* quick witted aikido-move-of-a-sentence to accept OP's insult, thereby disarming it
* enormous paragraph made up of short, frank, vague sentences with an compelling rhythm of overarching claims that frame the 20-something haircut's ostensible work in a positive light. It's the wrong generation but I'm reading them in Ari Fleischer's no-nonsense, eternally dismissive voice.
* anticipating the accusation of happy talk, a final, single sentence to cover one of the many troubling associations McKinsey has had with shithole companies. Even spelled the industry wrong!
I'm not being sarcastic or snooty. This is the HN-post version of the pharma commercial pattern of showing heartwarming images of happy people on swings while the narrator enumerates horrific side-effects. Reliably distracting an audience from a topic is a skill, and that reliability is valuable to companies.
So to all those naive respondents who want to say that McKinsey is some kind of corporate leech that provides no value-- this very comment is proof that you have no idea what you're talking about.
And some at McKinsey, I assume, are just run of the mill consultents.
All I'm trying to convey is that my day to day is listening to client problems, looking at data, talking to employees, and presenting findings. It's neither a conspiracy, nor a scheme, nor a world of wealthy indulgence. I make a healthy wage, but its likely lower than I could get in tech. Like almost every company in the world, its a normal company.
This in a thread about McKinsey settling for over half a billion dollars over its role in causing the opioid crisis, which is just one of the many, many arrows in McKinsey’s “aiding and abetting horrible shit” quiver. This was literally a conspiracy and a scheme. On just the basis of “harm caused” alone, McKinsey is far from a normal company.
> The whole business is a scam built around sending in some 26 year-old with an Ivy League degree and $100 haircut to regurgitate snippets from articles in HBR.
It’s easy to sit here and talk shit about management consultants while forgetting that management consultants aren’t coming up with these ideas in a vacuum. Isn’t the common refrain of an MBA-hater that all consultants like McKinsey do is “parrot back something a lower level grunt already knows”? Someone at the company gave them every idea they’ve ever had, or so the argument goes.
They can’t both be totally useless mouth pieces while also being evil geniuses responsible for this stuff.
Anyway, the average company does all the stuff you don’t really think about like making pots, windows, staplers, hearing aids etc. It’s the extreme outliers that people talk about not the dozen small factories making decorative concrete flagstones, etc.
Look at it in tech: Some FB engineers are INCREDIBLY smart and good - but the, as you say, "diffuse harm" they do is still *harm*
FFS when I was at Lockheed and we got audited for SOX the execs were stealing stocks from the newer employees and giving those stocks to the execs
and the auditors, I think it was PWC, gave use a green passing grade and employees got fucked.
Some of the execs went on to Solyndra and we all know about how they stole 700 million from the USG...
(look at the SEC claims for Solyndra, where weeks before shutting their employees out without notice, they were giving out huge bonuses to execs and certain employees - e.g. they gave a $40,000 bonus to the IT manager that locked out all the accounts of employees)
Source: That IT guy worked for me at lockheed, the IT CIO was my boss at Lockheed - and I know their level of corruption....
Jesus. Hackernews is one hell of a website
And just as a small rebuttal: the small companies are usually owned by larger companies. So while they may not be "the company" people think of, they're still part of "that company." The connection is certainly just as direct as a McKinsey-client connection.
If you're ordering by importance, I 100% agree with "social media" being at the top of the list, and this almost cannot be emphasized enough.
I say almost because this article is about McKinsey and the role it played in the opioid crises. As an article it's also light on details, so I'm let down that I come to HN-- which is often great at filling in details-- and begin to read low-effort exchanges about the implications of someone's hair cut.
What do people know about McKinsey's relationship with Purdue in this case of pushing opioids into treatments where they didn't belong? I'd like to know more about that. And when I can blithely complain about the shit UX of a billion dollar company on HN and get a direct response from management, I'd expect information from PR nerds about McKinsey's role in the opioid crises and the ongoing lawsuits against them to flow to HN, too.
It isn't productive if we keep hop-scotching over the meat of every article to talk about some other hazard to society that isn't mentioned in the article. If that's going to be the flow then the next article that pops up about Google's monopolistic practices will instantly veer off into whatabout Visa/Mastercard's monopolistic practices, as it did before.
