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The author:(作者)hpmailerpublished in(发表于) 2013/12/1 20:41:04 On the dispute between Edison and Tesla’s AC DC，
On the dispute between Edison and Tesla's AC DC-DC, AC-IT information On the dispute between Edison and Tesla's AC DC
"Steve Jobs is the head of our era's greatest commercial, lie next, and we'll remember him. History will place him in Edison and Ford side-by-side in the pantheon. ”
- Walter Isaacson，《Steve Jobs》
If I were Steve Jobs, I'm going to talk about wars of that year that Edison and Westinghouse.
Battle of Edison and Westinghouse Electric current, are two business models to compete, genius system of confrontation.
On one side, Edison and Ford, on the other side was Westinghouse,JP Morgan, GM.
This is not to say that no genius in the Westinghouse company. Tesla before joining Westinghouse, George Westinghouse had almost will bag the United States all research on the AC of talented engineers, needless to say that Westinghouse itself, is a genius inventor.
A lot of people may not know much about Westinghouse of the man. To be honest, he is no less than Thomas Edison, inventor Edison may be even more important.
Westinghouse
Westinghouse and Thomas Edison about the same age, but as early as 1869, 22 years old, he, with a genius invention of train brake system, rich and famous, ranks among the ranks of celebrity entrepreneurs. With his invention, to greatly improve the safety of the train, the train also can speed up, with more trunk, increasing capacity, it quickly became standard on all train system. Westinghouse then dedicated to railway signaling system design, the telephone exchange studies.
However, most of Westinghouse boosted United States not know key figures of the industrial revolution. This heavily and Westinghouse on being a low-key about it. However, this just goes to show why, Westinghouse system victory.
Because Westinghouse while he was an engineering genius, but after he became famous, but also become an outstanding behind-the-scenes administrators and mentors. He can put a lot of genius, full of personality, confidence and even arrogant engineer unity in its own, give them opportunities for independent research and power, guiding them on track for project development. Westinghouse road, alone, can bring their theory of abstract ideas, products and designs into practice. When he realized that after the technical advantage compared to AC DC, in 1882, the company began recruiting professional talent, communication studies.
In Westinghouse's view, all in the service of the company, are part of the company system, even himself. So, Westinghouse is not one's own reputation, care about, is whether the company can operate efficient, managed properly, everyone can be the most effective play to their talents. Everyone is loyal to companies, companies also have a responsibility to every employee. The company's success is not the individual results, but that the company's brand success.
Westinghouse is the modern model for technology development and production modes. Under the leadership of Westinghouse, the company formed a ladder very management, responsible, and promotion mechanisms, layers of classification sector decentralization of power, through data management and to cut waste, improve efficiency, and release potential.
In turn, Edison, Edison, GE is a traditional company representatives.
Traditional companies are evolved from small production workshop. In the traditional production of small companies, the company needs, is one more generalists, able to plug-and-play, anyone can feel free to take over other people's work, is a boss for the formation of the radial structure of the Centre. This corporate model, the boss is the Patriarch. He enjoys absolute power, also has a very strong desire to control. As a parent, he is directly responsible for not only details of the production and development of the company, will arrange for specific employee career planning, you can even stay out of private life of staff.
Edison, GE is a completely centered on Edison's company. It is actually a small production workshop mode to zoom in. Though it was a large technology-oriented enterprises, the company's structure remains centered on Edison-radiation. Edison, is that entrepreneurs who have built up the company, Edison was the only star of the show. All the glory belongs to Edison, GE Edison. He wants to control, took control of the company to a great extent every detail.
In other words, the Edison Company, growing up, not like Westinghouse, to achieve structural adjustment, the transition in management, but at last, keeps expanding.
Edison
So much for, the House may want to ask, what do these have to do with DC and AC?
Well, the conclusion: Edison, GE corporate model, decided it could only select a DC system, AC systems and no invention; you're so advanced AC technology to Edison, he won't go. So Tesla only go one way.
Why?
First of all, Edison, GE Corporation, decided to adopt any technology depends on Edison's own likes and dislikes. Edison sole control of desires and habits, decide it was impossible for him to adopt AC, because he didn't understand calculus, specifically,, there is a fear of mathematics.
Edison was one of those without theoretical training, self-taught test. Higher education, he had not experienced before. He was good at, and can, through their own research and trial-and-error, fumble a bit looking for tips. For example, Edison like shuffling to different test tube experiments, because this chemical stuff, in the then still experimental trial and error as the main mechanism, lack of theory subjects. Edison's light bulb, for him, not a computer issue, is essentially a matter of chemical materials, can be addressed through constant testing.
However, alternating this thing, what frequency and phase one, you'll need some basic mathematics ability. But for Edison, this, theoretical too abstract, too.
