The Firm: The Story of McKinsey and Its Secret Influence on American Business (56 page)

Orr, Gordon,
227
–28,
229
–30

O’Shea, James,
260
–61

Otero, Carolina,
181

Our Efficient Life: The Dictatorship of the Economy and Its Consequences
(Kurjuweit),
213

outsourcing,
237
,
309

Pan American World Airways,
65

Paramount Pictures,
58

Paris, France: managers of McKinsey office in,
80
,
108
,
126
,
128
,
162

McKinsey European expansion and,
74
,
79

number of consultants in,
126

Parker, Hugh,
75
–76,
107
,
108

partners, McKinsey: books by,
156

compensation for,
87
,
126
,
165
,
233
,
235
,
238
,
268
,
271
,
296

conferences of directors and,
72
,
73
,
117
,
165
,
171
,
198
,
208
,
218
,
234
,
238
,
245
–46,
266
,
294
,
316
–17

contributions to McKinsey capital base by,
268

and control of McKinsey,
277
–78

and Davis election as managing director,
274

disenchantment among,
321

and Enron-McKinsey relationship,
245
–46

evaluations and,
86
,
133
,
169
,
204
–5,
325
,
331

and future direction of McKinsey,
117
–18

and Gupta insider-trading case,
316
–17

Gupta leadership and,
238
,
266
,
278

and invulnerability of McKinsey,
129

and Kumar as inside trader,
308

McDonald and,
128
,
129

and McKinsey culture/values,
266

and McKinsey in the future,
325
,
331

McKinsey power structure and,
121

morale among,
321

number of,
222
,
235
,
274

opera performance of,
208

as organizing structure,
24
,
86

and personalizing of McKinsey,
275

relationship among,
274

retirement of,
277
–78

and self-governing partnership,
276

share buyback program and,
127

and size of McKinsey,
321

time to becoming,
235

turnover of,
128

women as,
170
.
See also
directors, McKinsey;
specific person

Pascale, Richard,
149

A Passion for Excellence
(Peters),
152

Patsolos-Fox, Michael,
273
,
274

Patton, Arch,
65
–66,
120
,
121
,
128
–29,
155
–56

Peace Corps,
327

Pearl, David,
208

Pearson, Andrall,
121
,
303

Pechiney,
79

Pemex,
103

Pendleton Dudley,
46

PepsiCo,
148
,
182
,
303

Perez, Javier,
238

Perkins, Tony,
228

personalizing of McKinsey,
275

personnel committees, McKinsey,
121

Perspective on McKinsey
(Bower),
275

Perspectives
(BCG),
111
,
116

Pet Quarters,
265

Peters, Tom,
66
,
136
,
146
–55,
164
,
180
,
239
,
308

petroleum industry,
93

Pets.com,
266

Petters Group,
291

Philip Morris,
64
,
92
–93

Pichette, Patrick,
327

Pinault, Lewis,
190
,
212
,
251

Ping An Insurance,
229

Planning Research Corporation,
118

PlaNYC,
283

Polaroid,
233

political appointments,
67

Polli, Rolando,
162

Poor Charlie’s Almanack
(Munger),
334

The Pope of Wall Street
(Coleman),
62

Porter, Michael,
90
,
164
,
198

Porter, Suzanne,
207

The Power of Productivity
(McKinsey & Co.),
156

practice bulletins, Gluck’s,
141
,
278

practice information system/practice-development network,
142
–43

The Practice of Management
(Drucker),
55

Price Waterhouse/ PricewaterhouseCoopers,
199
,
200
,
322
,
328

Principal Candidate Evaluation Committee (McKinsey),
105

principals, McKinsey: compensation for,
208
,
233

promotions to,
208

Principles of Accounting
(McKinsey and Hodges),
21

Principles of Scientific Management
(Taylor),
26

private equity firms,
232

Proctor & Gamble,
53
,
211
,
224
,
295
,
311
,
314
,
315
,
316

Professional Standards Committee, McKinsey,
317

professionalism: Bower’s views about,
51
–52,
68
,
105
,
260

Project Alpha,
145

Project Destiny (AIG-McKinsey),
293
–94

Prudential,
307

/files/14/19/59/f141959/public/private partnerships,
176

publicity: and advertising by McKinsey,
45
–46

and impact of Kumar and Gupta cases on McKinsey,
324

and Matassoni as communications chief,
155

about McKinsey accomplishments,
218
–19

and McKinsey relationship with the press,
156
–57

McKinsey reluctance about,
76

and McKinsey self-assurance,
206

and McKinsey’s Condé Nast consulting,
279
–80

publishing industry: McKinsey clients in,
279
–81.
See also specific organization

