McKinsey & Company, Inc. is an American global management consulting rm
!ea"#uartere" in t!e $.S. %!e rm ser&es as an a"&iser to businesses, go&ernments, an" institutions. It 'as (oun"e" in )*+, in C!icago by -ames McKinsey as -ames O. McKinsey & Company an" is no' !ea"#uartere" in Ne' Yor. City. Many c!ie( e/ecuti&e o0cers o( large companies !a&e 'or.e" at t!e rm. %!ere 'ere o&er )11 McKinsey o0ces in ,1 countries as o( September +1)2. 324 5istory Early !istory McKinsey & Company 'as (oun"e" in )*+, in C!icago un"er t!e name -ames O. McKinsey & Company by -ames McKinsey,364 a pro(essor o( accounting at t!e $ni&ersity o( C!icago.3743,482 %!e rm calle" itsel( a team o( 9management engineers9 an" starte" out gi&ing consulting on using accounting principles to ma.e management "ecisions.3:43;43*482 Mr. McKinsey<s rst !ires 'ere partners %om Kearney in )*+*3)14 an" Mar&in =o'er in )*22.3))48)22 %!e rm<s secon" o0ce 'as opene" in Ne' Yor. City in )*2+.3:4 In )*27 Mr. McKinsey le(t t!e rm temporarily to ser&e as t!e C!airman an" CEO o( client Mars!all >iel"<s as t!ey implemente" t!e restructuring plan create" by -ames O. McKinsey & Company.3))48)22 McKinsey 'as merge" 'it! accounting rm Sco&ell, ?ellington & Company t!at same year, creating McKinsey, ?ellington & Co.3)+48: A ?ellington pro@ect t!at accounte" (or 77 percent o( McKinsey, ?ellington & Company<s billings 'as about to e/pire3)+4 an" %om Kearney an" Mar&in =o'er !a" "isagreements about !o' to run t!e rm.3)24 A""itionally, in )*2: -ames O. McKinsey passe" a'ay a(ter catc!ing pneumonia.3*43)64 %!is le" to t!e "i&ision o( McKinsey, ?ellington & Company in )*2*.3)64 %!e accounting practice returne" to Sco&ell, ?ellington & Company, '!ile t!e management engineering practice 'as split into McKinsey & Company an" McKinsey, Kearney & Company.3)+4 Auy Croc.ett became t!e Managing Partner o( t!e ne' McKinsey & Company, '!ile Mar&in =o'er is cre"ite" 'it! (oun"ing t!e rm<s principles an" strategy as !is "eputy.3)+4 %!e Ne' Yor. o0ce purc!ase" e/clusi&e rig!ts to t!e McKinsey name in )*6,.3)748+7 Establis!ment McKinsey & Company gre' #uic.ly in t!e )*61s an" 71s, especially in Europe.3;43)24 It !a" ;; staB in )*7)3),4 an" more t!an +11 by t!e )*,1s, 3)74 inclu"ing 2: in Con"on by )*,,.3),4 It establis!e" an o0ce in Australia in t!e early )*,1s.3):4 =y t!e en" o( t!e "eca"e, more t!an oneDt!ir" o( t!e rm<s re&enues 'ere (rom si/ European o0ces.3)74 Auy Aroc.ett steppe" "o'n as managing "irector in )*71, an" Mar&in =o'er 'as electe" in !is place.3)+4 McKinsey<s protDs!aring, e/ecuti&e an" planning committees 'ere (orme" in )*7).3)+4 %!e organiEation<s client base e/pan"e" especially among go&ernments, "e(ense contractors, bluec!ip companies an" military organiEations in t!e postD?orl" ?ar II era.3);4 A(ter se&en years o( "eliberation, McKinsey became a pri&ate corporation 'it! s!ares e/clusi&e to McKinsey employees in )*7,. A plan (or international e/pansion 'as "e&elope" an" an o0ce in Con"on 'as establis!e" in )*7*.3)+4 A(ter =o'er steppe" "o'n in )*,:, t!e rm<s re&enues "ecline". Ne' competitors li.e t!e =oston Consulting Aroup an" =ain & Company stiBene" competition (or McKinsey by mar.eting specic bran"e" pro"ucts, suc! as t!e Aro't!DS!are Matri/, an" by selling t!eir in"ustry e/pertise.3;43):43)*4 In )*:) McKinsey create" t!e