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The encyclopedia · Strategy & Leadership · Strategic decision · 1977–1979

Black Monday: Youngstown Sheet & Tube shut its Campbell Works and took the valley down

On 19 September 1977 the fifth-largest US steelmaker abruptly closed its Campbell Works, idling 5,000. Ten thousand valley jobs went in under three years.

Youngstown Sheet & Tube · Lykes Corporation

HearsayWidely repeated, and we cannot show you a document for it. Read it for the lesson, not as fact.

What it means today

When a business is bought as cash flow rather than run as a going concern, the decay is invisible from outside until the closing notice. The people on the floor see it first — deferred maintenance is the balance sheet leaving.

What happened

Youngstown Sheet & Tube — the fifth-largest steelmaker in the United States, the largest employer in the Mahoning Valley — had passed into the hands of Lykes, a New Orleans conglomerate. The new owners ran the works as a cash source: by the 1970s crews were quietly stripping older facilities for parts to keep the other mills going. On 19 September 1977 — Black Monday — the company abruptly closed its Campbell Works and furloughed 5,000 workers.

The closures kept coming: Brier Hill shut in 1979, 1,500 more jobs, and U.S. Steel's Youngstown Works shed 3,500 — about 10,000 permanent layoffs in under three years. Steelworkers and clergy answered with the Ecumenical Coalition — headed by the Catholic bishop James Malone and an Episcopal bishop — and fought to reopen the Campbell Works under worker-community ownership. A feasibility study showed 4,000 jobs re-employed at a profit; the Carter administration promised federal loan guarantees in 1978, then withdrew them after the midterms under industry pressure. The effort collapsed.

The company did not outlive its own decision: Youngstown Sheet & Tube's remaining plants — Brier Hill and the Indiana works — were sold to Jones & Laughlin Steel, later absorbed by LTV. 'You take away a man's job, you take away everything,' the union leader Gerard Dickey said. His verdict on the owner was shorter: 'Lykes drained us dry.'

Why it happened

  • Lykes bought a steelmaker and ran it as a dividend source — maintenance deferred, investment withheld, mills kept alive on parts stripped from their own older plants.
  • The closure decision was taken in New York, New Orleans and Washington, by owners who had never priced what the works was worth to the valley around it.
  • The rescue failed for want of guarantees, not for want of a plan: worker-community ownership was viable on paper and died when federal backing was withdrawn after one election.
What it cost10,000 valley jobs, and the company itselfcatastrophic

The lesson

An owner who runs a business as a cash source is disinvesting whether anyone calls it that. The neglect shows up first as deferred maintenance, then as a closing notice.

Sources

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