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{{Infobox company
|name           = McKinsey & Company
|type           = Incorporated [[partnership]]
|logo           = McKinsey and Company Logo 1.svg
|foundation     = 1926
|founder        = [[James O. McKinsey]] (founder of James O. McKinsey & Company in 1926) / [[Marvin Bower]] (founder of modern-day McKinsey in 1939)|founder 
|country =   [[United States of America]]<ref>http://www.forbes.com/companies/mckinsey-company/</ref>
|headquarters =   [[New York City]]<ref>http://www.mckinsey.com/global_locations/north_america/new_york/en</ref><ref>http://www.hoovers.com/company-information/cs/company-profile.McKinsey__Company_Inc.46fb3e18326ccceb.html</ref>
|area served = worldwide
|key_people     = [[Dominic Barton]] <small>([[Managing Director]])</small>
|num_employees  = 17,000<ref name="forbeshikol">{{Cytuj | url = http://www.forbes.com/companies/mckinsey-company/ | tytuł = America's Largest Private Companies: McKinsey & Company | data dostępu = July 5, 2014 | czasopismo = Forbes}}</ref>
|revenue        = $8.3 billion (2014)<ref>http://www.forbes.com/companies/mckinsey-company/ </ref>
| locations      = 109 offices<ref>{{Cytuj | url = http://www.mckinsey.com/global_locations | tytuł = Global Locations | data dostępu = December 7, 2015 | wydawca = McKinsey & Company | opis = About Us}}</ref>
|aum            = 
|industry       = [[Management consulting]]
|services       = 
|homepage       = [http://www.mckinsey.com www.mckinsey.com]
| area_served      = All Sovereign Nations
| divisions        =
}}

'''McKinsey & Company''' is a private American<ref>http://www.forbes.com/companies/mckinsey-company/</ref><ref>http://www.mckinsey.com/global_locations/north_america/new_york/en</ref> worldwide [[management consulting]] firm headquartered in [[New York City]].<ref>http://www.mckinsey.com/global_locations/north_america/new_york/en</ref><ref>http://www.hoovers.com/company-information/cs/company-profile.McKinsey__Company_Inc.46fb3e18326ccceb.html</ref> It conducts [[Qualitative research|qualitative]] and [[Quantitative research|quantitative]] analysis in order to evaluate management decisions. Eighty percent of the world's largest corporations are counseled by the firm, which is considered the most prestigious management consultancy.<ref name="nytimes.com"/> McKinsey publishes the ''[[McKinsey Quarterly]]'', funds the McKinsey Global Institute research organization, publishes reports on management topics, and has authored many influential books on management. Its practices of confidentiality, influence on business practices, and corporate culture have experienced a polarizing reception.

McKinsey was founded in 1926 by [[James McKinsey]] in order to apply accounting principles to management. Mr. McKinsey died in 1937, and the firm was restructured several times, with the modern-day McKinsey & Company emerging in 1939. [[Marvin Bower]] is credited with establishing McKinsey's culture and practices in the 1930s based on the principles he experienced as a lawyer. The firm developed an "up or out" policy, where consultants that are not promoted are asked to leave. McKinsey was the first management consultancy to hire recent college graduates, rather than experienced managers.

In the 1980s and 1990s, the firm expanded internationally and established new practice areas. It had 88 staff in 1951 and 7,700 by the early 2000s. McKinsey's consulting has helped to establish many of the norms in business and contributed to many of the major successes and failures in business in the modern era.

==History==

===Early history===
[[File:James O McKinsey.jpg|thumb|left|McKinsey founder James O. McKinsey]]
McKinsey & Company was founded under the name James O. McKinsey & Company in 1926 by [[James McKinsey]], a professor of accounting at the [[University of Chicago]].<ref name="Kiechel2013">{{Cytuj | url = https://books.google.com/books?id=uFO1bi3pY2AC&pg=PT55 | tytuł = Lords of Strategy: The Secret Intellectual History of the New Corporate World | wydawca = Harvard Business Press | data = December 30, 2013 | autor = Walter Kiechel | s = 55 | isbn = 978-1-4221-5731-2}}</ref><ref name="SniderHoward2010">{{Cytuj | url = https://books.google.com/books?id=85SlJ9LrA6IC&pg=PA152 | tytuł = Money Makers: Inside the New World of Finance and Business | wydawca = Palgrave Macmillan | data = February 16, 2010 | s = 152 | isbn = 978-0-230-61401-7 <!-- nieprzetłumaczone parametry: | author2 = Chris Howard | author1 = David Snider -->}}</ref> He conceived the idea after witnessing inefficiencies in military suppliers while working for the [[Ordnance Corps (United States Army)|U.S. Army Ordnance Department]].<ref name="GreinerOlson2004"/>{{rp|4}} The firm called itself an "accounting and management firm" and started out giving consulting on using accounting principles as a management tool.<ref name="Edersheim2010"/>{{rp|3}} Mr. McKinsey's first partners were Tom Kearney, hired in 1929,<ref name="Bouée2014"/>{{U|Some sources say he was hired in 1930, instead of 1929<ref name="WoodWood2002">{{Cytuj | url = https://books.google.com/books?id=pmtFnrYHFOgC&pg=PA282 | tytuł = F. W. Taylor: Critical Evaluations in Business and Management | wydawca = Taylor & Francis | data = 2002 | s = 282 | isbn = 978-0-415-27666-5 <!-- nieprzetłumaczone parametry: | author2 = Michael C. Wood | author-link1 = John Cunningham Wood | author1 = John Cunningham Wood -->}}</ref>}} and [[Marvin Bower]], hired in 1933.<ref>{{Cytuj | url = https://books.google.com/books?id=sWZaAAAAYAAJ | tytuł = Consulting Magazine | wydawca = Kennedy Information | data = 2004}}</ref><ref name="MayoNohria2007">{{Cytuj | url = https://books.google.com/books?id=TzZrRLLtSewC&pg=PA133 | tytuł = Paths to Power: How Insiders and Outsiders Shaped American Business Leadership | data dostępu = December 16, 2012 | wydawca = Harvard Business Press | data = January 1, 2007 | s = 133 | isbn = 978-1-4221-0198-8 <!-- nieprzetłumaczone parametry: | author3 = Laura G. Singleton | author2 = Nitin Nohria | author1 = Anthony J. Mayo -->}}</ref>{{rp|133}}{{U|Some sources say he was hired in 1932,<ref name="GreinerOlson2004"/> while others say that they first met in 1932, but he was not hired until 1933.<ref name="Bouée2014"/>}} In its first few years, the firm grew quickly and began developing rapport among corporations;<ref name="GreinerOlson2004"/>{{rp|4}} its second office was opened in [[New York City]] in 1932.<ref name="Edersheim2010"/>{{RP|20}} In 1935, Mr. McKinsey left the firm temporarily to serve as the Chairman and CEO of client [[Marshall Field's]] as it implemented the restructuring plan created by his firm.<ref name="GreinerOlson2004">{{Cytuj | url = https://books.google.com/books?id=91NEAAAAYAAJ | tytuł = Contemporary consultant casebook: educating today's consultants | data dostępu = December 16, 2012 | wydawca = Thomson/South-Western | data = June 25, 2004 | isbn = 978-0-324-29019-6 <!-- nieprzetłumaczone parametry: | author2 = Thomas Olson | author1 = Larry Greiner -->}}</ref>{{rp|5}}<ref name="MayoNohria2007"/>{{rp|133}}