Commission on >irm Aims an" Aoals, '!ic! (oun" t!at McKinsey !a" become too (ocuse" on geograp!ic e/pansion an" lac.e" a"e#uate in"ustry .no'le"ge. %!e commission a"&ise" t!at McKinsey slo' its gro't! an" "e&elop in"ustry specialties.3;43)248)6 In )*:,, Fon Ganiel 'as electe" managing "irector, ser&ing until )*;;.3+14 Ganiel an" >re" Aluc. !elpe" s!i(t t!e rm a'ay (rom its generalist approac! by "e&eloping )7 specialiEe" 'or.ing groups 'it!in McKinsey calle" Centers o( Competence an" by "e&eloping practice areas calle" Strategy, Operations an" OrganiEation. Ganiel also began McKinsey<s .no'le"ge management eBorts in )*;:. =y t!e en" o( !is tenure in )*;; t!e rm 'as gro'ing again an" !a" opene" ne' o0ces in Fome, 5elsin.i, SHo Paulo an" Minneapolis.3;43)24 >re" Aluc. ser&e" as McKinseyIs managing "irector (rom )*;; to )**6.3+)4 %!e rm<s re&enues "ouble" "uring !is tenure.3)*4 5e organiEe" McKinsey into :+ sectors, centers, 'or.ing groups, an" pro@ects.3)24 O&er t'o "eca"es McKinsey & Company gre' eig!t(ol".3++4 In )*;* t!e rm attempte" to ma.e a talent ac#uisition in I% ser&ices t!roug! a J)1 million purc!ase o( t!e In(ormation Consulting Aroup KICAL,3+24 but a culture clas! cause" )7) out o( t!e +76 ICA staB members to lea&e by )**2.3+)4 Fecent !istory %!e burst o( t!e "otDcom bubble le" to a re"uction in utiliEation rates o( McKinsey<s consultants (rom ,6 to 7+ percentM alt!oug!, McKinsey a&oi"e" "ismissing any personnel (ollo'ing t!e "ecline.3+64 In )**6, Fa@at Aupta became t!e rst nonDAmericanDborn partner to be electe" as t!e rmIs managing "irector.3+74 =y t!e en" o( !is tenure, McKinsey !a" gro'n (rom +,*11 to :,111 consultants.3+643+,4 In t!e )**1s, McKinsey set up Naccelerators,O '!ere t!e rm accepte" stoc.Dbase" reimbursement to !elp internet startups.3+643+:4 In +11), McKinsey launc!e" se&eral practices t!at (ocuse" on t!e public an" social sector. It too. on many public sector or non prot clients on a pro bono basis.3);4 =y +11+ McKinsey !a" in&este" a J27.; million bu"get on .no'le"ge management, up (rom J;.2 million in )***. 3);48) In +112 Ian Ga&is, t!e !ea" o( t!e Con"on, $.K. o0ce, 'as electe" to t!e position o( managing "irector.3+;4 Ga&is promise" a return to t!e companyIs core &alues, a(ter a perio" in '!ic! t!e rm !a" e/pan"e" rapi"ly, a "e&elopment t!at, accor"ing to some people relate" to McKinsey, 'as a "eparture (rom t!e company<s !eritage.3+*4 Also in +112, t!e rm establis!e" a !ea"#uarters (or t!e AsiaDPacic region in S!ang!ai, C!ina. =y +116, more t!an ,1 percent o( McKinsey<s re&enues 'ere generate" outsi"e t!e $.S.3);4 OrganiEation Structure McKinsey & Company 'as originally organiEe" as a partners!ip3214 be(ore being legally restructure" as a pri&ate corporation 'it! s!ares o'ne" by its Partners in )*7,.3)+432)4 It mimics t!e structure o( a partners!ip an" employees are calle" 9partners9.321432+4 %!e company !as a Pat !ierarc!y an" eac! member is assigne" a mentor.3224 Since t!e )*,1s, McKinsey<s Managing Girector !as been electe" by a &ote o( senior "irectors to ser&e up to t!ree, t!reeDyear terms3264 or until t!ey reac! t!e man"atory retirement age o( ,1.3)*4 %!e rm is also manage" by a series o( committees t!at eac! !a&e t!eir o'n area o( responsibility.3274 McKinsey !as a "eDcentraliEe" structure, '!ereby "iBerent o0ces operate