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.
Our proven methodology for achieving mission and operations success with federal agencies is built on what might be considered an unusual foundation. Instead of urging agencies to start over on a new path to data democratization, we encourage you to respect the capabilities you have already developed.
Traditional approaches tend to assume there is a clean-sheet opportunity, but integration is as important as creation for most agencies seeking to democratize their data and analytics.
We begin by working with you to determine what you really want to get out of enterprise-wide analytics. What could you accomplish in mission and operations, and in what ways could your ultimate customers—both internal and external—benefit?
“Non-experts need to be able to ask questions of the data without having to know programming languages or rely on an intermediary and they need to get back answers they can easily understand and act upon.”
The next step is to assess your current ability to achieve those goals. To what extent does your organizational culture foster the use of data and analytics at a grassroots level? For example, how likely will it be for you to get buy-in from your older, more established workers? How well does your current technology support democratization? Does it enable non-experts to use analytics?
We work with you to fully understand your current state, including its often-complex interrelating pieces.
Once you have a clear vision of where you are going, we help you develop a road map to get there. Agencies are often tempted to make piecemeal improvements in data or analytic capacity to show progress. While that can have a short-term benefit, it will be counterproductive over the long term if investments and resources are not working toward the ultimate target—meeting the expectation that you use data and analytics to their fullest potential across your organization.
Here, as throughout our entire methodology, our multipronged approach is key. We help you lay out a strategy that addresses multiple fronts at once, in close concert.
Building a user-friendly organizational culture is essential. Technology-heavy approaches typically fail because they don’t fully consider the human element, such as why people might be hesitant to use data and analytics in their jobs, and what it will take to gain widespread participation.
We help organizations build a spirited culture of analytics by focusing on elements such as collaboration, experimentation, and buy-in. And we provide training that shows non-experts how to use data and analytics to get real-world results.
Democratization also cannot be achieved without the right technology. Organizations need to be able to bring together and integrate all the available data—both structured and unstructured—from a broad range of internal and external sources. They also need an analytic architecture that makes it possible to find the kinds of hidden patterns and connections that can be so valuable.
And there is a third basic requirement: Non-experts need to be able to ask questions of the data— without having to know programming languages or rely on an intermediary—and they need to get back answers they can easily understand and act upon.
These capabilities are difficult to achieve with the traditional approaches to data and analytics commonly used today. A key element of our methodology is helping organizations break free of such traditional approaches, by taking advantage of revolutionary advances in data science.