The War of the Currents Wednesday, Apr 16 2008 

Ok…its been aeons since I have done a history post…and even longer since a physics post, so why not do 2 in 1 and do both together! Its time to do a history of power transmission!

The Main Characters Involved

Once upon a time, there lived a magician. Almost deaf and self educated, he played a major part in the history of Industry. He was known for perseverance, and for a factory that burnt down as well. His name: Thomas Alva Edison, more colourfully known as”The Wizard of Menlo Park”

The second chap in this was  rather less colourful. He was known for an obsession with Railway safety and his major contribution prior to his adventures with electricity were his amazing invention of brakes for railways. Even today, the air brakes that are used today are a product of George Westinghouse, who shall be called “Moneybags

The third chap here is as much of a character as Mr. Edison. Rather than Gandalf, it was he who was first called “Wizard of the West”. A mathematician and an inventor, he was a former employee of the Menlo Park wizard. After some harsh words were said on both sides, he quit to fight his battle for efficiency and superior science. His name: Nicola Tesla.

The Technology:Sneak Peek

So what did these chaps fight about. It was no less than the way the new magic of the century, electricity would be transmitted. It was a battle between Alternating Current and Direct Current. The battle between AC/DC.

On the DC camp stood the reigning champion, and knight of the American derring do spirit, T A Edison.

On the side of  AC, the challengers were an embittered Nicola Tesla and Westinghouse.

The Rivalry Begins:

Nicola Tesla was originally a humble scientist, working under the heel of an acknowledged genius in Edison. But Tesla was also a super mathematician type dude, while the more prosaic Edison was merely a brute force experimenter. Tesla was a huge fan of the newfangled Alternating Current that promised revolutionary change.

Edison though was not entirely for things that used imaginary numbers and wave equations. In his opinion, if you had to use things like root of -1, you were off your rocker a wee bit. But being a fairly loud-mouthed guy, he proclaimed to Tesla that if he ever got an AC motor working, he would get a bonus of $50,000 (no mean sum at the time).

Tesla of course was truly fascinated by that grand sum. He spent days working, and nights calculating under the patented light bulb of Edison and Swan’s GE. Finally, after months and years of toil, he came up with an awesome AC generator that works. He goes smiling proudly to Edison, and shows it to him.

Unfortunately for him, Edison was a bit deaf. He claimed that he never heard himself say such a ridiculous thing in his life, and laughed at Tesla. It might have also been exacerbated by the fact that Edison never really understood the principles by which AC power was generated and transmitted as well.

Tesla decided that this would not do, and ran away in a huff, threatening to do Edison in someday. Thus a magnificent rivalry was born.

Enter Westinghouse

George Westinghouse was no mean inventor himself. With patents pouring in for railway safety brakes, and a machinist par excellence, he was an inventor in the mould of an Edison. Unlike Edison though, he was also a big believer in the utility of calculation and mathematics in invention. Spotting Tesla out of work, and digging ditches in New York, he realized that he had an ideal employee on his hands.

Back to Technology– The Numbers

Edison’s DC current is comparatively easy to understand, and is based on middle school physics. Power transmitted is given by VI, where V= Voltage and I= current. However, power loss is given by current squared multiplied by resistance of the wire. At low voltages, the power loss is rather large, unless the diameter of the copper wire is made terribly large. However, high voltages were deemed to be unsafe, and Edison was using DC voltages of about 110 Volts.

As a result, power losses made it impractical for Edison to transport electricity across large distances. The resistance would have killed him. Edison was nothing if not a canny businessman though. He started making tonnes of generators that generated electricity locally, and started selling them. This ensured regular sales of GE generators, because the effective radius of even the largest DC generators at 110 watts was a couple of miles.