similarly, but in"epen"ently. Eac! o0ce is e/pecte" to put t!e o&erall organiEation<s best interest be(ore t!e o0ce<s, '!ic! McKinsey re(ers to as t!e 9one rm9 principle. Consultants an" engagements are o(ten s!are" across o0ces.3:43264 Fe&enues (rom all o0ces are poole" an" an in"i&i"ual o0ce<s re&enue "oes not "irectly eBect it nancially.32,4 %!e company<s bu"geting is centraliEe", but in"i&i"ual consultants are gi&en a large "egree o( autonomy.32:4 McKinsey consultants are eit!er in"ustry e/perts, (unctional e/perts, or a generalist t!at co&ers a geograp!ic region.32;4 %!e rm !as +2 In"ustry Practices (ocuse" on in"i&i"ual in"ustries, * >unctional Practices t!at 'or. in areas li.e nance, mar.eting or ris., an" 7 Capabilities an" Solutions areas relate" to tec!nology consulting.326432*4 It starte" a Social Sector O0ce KSSOL in +11;. %!e SSO is "i&i"e" into t!ree practices8 Alobal Public 5ealt!, Economic Ge&elopment an" Opportunity Creation KEG5OCL an" P!ilant!ropy. McKinsey also "oes muc! o( its proDbono 'or. t!roug! t!e SSO. A =usiness %ec!nology O0ce K=%OL, (oun"e" in )**:, pro&i"es consulting on tec!nology strategy.3264 Culture >ormer McKinsey & Company partner Mar&in =o'er create" t!e rm<s strategy o( only 'or.ing 'it! t!eir clients< CEOs, '!ic! 'as later e/pan"e" to CEOs o( subsi"iaries an" "i&isions, an" o( c!oosing to only 'or. 'it! clients t!e rm (elt 'oul" ta.e action on its a"&ice.3:432,4 %!is 'as rein(orce" in )*67, '!en McKinsey & Company publis!e" its Ne' Engagement an" E/ecuti&e Felations Aui"e, '!ic! emp!asiEe" t!e nee" to persua"e clients to ta.e action base" on McKinsey<s recommen"ations.3)+4 =o'er also establis!e" t!e rm<s language.3274 It calls itsel( N%!e >irmO an" its employees NmembersO.3:43)*4 McKinsey claims its consultants are not moti&ate" by money.3)*4 McKinsey & Company tries to .eep a N&ery lo' prole public image.O3614 %!e rm !as a policy against "iscussing specic client situations.32,436)4 It says it "oes not a"&ertise, t!oug! it "i" a"&ertise allege"ly (or recruitment purposes in %IME MagaEine in )*,,.3:4 Members are not suppose" to NsellO t!eir ser&ices, a tra"ition base" in t!e early )*11s, '!en it 'as consi"ere" beneat! t!e "ignity o( a la'yer or accountant to a"&ertise.322436+4 McKinsey<s consultants are also e/pecte" to become a part o( t!e community an" recruit clients t!roug! c!urc!, c!aritable (oun"ations, boar" positions an" ot!er community in&ol&ements.3:4 InPuence Many o( McKinsey<s alumni become CEOs o( ma@or corporations or !ol" important go&ernment positions.3614 In "oing so, t!ey sprea" McKinsey<s &alues an" culture to ot!er organiEations an" o(ten become McKinsey clients. 32,436143624 McKinsey<s alumni !a&e been appointe" as CEOs or !ig!Dle&el e/ecuti&es at American E/press, I=M, ?esting!ouse Electric32)43624 Sears, A%&%, PepsiCo32,4 an" Enron.3664 Some McKinsey alumni !a&e !el" positions 'it! %ony =lair<s o0ce.3674 Citicorp an" Merrill Cync! !a&e also !ire" many McKinsey alumni.32)4 As o( +11;, McKinsey alumni !el" CEO positions 'it! ), corporations t!at !a&e more t!an J+ billion in re&enue. %!e rm 'as ran.e" by $SA %o"ay as t!e most li.ely company to 'or. (or an" become a (uture CEO o( a ma@or corporation, 'it! o""s o( ) out o( ,*1.36,4 McKinsey<s consulting 'or. !as also been inPuential in establis!ing many o( t!e norms