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3 years, 6 months ago

stop using legality as the barometer for ethicality

He laid out his recommendations in bullet points. Among them: a demand that McKinsey make a public apology for working for ICE and “stop saying we would do this work again.” Another: “Stop using legality as the barometer for ethicality.” On this, he was particularly biting, adding a parenthetical p…

—p.89 When McKinsey Comes to Town: The Hidden Influence of the World's Most Powerful Consulting Firm McKinsey at ICE: "We Do Execution, Not Policy" (74) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

if you don’t quit right now

Reading the article, Elfenbein knew that McKinsey was in conflict with what was until then the defining arc of his life. His fiancée—Elfenbein was days away from his wedding—was blunt. “If you don’t quit right now, you don’t stand for anything,” she said.

—p.85 McKinsey at ICE: "We Do Execution, Not Policy" (74) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

identify attractive investment areas

To increase its visibility, McKinsey set up the Center for U.S. Health System Reform “to track and model the impact of regulatory change on market and consumer dynamics.” The center is unambiguous about its target audience. “We support investors—including strategic buyers and private equity—to unde…

—p.64 Playing Both Sides: Helping Government Help McKinsey (51) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

at appropriate cadence to be defined

Legislators wanted to know what McKinsey did to earn monthly fees of roughly $1 million. Or in the lingo of consultants, what were the “deliverables”? Harris, looking over documents at a hearing, saw something that troubled him. “Every month they repeat the same deliverables. So why is this the sam…

—p.56 Playing Both Sides: Helping Government Help McKinsey (51) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

there is no difference in his or her productivity

Whereas other companies might celebrate employees for their loyalty and experience, apparently Walmart was not one of them. “Given the impact of tenure on wages and benefits, the cost of an associate with seven years of tenure is almost 55 percent more than the cost of an associate with one year of…

—p.44 Winners and Losers: The Inequality Machine (32) by Michael Forsythe, Walt Bogdanich