Now, AC is a whole different ball game. The power loss is practically the same at a given voltage (we won’t go into the formula. Like Edison, I am not a formula guy!). However, AC has the huge advantage that it can be “stepped up” and “stepped down”

Enter the Transformer

The transformer was the device that made AC a great option. A transformer is a very simple device that converts electric voltage up or down. By winding more wires one way or another, you could generate power at one voltage, then transform the voltage up. From basic electricity we can say this:  V1I1=V2I2. When Voltage goes up, the current carried by the wire goes down. Power loss is calculated as I*I*R. Now, when Voltage goes up to 22000 or 40000 Volts, the current drops dramatically. Now, I*I it becomes very small, and power loss is lessened dramatically. Near the end consumer a transformer is used  again to drop the voltage to a usable level.

Of course, the catch was that a transformer could only be used in AC. It could not be used (for various reasons)  in DC format. The various reasons include esoteric terms such as inductance and flux, but this is not a post about physics, but history.

Return to the Battle: Publicity time

Westinghouse and Nikola Tesla  began to make an AC Generator that would unshackle the world from Edison’s DC generators. But it was hard toil. Firstly, AC current keeps cycling up and down, which in lightbulbs would mean a flickering of light bulbs as current cycled between two extreme values.

Then there was another problem. Cyclic voltage tends to do something nasty. The shifting voltages cause the heart to change to an irregular rhythm, which tends to lead to a quick trip to a nearby graveyard. Low Voltage DC does not cause any such problems. And Edison knew exactly how to exploit this unfortunate “feature”

Edison launched a campaign which attempted to prove how dangerous AC was. Initially, he started by electrocuting cats and rats. Soon, he progressed to man’s best friend.  Size of course matters…he continued by going after horses and then cattle. In a fit of extravagance, he completed this with a finale where he finished off an elephant with AC.

But this was not enough. The AC Camp led by Westinghouse was still winning. Now Edison was getting desperate. First he tried to replace the term electrocute with the phrase “to Westinghouse someone”. That did not work out too well though. It never did catch on. Although Edison was against the death penalty, his business interests now dictated he needed to do something radical. Size did not seem to matter in the war. Now it was time to change tack. He began a secret product called the “electric chair”. Soon an instrument of death was ready, and an unfortunate convict was ready as a test subject.

As a deterrent to crime, it was a staggering success. The dashed thing failed on the first attempt, merely leaving the guy with severe injuries rather than killing him. After several tries, he was finally put out of his misery, and it was described by one appalled journalist as, “It would have been kinder to kill him with an axe!”

Unfortunately, as a proof of concept, the electric chair was not quite an unqualified success. The tide was beginning to turn in the favour of the Westinghouse camp. Soon, the death knell for Edison’s generators was about to sound.

Niagara Falls

The Niagara falls were the holy grail for power guys. Here was a mountain of water falling a few hundred feet, which had the potential to generate enough power for the whole of the North-east USA (at the time). The catch? It was just too far away. Any chap who generated power in the Edison way could not actually transmit the damned thing without losses that crippled it to unusability. Westinghouse lobbied long and hard, and finally got the permission to generate power in AC so that it could be transmitted easily. And since Edison’s GE was too powerful to be ignored, it got the contract to transmit this electricity. With this, Edison ended his opposition to AC power, and the war of the Currents was won by Westinghouse and Nicola Tesla.

Epilogue

Tesla was known as the wizard of the west. There is little doubt that he was at least partly responsible for the way the 20th century became the century of electricity. However, his rivalry with Edison was not tempered with time, and it is curious that neither Edison nor Tesla ever won the coveted Nobel prize. Rumours still abound that it was jointly offered to the two of them, but Tesla refused to ever accept a prize alongside Edison. Later in life, he began to make futuristic predictions about wireless electricity, but these were never considered practical, so he was slowly shunted away from mainstream science. But he forever gloated about his joy at defeating Edison.

Footballing Management: Of talent and age Sunday, Apr 13 2008 

My good friend Ratnakar is a great fan of football manager 2008. During his interminable hours of play with that game, he came up with a fantastic observation that makes for good learnings in management as well!

