Booz Allen Guidebook

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This document contains Booz Allen Hamilton Inc. Proprietary and Confidential Business Information. It is for Internal Use Only. TABLE OF CONTENTS Memo 2 Strategic Intent 3 Client Value Proposition 4 People Value Proposition 5 Firm Value Proposition 6 INTRODUCTION UNDERSTANDING FIRM STRUCTURE AND ROLES RESOURCES Frequently Asked Questions (FAQs) 24 Web Resources 25 Glossary 26 Operating Manual Description 7 Evolution of the Organization 8 Organization Chart 9 Firm Governance Roles 10 Firm Management Roles 11 Firm Investment Philosophy 12 Client Management Roles 13 Firm and Client Management 14 Institution Management Roles 15 Global Operations (GO) Team – Support Infrastructure 16 Global Operations (GO) Team – Contacts 17 Global Operations (GO) Team –Service Offerings 18 People Model Changes 19 What’s Out/What’s In 20 Expected Behaviors 21 External Key Messages 23

description

Handbook for Booz Allen Employees

Transcript of Booz Allen Guidebook

Page 1: Booz Allen Guidebook

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TABLE OF CONTENTS

Memo 2

Strategic Intent 3

Client Value Proposition 4

People Value Proposition 5

Firm Value Proposition 6

INTRODUCTION

UNDERSTANDING FIRM STRUCTURE AND ROLES

RESOURCES

Frequently Asked Questions (FAQs) 24

Web Resources 25

Glossary 26

Operating Manual Description 7

Evolution of the Organization 8

Organization Chart 9

Firm Governance Roles 10

Firm Management Roles 11

Firm Investment Philosophy 12

Client Management Roles 13

Firm and Client Management 14

Institution Management Roles 15

Global Operations (GO) Team – Support Infrastructure 16

Global Operations (GO) Team – Contacts 17

Global Operations (GO) Team –Service Offerings 18

People Model Changes 19

What’s Out/What’s In 20

Expected Behaviors 21

External Key Messages 23

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MEMO

Dear Booz Allen Colleagues,

As Ralph Shrader stated earlier this year, “This is a time of great change for us organizationally and structurally. But,

it is a time of permanence as well, a time of enduring values, an enduring institution, and enduring results for clients.” To help you understand the transformation that is taking place at Booz Allen, we developed the Booz Allen Guidebook.

The purpose of the Booz Allen Guidebook is to support you in understanding, communicating, implementing, and modeling

Booz Allen. The Guidebook includes key information on the value proposition, organizational design, governance roles and supporting infrastructure of the firm, as well as the behaviors that are expected in the firm. This should serve as an educational tool for you as well as a resource for communicating with others.

We believe that staff understanding of the changes at Booz Allen is the critical link between the vision that we aspire to and the day-to-day execution of that vision with our clients. Your actions and words will be the catalysts that enable Booz Allen to be successful.

– Firmwide Leadership Team

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STRATEGIC INTENT

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CLIENT VALUE PROPOSITION

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PEOPLE VALUE PROPOSITION

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FIRM VALUE PROPOSITION

VALUE TO CLIENTSAND PEOPLE

OUR BEHAVIORS

LEADERSHIP IN“JOINT AGENDA”

BROADEN PUBLICSECTOR

CAPABILITIES

ENHANCE PRIVATE SECTOR

CLIENT IMPACT

Create value for Booz Allen clients by delivering distinctive capabilities; ensure value for our people through a values-based environment, a culture of service, and a commitment to professional excellence

Strengthen Booz Allen’s leading public sector business by adding functional and strategic capabilities that draw on commercial expertise

Establish a leading position in sectors where public and private agendas are inextricably linked, making Booz Allen’s combination of public and private sector capabilities a powerful source of competitive advantage

Deepen the shared commitments of staff to the institution, client results, collaboration across sectors, and firm behaviors in the next stage of growth