Edit: clarification
To everyone in this thread who has this overwhelming righteousness indignation about mckinsey - have any of you ever asked your elected representative about their view of the government’s responsibility for the opiate crisis? Would you ever vote differently based on the answers they give? Did any of the state attorney generals who are going after private companies ever do anything to stop the (federal) government encouraging the increased use of pain medication?
This is a classic example of unintended consequences by the government - the companies were just responding to the incentives the government created.
The article points to McKinsey's task to "turbocharge" opioid sales, for a company that sold them for "improper use." So there are obviously a few outstanding questions attorneys general are currently asking about what people at McKinsey knew from "listening to client problems, looking at data, talking to employees, and presenting findings" on that campaign.
If you're simply saying that your day to day isn't that, point taken.
When a consultant gets hired for advise or to "get stuff done", and the result of this is massive profits with a secondary effect of death and destruction, then the consultant is (i.m.o.) morally responsible for that second part as well. And, it seems, legally as well (but let me guess nobody goes to jail).
The consultant may have been hired only for the first part, "get stuff done", and the pay may have not been much, but that has nothing to do with responsibility. The minute you understand the possible consequences of the things that you contribute to, you become partly responsible for it.
As the Stanley Milgram experiments show, most people will do horrible things to others when they can tell themselves that someone else is responsible. And, I may add, at the McKinsey level, consultants may even get hired to take on the authority role, to excuse financial crimes, or worse.
Turns out this isn't accurate. See https://theconversation.com/milgram-was-wrong-we-dont-obey-a...
But as my detective work in the Yale Archives has revealed, in the filmed version of the experiment 65% of participants disobeyed. Yet Milgram edited his film to show the opposite: that two-thirds will do as they’re told.
See https://behavioralscientist.org/how-would-people-behave-in-m... for some of that replication data.
Not as bad as 65% but still pretty bad!
1) McKinsey is basically fraudulent and pretends to do things of value
2) McKinsey is a very bad and unethical firm
3) McKinsey masterminds the business world to enable (1) and/or (2)
The main bit of the subthread is about (1), but this response is about (2). All I have to say is that, yes, consultants should be aware that there are consequences to their actions like any other. I don't think that's in question. I'm not sure the stanley milgram experiments are especially relevant but sure.
Remember this one?
https://www.nytimes.com/2014/06/30/technology/facebook-tinke...
> In an academic paper published in conjunction with two university researchers, the company reported that, for one week in January 2012, it had altered the number of positive and negative posts in the news feeds of 689,003 randomly selected users to see what effect the changes had on the tone of the posts the recipients then wrote.
> The researchers found that moods were contagious. The people who saw more positive posts responded by writing more positive posts. Similarly, seeing more negative content prompted the viewers to be more negative in their own posts.
FB was trying to refute that, and their study was more technically rigorous, but the outcome they were measuring doesn't actually refute the original claim at all IMO. People writing more happy posts on FB does not indicate they are actually happier, it could also be that they wish to broadcast more of their happy moments, or perhaps even just pretend to be happier, in response to the attitude of their feed.
Generally, most of us in software can choose where to work. If we don't make this choice according to morals (whatever they may be) then we are less moral than ppl who don't have a choice, and those who have a choice and do consider it.
Is that a bad thing? Depending on which morality you subscribe to I guess....
*Not everything, which is a tad extreme, but certainly 95%+. But sometimes shocking statements are needed to jolt people into the reality that their work has positive/negative repercussions in the real world. We hold an arms manufacturer responsible for designing weapons of mass destruction, there's no doubt in anyone's mind that there is culpability.
Engineers who build addictive products fall into the same boat. But, but, but paycheque! is not an excuse. Has never been before, isn't now, nor will it ever be in the future. As builders, we are defined by what we build.
I used to be in consultancy as a software dev, it's basically same job, higher cost. But these companies use consultants because they have tons of money but aren't sexy enough to attract internal employees that do the same thing.
Does not sexy mean they are not willing to spend the tons of money they have on internal employees?
Consultants are easy to fire. Depending on the company's policies, local laws, and the internal politics of the organization, a 'real' employee may be a lot harder to get rid of. Consultants are also time/task limited (in theory), while a 'real' employee is not (again, in theory).
