Eisenhower foundation is raising money to conduct a comprehensive exhibit renovation. It is the Largest Campaign in our foundations 73 year history and the First Comprehensive exhibit renovation in more than 45 years. The new exhibits will be unveiled this summer. We have been so encouraged the by the response we have received thus far. I am pleased to report we have raised 98 of our goal. [applause] meredith we want to finish the campaign by june 6 so we can publicly announce this to all veterans who join us at the eisenhower president ial library and museum to commemorate the 75th anniversary of dday. Many of our friends have already made a gift to the renovation and i would like to thank you for your trust and participation in this project. There is still time to participate and i hope everyone will consider a gift so that we can reach our goal. It gives me great pleasure to introduce tonights program. Louis galambos is a Professor Emeritus in the department of history and editor of the papers of the dwight d. Eisenhower. He has served as president of the Business History conference and the economic history association. A former editor of the journal of economic history, he has written extensively on u. S. Business history, business government relations, and the rise of the bureaucratic state. His principle of the business of the principalit Business History group, a Business Consulting organization, and has been a historical consultant to at t and the world bank group. Here to share his book, eisenhower becoming leader of the world, louis galambos. [applause] prof. Galambos it is nice to be here. We will see if i can get this to stand up. Very good. Ok. The library has been very important to me. It was important during the paper. It was essential to do the eisenhower papers. It was important in doing a book. I do not know how much most of you know about editing papers. [laughter] prof. Galambos you do it day by day. You read what the subject, in this case, ike, wrote, then you read what was written to him. Then you read what happened as a result of what he wrote. You go day by day doing that. Then you produce volumes that are about that thick. Now, these are like the big biographies you may read. These are what i call chest crushers. [laughter] prof. Galambos you read them at night when you are going to bed and he read a few pages, then boom. They come down on you. Thats part of the problem they produce. The other problem is they produce guilt. I dont know how many americans, but i would guess many more than 100,000, have never finished war and peace. They take it on vacation every year and it sits there. They put it back in the car when they go home because they did not read it. They went to the beach. They were on vacation. I decided to avoid that and write a slim book that could be read by a busy person in two or three nights. If it came down on you, it would not hurt you too much. [laughter] prof. Galambos so i had you in mind, writing the book. I drew heavily upon the library and their expert assistance in working on that. Now, most of you, i would say many in this audience, know a lot about president eisenhower. You know first he was president and you know roughly when that was. And you will not make the mistake that a friend of mine made in writing a textbook in which he had eisenhower taking office in 1952. No. You will never make a mistake , except about george washington, they always get elected in the even year and in theways take office odd year. There is a book out there by a really good publisher that got it wrong. I will not tell you anymore about that. At any rate, i will not repeat some things i know you already know. He was born in 1890. That date is important. Im not going to give you a whole lot of dates to remember. I did not bring any blue books, so you do not have to worry about a test. He was born in 1890. That was just when the United States was becoming the leading Industrial Power in the world. The United States was making a transition. We had long been a laborpoor transition. We had long been a laborpoor and capitalpoor country and we were drawing, all right, capital and labor from around the world. We needed it. We had great natural resources. Well, at this point, we started to be a capitalrich country. Labor had a different relationship to what we were doing. That was when ike was born. There were no cars. There were horses and wagons. Dirt streets. It was a different world. Particularly, a small town world. I associate with that. I was raised in a town that got to 7000 by counting some sheep. [laughter] prof. Galambos they wanted to be bigger than they actually were in southern indiana. It helped me understand ike. The United States then started to assert its power overseas. For the first time. We became some say we had created an empire. My students object to that. I asked them if they vacationed in puerto rico and noticed the people speak a different language. How did that happen . They look at me with that blank look. Every once in a while, i do ask for a date. I ask when the First World War took place. Some had it in the 19th century. Some had it in the time of the Second World War. It was a problem. Some of them were International Relations majors. I guess they did not have to do a lot of history. That was very important, and america became a powerful country. Ikes career starts around the time of the First World War and reaches a very impressive climax in the Second World War. There is probably no professional of any sort i can think of for whom one event was a fulcrum for his whole career. That was dday and the decision he made. A powerful impact on his career. When i started to work on this book, the first thing i did was go back into his early life. We had edited from the Second World War on. I had done the chief of staff, columbia university, all of that. I did not know that much about child, and as a young man. I did a lot of research on that. I used two ideas. One is identity. Everyone in this room, including me, has an identity. That is the story you