Building the Enterprise - Booz Allen Hamilton

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The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize the federal governmentby inspiring a new generation to serve and by transforming the way government works.Booz Allen Hamilton has been at the forefront of strategy and technology consulting for nearly a century. Today, BoozAllen is a leading provider of management consulting, technology, and engineering services to the US government indefense, intelligence, and civil markets, and to major corporations, institutions, and not-for-profit organizations. In thecommercial sector, the firm focuses on leveraging its existing expertise for clients in the financial services, healthcare,and energy markets, and to international clients in the Middle East. Booz Allen offers clients deep functional knowledgespanning consulting, mission operations, technology, and engineering—which it combines with specialized expertise inclients’ mission and domain areas to help solve their toughest problems.The firm’s management consulting heritage is the basis for its unique collaborative culture and operating model, enablingBooz Allen to anticipate needs and opportunities, rapidly deploy talent and resources, and deliver enduring results. Bycombining a consultant’s problem-solving orientation with deep technical knowledge and strong execution, Booz Allenhelps clients achieve success in their most critical missions—as evidenced by the firm’s many client relationships thatspan decades. Booz Allen helps shape thinking and prepare for future developments in areas of national importance,including cybersecurity, homeland security, healthcare, and information technology.Booz Allen is headquartered in McLean, Virginia, employs more than 23,000 people, and had revenue of $5.76 billionfor the 12 months ended March 31, 2013. For over a decade, Booz Allen’s high standing as a business and an employerhas been recognized by dozens of organizations and publications, including Fortune, Working Mother, G.I. Jobs, andDiversityInc. More information is available at www.boozallen.com. (NYSE: BAH)bPARTNERSHIP FOR PUBLIC SERVICE | BOOZ ALLEN HAMILTON
PREFACEWhen we launched this project one year ago, ourgoal was to define and articulate a set of reformsthat would help guide the presidentialmanagement agenda. We started by interviewing someof the smartest public management experts we know—seasoned practitioners and policy makers who have conceivedand implemented government reforms, scholarswho have studied and documented reform efforts foryears, and executives who are driving management innovationin the public and private sectors.It was immediately obvious that the task was goingto be complicated. Many good ideas were tested duringthe past two decades by the Clinton and Bush administrations.The Obama administration abandoned some andadopted others in whole or part, and in July 2013 recommittedto strengthening three pillars of its managementagenda—improved service delivery, reducing waste andsaving money, and increasing the transparency of governmentdata.While our experts offered a wide range of differingproposals for improving government operations, consensusemerged around two basic themes: one, that fiscal constraintsprovide both incentive and opportunity to findsmarter ways of doing the people’s business; two, that theproblems our nation faces—from national security to theeconomy to health care—are growing increasingly complexand cannot be solved by any individual agency. Mostchallenges today require the collective action of severalagencies and, in many instances, the engagement of local,state and international partners in the public and privatesectors. The problem is that our government is not set upto easily achieve such unity of effort and often has multipleagencies and programs acting separately to achievethe same or similar outcomes—a hindrance for both theemployees who must perform government missions andfunctions, as well as for those who depend on them.So the recommendations in this report focus on acentral premise: Our government must take a more coordinated,multiagency, whole-of-government approach—in other words, an enterprise approach—to the nation’smost difficult and enduring challenges.In times of crisis, Americans are very good at rallyingaround a desired outcome once it has been clearlydefined. Defeat the Nazis. Make sure war-torn Japan andEurope survive as democratic societies. Win the race tothe moon. Take care of the elderly. Clean the polluted airand water. Fight terrorism. Crises focus us and unify ourgovernment. Agencies collaborate and act as one. Government’sresources are marshaled and applied. But in theabsence of obvious, pressing crises, this unity of purposeand action is the exception rather than the rule. Giventhe nature of the challenges that our government and nationface, that must change. Our bottom line is that governmentmust approach its work as an enterprise everyday to tackle today’s critical challenges. Spur economicgrowth. Reduce joblessness. Fix education. Safeguardfood. Halt nuclear proliferation. Secure cyberspace.By taking a multiagency enterprise approach to thosechallenges, we can build on the progress of the past twodecades, improve the overall performance of the federalgovernment and, in so doing, restore the American public’strust and confidence in it.The outcome we seek is a federal government thatacts as a single, integrated enterprise—not a set of disconnectedagencies and programs—in taking on its biggestproblems.Max StierPresident and CEOPartnership for Public ServiceLloyd W. Howell Jr.Executive Vice PresidentBooz Allen HamiltonBUILDING THE ENTERPRISE 1
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