Booz Allen's experts in organization and change leadership draw on years of experience. Some examples of recent work include:

• Supported a global automobile manufacturer in a landmark turnaround program that involved the redesign of its organization to achieve sustainable global performance. The project reshaped the company's country-focused model into a global matrix, with regional business units, global functions, and a lean global headquarters focused on critical corporate missions.
  
  Booz Allen also developed the processes, decision rules, and performance management tools to ensure cooperation across operating functions, in order to maximize profits. These organizational enablers were widely cascaded throughout the management ranks of this 140,000-employee global organization. An extensive communication and training program accelerated profound culture and behavior changes.
  
  This organizational transformation contributed to our client's achieving its turnaround targets in two years—one year earlier than planned—generating targeted returns and reducing its debt by half.
  
  
• Assisted a major U.S.-based global pharmaceutical and health-products company with the complex integration of the major division of a large, diversified chemical and health-care company. The acquired company had a geographically diverse international footprint and operated with a very different organization structure, culture, systems infrastructure, and process set. The project was executed within an aggressive timeframe.
  
  Booz Allen designed the merged company's pharmaceutical business, as well as the integration of business unit and functional responsibilities. The project also involved the design and implementation of a detailed people transition strategy to create a combined company of 30,000 employees; the exit of 1,600 employees was managed over a short period of time and with minimal business disruption. The integration was highly successful, staying on target for achieving its annual business contribution goals.
  
  
• Transformed a 1950s-style, geographic-function matrix organization into a 21st-century customer-focused organization. The multiyear transformation realigned the 118,000-person workforce by creating a new organizational structure, leadership model, and strategic planning process. These changes were supported by balanced performance measures and modernized business systems.
  
  The impact on customer service levels has been considerable. After an eight-year decline, customer satisfaction rates have increased every month since the new structure was adopted, reaching an all-time high. The overall customer confidence rating has increased 20 percent from its historic low at the beginning of the transformation.