Corporate Incubators: Exploiting a Company's Intellectual Assets
As an integral part of Booz Allen’s service offering, we had set up several incubators around the globe. Our intention is twofold: to help young entrepreneurial start-ups to develop their business quickly and to support our “bricks and mortar” clients to develop their e-business capabilities.
In today’s business environment continuous innovation is a "matter of survival." While product enhancements and incremental process improvements are generally managed through established internal processes, corporations now understand that their intellectual assets provide additional potential to grow shareholder value. Untapped intellectual properties–especially where these do not fit into existing lines of business–combined with the sheer creativity and intellectual fire-power of employees, flourish best in an incubation model for launching new products and ventures.
Partly as a response to the recent dotcom mania, incubators have evolved to hatch new business ideas and provide all the services for a successful business launch and a fast TTIPO (Time to IPO) for entrepreneurs. Incubators such as CMGI, Internet Capital Group and Idealab! have become growth companies in their own right. Yet while corporations can learn many lessons from these incubator companies, corporate incubation has to follow a distinct set of best practice guidelines.
The Booz Allen study is entitled "Corporate Incubators: Exploiting a Company's Intellectual Assets."
study posted November 2000
