In Melvin Calvin’s office there were four photographs: Michael Polanyi, Joel Hildebrand, Gilbert N. Lewis, and Ernest O. Lawrence. These scientists were his mentors: Polanyi for introducing him to the chemistry of phthalocyanine; Hildebrand for bringing him to Berkeley; Lewis, perhaps his most influential teacher; and Lawrence, who provided him the opportunity to work with the new scientific tool of radioactive carbon, which enabled the search for the path of carbon in photosynthesis to be successful.

The rigid career path of a professor at a modern university is that One Must Build the Big Research Group, recruit doctoral students more vigorously than the head football coach, bombard the federal agencies with grant applications more numerous than the pollen falling from the heavens in spring, and leave the paper writing and the research to the postdocs, research associates, and students who do all the bench work and all the computer programming. A professor is chained to his previous topics by his Big Group, his network of contacts built up laboriously over decades, and the impossibility of large funding except in areas where the grantee has grown the group from a corner of the building to an entire floor. The senior tenure-track faculty at a research university–the “silverbacks” in anthropological jargon–are bound by invisible chains stronger than the strongest steel to a narrow range of what the Prevailing Consensus agrees are Very Important Problems. The aspiring scientist is confronted with the reality that his mentors are all business managers.

Throughout his career, [Richard] Drew tried to create an environment where people were encouraged to follow their instincts. He was known at 3M as a consummate mentor, encouraging and helping to train many of the company’s young scientists, who went on to develop successful products of their own, paving the way for 3M’s culture of innovation.