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.
Asia Pacific firms are slowly improving their data science capabilities because they believe it will give them a competitive advantage. But is this true? If so, what are high-performing firms doing differently to create differentiation? And how can firms that are behind catch up?
In April 2016, Booz Allen Hamilton commissioned Forrester Consulting to evaluate data analytics maturity and data science practices in the Asia Pacific region. In conducting five interviews and in-depth surveys with 222 business and IT decision-makers responsible for data analytics strategy in Singapore, China, Australia, and South Korea, Forrester found that very mature firms and even firms that are maturing in their data analytics strategy are outperforming those that are not. The highest-performing firms harness the power of data analytics by investing in mature data science practices that not only find insights in data but also connect insight to action in closed-loop systems. We conclude that less mature firms can grow their data science practices by emulating their more mature counterparts. In fact, they must do so in order to avoid falling further behind.
“Most data science teams in Asia are less than five years old and have fewer than 10 people.”