Consulting Firm Quotes

Every business can benefit from good quality management consulting services. Consultants are able to gather, assemble and utilize data in unique ways. Consultants also have perspectives that are likely to be unique compared to the perspectives you find internal to your business.

If your business is serious about becoming the best version of itself, consult with Mayflower-Plymouth. If the company or government you lead has major problems that need major solutions or major opportunities that inspire action, consult with Mayflower-Plymouth. We provide holistic solutions with our consulting services.

We consult astrology charts like the Babylonians, try to make our children into our own image with a firm hand like the Romans, elbow others to get a breath-quickening glimpse of the queen in her ritual procession, and confess to the priests and attend church. And we wonder why, with all this power capital drawn from so many sources, we are deeply anxious about the meaning of our lives. The reason is plain enough: none of these, nor all of them taken together, represents an integrated world conception into which we fit ourselves with pure belief and trust.

I ran across an excerpt today (in English translation) of some dialogue/narration from the modern popular writer, Paulo Coelho in his book: Aleph.(Note: bracketed text is mine.)... 'I spoke to three scholars,' [the character says 'at last.'] ...two of them said that, after death, the [sic (misprint, fault of the publisher)] just go to Paradise. The third one, though, told me to consult some verses from the Koran. [end quote]' ...I can see that he's excited. [narrator]' ...Now I have many positive things to say about Coelho: He is respectable, inspiring as a man, a truth-seeker, and an appealing writer; but one should hesitate to call him a 'literary' writer based on this quote. A 'literary' author knows that a character's excitement should be 'shown' in his or her dialogue and not in the narrator's commentary on it. Advice for Coelho: Remove the 'I can see that he's excited' sentence and show his excitement in the phrasing of his quote.(Now, in defense of Coelho, I am firmly of the opinion, having myself written plenty of prose that is flawed, that a novelist should be forgiven for slipping here and there.)Lastly, it appears that a belief in reincarnation is of great interest to Mr. Coelho ... Just think! He is a man who has achieved, (as Leonard Cohen would call it), 'a remote human possibility.' He has won lots of fame and tons of money. And yet, how his preoccupation with reincarnation—none other than an interest in being born again as somebody else—suggests that he is not happy!

The consulting firm McKinsey & Co. estimates that in the United States, only 30 percent of job growth now comes from algorithmic work, while 70 percent comes from heuristic work.9

Hidden skills and knowledge are the essence of a successful small business or consulting firm. Unlease and leverage what is locked inside your head to help others while help yourself.

behind every cop who murders a 13-year-old child, there is a city lawyer working to keep the video secret, a prosecutor lying about it in court, a mayor giving cops more money and weapons, and a professor with a consulting firm deciding which "reform" will make the most money. (4/15/2021 on Twitter)

Any chief executive who hires a consultant to give them strategy should be fired.

How many votes does it take to get the United States of America firmly into the legal nightmare described in Gabriel’s Stand? Sixty seven plus five. That is two-thirds of the US Senate (the House need not be consulted) and a five vote majority on the Supreme Court. If we ever do something so suicidally foolish we will not have lost a war—it will just feel like it.

It is only the man who carries into his pursuits that great quality which Lucan ascribes to Caesar, Nescia virtus stare loco [his energy could never rest]—who first consults wisely, then resolves firmly, and then executes his purpose with inflexible perseverance, undismayed by those petty difficulties which daunt a weaker spirit—that can advance to eminence in any line.

In 1980, AT&T hired McKinsey & Co—one of the most prestigious management consulting firms in the world—to predict how many cell phone users there would be in the U.S. in 2000. Based on the large study they conducted, they predicted there would be around 900,000. There were actually about 100 million. So close! Only off by ninety nine million one hundred thousand—a factor of 120.14

If you are going to complain, blame, or criticize, then do something about it... Feeling sorry for yourself, and your present condition, is not only a waste of energy but the worst habit you could possibly have.

To do a modest bit of good while doing nothing about the larger system is to keep the painting. You are chewing on the fruit of an injustice. You may be working on a prison education program, but you are choosing not to prioritize the pursuit of wage and labor laws that would make people's lives more stable and perhaps keep some of them out of jail. You may be sponsoring a loan forgiveness initiative for law school students, but you are choosing not to prioritize seeking a tax code that would take more from you and cut their debts. Your management consulting firm may be writing reports about unlocking trillions of dollars' worth of women's potential, but it is choosing not to advise its clients to stop lobbying against the social programs that have been shown in other societies to help women achieve the equality fantasized about in consultants' reports.

The built environment is shaped not only by private sector development pratices, but also by the honored and fascinating field of planning. Planners in towns, counties, regional and state government, consulting firms and in economic development agencies translate ideas about human settlements into concrete designs. They can be generalists or specialize in transportation, urban centers, rural land use, economic development and more. At its best, the planning profession aims to mediate tensions between people, social groups, and the natural environment by creating an orderly process for determining common values, shared priorities and elegant principles for transcending conflicts. Therefore planners may find themselves caught in some of the most challenging political crossfire to be found. But they also have the opportunity to educate many sectors and communities.

With 21 million people following her on Facebook and 18 million on Twitter, pop singer Ariana Grande can’t personally chat with each of her loves, as she affectionately calls her fans. So she and others are spreading their messages through new-style social networks, via mobile apps that are more associated with private, intimate conversation, hoping that marketing in a cozier digital setting adds a breath of warmth and a dash of personality. It’s the Internet’s equivalent of mailing postcards rather than plastering a billboard. Grande could have shared on Twitter that her most embarrassing moment on stage was losing a shoe. The 21-year-old instead revealed the fact during a half-hour live text chat on Line, an app built for close friends to exchange instant messages. It’s expensive to advertise on Facebook and Twitter, and the volume of information being posted creates uncertainty over what people actually notice. Chat apps including Line, Kik, Snapchat, WeChat and Viber place marketing messages front and center. Most-used apps The apps threaten to siphon advertising dollars from the social media leaders, which are already starting to see chat apps overtake them as the most-used apps on smartphones, according to Forrester Research. Chat apps “demand attention,” said Rebecca Lieb, an analyst at consulting firm Altimeter Group.

