Booz Middle East !

Our major differentiator is our focus on strategy-based transformation Helping clients face change brought about by discontinuities in their markets (e.g., deregulation, new competition, convergence of technology, mergers and acquisitions) Working with clients that want to drive to a new future through major, cross-functional change Covering the entire CEO agenda, including corporate portfolio, business unit strategy, and functional strategies (e.g., marketing, technology, operations)with precision, speed, and certainty. A strategy-based transformation includes: Understanding industry structure and dynamics Developing a strategic agendaincluding both business and functional strategies Driving the CEOs agenda forward through skilled program management Cascading the strategy throughout the organization through effective leadership and organization strategy. This strategy-based transformation work is more focused on the full CEO agenda than the work of most of our competitors. Ranked #1 in a recent independent ranking on intellectual consulting thought leadership, advisors to the govts of US and UAE humble, with a sense of mission The part that impressed me the most was the passion the consultants had for building a nation. They truly seemed, at least to me, to think they were doing work which would materially improve the wellbeing of a countrys citizens. Employees speak highly of the double mentor system, in which each consultant has a junior and a senior mentor Booz & Co. seems to be working at retaining its tradition of innovative, forward-thinking thought leadership. The firm has a number of thought leadership platforms including the highly regarded management magazine strategy+business, the Booz & Company Foresight newsletter, the Industry Perspectives series, research reports and white papers, books such as the recent title The Essential Advantage, and the Katzenbach Center for the development and application of innovative ideas for organizational culture and change. At the same time, Booz & Company retains its traditional focus on delivering outcomes that are well-informed and practical (or actionable, as you will hear in consulting circles). They achieve this first by recruiting consultants with specialist industry experience in their expert track and second by their principles of spending more time on the client site and systematically including one client staff member in their project teams. Booz & Co. people come across as relaxed and friendly which you also find at BCG and Bain. But with the Booz people we have spoken with, this relaxation and friendliness extends to a less structured and less efficiencydriven communication style which you dont really find at BCG and Bain. To put it plainly, Booz people tend to talk more and more normally.

Booz is more deeply international than most other firms. This means that project teams are usually not selected based on office, rather selection is based on achieving the right balance of skills, regardless of the location of the home office. So a consultant in the London office might find herself working with one colleague from Berlin, one from Paris and one from London, in Copenhagen. This can mean a lot of travel. http://www.phd2consulting.com/mckinsey--company.html They build capabilities!!! Involved in the most critical business episodes Only top firm to combine public and private work Dont only provide consultations & powerpoint solutions but actually work with the clients to achieve transformation (see Deutsche Post)

Mediaset: thorough understanding + strategic vision + pragmatic execution/implementation innovation that works - Booz & Companys organizational DNA methodology, which uses the metaphor of DNA to describe the four bases that, when combined in different ways, define an organizations different traits: decision rights, information, motivators, and structure. - Look at QuestDiagnostics case for full implementation of practices and functional expertise http://www.booz.com/global/home/who_we_are/our_clients_our_work/40910105 Working with client on multiple levels, not looking at a problem in isolation but optimizing operations, strategy, technology, etc. Ranked among Top 5 In the categories Strategic Planning, Post Merger Integration, Organization / Leadership, Methodology, Team Skills and Thought Leadership Fink Study, 2011 (Germany) Capabilities-driven strategy alignment of a strategic direction, building suitable capabilities and offering products consistent with those two As a firm, we at Booz & Company have come to understand that most strategies fail to give sufficient attention and weight to capabilities and disregard how these capabilities should fit together to form a mutually reinforcing system. Because this blind spot is so common in corporate strategy, the rewards are all the more immense for the companies that do manage to create an aligned set of key capabilities. It must be earned. You earn it by making a series of pragmatic choices that align your most distinctive and important capabilities with the way you approach your chosen customers, and with the discipline to offer only the products and services that fit. At Booz & Company, where we call this approach a capabilities-driven strategy,research and experience have led us to conclude that only high levels of coherence among market strategy, capabilities systems, and a companys portfolio of offerings can give any firm the right to win. Indeed, the fundamental enabler of strategy the source of competitive advantage is a distinctive, coherent corporate identity. This is the quality that attracts customers, investors, employees, and suppliers. It is grounded in internal capabilities (that is, the things your company can do with distinction) and in market realities (that is, the games in which your company chooses to play). A capabilities-driven strategy process, like this one, takes into account market back aspirations (the position the leaders want to hold) and capabilities forward concerns (the companys ability to deliver). In the course of discussion, ideas from all four schools of thought come forward: ideas about holding an unassailable position, executing with new capabilities, adapting rapidly to competitive pressures, and focusing on the core business as a platform for growth. It takes time to complete this process, and it is very difficult and stressful at times, but the company gains, in the end, from a far higher level of coherence. So what are Booz people like? Clients say Intelligence but never arrogance Pragmatic strategists Do you like working internationally, in international teams? (not the last time Boozs expertise-based staffing model is alluded to Booz consultants as a result must spend significantly more time travelling and living/working away from home than their top tier counterparts elsewhere