McKinsey was merged with accounting firm Scovell, Wellington & Company that same year, creating the New York-based McKinsey, Wellington & Co. and splitting off the accounting practice into Chicago-based Wellington & Company.<ref name="GreinerOlson2004"/>{{rp|5}} A Wellington project that accounted for 55 percent of McKinsey, Wellington & Company's billings was about to expire<ref name="seventysix"/> and Kearney and Bower had disagreements about how to run the firm. Bower wanted to expand nationally and hire young business school graduates, whereas Kearney wanted to stay in Chicago and hire experienced accountants.<ref name="MayoNohria2007"/>{{RP|134}} Additionally, in 1937 James O. McKinsey died after catching pneumonia.<ref name="Edersheim2010"/><ref name="WoodWood2002"/>

This led to the division of McKinsey, Wellington & Company in 1939. The accounting practice returned to Scovell, Wellington & Company, while the management engineering practice was split into McKinsey & Company and McKinsey, Kearney & Company.<ref name="Bouée2014">{{Cytuj | url = https://books.google.com/books?id=7jRMAQAAQBAJ&pg=PA10 | tytuł = Light Footprint Management: Leadership in Times of Change | wydawca = A&C Black | data = January 2, 2014 | autor = Charles-Edouard Bouée | s = 10 | isbn = 978-1-4729-0385-3}}</ref><ref name="seventysix"/> Bower had partnered with Guy Crockett from Scovell Wellington, who invested in the new McKinsey & Company and became managing partner, while Marvin Bower is credited with founding the firm's principles and strategy as his deputy.<ref name="seventysix"/><ref name="MayoNohria2006">{{Cytuj | url = https://books.google.com/books?id=TzZrRLLtSewC&pg=PA134 | tytuł = Paths to Power: How Insiders and Outsiders Shaped American Business Leadership | wydawca = Harvard Business Press | data = 2006 | s = 134 | isbn = 978-1-4221-0198-8 <!-- nieprzetłumaczone parametry: | author3 = Laura G. Singleton | author2 = Nitin Nohria | author1 = Anthony J. Mayo -->}}</ref> The New York office purchased exclusive rights to the McKinsey name in 1946.<ref name="CurnowReuvid2005"/>{{rp|25}}

===Establishment===
McKinsey & Company grew quickly in the 1940s and 50s, especially in Europe.<ref name="GreinerOlson2004"/>{{RP|12-13}}<ref name="CurnowReuvid2005"/>{{RP|25}}<ref name="newlk"/> It had 88 staff in 1951<ref name="McKenna2006">{{Cytuj | url = https://books.google.com/books?id=9SJKYmkfvt8C&pg=PA48 | tytuł = The World's Newest Profession: Management Consulting in the Twentieth Century | data dostępu = December 16, 2012 | wydawca = Cambridge University Press | data = June 19, 2006 | autor = Christopher D. McKenna | s = 48– | isbn = 978-0-521-81039-5}}</ref> and more than 200 by the 1960s,<ref name="CurnowReuvid2005"/> including 37 in London by 1966.<ref name="McKenna2006"/> In the same year, McKinsey had six offices in major US cities like [[San Francisco]], [[Los Angeles]] and [[Washington D.C.]], as well as six abroad. These foreign offices were primarily in [[Europe]], such as in [[London]], [[Paris]], [[Amsterdam]], as well as in [[Melbourne]].<ref name="GreinerOlson2004"/>{{RP|12-13}} By this time, one third of the company's revenues originated from its European offices.<ref name="CurnowReuvid2005"/> Guy Crockett stepped down as managing director in 1950, and Marvin Bower was elected in his place.<ref name="seventysix"/><ref name="thefirm"/>{{RP|61}} McKinsey's profit-sharing, executive and planning committees were formed in 1951.<ref name="seventysix"/> The organization's client base expanded especially among governments, defense contractors, bluechip companies and military organizations in the post-[[World War II]] era.<ref name="vault"/> After seven years of consideration, McKinsey became a private corporation with shares owned exclusively by McKinsey employees in 1956.<ref name="GreinerOlson2004"/>{{RP|12}}<ref name="seventysix"/>

