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Before we knew it, there were only fifteen minutes left of what was supposed to be a two-hour meeting.
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All the partners got up to talk about what special thing McKinsey had done to become so vital to those clients. The first was the top clients of the New York office, by billings-companies like AT&T, American Express, and Manufacturers Hanover.
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McKinsey consultant Tom Steiner recalled a strategy study done for the New York office by another partner, Chuck Farr. “Still, McKinsey’s high self-regard survives even in the face of evidence to the contrary. The Firm - The Inside Story of McKinsey, The World's Most Controversial Management Consultancy Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.” The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. McKinsey was in there with huge teams, charging huge fees, for several decades. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. “What have they fixed?” asked former McKinsey consultant Michael Lanning.