What a curious and handsome man Brian was! Full of wit, innuendo, and charm. No doubt Brian knew exactly what he was doing, the flirty thing that he was. Not a naive young man—he wanted Rob. That had been apparent from his cream comments. And yet, ex-girlfriends. But no negative quips about Todd or his husband. Or Sam Anderson’s little queer consulting firm above his head. Bi? Pan? Not that it mattered. Rob hadn’t come here to pick up a date—just a cup of coffee.

Kevin, that’s just self-defeating crap. From the first day I joined Deloitte—that’s a pretty large consulting firm, right?—I went out of my way to take on projects no one wanted and initiated projects no one had thought of doing. I e-mailed my boss, and sometimes my boss’s boss, ideas. And I did it almost every day. What was the worst thing that could happen? I’d get fired from a job I didn’t like anyway. Alternatively, I’d make the effort to create the job—regardless of where it was—that I thought would make me happy.

One day in September 2015, FBI agent Adrian Hawkins placed a call to the Democratic National Committee headquarters in Washington, D.C., and asked to speak to the person in charge of technology. He was routed to the DNC help desk, which transferred the call to Yared Tamene, a young IT specialist with The MIS Department, a consulting firm hired by the DNC. After identifying himself, Hawkins told Tamene that he had reason to believe that at least one computer on the DNC’s network was compromised. He asked if the DNC was aware of this and what it was doing. Tamene had nothing to do with cybersecurity and knew little about the subject. He was a mid-level network administrator; his basic IT duties for the DNC were to set up computer accounts for employees and be on call to deal with any problems. When he got the call, Tamene was wary. Was this a joke or, worse, a dirty trick? He asked Hawkins if he could prove he was an FBI agent, and, as Tamene later wrote in a memo, “he did not provide me with an adequate response.… At this point, I had no way of differentiating the call I received from a prank call.” Hawkins, though, was real. He was a well-regarded agent in the FBI’s cyber squad. And he was following a legitimate lead in a case that would come to affect a presidential election. Earlier in the year, U.S. cyber warriors intercepted a target list of about thirty U.S. government agencies, think tanks, and several political organizations designated for cyberattacks by a group of hackers known as APT 29. APT stood for Advanced Persistent Threat—technojargon for a sophisticated set of actors who penetrate networks, insert viruses, and extract data over prolonged periods of time.

Fitza estimates than in addition to these uncontrollable elements, about 70 percent of a company’s performance, for which the CEO normally gets credit and blame, is a matter of pure random chance. When a corporation sets out to find a new chief executive, it often hires headhunters and consulting firms, spending months of work and millions of dollars to pick just the right candidate. Fitza’s research suggests that they might as well have identified a pool of applicants with the general qualifications required for the job, and then just pulled names out of a hat.

Green firmly believed that something untoward was happening, especially after he learned that Strauss subsequently transferred a lot of his legal business to Zuckert. Green didn’t know it, but Zuckert also signed a contract with Strauss to serve as the latter’s “personal adviser and consultant.

Hoy asks if Maggie has any plans to file a civil lawsuit. He knows that she did, in fact, because, as Maggie will find out later, his son worked for the firm that Maggie consulted with. She didn’t sign a contract with that firm, because its lawyers told her she didn’t have a case. The consult was therefore not protected under attorney-client privilege.

Because of the economies of scale in data, the cloud giants are increasingly powerful. And because they’re so susceptible to regulation, these companies have a vested interest in keeping government entities happy. When the Justice Department requested billions of search records from AOL, Yahoo, and MSN in 2006, the three companies quickly complied. (Google, to its credit, opted to fight the request.) Stephen Arnold, an IT expert who worked at consulting firm Booz Allen Hamilton, says that Google at one point housed three officers of “an unnamed intelligence agency” at its headquarters in Mountain View. And Google and the CIA have invested together in a firm called Recorded Future, which focuses on using data connections to predict future real-world events.

There will be no change in this firm's concern for client confidentiality.' 'Good.' She relaxed a little. 'But I like to know as much as possible about what I'm getting into before I start an investigation.' It was her turn to raise her brows. 'I'm here because I was under the impression that one consults a private investigator when one does not wish to explain all the reasons why one needs that particular type of professional assistance.

The need for managers with data-analytic skills The consulting firm McKinsey and Company estimates that “there will be a shortage of talent necessary for organizations to take advantage of big data. By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.” (Manyika, 2011). Why 10 times as many managers and analysts than those with deep analytical skills? Surely data scientists aren’t so difficult to manage that they need 10 managers! The reason is that a business can get leverage from a data science team for making better decisions in multiple areas of the business. However, as McKinsey is pointing out, the managers in those areas need to understand the fundamentals of data science to effectively get that leverage.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “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. 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. McKinsey was in there with huge teams, charging huge fees, for several decades. 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. 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 Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

Smart clients say that the best way to use McKinsey is not to let them insinuate themselves—to prohibit walking the halls of the client’s offices looking for new business. Jamie Dimon of JPMorgan Chase, for example, will hire McKinsey, but for one-off projects in which the entire body of knowledge generated is transferred to JPMorgan Chase at the end of the project. The firm’s operating committee has to approve any consulting engagement, and the JPMorgan Chase executives don’t take just any consultants; they pick and choose the specific people they want on the project.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

I think back to the last time I saw her. It had been about two weeks ago, the day before she’d left for New York. She’s a consultant in the UK division of a huge American consultancy firm, Finchlakers, and often goes to the US on business. That evening, we’d gone to the cinema together and then on for a drink. Maybe that was when she’d asked me to get something for Susie. I rack my brains, trying to remember, trying to guess what we might have decided to buy. It could be anything – perfume, jewellery, a book – but nothing rings a bell. Had I forgotten? Memories of Mum, uncomfortable ones, flood my mind and I push them away quickly. It isn’t the same, I tell myself fiercely, I am not the same. By tomorrow, I’ll have remembered.

