Booz-Allen & Hamilton Case Study

The purpose of this memo is to propose that Booz-Allen & Hamilton should not merge the Atlantic, Latin America, and Asia-Pacific-Japan (APJ) regions into a global structure at this time.

Corporate Strategy Reconsidered

The goal of the Vision 2000 design is to provide each client with the best-suited consultants, regardless of their location. A flaw with this design, is the lack of focus on employee well being, client satisfaction and the cultural environment. The Vision 2000 design needs to put more emphasis on the social aspects of the organization.

Poor Corporate Culture and its Impact on Employee Well-Being

Currently there is a poor fit between the well being of the individual consultants and the formal organization. This will worsen with further integration. The corporate culture has become one where the consultants are expected to sacrifice their personal lives for their work. If they cannot adhere to this then they should not be in the business.

Currently the consultants are highly stressed due to excessive travel and pressure to relocate. This will impact employee retention, recruitment and performance. Globalization will only worsen the situation.

If this corporate culture continues, the organization will attract younger, inexperienced consultants who do not have any obligations. However, as these consultants get older and want a better work life balance, they may go somewhere else, taking their expertise and experience with them. The organization may be faced with a continuous cycle of losing valuable consultants or the ‘best of the best’ just because they decided to settle down.

Ultimately Booz-Allen may become a springboard for consultants to find success in other companies.

Regional Structure and Total Client Satisfaction

The informal relationship between the client and consultant will be impacted if there is further integration. Informal and social connections are important generators of business for the organization....