Myself can't handle what it means? Means that you have to ask someone else to do it for you. It is better for control of Edison, meant that relinquished control over the subordinates to decide. At the Edison Company, there are many highly educated professionals, but for Edison, they are used to luxury, is Edison's patent application on the mathematical formula, make them look good. Edison did to the others, and often he thinks he can do, but don't have time to work. Edison also can naturally take over research results in the future.
Like Edison, where Tesla, of course, is incompatible as fire and water. Tesla was largely self-taught, but have received a lot of formal mathematical education. And he's incredibly talented, or something you can try is said to be integral, spatial imagination wonders. More importantly, Tesla was chasing people who don't profit, like the upper social circles. Which tirelessly cultivating personal media image of Thomas Edison, of course, is a blatant challenge to its authority, the last straw. So, naturally Tesla a chance, then I broke it.
In contrast, Tesla and Westinghouse said it was hit. From here you can see Westinghouse outstanding management talent and charisma, able to let these talented engineers to join their company. Westinghouse and Tesla itself says is "perfect cooperation", because he feels stronger than theory, and Westinghouse had to know how to put these theories into practice, into products. Later, Tesla left, to a large extent, because this place is Pittsburgh not Tesla had a crush on high social circles. But years later, Tesla still delighted to such cooperation, attraction of visible Westinghouse engineers.
Product Center
Except for Edison's own capacity gaps, Edison, GE cannot accept another decisive obstacle to AC, is the company's mode of operation.
A brain like Edison, GE, everyone is a follower of patterns, so at any given time, only to spin around a key product or service. This of course depends on the owner's likes and dislikes and ability, by ear. For inventors like Edison, which doomed his company is product-centric.
Yes, Edison was an inventor, not a businessman. He's not interested, for products. He only cares about his own invention, and trying to do it perfect, and then sold them. So, Edison, GE sold, is a stand-alone product, you can plug combination set of individual, whether generators, electric light or a DC motor. We know that the low-voltage direct current technology because of its own characteristics, is not suitable for long-distance transmission, and as a result most DC motors, in practical use, its generators on the steps next to distant places.
For Edison, it is not a problem. This product-centric model is a natural extension of his production workshop model. All he cares about, just a perfect product. There are good products, there will be bought. Less, sold as luxury goods, quantity, scale, the better. For example, Westinghouse itself had specifically asked Edison to his house to install a DC electrical system (but was rebuffed by Edison). But in the late 1880 's, Edison for the DC electrical systems have been a bit tired, thinking, are other interesting innovations.
However, the AC system is not a consumer, not so simple relationships of production and consumption. AC power grid construction, while high efficiency, input must have a scale can be made possible. Which means that as the power grid construction, you will need to build a whole range of power systems, from power stations and power switching and transmission, to local power transformation and distribution. This means that the electric company from the perspective of the entire network and operation, the need for efficient management, to sustain its operations in order to create profit. You cannot, as an experiment repeated trial-and-error, the need for theory to guide. One part of the AC grid is required all homes to automatically be connected to the grid, this form of compulsory laying, also facing regulatory pressure, means that companies often require many of the power company and local politicians and administrators, good relations and forming alliances.
These things and sell you something and then I'll just stay out of bad again-back to Edison's business model to fit.
The most typical, was in March 1886, William Stanley for Westinghouse to build large scale powered model of the first remote transmission system. Westinghouse's first reaction is to enable an agent to get European transformers patents related to buy it. Then, Westinghouse's business acumen made him on the same day, get someone started to develop the electric meter.
You know, Edison's DC power for so many years, and no proper metering, Edison's vision, electricity is by the number of bulbs take money. It is all way of selling a simple transfer over. Edison sales model in my mind, is the independent consumer-oriented. AC grid, you need to address the needs of the enterprise. Successfully achieve mass communication network construction, not only technical and application products can also bring these products into a system for unified development and management capabilities. So, Edison, GE is not competent, is naturally impossible choices developed alternating current.
In turn, the early Westinghouse railway brake system can be described as a single successful product, but afterwards railway signalling systems, telephone switching systems, natural gas delivery systems, are large, enterprise-class applications, and behind that is the Westinghouse building more modern business models in transition, its importance was obvious. For example, if there is no telephone exchange, Bell telephone, only is an advanced electronic toys.
Not only on direct current, can be seen Edison's unique iconic invention of Edison, also have this consumer-centered thinking. Player, movie projector.
Edison film projectors, Kinetoscope, a personal viewing devices. He later introduced more people watch the projection projectors, is also thinking of home use. If someone comes up to show in a public places like cinemas, Edison's response was not interested. Clearly, Edison, sell more products and earn more selling what out there, he was no matter.
Cinema business model, much closer to the traditional theatre of lines, the projector is just a cost. Cinema needs businesses understand real estate, financing, logistics, accounting, rows, and so on and is independent of production skills will clearly need professional background completely different people in the company are responsible, through cinemas, economies of scale, lower costs, and won the competition. This, Edison was not interested, or don't play.
JP Morgan
That question is what makes this current war, was so busy?
Great cause, is that JP Morgan side with Edison.
