Booz Allen Commercial delivers advanced cyber defenses to the Fortune 500 and Global 2000. We are technical practitioners and cyber-focused management consultants with unparalleled experience – we know how cyber-attacks happen and how to defend against them.
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, 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.
Booz Allen continues to evolve its employee value proposition—the promise we make to our employees about the kind of firm we are. Commitment to a diverse workforce is an essential part of that promise.
Vice President Bob Miller, a leader in our Infrastructure and Environment business, has 27 years of experience as an advocate for diversity. He asks tough questions of our firm and of himself: Am I fairly advocating for all employees? How can I attract and retain top talent—women and men?
For Bob, it comes down to five behaviors that can help leaders advocate for their employees:
1. Be genuine in valuing diversity. I add my voice to many others in saying that diversity is essential to the success of Booz Allen and our country. It’s not only the right thing to do, but diversity brings varied perspectives on a problem that helps us drive unique and creative solutions.
2. Be flexible to the needs of your employees. We need to make working here work for our employees. Many leaders have a lot of flexibility at their discretion but fail to use it—hiding behind bureaucracy instead of making right decisions. If you can be flexible, do it!
“Women, minorities, and all other participants in a diverse workforce need to be able to see themselves represented in leadership and all levels.”
- Booz Allen Vice President Bob Miller
3. Be mindful of your personal assumptions. What if a female employee comes back from maternity leave and I don’t put her on a project likely to have extended or unpredictable hours, because I don’t want to add to her already full plate? Good intentions, maybe, but it’s not my place to decide that on the employee's behalf based on a perceived set of circumstances. Leaders must have discussions with their employees and not make unilateral assumptions.
4. Be conscious of potential bias in assigning roles. I’ve seen it happen more than a few times—where the only woman in the room is asked to be the note-taker at every meeting—perhaps due to bias (intentional or not). Share roles, both the good and the tedious, across your employees.
5. Be deliberate about career discussions with all employees and find common ground for mentorship. Leaders need to recognize talent and proactively sponsor and advocate equally—not just for those with the loudest voices. Ask your employees about the best ways for mentorship and advocacy to unfold. Ensure the setting is optimal for what you’re trying to achieve in helping that employee be successful.