I'm a (supply chain) consultant which is similar and have a full time contract and full worker protections with my employer. Projects are sold on a fixed price basis, so there isn't anybody to fire - clients are buying the work output or report, not the person or set hours. Some projects are time & materials, but if the project gets cancelled I'm still getting paid - I have a full time contract.
As an example of the value prop - I come with information that your company doesn't necessarily have. Let's say you need to expand your existing (15 year old) miniload ASRS and are locked in with the incumbent provider - I know up-to-date market rates for miniloads and racking, and will be better able to credibly negotiate it down to market rates (particularly as I have probably done a project with the vendor before). I will also be better able to tell you if there is a better solution to expanding the ASRS because, while this is a '1 in 10' year activity for the client, this is what I do every day. Maybe they would be better putting some shuttles in a separate ASRS fed by the miniload because the actual bottleneck is throughput/accessions instead of storage, and their stock profile is different to what it was 15 years ago? They are better than me at running their warehouses, but (hopefully!) I'm better at specifying automation.
So that's the value proposition of consulting - you can get access to very specific expertise that you don't need for long. Most companies don't need a full time expert on specifying warehouse automation!
Not great links but you get the gyst...
https://www.afr.com/politics/federal/revealed-mckinsey-partn...
Consultants sell their time, so of course their time is marked up.
Most of the huge profits don't go to people like you, but there are huge profits.
The opioid crisis has caused untold suffering and death. The amount of money they were fined is a joke that couldn't make a tiny dent in what fixing this.
It's small enough that it it's unlikely to stop them being involved in something similar in future.
But it is a crime the company is responsible for that caused many people to die and become addicted to opioids.
You think Kim Jong Un walks among the people he starves to death on a daily basis in North Korea? No. He's too high up. He's in his palace in the capital and he doesn't even see the real state of his country. He just hears about it in reports and goes to do his day to day job like any other person in a company disconnected from the consequences of their actions.
Does this mean Kim Jong Un is not guilty? No. Not. at. all.
Does this mean McKinsey's is not guilty?
Does this mean you're not guilty?
Your statement ends up reading sort of like "Is every Nazi guilty of the holocaust?" Technically maybe not, doesn't change the fact that of the matter that overall all Nazis are guilty.
You can't run away from this with some garbage statement of "Not a very useful perspective." This incident literally killed an amount of people that is equivalent to a genocide.
Imagine if you were a Nazi and you said that. If you were just a mere guard at one of these concentration camps could you say what you just said to me to a victim who lived through the atrocity? Think about what you should say to the parents of a man/woman who died from an opioid overdose. Literally, I think you're unaware of the magnitude of the crime that was committed here.
Watch these videos:
They accurately place the blame on themselves.
Do some searching there's tons of articles/video interviews on addicts who got addicted because of pain killers. Here's one: https://www.healthline.com/health/doctor-addicted-opioids
I read your comment as "I am so emotionally invested in this caricature that I cannot tolerate hearing it humanized. The caricature must stand, or I lose something."
I know very little about McKinsey, but I don't think that the haircut of their consultants tells me very much.
You spelled consultants wrong :P
(Boring clarification: riffing off of your "spelled industry wrong!" bit. Not an actual attack.)
I definitely need to learn lucidity or awareness or whatever it is that you springboard off of to be able to read something like this and mentally *hangonaminute* though... I completely went along agreeing with everything, and while I still do after having paused and considered, this isn't the first time I've needed another comment to help with the initial "you're completely not noticing this subtlety here".
I assume that was intentional.
Honestly I got more of a '1 life is a tragedy, 1million lives is a statistic' vibe from GP
not only shithole companies. At the total service of shithole governments:
"McKinsey Bans Moscow Staff From Attending Pro-Navalny Protest
...
In line with policy, McKinsey employees must not support any political activity either publicly or privately. This ban does include posts in social media featuring your political views or your attitude to any action with a political flavour. This line of conduct is mandatory. "
https://www.themoscowtimes.com/2021/01/23/mckinsey-bans-mosc...
Grounds:
- it goes directly against several key employees rights policies which we are reminded of by the firm itself several times a year
- its formulation is very different from the firm's language in across-the-board communications
The firm didn't deny it. It issued retraction. So, it is genuine. And the firm wants the Russian regime to know that it is genuine. All that absolutely not surprising given the Russian environment.