Numerous lawyers, consultants, and accountants have told me that when a client has treated them badly, they avoid working for them again unless they are desperate, and when they must, they often charge higher rates to make themselves feel better and because assholes consume extra time and emotional energy. A European consultant explained his firm’s evidence-based ‘asshole pricing’ in a comment on my blog: We’ve therefore abandoned the old pricing altogether and simply have a list of difficult customers who get charged more. Before The No Asshole Rule became widely known, we were calling this Asshole Pricing. It isn’t just a tax, a surcharge on the regular price; the entirety of the price quoted is driven by Asshole considerations.

up with work I found meaningful. As a young person, I’d explored exactly nothing. Barack’s maturity, I realized, came in part from the years he’d logged as a community organizer and even, prior to that, a decidedly unfulfilling year he’d spent as a researcher at a Manhattan business consulting firm immediately after college. He’d tried out some things, gotten to know all sorts of people, and learned his own priorities along the way. I, meanwhile, had been so afraid of floundering, so eager for respectability and a way to pay the bills, that I’d marched myself unthinkingly into the law. In the span of a year, I’d gained Barack and lost Suzanne, and the power of those two things together had left me spinning. Suzanne’s sudden death had awakened me to the idea that I wanted more joy and meaning in my life. I couldn’t continue to live with my own complacency. I both credited and blamed Barack for the confusion. “If there were not a man in my life constantly questioning me about what drives me and what pains me,” I wrote in my journal, “would I be doing it on my own?” I mused about what I might do, what skills I might possibly have. Could I be a teacher? A college administrator? Could I run some sort of after-school program, a professionalized version of what I’d done for Czerny at Princeton? I was interested in possibly working for a foundation or a nonprofit. I was interested in helping underprivileged kids. I wondered if I could find a job that engaged my mind and still left me enough time to do volunteer work, or appreciate art, or have children. I wanted a life, basically. I wanted to feel whole. I made a list of issues that interested me: education, teen pregnancy, black self-esteem. A more virtuous

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

Mr. Duffy Napp has just transmitted a nine-word e-mail asking that I immediately send a letter of reference to your firm on his behalf; his request has summoned from the basement of my heart a star-spangled constellation of joy, so eager am I to see Mr. Napp well established at Maladin IT. As for the basis of our acquaintanceship: I am a professor in an English department whose members consult Tech Help—aka Mr. Napp—only in moments of desperation. For example, let us imagine that a computer screen, on the penultimate page of a lengthy document, winks coyly, twice, and before the “save” button can be deployed, adopts a Stygian façade. In such a circumstance one’s only recourse—unpalatable though it may be—is to plead for assistance from a yawning adolescent who will roll his eyes at the prospect of one’s limited capabilities and helpless despair. I often imagine that in olden days people like myself would crawl to the doorway of Tech Help on our knees, bearing baskets of food, offerings of the harvest, the inner organs of neighbors and friends— all in exchange for a tenuous promise from these careless and inattentive gods that the thoughts we entrusted to our computers will be restored unharmed. Colleagues have warned me that the departure of Mr. Napp, our only remaining Tech Help employee, will leave us in darkness. I am ready. I have girded my loins and dispatched a secular prayer in the hope that, given the abysmal job market, a former mason or carpenter or salesman—someone over the age of twenty-five—is at this very moment being retrained in the subtle art of the computer and will, upon taking over from Mr. Napp, refrain (at least in the presence of anxious faculty seeking his or her help) from sending text messages or videos of costumed dogs to both colleagues and friends. I can almost imagine it: a person who would speak in full sentences—perhaps a person raised by a Hutterite grandparent on a working farm.

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

Data sliced sufficiently finely begin once again to tell stories. The top 1 percent of the income distribution—representing household incomes in excess of roughly $475,000—comprises only about 1.5 million households. If one adds up the numbers of vice presidents or above at S&P 1500 companies (perhaps 250,000), professionals in the finance sector, including in hedge funds, venture capital, private equity, investment banking, and mutual funds (perhaps 250,000), professionals working at the top five management consultancies (roughly 60,000), partners at law firms whose profits per partner exceed $400,000 (roughly 25,000), and specialist doctors (roughly 500,000), this yields perhaps 1 million people. These are surely not all one-percenters, but they are all plausibly parts of the top 1 percent, and this group might comprise half—a sizable share—of 1 percent households overall. At the very least, the people in these known and named jobs constitute a material, rather than just marginal or eccentric, part of the top 1 percent of the income distribution. They are also, of course, the people depicted in journalistic accounts of extreme jobs—the people who regularly cancel vacation plans, spend most of their time on the road, live in unfurnished luxury apartments, and generally subsume themselves in work, encountering their personal lives only occasionally, and as strangers.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

there are unparalleled opportunities for emerging agencies and consultants to transform, disrupt, and thrive within the developing marketing services ecosystem. The agencies and professionals with the will and vision to adapt and evolve will rise, and many traditional and digital-only firms will become obsolete.

A veteran Republican operative from Virginia, Phillips considered himself a specialist in “grasstops” organizing—building a citizen movement atop a corporate-funded campaign. In the 1990s, he had formed a political consulting business, Century Strategies, with onetime Christian Coalition leader and influence peddler extraordinaire Ralph Reed. Their firm had close ties to Jack Abramoff, the lobbyist who spent nearly four years in prison for defrauding Native American gaming interests of millions. Phillips (who was not accused of any wrongdoing) played a cameo role in the headline-grabbing corruption scandal, helping to establish a group called the Faith and Family Alliance, which served, on at least one occasion, as a pass-through for cash from Abramoff’s gaming clients.

forecasts, far short of the 1billion once expected. Consulting firm eMarketer suggests that Twitter's user growth will plateau in major developed markets within five years.

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Critics of McKinsey (and management consulting in general) say that the Firm bases its solutions on the most current management fad—the favorite tool in its intellectual toolbox.

McKinsey, like every other consulting firm, has developed a number of problem-solving methods and given them fancy names: Analysis of Value Added, Business Process Redesign, Product-Market Scan, and so on. These techniques are immensely powerful. They allow McKinsey consultants very rapidly to fit the raw data that lands on their desks into a coherent framework and give them insights into the nature of the client’s problem. The consultants can then focus their thinking on the “drivers” of the problem and start working toward a solution.

In 1988 two consultants, Jim Rosenthal and Juan Ocampo, wrote Securitization of Credit, a road map that helped Citibank and Chase Manhattan survive the South American debt crisis. The book, the first on a subject that soon washed over the financial world like a tsunami, showed the banks, unable to earn their way out of their bad debt situation, that by securitizing the loans on their books—packaging them up and selling them into the secondary debt markets—they could effectively walk away from the loans, albeit while still taking a hit to their balance sheets.

And McKinsey never really left the building. A decade later, when John Birt, then director-general of the BBC, stepped down from his job, McKinsey brought him on as a part-time consultant. In 2005 Birt severed all ties with the firm after critics suggested that working for 10 Downing Street in London and McKinsey posed a conflict of interest—as if hiring him shortly after extracting millions of pounds out of the BBC hadn’t been. Birt’s replacement at the BBC’s helm—Greg Dyke—immediately slashed spending on outside consultants by 75 percent.

