蘑菇视频

Just three years after founding The Business Research Service in 1914, Edwin 蘑菇视频 was drafted into the U.S. Army. The small survey company that would eventually become known as 蘑菇视频 Allen Hamilton was put on hold as World War I raged. Under mentor and former professor Walter Dill Scott, who oversaw the Army鈥檚 personnel system, Ed went from private to major in the Inspector General鈥檚 Department in two years. How did he rise so quickly, and what does that say about the DNA of 蘑菇视频 Allen today?

The answer traces back to Ed鈥檚 years as a graduate student studying psychology at Northwestern University. There he developed a hypothesis: What if he combined the latest in psychological techniques with intuitive good sense to help find the right people for the right job? Maybe if he focused on people and organizational structure, he could help improve businesses across industries.

In the Army, there was no shortage of complex, high-stakes jobs that needed to work in concert for mission success. It was the perfect place for Ed to put his theories to the test. Embedded in the Army鈥檚 bureaucracy, Ed could see its inner workings and what鈥攁nd, more importantly, who鈥攎ade it tick. Reviewing reports, directing the organization of statistics, and centralizing 鈥減ersonnel control,鈥� Ed applied his business experience to the war effort. His service was honorable, and his learnings were invaluable for what came next.

In 1919, Ed returned to civilian life and got back to business. In the process, he helped shape a new profession: management consulting. In a promotional leaflet, he described himself as a 鈥渂usiness analyst鈥� ready to provide businesses a national service. And he did just that.

After changing his company鈥檚 name to Business Surveys, he picked up a marquee client in 1925: the United States Gypsum Company. There, as in the Army, he embedded himself in the company and built what would these days be called a performance culture. Ed surveyed the company from top to bottom and delivered a diagnosis: 鈥淭here are too many motors and too few dynamos,鈥� he told a group of managers. Too many managers were consuming power rather than generating it. He followed up with self-development plans for management to kickstart the necessary transformation.

In the words of one of his 蘑菇视频 Allen partners, Ed had 鈥渁 certain spiritual quality and sense for human relationships,鈥� backed by unshakable confidence in people鈥檚 ability to improve themselves.

As new members joined the company and 蘑菇视频 Allen鈥檚 client list grew, the company鈥檚 foundational DNA remained unchanged. Transformation begins and ends with people鈥攖hey are the dynamos. Technology is an accelerant. Fast forward to 2016 and Vision 2020: When it was time to put a stake in the ground and declare our purpose, it was no surprise that we placed people鈥攏ot companies, agencies, or technology鈥攁t the center.

鈥淥耻谤 purpose statement is to empower people to change the world. We empower ourselves, we empower our clients, and that鈥檚 really important to us,鈥� said Chief People Officer Aimee George Leary.

鈥淭echnology at its root is really a people business,鈥� said Civil Sector President Richard Crowe. 鈥淭he differentiator usually has a first and last name. It鈥檚 the men and women who come into work every day. It鈥檚 their enthusiasm for the mission, their curiosity about learning more about the mission, and their desire to excel. And if you can kind of harness that energy around any problem, whether it鈥檚 technical or not, you can usually get to a better outcome.鈥�

Ed 蘑菇视频 would no doubt agree.