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INTRODUCTION 1
Ranking Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
The Vault 50 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Practice Area Rankings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
THE VAULT 50 43
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Table of Contents
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Table of Contents
APPENDIX 575
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Ranking Methodology
For the 2008 edition of the Vault Guide to the Top 50 Management and Strategy Consulting Firms, we selected a list of top
consulting firms to include in the Vault survey. These consulting firms were selected because of their prominence in the
consulting industry and their interest to consulting job seekers. This year, over 3,640 consultants responded to our survey.
The survey was distributed to the firms on Vault’s list in the spring of 2007. In some cases, Vault contacted practicing consultants
directly. Survey respondents were asked to do several things. They were asked to rate each consulting firm on the survey on a
scale of 1 to 10 based on prestige, with 10 being the most prestigious. Consultants were unable to rate their own firm, and they
were asked to rate only those firms with which they were familiar.
Vault collected the survey results and averaged the score for each company. The firms were then ranked, with the highest score
being No. 1 down to No. 50.
We also asked survey respondents to give their perceptions of other consulting firms besides their own. A selection of those
comments is featured on each firm profile as The Buzz.
Remember that Vault’s Top 50 Management and Strategy Consulting Firms are chosen by practicing consultants at top consulting
firms. Vault does not choose or influence the rankings. The rankings measure perceived prestige (as determined by consulting
professionals) and not revenue, size or lifestyle.
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The Vault 50 2008
The 50 most prestigious consulting firms
NR = Not Ranked
*As of May 2007, Oliver Wyman—General Management Consulting
**As of May 2007, Oliver Wyman—Financial Services
†As of May 2007, Oliver Wyman—Delta Organizational Leadership Consulting
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2008 PRESTIGE 2007 2006 2005 HEADQUARTERS/
CONSULTING FIRM SCORE RANK RANK RANK LARGEST OFFICE
RANK
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Methodology
Vault also asked consultants to rank the best firms in several areas of business focus. These areas are economic consulting,
energy consulting, financial consulting, human resources consulting, operational consulting, and pharmaceutical and health care
consulting. Consultants were allowed to vote for up to three firms as the best in each area.
The following charts indicate the rankings in each practice area, along with the total percentage of votes cast in favor of each
firm. (As long as at least one consultant voted for more than one firm, no firm could get 100 percent of the votes; if every
consultant had voted for the same three firms, for example, the maximum score would be 33.3 percent.)
Economic Consulting
Energy Consulting
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VAULT TOP 50
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THE SCOOP
Blazing a trail
Giant consulting firm Booz Allen Hamilton has become a major player in the private and public sector since its start in 1914.
The founder, Northwestern grad Edwin Booz, is given credit for coming up with the idea that an outsider could analyze a business
and find ways to make improvements and increase profit. Along with his partners, James Allen and Carl Hamilton, Booz began
the firm in Chicago, working with Midwestern companies like Montgomery Ward, Goodyear Tire & Rubber and General Mills.
In 1940, the firm was hired to help the U.S. Secretary of the Navy with World War II preparations, a project that marked the start
of a longstanding relationship with the U.S. federal government. Since then, Booz Allen has had a hand in several notable private
and public engagements throughout its years, such as advising on the breakup of Ma Bell and helping organize the National
Football League in the 1960s.
Dual concentration
Today, based just outside of Washington, D.C., Booz Allen employs over 19,000 staff in offices all over the globe. The firm
claims that what sets it apart from most consulting firms is its deep expertise in both strategy and technology work. Its services
include business strategy, operations, organization and change, and information technology. Within the strategy practice, Booz
Allen assists clients through corporate strategy and finance, business unit strategy, industry structure and dynamics, strategic
leadership, enterprise resilience and strategic risk services. The firm serves clients in a broad range of industries, including
automotive, chemicals, financial services, high tech, health care, media and transportation, as well as a wide range of government
agencies.
