How do large companies focus on innovation, new technologies and ideas, and energize employees? Lessons from our own journey from the leader of our Strategic Innovations Group, EVP Karen Dahut.
A purified and standardized fraction with a defined minimum of four bioactive or phytochemical compounds of an extract of a medicinal plant or its part, for internal or external use of human beings or animals for diagnosis, treatment, mitigation, or prevention of any diseases but does not include administration by parenteral route.
This topic covers the notes for unit 1 of phytochemistry in 1st semester in M Pharm of department of pharmacognosy. This includes biosynthesis, characterization, purification and uses of steroids.
Herbal drugs are usually considered safe but when taken along with other drugs of chemical origin (allopathic drugs), they do interact with them and cause Bio-drug interaction
coumarin; umbelliferone and its biosynthesis and isolation.
terpenoide; cucurbitacine and its biosynthesis and isolation purification and characterization
A purified and standardized fraction with a defined minimum of four bioactive or phytochemical compounds of an extract of a medicinal plant or its part, for internal or external use of human beings or animals for diagnosis, treatment, mitigation, or prevention of any diseases but does not include administration by parenteral route.
This topic covers the notes for unit 1 of phytochemistry in 1st semester in M Pharm of department of pharmacognosy. This includes biosynthesis, characterization, purification and uses of steroids.
Herbal drugs are usually considered safe but when taken along with other drugs of chemical origin (allopathic drugs), they do interact with them and cause Bio-drug interaction
coumarin; umbelliferone and its biosynthesis and isolation.
terpenoide; cucurbitacine and its biosynthesis and isolation purification and characterization
Herbal drugs are time tested and valuable resource for healing, even today, globally.
Globally the demand is increasing for medicines, pharmaceuticals, tonics, cosmetics and other plant based products.
As the demand and commercial value of these drugs is increasing tremendously, assurance of safety, quality, and efficacy of medicinal plants and produces is becoming a crucial issue.
Plants Drug Cultivation:
General introduction to importance pharmacognosy.
Indian Council of Agricultural Research.
Current good agricultural practices.
Current good cultivation practices
Current good collection practices.
Conservation of medicinal plants-Ex-situ & In-situ conservation of medicinal plants.
This presentation included the general intro of herb,
its collection and cultivation,
chemical constituents,
uses,
mechanism of action;
dosage form and doses;
side effects, toxicity;
precautions,
interaction with other drugs an herbs
Herbal drugs are time tested and valuable resource for healing, even today, globally.
Globally the demand is increasing for medicines, pharmaceuticals, tonics, cosmetics and other plant based products.
As the demand and commercial value of these drugs is increasing tremendously, assurance of safety, quality, and efficacy of medicinal plants and produces is becoming a crucial issue.
Plants Drug Cultivation:
General introduction to importance pharmacognosy.
Indian Council of Agricultural Research.
Current good agricultural practices.
Current good cultivation practices
Current good collection practices.
Conservation of medicinal plants-Ex-situ & In-situ conservation of medicinal plants.
This presentation included the general intro of herb,
its collection and cultivation,
chemical constituents,
uses,
mechanism of action;
dosage form and doses;
side effects, toxicity;
precautions,
interaction with other drugs an herbs
The Innovation Game: Why & How Businesses are Investing in Innovation Centers Capgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
We interviewed leaders of innovation centers and conducted an extensive research study of the 200 largest companies in the world to identify best practices and critical success factors.
Global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US had the largest share with 31% of total innovation centers closely followed by Europe at 30% & Asia at 22%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
Innovation centers offer a range of benefits. They:
• Accelerate the speed of innovation
• Provide a fresh source of ideas
• Enhance risk-taking ability
• Attract talent
• Drive employee engagement
• Build a culture of innovation.
It is extremely challenging to make a success of innovation centers. The long list of critical success factors is a testimony to the size of the challenge. These factors range from clarity on the role of the innovation center to governance for innovation implementation. For example, innovation centers should not peer so far out into the future that it becomes disconnected from current realities. But, it should not confine itself too closely to the parent’s current operations to make breakthrough innovation impossible.
