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Unformatted text preview: ISYE 6772: CASE SUMMARY: Cultivating Capabilities to Innovate: Booz Allen Hamilton Nishant S Jain The president of Booz Allen, a major consulting firm, wants to understand and improve the way its products, services, and processes are developed and deployed throughout the firm. However, proactive management of processes involving knowledge transfer within the firm and to the market as well as maintaining growth by innovation is proving very difficult because of the firm's decentralized decision structure and the firm's cultural predisposition to listen to building customized solution for each new project. Booz Allens business model was to tailor and sell integrated innovative solutions to its clients for every new project undertaken differing from the model deployed by its recent competitors who developed standardized products concepts or services and branded their company image based on expertise in executing these core products. In 1987, Booz Allen introduced a new system which would encourage learning to compete as an institution rather than a confederation of individuals like teams revolving around partners which had been the norm until then. In 1994, Booz Allen embarked on a new strategy called Vision 2000 which would reduce the number of clients it served to concentrate on building more...
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This note was uploaded on 04/07/2010 for the course MGT 6772 taught by Professor Burgess during the Spring '09 term at Georgia Institute of Technology.
- Spring '09