>- it goes directly against several key employees rights policies which we are reminded of by the firm itself several times a year
nor policy nor "employees rights" (who is going to enforce them? Russian gov-t?) are worth losing GazProm and Norilsknickel as clients and becoming political enemy of Putin. People in Russia are arrested today for just retweet of a thread mentioning the date of protests (like that RBC editor).
OMG this is the bes sentence I have read in months! Thanks
---
I worked with a guy who was a previous McKinsey exec and now is the "uber of Dubai" founder and a billionaire and he is slimy AF.
I have worked with multiple companies such as McKinsey PWC and others and their consulting practices are all bullshit.
Now, thats not to say that any large company does not need some financial oversight/consulting/auditing - but still these consultancies are fucking vultures and are more likely to help you "cook your books" than correct your books...
s/consultents/consultants/
It seems more likely that it’s a politically expedient way to get cover for a decision (in other words CYA insurance). If the plan fails, blame the consultants. If it works, take credit for having brought them in. It also puts more pressure on exec to make a decision (we just spent $10M on this strategy plan, are we really going to it on it?). It’s genius, if it didn’t highlight the utter dysfunction of a firm.
McKinsey scandals also aren’t confined to Opiod work. It’s also been involved with Enron, corruption in Africa, peddling of mortgage backed securities during ‘07-‘08 crisis and I’m sure many more that they’ve done a great job at hiding from the public.
https://en.wikipedia.org/wiki/McKinsey_%26_Company#Controver...
In the interest of balance, here is what McKinsey has to say about social responsibility in its "about us" section of its corporate website: Our purpose as a firm is to help create positive, enduring change in the world.
That's certainly one of the reasons you would bring in consultants.
I think critics of consultants are, in general, too quick to dismiss the monetary value of political lubrication. If it's going to get your management hierarchy to admit there's a problem at all, or if it's going to get your management hierarchy out of a deadlock, that's worth something. If your organization is able to actually focus on the problems despite the politics, you are probably not a a typical McKinsey/Bain/BCG/etc. customer.
With maybe one exception, none of the consultants I know ever fit the mold of a fresh-out-of-college generalist who thinks their frameworks and raw intellect will help them come up with better answers than a specialist could. They mostly all understood that their jobs were to escort boring, good enough ideas through the boardroom politics. And that was often something they were good at, and they were often acutely aware that some people in those companies already had the answers but the organization was too dysfunctional to recognize the fact.
That's the core of the problem anyway. But naturally they'll sell you a lot of other promises and products, and those are where I think management consultants are the wrong answer. Just hire real specialists.
The other problem I have with management consultants is that I feel they, both the companies and many of the individuals, are too amoral to be healthy for society, but that's not about their competence.
I think that's what the GP was poking at.
You aren't wildly wrong on the job as a whole, though reasonably often it's more to escort boring bad ideas through the politics for someones benefit. And on the "amoral" front, they know what side their bread is buttered on.
This is not past tense.
In South Africa there is a commission (a political farce if anyone cares) to investigate state capture and McKinsey[0] keeps showing up on records and testimonies.
[0](https://www.google.com/amp/s/www.nytimes.com/2018/06/26/worl...)
If we had real competition, there would be more money to be made knocking the giants down than trying to keep them in their walker.
But still. Hmm.
In many cases, there was not any question that your job was to justify a decision that had already been made, or attack another group within the company on behalf of whoever was writing you a check. I was literally told on a number of occasions that regardless of what the SOW said, our job was to make whoever was writing the check look good.
I have not doubt that is true in some cases. However, it might be a a bit too cynical to see it that way in all cases.
I have a developer on my team that is the most senior guy on the team. He is a grey beard on a team full of junior developers fresh out of startup code bootcamp. Sometimes he is thinking about big technical challenges and he just wants someone to talk to that can give him some feedback.
One of the things I miss about working in open offices is being able to turn around and fire ideas off of a colleague. Even if I know I am right, even if I have the ability to unilaterally make a decision, often times I just want a second opinion. I've even heard people here suggesting a paid service so you could get a short amount of principal engineer time to bounce ideas off of.
