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.
The pace and scale of change across high-tech manufacturing is a once-in-a-century transformation. Industries once neatly segmented as automotive, industrial manufacturing, and consumer electronics are converging. High-tech manufacturing has evolved into an interconnected super-industry.
The resulting disruption—affecting every corner of the manufacturing sector—is profoundly, permanently altering the industrial landscape. And what the industry provides to customers, both individual consumers and businesses, has changed. No longer can any one of these industries function in isolation. They and their products are inextricably interdependent, changing customer expectations and the competitive landscape.
Evolution is not new to business leaders. We know that those who remain loyal to the status quo are left behind. But this is different. The boundaries that once separated industries are not simply blurring; they are gone.
Those who are willing to adapt and proactively shape customer demand have the opportunity to set the future course—not only for their enterprise but for entire segments of the market.