Deepen impact with commercial clients by deploying a wider range of capabilities that engage clients all the way through to the delivery of tangible results

We are building on our proud history to redefine the consulting industry on our terms

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OPERATING MANUAL DESCRIPTION

• All staff can view excerpts from the Operating Manual at http://evolution.bah.com

• Overview of our vision and guiding principles that directed the transformation into one firm

• High-level reference document to help all firm members understand the new organization structure and identify appropriate contacts for specific issues

• Compendium of information on roles and leaders:− Definitions of new roles, including decision rights and

accountability− Members and responsibilities of governing bodies,

teams, committees, and councils

• Compendium of information on firmwide processes:− Timeline of firmwide planning process and meetings− Flow charts designating operating processes, decision

rights, markets, and capabilities

• Complete history of the firm− Memos and presentations related to the firm

evolution can continue to be found on http://evolution.bah.com

• Complete organization chart of entire firm− Lists only leadership roles− Leadership roles will be periodically updated but not

maintained on a daily basis

• Compliance document− Process flow charts are to provide guidance and

direction− Employees will not be evaluated for adherence to

Operating Manual

What It IS What It IS NOT

An Operating Manual encapsulates our concept of operations for the firm

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EVOLUTION OF THE ORGANIZATION

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ORGANIZATION CHART

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FIRM GOVERNANCE ROLES

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FIRM MANAGEMENT ROLES

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FIRM INVESTMENT PHILOSOPHY

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CLIENT MANAGEMENT ROLES

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FIRM AND CLIENT MANAGEMENT

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INSTITUTION MANAGEMENT ROLES

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GLOBAL OPERATIONS (GO) TEAM – SUPPORT INFRASTRUCTURE

Help shape the firm evolutionat the highest levelGO Team Partners

• Senior Advisors to the FLT• Relationship Manager for MDs• Senior Advisor for service lead teams• Functional Team leadership• Interface for Customer Service Councils

Provide the market and functional teams with integrated,

leveraged capabilitiesService Leads

• Cross-functional Teams are aligned to markets

• Teams aligned to designated GO Team Partner

Organize to foster world-classcapabilities while containing cost

Functional Teams;Centers of Expertise; Core Services

• Acquisition Team• Global Finance• Information Services• Infrastructure Services• People Services

Deliver coordinated quality servicesto the firm in every geography

Customer Service Councils• U.S. West/Central• U.S. Mid Atlantic• U.S. Northeast/South• Europe• International

WORLD CLASSSERVICE

The GO Team has developed a networked infrastructure to mirror clients’ operating styles and support the firm’s organization

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GLOBAL OPERATIONS (GO) TEAM – CONTACTS

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GLOBAL OPERATIONS (GO) TEAM – SERVICE OFFERINGS

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PEOPLE MODEL CHANGES

We have evolved our People Model to better enable Booz Allen to leverage all its capabilities for our clients

• Changes that have occurred:– Decoupled Career Development Models (CDMs) from the organizational structure to allow maximum flexibility in

creating client teams and ensure development of differentiated skills– Added a third CDM for client staff, Design, to enable us to scale up blueprinting and design capabilities and extend

our reach across the Strategy Based Transformation continuum– Created mechanisms to bring staff across CDMs together on client projects with greater ease (e.g., cross-CDM

representation on some assessment committees, fixed-rate differential for eligible Transformation staff)– Developed a firmwide value proposition for our people to define and articulate our commitment to attracting,

developing, and retaining our people– Harmonized many policies and procedures globally (e.g., Performance Commitment Statements, firmwide bonus

accrual formula, four-point assessment rating scale — does not meet, partially meets, meets and exceeds expectations), and some specific to the U.S. (e.g., Paid Time Off, total time reporting)

• Changes underway:– Redesigning a fourth career development model for internal staff (to be rolled out incrementally)– Finalizing the Design CDM