I mean, isn't that more or less what McKinsey is, except for business people? When I think of it that way ... it doesn't feel as cynical anymore. If I'm a CEO (or any level of exec) and I don't have peers that can provide me valuable second opinions and I have the budget - why not pay someone for that second opinion?
This guy consults
Paying the money back (as was agreed, and even then my understanding is that not all of it will be repaid, no interest was offered and no criminal charges have been proffered) will never cover for the gutting of essential skills in key state owned enterprises under the cover of a McK “restructuring”.
South Africa is in a perfect storm right now and big consultancies and accounting firms all had their fingers in the cookie jar. They all had a part to play. It makes me sick to think what these consultants might achieve in less democratic states as it’s evident their reach is global and they are legion.
In my university days many bright eyed youth wanted to work for these companies. I hope people are waking up!
Edit: For anyone interested “Zondo Comission McKinsey” or “McKinsey South Africa Guptas” should get you quite far.
Edit2: I’ve just given a brief summary. It’s enlightening to dig into the role of Bain, McKinsey and KPMG especially, their relation to Gupta enterprises (common cause) and their enabling of deals, cutting really good people at key state institutions like SARS (Revenue Service), Eskom (electricity), Transnet (commercial rail). And that’s only what’s in the public domain. The scale of the rot is enormous. Their executives spin corporate speak at our commissions of inquiry (Nugent and Zondo) and do not take any accountability!
The folks with one to three decades more time at bat who are hiring you most likely do find learning and change literally painful. Not because of age, but because of “number of trials” at the change experiment, where often someone gets burned.
Reading, learning, thinking differently, hurts the ego, as it makes clear you were less informed before, and puts you on unknown ground where you don’t know if you’re failing or not. This is hard for a lot of people, ironically especially hard for folks who started out as high performers in spaces with “known knowns” knowledge available (aka, school and textbooks, where learning isn’t an ego problem, it’s expected that you didn’t know).
You haven’t yet developed the instinct to yank your hand off the stove, and you don’t have to stick around long to see if your hand gets burned anyway, so you’re valuable to these folks.
Is this pointing to the same idea behind "the chains of habit are too light to be felt until they are too heavy to be broken"? I concede I may not be as quick to learn as I was when I was in my late teens/early 20s, but I hope that I'll still be able to learn new things and able to recognize the error in my judgement well into my old age - despite having been a classically high performer in school (although grad school did pummel me down).
Truth is, McK and the like, are there just to give mediocre leaders an extremely expensive psychological crutch needed when human beings face uncertainties.
Now that these consulting agencies are the behemoth they are, it's mainly corrupt leaders that are being "pursuaded" to use their services.
Oh and ppl like you are just cheap "brains" to give the optics of credentials for this sordid affair.
Software consultants OTH are usually sub-contractors and not consultants per se.
Regarding who has the bullshit job, well, probably both the mediocre/corrupt leaders, and the consultant.
Contrary to popular belief, a good deal of McK work is not just regurgitating a pre-ordained solution. Most of my work involves creating original solutions tbh. But sure, you probably know my job better than me.
100% whataboutism, and I'm not defending the OP or McK, but I wonder what you think of the PhD "brains" hired at Google that end up being in charge of implementing a menu in Google Carplay.
What are they?
I don't get what's the point of your question?
I'm saying the OP has a bullshit job which he fails to acknowledge. I'm also saying is that McK only reason for hiring ppl like OP is virtue signalling and nothing else. And finally that McK is mostly harmful to society.
I never talked about why google hires PhDs. :Shrug:
So I guess difference is Google has many types of work whereas at McKinsey it is slick MBAs facing fools looking to part with their money.
So really, I don't see the difference.
Loaned out doesn't feel applicable here though. There are some consultancies that are primarily just staff augmentation. Like, here are some expensive workers for you to use for a while. That's not really what McK does. McK is doubtlessly very expensive. "pumping people up on the job" sounds like a bad faith way to describe training and investing in your employees.
I don't have a way to "prove" that the average net impact of McK consulting is positive, and for sure sometimes it won't be right. My only point is that most if not all of the clients I work with are blunt about not knowing how to do X on their own, and when we're done with the project they say they know how to do X. We do fixed price contracts, not per hour, and are incentivized to keep the scope fixed. Our prices are generally higher than competitors, but we still win bids. I don't need to believe McK is the greatest company in the world, but I strongly disagree that we're not making a good faith effort to help clients do things.
