A leading energy company with a proven capacity in R&D wanted a way to capitalize on ideas that fell outside the core business.
Our client, a major global energy company, had a formidable reputation in R&D and investments in many energy and technology start-ups. But it had no way of building and scaling noncore businesses internally.
That meant that the company was leaving some of its best ideas on the table, at a time when the energy industry was undergoing significant disruption.