Fifty years ago, in November 1947, Brown & Root helped Kerr-McGee build the first out-of-sight-of-land offshore platform that produced oil. This history puts a human face on the process of technological change. Using the words of many of those who took part in Brown & Root's offshore activities, this book recounts their efforts to find practical ways to recover offshore oil.

After World War II, the discovery and production of onshore oil in the United States faced decline. As a result, offshore prospects in the Gulf of Mexico took on new strategic value. Shell Oil Company pioneered many of the early moves offshore and continues to lead the way into “deepwater.” Tyler Priest’s study is the first time the modern history of Shell Oil has been told in any detail. Drawing on interviews with Shell retirees and many other sources, Priest relates how the imagination, talent, and hard work of personnel at all levels shaped the evolution of the company. The narrative also covers important aspects of Shell Oil’s corporate evolution, but the company’s pioneering steps into the deepwater fields of the Gulf of Mexico are its signature achievement. Priest’s study demonstrates that engineers did not suddenly create methods for finding and producing oil and gas from astounding water depths. Rather, they built on a half-century of accumulated knowledge and improvements to technical systems. Shell Oil’s story is unique, but it also illuminates the modern history of the petroleum industry. As Priest demonstrates, this company’s experiences offer a starting point for examining the understudied topics of strategic decision-making, scientific research, management of technology, and corporate organization and culture within modern oil companies, as well as how these activities applied to offshore development. “. . . tells a dramatic story of imaginative businessmen and engineers who propelled Shell forward in the search for ways to locate and recover oil from the depths of the sea.”—Southwestern Historical Quarterly “This book’s narrative is sustained throughout by easily understood explanations of the technical details of drilling and production.”—Journal of Southern History

From the 1890s to the 1960s, U.S. steel makers imported more than 70 million tons of high-grade manganese ore, a ferroalloy indispensable to steel production but rare in the United States. Using a commodity approach to highlight the webs of interest and conflict over raw materials that studies of bilateral diplomacy often overlook, Priest reveals the interconnected histories of far-flung mining regions around the globe and the unexamined role of the major U.S. steel companies in the U.S. search for foreign materials. The big manganese mines would emerge first in Brazil, Soviet Georgia, and India, and later in Gabon and South Africa, in a world market that was extremely competitive and inherently unstable. Market instability, caused in part by consumer control over the manganese trade, stimulated direct U.S. investments in mining beginning in the 1920s. During the 1930s and 1940s, concerns about access to manganese increasingly shaped U.S. mineral and foreign lending policies, which by the Cold War focused on supporting infrastructure development linked to strategic mining districts. Big manganese projects in Brazil and Gabon, undertaken by Bethlehem and U.S. Steel, respectively, dramatically restructured world supply and demonstrated the ways in which U.S. investment and aid imposed an export orientation in producing nations and widened the gulf between industrial and extractive regions of the world.