Booz Allen’s Back in the Commercial Business
A non-compete agreement recently
expired that allows Booz Allen Hamilton
back into the commercial business. The
non-compete was related to the spin-off
of Booz & Company back in 2008, which
had prohibited the government-focused
consulting business from re-entering the
But that was then and this is now.
Currently, the commercial business is
By “downstream,” Peck’s talking about
a three-to five-year window.
BAH never technically left the commer-
cial business. As part of the non-compete,
the firm was always permitted to continue
selling work under anything related to cyber
security in the commercial space, Peck says.
“The first year or two, that cyber
security commercial business was very
low-key and more opportunistic than
strategic,” he says. “It wasn’t really until
the third year that we started using that
cyber exception to execute on some of
that commercial business.”
But it turns out that cyber security is
only a small part of the firm’s commercial
re-entry strategy. “We knew that we’d be
able to leverage the cyber security capa-
bilities and that would offer us something
different than our competitors,” Peck says.
“But we also felt strongly that our regula-
tory expertise in financial services, health
and energy would go a long way.”
And those three markets figure to be
where BAH will make the most noise in the
commercial space, allowing the firm to
leverage its expertise from its government
business, particularly in financial services
and healthcare. “We didn’t want to go back
into commercial and pretend we’re some-
thing that we’re not,” he says.
A private, non-profit organization, Indiana University Health, was
preparing to invest in an enterprise-wide Personal Health Record
(PHR). IU Health turned to Pittsburgh-based healthcare IT firm, Aspen
Advisors. The PHR tool would be offered to patients and incorporate
data from multiple EMR source systems across the IU Health network
The tool was to be used by providers within IU Health’s network to
review patients’ medical records through a browser (with patient con-
sent) and include data expert capabilities for health Information
Exchange (HIE) compatibility and EMR Integration. IU Health owns or
manages 18 hospitals and health centers throughout Indiana.
Indiana University Health
Turns to Aspen for PHR Help
The Challenge: IU Health wanted to better understand the PHR
market and best practice use of PHRs within health systems across
the country, expedite market analysis of the leading PHR vendor can-
didates, identify those that fit in IU Health’s PHR strategy, and define
a short list of products that fit IU Health’s needs.
The Solution: Aspen Advisors was engaged to provide an overview of
the PHR market, complete an analysis of the leading PHR vendors,
and identify those that fit in IU Health’s PHR strategy. Specific objectives included: Creating a PHR Scorecard that offered an overview of
the market; inventorying and assessing the current PHR products in
use and those being evaluated across IU Health; analyzing the leading
PHR vendor candidates and identifying those that fit within IU Health’s
PHR strategy; and, creating an evaluation matrix to assist IU Health in
evaluating the best PHR strategy and product fit for its needs.
The Result: IU Health had a clear understanding of the three types
PHR strategies (tethered, portal, and open platform PHRs) and the
products in each category. The organization was armed with a clearer
picture of the PHR market, the underlying architecture, and the pros
and cons of various approaches. IU health decided to implement a
PHR-add-in component to a physician portal toolset it was already
planning to implement. It also determined that the portal vendor they
selected was able to export and an open platform PHR, as well.