| Topic Name: |
The Booznian tragedy |
| Message Name: |
Comments |
| Date Posted: |
12/24/2005 |
| In Reply To: |
Stranger,
interesting insight and you raise other points worth mentioning. First off, what do you feel about the "growing pains"- when does growth generate negative returns, has TB reached that point? is that eroding the quality of engagements or the experience at Booz? Second, you mentioned that we've been bringing on a lot of senior government people, what are your thoughts on this? Should we growth organically instead of acquiring our growth? I agree that our focus isn't changing but Booz, its traditions, culture and values are- the company is becoming something different, and with every step, alienating itself more from CB. What does this imply for an OFE structure. |
| Message: |
I don't see growing pains. We've grown 20% to 25% per year for 10 years. It is how we do things. Most likely we will grow 10% to 15% now. No problem.
My sense is that the quality of engagements with senior government clients is way up. What I've seen in other areas is probably the same level as before.
We do grow organically. We've made no acquisitions, unlike all of our competitors. We use a few key hires as a catalyst to create new business from within. It's a good model and it works.
Frankly, I'm not sure I worry too much about alienation from CB. TB hasn't relaly changed. It is CB that is changing and needs to change substantially.
OFE is not a structure. From a structural standpoint, very little is changing from the way things run today. The real impact will be felt in the market, with a more client-centric rather than organization-centric approach to defining service offerings.
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