The advent of thriving technology hubs has created an innovation ecosystem that traditional organizations can tap into. By combining the culture and approach of innovation centers with their budget firepower and access to markets and customers, traditional organizations have an excellent opportunity to re-energize their innovation capability.
A new wave of digital disruption will affect the business world broadly during the next few years. The future of your company depends on your ability to seize the opportunities. These principles lay out the timing, breadth, and scale of the change to come, and the most effective ways to respond.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Model Behavior: 20 Business Model Innovations for SustainabilitySustainable Brands
What is business model innovation? How does it impact sustainability? Which models are disrupting industries, beyond car sharing and distributed energy? This report produced by SustainAbility brings clarity to this oft-hyped space and identifies and analyzes 20 emerging business model innovations that are having a positive social or environmental impact.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
Seven Ways Traditional Companies Can Succeed with Disruptive InnovationCognizant
Established companies often struggle to develop and launch break-out ideas. Here are the essential capabilities for participating in the next billion-dollar growth market, including the potential of establishing a separate innovation track.
Competing for the Future: Iteration vs. Innovation by Brian SolisBrian Solis
Competing for the future starts with a shift in perspective. Without that shift, you will be confined to cycles of iteration—rather than innovation. Leading digital analyst, author and keynote speaker Brian Solis partnered with Oracle for a new paper, "Enterprise as a Service."
Similar to Who Says Big Companiers Can't Innovate? (20)
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesBooz Allen Hamilton
“Hackathon” has become a trendy word in today’s business vernacular, and for good reason. The word “hackathon” comes from both “hack” and “marathon.” If you think of a “hack” as a creative solution and “marathon” as a continuous, often competitive event, you’re at the heart of what a hackathon is about. Hackathons enable creative problem solving through an innovative and often competitive structure that engages stakeholders to come up with unconventional solutions to pressing challenges. Hackathons can be used to develop new processes, products, ways of thinking, or ways of engaging stakeholders and partners, with benefits ranging from solving tough problems to broader cultural and organizational improvements.
This playbook was designed to make hackathons accessible to everyone. That means not only can all kinds of organizations benefit from hackathons, but that all kinds of employees inside those groups—executives, project managers, designers, or engineers—should participate and can benefit, too. Use this playbook as a reference and allow the best practices we outline to guide you in designing a hackathon structure that works for you and enables your organization to achieve its desired outcomes. Give yourself anywhere from six weeks to a few months to plan your hackathon, depending on the components, approach, number of participants, and desired outcomes.
Contact Director Brian MacCarthy at MacCarthy_Brian2@bah.com for more information about Booz Allen’s hackathon offering.
Booz Allen's U.S. Commercial Leader and Executive Vice President, Bill Phelps, recently released his list of 10 Cyber Priorities for Boards of Directors. As we peer into how business, technology, regulatory, and cyber threat realities are evolving in the coming year, here is a reference guide for board members to use in validating their company's cybersecurity approach.
We looked at the data. Here’s a breakdown of some key statistics about the nation’s incoming presidents’ addresses, how long they spoke, how well, and more.
Our Military Spouse Forum built a roadmap to help you navigate your career between deployments, moves, and the unpredictable. Interested in how Booz Allen can help you navigate your career? Check out our opportunities at www.boozallen.com/careers
In August 2016, Booz Allen partnered with Market Connections to conduct a survey of National Security Leaders and the General Public to understand their perspectives on the current threats. Fifteen years after the September 11 attacks, we wanted to know what keeps them up at night today, and what they will be worried about in 15 years. This infographic provides the high-level results of our survey and we will be releasing a more detailed report later in the month of September – so stay tuned. #NationalSecurity2031
Booz Allen convened some of the smartest minds to explore making healthcare more accessible. This report shares the latest healthcare payment trends and what policy experts discovered when planning for different health reform scenarios.
An interactive workshop that guides you through the many relationships that exist in an agile team, with a business value emphasis. Team members gain empathy, discover expectations of others and the importance of these agile team relationships.
An immersive environment allows students to be completely “immersed” in a self-contained simulated or artificial environment while experiencing it as real. With immersive learning, you can show realistic visual and training environments to teach complex tasks and concepts.
