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In 1928, bacteriologist Frederick Griffith worked on a vaccine for pneumonia, which is caused by Streptococcus pneumoniae bacteria. Griffith studied two pneumonia strains in mice: one pathogenic and one non-pathogenic. Only the pathogenic strain killed host mice.Griffith made an unexpected discovery when he killed the pathogenic strain and mixed its remains with the live, non-pathogenic strain. Not only did the mixture kill host mice, but it also contained living pathogenic bacteria that...

Bacterial Transformation

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In 1928, bacteriologist Frederick Griffith worked on a vaccine for pneumonia, which is caused by Streptococcus pneumoniae bacteria. Griffith studied two pneumonia strains in mice: one pathogenic and one non-pathogenic. Only the pathogenic strain killed host mice.Griffith made an unexpected discovery when he killed the pathogenic strain and mixed its remains with the live, non-pathogenic strain. Not only did the mixture kill host mice, but it also contained living pathogenic bacteria that...

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Related Experiment Video

Updated: Jul 7, 2026

Generation of Transgenic C. elegans by Biolistic Transformation

Generation of Transgenic C. elegans by Biolistic Transformation

Published on: August 23, 2010

Transforming giants.

Rosabeth Moss Kanter¹

¹Harvard Business School, Boston, USA. rkanter@hbs.edu

Harvard Business Review

|February 15, 2008

Summary

This summary is machine-generated.

Global corporations are transforming by embracing shared values like openness and inclusion. This shift enables agility and innovation, allowing large companies to tackle global challenges effectively.

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Last Updated: Jul 7, 2026

Generation of Transgenic C. elegans by Biolistic Transformation

Generation of Transgenic C. elegans by Biolistic Transformation

Published on: August 23, 2010

Area of Science:

Business Strategy
Organizational Behavior
Corporate Social Responsibility

Background:

Multinational corporations were traditionally perceived as rigid and out of touch.
Recent observations indicate a significant transformation in some global giants.
This transformation involves enhanced employee engagement, increased agility, and world-connected innovation.

Purpose of the Study:

To investigate the drivers behind the transformation of large multinational corporations.
To identify the emerging models of corporate power and organizational guidance systems.

Main Methods:

Qualitative research involving over 350 interviews across five continents.
Case studies of a dozen global corporations, including IBM, Procter & Gamble, Omron, CEMEX, Cisco, and Banco Real.
Analysis of organizational values, processes, and technology adoption.

Main Results:

A new model of corporate power is emerging, driven by shared values and common platforms rather than top-down control.
Key values fostering this change include openness, inclusion, and a commitment to social and environmental betterment.
Companies are exhibiting creativity and nimbleness comparable to smaller organizations while addressing large-scale global issues.

Conclusions:

The shift in corporate guidance systems towards shared values and decentralized coordination is creating more agile and innovative large enterprises.
These transformed corporations are effectively integrating social and environmental initiatives into their business models.
Examples like IBM's World Community Grid demonstrate the potential for large corporations to leverage technology and global participation for societal benefit.