Global spread
Booz Allen started expanding its operations overseas in 1953, when it landed its first international contract, an engagement to
analyze and organize land-ownership records for the newly established Philippine government. In 1957, it opened its first
international office in Zurich to serve European clients. The firm established an outpost in Düsseldorf in 1985 to reach businesses
in Switzerland, Germany and Austria. Through the 1990s, Booz Allen gained a presence in Asia, opening offices in Seoul,
Shanghai and Bangkok, as well as other far-flung locales, including Abu Dhabi, Bogota, Frankfurt, Mumbai and Pretoria. In
1999, the firm purchased Carta Corporate Advisors AB, a top Scandinavian consultancy, giving it a footprint in Sweden, Finland,
Norway and Denmark. The firm doubled the size of its Tokyo operation in 2003 with the purchase of Gemini Consulting Japan.
In 2004, Booz Allen once again broadened its capacity stateside, by enlarging its facilities in Fairfax, Va. The firm invested $133
million at that time and created 4,000 jobs, mostly centered around its government business.
Transformers
“Strategy-based transformation” is the term Booz Allen uses to describe its approach to solving problems for businesses. The
firm’s goal is to develop solutions for problems created by fundamental changes in a client’s industry or company. To do this, it
works with clients to develop strategies across four dimensions: improving quarterly performance, accelerating strategic
innovation by approaching new markets and customers, innovating new ways to do business and enhance operations, and
attracting and retaining the right employees. The firm also claims that its consultants do more than just strategize: They spend
one-third to one-half of a project’s time helping clients implement changes called for in the new strategy. The firm emphasizes
client involvement throughout the whole transformation process, including client execs and staff on the consulting team.
Structural shift
Until 2006, the firm separated its business according to its clients—commercial and government. In January 2006, leadership
announced a reorganization along four functions, assigning a new leader to each division. Dennis O. Doughty was named head
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of the Global Functional Capabilities group, which serves commercial and government clients through a number of capabilities,
including strategy and operations, organization and change leadership, and IT. Global Government Markets, which focuses on
government clients worldwide with an emphasis on defense, intelligence and homeland security, is led by Mark J. Gerencser.
Daniel C. Lewis was tapped to head Global Commercial Markets, which assists commercial clients in a range of industries. And
Klaus Mattern, formerly head of the global industry and strategic leadership practices, was chosen to lead Global Integrated
Markets, serving emerging geographic markets along with public- and private-sector clients in what the firm calls “converging
markets,” such as global health and global transportation.
Around the firm, Shrader gained a reputation for getting involved with employee causes: He established a women’s advisory
board, participates in employee forums and actively promotes diversity. In 2007, B’nai B’rith presented Shrader with its
Distinguished Achievement Award for his commitment to philanthropic leadership and diversity education and for fostering a
culture that recognizes the need for tolerance and combating prejudice. The firm’s Workforce Diversity Council has also given
Shrader an award and, in 2003, he received the CEO Leadership Award from Diversity Best Practices for his commitment to a
diverse and inclusive environment within the firm. In 1998, the Armed Forces Communications and Electronics Association
established the Ralph Shrader Diversity Scholarship, given annually to students currently working toward a master’s degree in a
particular field. The scholarship, funded by Booz Allen, was established to honor Dr. Shrader’s work to increase opportunities
for women and minorities in the communications and electronics fields.
Public-sector popularity
As the ninth-ranked federal contractor in 2006, the firm continues to bring in deals that secure its status as a go-to agency for
government work. In 2006, about $1.6 billion in revenue came from defense deals. In April 2006, Booz Allen bagged a contract
with the Food and Drug Administration to conduct an evaluation of the postmarketing study commitment process—studies that
are conducted after a drug has been approved for sale. In March 2007, the firm was one of nine awarded a portion of the $3
billion U.S. Agency for International Development Support for Economic Growth and Institutional Reform (SEGIR) contract.
The goal of SEGIR is to reduce poverty, expand trade, promote open competitive markets, and spur economic growth and
prosperity in developing and transition countries. That same month, Booz Allen was awarded a project to work with six other
prime contractors on a $19.25 billion IDIQ contract with the Army’s Communications Electronics Life Cycle Management
Command. The U.S. Navy contracted Booz Allen in February 2007 to help the Director of Material Readiness and Logistics
(OPNAV N4) with business process improvements. The $9.5 million deal is potentially worth $47 million if all options are
exercised. The firm will provide support to command, control, communication, computer, intelligence, surveillance and
reconnaissance systems.