After Bower stepped down in 1967, the firm's revenues declined. New competitors like the [[Boston Consulting Group]] and [[Bain & Company]] created increased competition for McKinsey by marketing specific branded products, such as the Growth-Share Matrix, and by selling their industry expertise.<ref name="newlk"/><ref name="bw">{{Cytuj | url = http://www.businessweek.com/stories/2002-07-07/table-mckinsey-over-the-years | tytuł = Table: McKinsey Over the Years | data dostępu = December 16, 2012 | czasopismo = BusinessWeek | data = July 7, 2002}}</ref><ref name="three">{{Cytuj | url = http://money.cnn.com/magazines/fortune/fortune_archive/1993/11/01/78550/index.htm | tytuł = How McKinsey Does It | data dostępu = May 20, 2012 | czasopismo = Fortune | data = November 1, 1993 | autor = John Huey}}</ref> In 1971, McKinsey created the Commission on Firm Aims and Goals, which found that McKinsey had become too focused on geographic expansion and lacked adequate industry knowledge. The commission advised that McKinsey slow its growth and develop industry specialties.<ref name="GreinerOlson2004"/>{{rp|14}}<ref name="newlk">{{Cytuj | url = http://hbr.org/product/McKinsey---Co---Managing-/an/396357-PDF-ENG | tytuł = McKinsey & Company: Managing Knowledge and Learning | data dostępu = August 19, 2013 | wydawca = Harvard Business School | data = January 4, 2000 | autor = Christopher Bartlett}}</ref> In 1976, [[Ron Daniel]] was elected managing director, serving until 1988.<ref name="Edersheim2010"/>{{RP|42}} Daniel and Fred Gluck helped shift the firm away from its generalist approach by developing 15 specialized working groups within McKinsey called Centers of Competence and by developing practice areas called Strategy, Operations and Organization. Daniel also began McKinsey's knowledge management efforts in 1987.<ref name="GreinerOlson2004"/>{{RP|15-17}} This led to the creation of an IT system that tracked McKinsey engagements, a process to centralize knowledge from each practice area and a resource directory of internal experts."<ref name="GreinerOlson2004"/>{{RP|6-7}} By the end of his tenure in 1988 the firm was growing again and had opened new offices in Rome, Helsinki, São Paulo and Minneapolis.<ref name="GreinerOlson2004"/>{{RP|15-17}}<ref name="newlk"/>

Fred Gluck served as McKinsey’s managing director from 1988 to 1994.<ref name="onehundredseven">{{Cytuj | url = http://www.businessweek.com/stories/1993-09-19/the-mc-kinsey-mystique | tytuł = The McKinsey Mystique | data dostępu = May 24, 2012 | czasopismo = BusinessWeek | data = September 19, 1993 | autor = John Byrne}}</ref> The firm's revenues doubled during his tenure.<ref name="three"/> He organized McKinsey into 72 "islands of activity" that were organized under 7 sectors and 7 functional areas.<ref name="GreinerOlson2004"/>{{RP|18}} By 1997, McKinsey had grown eightfold over its size in 1977.<ref name="eightytwo">{{Cytuj | tytuł = Management: The Firm that means McJobs for the Boys | miejsce = Business Page | czasopismo = The Observer | data = June 29, 1997 | autor = Dimon Caulkin <!-- nieprzetłumaczone parametry: | page = Page 6 -->}}</ref> In 1989 the firm attempted to make a talent acquisition in IT services through a $10 million purchase of the Information Consulting Group (ICG), but a culture clash caused 151 out of the 254 ICG staff members to leave by 1993.<ref name="three"/><ref name="onehundredseven"/>

===Recent history===

====Further expansion====
In 1994, [[Rajat Gupta]] became the first non-American-born partner to be elected as the firm’s managing director.<ref name="eight">{{Cytuj | url = http://sree.net/stories/bt-gupta.html | tytuł = How did McKinsey's Rajat Gupta become the first India-born CEO of a $1.3 billion US transnational? | data dostępu = May 20, 2012 | czasopismo = BusinessToday | data = April 22, 1994 | autor = Sreenath Sreenivasan}}</ref> By the end of his tenure, McKinsey had grown from 2,900 to 7,700 staff and 58 to 84 locations.<ref name="fiftyone">{{Cytuj | url = http://www.businessweek.com/stories/2002-07-07/inside-mckinsey | tytuł = Inside McKinsey | data dostępu = August 19, 2013 | czasopismo = BusinessWeek | data = July 8, 2002 | autor = John Byrne}}</ref> He opened new international offices in cities such as [[Moscow]], [[Beijing]] and [[Bangkok]].<ref name="GreinerOlson2004"/>{{RP|20}} Continuing the structure developed by prior directors, Gupta also created 16 industry groups charged with understanding specific markets and instituted a three-term limit for the managing director.<ref name="GreinerOlson2004"/>{{RP|22}} McKinsey created practice areas for manufacturing and business technology in the late 1990s.<ref name="GreinerOlson2004"/>{{RP|21, 23}}

McKinsey set up "accelerators" in the 1990s, where the firm accepted [[stock]]-based reimbursement to help internet [[Startup company|startups]];<ref name="fiftyone"/><ref name="Leonhardt">{{Cytuj | url = http://www.nytimes.com/1999/10/22/business/big-consultants-woo-employees-by-offering-a-piece-of-the-action.html | tytuł = Big Consultants Woo Employees by Offering a Piece of the Action | data = October 22, 1999 | opis = The New York Times | autor = David Leonhardt <!-- nieprzetłumaczone parametry: | page = 1 -->}}</ref> the company performed more than 1,000 e-commerce projects from 1998-2000 alone.<ref name="GreinerOlson2004"/>{{RP|24}} The burst of the [[dot-com bubble]] led to a reduction in utilization rates of McKinsey's consultants from 64 to 52 percent. Though McKinsey avoided dismissing any personnel following the decline,<ref name="fiftyone"/> the decline in revenues and losses from equity-based payments as stock interests lost their value, together with a recession in 2001, meant the company had to reduce its prices, cut expenses and reduce hiring.<ref name="GreinerOlson2004"/>{{RP|25}}

In 2001, McKinsey launched several practices that focused on the public and social sector. It took on many public sector or non profit clients on a [[pro bono]] basis.<ref name="vault"/> By 2002 McKinsey had invested a $35.8 million budget on [[knowledge management]], up from $8.3 million in 1999.<ref name="vault">{{Cytuj | url = https://books.google.com/books?id=h5RZAAAAYAAJ&q=Vault+Employer+Profiles+-+Mckinsey+%26+Company&dq=Vault+Employer+Profiles+-+Mckinsey+%26+Company&hl=en&sa=X&ei=60ccVJu3Eoja8AHI-YDQAQ&ved=0CEAQ6AEwAg | tytuł = Vault Employer Profile: McKinsey & Company | data dostępu = July 8, 2012 | wydawca = Vault | data = 2004}}</ref>{{rp|1}} Its revenues were 50, 20 and 30 percent from strategy, operations and technology consulting respectively.<ref name="GreinerOlson2004"/>{{RP|20}}