tell about yourself. You tell your story every day to other people. Wife, husband, daughter, son. Some people have sons, i have four daughters. You tell that story to the people you work with and work for. So, your identity is that story. Your personality does not change much over your lifetime, but your identity will change a lot. Ike changed significantly over his career. Another idea i want to use is reputation. Reputation is the story other people tell about you. There may be a little incongruity between your story and their story. That sometimes causes pain. I like the introduction today, but they did not tell you i once failed organic chemistry, did they . No. Some of you may have sons or daughters or grandchildren who fail organic chemistry. Take it easy. You can still earn a living in america after having failed organic chemistry. I started to look at his career thinking about identity and reputation. At first, he was a sort of indifferent soldier. He was an indifferent professional soldier. He was indifferent at west point. He is really smart. A terrific poker player. But he had a little problem about authority. I said, where did that come from . Being aate ike as master organizer. Why would he have a hangup about authority . Daddy. Daddy was the hangup, and his big brother. His big brother was called big ike. In high school he was called little ike. That is a burden to carry around for four years. And who was the captain of the Football Team . Not little ike. No. You have to suffer through that. Put those men together, one younger one older, and you get a real hangup about authority. Ike kind of rejected his father. He started to smoke cigarettes. At dday he was smoking four packs a day. Four packs. That means you are lighting a cigarette off a cigarette. I do not recommend that for anyone. I have a strong interest in public health, and believe me. My father died of young cancer, of lung cancer, so i dont recommend that. He rejected his father. He learned to play poker. He learned to drink. His father hated that. He was turning away from his family in a significant way. And they were pacifists, and he went to the military academy. Well, ok. So he had a hangup about authority. He got a lot of demerits. A lot of them for smoking. He would sneak around and do things. I wondered about that. I thought, well, here is a man who became of terrific professional soldier. He does not seem to care as much as some other soldiers who are already there at that same time. In the 1920s, however, he finally acquired a mentor. Whenever i talked to other groups who are professional military, i make a lot of this, because it is a tremendously interesting problem. How does the mentor know . How was it that general foxconn conner met eisenhower and discerned he had that potential to go to the top . He took him on, educated him. He did not read these boring books once. He had to read them three times. He had to practice orders of the day every day. It was drilled into his mind. Fox connor converted him and inspired him to look forward to something more than being a retired lieutenant colonel. It is an amazing thing that he recognized it and that he would actually do it. And three, that he followed up. Now, why did he have to followup if he had already gone through this conversion experience . Well, there was a bureaucracy. Call the army. Called the army. The army had a fixed view of what eisenhower was capable of. While he was at west point, one of the things he did after he blew out his knee was coach. He was a terrific coach. He was an instinctive leader with small groups. He was good at that at the platoon level, he was always good. He did not need to be taught about that. He was respected by his peers and was a good leader, but the army bureaucracy said, he is a good coach and a good man to have around, but he is not going to go to the top. They resisted. Bureaucracies dont change their mind overnight. Any of you who have authority over other people, think about this. They were insensitive to what ike was learning, and what he was doing to go ahead, now that he had turned his career around. He had turned it around in a significant way and fox connor kept maneuvering him so that he could get ahead. It took some maneuvering. He got him into a position with the former chief of staff of the army and general douglas macarthur. Macarthur was army chief of staff in the 1930s. Ike served as a staff officer and followed macarthur to the philippines. Now, their personalities clashed. As you might imagine. Ike was enormously bitter about certain things that happened. For years he showed restraint with general macarthur. He finally broke the philippines. Becausee philippines, macarthur cheated him. He sent him to the United States and in effect replaced him on his staff. When ike came back to the United States, the jobs have been taken over by someone else. He could not do anything. Now, macarthur was clever. He did not raise a stink with what was called the war department. He just did it very quietly. I call it a machiavellian moment. It is one of those moments in life, some of you may have had a machiavellian moment when somebody cheated that you respected, or at least that you are working with them, and he realized how the world operates. This for ike was a major machiavellian moment. He was tricked by macarthur. He was better. Bitter. It was the first of two turning point in his career. He learned that sometimes he was going to have to do some things to achieve a major end that he found distasteful. The second came in north africa. In north africa, he had thought through his whole career to have command of combat troops. He was dedicated to getting to that point where he would have direct command of combat troops. That was his ambition. Major ambition. The british, however, maneuvered at the casablanca conference in 1943. And cleverly, in the terrific staff work, they were really good, almost as good as the navy is. The navy is tremendous about achieving their political ends, as were some other people in ikes