Staff switchover
With Booz Allen’s close ties to Washington agencies, it’s no surprise that quite a few ex-government officials have joined the
firm’s ranks after leaving their federal posts. James Woolsey, former CIA director, is now a vice president at the firm, and Ron
Turner, former associate for the CIA’s homeland security division, former Army Deputy Chief of Staff for Intelligence Lt. Gen.
Robert W. Noonan, and former Associate Director for the CIA’s homeland security division Winston P. Wiley also came to Booz
Allen after leaving their posts. In January 2007, Mike McConnell, a Booz Allen senior vice president and a retired Navy vice
admiral, was chosen to succeed John Negroponte as the National Intelligence Director.
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Civilian strategists
Though the firm’s government deals get a lot more press than its private-sector contracts, Booz Allen does its share of work for
commercial clients. In 2006, the firm was hired by fast-food chain Wendy’s to help turn around slumping sales and, earlier that
year, the College Board enlisted the firm to improve its test scanning methods, after it discovered that the scoring methods for
the new SAT test contained errors. In 2005, Habitat for Humanity hired Booz Allen to create a five-year strategic plan that
included updating the organization’s vision and goals. The firm has also been involved on engagements with R.J. Reynolds
Tobacco Holdings, Ford, MTV and Boeing.
Booz Allen is also a major sponsor of the annual Aspen Ideas Festival, which takes place in July and draws more than 200 leaders
from around the world and across many disciplines to serve as panelists on topics ranging from arts and culture to global
dynamics. In 2006, Booz Allen officers led discussions in the global dynamics and health tracks and participated in panels on
energy, emerging economies and business ethics.
A bookish bunch
Booz Allen consultants are quite prolific, publishing a vast array of papers, studies and books. In 2007, Booz Allen Vice
President Justin Pettit authored Strategic Corporate Finance: Applications in Valuation and Capital Structure, which turns
principles of corporate finance theory into practical ideas for implementing them. “The New Demographics—Reshaping the
World of Work and Retirement,” a study on the problems confronting the U.K.’s pension schemes, was published in March 2007,
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as was “Defining Incentives to Cut Carbon Emissions in the Aviation Sector—Inevitable Steps to Fight Climate Change,” a
greenhouse gas emissions study. The widely-cited title, Results: Keep What’s Good, Fix What’s Wrong, and Unlock Great
Performance, was written by Booz Allen Senior Vice President Gary Neilson and former Senior Vice President Bruce Pasternack
in 2005. Neilson was named to Consulting Magazine’s Top 25 Consultants list in 2006.
Quarterly, the firm publishes strategy + business, a magazine featuring hot topics such as health care, e-business, emerging
markets and technology. An article in the March 2007 issue, “Lights, Water, Motion!” recommended a $40 trillion makeover for
the world’s urban infrastructure, recalling events like the 2006 drought in London, the blackout in New York City that same year,
and various traffic and energy problems facing major cities. Another 2006 strategy + business article, entitled “Manufacturing
Realities: Breaking the Boundaries of Conventional Practice,” was written by several Booz Allen consultants and analyzed new
ways to understand the costs, value and opportunities in manufacturing.
Noteworthy
The firm maintains a high profile through its frequent mention in business publications and newspapers, such as Bloomberg
Markets Magazine, the Harvard Business Review and The New York Times. In March 2007, Reuters cited Vice President Edward
Tse in an article about China’s proposed unified income tax, and the Financial Times cited Adrian Foster in an article on the
“Travel & Tourism Competitiveness Report,” developed by the World Economic Forum in cooperation with Booz Allen. In
February 2007, The Wall Street Journal noted the Booz Allen-Duke University offshoring study, “The Globalization of White
Collar Work,” and Consulting Magazine featured Senior Vice President Gerry Adolph in a discussion on the rising demand for
M&A services.
Award-winning workplace
The firm has received plenty of notice for its policies to attract and retain women. In 2006, Working Mother chose Booz Allen
as a 100 Best Company for the eighth year in a row. According to the publication, the firm does a good job promoting family-
friendly policies, including flex-time, child care and telecommuting. A 2006 article in Harvard Business School’s Working
Knowledge mentioned the “ramp up, ramp down” flexible program, which provides a way for part-time consultants to separate
a project into tasks and identify the parts that can be done from a remote location or by shorter office stints. The firm indicates
that the policy is a way to maintain ties with women who are taking time off, providing an easier transition when they decide to
return to consulting full time.