In 2003 [[Ian Davis (businessman)|Ian Davis]], the head of the [[London]], U.K. office, was elected to the position of managing director.<ref name="onehundredeight">{{Cytuj | url = http://online.wsj.com/article/SB123536617936146431.html | tytuł = McKinsey Partners Pick Barton to Lead Firm | data dostępu = May 24, 2012 | czasopismo = Wall Street Journal | data = February 23, 2009 | autor = Scott Thurm}}</ref> Davis promised a return to the company’s core values, after a period in which the firm had expanded rapidly, which some McKinsey consultants felt was a departure from the company's heritage.<ref name="ninetyseven">{{Cytuj | tytuł = British Manager Is Chosen To Lead Consulting Firm | data dostępu = May 23, 2012 | czasopismo = The New York Times | data = March 7, 2003 | autor = Jonathan Glater}}</ref> Also in 2003, the firm established a headquarters for the Asia-Pacific region in [[Shanghai]], China. By 2004, more than 60 percent of McKinsey's revenues were generated outside the U.S.<ref name="vault"/> The company started a Social Sector Office (SSO) in 2008, which is divided into three practices: Global Public Health, Economic Development and Opportunity Creation (EDHOC) and Philanthropy. McKinsey does much of its pro-bono work through the SSO, whereas a Business Technology Office (BTO), founded in 1997, provides consulting on technology strategy.<ref name="WetFeet2009"/>

By 2009, the firm consisted of 400 directors (senior partners), up from 151 in 1993.<ref name="three"/><ref name="twenty">{{Cytuj | url = http://www.ft.com/intl/cms/s/0/1b6e4944-0149-11de-8f6e-000077b07658.html | tytuł = McKinsey turns to its Asia chief Barton for top job | czasopismo = Financial Times | data = February 23, 2009 | autor = Stefan Stern}}</ref> [[Dominic Barton]] was elected as Managing Director, a role he was re-elected for in 2012 and 2015.<ref name="twenty"/>

====Galleon insider trading scandal====
{{See also|Raj Rajaratnam/Galleon Group, Anil Kumar, and Rajat Gupta insider trading cases|l1=Rajat Gupta and Anil Kumar}}
Former McKinsey senior executives, [[Rajat Gupta]] and [[Anil Kumar]], were among those convicted in a [[Raj Rajaratnam/Galleon Group, Anil Kumar, and Rajat Gupta insider trading cases|government investigation]] into [[insider trading]] for sharing inside information with [[Galleon Group]] hedge fund owner [[Raj Rajaratnam]].<ref>{{Cytuj | url = http://dealbook.nytimes.com/2011/03/01/former-goldman-director-charged-with-insider-trading/ | tytuł = Ex-Goldman Director Accused of Passing Illegal Tips | data = March 1, 2011 | opis = The New York Times | autor = Peter Lattman}}</ref><ref>{{Cytuj | url = http://money.cnn.com/2009/10/22/news/companies/galleon_scandal_rules.fortune/index.htm | tytuł = Galleon scandal's executive conundrum | data = October 23, 2009 | opis = CNN | autor = Duff McDonald}}</ref> Though McKinsey was not accused of any wrongdoing, the convictions were embarrassing for the firm, since it prides itself for integrity and client confidentiality.<ref>{{Cytuj | url = http://ibnlive.in.com/news/rajat-gupta-sues-us-regulator-over-galleon-case/146446-7.html | tytuł = Rajat Gupta sues US regulator over Galleon case | data dostępu = April 3, 2012 | czasopismo = IBN Live | data = March 19, 2011}}
</ref><ref>{{Cytuj | url = http://www.royalgazette.com/article/20110314/BUSINESS02/703149977/-1/business | tytuł = Money for inside information ended up in Bermuda, says Kumar | data dostępu = April 3, 2012 | czasopismo = The Royal Gazette | data = March 14, 2011 | autor = Grant McCool}}</ref><ref>{{Cytuj | url = http://money.cnn.com/2009/10/22/news/companies/galleon_scandal_rules.fortune/index.htm | tytuł = Galleon scandal's executive conundrum | data dostępu = April 3, 2012 | czasopismo = CNN Money | data = October 23, 2009 | autor = Duff McDonald}}</ref> Following the initial allegations McKinsey no longer maintains a relationship with either senior partner,<ref>{{Cytuj | url = http://business.timesonline.co.uk/tol/business/industry_sectors/support_services/article6945946.ece | tytuł = McKinsey Jettisons Troubled Star Kumar | czasopismo = The Sunday Times | data = December 6, 2009 | autor = Dominic Rushe}}</ref><ref>{{Cytuj | url = http://www.reuters.com/article/2011/03/30/us-galleon-rajaratnam-mckinsey-idUSTRE72T4GK20110330 | tytuł = McKinsey in uncomfortable Rajaratnam trial glare | data = March 30, 2011 | opis = Reuters}}</ref> though the manner in which it severed ties attracted controversy.<ref>{{Cytuj | url = http://www.ndtv.com/article/world/did-mckinsey-co-throw-rajat-gupta-under-the-bus-215594 | tytuł = Did McKinsey & Co throw Rajat Gupta under the bus? | data dostępu = July 18, 2013 | wydawca = NDTV.com | data = May 24, 2012}}</ref>

