When McKinsey Comes to Town: The Hidden Influence of the World's Most Powerful Consulting Firm

there is a clear priority among these. Within McKinsey, a new consultant learns within a very short period of time that the firm believes that the client comes first, the firm second, and the individual last.

few firms have any systematic program for ensuring and improving the experience the client has with the firm.

An extremely close relationship with the client organisation, and particularly its head. • Equality of status between the client organisation and the consulting firm (Bain & Company), and between the client’s CEO and the lead partner from Bain handling the client. • A long-term and continuous relationship, completely at odds with the consulting

In addition, I have based Theory U on the results of consulting and action research projects with leaders of grassroots movements and global companies and NGOs, among them Alibaba, Daimler, Decurion, Eileen Fisher, Federal Express, Fujitsu, GlaxoSmithKline, Google, Hewlett-Packard, ICBC, McKinsey, Oxfam, PricewaterhouseCoopers, and various multi-st

Many entrepreneurs learned best-hiring practices from the book Topgrading: How Leading Companies Win by Hiring, Coaching and Keeping the Best People by Bradford

A former McKinsey employee has described the company as “capital’s willing executioners”: if you want something done but don’t want to get your hands dirty, McKinsey will do it for you. That escape from accountability is one of the most valuable services that management consultancies provide. Bosses have certain goals, but don’t want to be blamed f