The Firm: The Story of McKinsey and Its Secret Influence on American Business (49 page)

Bookkeeping and Accounting
(McKinsey),
21

books: McKinsey-published,
156
.
See also specific book or author

Booz & Company,
171

Booz Allen Hamilton: in China,
230

European expansion of,
74

founding of,
26

government consulting of,
72

as McKinsey competitor,
55
,
171
,
182
,
203
,
204
,
205

as private company,
118

as public company,
118

revenue/fees for,
138
,
203

top clients of,
182

Booz, Edwin,
26

Borch, Fred,
113
,
114

Borden Chemical,
305

The Borderless World
(Ohmae),
162

Bose, Partha,
123
,
137
,
143
,
157
,
163
,
216
,
217
,
218
,
223
,
229

Boston Consulting Group (BCG): best companies to work for survey and,
328

clients of,
110

founding of,
88
–89

four-box matrix of,
88
,
109
,
113
,
140
,
143
,
144

Harvard recruiting by,
110

influence on consulting business of,
112
–13

knowledge-building at,
217

and knowledge focus in consulting,
139

McKinsey alumni at,
304

McKinsey compared with,
114

as McKinsey competitor,
88
–89,
109
–11,
112
,
115
,
116
,
138
,
140
,
142
,
156
,
167
,
197
,
226
,
264

offshoots of,
110
–11

and Ohmae’s influence on McKinsey,
164

Peters and Waterman’s work and,
149

products of,
109
–10

size of,
142

“strategy consulting” at,
88
–89,
140

Boston, Massachusetts: McKinsey office in,
37
,
52
,
53
,
165

Bower, Helen McLaughlin (wife),
33
,
34
,
42
,
62
,
73
,
87
,
270

Bower, Marvin: accomplishments of,
326

ambitions of,
33
–34,
35
,
39
,
51
,
62

Bales-NYC controversy and,
71
–72

clients of,
39
,
44
–45,
108

colleague relationships with,
37
–38

compensation/financial affairs of,
38
,
42
–43,
87

Crockett and,
56
–57

culture/values at McKinsey and,
44
,
61
,
74
,
116
,
125
,
208
,
219
,
265
,
270
,
271
,
275
,
319
,
320
,
321
,
322
,
325
,
335

Daniel and,
126
,
134
–35

and “dark years” for McKinsey,
104

death of,
270
–71

decline in relevance of,
130
–31

early years with McKinsey of,
34
–35

economy as advantageous to tenure of,
136

Eisenhower comment to,
68

and election of managing directors,
101

elitism of,
93
–94

as embodiment of McKinsey & Company,
49

and equity stakes with clients,
234
,
265

executive committee of,
66
,
94
,
100
,
138
,
277

frugality of,
87
–88,
118
,
128

gains control of McKinsey,
56
–57

generalist model and,
120

goal of,
4

and growth/expansion of McKinsey,
73
,
75
–76,
95
,
171

Gupta compared with,
225

and Harvard case study approach,
83

and incorporation of McKinsey,
86

influence on McKinsey of,
35
,
61
,
62
,
116

and joint venture proposal,
117
–18

legacy of,
101
,
219
,
270
–71

McDonald relationship with,
128
,
129
,
130

McKinsey alumni and,
84

McKinsey bureaucracy and,
277

McKinsey compensation system and,
145
,
165
,
208

and McKinsey competition,
167
,
203

and McKinsey dealings with management level,
63
–64

and McKinsey exceptionalism,
94

McKinsey (James O.) and,
24
–25,
32
,
34
,
35
,
36
,
95

as McKinsey (James O.) successor,
4
,
56
–57,
61
–62

and McKinsey leadership structure,
138

McKinsey mission and,
169

McKinsey revenue/fees and,
266
,
323

and nonfinancial rewards for professionals,
119

“one firm” philosophy of,
31
–32

on Parker in London office,
75

as partner in McKinsey, Wellington,
31

partners’ views about leadership of,
129

and Patton work on executive compensation,
65
–66

personal and early professional background of,
32
–34

personality/style of,
4
,
41
,
49
,
62
,
63
–64,
87
,
134
–35

Peters and Waterman’s work and,
149
,
154
–55

power of,
158

and products for clients,
109

professionalism focus of,
105
,
124
,
260

Reilly payments and,
130

as repeater,
41
–42,
44

reputation of,
118

retirement of,
95
,
100

role in McKinsey & Company of,
31
,
36
,
37
,
39
,
41

and secret of success,
191

as selling back shares in McKinsey,
42
–43

successors to,
100
–102

technology views of,
171

tenure of,
101
,
135
,
136

training and consistency focus of,
85

up-or-out approach and,
83

views about clients of,
39
,
44
–45,
58
–59,
108
,
109
,
123
,
225
,
234
,
266
,
275

views about consultants/consulting,
15
,
31
,
41
,
43
–45,
46
,
124
,
208

as visionary,
32
,
96
,
97

Walton relationship with,
105

and Wellington-McKinsey merger,
31
–32,
37

writings of,
36
,
44
,
48
,
52
,
69

and youth as prized over experience,
80
.
See also specific person, client, or topic