Still, McKinsey’s high self-regard survives even in the face of evidence to the contrary. McKinsey consultant Tom Steiner recalled a strategy study done for the New York office by another partner, Chuck Farr. “He had two slides. The first was the top clients of the New York office, by billings—companies like AT&T, American Express, and Manufacturers Hanover. All the partners got up to talk about what special thing McKinsey had done to become so vital to those clients. Before we knew it, there were only fifteen minutes left of what was supposed to be a two-hour meeting. Someone said, ‘What’s on the second slide?’ It was Booz Allen’s top clients. And they were pretty much the same companies.”14 McKinsey may have been earning more than Booz at the time, but it was from a client base that was clearly willing to pay for advice from everyone. There’s nothing special about that kind of product.

Although a partner’s compensation depends in large part on the amount of business he brings to the Firm, no one goes out to knock on doors. The Firm waits for the phone to ring. And ring it does, not because McKinsey sells, but because McKinsey markets. It does this in several different ways, all of them designed to make sure that on the day a senior executive decides she has a business problem, one of the first calls she makes is to the local office of McKinsey. The Firm produces a steady stream of books and articles, some of them extremely influential, such as the famous In Search of Excellence by Peters and Waterman.* McKinsey also publishes its own scholarly journal, The McKinsey Quarterly, which it sends gratis to its clients, as well as to its former consultants, many of whom now occupy senior positions at potential clients. The Firm invites (and gets) a lot of coverage by journalists. Many McKinsey partners and directors are internationally known as experts in their fields.

McKinsey maintains a vast network of informal contacts with potential clients as well. The Firm encourages its partners to participate in “extracurricular activities” such as sitting on the boards of charities, museums, and cultural organizations; many members of these boards are executives at current or potential clients. McKinsey consultants also address industry conferences. Occasional meetings with former clients allow partners not only to check up on the effects of past McKinsey projects, but to make sure that the Firm maintains some “share of mind” should new problems arise at the client.

Consultants will carry information in and information out. The client has to decide which of those flows is worth more.

But that was thirteen years ago. Today, the crème de la crème flock to younger, more vibrant companies, in both entry-level and much higher positions. The brightest students tend to not want to work for large companies anymore, and McKinsey is a large company. In the 1970s every smart student received an offer from Arthur Andersen, then about ten thousand strong. The more adventurous went to McKinsey, which employed a paltry four hundred by comparison. Today Arthur Andersen is gone, and McKinsey has taken its place in the student imagination. It’s for the average Harvard Business School graduate, not the Baker scholars. And, as has always been the case, McKinsey consultants continue to leave for big positions elsewhere. Among others, Facebook chief operating officer Sheryl Sandberg is a McKinsey alumnus, as is Google chief financial officer Patrick Pichette. McKinsey may be a career firm for some, but it tends to lose its best people.

Enron. One: The firm endorsed Enron’s asset-light strategy. In a 1997 edition of the Quarterly, consultants wrote that “Enron was not distinctive at building and operating power stations, but it didn’t matter; these skills could be contracted out. Rather, it was good at negotiating contracts, financing, and government guarantee—precisely the skills that distinguished successful players.” Two: The firm endorsed Enron’s “loose-tight” culture. Or, more precisely, McKinsey endorsed Enron’s use of a term that came straight out of In Search of Excellence. In a 1998 Quarterly, the consultants peripherally praised Enron’s culture of “[allowing executives] to make decisions without seeking constant approval from above; a clear link between daily activities and business results (even if not a P&L); something new to work on as often as possible.” Three: The firm endorsed Enron’s use of off–balance-sheet financing. In that same 1997 Quarterly, the consultants wrote that “the deployment of off–balance-sheet funds using institutional investment money fostered [Enron’s] securitization skills and granted it access to capital at below the hurdle rates of major oil companies.” McKinsey heavyweight Lowell Bryan—godfather of the firm’s financial institutions practice—put it another way: “Securitization’s potential is great because it removes capital and balance sheets as constraints on growth.” Four: The firm endorsed Enron’s approach to “atomization.” In a 2001 Quarterly, the consultants wrote: “Enron has built a reputation as one of the world’s most innovative companies by attacking and atomizing traditional industry structures—first in natural gas and later in such diverse businesses as electric power, Internet bandwidth, and pulp and paper. In each case, Enron focused on the business sliver of intermediation while avoiding the incumbency problems created by a large asset base and vertical integration.

After working as an industrial relations consultant to Rockefeller and other firms, Mackenzie King returned to politics in Canada, where he served as prime minister for twenty-two years, opposed attempts to introduce New Deal–style protections for workers, and became the architect of the country’s welfare state. As workers in industrialised regions fought for a more egalitarian life, the democracy they began to achieve was always liable to slip from providing a means of making effective egalitarian claims to offering a means of regulating populations through the provision of their welfare.

IN BRAZIL, where the state collects a hefty 36% of GDP in taxes and offers mediocre public services in return, tax-dodging is a national sport. The latest scam unearthed by police, treasury and finance-ministry sleuths sets a record. On March 26th they revealed that over the past ten years the government had been cheated of at least 5.7 billion reais ($1.8 billion) in back taxes and fines from firms, and perhaps as much as 19 billion reais. That would be enough to pay three-quarters of the bill for last year’s football World Cup. It is nearly twice the suspicious payments in a separate corruption scheme involving Petrobras, a state-controlled oil company. Unlike the petrolão, the tax imbroglio does not implicate top politicians. It centres instead on the Administrative Council of Fiscal Resources (CARF), part of the finance ministry, which hears appeals by firms that feel wronged by the tax collectors. Some of its 216 councillors, who decide cases in teams of six, allegedly promised to slash companies’ bills for various taxes, including sales and industrial tax, or make them disappear altogether. In exchange they apparently received 1-10% of the value of the forgone revenue. The bribes were paid in the form of bogus consulting contracts with law firms. To deflect suspicion, the conspirators used firms that do not specialise in tax law. The identity of the suspects remains secret for now. But leaks published in the press suggest that some of Brazil’s biggest firms, in industries ranging from banking to manufacturing, are involved. So, apparently, are a handful of multinationals. There is also much speculation that the dimensions of the scandal will grow: CARF has 105,000 cases pending, with a total value of 520 billion reais.

