more or less hit-or-miss methods of the day. Even though pressure of business volume compelled alterations of these methods in the last four years of his life, the senior Armour held always the conviction: "I am the business."

The individualism, the one-man detail-bearing of the time, is illustrated in the one point of rivalry between "Phil" Armour and John Plankinton: who should reach the plant earliest. "And many times," said Mr. Armour in recalling those days, "one or the other was at the plant at half-past one o'clock in the morning. It was easy for us to get up early, for we were products of the farm, where sunrise is regarded at certain seasons as falling too late to serve as an alarm-clock. I was literally an 'early bird,' and that fact aided greatly in building successfully. For many a choice worm falls to the early bird in business."

The evolution of the Armour packing business was the work of one man just as much as its conduct to-day is the work of an organization. Every step forward was made on Armour's initiative.

With the establishment of the Union Stock Yards in Chicago in 1864 "Phil" Armour took vigorous hold of the conditions that led to the real upbuilding of packing as an industry. He studied every condition carefully, minutely. His marvelous foresight was focused on the problem which every section of the East encounters in securing its food supply. And these were the central ideas with which he wrestled and from which his every plan radiated:

(1) To supply eastern scarcity with western abundance; (2) to "keep close to the critter," as he often put it, at the buying end of the business, and close to the consumer at the selling end; (3) to do this with the least lost motion between these two points. From these ideas came the creation of the industry and still come the rules of

business that are all-powerful to-day if success is to be

won.

First came the "ice-box on wheels," which enabled the shipment of fresh meats over long distances, saving the freight on the one-half "waste" of the animal — and incidentally bringing this "waste" together at one spot in so large a volume that the great loss became apparent and a use for it was found.

So the "by-product" was the second step: the packers were forced to get a profit out of the waste in order to lower prices on the fresh meats to meet local prices.

With the refrigerator car and low prices, Armour was able to capture the big eastern markets to carry the supply of the West to the demand of the East.

And the work was all his own. His personal nerve, resourcefulness, courage, vigilance, endurance and capacity for work, won out for the founder in the early days. He handled personally every detail of the business. He was chief buyer, head bookkeeper, salesmanager, general manager of everything. He was the business. He watched every purchase and every preparation for shipment. He knew his workmen by name and he found time to give personal inspection to their work. It was "Bill" and "Jim" with the railway men who handled the shunting of the cars from the sidings and sandwiched them into the trains which carried the then limited Armour output to its markets. His hand on the pulse of supply and demand in the territory which he could reach brought the profitable results and the trade progress.

The very strength of this personality, of this one-man motive power eventually brought its own eclipse. Under conditions of leaping growth the elder Armour's methods perforce passed into yesterday and the system and procedure of to-day came into vogue.

The details of the business became too great for the gigantic brain which had conceived it. That brain had laid the foundation, had given the momentum. But one-man control now was not only a mental impossibility, it was physically impossible even for a man with Mr. Armour's prodigious capacity for work. The packing industry had been transformed from a local enterprise into an international supply house. That demanded the entry of new ideas, of new modes of handling business, of new men who could aid in taking care of this increasing volume of trade. And, difficult as it was for a daring, fiercelyaggressive man who had constructed every detail of his business, the senior Armour met the situation fairly and accepted the inevitable.

Yet the new methods did not come into full sway until the full control of the business was assumed by the younger generation in the late '90's. The chart of the elder Armour's day's work shows that really no attempt at system was made in his personal routine. The details of the business were, of course, conducted on the most. approved methods of that day; but in its control it was not handled as an organization but as Philip D. Armour's business. He saw with the eyes of a man, heard with the ears of a man, secured his impressions through the senses of a man.

To-day the younger Armour sees more, hears more, absorbs more, determines more, than his father did thirty years ago. But he does it with the eyes and ears and senses of organization and does more and better because of organization.

In the to-day of the son, J. Ogden Armour is the ultimately responsible head, who, leaving masses of detail to others trained to care for this work, maps the course and directs the monster machine of business. He utilizes

every safeguard which system in business contributes, brings to his service every attainable improvement, mechanical and clerical, which tends to greater perfection and to quickening the capacity for accomplishment and extension. In short, the Then of Philip D. Armour was a day of individualism, of detail-bearing, of one-man motive power; the Now of J. Ogden Armour is the season of individual initiative supplemented by system, by order and method, by carefully-planned business organization, all backed by many-brained motive power. And between the then and now lies the lesson.

Young Armour himself first sat at a clerk's desk, when he arrived at the office from Yale. Then he was sent to the "yards" and there learned first-hand the problems of the pens and the slaughter pits and the by-product field. He next studied the preparation of hog products; and then for this end of the business which had been the chief factor in its making was intended for his special sphere-his education began in the fresh meat department. His knowledge of selling methods came later during a period at the branch house in New York City. Then he met practical experience in the handling of the private-car lines. The executive field was the final step upwards.

J. Ogden Armour succeeded to the ownership and sole control of the great business, but with it he coupled final systematization - effected complete introduction of the most modern, time-saving business methods and the extension of a business-transacting organization which is enabled to meet every demand swiftly and surely.

Philip D. Armour was a man of action, of dominating individuality, a detail builder. For the greater part of his life, he insisted on handling personally every item of business affairs, until increasing trade demands proved too overwhelming even for his gigantic brain and tre

mendous physical powers. The father's successor is the true executive. He deals with the summarized results of details. Through this information he is enabled to map the course that has to do with the world's food supply. He has the knowledge of the needs of the globe at his finger-tips. The father was the product of a day when the limited field of the local market formed the radius of action; the son deals daily with the food supply problem of the nations. He deals with a collection of units, not expending effort or time over each individual unit that goes to make up the whole. He is a type of what may be called the "card-indexed era" of business.

Business with J. Ogden Armour is business to the exclusion of all else. His business day is nearly as long as his father's and if less strenuous, probably more productive. For, it is orderly - systematic — making full use of every minute. At the desk in his private office center the lines that tell of the conditions of a world's food supply and food demand - from Calcutta in the far East, Cape Town at the toe of Africa, the Argentines in the South, down to the segment of a state of the Atlantic coast or the Mississippi valley. He plans daily the morrow's campaign, for each day brings altered conditions which demand, if success is to continue, the accommodation of business effort to these signal posts.

Here, too, attention is given to the multitude of other interests in which the Armour influence commands - the leather corporation through which this industrial captain is credited with controlling this commodity; the Armour elevators that rear their bulk throughout the country and form the harbors of that ebb and flow of grain that force the "bull" and the "bear" of the cereal markets of the globe to heed and control their actions accordingly; the private-car lines whose yellow carriers shuttle over the