o( !o' go&ernments an" corporations are run.3:432,4 Feception A )**2 prole story in >ortune MagaEine sai" McKinsey & Company 'as Nt!e most 'ellD.no'n, most secreti&e, most !ig!Dprice", most prestigious, most consistently success(ul, most en&ie", most truste", most "isli.e" management consulting rm on eart!.O3)*4 Accor"ing to =usiness?ee. t!e >irm is 9ri"icule", re&ile", or re&ere" "epen"ing on one<s perspecti&e.936:4 McKinsey<s culture !as o(ten been compare" to religion, because o( t!e inPuence, loyalty an" Eeal o( its members.32,43624 >ortune MagaEine sai" partners tal. to eac! ot!er 'it! 9a sense o( personal aBection an" a"miration.93)*4 %!e ?all Street -ournal sai" McKinsey is seen as Nelite, loyal an" secreti&e.O32;4 Accor"ing to Feuters it !as a NbuttonD"o'n cultureO (ocuse" on Nplaying by t!e rulesO.36;4 Accor"ing to =usiness?ee., Nsome obser&ersO say t!at McKinsey !as starte" to lose touc! 'it! its (oun"ing principles an" become less personal as its siEe !as increase".36*4 %!e Auar"ian sai" at McKinsey N!ours are long, e/pectations !ig! an" (ailure not acceptable.O3674 >ortune an" $SA %o"ay !a&e bot! note" t!at t!e ma@ority o( McKinsey<s consultants are '!ite men.3)*432)4 An article in %!e Ne's Obser&er sai" McKinsey<s internal culture 'as Ncollegiate an" rut!lessly competiti&eO an" is sometimes "escribe" as arrogant.3274 Consulting ser&ices McKinsey pro&i"es management consulting ser&ices, suc! as pro&i"ing a"&ice on an ac#uisition, "e&eloping a plan to restructure a sales (orce, creating a ne' business strategy or pro&i"ing a"&ice on "o'nsiEing.3:4322432;4 Its consultants "esign an" implement stu"ies to e&aluate management "ecisions using "ata an" inter&ie's to test !ypot!eses.322432,4 Conclusions o( t!e stu"y are presente" to senior management, typically in a Po'erPoint presentation an" a boo.let.322432,4 McKinsey is one o( N%!e =ig %!reeO management consulting ser&ices along 'it! =ain & Company an" %!e =oston Consulting Aroup.3714 Accor"ing to McKinsey, it ser&es more t!an ;1 percent o( t!e 'orl"<s largest organiEations an" more t!an ;1 percent o( >ortune MagaEine<s Most A"mire" Companies Cist.37)4 McKinsey is consi"ere" one o( t!e most prestigious an" most e/pensi&e management consulting rms.3)*432)437+4 In NGangerous CompanyO @ournalists -ames O<S!ea an" C!arles Ma"igan sai" McKinsey is t!e most inPuential, most reputable management consulting rm in t!e in"ustry an" t!at it carrie" t!e most 'eig!t 'it! corporate boar"s.32,4 %!e Ne's Obser&er sai" McKinsey is t!e Ncreme "e la cremeO an" t!e NFolls FoyceO o( management consulting.3)*43274 5o'e&er, it !as tra"itionally c!arge" appro/imately +7 percent more t!an competing rms3264 'it! an a&erage pro@ect o( one million "ollars.32;4 Prices 'ere re"uce" in t!e economic slump (ollo'ing t!e GotDcom bubble.32+4 Accor"ing to t!e ?all Street -ournal, McKinsey clients estimate t!at t!e rm<s a"&ice turns out to be poor in retrospect about )1 to +1 percent o( t!e time.32;4 A typical McKinsey engagement can last bet'een t'o an" t'el&e mont!s an" in&ol&es t!ree to si/ McKinsey consultants.3264 An engagement is usually manage" by a generalist t!at co&ers t!e region t!e client<s !ea"#uarters are locate" in an" specialists t!at !a&e eit!er an in"ustry or (unctional e/pertise. 