Bookmarker is a personal project by @dellsystem to help with retaining reading material. Source on GitHub.

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3 years, 6 months ago

like the future was just up ahead

[...] It’s not about the music any more, Johnny said. Well, what the fuck is it about? Like I said, I did it to stand up for Airdrie. I did it because of Memorial Device. I did it because, for a moment, even when everything seemed impossible, everybody was doing everything, reading, listening, writ…

—p.2 This Is Memorial Device Introduction to Why I Did It (1) by David Keenan
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3 years, 6 months ago

time was lost to tea breaks

The people who remained would have to work harder. McKinsey calculated that 1.7 percent of a doctor’s time was lost to tea breaks and said £400 million in savings could be realized if weak medical providers “achieve standard performance.”

But slashing jobs wasn’t enough. McKinsey also called for…

—p.266 When McKinsey Comes to Town: The Hidden Influence of the World's Most Powerful Consulting Firm Chumocracy: Half a Century at Britain's NHS (258) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

Saudi Arabia is a country that shouldn’t exist

Some McKinsey consultants, especially younger ones, were bothered that the firm would so willingly help the House of Saud, a family from Riyadh whose patriarch conquered much of the Arabian Peninsula in the 1920s and whose sons have overseen a ruthless theocratic autocracy ever since. They argued t…

—p.245 Serving the Saudi State (243) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

non-impact muscle injuries

According to QuantumBlack’s home page, it helped a soccer team assess the “health of its players and identify the physical metrics that might signal impending injuries.” QuantumBlack’s evaluations were so detailed they included taking saliva samples. “Using objective medical markers and information…

—p.210 “The Enron Astros” (204) by Michael Forsythe, Walt Bogdanich
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3 years, 6 months ago

on deal structuring and risk allocation

Skilling infused Enron with ideas he had learned at McKinsey, including the importance of periodically culling the herd. Either advance in the firm or leave. McKinsey called it “up or out.” At Enron it was “rank and yank.” McKinsey validated Enron’s strategy, including risk taking, securitizing loa…

—p.207 “The Enron Astros” (204) by Michael Forsythe, Walt Bogdanich