In 1878, Edison formed Edison Electric Light Company, one of the partners Egisto p. Fabbri, and JP Morgan partners. Morgan also became Edison's financiers.
Morgan as the year United States absolute boss of the financial sector, not just money. Or rather, he is not a man simply to earn money earn money. When he died, his assets, combined with art, a total of about $ 120 million, that Carnegie exclaimed, "think about it, he's not a rich man." Morgan, of course, are super rich, Carnegie sent this feeling, because Morgan's assets than he and Rockefeller, was not at all on an order of magnitude. Morgan's influence, he really wanted to make money, certainly not that.
Morgan not only like to make money, and he also likes to change the world, to use its unprecedented power in the hands of, making capital more effective functioning and allowing businesses to produce more profits. Morgan has the power, not only because he was very rich, but because he is the modern meaning of financiers and investors, he will use the information.
19th century United States, in a chaos of market management, information age of wildly inaccurate. No listed companies will take the initiative to disclose their finances, even if shareholders (at that time there is no retail), can no longer obtain from regulators about the company's assets, income, and profit information, issuance of shares is a mind thing, no report, no prospectus. Stock is diluted, insider trading and share price manipulation, abound.
Morgan, then used his identity as a banker, investor, directly involved with a lot of the company's Board of Directors and management team, and therefore control of major companies in many industries and accurate information. This information, as Morgan's biggest capital, so he could have a keen grasp of the business trends and do anything they want on the market. Investors like Morgan, as well as Westinghouse, believe that the power of scientific management. They passed to the collection of information, analysis of data, good understanding of the risk, strong execution, involved in company operations, mergers and restructuring. Finally, by helping their portfolio companies achieve optimal operation model, seizes the market to enhance the scale, maximize profits, and investors get the most, and to take a big, it cost the company to achieve commercial success.
Morgan appeared, Thomas Edison, made up in the business strategies of many weaknesses.
Morgan commercial vision and quick to let Edison bought a lot of related patent, achieving a monopoly on direct current technology. Aware of the cost of laying the grid, Morgan also established a copper company, and attempting to control rubber imports from Africa (but later emergence of a copper syndicate attempted to defeat Morgan. High copper prices, and DC's need for copper was four times times the AC, DC no advantage). Morgan, through their own newspapers, such as the control of the New York Times, like the Edison Media has become the darling of the media. Morgan, through their influence, forced Westinghouse had to pull the wire in most areas, select the air in such a manner (Edison-GE wires, you can have a secure underground), and let the media hype on the aerial wire.
However, different from Edison, Morgan's goal was to create an economical and practical power network and make money with it. Morgan don't care is a DC or AC. In fact, Morgan, from very early on realized the advantages of AC, and tries to convince Addison to consider alternating current. Tesla, was hired by Morgan's men from Europe.
When Morgan realise they are likely going to lose the battle, after Westinghouse was the better collaborators, he was soon to Westinghouse and Tesla held out an olive branch to try to soldier with Westinghouse, the formation of a new company.
That's Westinghouse as an entrepreneur the biggest weakness: he doesn't trust bankers. Westinghouse believes that corporate boards are supposed to be people who know management understand business and bankers in addition to money, nothing will. So he's reluctant to bank financing, he thought it would bring control to the people who don't understand Enterprise. He doesn't like good relations and banking, for which he has been a funding crisis (key in 1892, Westinghouse fell into financial crisis, thanks to several of his original investment bankers offer support, support). He did not realize that modern operations of large corporations had been tied together and deep financial and monetary markets, bankers in the Board of Directors, is not simply to give control. Bankers can bring into valuable information on financial markets to find emergency funds, and investors like Morgan, but also can use their information and experiences, make reasonable strategies for enterprise development to help businesses avoid encounter snags because of volatility in the financial markets.
The result, Westinghouse denied Morgan's request.
Morgan turned in 1892, another Thomson-Houston, and Edison, GE merger (in today's estimate was out of the question, because they have United States 80% of the light bulb market share), that is GE. By Charles Coffin Thomson-Houston boss as head of the new company. Operation of the new company, began to fully mimic Westinghouse. Edison not only are not on the company's name, and actually be undermined. Just because in Chicago in 1893 Colombia exhibition, exhibition for company cannot appear without Edison, Edison left, provided that the Edison light bulb sales revenues of $ one-eighth, but you can no longer attack Westinghouse in the media.
So far, Edison has the equivalent of being kicked out.
At this point, Edison's right-hand men, Thomas Insull left GE. He also chose Chicago, joined the power company, Chicago-Edison (Edison is financed by one of several power companies in various locations). In 1897, the Insull selected the Westinghouse AC system, and creatively put forward the peak time charge with two-tier tariff system (which is certainly a trustworthy metering), power needs to be more stable, power plants will be able to operate at full capacity, own production, customers reduce electricity tariffs, greatly promoted the development of the power companies. Eventually, through a series of acquisitions, Insull was established in 1907, the world's largest power company Commonwealth Edison Co. Modern electricity market.