Nuclear Promise: Reducing Cost While Improving PerformanceBooz Allen Hamilton
To remain competitive, nuclear operators must take aim at all addressable costs, ensuring maintenance is optimized, taking proactive steps to minimize unplanned outages and, where possible, reducing administrative and other overhead costs. There are multiple opportunities to reduce capital and operational spending, while improving safety and reliability.
General Motors and Lyft; Target and Walmart; Netflix and Amazon - we call these “frenemies”. A strange trend is emerging as unlikely partner companies join forces, and they’re transforming industries around the world. Understanding what's driving the frenemies trend, knowing what options best fit your needs, and making yourself an effective partner are all critical to success.
Threats to industrial control systems are on the rise. This briefing explores potential threats and vulnerabilities as well as what organizations can do to guard against them.
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton
Booz Allen Hamilton partnered with government market research firm Market Connections, Inc. to conduct the survey of military decision-makers. The research examined the main features of Integrated C4ISR through Enterprise Integration: engineering, operations and acquisition. Two-thirds of respondents (65 percent) agree agile incremental delivery of modular systems with integrated capabilities can enable rapid insertion of new technologies.
Modern C4ISR Integrates, Innovates and Secures Military NetworksBooz Allen Hamilton
A majority of the military believe Integrated C4ISR through Enterprise Integration would provide utility to their organization. Check out other key findings from our study in this infographic http://bit.ly/1OZOjG2
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Booz Allen Hamilton
Integrated C4ISR is a force multiplier that significantly improves situational awareness and decision making to give warfighters a decisive battlefield advantage. This advantage stems from Booz Allen Hamilton’s Enterprise Integration approach http://bit.ly/25nDBRg: bringing together three disciplines and their communities—engineering, operations, and acquisition.
Booz Allen Hamilton created the Field Guide to Data Science to help organizations and missions understand how to make use of data as a resource. The Second Edition of the Field Guide, updated with new features and content, delivers our latest insights in a fast-changing field. http://bit.ly/1O78U42
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
1. WHO SAYS
BIG COM PA N I E S
INNOVATE?
BY KAREN DAHUT
CAN’T
2. 1
Booz Allen Hamilton | Who Says Big Companies Can’t Innovaate?
.
In April 2010, Booz Allen risk analyst Eric
Druker listened to a presentation about a
new algorithm for running Monte Carlo
simulations during a Business Analytics
conference in Orlando, Florida. The algorithm
could drastically decrease simulation run time
but came at the expense of accuracy and the ability
to correlate model inputs. These drawbacks obscured
its viability as a meaningful tool in disciplines such
as finance, actuarial sciences, stochastic modeling,
and cost analysis, where practitioners have long since
grown accustomed to highly-accurate models.
The presentation, however, sparked something
in Eric. He left the conference early, flew home to
Eureka, Missouri, and immediately began working
on an algorithm that not only improved accuracy and
allowed correlation between input variables, but that
could also run the more complicated Monte Carlo
simulations in a sliver of the time it took with the
previous iterations.
The process of refining, improving, and adapting
the original algorithm has since become a team
effort with a swarm of activity from employees and
executives alike. Today, Polaris, as it is known, is
a commercial off the shelf (COTS) tool that has
generated over $25M in new business for Booz Allen
and is the genesis for our RealTime AnalyticsTM
product and service offerings.
A few years after Eric left early from that conference
in Orlando, engineer James Bridgers and some of
his coworkers started brainstorming better ways
to systematically identify potholes. Although none
of them worked in transportation, in fact they all
work in the defense industry, each was interested
in participating in the Ideas Festival—an annual
company event where employees vie for the
opportunity to win investment funding to turn their
ideas into business plans and real solutions for clients.
To put their best idea forward, James and his
team designed and built a minimum viable product
to demonstrate the simplicity of building a feature
detection algorithm to identify potholes. An
aggregate of our analytics and rapid prototyping
capabilities, Road-Aid has the potential to disrupt the
way cities, insurance companies, and governments
detect road distresses. The idea won Booz Allen’s
annual Ideas Festival last year.