3)*4 $nli.e some competing consulting rms, McKinsey "oes not !ol" a policy against a consultant 'or.ing (or t'o competing companies. %!is !as sometimes lea" to accusations o( s!aring con"ential in(ormation32;4 or reD pac.aging a competitor<s practices as best practices.3:4 Fecruiting an" compensation McKinsey & Company 'as t!e rst management consultancy to !ire (res! gra"uates instea" o( e/perience" business managers,3614 '!en it starte" "oing so in )*72.3724 Many o( its recruits are =a.er Sc!olars, F!o"es sc!olars, Mars!all Sc!olars or ?!ite 5ouse >ello's.3)*43764 Cess t!an !al( o( t!e rm<s recruits are (rom business ma@ors,32648: '!ile ot!ers !a&e a"&ance" "egrees in science, me"icine, engineering or la'.322437643774 Some colleges !a&e a team o( McKinsey consultants assigne" to culti&ating relations!ips 'it! upcoming gra"uates.32248)7; Accor"ing to %!e Obser&er, McKinsey recruits (res! gra"uates an" 9imbues t!em 'it! a religious con&iction9 in t!e rm, t!en culls t!roug! t!em 'it! its 9upDorDout9 policy.3274 %!e 9up or out9 policy, '!ic! 'as establis!e" in )*7), means t!at consultants t!at are not being promote" 'it!in t!e rm are as.e" to lea&e.3),48+1;37,4 About oneD(t! o( McKinsey<s consultants "epart un"er t!e up or out policy eac! year.327432:4 McKinsey<s practice o( !iring (res! gra"uates an" t!e 9upDorDout9 p!ilosop!y, 'ere originally base" on Mar&in =o'er<s e/periences at t!e la' rm -ones Gay in t!e )*21s, as 'ell as t!e 9Cra&at! system9 use" at t!e la' rm Cra&at!, S'aine an" Moore.3),48+1, Accor"ing to >inancial %imes @ournalist GuB McGonal", as o( September +1)2, t!e rm recei&es ++7,111 employment applications annually an" about one percentQor +,+11Qo( t!e applicants are !ire".324 %!ere is an ongoing "ebate 'it!in t!e rm on !o' (ast it s!oul" gro'.37:4 Accor"ing to a report by ?et>eet, McKinsey 9oBers some o( t!e best e/perience, opportunity an" pro(essional "e&elopment in t!e in"ustry9 an" it is prestigious to !a&e McKinsey on a resume. 5o'e&er, t!e 'or. en&ironment is "eman"ing, in&ol&es e/tensi&e tra&el an" long !ours.32)43264 Consulting MagaEine<s +11: list o( 9=est Consulting >irms to ?or. >or9 ran.e" McKinsey as number 2.3264 Ne' un"ergra"uate McKinsey recruits are pai" J;1,111 a year.3774 As a pri&ate rm, McKinsey is not re#uire" to "isclose compensation gures. $nli.e t!e nancial ser&ices sector, consultants are not pai" proportional to t!e business t!ey bring inM top senior partners an" t!e managing "irector !a&e similar compensation. %!is 'as estimate" to be J+R6 million in )**6 "ollars KJ2R7 million in +11* "ollarsL.37;4 5o'e&er, t!ere are in"ications t!ese numbers !a&e increase" S61T in t!e subse#uent +1 years.37*4 >or e/ample, accor"ing to public ta/ recor"s, t!e senior partner lea"ing McKinsey<s Nor'egian o0ce in +1)) earne" ,: million NOK KJ)).7 million $SGL.3,14 A )**2 >ortune prole says, 9%!e >irm places itsel( abo&e "iscussing money as a moti&ation, yet senior partners o(ten earn as muc!, or more, t!an t!e CEOs t!ey a"&ise.93,)4 Kno'le"ge management system McKinsey !as use" a .no'le"ge management system to support el" consultants. It 'as create" an" c!aire" by (ormer senior partner Anil Kumar as an early e/ample o( .no'le"ge process outsourcing.3,+4 =y +11*, t!e rm consiste" o( 611 "irectors Ksenior partnersL, up (rom )7) in )**2,3)*43,24 an" Gominic =arton 'as electe" as Managing