In 1907, the economic crisis, Westinghouse's inability to cope with and eventually bought by Morgan that Morgan had the last laugh.
Henry Ford
In 1893 another come into view, is the Henry Ford of that year became GE's chief engineer.
Edison Ford's admirers. From a very large extent, Ford-Edison's genius. He was also an engineer, control freaks, focused product much more than business, think good product itself more than anything: what color car you want, we have, as long as it is black.
Ford to maximize production. Several of his revolutionary ideas than ever before to promote United States business modernization, such as assembly line production, a job interview. Behind these ideas, is Ford's control. For example in recruitment, human resources department, to completely replace the traditional community leaders, from the main interview. But at the same time, for the head of any post, Ford not only to interview workers, have to interview his wife. For hired workers, Ford also sent his men into their homes on a regular basis to check, whether the workers live by American standards.
In Charlie Chaplin's film modern times, that constantly monitors the worker's boss on the big screen, is a prototype of Ford. But behind that Chaplin was also Ford's genius, laboured and systems. Chaplin combat system, a Hollywood studio system. And Ford the confrontation, a genius Manager Alfred p Sloan in charge of GM.
For Ford, his dominance, fetish for the product itself, like GM, he would not choose to go to public financing, used cars of different colors and styles to please consumers, on hire to chase everyone's wallet. However, modern enterprise, even if you're a consumer-centric product manufacturers and ordinary people, nor is it possible only with good product alone. Modern market-financial services, manufacturing, culture, fashion, and consumption closely tied together. A modern large enterprises must be able to solve a complex financing, production and consumption chain, which requires a scientific management system.
So, not surprisingly, Ford in the 1920 's, GM go-ahead, itself is in crisis. Ford truly trans, when Henry Ford II took over the Ford after World War II. And the biggest difference between his grandfather was Henry Ford II is not an engineer, but a modern managers. He not only from GM hired several prominent executives from the United States air force, Department of management science operations came with Robert s. McNamara-led Whiz Kids, the achievements of Ford's revival.
Genius system
To summarize, battle of the alternating current and direct current, is genius, buck the system, with the result that, System WINS management is King.
Whole 19 century to the early 20th century, United States business model in such a time of confrontation, completed a transformation from leading entrepreneur mode to Manager mode led. For any business, while growing, are required to complete the build products to create changes in the ecological environment.
This management model, until after the second world war the 60-70, starts to look like a defeat. (Particularly symbolic, perhaps Robert s. when McNamara served as Defense Minister and United States entered the Vietnam war quagmire. ）
Focus on management of enterprises in commercial development far more conservative than entrepreneurial companies. Their operations more emphasis on stability, stable returns. That makes businesses more inclined to tap their own potentials on the program, eliminate redundancy, to boost profit margins. In product development, they prefer in quick small updates to the existing technologies to extend existing patents, maintaining technical superiority. On the breakthrough of new technologies, and more through the purchase of small entrepreneurship and new firms, or choose to follow a relatively safe mode.
In essence, a compromise that's creativity and efficiency. When the burgeoning industrial revolution, technology keeps taking off, efficient company with its robustness and easier to win this battle. But when the endless pursuit of efficiency when excessive dampening on personality, they began to bond.
In the information industry revolution began in the 80 's, we see investors, managers, between it and the talented engineer, started a new round of rebalancing. They tries to in venture type technology company development growth of process in the, completed this to modern management system of transformation, and let employees is company still retains full vitality of enterprise culture, in to company injected funds guidelines its development direction Shi, and didn't want to too much took to entrepreneurs on company of control, hopes keep these stars entrepreneurs of personal charm and innovation spirit, not let company prematurely lost its creativity.