career. But, the british maneuvered and they sent a brit between ike and the combat forces. Did that hurt him . Well, yes. He had worked all this time to get to that point. He was Supreme Commander in africa. Now he did not have direct command. He had to go through a british officer. You probably already know this. There was a lot of strain within the alliance. The brits were contemptuous of american troops. The brits were absolutely certain they had won world war i, not us. The brits were absolutely convinced eisenhower was a dolt. They had no respect for ike, and they showed it in a lot of ways. One of the ways, he first met a distinguished british officer. Ike smoked all the time, particularly when he was nervous. Anybody would be nervous meeting with general montgomery. General montgomery told him to put his cigarette out. He was not allowed to smoke. That hurt. When you are in the position ike was in, that hurt. It was an assertion of authority of somebody who thought that was important for the moment. The british had achieved their end, and ike had to put up with it. What is important is that at this point, he did not throw down the gauntlet. People sometimes get to a point where they will tell you, if you do not do it my way, i will leave. We are going to get to a point where ike did that, but not now. In north africa he continued to preserve the unity of the forces. Some of you might remember, he sent one officer home because he had called a british officer a british s. O. B. He said, you can call him an s. O. B. , but not a british s. O. B. So icad standards for this. So ike had standards for this. He put up with monty all the way through sicily, africa, and italy. That brought him to the big decision, which was dday. This is phenomenal when you think back to the giant armada that was and what a narrow window they had. He made that decision, send those people in, and he hated the thought that a lot of them were going to die. He was touched by that. Some military officers are not. General patton in africa told his soldiers, the point of all this is to kill them before they kill you. He had a different attitude toward war. He was a terrific officer on the offense. Ike made that decision. He kept the allies together and he kept the British Working together with the americans through all of that time and the difficult time that followed the invasion. Now, by this time, he was committed to the concept of unity. Unity in war, unity in peace. He thought in a general sense that that is how you achieve things. That had an impact when he went to the chief of staff, went back to washington, became chief of staff of the army. He was upset. Enormously upset. This came out in his farewell address. He was upset by the fact they could not agree on strategy because you could not get the services to agree. For years, several years, we did not have a strategy. The services would not agree on what strategy was going to be. They each favored one idea. He looked on the service is then the services then as Interest Groups. And he hated Interest Groups. He never adjusted. Richard nixon loved Interest Groups, dealt with them, had no trouble at all. Eisenhower hated them, and you know why . Because after the decision was made, they kept on fighting. They did not accept the decision that was made. If they would lose in congress, they would go to the courts. They get paid for doing that relentlessly. That irritated ike all the time. When he became president , this is the way he ran his cabinet. Everybody had a right to say something. Everybody can get in on the decisionmaking process, but after we make the decision, and he never left any doubt about who would make that decision, then we join hands and do it together. Unity was extremely important to him. He saw it in general terms, not just military, but also politically. In the postwar period, he worked for unity as chief of staff, and that is what explains the militaryindustrial complex. That remark. Everybody remembers that. Everybody remembers the militaryindustrial complex. They dont read the first part of the speech, he said we must be strong. We must be strong. We have to have a powerful military. Ok, but he was worried about the militaryindustrial complex in the way those Interest Groups worked in washington and in our government in general. He was worried about that when he was president of columbia university. He spent a great deal of time going back and forth between washington to try to implement that policy. It was difficult. He tried to implement that as commander of nato. He worked hard to instill unity, to get people to Work Together. People that had been bitter enemies. He wanted them to Work Together to achieve a major objective, which by this time was the cold war. The cold war had a great deal to do with his presidency. Again, he tried to unite americans and deal with the cold war. He said if we dont have peace, we dont have anything. From 1946 on, he said that if we have another major war, it will not be the great tank battles of the Second World War. It will not be the infantry, her heroic as they were at the battle of the bulge. The war will be over in three days. The war may destroy much of civilization, but it will be over quickly. We have to realize that. That had a great deal to do with the way he exercised authority as commander of nato and the presidency. Some people think he had to be persuaded to be president of the United States. I disagree completely. He was afraid he might lose. He did not like to lose. He was very competitive. He did not like to lose in football, baseball, or in politics, even though he did not know a lot about it. He had to learn a lot. He took lessons. He had people prepare papers for him. He had to learn how to operate the presidency. When he got there, he was ready for the job. He had his cabinet picked before he took office. The entire cabinet was ready to go. He was prepared like a brilliant staff officer would be. He was a brilliant staff officer when he was in the army, and it showed in his presidency and the w