The Firm: The Story of McKinsey and Its Secret Influence on American Business (51 page)

Corson, John,
70

Corus Group,
175

cost cutting/layoffs: conflict of interest concerns and,
91

consultants as casualties of,
125

consultants’ role in,
30
,
125

and criticisms of McKinsey,
211

and differentiation of American and foreign companies,
211

and effects of McKinsey,
174

in Europe,
107

and executive compensation,
248

in federal government,
285

and hiring McKinsey to make a point,
187
,
189

at James O. McKinsey & Company,
30

at Marshall Field,
29
–30,
53

McDonald and,
126
–31

at McKinsey,
30
,
269
,
297

McKinsey (James O.) views about,
12
,
29
–30

in McKinsey New York office,
71

McKinsey revenue and,
96

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

in 1990s,
211

as product of McKinsey,
174
,
278
–79

reengineering and,
211
.
See also specific corporation

Coulter, Jim,
167

Cox, David,
286

Cozinc Rio Tinto,
94

Crainer, Stuart,
110
,
173

Cravath, Swaine & Moore,
83

Creative Destruction
(Foster),
247
,
248
,
263

Crédit Lyonnais,
79

Credit Suisse,
245
,
253
,
257

Credit Suisse First Boston,
279

Cresap, McCormick and Paget,
42
,
55
,
118

Crocker Bank,
166

Crockett, Horace “Guy,”
31
,
37
,
38
,
39
,
56
–57,
61
,
86
,
102

Crutchfield, Edward,
254
–55

cubic consulting,
225
–27

culture/values, McKinsey: clients and,
275
,
331
,
333

and cult of servitude,
102

of dissent,
266
–67

and Enron-McKinsey relationship,
247

and expansion of McKinsey,
325

impact of Enron collapse on,
251

and individual ethos,
66
,
94
,
156
,
163

internal concerns about Gupta influence on,
237

Katzenbach comments about,
171

and knowledge,
218

and McKinsey in the future,
325
,
330
,
331

and recruiting and training,
171

risk taking,
209
–10

sharing and,
143

and size of McKinsey,
320

team building and,
208

and turnover of employees,
330
.
See also specific managing director

Cunard,
78

Cunniffe, Maurice,
48

Cyber Dialogue,
265

Czerniawska, Fiona,
251

Daimler-Benz,
157
,
161
,
207

Dangerous Company
(O’Shea and Madigan),
212
,
260
–61

Dangerous Markets: Managing in Financial Crises
(Barton),
297

Daniel, Ron: accomplishments of,
171

Bales case and,
71

Bower compared with,
134
–35

Bower-Crockett relationship comments of,
57

Bower relationship with,
126

and boxing ring cartoon,
167

clients-McKinsey relationship and,
137
–38,
185

clients of,
134
,
135

compensation for,
153
,
208

Davis compared with,
274
–75

and economy of 1980s,
136

elections as managing director of,
105
,
129
,
134

and evaluation of employees,
159
,
169

executive committee of,
277

Forbes
comments of,
185

generalists and,
197

and German activities of McKinsey,
158

Gluck compared with,
196

Gluck relationship with,
135
–36,
142
,
196
–97

Gluck as successor to,
116

and growth in 1960s,
104

Gupta compared with,
224
–25

as Harvard treasurer,
83

Henzler relationship with,
160

IT and,
200

knowledge focus of,
133
,
138
–39,
145
,
146
,
197
,
218

and layoffs in New York City office,
71

as leader,
136

legacy of,
219
,
271

as McDonald successor,
133

and McKinsey alumni,
164

McKinsey bureaucracy and,
277

McKinsey culture and,
143
,
319

and McKinsey fees,
185
,
186

McKinsey growth/expansion and,
229
,
238

McKinsey mission and,
169

McKinsey structure/organization and,
142

media and,
135

as mentor,
135
–36

Ohmae’s work and,
161
,
162

personal and professional background of,
133
–34,
196

personality/style of,
133
,
134
–35,
138
,
196
,
274
–75

Peters-Waterman work and,
147
,
151
,
153

power of,
158

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

and recruiting and training,
166
–67

and selflessness at McKinsey,
44
–45

technology interests of,
170
,
196

tenure of,
134
,
135

David-Weill, Michel,
231

Davis Commission,