论爱迪生和特斯拉的直流交流电之争 - 直流电,交流电 - IT资讯论爱迪生和特斯拉的直流交流电之争
“Steve Jobs因而成为我们时代最伟大的商业主管，百年之后，我们一定还会记得他。历史会将他置于和爱迪生，福特并列的万神殿中。”
如果我来讲Steve Jobs，我一定会讲讲当年这场爱迪生和Westinghouse的大战。
爱迪生和Westinghouse的电流之战，是两种商业模式的比拼，天才与体系的对决。
在一边，是爱迪生，福特，另一边，是Westinghouse，JP摩根，GM。
这倒不是说Westinghouse公司里没有天才。在Tesla加盟Westinghouse之前，George Westinghouse已经几乎囊获了美国所有的关于交流电研究的天才工程师，更不用说，Westinghouse自己，就是一个天才发明家。
很多人可能不太了解Westinghouse这人。老实说，他是不亚于爱迪生，甚至可能比爱迪生还重要的发明家。
Westinghouse与爱迪生年龄相仿，但是，早在1869年，22岁的他，就以一个火车制动系统的天才发明，名利双收，跻身明星企业家行列。有了他的这个发明，火车的安全性能得以大大提高，火车也就可以提速，配上更多车箱，提高运力，它也就迅速成为所有火车系统的标配。Westinghouse接下来又致力于铁路信号系统的设计，电话交换机的研究。
但是，大部分人对Westinghouse这位推动了美国工业革命的关键人物其实并不了解。这很大程度上和Westinghouse为人低调有关。不过，这也恰恰说明了，为什么说，Westinghouse是体系的胜利。
因为，Westinghouse虽然自己是一个工程天才，但在他成名以后，更是化身成为一个杰出的幕后管理者和导师。他能把大量天才的，充满个性的，自信乃至自大的工程师团结在自己旗下，给他们自主研究的机会和权力，指导他们有条不紊的进行项目开发。Westinghouse的独道之处，是能把这些人的抽像理论想法，转化成可以实践的产品和设计。当他意识到交流电相比直流电的技术优势后，在1882年，就指导公司开始大量招聘专业人才，展开交流电研究。
在Westinghouse看来，所有人都在为公司服务，都是公司体系的一部分，就连他自己也是。所以，Westinghouse不在意自己的声名，在意的，是公司是否能高效率的运作，管理是否得当，每个人能否最有效的发挥自己的才智。每个人都为公司效忠，公司也要向每个员工负责。公司的成功，不在于个人成绩，而在于公司品牌的成功。
Westinghouse就是现代技术公司的研发和生产模式的样板。在Westinghouse的领导下，公司形成了梯极的管理，负责，和晋升机制，把权力层层分级分部门下放，通过数据化管理，来减少浪费，提高效率，释放潜能。
反过来，爱迪生所在的爱迪生-GE则是传统公司的代表。
传统公司，是从小型的生产作坊演化而来。在传统生产方式下的小公司，公司需要的，是一职多能的多面手，能够即插即用，任何人都能随时接手其他人的工作，形成的是一个由老板为中心的放射状结构。这种公司模式里，老板就是那个族长。他拥有绝对的权力，也有着极强的控制欲。作为家长，他不仅直接负责公司的生产和开发的种种细节，也会安排具体职员的生涯规划，甚至可以插手公司职员的私人生活。
爱迪生-GE就是一个完全以爱迪生为中心的公司。它实际是把这样一个小型生产作坊的模式给放大了。虽然已经是一个大型的技术型企业，公司的结构，依然是以爱迪生为中心的辐射型关系。爱迪生，就是那个把公司一手打造起来的创业者，爱迪生就是那个公司唯一的明星。所有的荣耀都属于爱迪生，爱迪生等于GE。他要控制，也很大程度上控制了这个公司内部的每个细节。
也就是说，爱迪生的公司，在成长过程中，没有像Westinghouse那样，实现结构上的调整，管理上的转型，而只是在人员上，不停的扩充。
爱迪生
讲这么多了，看家们可能要问，可这些跟直流电与交流电有什么关系？
好，结论来了：爱迪生-GE的公司模式，决定了它只可能选择直流电系统，而根本不会发明交流电系统；你就是把交流电这样先进的技术给爱迪生，他也不会去采用。所以Tesla只有走人一条路。
为什么呢？
首先，爱迪生-GE的公司模式，决定了采纳任何技术，都是要看爱迪生本人的好恶。而爱迪生全权控制的欲望与习惯，决定了他不可能采纳交流电，因为，他不懂微积分，确切的说，是有数学恐惧症。
爱迪生是那种没有经过理论训练，自学成才的实验者。高等教育，他没有经历过。他所擅长的，也是那些可以通过自己研究试错，一点点的摸索找技巧的东西。比如，爱迪生喜欢捣鼓各种试管来作实验，就是因为化学这玩意，在当年还只是以实验试错为主要机制，缺乏理论指导的学科。爱迪生的电灯泡，对他来说，不是电子问题，从本质上就是个化学材质的问题，可以通过不停的试验来解决。