Senior partner Anil Kumar, described as Gupta's protégé,<ref>{{Cytuj | url = http://www.reuters.com/article/2012/06/01/goldman-gupta-idUSL1E8H1JP220120601 | tytuł = Protege testifies against McKinsey mentor Gupta | data = June 1, 2012 | opis = Reuters | autor = Grant McCool}}</ref> left the firm after the allegations in 2009 and pleaded guilty in January 2010.<ref name="computerworld">{{Cytuj | url = http://dealbook.nytimes.com/2010/01/07/guilty-plea-in-galleon-insider-trading-case/ | tytuł = Guilty Plea in Galleon Insider Trading Case | data dostępu = April 3, 2012 | czasopismo = The New York Times | data = January 7, 2010 | autor = Zachery Kouwe}}</ref><ref>{{Cytuj | url = http://www.computerworlduk.com/news/it-business/3290894/mckinsey-galleon-tech-insider-trading-is-embarrassing-to-our-reputation/ | tytuł = McKinsey: Galleon tech insider trading is 'embarrassing' to our reputation | data dostępu = April 3, 2012 | czasopismo = Computerworld UK | data = July 12, 2011 | autor = Antony Savvas}}
</ref> While he and other partners had been pitching McKinsey's consulting services to the Galleon Group, Kumar and Rajaratnam reached a private consulting agreement, violating McKinsey's policies on confidentiality.<ref name="newyorker">{{Cytuj | url = http://www.newyorker.com/reporting/2011/06/27/110627fa_fact_packer | tytuł = A Dirty Business | data dostępu = April 3, 2012 | czasopismo = The New Yorker | data = June 27, 2011 | autor = George Packer}}</ref> Gupta was convicted in June 2012 of four counts of [[conspiracy (crime)|conspiracy]] and [[securities fraud]], and acquitted on two counts.<ref>{{Cytuj | url = http://dealbook.nytimes.com/2012/06/15/rajat-gupta-convicted-of-insider-trading | tytuł = Rajat Gupta Convicted of Insider Trading | data = June 15, 2012 | opis = The New York Times | autor = Peter Lattman; Azam Ahmed}}</ref> In October 2011, he was arrested by the [[FBI]] on criminal charges of sharing insider information from these confidential board meetings with Rajaratnam.<ref name="wsj">{{Cytuj | url = http://online.wsj.com/article/SB10001424052970204777904576653850379354850.html | tytuł = Gupta Surrenders to FBI | data dostępu = April 3, 2012 | czasopismo = The Wall Street Journal | data = October 25, 2011 | autor = Michael Rothfeld <!-- nieprzetłumaczone parametry: | author2 = Susan Pulliam -->}}</ref><ref name="inside">{{Cytuj | url = http://www.ft.com/intl/cms/s/2/0d506e0e-1583-11e1-b9b8-00144feabdc0.html#axzz1r2SIEwJk | tytuł = Inside McKinsey | data dostępu = April 3, 2012 | czasopismo = Financial Times | data = November 25, 2011 | autor = Andrew Hill}}</ref> At least twice, Gupta used a McKinsey phone to call Rajaratnam and retained other perks — an office, assistant, and $6 million retirement salary that year<ref name="Charged Questions Barred">{{Cytuj | url = http://online.wsj.com/article/SB10001424052702303640104577440451784326274.html | tytuł = Charged Questions Barred | data = June 1, 2012 | opis = The Wall Street Journal | autor = Chad Bray; Reed Albergotti}}</ref> — as a senior partner emeritus.<ref>{{Cytuj | url = http://www.reuters.com/article/2011/03/30/us-galleon-rajaratnam-mckinsey-idUSTRE72T4GK20110330 | tytuł = McKinsey in uncomfortable Rajaratnam trial glare | data dostępu = May 2, 2012 | wydawca = Reuters | data = March 30, 2011 | autor = Grant McCool <!-- nieprzetłumaczone parametry: | author2 = Dena Aubin -->}}</ref>

After the scandal McKinsey instituted new policies and procedures to discourage future indiscretions from consultants,<ref name="nyt">{{Cytuj | url = http://www.nytimes.com/2014/01/12/business/self-help-at-mckinsey.html?_r=0 | tytuł = In Scandal’s Wake, McKinsey Seeks Culture Shift | data dostępu = November 21, 2014 | czasopismo = The New York Times | data = January 11, 2014 | autor = Anita Raghavanjan}}</ref> including investigating other partners' ties to Gupta.<ref>{{Cytuj | url = http://articles.economictimes.indiatimes.com/2011-05-03/news/29499649_1_rajat-gupta-mckinsey-galleon | tytuł = McKinsey & Company scans Rajat Gupta's staff links | data = May 3, 2011 | opis = The Times Of India}}</ref><ref name="concede">{{Cytuj | url = http://www.ft.com/intl/cms/s/23bf19d8-aae9-11e0-b4d8-00144feabdc0,Authorised=false.html?_i_location=http%3A%2F%2Fwww.ft.com%2Fcms%2Fs%2F0%2F23bf19d8-aae9-11e0-b4d8-00144feabdc0.html&_i_referer=#axzz1qcaGgvhT | tytuł = McKinsey concedes Galleon case 'embarrassing' | data dostępu = April 3, 2012 | czasopismo = Financial Times | data = July 10, 2011 | autor = Andrew Edgecliff-Johnson}}</ref>

==Organization==

===Structure===
[[File:McKinsey Office in Bucharest.jpg|thumb|upright|McKinsey Office in [[Bucharest]], Romania.]]
McKinsey & Company was originally organized as a [[partnership]]<ref name="Empson2007"/> before being legally restructured as a private corporation with shares owned by its Partners in 1956.<ref name="seventysix">{{Cytuj | url = https://books.google.com/books/about/Building_the_Professional_Firm.html?id=7ZkGHAAACAAJ | tytuł = Building the Professional Firm: McKinsey & Co.: 1939-1968 | data dostępu = April 10, 2012 | data = March 1996 | autor = Amar Bhide}}</ref><ref name="Ellis2013">{{Cytuj | url = https://books.google.com/books?id=rjlZ84yVOb4C&pg=PT116 | tytuł = What It Takes: Seven Secrets of Success from the World's Greatest Professional Firms | wydawca = John Wiley & Sons | data = January 25, 2013 | autor = Charles D. Ellis | s = 116 | isbn = 978-1-118-56049-5}}</ref> It mimics the structure of a partnership and employees are called "partners".<ref name="Empson2007">{{Cytuj | url = https://books.google.com/books?id=QdTu86s-XBIC&pg=PA30 | tytuł = Managing the Modern Law Firm : New Challenges, New Perspectives: New Challenges, New Perspectives | wydawca = OUP Oxford | data = January 18, 2007 | autor = Laura Empson | s = 30 | isbn = 978-0-19-929674-3}}</ref><ref name="Glater">{{Cytuj | url = http://www.nytimes.com/2003/03/07/business/british-manager-is-chosen-to-lead-consulting-firm.html | tytuł = British Manager Is Chosen To Lead Consulting Firm | data = March 7, 2003 | opis = The New York Times | autor = Jonathan D. Glater <!-- nieprzetłumaczone parametry: | page = 2 -->}}</ref> The company has a flat hierarchy and each member is assigned a mentor.<ref name="waylo"/>{{RP|65, 142}} Since the 1960s, McKinsey's Managing Director has been elected by a vote of senior directors to serve up to three, three-year terms or until they reach the mandatory retirement age of 60.<ref name="Gong2013">{{Cytuj | url = https://books.google.com/books?id=GVFBAAAAQBAJ&pg=PA278 | tytuł = Global Operations Strategy: Fundamentals and Practice | wydawca = Springer Science & Business Media | data = July 1, 2013 | autor = Yeming Gong | s = 278 | isbn = 978-3-642-36708-3}}</ref> The firm is also managed by a series of committees that each have their own area of responsibility.<ref name="GreinerOlson2004"/>{{RP|22}}<ref name="observerlo">{{Cytuj | tytuł = Management: The Firm that means McJobs for the Boys | czasopismo = The Observer | data = June 29, 1997 | autor = Dimon Caulkin <!-- nieprzetłumaczone parametry: | pp = Business Page, 6 -->}}</ref>