European languages and a Google app can now turn your words into a foreign language, either in text form or as an electronic voice. Skype, an internet-telephony service, said recently that it would offer much the same (in English and Spanish only). But claims that such technological marvels will spell the end of old-fashioned translation businesses are premature. Software can give the gist of a foreign tongue, but for business use (if executives are sensible), rough is not enough. And polyglot programs are a pinprick in a vast industry. The business of translation, interpreting and software localisation (revising websites, apps and the like for use in a foreign language) generates revenues of $37 billion a year, reckons Common Sense Advisory (CSA), a consulting firm.

is driven more by fear of not being a success than by a concrete desire to do anything in particular.” The postcollege choices of Ivy League students, he explained, “are motivated by two main decision rules: (1) close down as few options as possible; and (2) only do things that increase the possibility of future overachievement.” Recruiters for investment banks and consulting firms understand this psychology, and they exploit it perfectly: the jobs are competitive and high status, but the process of applying and being accepted is regimented and predictable. The recruiters also make the argument to college seniors that if they join Goldman Sachs or McKinsey and Company or any similar firm, they’re not really choosing anything—they’re just going to spend a couple of years making money and, perhaps, recruiters suggest, doing some good in the world, and then at some point in the future they’ll make the real decision about what they want to do and who they want to be. “For people who don’t know how to get a job in the open economy,” Kwak wrote, “and who have ended each phase of their lives by taking the test to do the most prestigious thing possible in the next phase, all of this comes naturally.

Nothing happens in Germany without McKinsey being consulted first.

As yet infrequent in some professions (such as law), fixed-price contracts or bids are increasingly common in investment banking, medicine, consulting, and architecture.

For all its amazing complexity, the field of investment management really has only two major parts. One is the profession—doing what is best for investment clients—and the other is the business—doing what is best for investment managers. As in other professions, such as law, medicine, architecture, and management consulting, there is a continuing struggle between the values of the profession and the economics of the business. Investment firms must be successful at both to retain the trust of clients and to maintain a viable business, and in the long run, the latter depends on the former. Investment management differs from many other professions in one most unfortunate way: it is losing the struggle to put professional values and responsibilities first and business objectives second. To

Si vous êtes à la recherche de la firme comptable le plus fiable et professionnel à Lille, Abacus Consulting peut être le bon choix.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

Get Out Of Legal Trouble By Finding A Great Medical Malpractice Lawyer In Baltimore You will save on legal costs when you're taking the time to effectively ensure that your medical malpractice lawyer knows what you need. Your lawyer ought to be well versed on how to get the best outcome for your case. Take these factors into consideration the next time you are searching for the right attorney. Dependable attorneys are famous for having comprehensive, detailed interviews with their clients. The questions, though they might seem excessive, can help the medical malpractice lawyer in learning more about you before going into the courtroom, which will ultimately allow him to offer you the very best representation that they could. Whether it is from a book, online, or through questioning, any attorney worth his salt is usually out to learn more info. You have to find a new attorney immediately if the one you have is uninterested in your case and only asks a few pointless questions. Law firms and independent attorneys are like all other business - they can acquire clients through deception. Look for proof when an attorney claims his work is exceptional in order to validate it. Perform a comprehensive background check to understand their case history, their performance in college and the type of reputation that they've. Online reviews can also help you determine if the legal consultant delivered on his or her promises. There's nothing more important in the attorney-client relationship than good communication. A good, dependable medical malpractice lawyer can make sure that you have a clear understanding of any details they provide. The percentage of winning grows higher when your legal consultant understands and has all the info they need to win your case. Excellent interactions between you and your lawyer are vital to winning your case. When working with a legal consultant, be very specific about what type of attorney you want to hire. You'll need to find a legal consultant that specializes in the kind of law that governs your legal case. Find attorneys who have had success in similar cases. Call for a consultation in order to understand more about the attorney and what other skills or experience they possess in the field your legal case falls under. A medical malpractice lawyer who lacks moral character won't be up front about their ability to represent you. That attorney must be willing to inform you in the event that one is not able to handle your legal case in some way. Be really careful never to fall for attorneys who make false reports about past accomplishments. There are a few attorneys who'll need to work your legal case just to receive that new experience.

I don't know how to do it today, but I will know how to do it tomorrow and do it.

Show your vulnerability, but have faith. You will succeed. Growth is not glamorous.

Delete, delegate, de-spec, and defer.

Clayton Christensen, the Harvard business professor and author of The Innovator’s Dilemma, was once asked to make just such a sacrifice. At the time, he was working for a management consulting firm, and one of the partners came to him and told him he needed to come in on Saturday to help work on a project. Clay simply responded: “Oh, I am so sorry. I have made the commitment that every Saturday is a day to be with my wife and children.” The partner, displeased, stormed off, but later he returned and he said: “Clay, fine. I have talked with everyone on the team and they said they will come in on Sunday instead. So I will expect you to be there.” Clay sighed and said: “I appreciate you trying to do that. But Sunday will not work. I have given Sunday to God and so I won’t be able to come in.” If the partner was frustrated before, he was much more so now. Still, Clay was not fired for standing his ground, and while his choice was not popular in the moment, ultimately he was respected for it. The boundaries paid off.

Harmony had been working for M.P. Environmental Consulting for going on two years. It was her mom who suggested she apply (just something else for her to be right about, Harmony thought).  She’d heard about an opening at M.P. Environmental Consulting through a colleague at the law firm where she worked, and thought the job would be just right for her daughter. “You’ll get it without breaking a sweat,” she’d said. “Enough running around in those malaria-ridden hellholes. Move to the city, settle down, get your life together.

Finance was the leading industry to which government opened the growth gates, as it had done previously for manufacturing, railways, suburban housing, and advanced technology. Beginning seriously in the 1980s, government deliberately, piece by piece, dismantled the regulatory structure that had tamed finance into something of a utility. And as in the past, entrepreneurs rushed in and innovated. The lucrative innovations ranged from collateralized debt obligations (CDOs—called by Warren Buffett “financial weapons of mass destruction”) and the like, on through high-speed trading (to us, a robotized cousin of front-running).4 The increase of the weight of finance in America’s GDP came about not so much by increasing the numbers of those employed in the sector, but by increasing the take of those high up in the industry. During the 1970s, average pay in finance was roughly the same as in most other industries; by 2002, it was double.5 The legions of clerks and tellers remained poorly paid; the gain went to the top, most of it to the top of the top. By 2005, finance accounted for a full 40 percent of all corporate profits. And many of the very most lucrative parts of finance—hedge funds, private equity partnerships, venture partnerships—were not structured and therefore not counted as corporations. Along with the accountants and consultants, add to this profit-making machine the Wall Street law firms that are part and parcel of finance, although they do not count as finance, but rather as business services. Finance got considerably more than 40 percent.

