sent
simultaneously over one wire.
Superior Exploitation
of Capital Markets
It was previously mentioned that Edison
had much greater resources for
research and development than any
other inventor of his time. He had
established his name as a telegraph
inventor, and this earned him access to
financial support from Western Union
financiers such as J.P. Morgan and
William Vanderbilt and company officials
such as Norvin Green. Green was
also the first president of the Edison
Electric Light Company, which was
established to support Edison’s work.
Among those who established the
company were directors of Western
Union and partners in Morgan’s firm.
These men were willing to back Edison’s
venture in electric lighting
because of his previous work for Western
Union and due to his enhanced
reputation as an inventive “wizard”
following his invention of the phonograph.
Edison’s reputation was a product
of both his creative technical feats
and his facility for self-promotion.
One good example of Edison’s talent
for exploiting capital markets
occurred during the invention of the
practical electric light. Contrary to
popular perception, Edison was not
the first person to have a working
electric light bulb. In fact, historians
have documented the fact that more
than 20 people preceded Edison with a
working electric light bulb, some
being his contemporaries. Edison
began experimenting with electric
light in August 1878, long after competitors
like Joseph Swan, Moses
Farmer, and William Sawyer (to name
a few) began their work.
So what enabled Edison to start
later, yet leapfrog his competitors to
become known as the inventor of the
electric light bulb? One explanation is
that Edison was better positioned to
exploit the capital markets at the time.
First, Edison had a solid understanding
of the entire system of electricity that
was necessary to support an electric
light bulb. His work in the telegraph
industry greatly contributed to his
understanding of various electrical
apparatus and electrical systems. Second,
Edison was fresh from the invention
of the phonograph the previous
year, a time at which the New York
Daily Graphic dubbed him the “Wizard
of Menlo Park,” as shown in Figure 4.
He had toured the country, met President
Rutherford B. Hayes, and received
overwhelming amounts of press for his
admittedly unprecedented invention.
78 IEEE power & energy magazine january/february 2005
figure 3. Edison’s U.S. patents by execution date.
120
110
100
90
80
70
60
50
40
30
20
10
0
1868 1875 1880 1885 1890 1895 1900 1905 1910 1915 1920 1925 1930
january/february 2005 IEEE power & energy magazine
Finally, Edison possessed better
facilities than anybody else and was
supported by a team of workers
ready to tackle the invention of the
practical electric light bulb and the
development of a comprehensive
electric power system. No other
inventor had anything approaching
the scope of Edison’s well-equipped
Menlo Park lab, shown in Figure 5,
and no other business leader in the
country had a more experienced team
of inventors. These three things,
knowledge, reputation, and facilities,
allowed Edison to corner the existing
capital market for research and
development funds for the electric
light bulb. Records indicate that Edison
received about US$130,000 of
venture capital in the two and a half
years of active research and development
between September 1878 and
March 1881. None of his competitors
received anything remotely close to
this amount. Using these funds, Edison
purchased new equipment for his
laboratory, built a new and larger
experimental machine shop, and
added a combined office and library
building that he stocked with books
and journals that had previously been
beyond his means to purchase. Given
that many of his competitors were
self-financed, relatively unknown in
comparison, and poorly equipped,
it’s no wonder that Edison outmaneuvered
them.
Conclusion
A recent poll of business historians
published in Business History Review
ranked Edison fifth in a list of the ten
greatest entrepreneurs and business
people in American history. In this
poll, Edison’s name appeared with
giants of enterprise such as Henry
Ford, Bill Gates, Sam Walton, and
Alfred Sloan. A broad range of historians
clearly consider Edison’s business
story to have merit, as he not
only placed in the top five but trailed
only Henry Ford and John D. Rockefeller
in the number of first place
votes received.
Scholars and historians have most
likely condemned Edison to business
ignominy for the act of creating vast
amounts of wealth and letting much
of it slip through his fingers. Although
there is some truth to this observation,
it would be shortsighted to continue
this trend as it focuses entirely on
what Edison failed to do (i.e., capture
wealth) and almost completely
ignores his many business successes.
Continuing to view Edison as the
great American inventor who paid no
attention to business conforms more
to the conventions of Hollywood than
the historical record. As columnist
Allen Barra warned (with a nod to
George Santayana), “Those who do
not study history are forced to get it
from Hollywood.”
For Further Reading
P. Israel, Edison: A Life of Invention.
New York:Wiley, 1998.
A. Millard, Edison and the Business
of Innovation. Baltimore, MD:
Johns Hopkins, 1990.
B. McCormick, At Work with
Thomas Edison. Irvine, CA: Entrepreneur,
2001
The Papers of Thomas A. Edison
(vol. 1-5). Baltimore, MD: Johns Hopkins
[Online]. Available: http://edison.
rutgers.edu
79
figure 4. Following the introduction
of the phonograph, Edison was
dubbed the “Wizard of Menlo Park”
in July 1878 by New York Daily
Graphic reporter William Croffut.
figure 5. With funds from the Edison Electric Light Company, Edison expanded
the original Menlo Park laboratory (center) by adding a larger machine shop
(rear) and a library-office. This painting also depicts the experimental electric
railroad (right) that he was working on as part of his plan to sell power as well
as light. (Photo courtesy of the Edison National Historic Site.) p&e