• Reference as needed to update staff on people model changes

• For more information, read the monthly “Leadership Update on People Model” in http://flt.bah.com

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WHAT’S OUT/WHAT’S IN

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EXPECTED BEHAVIORS

Expected Behaviors

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EXPECTED BEHAVIORS (continued)

Expected Behaviors (continued)

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EXTERNAL KEY MESSAGES

• We are the one firm that can tackle the world’s biggest problems

– We have a strong combination of industry expertise and functional depth– We have deep experience with commercial and government sectors– We have the breadth and depth required to solve the world’s biggest problems

• We are the one firm that truly teams with clients

– We make their mission our mission– We treat clients as partners – We roll up our sleeves and help get the job done

• We are the one firm committed to go beyond expert advice and deliver results

– We deliver results with speed, precision, and certainty– We deliver results that solve problems today… and– We deliver results that build capabilities and position the client for success in the long term

External messaging focuses on Booz Allen’s differentiating and distinctive capabilities

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Frequently Asked Questions (FAQs)

ALL STAFF sample questions posted: • How are we planning to integrate our legacy sector cultures into a more common Booz Allen way?• How is the One Firm concept being received on campuses?• Are there best practices for joint work?

LIMITED LEADER ACCESS (SA and above) sample questions posted:• Will this affect the timeline to make Partner? • How are we changing the assessment process?• How will staffing assignments work in the future?• What is happening with my Home Team?• Why do we need a Design CDM?

Questions are categorized into the following areas:• Consulting Industry• Culture and Buy-In• Knowledge Management and Capabilities• Marketing and Communications• One Firm Project Management

• Organizational Structure• Paid Time Off• People Model• Time Reporting Policy• Value Proposition

Submit questions and find answers at http://evolution.bah.com — information will be regularly updated to keep it relevant

A formalized FAQ program has been established to :• Capture and respond to questions with consistent messages• Provide leaders with relevant and accurate responses that have already gone through the proper vetting process

FAQs can be submitted and answered on http://evolution.bah.com

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WEB RESOURCES

http://iShare Booz Allen’s new firmwide SharePoint portal for knowledge sharing and collaboration with links to the sites below• Launched end of April 2006• Replaces Answernet, KOL+, and eventually LiveLink• Provides portal areas, team sites, my sites, intelligent search capability, local access control for increased security and daily firmwide news stories

to foster a firm wide culture

http://people.bah.com• Booz Allen’s Human Resources information home• Information on your pay, leave, benefits, awards, and other HR-

related subjects• Useful forms, contact information, and helpful links • Special life management links (retirement, marriage, etc.) walk

you through Booz Allen’s recommendations for staff during these life events

• Profile Tool offers a snapshot of an individual’s career based on location, level and CDM

http://learning.bah.com• Booz Allen’s training and development site• Links to information on internal, external, and computer-based

training opportunities• Course descriptions, registration, transcripts, Employee

Development Framework for different levels, tuition reimbursement tracking, view personal development plan, training news, career development resources, and more

• Supervisors can use site to grant or deny training requests and view personal developments plans and employee transcripts

http://evolution.bah.com• Booz Allen’s information site for One Firm • Fact sheets, policies, messages from leaders, and answers to

frequently asked questions• Centralized conduit for staff to email questions concerning One Firm• Leadership Resources for Senior Associates and above for leadership

specific messages and resources• Risk Alert Matrix and key ethics and compliance information

http://flt.bah.com• Partner and Principal access• Includes FLT update reports and other senior information

http://jeco.bah.com• Booz Allen’s site for resources related to joint public/private projects• Information to assist in mitigating organizational conflict of interest

risk, guidance to ensure export compliance and pricing support • Appropriate standard terms and conditions for proposals, project

management assistance with the entire proposal process, and bestpractices about joint projects

• Support for project managers in identifying staff with skills/capabilities/expertise needed for joint opportunities

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GLOSSARY

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GLOSSARY continued