Purcell, Phil,
177
,
232

Puri, Tino,
170

pyramid principle: at McKinsey,
123

The Pyramid Principle
(Minto),
123
,
169
–70

quality: of clients,
266

criticisms of McKinsey about,
104

and McKinsey in the future,
331
,
332

recruiting/training and,
295

and size of McKinsey,
331

Race for the World
(Bryan, Fraser, Oppenheim, and Rall),
248

railroad industry,
121

Railway Express Agency,
108
–9

Rajaratnam, Raj,
7
,
8
,
308
,
310
,
312
–13,
315
–19,
322

Rall, Wilheim,
248

Ranieri, Lew,
111

rank and yank, Enron’s,
244
–45

Rattner, Steven,
231

Raytheon,
64

Razorfish,
265

reading program (McKinsey, Wellington),
50

real estate market,
245
,
252
,
287
,
288
,
292

recruiting/training: broadening of,
277

and characteristics of consultants,
47
,
170
–71

of Chinese,
228

concerns and questions about,
261
–63

and consistency focus of McKinsey,
85
,
235

and control of McKinsey,
276

and Davis as managing director,
277

as essence of efficient management,
113

Google-McKinsey competition and,
295

and Gupta achievements,
237
,
259
–60

at Harvard,
61

in India,
170

Kihn views of,
178

as local decisions,
276

and McKinsey ads in
Time
and
New York Times
,
45
–46,
94

and McKinsey commercial orientation,
236

and McKinsey culture,
170
–71

for McKinsey in the future,
327
,
328
,
332

by McKinsey (James O.),
33

and midcareer hires,
210

in 1960s and 1970s,
94
,
102
,
327

in 1990s,
219

“nontraditional,”
67

and overstaffing at McKinsey,
269

quality and,
295

and war for talent,
90
,
247
–48,
263
,
290
.
See also
employees, McKinsey

Reed Elsevier,
323

reengineering concept,
210
–12

Reengineering the Corporation
(Champy and Hammer),
210

regulation, federal,
18
–19,
285
,
288
.
See also
deregulation

Reilly, Ewing “Zip,”
38
,
130

Renault,
79

Republic Steel,
28

retirement plan, McKinsey,
119
,
199
,
291

Reuter, Edzard,
157

revenue/fees, McKinsey: for Bank One,
185
–86

banking industry and,
204
,
286
,
292
,
293

Bower-Kearney split and,
56

Bower tenure and,
95
–96

Bower views about,
73

for China clients,
283

client dissatisfaction with,
186

and client-McKinsey long-term relationships,
185

and client reactions to Gupta and Kumar cases,
322

and compensation of employees,
87

competition and,
137
,
190
–91,
203
–4

contingency,
266

culture/values and,
266

and decline in billing rate,
236

decline in,
267
–70

dot-com bubble and,
267
–68

and effect of McKinsey on clients,
173
,
174

Enron and,
239

European expansion and,
75
,
77

and feigned ignorance of financials,
296

and
Fortune
-Huey story about McKinsey,
206

FSI and,
234

and government as clients,
72
–73

In Search of Excellence
and,
153

from IT,
200

justification for premium,
204

and Kumar-Rajaratnam investigation,
310

and McKinsey arrogance,
206

and McKinsey as brand,
93

and McKinsey in the future,
329

in 1930s and 1940s,
25
,
37
,
52

in 1960s and 1970s,
95
–96,
102
,
108
,
126
,
134
,
138
,
164

in 1980s,
125
,
164
,
203
,
222

in 1990s,
164
,
197
,
203
,
222
,
235
,
236

premium,
190
–91

from public sector clients,
283

as secondary to serving clients,
44

sources of,
329

and strategy work,
142

for Tanzania clients,
79

between 2001 and 2010,
137
,
235
–36,
266
,
267
–70,
294
,
296
–97,
322

value billing and,
57
.
See also specific managing director or client

Rhône-Poulenc,
79

risk-adjusted return on capital (RAROC),
289

RiskMetrics,
311

RJR Nabisco,
41
,
81

Robert Heller & Associates,
55

Rockefeller, David,
19
,
91

Rockefeller, Nelson,
68

Roddick, Harrison,
47
,
50
,
56

Roeder, Ulrich,
228

Rolls-Royce,
78

Romney, Mitt,
1
,
111
,
232
,
284

Rosenthal, Jim,
145

Rotten Corps,
84

Royal Dutch Shell,
74
–75,
76

Rude Awakening: The Rise, Fall and Struggle for Recovery of General Motors
(Keller),
183

“The Rules of Three and Four” (Henderson),
115
–16

Russia: McKinsey office in,
160
,
228