From a purely financial perspective, the time and energy people devote to these events can often be better spent, said Leo Arnoult, president of Arnoult & Associates, a fund-raising consulting firm and a past chairman of Giving USA, which releases an annual report on charity contributions. The money that individuals contribute to these events is small compared with the money from a charity’s largest donors, who typically contribute 60 to 70 percent of what an organization raises in a year, he said.

–​Don’t contract it out to a large consulting firm to expediently transform your organization or to implement new methodologies or practices for you. Your teams will feel that these methodologies (Lean, Agile, whatever) are being done to them.

Sebre Abdul has recently founded a consultancy firm that will help businesses reach optimum performance.

renowned consulting firm McKinsey & Company advised AT&T not to enter the mobile telephone business, predicting there would be fewer than one million cellular phones in use by 2000. In fact, by 2000, there were one hundred million mobile phones. Not only was McKinsey’s prediction off by 99 percent, its recommendation also resulted in AT&T missing out on one of the biggest business opportunities of modern times.

Lancaster hired Anand Sharma, CEO of TBM Consulting Group and a man named by Fortune magazine as one of America’s Heroes of Manufacturing, to assist the company in a dramatic and swift turnaround. They shut down the assembly line one weekend, turned off the IBM material planning system the company had invested millions of dollars in, and said, “We’re never going back to doing things the way we did, and within five days we have to have a new way of doing things.” With Sharma’s guidance the forty team members selected for the reinvention mapped the firm’s current processes, collectively designed new ones, and set a series of objectives.

To help burnish its image in the face of so many legal, financial, and public-relations problems, Purdue hired former New York mayor and Republican insider Rudy Giuliani and his consulting firm, Giuliani Partners. Just a few months after his lauded response to the 9/11 terrorist attacks, Giuliani’s job was to convince “public officials they could trust Purdue because they could trust him,

ALMEXUS is a Mexico based Legal and Life Sciences Consulting Firm. Our Legal Practice includes Licensed Experts in Forensic Document Examination, including handwriting and signatures. We are appointed by the Tribunal of Quintana Roo and are the only Licensed Examiners recognized by the Tribunal in all of Quintana Roo. Our Life Sciences Practice is composed of International Experts in Pharmaceutical, Medical Device, and Biotechnology. Our practice is focused on 483 and Warning Letter responses, Data Integrity Quality Systems and Quality Control Remediation.

What else should you watch for? Most fund buyers look at past performance first, then at the manager’s reputation, then at the riskiness of the fund, and finally (if ever) at the fund’s expenses.8 The intelligent investor looks at those same things—but in the opposite order. Since a fund’s expenses are far more predictable than its future risk or return, you should make them your first filter. There’s no good reason ever to pay more than these levels of annual operating expenses, by fund category: Taxable and municipal bonds: 0.75% U.S. equities (large and mid-sized stocks): 1.0% High-yield (junk) bonds: 1.0% U.S. equities (small stocks): 1.25% Foreign stocks: 1.50%9 Next, evaluate risk. In its prospectus (or buyer’s guide), every fund must show a bar graph displaying its worst loss over a calendar quarter. If you can’t stand losing at least that much money in three months, go elsewhere. It’s also worth checking a fund’s Morningstar rating. A leading investment research firm, Morningstar awards “star ratings” to funds, based on how much risk they took to earn their returns (one star is the worst, five is the best). But, just like past performance itself, these ratings look back in time; they tell you which funds were the best, not which are going to be. Five-star funds, in fact, have a disconcerting habit of going on to underperform one-star funds. So first find a low-cost fund whose managers are major shareholders, dare to be different, don’t hype their returns, and have shown a willingness to shut down before they get too big for their britches. Then, and only then, consult their Morningstar rating.10 Finally, look at past performance, remembering that it is only a pale predictor of future returns. As we’ve already seen, yesterday’s winners often become tomorrow’s losers. But researchers have shown that one thing is almost certain: Yesterday’s losers almost never become tomorrow’s winners. So avoid funds with consistently poor past returns—especially if they have above-average annual expenses.

Abedin was a subject of interest for the House Benghazi Committee, and, separately, for Iowa senator Chuck Grassley. He was investigating the work she’d done for Teneo, an international consulting firm founded by Bill Clinton’s longtime consigliere, Doug Band, when she was on the State Department payroll. Grassley thought that was a major conflict of interest, and even some of Hillary’s advisers privately agreed. Having Abedin serve as Hillary’s traveling aide was one thing, but giving her the title of vice chair and allowing her to expand her portfolio into major campaign decisions made little sense.

Labor’s dominance applies more broadly still among the million jobs listed by name in the earlier discussion of elite hours—finance-sector professionals, vice presidents at S&P 1500 firms, elite management consultants, partners at highly profitable law firms, and specialist medical doctors. These specifically identified workers collectively constitute a substantial share—fully half—of the 1 percent. The terms of trade under which they work—the economic arrangements that underwrite their incomes—are well known. All these workers contribute effectively no capital to their businesses and therefore again owe their income ultimately to their own industrious work, which is to say to labor. Comprehensive data based on tax returns corroborate that the new economic elite owes its income predominantly not to capital but rather, at root, to selling its own labor. The data themselves can be technical and even abstruse, but a clear message emerges from them nevertheless. The data confirm that the meritocratic rich (unlike their aristocratic predecessors) get their money by working. Even guarded estimates, which defer to tax categories that treat some labor income as capital gains, show a stark increase in the labor component of top incomes. According to this method of calculating, the richest 1 percent received as much as three-quarters of their income from capital at midcentury, and the richest 0.1 percent received up to nine-tenths of their income from capital. These shares then declined steadily over four decades beginning in the early 1960s, reaching bottom in 2000. In that year, both the top 1 percent and the top 0.1 percent received only about half of their incomes from capital (roughly 49 percent and 53 percent, respectively). The capital shares of top incomes then rose again, by about 10 percent, over the first decade of the new millennium, before beginning to fall again at the start of the second decade (when the data series runs out).