I offer these examples to demonstrate that while
large companies, like Booz Allen, can source ideas
in a variety of ways (Polaris was a classic ‘Eureka’
moment, whereas Road-Aid gestated over time), it is
the cultural processes of working toward a focused
agenda, habitually collaborating with brilliant,
likeminded employees, and connecting with partners
in the global innovation ecosystem that ultimately
drives sustainable innovation.
In 2013, we began developing an Innovation
Blueprint—a series of components and systems
to source, supply, and mature our own innovation
practices. Built off a cultural approach to innovation,
the Innovation Blueprint is a repeatable method by
which any large organization can harness the power
of its institution and habitually collaborate with, and
participate in, the global innovation ecosystem. This
cultural approach allows big companies to pursue
incremental improvements and adjacent applications
for initiatives with transformational potential.
Burnt Cheese – The Value of Brand
The first component of the Innovation Blueprint is
establishing what a company wants to be known for.
Take Starbucks, for example. It experienced 20 years
of rapid growth, expanding from 33 coffee shops
in 1988 to 16,680 in 2008. Its success came as a
consequence of many things, but chief amongst them
was its experience as ‘the third place’ between home
and work.
As Starbucks grew it began to diversify its service
offerings and added breakfast sandwiches. From
a financial perspective, the breakfast sandwiches
were a success. People bought them, and enjoyed
them. But as Howard Schultz acknowledges in his
book, How Starbucks Fought For Its Life Without
Losing Its Soul, the aroma of burnt cheese became
the quintessential example of how Starbucks was
losing its way. In 2008, the company stopped selling
breakfast sandwiches for six months until it had
made incremental improvements to the product. For
Starbucks, the coffee scent was a brand signifier of
the promise and value that helped grow the company.
Odorless sandwiches allowed Starbucks to strengthen
its value proposition by focusing on the right scent.
Similarly, Booz Allen established a reputation
for premier federal consulting services and an
3. “If you want to be known for
something, you have to make
the investments to prove it.”
MARKET
PRODUCTS
AND SOLUTIONS
NEW BUSINESS
MODELS AND
VENTURES
MANAGED
SERVICES
DIGITAL
RAPID PROTOTYPING
NEXTGEN ANALYTICS
PREDICTIVE INTELLIGENCE
COMPLEX
PROBLEMS
+ +
MARKET PERSPECTIVE FOCUSED AGENDA INNOVATION PORTFOLIO
INCREASED
INEFFICIENCY
EXTRACTING
VALUE FROM
DATA
STRENGTHENING
SECURITY
NEW OR CHANGING
TECHNOLOGY
CROSS-INDUSTRY
CHALLENGES
2
Booz Allen Hamilton | Who Says Big Companies Can’t Innovaate?
unsurpassed knowledge and appreciation for our
clients’ missions. This reputation was in part
responsible for our growth from 3,500 employees
in the late 1980s to the more than 23,000 strong
company we are today. Booz Allen’s burnt cheese,
however, came when the financial crisis hit in 2008.
Federal spending was shrinking. Our primary markets
were constricting. Yet our clients demanded more
value for the same or less money.
These new market concerns, coupled with an
evolving stakeholder base, demanded an examination
of our current market position and opportunities to
make bold thrusts into adjacent markets. This led
to a renewed focus on innovation, new technologies
and ideas, and our recommitment to energize
our entrepreneurial employee base. If you want
to be known for something, you have to make the
investments to prove it.
Focus Your Agenda
Executives should determine their investments
through a deliberate deconstruction of their clients’
most complex problems. They can then align a set
of core and progressive initiatives against those
problems. At Booz Allen, we call our set of initiatives
our focused agenda. This targeted investment
approach provides the opportunity to focus resources
and deploy lean methodology for prototyping and
maturing new solutions. A bundled set of initiatives
further affords big companies the flexibility to pivot,
adjust, add, or swap out individual initiatives as the
nature of our clients’ problems evolve.
A company’s client and customer partnerships,
as well as its participation in the global innovation
ecosystem can drive advances within each discrete
initiative. Working directly with clients and customers
will help executives evaluate which initiative to
include in their focused agenda and also determine
what products and services to develop. Similarly, a
company’s internal ecosystem and connection to the
global innovation ecosystem can help shape and create
the types of products and services that the company
pushes into the marketplace.
