Our strategy and technology consultants have empowered our international clients with the knowledge and experience they need to build their own local resources and capabilities.
In facing challenges of modernization, our Middle East and North Africa clients have complex requirements that benefit from our proven experience in guiding major programs and projects for governments and private-sector organizations. The services we offer in UAE, Qatar, Saudi Arabia, Egypt, Turkey, Kuwait, Morocco, Jordan, and other regional countries build on our consulting legacy.
Our clients call upon us to work on their hardest problems—delivering effective health care, protecting warfighters and their families, keeping our national infrastructure secure, bringing into focus the traditional boundaries between consumer products and manufacturing as those boundaries blur.
Booz Allen was founded on the notion that we could help companies succeed by bringing them expert, candid advice and an outside perspective on their business. The analysis and perspective generated by that talent can be found in the case studies and thought leadership produced by our people.
Learn more about Booz Allen's diverse culture and environment of inclusion that fosters respect and opportunity for all employees.
We've come a long way delivering innovative solutions. But our next chapter is still being written.
Our 22,600 engineers, scientists, software developers, technologists, and consultants live to solve problems that matter. We’re proud of the diversity throughout our organization, from our most junior ranks to our board of directors and leadership team.
Booz Allen takes pride in a culture that encourages and rewards the many dimensions of leadership—innovative thinking, active collaboration, and personal service. We’re particularly proud of the diversity of our Leadership Team and Board of Directors, among the most diverse in corporate America today.
Attempts at organizational transformation fail at a rate of 60 to 70%. That statistic, according to relevant studies, has been true since 1970.
The ability to manage change as an organization has grown more important in the last 50 years, and the particulars of the transformation discipline have changed. But actually transforming—thoroughly, meaningfully, enduringly—hasn’t gotten one bit easier.
Over a century of experience planning and guiding organizations in the act of transforming from top to bottom tells us that successful transformations have one overarching thing in common: they’re driven by purpose.
That was true when we helped the U.S. Navy transform into the world’s dominant oceanic fighting force in the 1940s. It was true when we helped Chrysler transform to bounce back from bankruptcy in the 1980s. It was true in the 90s when we helped the IRS transform into a customer service-centered organization, and it’s true today as we help the U.S. Air Force redesign its entire budget execution process.
“…successful transformations have one overarching thing in common: they’re driven by purpose.”
Download this insight to learn more about how Booz Allen aligns transformation with six key drivers—mission, service delivery, workforce, data, automation, and technology—to plan and execute