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.
After more than a decade of operating on a wartime footing, the military services are struggling to meet readiness requirements in many critical areas. Increasingly tight budgets, combined with operating reserves that are stretched to the limit, leave little room for error in readiness planning.
Numbers and capabilities must be precisely calculated and shortfalls anticipated, so that mission resources can be allocated in the most effective manner to meet mission objectives. Unfortunately, current decision-support systems do not provide the deep level of insight in enough time to address today’s demanding readiness challenges.
Military leaders use a variety of factors to determine readiness. These include qualitative and quantitative assessments ranging from commanders’ reports to measures of personnel, training, equipment usage, maintenance cycles, supply chains, and other related factors. Readiness reporting systems across the Department of Defense (DoD) collect current readiness inputs and near-term projections from military units with the goal of generating objective, accurate, and timely qualitative and quantitative readiness measures.
The systems contain a profusion of readiness data, but neither the systems nor the data provide decision makers responsible for assessing composite readiness with a sufficient understanding of the complex interrelationships among readiness variables. For example, how will an anticipated change in a readiness input really impact readiness at the unit level? And, equally important, how will it impact readiness outside of the unit?
Having a more sophisticated and accurate understanding of readiness impacts and tradeoffs will enable leaders to make more realistic readiness decisions, and do it in a timely and cost-effective manner.
“The problem isn’t lack of data, or even lack of the right data. It's that we lack a complete understanding of how data is interrelated.”