If anyone truly believes that the same ski-town conferences and fellowship programs, the same politicians and policies, the same entrepreneurs and social businesses, the same campaign donors, the same thought leaders, the same consulting firms and protocols, the same philanthropists and reformed Goldman Sachs executives, the same win-wins and doing-well-by-doing-good initiatives and private solutions to public problems that had promised grandly, if superficially, to change the world—if anyone thinks that the MarketWorld complex of people and institutions and ideas that failed to prevent this mess even as it harped on making a difference, and whose neglect fueled populism’s flames, is also the solution, wake them up by tapping them, gently, with this book. For the inescapable answer to the overwhelming question—Where do we go from here?—is: somewhere other than where we have been going, led by people other than the people who have been leading us.

Jimmy always had various business ventures going. On any given day, if you asked him what he was doing, he’d rattle off the name of some firm he was consulting with, or he’d describe a promising medical app he was looking for angel investors to fund, or he’d talk about some charity event he was supposed to be the keynote speaker for, or how he had an idea for a more efficient type of gas pump that was going to make him billions. The guy was always rolling, always on, and if you gave him an inch of conversational daylight, he’d pulverize you about how world-spinning his work was, how brilliant his latest ideas were, and he’d name-drop so much it felt like you were talking to a tabloid reporter

The two men who consulted with Silliman Jr. were George H. Bissell and Jonathan G. Eveleth, partners in the Wall Street law firm of Eveleth & Bissell.

Competitive pressures forced Goldman to reexamine and modify its strategy. For example, Goldman redesigned and restructured into industry groups. Industry knowledge was so valued that, for example, I worked on projects evaluating whether Goldman should buy a consulting firm with deep industry knowledge and CEO contacts, or a boutique investment bank focused on an industry-like technology. Goldman also put greater emphasis on expanding its powerful network of key decision makers (CEOs, chief investment officers, government officials, etc.) and on trying to ensure that the relationships and information were highly coordinated and selectively and tactically shared.

We all feel that if we don’t keep expanding, we’ll lose our position. But if we keep growing at a certain rate, we’ll lose control.”11 As early as the late 1980s and early 1990s, Goldman was having meetings, even hiring a consulting firm, to discuss the consequences of hypergrowth.

Whereas other firms had operated in specialized niches—lobbying, consulting, public relations—Black, Manafort and Stone bundled all those services under one roof, a deceptively simple move that would eventually help transform Washington.”17 They worked for politicians during the campaign season, performing their political strategists’ magic. In the off-season, they worked for business clients who paid them to call the very politicians they’d helped elect.

Jenna, you are halfway to freedom from Wayne. A few more months and you can hand him back to us, and not have to deal with him anymore. If you launch this business with him, you are locked in, day in and day out, for a minimum of four or five years. And really, can you imagine him really helping at these events? I just see him knocking over ice sculptures, and tipping over cakes, and generally being a bull in the china shop everywhere he goes. A bull on steroids. With an inner ear imbalance. On roller skates." "Enough, lawdouche, she gets it." "I know. But again, Wayne is pretty clear that his area here would be identifying and helping land clients, and consulting on thematic details and event brainstorming, and keeping up with all industry aspects of the target market." "You mean going to movies, reading comics, and playing video games." "Yep, something like that." "You can't really be thinking you are going to do this." "I can be thinking that. And I'm pretty sure that the only opinion I asked you for on this was legal ramifications and financial obligations. I don't really care about your personal opinions." "Well, that hurts my feelings, because I still care about you on a personal level, and I think this is a huge mistake for you personally." I wait for my heart to race, for the sweats to start, for my colon to twist itself into a pretzel. And when none of that happens, I look at Brian. "I think, that being the case, that perhaps you ought to speak to your partners about who might be the best attorney to work with me moving forward." "You're firing me? Because I care about you?" "I'm firing you because I need an attorney who is less personally interested in the decisions I make. I'm a big girl, and I have a dad. And clearly, this is no longer a good fit. I'll appreciate a call from the other partners by the end of the week with a plan that I can review." "Seriously, I feel like you've completely lost your mind!" "Careful, Brian. At the moment, I'm asking you be removed from my account. However uncomfortable that may be for you with your partners, I assume you would rather that, than having to explain why I'm leaving the firm entirely. And I will be advising Wayne to shift to the same person I am with, obviously, for convenience." His chiseled jaw snaps shut, and while I can see a dozen retorts on the tip of his tongue, he doesn't speak. "Thank you. I'll review this further, and will discuss my decision with my new attorney. You'll get formal word from Wayne on his choice soon, I'm sure.

Juliet Funt is the CEO of the consulting firm WhiteSpace at Work. She describes whitespace as “the thinking time, the strategic pause that’s in between the busyness.”6 When she was on my podcast, Juliet called whitespace “the oxygen that allows everything else to catch fire.

Around this time my friend Medora, now a chemist with the Bombay Milk Scheme’s laboratory at Anand, asked me to accompany him and his brother on a rather unusual trip. His brother wanted to consult a chhaya jyotishi in Cambay. The chhaya jyotishi measured your shadow in the noonday sun, consulted his collection of ancient parchments and looked for the one that matched with the measurement of your shadow and predicted the future. Medora’s brother wanted his shadow ‘read’ because he was keen on getting married and was seeking ‘spiritual’ advice about whether the young lady he had in mind was the right choice. I found this entire exercise quite ridiculous. I had never had faith nor interest in the ‘occult sciences’. I went along with the Medoras because anything was a good change from the monotony of life at Anand. After Medora’s brother got his shadow ‘read’, they persuaded me to do the same. So as not to appear a spoilsport and also for some fun I stood in the sun while the jyotishi measured my shadow. Shuffling through the bunch of parchment-like leaves, and finding what he was looking for, he read out: ‘You have no faith.’ I told him he was absolutely right; I was an atheist. Ignoring me, he continued to read out some details about my family and childhood which turned out to be absolutely accurate. He then asked me if he should read me my future. By this time I was rather intrigued so I agreed. Among the many things the jyotishi told me, a particular detail remained firmly stuck in my mind: ‘You are very unhappy in your job right now but within a month you will change it and then you should just sit back and watch,’ he read out. ‘Your career is set for a phenomenal rise – the kind you can never imagine.’ I had smiled sceptically to myself then, but in hindsight what he predicted could not have been truer. Within

Balkanization is a feature of the ad agency industry, but it is not a universal phenomenon across all service industries. Somehow, management consulting firms (again!) expanded their technical capabilities and specialties under one brand name. They added specialist consultants, to be sure, but at the same time, they expect their senior partners to become adept at understanding a growing number of disciplines.