但是，交流电这玩意，频率相位什么的一出，你就需要一点基本的高等数学能力了。但这对于爱迪生来说，太理论太抽像了。
自己搞不定意味着什么？就意味着你要请别人来替你搞。这对于控制欲极强的爱迪生来说，就意味着拱手交出控制权，让下属来作主。在爱迪生公司里，也有很多受过高等教育的专业人士，但是，对于爱迪生来说，他们是用来装点门面的，是在爱迪生的专利申请上加数学公式，让它们看着好看的。爱迪生交给他们干的，往往都是他觉得自己能干，却没时间的工作。这样爱迪生也能在将来自然接管研究成果。
这样的爱迪生，遇上Tesla，当然是水火不相容。Tesla虽然也很大程度上自学成才，但接受过不少正规数学教育。而且他天资聪明，据说积分什么的可以心算，空间想像力奇佳。更重要的，Tesla是个追名不逐利的人，喜欢泡上层社交圈子。这对于孜孜不倦培养个人媒体形像的爱迪生，当然是公然挑战其权威，忍无可忍。所以，自然Tesla一有机会，就分道扬镳了。
相比起来，Tesla和Westinghouse可以说是一见如故。从这儿就能看出来Westinghouse杰出的个人魅力和管理天赋，能够让这些天才工程师投身自己的公司。Tesla自己称和Westinghouse是“完美合作”，因为他自己强于理论，而Westinghouse却知道如何把这些理论付诸实践，转化为产品。后来Tesla离开，很大程度上也是因为匹兹堡这地方实在没有Tesla所迷恋的高级社交圈子。但是多年以后，Tesla对此合作依然津津乐道，可见Westinghouse对工程师的吸引力。
产品中心制
除了爱迪生本人的能力缺陷，让爱迪生-GE无法接受交流电的另一个决定性阻碍，就是公司的运作模式。
像爱迪生-GE的这种一个大脑，所有人都是跟班的模式，让公司在任何时期，只能是围绕一个关键产品或服务打转。这当然取决于老板的好恶与能力，随兴所至。对于爱迪生这样的发明家，这种模式注定了他的公司是以产品为中心的。
是的，爱迪生是发明家，不是商人。他对于产品之外的东西不感兴趣。他只关心自己的发明，并力求将其做到完美，再把它们卖出去。所以，爱迪生-GE卖出的，是一个个的独立的产品，可以单独拼插组合的，无论是发电机，电灯，还是直流电机。我们知道低压直流电技术因为自身的特点，不适合远距离转输，结果，大部分直流电机，在实际使用时，其发电机就在其旁边几步远的地方。
这对于爱迪生来说，不是问题。这种以产品为中心的模式，是他的生产作坊模式的自然延伸。他关心的，只是完美的产品。有好的产品，就会有人买。数量少，就卖成奢侈品，数量多了，有了规模效应，更好。比如，Westinghouse自己就曾要求爱迪生为他家专门安装一套直流电系统（不过，被爱迪生回绝了）。但到1880年代末期，爱迪生对于这套直流电系统已经有点厌倦，心里想着的，是其他有意思的新发明了。
但是，交流电系统不是消费品，不是这样生产和消费的简单关系。交流电网的建设，效率虽高，投入却大，必须有规模，才能成为可能。这就意味着作为电网建设者，你需要建一整套的电力系统，从发电站和相关的电力交换与转输，到当地的变电与配送。这就意味着电力公司需要从整个电网的角度思考与运作，需要高效的管理，来维持其运营以创造利润。你不可能像做实验一样反复试错，而需要理论来指导。交流电网更是要求一个地区的所有住家都要能自动被接入电网，这种强制铺设的形式，也不可避免的面对监管的压力，意味着公司往往需要和地方的诸多电力公司，政治家和管理者，搞好关系，形成联盟。
这些，都和卖个东西给你然后我就不管了坏了再修再换式的爱迪生商业模式格格不入。
最典型的，就是1886年3月，William Stanley为Westinghouse搭建了第一个远程输电的大型供电示范系统。Westinghouse的第一个反应，就是让在欧洲的代理赶快把相关的变压器专利买下。然后，Westinghouse的商业头脑，让他在同一天，马上派人开始研制电表。
要知道，爱迪生搞直流电这么多年了，还没有像样的电表，因为爱迪生的设想里，电费是按灯泡数收钱的。这完全是把卖货的方式简单转移了过来。爱迪生脑子里的销售模式，是面向独立消费者的。而交流电网，则必需解决企业级的需要。成功实现大规模交流电网建设，要的不仅是技术和应用产品，还要有能把这些产品联成一个系统来统一开发与管理的能力。所以，爱迪生-GE不能胜任，也自然不可能选择研发交流电。
反过来，Westinghouse早期的火车制动系统可以说是一个单一的成功产品，但之后的铁路信号系统，电话交换机系统，天然气配送系统，都是企业级的大型应用，其背后是Westinghouse转型建立的更现代化的企业模式，其重要性不言而喻。比如，如果没有电话交换机，贝尔的电话，就只能是一个高级电子玩具了。
不仅在直流电上，可以看出爱迪生的这个特点，爱迪生其他的标志性发明，也都有这个以消费品为中心的思想。比如唱机，电影放映机。