Girector, a role !e 'as reDelecte" (or in +1)+.3,24 %!e system inclu"es generalist researc!ers, in"ustryDe/perts, librarians an" (unctionDspecic e/perts an" inclu"es access to @ournals an" "atabases. McKinsey maintains an organisation calle" t!e McKinsey Kno'le"ge Centre KMcKCL to pro&i"e rapi" access to specialiEe" e/pertise an" business in(ormation.3,64 Fesearc! & Publis!ing McKinsey & Company consultants regularly publis! boo.s, researc! an" articles about business an" management.322487)3,74877 %!e rm spen"s J71RJ)11 million a year on researc!.3,74876 McKinsey 'as one o( t!e rst organiEations to (un" management researc!, '!en it (oun"e" t!e >oun"ation (or Management Fesearc! in )*77.3*4 %!e rm began publis!ing a business magaEine,%!e McKinsey Uuarterly, in )*,6.3,,4 It (un"s t!e McKinsey Alobal Institute, '!ic! stu"ies global economic tren"s an" 'as (oun"e" in )**1.3);4 3624 Many consultants are contributors to t!e 5ar&ar" =usiness Fe&ie'.3624 McKinsey consultants publis!e" only t'o boo.s (rom )*,1D)*;1, t!en more t!an 71 (rom )*;1 to )**,.3,74877 McKinsey<s publications an" researc! gi&e t!e rm a 9#uasiDaca"emic9 image.3,74 A McKinsey boo., NIn Searc! o( E/cellenceO, 'as publis!e" in )*;+.3,:4 It (eature" eig!t c!aracteristics o( success(ul businesses base" on an analysis o( 62 top per(orming companies.3,748;:D;*3,:4826; It became one o( t!e most inPuential an" !ig!ly rea" management boo.s3,:4826; an" mar.e" t!e beginning o( McKinsey<s s!i(t (rom accounting to 9so(ter9 aspects o( management, li.e s.ills an" culture.3,:4827* In Searc! o( E/cellence<s "istribution prompte" ot!ers, inclu"ing McKinsey consultants, to 'rite more management boo.s.3,74 Accor"ing to Ga&i" Auest (rom King<s College In Searc! o( E/cellence became popular among business managers because it 'as easy to rea", 'ellDmar.ete" an" some o( its core messages 'ere &ali". 5o'e&er, it 'as "isli.e" by aca"emics because o( Pa's in its met!o"ology. A""itionally, a )*;6 analysis by =usiness?ee. (oun" t!at many o( t!ose companies i"entie" as 9e/cellent9 in t!e boo. no longer met t!e criteria only t'o years later.3,:4 A )**: article an" a boo. publis!e" in +11) on N%!e ?ar (or %alentO3,;4 prompte" aca"emics an" t!e business community to start (ocusing more on talent management.3,*48),2 %!e aut!ors (oun" t!at t!e bestDper(orming companies 'ere 9obsesse"9 'it! ac#uiring an" managing t!e best talent.3:14 %!ey a"&ocate" t!at companies ran. employees by t!eir per(ormance an" promote NstarsO, '!ile targeting un"erDper(ormers (or impro&ement or layoBs.3643:14 A(ter t!e boo. 'as publis!e", t!e Enron scan"al le" to t!e ban.ruptcy o( a company t!at (ollo'e" many o( t!e principles in t!e boo.. 3:14 In May +11), a Stan(or" pro(essor 'rote a paper critical o( t!e 9?ar on %alent9 arguing t!at it prioritiEe" in"i&i"uals at t!e e/pense o( t!e larger organiEation.3,;4 McKinsey consultants publis!e" Creati&e Gestruction in +11).3:48+6: %!e boo. suggeste" t!at CEOs nee" to be 'illing to c!ange or rebuil" a company, rat!er t!an protect '!at t!ey<&e create".3:)4 It (oun" t!at out o( t!e rst S&P 711 list (rom )*7:, only :6 'ere still in business by )**;.3:)43:+4 %!e Ne' Yor. %imes sai" it Nma.es a cogent argument t!at in times o( rampant, uncertain c!ange... establis!e" companies are !an"cuBe" by success.O3:24 In +11*, McKinsey