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.
When federal agencies carry out large-scale change efforts, ultimate success is measured on their ability to transform while continuing to meet the nation’s everyday needs.
Of course, that’s easier said than done. Changing organizations of such size and complexity, with so many moving and interacting parts, is a herculean task that often falls short of the original plan. But when meaningful transformation succeeds at the federal level, it’s far from accidental.
What separates successful federal agency change efforts from those that fail?
Working with Harvard University Professor of Public Management Steven Kelman, and informed by the National Academy for Public Administration and the Council for Excellence in Government, we spent 18 months examining the tenures of 11 agency leaders from the Bill Clinton, George W. Bush, and Barack Obama Administrations.
Eight of those leaders succeeded in transforming their agencies. The other three attempted to do so, but “met significant challenges.”
Through interviews and other research, we identified common techniques that the successful leaders consistently employed, but that the unsuccessful leaders did not. For leaders looking to achieve lasting change in today’s federal agency landscape, these techniques are a guide drawn by those who have been there and succeeded.
Download the report to learn 12 key techniques for successfully executing ambitious strategies at Federal Government agencies.
Change is always a defining element of transitions in administration. Understanding how leaders initiate and execute change provides insight into effective public strategies, speeds the process of transformation, and strengthens leadership capabilities of those entrusted to carry out public agency missions.