The Firm: The Story of McKinsey and Its Secret Influence on American Business (50 page)

Cheek, Logan,
79
,
108
–9,
158

Chellgren, Paul,
303

Chemical Bank,
287

Chenault, Ken,
207

Cheng, Josh,
228

Cherington, Paul,
53

Chicago, Illinois: Gupta as head of office in,
221
,
224
,
226

McKinsey office in,
25
,
31
,
35
–36,
37
,
38
,
56
,
117
,
221
.
See also
University of Chicago

Chicago Tribune
: Gupta comments to,
225

McKinsey (James O.) obituary in,
35

China: Barton base in,
301

McKinsey activities in,
222
,
227
–30,
283
,
296
,
329

McKinsey fees for clients in,
283

and McKinsey in the future,
329
,
335

China Leadership Institute, McKinsey (Beijing),
230

Chopra, Deepak,
314

Chrysler Corporation,
58
,
64
,
80
,
190
,
333

Chrysler Group LLC,
305

cigarette industry,
92
–93

Cisco,
264

Citigroup,
42
,
91
–92,
118
,
145
,
165
,
176
,
179
,
191
,
230
,
232
,
236
,
248
,
286
,
327

civil rights movement,
106

Clayton Act (1914),
18

Clayton Dubilier,
232

Clee, Gil,
74
,
75
,
94
,
100
,
101
,
102
,
120

clients: British,
74
–78

confidentiality and,
57
–58,
188
,
190
,
279

conflict of interest concerns and,
90
–92

crediting and blame of,
58

decline in number of,
110

dissatisfaction of,
107
–8,
177
–82

and downsizing as best product of McKinsey,
278
–79

early McKinsey,
24
,
28
–29

economy in 1970s and,
103
–4

and Enron collapse,
247

equity stakes with,
234
,
235
–36,
265
–66

and growth/expansion of McKinsey,
52
–53,
64
,
73
,
102
–3

Gupta case reaction of,
322
–23

and hiring McKinsey just to prove a point,
187
–90

and Kumar as inside trader,
307
–10,
322
–23

and link of pay to client performance,
266

long-term relationship with,
136
–37,
185
,
333

McKinsey acceptance of,
266

McKinsey alumni as,
84
,
303

McKinsey arrogance and,
207

McKinsey briefs for,
116

and McKinsey culture/values,
275
,
331
,
333

McKinsey effects on,
5
–6,
173
,
174
–77,
332
–34

McKinsey fees and,
204

and McKinsey in the future,
326
,
330
,
335

McKinsey as scapegoat for,
8
,
96
,
107
,
117
,
189
,
248

McKinsey’s personal relationships with,
333

McKinsey’s prestige,
225
–26,
235

number of McKinsey,
96
,
136
–67

packaged ideas for,
109

and popularity of McKinsey,
270

presentations/reports to,
122
–23

quality of,
266

repeat,
190
,
191

and role of consultant in client-consultant relationship,
9
–10,
45
,
58

satisfied,
174
–77

and self-perpetuating sell of consultants,
92

surprises for,
85
–86

and telling clients uncomfortable truths,
230

as top rungs of management,
63
–64,
234

“transformational relationships” with,
6
,
136
–37,
180
,
211
,
326

trust as basis of relationship with,
308
,
325
,
329

turning down,
58
–59,
108
,
188
.
See also specific client or managing director

Clinton, Bill,
169
,
260
,
282
,
284
,
311

Clinton, Chelsea,
260

Cluett-Peabody,
53

Coca-Cola,
333

Cohan, William,
231

Cohen, Sir Ronald,
232
,
305

Colgate,
64

Commercial Solvents,
34

Commission on Firm Aims and Goals (McKinsey),
104
,
105
–6,
122

committees, McKinsey: Walton’s expansion of,
105
–6.
See also specific committee

Compaq,
254

compensation.
See
executive compensation;
specific person or type of employee

competition: alumni as McKinsey,
205
–6

banking industry-McKinsey advice and,
290

German,
159

Henderson essay about,
115
–16

and impact of consultants,
173

IT and,
199
–200

and McKinsey in 1970s,
105

and McKinsey alumni network,
191
–92

and McKinsey enduring competitive edge,
116

McKinsey expansion in Europe and,
78

McKinsey as frustrating,
168
–69

McKinsey image and,
205
–6

and McKinsey impact on clients,
5

and McKinsey refusal to go public,
118

McKinsey revenue/fees and,
203
–4

and McKinsey setbacks,
168

and post–World War II boom,
95

rise of consulting and,
19

spying and,
190

strategic planning and,
186

strategy consulting and,
88
–89

for talent,
90
,
119
,
166
,
247
,
263
,
290
.
See also specific person or corporation