The initiatives in a company’s focused agenda
can yield significant value for both the company
and its clients. Through a relentless commitment to
continually refine and combine initiatives a company
can guide construction of original solutions with
disruptive, transformational potential. These solutions
can solve clients’ most complex problems, and, in the
process, diversify the offerings within the company’s
innovation portfolio.
Inspire Your People
The smart money, however, comes when organizations
erect a culture that can both capitalize on their
focused agenda, and empower their employees with
the freedom to capture, play, and fail with different
ideas that augment or that contribute to the initiatives
in the focused agenda. That is, organizations that
establish and promote a level of sensible risk and
allow its employees to fail forward, learn from their
mistakes, and refine their approach accordingly,
are better positioned to also capture the residual
incremental and adjacent innovations.
Yet, the freedom to experiment and play with ideas
has a natural tension with the efficiency of large
companies that often manage risk through process
standardization. These formal structures can stifle
creativity. In fact, overbearing structure and protocol
is one of the principal reasons why people believe big
companies can’t innovate.
Big companies, however, can overcome this rigidity
by driving strategy and innovation though culture.
5. By instilling a culture of innovation—one that
encourages original thought, sensible risk taking,
and collaborative problem solving—companies can
avoid the smothering effects bureaucracy can have
on innovation.
This culture is not created by chance. It is
engineered. It is practiced. It is disciplined. And it
starts with inspired people. As part of our Innovation
Blueprint, our people program develops careers
around meaningful opportunities, constant learning,
rotational programs, and business practices. Our
intent is to inspire existing employees to demonstrate
their entrepreneurial flair, entice new prospective
talent with the opportunity to do likewise, and
reward leaders who support a culture that connects
their staffs’ brilliant ideas to the internal and global
innovation ecosystems. When big organizations
can create a culture that motivates a critical mass of
employees to participate and engage in innovation
events, those companies increase the probability of
creating a sustainable pipeline of innovation.
Harvest Your Culture
Organizations that cultivate an internal ecosystem
and inspire their people can nurture smart ideas and
harvest innovation at regular intervals. As part of our
Innovation Blueprint, we grow communities around
an internal ecosystem of cultural spaces, events,
and tools that we can connect to the larger global
innovation ecosystem.
The key to a successful harvest is encouraging
employees, project teams, and internal communities to
leverage and own the pieces of the internal ecosystem
as intended. Functional Communities—or equivalent
tradecraft and intellectual capital incubators—for
example, should engineer their activities to gather
particular types of thinking. For example, presenting
a problem and asking for a solution can yield
incremental enhancements, whereas presenting a
solution and requesting a problem to apply it to can
unearth adjacent applications.
Another cultural element large organizations
should consider is pitch events. At Booz Allen,
we have two premiere pitch competitions: the
annual Ideas Festival, and the bi-annual Combustion
Chamber. The intent of these events is to improve
employees’ pitching skills to persuade investment
from senior leaders. Leaders then gather the
best ideas, which can be refined internally or in
collaboration with partners in the external global
innovation ecosystem, before driving them into the
market place.
Don’t Go It Alone
Internal funding and mentorship, however, is only the
start. A company’s innovation practices is enhanced
and inspired by its participation in the broader global
innovation ecosystem. Our Innovation Blueprint
posits the best, original innovations do not happen
within the brick and mortar of one’s own company,
but in disciplined, deliberate collaboration with
external partners. It is a collaborative approach that
challenges traditional organizational development and
design theories.
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Ecosystem Component Description
IN PERSON EVENTS
Pitch Events
(InnovateNow!, Combustion
Cells, Pitch Jams)
A collection of events that refine and mature employee ideas, and gain the knowledge and skills
needed to successfully construct and deliver a pitch that persuades investment.
Pitch Competitions (Annual
Ideas Festival, Bi-Annual
Combustion Chamber)
Competitive pitch events where employees vie for the opportunity to win investment funding and
mentorship from executives.
SolverSpace A space where employees can store, share, and reuse codes and algorithms they are working on
and tinker with their colleagues’ ideas.
VIRTUAL ENABLERS
The Garage A digital space where employees can suggest enhancements for particular ideas, crowdsource
ideas for a particular challenge, and develop actionable solutions to market problems.
