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.
· 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 t ...