Computer Sciences Corporation,
199

Concept of the Corporation
(Drucker),
90

Condé Nast,
6
,
174
,
187
,
279
–81

confidentiality,
44
,
51
,
57
–58,
279
.
See also
Gupta, Rajat: insider-trading case of; Kumar, Anil: insider trading by

conflicts of interest,
90
–92,
105
,
265
,
286

conformity,
49
,
82
,
103
,
330

conglomerates,
100
,
181
,
326

The Consultants’ Coloring Book
(McKinsey staff),
48
–49

consultants/consulting: analysis role in,
113

auditors and,
31

BCG influence on,
112
–13

Bower views about,
15
,
31
,
41
,
43
–45,
46
,
124
,
208

cashing out in,
42

characteristics of,
43

compensation for,
119
–20,
236

cost cutting/layoffs and,
8
,
30
,
125

credibility of,
93

criticisms of/concerns about,
27
–28,
260
–62

cubic,
225
–27

decline in demand for,
95

Dimon views about,
1

as efficiency experts,
186

elusiveness of,
9
–10

as engineers,
186
–87

failing firms and,
36

in the future,
325
,
329

General Survey Outline influence on,
22
–23

greed of,
208

growth/expansion of,
27
,
62
–63,
93
,
261

impact of Enron-like scandals on,
251

importance of,
212

and Industrial Prussianism,
186

McKinsey accomplishments and,
35

as mercenaries,
8

as missionaries,
8

origins of,
261

pretense of,
51

as prima donnas,
226
–27

product of,
168

professionalization of,
41

reputation of,
26
–27,
251

rise of,
18
–20

and role of consultant in client-consultant relationship,
9
–10

Romney views about,
1

and sharing of information,
18
–19

societal contributions of,
124

strategic thinking and,
55

in twenty-first century,
265

waves in history of,
198
–200.
See also
consultants, McKinsey

consultants, McKinsey: “basic habit of success” of,
75

benefits of hiring,
93

blacks as,
106

centralization and,
108

characteristics/personality of,
75
–76,
80
–84,
106
,
165
–66,
170
–71,
334

compensation for,
87
,
119
–20,
145
,
159
,
160
,
254

concerns about Gupta leadership by,
237
–38

and control of McKinsey,
277
–78

credibility of,
93

criticisms of,
117

decline in demand for,
95

diversity among,
169

enduring contribution to firm of,
120

evaluation/review of,
83
,
159

freedom of,
234

FSI and,
233

growth/expansion of,
93

image/reputation of,
117
,
157
,
170
,
234

IT and,
201
–3

and link of pay to client performance,
266

McKinsey European expansion and,
75
–77

and McKinsey in the future,
335

and McKinsey revenue,
236

motivation of,
77
,
119
–20

as networkers,
210

number of,
73
,
96
,
198
,
222
,
269

promotion of,
84

publicity and,
155

relationships among,
275
,
325

self-perpetuating sell of,
92

staffing leverage and,
87

T-shaped,
122

as technocrats,
170

turnover of,
83
–84,
119
,
127
,
264
–65,
327

women as,
106

writings by,
156
,
157

and youth as prized over experience,
80
–82.
See also
employees, McKinsey;
specific office, person, or topic

Consulting Demons
(Pinault),
190
,
212
,
251
,
260

Consulting
magazine,
38
,
324

Consulting News
,
118

Consumer Insights Center, McKinsey (China),
230

Consumer Wants and How to Satisfy Them
(Cherington),
53

The Continental Affair
(McCollom),
179

Continental Illinois Bank,
179
–80

Conway, Charles,
254

Cookie
magazine,
280

Cooper, Wayne E.,
249

Cooper’s & Lybrand,
138

Copeland, Tom,
216
,
223

Copisarow, Sir Alcon,
76
,
80

Cordiner, Ralph,
69

Corning Glass,
194
–95

corporations: conformity within,
64
–65

dismantling of,
100

diversification of,
63
,
92

M-form structure of,
16
–18,
54
–55,
88

McKinsey accomplishments and,
326

McKinsey impact on,
326

mergers and acquisitions of,
63
,
100

and post–World War II boom,
63
,
95

separation of ownership and management in,
20

strategy as justification for existence of,
184

takeovers of,
124
,
125
.
See also specific corporation

Corrigan-McKinney,
28