Fortune also named the firm one of the 100 Best Companies to Work for in 2007, for the third consecutive year, and in 2007,
BusinessWeek included Booz Allen on its Best Places to Launch a Career list, for the opportunities the firm provides to entry-
level employees in terms of compensation, advancement and training.
GETTING HIRED
ABCs of BAH
The Booz Allen web site is a helpful starting point for learning about the many career paths at the firm, whether you’re straight
out of B-school, or have top security clearance and a few years under your belt. For those in the early stages of a consulting
career, there are job profiles to help students consider where they might best fit within the company. Many local offices
participate in the summer associate program—a great way for students to get a foot in the door. An Atlanta manager states, “I
hire summer interns. They usually do very well, and often are active on engagements if they’re sharp. If they do well, we
typically make a permanent offer.” Recalls one associate, “We were in a cohort of about 30 interns who all supported intelligence
community clients. We had weekly brown-bag [lunches] with senior employees, a BBQ at a partner’s house and a field trip to
the International Spy Museum. Almost all of us returned to the firm after graduation.”
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Campus recruiting efforts are divided according to the business division. “The public-sector side focuses on Carnegie Mellon,
Virginia Tech, University of Maryland and Penn State. The private sector seems to focus on the top-10 U.S. business schools,
and top-five European business schools.” Included on the list of business schools are “Columbia, Harvard, MIT, Wharton, Duke,
Chicago, Stanford and NYU.” Other offices focus on local hiring for technical consulting positions. “We hire nationally for
Lean Six Sigma, but locally recruit MBAs heavily from the University of Georgia, Georgia Tech and Emory,” notes a source
from Atlanta.
Like a marathon
According to insiders, “every hiring process is different,” though in general sources claim it’s a “very structured, well-organized”
process. Most government candidates face “an intense series of 30-minute interviews, each with one to three staffers, including
at least one senior manager.” “I experienced the ‘speed-dating interview.’ All interviewees were in a room, each sitting at a
different table. Interviewers came to each candidate and spent 30 minutes interviewing. This was repeated three times,” a
consultant shares. Interview day can seem like a test of endurance, according to a strategy consultant, who says, “I was brought
in for a marathon, four-hour session with five different interviewers that lasted until nearly 7 p.m. in the evening.” An insider
tells us that MBA graduates in the final round “are taken to a ‘sell dinner’—this is important for understanding how the firm
works. But do remember it’s another part of the interview and you’re being assessed.” And a colleague offers a valuable tip:
“You’d better be very personable.”
Aside from cases, we’re told, “people will ask about consulting skills—writing, verbal communication and analytical skills—and
will want examples of when these skills were used,” describes a manager.
Appearances aside …
To outsiders, the idea of Booz Allen might bring to mind formally-clad consultants working in a staunchly traditional big firm.
But sources advise there’s no reason to be put off by mistaken impressions. “On the outside, the culture appears to be very
straight-laced and conservative, with business suits dominating the dress. But, once inside, it is clear that diversity rules and
brilliant minds are having fun and working hard,” boasts a consultant. Insiders rave that working with “intellectually charged
and friendly, down-to-earth individuals” is what keeps them happy at Booz Allen. “It’s a true meritocracy, with some of the
brightest and most collegial folks around,” a staffer claims. One senior consultant expresses that “people at the firm are very
down to earth, while still being extremely smart. I was once told, ‘We take our work seriously, but we don’t take ourselves
seriously.’”
Many consultants laud the “cooperative environment” among staff. Witnesses a colleague, “So far in my experience, the people
have been the best thing about coming to Booz Allen. I am just amazed at the willingness of co-workers and employees to give
their time to help others advance and learn in any way they can. I see no competition between co-workers here, the withholding
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of information to get ahead, the backstabbing.” One longtimer insists, “During my 30-year career with a Fortune 500 company,
two small companies and the U.S. Department of State, I have never found as pleasant and collegial a work atmosphere as Booz
Allen. Some of my closest friends are co-workers. The firm spends a lot of time trying to find people who are a good fit.”
Another source describes it as “a fraternal environment that is both competitive and collaborative.”
