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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 has helped government and commercial organizations gain game-changing data and analytics capabilities through a perspective that differs significantly from that of other firms.
First, we recognize that agencies cannot democratize their data and analytics through a purely technological approach—no matter how “cutting-edge” or powerful the tool. Opening up data and analytics to everyone is as much about people as it is about technology. It’s important to understand not just how people use data, but how they think about it, and how they view its possibilities in their day-to-day jobs. Otherwise, people will never connect with the data—they may not even want to—and expensive new technologies will be underutilized or ignored.
Just as significantly, we recognize that people throughout the organization need to be able to find these data-driven insights on their own, without the cumbersome process of going through a computer scientist or other intermediary.
“Opening up data and analytics to everyone is as much about people as it is about technology.”
With traditional approaches, if analysts or others want to see what the data shows about a particular subject, they have to ask the computer scientist to build the necessary databases. They then have to pose specific questions to the computer scientist, who translates them into computer language and queries the computer, and then translates the responses back for the analyst.
This time-consuming process often leaves analysts waiting days for a single answer—making it difficult to ask follow-up questions, chase down ideas and follow hunches wherever they might lead.
Diversity means different things to different people: gender, race/ethnicity, disability status, nationality, religious affiliation, education, sexual orientation, socioeconomic background. In this episode of Booz Allen Big Ideas we talk with Mark "Jake" Jacobsohn, our Analytics lead, about why hiring all kinds of data scientists leads to creative, more productive problem solving. To learn more visit soundcloud.com/boozallen.
It is essential that non-experts have the ability to explore data and analytics independently. Only when people can see for themselves what’s possible—and have the hands-on ability to make it happen—will data and analytics become part of the fabric of an organization.
One of the most significant barriers to democratization is that analysts, researchers and others typically have to know beforehand the kinds of answers they might find in the data. This common mindset, a carryover from the era of small data, limits the ability to find new insights.
We are convinced it is critical that people be able to let patterns and connections in the data naturally emerge—to let the data speak for itself. This is what often leads to the kinds of insights that make it possible for agencies to make quantum leaps in mission and operations success.