>"pumping people up on the job" sounds like a bad faith way to describe training and investing in your employees.
That's just it: the customers are investing in your employees by letting them learn on their job but never reap the benefit of the experience. It's not a long-term recipe for success.
There’s tremendous value in the repeated problem exposures the consultant received, combined with the rigorous framework thinking.
Much like McDonalds means every burger everywhere no matter who owns and runs that franchise is predictably decent, the principles of The McKinsey Way and frameworks like 7S and MECE mean every wet-behind-the-ears graduate is going to produce work of sufficient logic, data, and quality to plausibly support the position McK was hired to support.
Everywhere I look it’s just strategies to increase sales ,lay-off lower level employees and boost executive and shareholder profit .
https://www.mckinsey.com/business-functions/mckinsey-analyti...
I guess this group is a decent example of our public things, doing data science stuff to help human trafficking victims and what not. I don't have any experience with this group in particular and cannot speak to it. For my personal work space all I can say is that ~90% of my work felt morally neutral, and 10% felt morally positive.
One project was for a similar neutral task in an industry I think is detrimental to society so I declined to do it. That's also a thing which is encouraged and I think is nice. YMMV
That's asking for a lot of trust in an organization with a public history of doing damage to societies, like with the opioid thing or the Canadian bread price fixing agreement.
> They proposed cuts in spending on food for migrants, as well as on medical care and supervision of detainees, according to interviews with people who worked on the project for both ICE and McKinsey and 1,500 pages of documents obtained from the agency after ProPublica filed a lawsuit under the Freedom of Information Act.[1]
[1]https://www.nytimes.com/2019/12/03/us/mckinsey-ICE-immigrati...
The CEO of Enron was a former McKinsey consultant and helped them transition from an Oil and Gas company. Arthur Anderson was just the firm left holding the bag at the end. [2]
[2] https://en.m.wikipedia.org/wiki/Jeffrey_Skilling
McKinsey helping dictators. [3]
[3] https://www.nytimes.com/2018/12/15/world/asia/mckinsey-china...
> On October 20th, the Times reported that the government of the Saudi crown prince, Mohammed bin Salman, had employed operatives to harass dissidents, including the Saudi journalist Jamal Khashoggi, who was allegedly murdered inside the Saudi consulate in Istanbul, on October 2nd. The article included the revelation that McKinsey had prepared a nine-page report measuring the public perception of certain Saudi economic policies, and cited three individuals who were driving much of the largely negative coverage on Twitter: a Saudi Arabia-based writer named Khalid al-Alkami, a dissident living in Canada named Omar Abdulaziz, and an anonymous writer. After the report was created, Al-Alkami was arrested, and Abdulaziz’s brothers living in Saudi Arabia were put in prison. The anonymous Twitter channel was shut down.[4]
[4] https://www.newyorker.com/news/news-desk/mckinseys-work-for-...
Enron and china I'm not really familiar with. The Saudi one is, in my opinion, not a an accurate portrayal. My understanding is McKinsey did not create a report for the Saudi gov't on it and that it was someone who chose a deeply unfortunate example to demo some social network analysis stuff, internally, and not intended to be shared.
1) Identify all mistakes made by the previous management and come up with a plan to correct them.
2) Get buy-in for your plan and execute it.
It might appear that 1) is harder than 2). But it turns out that the company's interests are not always aligned with each and every individual in the company, and implementing change always results in winners and losers. Getting the buy in from losers can understandably be quite hard. And then you also have the winners who sympathize with the losers and don't realize that they will also lose their jobs if the plan is not implemented.
When you're running a startup, a CEO can single-handedly turn things around. In a larger corporation, a CEO is going to rely on a chain of command to get things done. When you factor in the misaligned incentives or loyalty for people who are at risk of losing their jobs, it's easy to see how information channels can stop working and neither 1) nor 2) can be accomplished successfully.
I agree that brining in a 3rd party like McKinsey feels like a lazy shortcut to addressing the fundamental organizational challenges, but the more I see, the more I am starting to understand the upside of that option.
Nope. I don't agree with this at all. I'm saying, 100% clarity, that business is really hard. Working with a large organization is really hard. Many cultures are very rigid.