McKinsey has a de-centralized structure, whereby different offices operate similarly, but independently. Each office is expected to put the overall organization's best interest before the office's, which McKinsey refers to as the "one firm" principle. Consultants and engagements are often shared across offices.<ref name="thefirm">{{Cytuj | url = http://www.amazon.com/The-Firm-McKinsey-Influence-American/dp/1439190976 | tytuł = The Firm: The Story of McKinsey and its Secret Influence on American Business | wydawca = Simon & Schuster | data = September 10, 2013 | autor = Duff McDonald | isbn = 1439190976}}</ref><ref name="WetFeet2009"/>{{RP|11}} Revenues from all offices are pooled and an individual office's revenue does not directly affect it financially.<ref name="dangerous"/> The company's budgeting is centralized, but individual consultants are given a large degree of autonomy.<ref name="guardianlo"/>

McKinsey consultants are either industry experts, functional experts, or generalists that cover specific geographic regions.<ref name="wsjji"/> The firm has 23 Industry Practices focused on individual industries, nine Functional Practices that work in areas like finance, marketing or risk, and five Capabilities and Solutions areas related to technology consulting.<ref name="WetFeet2009">{{Cytuj | url = https://books.google.com/books?id=Hb9E1BzxDBUC&pg=PA10 | tytuł = Mckinsey and Company | wydawca = WETFEET, INC. | data = 2009 | autor = WetFeet | isbn = 978-1-58207-872-4}}</ref><ref>{{Cytuj | url = http://www.mckinsey.com/client_service | tytuł = Client Service | data dostępu = November 29, 2013 | wydawca = McKinsey & Company}}</ref>

===Culture===
[[File:Marvin Bower.jpg|thumb|Marvin Bower, founder of modern-day McKinsey and its corporate culture]]
[[Marvin Bower]] is credited with creating McKinsey's values and principles in 1937.<ref name="vault"/><ref name="eightytwo"/> He established a set of rules: that consultants should put the interests of clients before McKinsey's revenues, not discuss client affairs, tell the truth even if it means challenging the client's opinion and, only perform work that is both necessary and that McKinsey can do well.<ref name="three"/><ref name="eightytwo"/> Bower created the firm's principle of only working with CEOs, which was later expanded to CEOs of subsidiaries and divisions. He also created McKinsey's principle of only working with clients the firm felt would follow its advice.<ref name="thefirm"/><ref name="dangerous"/>

Bower also established the firm's language.<ref name="observerlo"/> McKinsey calls itself "The Firm" and its employees "members".<ref name="thefirm"/><ref name="three"/> McKinsey says its consultants are not motivated by money.<ref name="three"/> McKinsey & Company tries to keep a "very low profile public image."<ref name="stillsetting">{{Cytuj | tytuł = Consultancy pioneer is still setting the pace | czasopismo = The Times | data = June 8, 2006 | autor = Martin Birchall <!-- nieprzetłumaczone parametry: | quote = It was also the first firm to hire MBA graduates from the top business schools to staff its projects, rather than relying on older industry personnel. | pp = 7 -->}}</ref> The firm has a policy against discussing specific client situations.<ref name="dangerous"/> The firm says it does not advertise, though it did advertise allegedly for recruitment purposes in ''[[TIME Magazine]]'' in 1966.<ref name="thefirm"/> Members are not supposed to "sell" their services.<ref name="waylo"/><ref name="ldajfkuil">{{Cytuj | tytuł = Brothers who sit at Blair's right hand | czasopismo = The Guardian | data = June 14, 2005 | autor = Sandra Laville <!-- nieprzetłumaczone parametry: | author2 = Nils Pratley -->}}</ref> McKinsey's consultants are expected to become a part of the community and recruit clients from church, charitable foundations, board positions and other community involvements.<ref name="thefirm"/>

A 1993 profile story in ''[[Fortune Magazine]]'' said McKinsey & Company was "the most well-known, most secretive, most high-priced, most prestigious, most consistently successful, most envied, most trusted, most disliked management consulting firm on earth."<ref name="three"/> According to ''[[BusinessWeek]]'' the firm is "ridiculed, reviled, or revered depending on one's perspective."<ref name="bwww">{{Cytuj | url = http://www.businessweek.com/articles/2013-08-26/the-mckinsey-mystique | tytuł = The McKinsey Mystique | data dostępu = June 20, 2014 | czasopismo = BusinessWeek | data = August 26, 2013 | autor = Tom Rodenhauser}}</ref>

McKinsey's culture has often been compared to [[religion]], because of the influence, loyalty and zeal of its members.<ref name="dangerous"/><ref name="grip"/> ''[[Fortune Magazine]]'' said partners talk to each other with "a sense of personal affection and admiration."<ref name="three"/> An article in ''The News Observer'' said McKinsey's internal culture was "collegiate and ruthlessly competitive" and has been described as arrogant.<ref name="observerlo"/> The ''[[Wall Street Journal]]'' said McKinsey is seen as "elite, loyal and secretive."<ref name="wsjji"/> According to ''Reuters,'' it has a "button-down culture" focused on "playing by the rules".<ref>{{Cytuj | url = http://www.reuters.com/article/2009/10/19/us-mckinsey-insider-trading-analysis-sb-idUSTRE59I5Y520091019 | tytuł = McKinsey shocked by insider-trading allegations | data dostępu = December 2, 2013 | wydawca = Reuters | data = October 19, 2009 | autor = Steve Eder}}</ref> According to ''BusinessWeek'', some consultants say the firm has strayed from its original values as it increased in size.<ref name="fiftyone"/> ''The Guardian'' said at McKinsey "hours are long, expectations high and failure not acceptable."<ref name="guardlo">{{Cytuj | tytuł = Brothers who sit at Blair's right hand | data dostępu = December 3, 2013 | czasopismo = The Guardian | data = June 14, 2005 | autor = Sandra Laville <!-- nieprzetłumaczone parametry: | author2 = Nils Pratley -->}}</ref>

