[Editor note: This (unpublished) review of “Revisiting The Limits to Growth: Could the Club of Rome Have Been Correct After All?” by Matthew R. Simmons (1943–2010) was written by Bradley in 2000.

Tomorrow, Michael Lynch will examine the Simmons’s peak-oil advocacy. A third post will described the failed bets that Simmons made with John Tierney of the New York Times and with Bradley on the average price of oil in 2010. (Simmons bet on $200 per barrel or higher averaged over 2010–and lost resoundingly.)]

Matt Simmons founded the investment banking firm Simmons & Company International soon after the 1973 energy crisis to cater to oil companies. He first stepped out in a very public way by questioning official inventory statistics for oil. But then he took a decidedly controversial turn (and one that befuddled his longtime industry friends). …

[This interview of Robert L. Bradley Jr. by Stephen Hicks (website here) is part of a series: Part I (Libertarianism and Energy); Part II (Expanding Energy Horizons); and Part III (Enron as a Political Company).]

Kaizen: You mentioned that Enron was also involved in lots of alternative energy sources—wind power, solar power, “green” energy, and that it was one of the first at the political table. Did Enron think that with the right kind of farsighted investment the new energies could be profitable?

Or was this again part of a political strategy: Alternative energy was a political favorite, certainly during the Clinton Administration years, when Al Gore was vice president? So Enron is getting a seat at the table; and whether alternative energy actually succeeds or not, it’s a good business strategy at least in the short term.…

[Part III of an interview of Robert L. Bradley Jr. by Stephen Hicks (website here). Part I (Libertarianism and Energy) and Part II (Expanding Energy Horizons) have been published.] 

“Ken Lay lives in Jim Rogers! The master of the regulation game for natural gas transmission brought Lay’s get-out-in-front political strategy from Enron to a company called Public Service Company of Indiana, which became Cinergy, which was bought by Duke Energy. Rogers positioned his coal-laden company as very concerned about climate change and wanting cap-and-trade regulation.”

Kaizen: Enron operated in a highly mixed political and economic environment. In the decades that Enron was operating—the 1980s through the early 2000s—to what extent was the U.S. energy market a free market, and to what extent was it regulated economy?

Bradley: The energy industries—oil, natural gas, and electricity—have all been politicized.…

[This is Part II of an interview of Robert L. Bradley Jr. by Stephen Hicks (website here). Part I was published last week.] This four-part series (Part III, Part IV to come) is the full interview (with some elaboration), from which an abbreviated version was published in KAIZEN magazine (Issue 13: August 2010) and a longer version was posted online.]

Kaizen: You began as a specialist in oil and gas regulation. How did you evolve from there to where you are now?

Bradley: There are four or so stanzas in my intellectual career to date. The first was certainly oil and gas regulation, taxation, and subsidization, the subject of my Cato book, Oil, Gas & Government: The U.S. Experience. The research for that was essentially complete by 1985 when went to the corporate world by joining HNG-InterNorth, soon to become Enron.…