It's been an ugly few years for your profession. Any bright spots on the horizon?
One of the big ones we see continuing is the federal government. We expect that demand will remain extremely strong for the kind of skills we've applied in the commercial market as the government becomes savvier about the role management consultants can play. The Department of Homeland Security will certainly require addressing major issues of organization and leadership. We're also experiencing growth in global security -- how you develop business resilience, not only what's required for the strategy of a company but its security, from information to infrastructure.
Does that mean you're hiring MBAs?
We bring on about 2,000 new people per year. We presume students at the top business schools are smart, so intellectual horsepower isn't the concern. We want to see a passion, like that exhibited by the best athletes. One of our partners in the U.K. said the type of person who makes it to Booz Allen is someone who has done something very hard and very well, like compete in a marathon or sing in an opera, striving to excel for the sheer self-satisfaction of the quest and being the best.
Have your training programs for new employees changed with the times?
We're always evolving training because of the new service offerings, but our focus is more on developing people on an apprenticeship model, where you learn by doing. Some firms have a greater focus on information technology and need a more routinized approach. But we're looking for those who can work with people to get things done, which you really have to experience, rather than being trained for it.
What's been the fallout for consulting from all the recent business scandals?
The whole professional services industry has been tarred, even if the scandals had nothing to do with us. Outsiders are clearly going to be much more closely scrutinized and ethical issues are now front and center. We will have to be even more careful about anything that might be ethically questionable. We have seen those situations and walked away, but we're not going to name names.
The economy is still limping along. What does that mean for firms like yours?
One of the things we're best known for is helping clients implement solutions that are actionable today, and since there are a lot of companies that are in economic stress, we're receiving a very high level of interest in our services. But if you go to work for someone who is under duress, there is a strong possibility that you won't get paid, so we have to be even more careful about the assignments we accept.
What's the strangest consulting gig you've personally handled?
In the early 1980s AT&T was divesting into what became the regional Bell operating companies. We were helping them separate out their assets. I was a reasonably young partner and had to deal with representatives from AT&T and each of the seven Bells. I was trying to satisfy eight usually differing players. The senior partner I was working with had given the first two presentations to this group and I just provided support. On the elevator on the way up to AT&T headquarters to meet for the third time, he turns to me and says, "Oh, this would be a good day for you to give the presentation." I put a lot of stock in preparation and I hadn't really rehearsed the presentation, although I knew the subject matter. That was the shortest elevator ride of my life. I survived the trial by fire.
If you weren't a consultant, what would you do?
That's easy. I'd love to run a major sports franchise -- any of them.