The BAHx A space where employees can share and store the codes and algorithms they are working on and
tinker with their colleagues’ ideas.
Yammer An internal social platform where employees can connect and engage each other around fresh ideas.
The Idea Exchange A free-flowing, grassroots platform where employees can share and discuss ideas,
get feedback from colleagues, and find opportunities for their teams.
BOOZ ALLEN’S INTERNAL INNOVATION ECOSYSTEM
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In today’s networked economy, for example, most
organizations no longer have the sole responsibility
to guide a product through the entire development
lifecycle. Embracing the members of this connected and
interdependent global ecosystem means co-investing
in partner alliances, aggregating their reciprocal
investment and expertise to source and mature good
ideas, and leading through connections to experience
greater value than those organizations that go it alone.
Tesla Motors CEO Elon Musk, for instance, recently
revealed the electric car company would open up
its patents, “for the advancement of electric vehicle
technology.” When Tesla started, Musk felt compelled
to create patents for his company’s technology out
of concern large car manufacturers would copy the
technology, and, with their size advantages, zoom past
Tesla on their way to market.
He couldn’t have been more wrong. The reality is
that electric car programs at the major manufacturers
account for less than one percent of their total vehicle
sale. Without the production capabilities of the large
manufacturers it is unlikely that electric recharging
infrastructure will be built. Without the infrastructure
consumers will hesitate to adopt the electric car. By
reversing course, Musk believes the transportation
industry will be able to assemble a cumulative gain
from the various internal and external sources that
make up the automotive industry.
At Booz Allen, our rapid growth in the 1990s and
2000s extended the breadth and depth of our networks.
Our rich network of partnerships and alliances, along
with our relentless commitment to our client missions
means we are able to act as the conduit to innovation
between the markets, our partners, and our clients.
Our expertise in applying technological innovations has
made us an essential partner for companies seeking to
connect their services to federal business challenges.
With the ubiquity of iPads in business settings,
for example, Intel sought to regain market share for
Intel-based, enterprise-ready Windows 8 tablets in the
healthcare market. While healthcare providers desire
the manageability and security of Windows devises, the
shortage of applications makes them untenable.
Consequently, Booz Allen, Intel, and Microsoft agreed
to co-invest in an app development project for a global
provider of Electronic Medical Records (EMR). Each
organization leveraged each other’s investments and
skillsets, which allowed us to serve as the essential partner
that worked directly with the EMR provider to develop the
Windows 8 application. The result is an award-winning,
disruptive new technology that has the potential to shape
prospective healthcare procurement opportunities.
Bringing it Altogether
When bolted onto a culture of recursive collaboration,
the components of the Innovation Blueprint map a
course for sustainable innovation. Big companies,
like Booz Allen, are seasoned at driving products and
services into the market. They have the networks,
salesforces, and relationships to outpace startups to
market. The key for these companies, however, is
lubricating the components of the Innovation Blueprint
with consistent, useful innovations from the bright
ideas of its employees.
Executives at big companies who choose to power
their business through culture know that not every
employee will choose to participate in events, or
approach their managers with a new way of thinking
about a problem. Some employees just want to do their
job to a high standard. And that’s okay.
But that doesn’t mean big companies can’t innovate.
Companies like Booz Allen, which on January 2nd rang
the bell at the New York Stock Exchange to celebrate our
100th anniversary, and expect to be around for a second
century, cannot endure if they fail to innovate forward.
Longevity, relevance, and competitive advantage
demands innovation.
Companies that set into motion elements of the
Innovation Blueprint, like a focused agenda, an internal
innovation ecosystem, and actively participate in the
global innovation ecosystem, with a culture of relentless
entrepreneurialism can achieve a necessary level of
employee engagement to run and maintain its business
with a steady flow of new products and services on a
continual, recursive basis. It’s not where the ideas come
from that matters, but the cultural process by which
organizations assemble and develop them into market-applied
innovations.
Booz Allen Hamilton Executive Vice President Karen Dahut
leads the firm’s Strategic Innovation Group (SIG). Contact her
at Dahut_Karen@bah.com.