A football manager is always scouting for talent. And football has 3 major types of players. They can be split into the strikers, who range forward to score goals. They include stalwarts like Ronaldo and the more recent Wayne Rooney. Pace and raw talent makes them great

The next group would be the midfielders. They are the stars who play at the centre of the pitch. Their skill and artistry are the tools that they use to weave magic at the centre of the pitch. Bamboozling the opposition, they are playmakers…either going down the centre or running down the wings. David Beckham and Zinedine Zidane are the most frequently quoted lot here.

The neglected bunch in this group are the poor defenders. Usually sitting at the back, they are known for trying to block those heroes, the forwards and strikers from doing damage. To do this, they can slide into the striker (if they get the ball first), shoulder barge the man, or just kick the ball aimlessly away from the strikers.

So much for context. Now lets look at average age and price of a striker. Strikers are most valuable when they are young. between the tender ages of 19-25 they are at their fastest, and with spectacular reflexes, are capable of feats that most cannot even imagine. Its no wonder that a Wayne Rooney would be transferred off for an almost 50 million dollars at the tender age of 19. By 25, he would be all burnt out, and his market value drops significantly. But if like AC Milan, you get a Kaka at $8.5 million dollars, you can get a great star at bargain basement prices.

As for wingers and attacking midfielders, they need pace first…and although they need those reflexes as well, they are not quite in the same league as star strikers. But because they control the game, and are versatile, they get paid staggering amounts too when they are young. Here, the retirement age would be close to 30. David Beckham at 32 is seen as over the hill, although at 25, he was seen as at his prime. So he has to play in the USA because the Real Madrid’s and the Inter Milan’s of the world no longer see him as the star he was.

But defenders just seem to go on and on. For example, the AC Milan and Brazilian defender Cafu is 38 and going strong. Defenders hit their peak at 32-35, and can go on even longer. That is because the defender is not about pace as much as anticipation and experience. Like wine, they get better as they get older. So Cafu is worth a lot more at 30 than at 20, and his market price is fairly detemined.

So where is the management analogy? well, here it is. In management, as in football, different people perform different functions. Each person’s talent is valuable at certain stages, and experience is valued at other stages.

In a marketing manager, the hunger to get hold of a new acount makes a young man take a bus 500 km across beat up roads and obscure villages. Here, his experience does not count as much as his hunger and drive for success. And only when you are young can that hunger be matched with physical stamina and committment to career. As the marketing man grows older, he might marry, settle down in a city with 2.2 kids and sit back. He might no longer want to spend every weekend hunting for those new accounts. Instead he would be content to spend his days at the corporate office, using his experience to design corporate “strategy”. A sales and marketing star is a bit like a striker, who is best at a young age.

On the other hand, the finance and legal team are more likely to be the defenders of the firm. A finance man needs to know the ropes and learn through time. No matter how talented he may be, a few years in the trenches help the finance man develop a “feel” for the numbers that talent does not always give. And the legal man needs years and years before he knows which loopholes can let the proverbial elephant pass through, and which ones will merely drown you in a morass of legal battles. These gentlemen tend to be most valuable in their 50’s when they know the tricks of the trade (And keep themselves updated with the latest moves).

The problem is this though. When you hire a young marketing man, you always take a risk. He or she would be unproven and untested, but only when they are young can you extract maximum value out of them. Getting the right pay for these people is a challenge. If you underpay a star, the star shall disappear faster than beer in a college party. But you always run the risk of overpaying someone who is later found to be unsuitable.

The issue is very different for experienced financial managers. By the time they are 40-45, they have a proven track record. By this time, the market prices them fairly. So the problem here is that you never actually can get a bargain basement finance guy who is very good. The market ensures that the good ones are already paid stratospheric levels.

So, what’s the lesson? Well, its this. Recruiting talent is tough. But while recruiting, it might be suitable to evaluate what “hunger:experience ratio” is. It makes it easier to decide at what age and price a person ought to be recruited at.