爱迪生心中的电影放映机，Kinetoscope，是个人观影设备。后来他推出可以多人观看的投影放映机，也是想着家庭使用。当有人提出在戏院这样的公共场所进行放映时，爱迪生的反应是没兴趣。很显然，对于爱迪生，产品卖得越多，就挣得多，卖出去以后怎么样用，他是不管的。
而电影院的商业模式，更接近传统的戏剧院线，放映机只是一项成本。电影院线需要商家懂房地产，融资，物流，计账，排片等等各种和产品生产无关的技能，显然需要公司里有专业背景完全不同的人各负其责，通过院线的规模效应，压低成本，在竞争中胜出。这事情，爱迪生没兴趣，也玩不来。
JP摩根
那问题在于，是什么，让这场电流之战，打得如此热闹呢？
很大的原因，就是JP摩根站在了爱迪生一边。
1878年，爱迪生成立Edison Electric Light Company，其中一个合伙人Egisto P. Fabbri，也是JP摩根的合伙人。摩根，也因而成为爱迪生的出资人。
摩根作为当年美国金融界绝对的老大，有的不仅是钱。或者说，他并不是一个单纯为了挣钱而挣钱的人。他去逝时，他的资产，加上艺术收藏，也总共不过1.2亿美元，以至于卡内基感叹道，“想一想，他居然不能算是富人”。摩根当然是超级富人，卡内基发此感慨，是因为摩根的资产比起他和洛克菲勒，居然完全不是一个量级上的。以摩根的影响力，他要真想赚钱，显然不至于此。
摩根不仅喜欢挣钱，而且，他也喜欢改变世界，要利用自己手上的前所未有的力量，让资本更加有效的运转，让企业制造更多的利润。摩根有此力量，不仅是因为他很有钱，更是因为，他是现代意义上的金融家与投资家，他会利用信息。
十九世纪的美国，处于一个市场管理混乱，信息极不准确的时代。没有上市公司会主动公布自己的财政状况，就算是股东（那时没有什么散户），也无法从管理者那里获得关于公司的资产，收入，与盈利的具体信息，股票的发行是拍脑子的事，没有什么报表，更不会有招股书。股票掺水，内线交易，操纵股价，比比皆是。
而摩根，则利用他作为银行家投资人的身份，直接介入到诸多公司的董事会和管理层，并因此掌握了许多行业和主要公司的准确信息。这些信息，成为摩根最大的资本，让他可以敏锐的把握行业趋势，并在市场上呼风唤雨。像摩根这样的投资人，和Westinghouse一样，都相信科学管理的力量。他们通过对信息的收集，对数据的分析，对风险的正确把握，强大的执行力，来介入公司运营，并购改组。最终，通过帮助自己投资的公司实现最佳的运营模式，占领市场，提升规模，获取最大利润，为投资人获得最大回报，并抽取高额佣金，也让公司实现商业成功。
摩根的出现，一下子补足了爱迪生在商业战略上的诸多短板。
有商业远见的摩根，迅速让爱迪生买下大量的相关专利，实现了对直流电的技术垄断。意识到要铺设电网的成本，摩根还组建了一个铜业公司，并试图控制从非洲的橡胶进口（但后来一个铜业辛迪加的出现挫败了摩根的企图。铜价高，而直流输电对铜的需要是相当交流电的四倍，让直流电更无优势）。摩根通过自己对报业，比如《纽约时报》的控制，让喜欢媒体的爱迪生可以一直成为媒体的宠儿。摩根通过其影响力，逼着Westinghouse不得不在大部分地区选择空中拉电线这样的方式（爱迪生-GE的电线，则可以更安全的走地下），并让媒体对空中走电线产生的事故大肆宣传。
但是，与爱迪生不同，摩根的目的，是为了搭建一个经济实用的电力网络，从中挣钱。摩根不在乎是直流电还是交流电。事实上，摩根从很早就意识到了交流电可能的优势，并试图说服爱迪生考虑交流电。Tesla，就是摩根的手下从欧洲聘请过来的。
当摩根意识到他们很可能会输掉这场战斗，而Westinghouse才是那个更好的合作者后，他很快就向Westinghouse和Tesla伸出了橄榄枝，试图和Westinghouse合兵一处，组建一个新公司。
这也是作为一个现代企业家的Westinghouse的最大短板：他不相信银行家。Westinghouse认为在企业董事会里，都应该是懂管理懂运营的人，而银行家除了有钱，什么都不会。所以他不愿意向银行融资，他认为这会把控制权交给不懂企业的人。他也不喜欢和银行业搞好关系，为此他屡屡陷入资金危机（在关键的1892年，Westinghouse就陷入资金危机，幸得原来投资过他的几个银行家的好意支持，才支撑过来）。他并没有意识到，现代大企业的运营，已经深深的和金融货币市场绑在了一起，董事会里有银行家，并不是简单的交出控制权。银行家能带入宝贵的关于金融市场的信息，找到应急的资金，而像摩根这样的投资人，更是能利用自己的信息与经验，为企业的发展提出合理的战略，帮助企业避开因为金融市场波动而遭遇的暗礁。
结果，Westinghouse拒绝了摩根的请求。