There are some consultants at the firm who aren’t feeling the fraternal air. Some insist that their colleagues are “rather
pretentious.” One consultant describes it as “very clique-ish—either you belong or do not.” A co-worker claims, “It’s a very
uptight culture. You never feel like you can let your hair down.” But what’s clear from insiders’ remarks is that Booz Allen is
an ideal firm for those who enjoy a “consensus-oriented” place that encourages group effort. “People who succeed have to be
more collaborative; teamwork and management style is valued over individual performance,” an insider states. And for many,
it’s that sense of collaboration that makes them appreciate their job. Says one associate, “I work with lots of very smart people
who are very willing to share what they know. It’s my favorite part of working at Booz Allen.”
Brown-bagged dinners
Hours are all over the map for these consultants; as one analyst reports, “Officially, I probably bill about 50 hours per week. If
you include all the unbillable and ‘volunteer’ administrative work, I’d add another 20.” A senior colleague notes, “I work over
80 hours a week,” and another consultant remarks, “I usually work about 14 hours a day when at client site. I have been on
projects where the manager expected us to pack dinner while buying lunch so that the team could stay at client site late (11 p.m.).”
With hours like these, some respondents claim that work/life balance can be hard to come by. “I can achieve a balance due to
general flexibility of my job, except assignments that are on government client sites that require rigorous sign in and sign out—
then I’m a virtual wage slave,” frets a staffer. Others indicate that work/life balance is not so bad, comparatively. An insider
points out, “My boyfriend works for Deloitte and our work/life balance is 10 times better than theirs, from what I can compare.”
There are also quite a few consultants who attest to more sane weeks of around 45 to 50 hours. A source says, “I work 50 hours
a week, but 10 of that, which is administrative or business development, is off the books due to the utilization formulas that are
used to measure performance.” And a colleague claims to work “on average, 48 hours,” adding, “Slow times can be only 40;
approaching a project milestone can be 70 to 80.” Still, one source cautions, “If you are not billing 40 hours a week to a client,
it is viewed as a very bad thing.” “It depends on job manager’s ability to handle scope. However, it’s definitely not your 9-to-
5 job,” concludes an insider.
In addition to understanding managers, another boost to work/life balance comes from the fact that Booz Allen provides a
generous amount of flexibility when it comes to scheduling. An associate says, “I am permitted to work from home when needed,
and comp days are available if client work permits. It’s extremely flexible,” adding, “They allow me to work from home if
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necessary, take time off whenever I need to and never require me to work late or on weekends.” And a satisfied parent recounts,
“Work/life balance is an individual thing, between an employee and his significant others. For me, I can leave the office at about
5 p.m. each day, go home, have dinner with my family and then put the kids to bed before I jump back online. It works.” Another
analyst explains that managers “encourage working from home,” adding, “It is a great place for working women with families.
As long as you get your hours in, your schedule is up to you.”
Seeking superpeople
Attaining work/life balance, though, seems to pose a whole new set of problems. “There is pressure for those who want to
succeed to put in more time or effort. Those with a work/life balance are not usually the ones on the ‘fast track,’” a consultant
states. A manager confirms, explaining, “The firm would like everyone to be a superman or superwoman. In addition to the
client work, everyone is encouraged to ‘volunteer’ their time on heavy-duty administrative and governance tasks.” A colleague
goes so far as to say, “It is a big no-no to plan a pregnancy in early years. Taking paternity leave is not easy—people are pressured
to work (out-of-town assignments) until the very last day when the baby arrives. There are instances when people have missed
the birth of their newborns because they could not get back home in time.” According to one insider, the key to balance is
establishing limits: “Yes, I have balance, but it is because I set boundaries. People who do not set boundaries find themselves
working every weekend. We are always asked first before being assigned to a project. The people who can’t say no are the ones
who suffer.”
Personable leadership
The majority of consultants rate their supervisors highly. “Supervisors are akin to mentors. Successful supervisors at Booz Allen
cultivate a rich learning environment where the proverbial consulting slur, ‘sink-or-swim,’ rarely enters the mix,” an insider
recounts. “The firm is very personable, up to the top partners. Doors are open and people have made time to talk to me,” claims
one associate. A co-worker reports, “The relationship is perfect. I have the ability to engage [supervisors] when I need them,
but they have a hands-off approach to letting business grow.”