consultants publis!e" N%!e Alc!emy o( Aro't!O, '!ic! establis!e" t!ree N!oriEonsO (or gro't!8 core en!ancements, ne' gro't! plat(orms an" options. Its t!ree !oriEons became a"opte" 'i"ely, because it ga&e e/ecuti&es a practical an" simple &ocabulary (or t!in.ing about gro't!. 3:64 In >ebruary +1)), McKinsey sur&eye" ),211 $S pri&ateDsector employers on t!eir e/pecte" response to t!e ABor"able Care Act KACAL.3:743:,4 21 percent o( respon"ents sai" t!ey anticipate" t!ey 'oul" probably or "enitely stop oBering employer sponsore" !ealt! co&erage a(ter t!e ACA 'ent into eBect in +1)6.3::43:;4 %!ese results, publis!e" in -une +1)) in t!e McKinsey eD Uuarterly,3:74 became 9a use(ul tool (or critics o( t!e ACA an" a "eep annoyance (or "e(en"ers o( t!e la'9 accor"ing to an article in %IME MagaEine. 3:*4 Supporters o( !ealt!care re(orm argue" t!e sur&ey (ar surpasse" estimates by t!e Congressional =u"get O0ce an" insiste" t!at McKinsey "isclose t!e sur&ey<s met!o"ology.3;143;)43;+43;24 %'o 'ee.s a(ter publis!ing t!e sur&ey results,3:*4 McKinsey release" t!e contents o( t!e sur&ey inclu"ing t!e #uestionnaire an" +1,Dpages o( sur&ey "ata.3;64 In its accompanying statement,3;74 McKinsey sai" t!e sur&ey s!oul" not be compare" 'it! ot!er estimates t!at use "iBerent met!o"ologies3;143;,4 an" t!at it 'as inten"e" to capture t!e attitu"e o( employers at a certain point in time rat!er t!an ma.e a pre"iction.3;:43;;4 A subse#uent article in %IME MagaEine calle" McKinseyIs "isclaimer t!at t!e sur&ey 'as not pre"icti&e 9rat!er absur",9 but sai" t!e sur&ey met!o"ology 'as soun".3:*4 Some supporters o( t!e ABor"able Care Act criticiEe" t!e sur&ey<s met!o"ology, arguing it use" slante" #uestions, c!erryDpic.e" in(ormation an" !a" unin(orme" recipients.3;143;*4 Alumni Main article8 Cist o( McKinsey & Company people In a +11; CapitalIU stu"y, McKinsey 'as (oun" to !a&e pro"uce" more CEOs o( large companies on a CEOsDperDemployee basis t!an any ot!er company in t!e stu"y.3*14 More t!an :1 past an" present CEOs at >ortune 711 companies are (ormer McKinsey employees. A'ar"s an" in"ustry ran.ings =et'een +11+ an" +1)6, McKinsey !as been ran.e" in t!e number one position o( t!e 9%!e =est Consulting >irms8 Prestige9 list o( t!e Vault.com career intelligence 'ebsite an" 'as cite" as t!e 9most prestigious consulting rm o( all9 in a +1)) Ne' Yor. %imes article.3*)43*+43*243*64 Issues Criticism o( management a"&ice %!e recommen"ation in )*;1 to A%&% Corporation t!at cellular p!ones 'oul" be a nic!e mar.et.3*74 >ailures o( McKinseyQaccor"ing to A"am Sternberg! 'riting in =loomberg =usiness'ee.3*,4Qinclu"e its massi&e reorganiEation o( Aeneral Motors in t!e early )*;1s3*:4 9t!at<s 'i"ely @u"ge" as "isastrous,9 its close relations!ip 'it! Enron,32:4 an" its &igorous support (or t!e %ime ?arner merger 'it! AOC.3*,4 Anot!er notably trouble" company associate" 'it! McKinsey is S'issair, '!ic! entere" ban.ruptcy t'el&e years a(ter McKinsey recommen"e" t!e 5unter Strategy.3*;4 En&ironmental consi"erations Marginal abatement cost cur&es attempt to compare t!e nancial costs o( "iBerent options (or re"ucing pollution in a region an" are use" in emissions tra"ing, policy "iscussions an" incenti&e programs.3**4 McKinsey & Company release" its rst marginal abatement cost KMACL cur&e (or green!ouse gas emissions in >ebruary +11:, '!ic! 