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.
What’s the key to successful software development and operations in the federal government? Is it advanced technology, like cloud, microservices, and containers? Or does the key lie in modern methods, such as agile, DevSecOps, and user-centered design? How important is organizational and team culture, and how people collaborate?
Actually, none of those is the key to success. Or rather, they all are—when brought together as a cohesive package. Government organizations today tend to focus on just one or two elements when developing software—usually methods and technology, rather than culture. But experience across government has shown that all three elements must be present, or the project will likely fail to deliver on mission needs.
Here's why each element is so critical:
Traditional technologies are cumbersome, and can’t adapt fast enough to changing user needs and security threats. When a change is made to one area of technology, it can have a disruptive effect on the entire system, and fixes are both difficult and expensive. Cybersecurity is usually an afterthought, and features are often outdated by the time the software gets into users’ hands.
New technologies such as microservices, containers, and serverless computing make it possible to break up the system into smaller, interoperable pieces—essentially, a modular approach. These individual pieces can be quickly updated without disrupting the larger system, making it easier to add new features and security measures. In addition, by leveraging the power of the cloud, the system has higher availability—there’s less downtime for users—and different parts of the system can be smoothly scaled up or down.
Traditional software-development methods can’t keep pace with rapidly changing user needs and expectations. Developers often spend months gathering user requirements, months building the software, and months deploying it. By the time they get feedback from users, the software is often badly out of date. It can’t easily be changed, so the glacial process begins all over again.
New software-development methods enable organizations to provide users with new features and functions on a daily or weekly basis, so that the software actually stays ahead of user expectations. These methods include user-centered design, agile, and DevSecOps, which focus on discovering what users really want and need, quickly incorporating their feedback, and making sure that once the software is in the hands of users, it does what it should.
Traditional software-development team culture is stovepiped and hierarchical, limiting communication and collaboration—and making it difficult to quickly deliver and update software. In addition, no one “owns” the software—if a problem arises, for example, both the development team and the operations team may say it’s not their responsibility.
Modern software-development team culture eliminates traditional hierarchies and stovepipes—autonomous teams work together collaboratively to build and deploy software. The teams are a blend of designers, developers, and engineers, so that everyone is responsible for the software’s success.
The ultimate goal of modern software development is to deliver software faster, get feedback faster, and incorporate changes faster. To do that, we have to think about technology, methods, and culture all at once. For example, the need for speed requires us to break down monolithic technologies into smaller chunks, to use the automation of DevSecOps for rapid deployment, and to collaborate and communicate.
In the commercial world, businesses that fail to bring together all three elements of modern software development cannot hope to compete. While government faces different sets of challenges, a holistic approach to software development is no less important.