===Influence===
{{Osobny artykuł|List of current and former McKinsey & Company consultants}}
Many of McKinsey's alumni become CEOs of major corporations or hold important government positions.<ref name="stillsetting"/> In doing so, they influence the other organization with McKinsey's values and culture.<ref name="dangerous"/><ref name="stillsetting"/><ref name="grip"/> McKinsey's alumni have been appointed as CEOs or high-level executives at [[Google]], [[American Express]], [[IBM]], [[Westinghouse Electric]],<ref name="grip"/><ref name="usatodaylo">{{Cytuj | tytuł = McKinsey: CEO factory. Money | czasopismo = USA Today | data = May 19, 1993 | autor = James Kim <!-- nieprzetłumaczone parametry: | pp = 1B -->}}</ref> [[Sears]], [[AT&T]], [[PepsiCo]],<ref name="dangerous"/> and [[Enron]].<ref>{{Cytuj | tytuł = The McKinsey Mind | wydawca = McGraw-Hill | data = 2002 | autor = Ethan Rasial | isbn = 0-07-137429-9 <!-- nieprzetłumaczone parametry: | author2 = Paul Friga -->}}</ref> McKinsey alumni have held positions with [[Tony Blair]]'s office.<ref name="guardlo"/> [[Citicorp]] and [[Merrill Lynch]] have also hired many McKinsey alumni.<ref name="usatodaylo"/> As of 2008, McKinsey alumni held CEO positions with 16 corporations that have more than $2 billion in revenue. The firm was ranked by ''USA Today'' as the most likely company to work for and become a future CEO of a major corporation, with odds of 1 out of 690.<ref>{{Cytuj | url = http://usatoday30.usatoday.com/money/companies/management/2008-01-08-ceo-companies_N.htm | tytuł = Some firms' fertile soil grows crop of future CEOs | czasopismo = USA Today | data = January 1, 2008 | autor = Del Jones}}</ref> McKinsey's consulting work has also been influential in establishing many of the norms of how governments and corporations are run.<ref name="thefirm"/><ref name="dangerous"/> The company has been influential in the British [[Department of Health (United Kingdom)|Department of Health]] for many years and was heavily involved in the discussions around the [[Health and Social Care Act 2012]].<ref>{{Cytuj | url = http://www.dailymail.co.uk/news/article-2099940/NHS-health-reforms-Extent-McKinsey--Companys-role-Andrew-Lansleys-proposals.html#ixzz3IZP3vPi4 | tytuł = The firm that hijacked the NHS: MoS investigation reveals extraordinary extent of international management consultant's role in Lansley's health reforms | data dostępu = November 9, 2014 | wydawca = Daily Mail | data = February 12, 2012}}</ref>

==Consulting services==
McKinsey & Company provides [[management consulting]] services, such as providing advice on an acquisition, developing a plan to restructure a sales force, creating a new business strategy or providing advice on downsizing.<ref name="thefirm"/><ref name="waylo"/><ref name="wsjji"/> Its consultants design and implement studies to evaluate management decisions using data and interviews to test [[hypotheses]].<ref name="waylo"/><ref name="dangerous"/> Conclusions of the study are presented to senior management, typically in a [[PowerPoint]] presentation and a booklet.<ref name="waylo"/><ref name="dangerous"/>

McKinsey is considered one of the most prestigious and most expensive management consulting firms.<ref name="nytimes.com">{{Cytuj | url = http://www.nytimes.com/2011/12/11/sunday-review/consultant-nation.html?pagewanted=all&_r=0 | tytuł = Consultant Nation | data dostępu = December 8, 2012 | wydawca = New York Times | data = December 10, 2011 | autor = David Leonhardt <!-- nieprzetłumaczone parametry: | quote = The current chief executives of Boeing, General Electric, Hewlett-Packard, Morgan Stanley and PepsiCo are all alumni of either Bain, Boston Consulting Group or the most prestigious consulting firm of all, McKinsey & Company. -->}}</ref><ref name="three"/><ref name="usatodaylo"/> In ''[[Dangerous Company]]'', journalists James O'Shea and Charles Madigan said McKinsey is the most influential, most reputable management consulting firm in the industry and that it carries the most weight with corporate boards.<ref name="dangerous">{{Cytuj | tytuł = Dangerous Company | wydawca = Random House | data = 1997 | autor = James O'Shea | isbn = 0-8129-2634-X <!-- nieprzetłumaczone parametry: | author2 = Charles Madigan -->}}</ref> ''The News Observer'' said McKinsey is the "creme de la creme" and the "Rolls Royce" of management consulting.<ref name="three"/><ref name="observerlo"/>  Between 2002 and 2014, McKinsey has been ranked in the number one position of the branche-internal "The Best Consulting Firms: Prestige to work for" list by [[Vault.com]].<ref>{{Cytuj | url = http://blogs.vault.com/blog/consult-this-consulting-careers-news-and-views/a-decade-of-dominance-for-mckinsey-company-in-vault-consulting-prestige-rankings/ | tytuł = A Decade of Dominance for McKinsey & Company in Vault Consulting Prestige Rankings | data dostępu = December 8, 2012 | wydawca = Vault | data = August 25, 2011 <!-- nieprzetłumaczone parametry: | quote = For the 10th straight year, the New York-based firm has taken the top spot in the Vault Consulting Prestige Rankings, as voted on by its peers.  A decade at the top is not an easy feat to achieve. -->}}</ref>

McKinsey & Company has traditionally charged approximately 25 percent more than competing firms<ref name="WetFeet2009"/> with an average project of one million dollars.<ref name="wsjji">{{Cytuj | czasopismo = The Wall Street Journal | data = October 12, 1993 | autor = Dana Milbank}}</ref> Prices were reduced in the economic slump following the [[Dot-com bubble]].<ref name="Glater"/> According to the ''Wall Street Journal'', McKinsey clients estimate that the firm's advice turns out to be poor in retrospect about 10 to 20 percent of the time.<ref name="wsjji"/>