'as up"ate" 'it! &ersion t'o in -anuary +11*.3)1143)1)4 McKinsey<s cur&e became t!e most 'i"ely use"3)1+4 an" t!e basis (or McKinseyIs consulting on climate c!ange an" sustainability.3)124 McKinsey<s cur&e pre"icts negati&e cost abatement strategies, '!ic! !as been contro&ersial among economists.3)164 %!e International Association (or Energy Economics sai" in %!e Energy -ournal t!at McKinsey<s costDcur&e 'as popular among policyma.ers, because it suggests t!ey can ta.e Nbol" action to'ar"s impro&ing energy e0ciency 'it!out imposing costs on society.O3)174 %!e =roo.ings Institution sai" t!e negati&eDcost pro@ections 'ere NpeculiarO, 3)1,4 '!ile Paul Krugman, a pro(essor (rom Princeton, sai" t!at t!ere 'as alrea"y a bo"y o( aca"emic literature establis!ing t!at t!ere are misse" opportunities (or re"ucing costs '!ile also re"ucing pollution.3)1:4 In a +1)1 report, t!e Fain(orest >oun"ation $K sai" McKinsey<s cost cur&e met!o"ology 'as mislea"ing (or policy "ecisions regar"ing t!e Fe"uce" Emissions (rom Ge(orestation an" >orest Gegra"ation KFEGGL program. %!e report argue" t!at McKinsey<s calculations e/clu"e certain implementation an" go&ernance costs, '!ic! ma.es it (a&or in"ustrial uses o( (orests '!ile "iscouraging subsistence pro@ects.3)1;4 In April +1)), Areenpeace $K commissione" a report by t!e $CC Energy Institute t!at urge" (or caution in using McKinsey<s cur&e. It criticiEe" McKinsey (or not "isclosing t!e assumptions be!in" t!e costDcur&e<s calculations.3)1+4 Areenpeace also sai" t!e cur&e !as allo'e" In"onesia an" Auyana to 'in nancial incenti&es (rom t!e $nite" Nations by creating inPate" estimates o( current "e(orestation so t!ey coul" "emonstrate re"uctions in comparison.3:743)1*43))14 McKinsey sai" t!ey !a" ma"e it clear in t!e costDcur&e publications t!at cost cur&es "o not translate Nmec!anicallyO into policy implications an" t!at policyma.ers s!oul" consi"er Nmany ot!er (actorsO be(ore intro"ucing ne' la's.3:743)1*4 %!e $CC report also note" McKinsey !a" publis!e" t!e cur&e 'it! Nsuitable ca&eatsO an" "isclose" some o( t!e s!ortcomings o( using MAC cur&es itsel(. 3)1+4 Enron Enron 'as !ea"e" by McKinsey alumni an" 'as one o( t!e rm<s biggest clients be(ore Enron<s collapse.3)))4 In particular, McKinsey<s 9"eepDseate" belie( t!at !a&ing better talent at all le&els is !o' you outper(orm your competitors9, a 5F program implemente" at Enron 'it! McKinsey<s .no'le"ge, resulte", in t!e opinion o( one aut!or, in a 'or.place culture o( prima "onnas t!at 9too. more cre"it (or success t!an 'as legitimate, t!at "i" not ac.no'le"ge responsibility (or its (ailures, t!at s!re'"ly sol" t!e rest o( us on its genius, an" t!at substitute" sel(Dnomination (or "iscipline" management.93))+4 -eB S.illing, sentence" to +6 years in (e"eral prison as t!e CEO o( Enron, 'as (ormerly a partner at McKinsey an" 9loyal alum.9 Insurance Se&eral ci&il suits !a&e been le" against !ome insurance an" &e!icle insurance companies a(ter t!e insurers 'ere a"&ise" by McKinsey, an" allege"ly pai" t!e insure" parties signicantly less t!an t!e actual &alue o( t!e "amage.3))24 McKinsey 'as cite" in a >ebruary +11: CNN article 'it! "e&eloping contro&ersial car insurance practices use" by State >arm an" Allstate in t!e mi"D)**1s to a&oi" paying claims in&ol&ing so(t tissue in@ury. 3))64