Bower, Richard “Dick” (son),
43
,
62
,
270

boxing ring cartoon,
167

Braxton Associates,
110

Brebach, Gresham,
200
,
201

British Broadcasting Corporation (BBC),
77
,
78
,
180
,
181

British Management Consultants Association,
78

British Petroleum,
305

British Rail,
78

British Steel,
175

Broken Markets
(Mellyn),
263
,
289

Bruggisser, Philippe,
255
–57

Bryan, Lowell,
121
,
232
,
243
,
248
,
253
,
277
,
278
,
289
,
293
,
305

BSHG,
201

Budgetary Control
(McKinsey),
21
,
24

budgeting,
2
,
21
–22,
114

Buffett, Warren,
313
,
315
,
334

Bulkin, Mike,
151

Bush, George W.,
284

business: as machines,
150

social role of,
261
–63.
See also
corporations;
specific business

Business Administration
(McKinsey),
22

The Business Healers
(Higdon),
24
,
46
,
189
–90

Business Objects,
309

Business Review Weekly
: McKinsey cover story in,
168

business schools,
2
,
20
,
80
–84,
89
–90.
See also specific school

Business Technology Office, McKinsey,
202
,
203

BusinessWeek
magazine, editorials/stories in: and arrogance at McKinsey,
165

and AT&T-Gluck-Monitor,
198

BCG-McKinsey competition and,
110

Byrne comments for,
242
–43

Carlson comments for,
170

Chellgren comments for,
303

and client development at McKinsey,
268

criticism of McKinsey European expansion,
74

Daniel comments for,
135

election of non-Americans for managing director,
223

and Enron-McKinsey relationship,
242
–44,
247
,
249
,
251

“Excellence” research feature,
148
,
154

expansion of consulting work,
93

Gluck cover story in,
198

and Gulf War publications,
218

Gupta comments for,
249
,
259
,
268
,
269

and Gupta leadership of McKinsey,
238

McKinsey consultant profiles,
156

McKinsey expansion story,
64

and McKinsey generalist model of consulting,
120

and number of clients served by McKinsey,
136
–37

and overstaffing at McKinsey,
269

Skilling comments for,
239
,
242

Byrne, John,
223
,
238
,
242
,
249
,
251
,
260
–61

Cadbury Schweppes,
78

Cahouet, Frank,
174
–75

Campbell Soup,
17

Cannon, Warren,
49
,
54
,
117
–18,
158
,
277

Cap Gemini,
199
,
210
–11

capitalism,
103
–4,
215
–20,
261
,
301
–2

Capote, Truman,
46
–47

Cardwell, Jack,
126
,
134

Carlson, Don,
170

Carlyle Group,
81
,
303

Carnegie, Rod,
94
–95,
108
–9,
194
–95

Carnegie Corporation,
90

Caro, Robert,
58

CarsDirect.com,
265

Carter, Graydon,
279

Carter, Jimmy,
136

Caspar, Christian,
162
,
223

Casserley, Dominic,
280

Catholic Church: McKinsey compared with,
3
,
41
,
46
,
165

CBS,
72

Cecil, John,
232

Celanese Corporation,
80

Celler-Kefauver Act (1950),
63

Center for Managing Uncertainty,
293

Central Intelligence Agency (CIA),
327

CEOs: as exercising internal control,
114

job of,
177

McKinsey alumni as,
192
,
231
–32,
281
–82

McKinsey consultants as confidants of,
234
,
330
,
333

McKinsey impact on,
326
,
333

McKinsey as producer of,
192
,
233
,
304
.
See also
executive compensation; leadership, business; management;
specific person

Champy, James,
210

Chandler, Alfred,
16
,
18
,
19
,
77
,
99

Chanos, Jim,
246

Chase Manhattan,
72
,
91
,
145
,
176
,
179
,
253
,
287

Chatterjee, Anjan,
314