Nipsy Jhamb - Responsible for managing HR Operations, HRIS, Benefits, and Recruiting for a global organization specifically designing, aligning and executing a global HR business strategy into the operating fabric of the Firm. Consult with senior business leader across a full spectrum of HR areas, especially in talent programs, total rewards, executive compensation, global integration, etc.

Third, and relatedly, Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success. Not only did they drive the discussion in meaningful ways, but their involvement also paid its own dividends. Seeing

Since starting my consulting firm in 1976, I have learned that there are two key questions that can unlock the knowledge that is waiting to be discovered: • What is the dumbest thing your company is doing? • What is the most difficult or most time-consuming thing your company is doing? Once you open these doors, the company will be able to take advantage of amazing insights and great ideas. As I pointed out in section I, line people know the

Our culture of achievement has grown to emphasize visions of success that are, for the most part, fairly predictable. Cole skipped a couple of steps. The basic plan is to go to Goldman Sachs, McKinsey, or the like, then maybe to a top-ranked business school, then back to banking, consulting, private equity, hedge funds, or a name-brand tech company. Or maybe go from law school to top firm to partner or in house at an investment firm, and live in New York, San Francisco, Boston, or Washington, DC.* Again, these institutions and roles are necessary, and they’re natural developments in our economy. We need them. But we need people doing other things too. We need people willing to take risks and, yes, to occasionally fail. Like real-world consequences fail. We need people committed over extended periods of time to creating value, no matter how hard that is. We need people who care deeply about the work they’re doing. Imagine someone who you think could stand to take on some risk—someone well educated who would always have something to fall back on, whose family might have some resources so he would be unlikely to starve. And this person would probably be young and free of major life obligations. Someone sort of like . . .  Cole. What’s interesting is that many of the people I meet who are young, highly educated, and from good families are among the most risk-averse. They feel like they need to be making progress along a ladder with each passing month or year. Their parents have often set high expectations for them. They measure themselves each period against their peers, who are generally following various well-defined paths.

In almost 25 years of experience as a high school guidance counselor, a regional college representative, and a private college counselor, I have noted the kinds of things that make the college process productive, successful, and enjoyable. I have worked with so many students who have blossomed in part due to their college search and application process. It can be a period of maturation and of self-exploration, with an honest assessment of skills and interests, development of task organization and discipline, renewed intrafamily communication, and travel to interesting cities and small college towns. I firmly believe when the journey to college is fully embraced, it can truly be loved.

Publisher’s note The information supplied in this Guide has been published in good faith on the basis of information submitted by the schools listed. Neither Kogan Page nor Gabbitas Educational Consultants can guarantee the accuracy of the information in this Guide and accept no responsibility for any error or misrepresentation. All liability for loss, disappointment, negligence or other damage caused by the reliance on the information contained in this Guide, or in the event of bankruptcy or liquidation or cessation of trade of any company, individual or firm mentioned, is hereby excluded. First published in Great Britain in 1995 by Kogan Page Limited This eighteenth edition published in 2013 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may only be reproduced, stored or transmitted, in any form, or by any means, with the prior permission

It's essential to do exhaustive due diligence and consult with specialized legal counsel before committing your technology to a VC contract. Interview management and staff at other companies in the VC firm's portfolio including some that failed. Research the history of how employees and other common stock holders fared as the companies grew. When in doubt, listen to your gut and speak up-and get any promises in writing.

Your expenses grow to match your income. As the decades pass and you realize that no, you’re not going to save the world, the money becomes a more and more important part of the justification. And when you have kids, you’re stuck; it’s much easier to deprive yourself of money (and what it buys) than to deprive your children of money. More important, you internalize the rationalizations for the work you are doing. It’s easier to think that underwriting new debt offerings really is saving the world than to think that you are underwriting new debt offerings, because of the money, instead of saving the world. And this goes for many walks of life. It’s easier for college professors to think that, by training the next generation of young minds (or, even more improbably, writing papers on esoteric subjects), they are changing the world than to think that they are teaching and researching instead of changing the world. Sure, there are self-parodying, economically delusional, psychotherapy-needing, despicable people on Wall Street . . . but there are also a lot of people who went there because it was easy and stayed because they decided they couldn’t afford not to and talked themselves into it. A college student asked me at a book talk what I thought about undergraduates who go work on Wall Street. And individually, I have nothing against them, although I do think they should do their best to keep their expenses down so they will be able to switch careers later. But as a system, it’s a bad thing that a small handful of highly profitable firms are able to invest those profits into skimming off some of the top students at American universities—universities that, even if nominally private, are partially funded by taxpayer money in the form of research grants and federal subsidies for student loans—and absorbing them into the banking-consulting-lawyering Borg.7

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

When a consultant interviews you, she is wondering, Can I drop you off with a division of a Fortune 500 company by yourself, with little to no supervision? Can you handle the client, solve its problems, and in the process make the firm look good? That’s what that consultant is really thinking, but most candidates don’t appreciate this perspective.

The single biggest nightmare of partners at the top firms is some first-year consultant shooting off his or her mouth, saying something the firm cannot factually justify. After all, it makes the partners themselves look really bad. (Their second biggest nightmare is the new consultant being a jerk and offending the client.)

the consultant’s process was the exact process consulting firms value. It was linear, logical, and based on facts (and reasonable estimates of them); it used numbers to quantify; and most important, other people could follow the line of reasoning easily.

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When you run for 30 minutes, for example, your perceived time slows down. In a busy day, a whole afternoon can go by in a flash. You need a way to control your psychological time, especially to distance yourself from normal distractions and preoccupations. When we engage in an even longer exercise like jogging, our brain gets to take a rest from its default mode or inward-focused state—known as a self-referencing in neuroscience—and be more attuned to the outer environment. By shifting in and out of these two states of mind—reference to ourselves versus our environment—we get a new frame reference to our lives that empowers us to look at things in a different light.