But Booz Allen also sees its share of personality clashes. Some insiders grumble about their managers, whom they describe as
“good at winning contracts but bad at managing.” Complains one source, “Partners form their own fiefdoms, so if you are not
aligned with the right person your career growth can be affected.” Relationships with supervisors usually depend on the
particular project, according to one source who reveals, “Management style varies greatly across the functional teams, some
being considerably more effective than others. Part of that is a result of senior management promotions being driven more by
market performance than leadership potential.”
Second-rate salary
A number of insiders voice discontent over compensation at the firm. “I don’t feel as if Booz Allen pays its employees on a level
equal to our competitors,” declares an insider. Though the firm claims that all new strategy consulting hires just out of business
school enter at the same base salary level, a government consultant rants, “It’s very poor. Unless you negotiate hard and have
insider godfathers, they undercut you by several tens of thousands of dollars—it is disrespectful to highly qualified people.”
“Compensation is a big issue at the firm right now,” grumbles a source, who winces when telling of his salary, which he claims
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is lower than that of a “level-A secretary” on his project. While across the board, commercial consultants receive a bonus,
insiders disclose that for junior government consultants, bonus is in the form of a “year-end contribution to employee 401(k),
equal to 10 percent of salary.” Reportedly, those in upper-level management receive bonus in addition to salary, which ranges
from 10 to 50 percent and up.
On the other hand, some employees feel that lower pay is a fair trade-off for the benefits of being at Booz Allen. “I could be
paid more if I went somewhere else, but I might have to travel or work more hours, and I don’t want to do that,” an associate
declares. A colleague echoes the sentiment: “I had other competitors offer me higher salaries, but the firm’s 401(k) and education
[benefits], as well as the opportunities available, more than made up for the slightly lower salary.”
Consultants who travel also get their fair share of extras while they’re on the road. Boasts one insider, “I was away for most of
2006 and didn’t spend a cent of my own money on food, accommodation, travel or the gym. While working in our home city
after 7:30 p.m., you take a taxi home and your dinner is paid for.” Confirms a colleague, “The company takes care of every detail
from the moment we step out of our homes till we come back: cabs, flights, hotels, even laundry!”
Humdrum offices
Though many insiders describe their quarters as “boring” and “utilitarian,” most are grateful that “Booz Allen doesn’t believe in
cubicles.” An insider states, “Offices are shared and each person has his own space. It definitely boosts employee morale.” The
office setup still doesn’t satisfy some, who claim that the shared spaces offer “no privacy.” Insists a consultant, “Sharing an office
with a co-worker who sits less than five feet away doesn’t allow for any private time or any private conversations.” A McLean-
based employee complains of “no windows and a very small and dark [space],” and says he “can hear people’s conversations
through the walls—a very antisocial setting.” One government staffer in Baltimore picks the place apart and glumly states,
“There is no gym on premises. Or showers. It’s sort of lame in the health-conscious 21st century.” On the whole, the office
surroundings might be a bigger deal to those working in government consulting, since they see the offices a lot more than their
travel-bound commercial consulting counterparts.
Either way, satisfaction seems to be partly a matter of location, according to a lucky employee in Atlanta, who boasts, “I am entry
level with my own office, great medicine supplies on site, coffee, tea and hot chocolate machine, vending and access to tons of
restaurants—and a subway directly under the building.”
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Booz Allen earns kudos for its benefits for parents and options for moms who return to work. Says an insider, “Mothers are able
to take six months’ leave, including at least two months paid. There is additional flexibility offered to take internal [instead of
consulting] roles.” “The parental leave is offered to both women and men, and it even applies for adoption,” a manager explains.
In addition, staffers rave about “assistance with adoption costs” and “in-house day care—if you’re lucky enough to get your child
in.”
“We have a very active diversity initiative that encourages the hiring and development of all kinds of people—women, minorities,
GLBTs, etc. There are diversity forums, for people from or interested in particular cultures—Latin America, African-American,
Middle East, gay/lesbian/bisexual, etc.,” an insider explains. In fact, several employees remark that there is too much emphasis
on diversity. “The forums offered seem to be a separating rather than unifying culture,” observes a colleague. Another consultant
opines, “It seems out of control to me.”
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profiles, message boards, the Vault Consulting Job Board and more. LIBRARY 85