Analysis of BoozAllen and Hamilton Essay

This essay has a total of 903 words and 7 pages.

Analysis of BoozAllen and Hamilton

Booz-Allen & Hamilton is one of the world's largest management consulting firms.
Traditionally, the firm had decentralized regional offices serving clients independent of
other offices. This made cooperation between offices difficult, which was hurting
company's overall performance. To overcome this problem they came up with a Vision 2000
plan under which the company was divided into three regions which were further sub-divided
(see exhibit 1). This was the first phase of the plan and the company was considering
implementation of the second phase which was to globally integrate all the three regions.

Advantages of Vision 2000 plan

The biggest challenge that the company was facing was cooperation between different
offices but this problem was solved because of the new compensation plan.

It made the geographic expansion easier as the offices now shared the staff within the same region.
The "Target Client" concept helped the company in developing long-term relationships
with the clients which resulted in increasing revenues (see exhibit 2).

The Mentoring program resulted in development and evolution of better consultants. It
also helped the company in serving the personal needs of the consultants and provided as a
skill set for mentors to become partners.

The extensive training programs that consisted of four delivery channels really helped
in training and increasing the efficiency of the consultants.

The globally integrated structure of knowledge sharing through different programs gave
the company a competitive edge over its competitors.

Through the "Knowledge On-Line" databases, the consultants could get considerable
amounts of information about the clients and could also get knowledge and expertise of
other consultants from all over the world. These information databases helped consultants
serve the needs of clients better with analysis formulated by other consultants.

Through the knowledge sharing amongst innovation teams, the company used to come up with
solutions on particular problems.

The monitoring of the engagement teams through information professionals also helped in
keeping a check on team's performance. Also they helped the team to put the knowledge
gained after the engagement for the use of the other consultants in the future.

Greater integration and communication between teams working on the same client helped in
understanding and serving the client better.

Higher growth in revenues and Profits was achieved against competitors (see exhibit 3).

Disadvantages of Vision 2000 plan

The staffing and planning process became very difficult and complex because the company
wanted to give the clients the best consultants possible and tried it's best to match the
consultant's expertise to the client's needs.

Cultural Differences and higher demand for expert consultants also created a problem in the allocation of consultants.
High cost and inefficiencies were also associated with allocating management.
Lot of times consultants didn't want to move from their original places of practice to
where the client was located and therefore the strain of traveling and moving affected
their performance.

Consultants often wanted to broaden their knowledge by shifting into different industry
groups making expertise in one group shorthanded.

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