People are quick to comment about the intricacies of team dynamics, but hand wave the larger org stuff. There's a tough doublethink whereby I might say its not that hard to play the role of an upper level executive, because you can mostly just ride the tide and be fine, but effectively identifying a problem, a solution, and implementing it in a large org? Extremely tough.
Try “five whys” and see where you end up.
At the end of the day, someone is your boss and pays you, and you are gonna do what they want
That said, they presumably gave executive management some warm and fuzzies that we weren't smoking weed. Sure, they could have just taken our word for what we were telling them, but having a second pair of eyes is actually not a terrible thing. (And it's part of what I did for clients in a subsequent job.) They also gave our business planning people some complicated financial modeling spreadsheet which kept them busy and mostly out of our hair.)
In what ways do you see McKinsey’s actions with Purdue Pharma as being bad? In what ways were they typical of McKinsey’s behavior with other clients? In what ways do you see the actions with Purdue as being exceptional for McK? What factors allowed the company to act as it did? Have those factors been addressed? How do the events with Purdue show what has and hasn’t changed since McKinsey’s deep involvement with Enron?
I think it's mostly self evident.
> In what ways were they typical of McKinsey’s behavior with other clients? In what ways do you see the actions with Purdue as being exceptional for McK? What factors allowed the company to act as it did? Have those factors been addressed?
McK is large and very decentralized, and there's a culture of not talking about work to avoid creating conflicts of interest, so it's easy for one partner to end up doing their own thing in a way that the majority would not agree with. The Opioid work had a spin on it with the rebates that I recall had a mind towards preventing them, but I cannot remember the details so I won't pretend that's supposed to be compelling at all.
The work with Opioids, and I would also call out ICE, were high profile struggles internally that have been addressed numerous times by top level leadership on global calls, in a way that I thought was emotionally empathetic to the situation. Voicing dissenting opinions is encouraged, and I think people were free to voice grievances. They have since created a committee whereby other unrelated partners need to review proposals for ethics before it gets approved.
If you work for facebook, you build facebook. If you work for mckinsey, you may work on improving access to renewable energy, automaker margins, oil and gas marketing, or pro bono human rights work. Most people will fall into one of the neutral categories. To what degree are you accountable for a few guys doing something completely different that have no particular connection to you? I don't know. It's a weird dynamic but I would say "a bit, but less than a more traditional centralized company". I feel convinced that top level leadership is taking reasonable steps to address ethical issues and the the broad general population of the firm wants to encourage this. I don't know if it's possible to fully prevent bad decisions in the long term. From an external perspective, there's always going to be just one McKinsey, and that's tough to reconcile.
I can't say I know anything about Enron.
I personally will not use a big consulting company until we do a better job of forcing consultants to have more skin in the outcome. It’s really nice to come in, have a flashy presentation and then walk out and collect your money. The only “getting shit done” I’ve seen McKinsey do is lining their own pockets.
I don't think consulting is useless or scammy, but come on, you're not rock stars. Consultants advise a business on how to get revenue, and the business implements changes that generate revenue. This leads to the headline we have before us. There's not much more to consulting. Note: my family are consultants.
Steve said it best.
99% of the consultants who come in are human Powerpoint/Email factories who just happen to have the skill/trait of being extremely insistent. They push exactly what their client wants to hear and are not doing groundbreaking worldchanging work.
In fact in almost every case I worked on, most of the team had literally NEVER done any work in the clients field before, and never performed in the functional role they were being assigned to outside of maybe the partner or project leader assigned to the case who likely had a PHD/MD of some kind in the related field.
As others said, they are there as an insurance policy to throw blame.
And for the kind of transformational work that folks like McKinsey would come in to assess, there’s a huge organizational component that’s actually more complex than the technical components. Building a new technology tool is great, but designing the process the tool implements and rolling it out to non-technical users is the job our buyers hire us to do. We would hire offshore engineers if the engineering work were the majority of the work we do — but the coordination overhead is too high.
Outliers like the Opioid stuff aside, I do think most day to day typical things that consultants do is valuable work for companies. Say you're launching a new product and want to figure out cost based / value based pricing - it's either a single person in the company that does that that might not have a lot of experience in that area or a consultant from a consulting company that has a good track record at doing value based pricing specifically. I know who I'm going to pick.