摩根转头在1892年，将另一家公司Thomson-Houston，和爱迪生-GE合并（在今天估计是不可能了，因为二者拥有美国灯泡市场80%的份额），这就是GE。新公司由Thomson-Houston的老板Charles Coffin执掌。新公司的运作，也开始全面模仿Westinghouse。爱迪生不仅不在公司的名字上，而且实际被架空。只是因为1893年在芝加哥的哥伦比亚大展，公司展区不能没有爱迪生出现，才将爱迪生留下，条件是给爱迪生1/8的灯泡销售利润，但不能再在媒体上攻击Westinghouse。
至此，爱迪生已相当于被扫地出门。
也是在此时，爱迪生的得力手下，Thomas Insull也离开了GE。他也选择了芝加哥，加盟电力公司，芝加哥-爱迪生（这是爱迪生在各地出资兴建的诸多电力公司之一）。在1897年，Insull选择了Westinghouse的交流电系统，并创造性的提出了高峰时间分别收费的两级电费制度（这当然也是靠一个信得过的电表），让电力需要更加平稳，发电厂也就能满负荷的运转，自己提高产能，对用户降低了电费，大大推动了电力公司的发展。最终，通过一系列购并，Insull在1907年成立了世界上最大的电力公司Commonwealth Edison Co。现代电力市场，模样初具。
还是1907年，经济危机爆发，Westinghouse无力应对，最终被摩根买下，摩根笑到了最后。
亨利・福特
另一个在1893年走进视野的，是在那一年成为GE总工程师的亨利・福特。
福特是爱迪生的崇拜者。从很大程度上，福特也是爱迪生式的天才人物。他也是工程师出身，控制狂人，关注于产品远胜于商业经营，认为好的产品本身胜于一切：你想要什么颜色的车我们都有，只要是黑色的。
福特把生产过程发挥到了极致。他的几个革命性的创意前所未有的推进了美国企业的现代化进程，比如流水线生产，招聘面试。在这些创意的后面，都是福特式的控制欲。比如在招聘上，人力资源部，完全取代了传统的社区领袖，来自主面试。但同时，对于任何岗位负责人，福特不仅要面试工人，还要面试他的妻子。对于被录用的工人，福特还要派人定期去家里检查，看工人是否按美国人的标准来生活。
卓别林的影片《摩登时代》里那个在大银幕上时时监视工人工作的老板，就是以福特为原型。但说起来，卓别林也是福特一样的天才，在和体系苦斗。卓别林所对抗的体系，是好莱坞的片场体制。而福特所对抗的，是天才经理人Alfred P Sloan所执掌的GM。
对于福特，他的控制欲，对产品本身的迷恋，让他不愿选择像GM那样去上市融资，去用不同颜色和款式的车型来讨好消费者，去用分期付款的方式来追逐大家的钱包。但是，现代企业，就算你是一个以普通人的消费品为中心的产品制造商，也不可能只以好产品独善其身了。现代市场把金融，生产，文化，时尚，与消费紧密的捆绑在一起了。一个现代大企业，必须要能解决好一个复杂的融资，生产，到消费的产业链，这都需要一套科学的管理体系。
所以，不出意外的，福特在1920年代，被GM反超，自己则陷入危机。福特真正转运，则要等到亨利・福特二世在二战后接管福特。与他爷爷最大的不同，就是亨利・福特二世不是一个工程师，而是一个现代管理者。他不仅从GM挖来了几名重要的高管，还从美国空军管理科学运营部拉来了以Robert S. McNamara为首的Whiz kids，成就了福特的复兴。
天才与体系
总结一下，交流电和直流电之战，是天才与体系的对抗，结果是，体系胜出，管理为王。
整个19世纪末到20世纪初，美国商业模式，在这样一次次的对抗中，完成了从创业者模式主导向管理者模式主导的转变。任何一个企业，在成长壮大的同时，都必须完成这个从打造产品到打造生态环境的转变。
这个以管理为中心的模式，直到二战后的60-70年代，才开始呈现出败相。（特别有象征意义的，或许是Robert S. McNamara担任国防国长时，美国开始陷入越战泥潭。）
以管理为中心的企业，在商业开发上，远比创业型企业保守。它们更强调稳定的运营，稳定的回报。这就让企业更倾向于挖掘自身程序上的潜力，消除冗余，以提升利润空间。在产品开发上，它们更喜欢于对现有的技术进行快速的小更新，以延长既有专利，维持技术优势。而在突破性新技术上，更愿意通过购并新锐创业小公司，或选择跟风生产这样相对安全的模式。
从本质上，这就是在创造性与效率上的一种妥协。当工业革命方兴未艾，技术不停的突飞猛进时，高效的公司以其稳健性，更容易在这场战斗中胜出。但是当对效率的无休止追求变成对个性的过度压抑时，就开始成为羁绊了。
在80年代开始的信息产业革命里，我们就看到了投资人，管理者，与天才工程师之间，开始一轮新的再平衡。他们试图在创业型科技公司发展成长的过程中，完成这种向现代管理体系的转型，又让员工感到公司依然保有充满朝气的企业文化，在向公司注入资金指引其发展方向时，又不想过多拿去创业者对公司的控制，希望保持这些明星创业者的个人魅力和创新精神，不让公司过早失去其创造力。
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