EDITORIAL
Scientists in Industrial Management Scientific knowledge is needed as never before in the management of industry; it is valuable at every level
T
he subject of scientists in management has appeared in the news again. Dr. James Taylor, a director of Imperial Chemical Industries, speaking before the British Association for the Advancement of Science recently, urged that more scientists give consideration to areas of industry other than research. He said that the scientist must rid himself of the idea that if he goes into business he has "let down the side and prostituted his heritage." The point deserves thoughtful consideration from both sides. We have too few first-rate research scientists. Therefore, it is doubtful that a man with genius or highly developed talent for research should turn his interests toward the heights of management. There are examples of such a change of direction's leading to real success. But the change of goal may involve a considerable gamble if the objective is either to make a greater contribution or to gain more personal satisfaction. On the other hand, by no means all those engaged in chemical research today, including many Ph.D.'s, have proved themselves or are likely to prove themselves outstanding research chemists. Some find industrial research less interesting than they had hoped. Their greatest stimulation and accomplishment may be found in another pursuit. There are opportunities for real contributions and success for the man well trained scientifically who also has the breadth of interest and acute understanding of human beings so important in leadership and administra-
tion. Actions of the chemical industry rest more heavily on decisions involving technical knowledge than they did a generation ago. It is not only, and by no means necessarily, in the top position that scientific knowledge is needed in administration. The top administrator must make important decisions in the policies of his company. But it is a well accepted principle of management that he should not try to master all the details of extensive knowledge from which facts and ideas must be drawn to make most of his decisions. He leans on colleagues and assistants for the detailed and authoritative knowledge he puts together to set his company's policies. Therefore, company policy and direction obviously draw heavily on the scientific knowledge of men close to the chief executive, as well as their assistants and the staffs with which they work, including the bench research man. Minds well trained for research are trained toward the use of the imagination and new concepts. As those minds are applied to industrial problems they should grow in the directions of greatest effectiveness and stimulation. If the strongest talent lies in administrative directions, its possessor should not feel he is deserting his responsibilities in using that talent. The western industrial culture has never been in greater need of superior leadership.
SEPT.
26,
1960
C&EN
7