There's no big picture. I can't say my work "enables" others to do other work that I may disagree with. On the whole of it by my personal set of values, I enjoy being able to make the contributions I do and would be wary of loosing that. So long as the tone at the top of the org is condemning of things I consider bad (and it is), I think it deserves a level of understanding for how difficult it is to run a network of thousands of partners and avoid things like this. I'm optimistic that the newly enforced sets of checks and balances will prevent such at least some of these kinds of studies from happening again. For now at least, it feels less like "McKinsey" did the bad thing and more like "a group of people who work here" did. Others will disagree, and I get it. I know a couple folks who left on ethical grounds and they retained the support of all their colleagues.
Or, to put it another way: You hire a consultant so you can avoid responsibility for your decisions.
"I didn't just fire thousands of people, possibly putting some out on the streets. Nope. We're just right-sizing the company based on the advice of this well-respected consultant with a nice haircut."
Hire a consultant and get a fall guy and the ability to shirk responsibility for the detrimental impact your decisions have on your workforce.
Mostly fuelled by management consultancy firms' marketing and sales teams, of course.
Why is management consulting a billion dollar industry? Are there that many clueless executives running F500 companies (pretty much all of them).
Or perhaps your understanding of management consulting isn't quite right.
Because most rich people are idiots but they have direct access to money printers via hundreds of legal money laundering schemes going on in the background so they can afford to waste as much of it as they want on whatever they want and still be profitable.
While I disagreed with him on this point, here's another angle on how low hanging the fruit was: My manager _explicitly_ told us to never use statistics, because we'd be wasting our time with effects which weren't large enough to be obvious.
Sorry that’s all you have to say about your employer quite literally supercharging the opioids pandemic causing unimaginable pain and destruction across America? “It was bad though.”
Let me tell you some hard truths. If you’re 20 something you don’t know Jack shit about running a business and the only reason you’re there is because the C Suite wants to “de-risk” their decision making, or the board member heard about McK during golfing with his buddies.
If Senior Leaders can’t do X, they should, you know, get training. Go to online schools, get executive MBA training. Why don’t they do that? Because that’s not really the real reason you’re there.
McK and other consultancies have been a cancer on corporate America, creating chaos in the name of “digital transformation” or whatever buzzword is new. They capitalize on most companies’ fear of being left behind and get inserted into corporations where they make the jobs of regular employees (you know, the people who you went to school with but decided not to go to McK but get a real job and who are familiar with the same types of things that you are) incredibly difficult with inane processes from “the manual”.
There's no expectation that I know how to "run a business". That's not how it works.
Doing good economic work for bad people is a (gigantic) ethical flaw, but not a problem with the economic quality of the work and skillset.
1. McKinseys advice is for the most part useless , often their advice is just politically motivated within the clients offices 2. They have zero morals, they will advice how to optimize the gas chambers (probably not too off the mark, they probably are advising something related to uighurs somewhere, maybe how apple can hide traces of genocide fueled chips from their product lineup) if they can make a couple mills. 3. The despots/murderers recruiting them are still going to go ahead with their addiction rings/gas chambers irrespective of what McKinsey tells them. The argument isn't that McKinsey made the opioid problem worse. Maybe they did but they probably will conveniently agree with us that they were not really consequential. Still doesn't mean everyone from McKinsey shouldn't be considered a dick though.
I wonder how many at HN make their living on digital transformation.
I post this fairly frequently, but here we go again. Business is hard. Change is hard. Consultants get a lot of shit for saying things that someone lower in the org could have told them. That's not evidence of abuse, that's evidence that your org isn't working well. A lot of the time substantial portions of the findings come from interviewing and listening to lower ranking experts in the client. Bringing in consultants is, among other ways, a way to bring in people who can get shit done, moving bricks at lower levels of the org with the political mandate of the top. That's quite valuable, because otherwise a lot of orgs are just entrenched. A very large number of senior leaders don't know how to accomplish X, and don't know how to get the information about X from their own company. And again, that's not an insult, because business is hard. It's great and all for you to say "regurgitate snippets from articles in HBR" but I can't say that resembles any work I've done, ever.
Opioid work was bad though, let's not avoid that. (edit for spelling)