70

Davis, Ian: accomplishments of,
275

Barton compared with,
299

as Barton mentor,
299
,
300

board memberships of,
305

as candidate for managing director,
273

Clee achievements comment of,
102

client relationships and,
273
,
274
,
275
,
281
,
294

and control of McKinsey,
276
–78,
297

and culture/values of McKinsey,
273
,
274
,
275

Daniel compared with,
274
–75

election as managing director of,
273
–74

growth/expansion of McKinsey and,
277
,
297

as head of London Office,
273

Henzler leadership comment of,
159

and Killefer’s public sector practice,
282
–83

knowledge-building views of,
278

and Kumar insider trading case,
308
,
317

McKinsey bureaucracy and,
277

McKinsey mission/focus and,
275

McKinsey revenues and,
294

and partnership morale,
321

personality/style of,
274
–75

and personalizing of McKinsey,
275

and Swissair missteps,
257

views about Gupta of,
275
,
278

Day, Peter,
288

“Debt and Deleveraging: The Global Credit Bubble and Its Economic Consequences” (McKinsey); Mer views about,
323
–24

decentralization,
74
,
77
,
78
,
89
,
107
–8,
276
.
See also specific corporation

Defense Department, U.S.,
68
,
217

Defense Logistics Organization,
270

Dell Computers,
264

Dell, Robert,
168

Deloitte & Touche,
192
,
199
,
328

Deloitte Consulting,
199

Delta Air Lines,
188
,
233

deregulation,
91
–92,
165
,
232
,
240
,
244
,
248
,
326

Deutsch, Clay,
142
,
174
–75,
186
,
215
,
332

Deutsche Bank,
79
,
213
,
214

Deutsche Post,
296

Dieter-Bluhm, Hans,
216

Digital Equipment Corporation,
201

Dimon, Jamie,
1
,
185
–86,
232
,
287

directors, McKinsey: blacks as,
169

Carnegie as youngest,
94

compensation for,
165
,
207
–8,
233
,
267

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

elections of,
100
–102,
135

“lead-or-leave” policy and,
83

promotions to,
208

retirement of,
267

and size of McKinsey,
321

up-or-out policy and,
127
.
See also
managing director, McKinsey; partners, McKinsey;
specific person

Donaldson, Lufkin & Jenrette,
117
–18,
253

dot-com boom,
234
,
235
,
236
,
264
–67,
269
,
273
,
294

downsizing.
See
cost cutting/layoffs

dress code,
47
–49

Drucker, Peter,
55
,
90
,
151
,
326

Dun & Bradstreet,
233

Dunlop Rubber,
5
,
76

DuPont,
17
,
18
,
27
,
54
,
88
–89,
90

Duracell,
305

Dusseldorf, Germany.
See
Germany

Dyke, Greg,
181

EAGLE (Exciting Associates for Greater Long-Term Enrichment),
233

earnings.
See
revenue/fees

East Germany,
212
–13

Eastman Kodak,
27

eB2B commerce,
266

eBay,
264
,
329

Economist
magazine,
112
,
156
,
273
,
284
,
285

economy: downturn in global,
294

gold standard and,
128

influence on McKinsey of,
103
–4,
136

and McKinsey in the future,
329

in 1970s,
99
–100,
103
–4,
128

in 1980s,
136

Edersheim, Elizabeth,
36
,
48

Education Department, U.S.,
283

Eisenhower, Dwight,
67
,
68

Electronic Data Systems,
199

Elkind, Peter,
241
,
245

Emerson, Harrington,
26

employees, McKinsey: appearance of,
4
,
47
–49

black,
106
,
169

change-of-career options for,
209

characteristics of,
7
,
42
,
44
,
46
–49

community relations and,
46

compensation for,
125

Daniel personnel processes for,
133

diversity of,
106

evaluation of,
86
,
159
,
169

experience of,
51

functions of,
3

image of,
3

as insecure overachievers,
81

and McKinsey in the future,
330

methods of,
3

number of,
52
,
105
–6,
164
–65,
198
,
222
,
294
,
322

overstaffing of,
269
–70

psychological evaluations of,
86

reading program/book reports of,
50

role within McKinsey of,
66

self-image of,
3

service approach of,
43
–44

successful,
46
–48

training and review program for,
85
,
86
,
235

turnover of,
83
–84,
223
,
235
,
264
–65,
269
–70,
330

women as,
106
,
169
–70.
See also
“up-or-out” system;
specific person or type of employee

engagement managers, McKinsey,
121
–22,
201