A typical McKinsey engagement can last between two and twelve months and involves three to six McKinsey consultants.<ref name="WetFeet2009"/> An engagement is usually managed by a generalist that covers the region the client's headquarters are located in and specialists that have either an industry or functional expertise.<ref name="three"/> Unlike some competing consulting firms, McKinsey does not hold a policy against working for multiple competing companies (although individual consultants are barred from doing so). This has sometimes led to accusations of sharing confidential information<ref name="wsjji"/> or re-packaging a competitor's tactics as best practices.<ref name="thefirm"/>

===Environmental consulting===
[[Marginal abatement cost]] curves attempt to compare the financial costs of different options for reducing pollution in a region and are used in emissions trading, policy discussions and incentive programs.<ref>{{Cytuj | url = http://www.homepages.ucl.ac.uk/~ucft347/Kesicki_MACC.pdf | tytuł = Marginal abatement cost curves for policy making | data dostępu = December 10, 2012 | wydawca = University College London Energy Institute | data = November 2011 | autor = Fabian Kesicki}}</ref> McKinsey & Company released its first marginal abatement cost (MAC) curve for greenhouse gas emissions in February 2007, which was updated to version two in January 2009.<ref>{{Cytuj | url = http://www.mckinsey.com/client_service/sustainability/latest_thinking/greenhouse_gas_abatement_cost_curves | tytuł = Greenhouse gas abatement cost curves | data dostępu = December 16, 2012 | wydawca = McKinsey &amp; Company | opis = Sustainability and Resource Productivity}}</ref><ref>{{Cytuj | url = http://www.mckinsey.com/Insights/Sustainability/A_cost_curve_for_greenhouse_gas_reduction | tytuł = A cost curve for greenhouse gas reduction | data dostępu = December 10, 2012 | wydawca = McKinsey &amp; Company | data = February 2007 | autor = Jerker Rosander, Per-Anders Enkvist and Tomas Nauclér}}</ref> McKinsey & Company's MAC curve has become the most widely used<ref name="five">{{Cytuj | url = http://www.whoseolympics.org/bartlett/energy/news/documents/ei-news-290611-macc.pdf | tytuł = Marginal Abatement Cost Curves: A call for caution | data dostępu = December 10, 2012 | wydawca = University College London Energy Institute | data = April 2011 | autor = [[Paul Ekins]], Fabian Kesicki, Andrew Z.P. Smith <!-- nieprzetłumaczone parametry: | quote = the most well known and widely used of which have been compiled by McKinsey and Company -->}}</ref> and is the basis for McKinsey’s consulting on climate change and sustainability.<ref>{{Cytuj | url = http://www.economist.com/node/14952792 | tytuł = Green redemption | data dostępu = December 10, 2012 | czasopismo = The Economist | data = November 24, 2009 <!-- nieprzetłumaczone parametry: | quote = McKinsey has become known as a climate-change consultant, thanks to its greenhouse gas "cost abatement curve". This clever little chart shows the relative opportunity costs of different abatement activities. McKinsey's curve and expertise on climate change have opened the doors and pockets of ministries and industries around the globe. -->}}</ref>

McKinsey's curve predicts negative cost abatement strategies, which has been controversial among economists.<ref>{{Cytuj | url = http://www.sei-international.org/mediamanager/documents/Publications/Climate/sei-workingpaperus-1102.pdf | tytuł = Use of McKinsey abatement cost curves for climate economics modeling | data dostępu = December 10, 2012 | wydawca = Stockholm Environment Institute | data = January 25, 2011 | autor = Frank Ackerman and Ramon Bueno}}</ref> The [[International Association for Energy Economics]] said in ''The Energy Journal'' that McKinsey's cost-curve was popular among policymakers, because it suggests they can take "bold action towards improving energy efficiency without imposing costs on society."<ref>{{Cytuj | tytuł = The Policy Implications of Energy-Efficiency Cost Curves | data = 2011 | autor = Hillard Huntington | czasopismo = The Energy Journal | issn = 01956574 | wydanie = 01 (32) | doi = 10.5547/ISSN0195-6574-EJ-Vol32-SI1}}</ref>

In a 2010 report, the Rainforest Foundation UK said McKinsey's cost curve methodology was misleading for policy decisions regarding the Reduced Emissions from Deforestation and Forest Degradation (REDD) program. The report argued that McKinsey's calculations exclude certain implementation and governance costs, which makes it favor industrial uses of forests while discouraging subsistence projects.<ref>{{Cytuj | url = http://www.rainforestfoundationuk.org/McREDD | tytuł = McREDD How McKinsey ‘cost-curves’ are distorting REDD | data dostępu = December 16, 2012 | wydawca = The Rainforest Foundation | data = 2010 | autor = Nathaniel Dyer; Simon Counsell}}</ref> Greenpeace said the curve has allowed Indonesia and Guyana to win financial incentives from the [[United Nations]] by creating inflated estimates of current deforestation so they could demonstrate reductions in comparison.<ref name="one">{{Cytuj | url = http://www.bloomberg.com/news/2011-04-06/mckinsey-work-lets-congo-guyana-get-aid-cut-trees-greenpeace-says.html | tytuł = McKinsey Work Lets Congo, Guyana Get Aid, Cut Trees, Greenpeace Says | data dostępu = December 10, 2012 | wydawca = Bloomberg | data = April 7, 2011 | autor = Alex Morales}}</ref><ref name="reuters"/><ref>{{Cytuj | tytuł = Reducing Emissions from Deforestation and Forest Degradation program (REDD) | data dostępu = December 10, 2012 | wydawca = The Huffington Post | data = July 7, 2011 | autor = Johann Hari}}</ref> McKinsey said they had made it clear in the cost-curve publications that cost curves do not translate "mechanically" into policy implications and that policymakers should consider "many other factors" before introducing new laws.<ref name="one"/><ref name="reuters">{{Cytuj | url = http://www.reuters.com/article/2011/04/07/us-climate-costs-idUSTRE7365KX20110407 | tytuł = McKinsey defends its climate costs slide rule | data dostępu = December 10, 2012 | wydawca = Reuters | data = April 7, 2011 | autor = Gerard Wynn}}</ref>

==Recruiting and compensation==
McKinsey & Company was the first management consultancy to hire recent graduates instead of experienced business managers,<ref name="stillsetting"/> when it started doing so in 1953.<ref name="onehundredtwo">{{Cytuj | tytuł = McKinsey’s Marvin Bower: Vision, Leadership and the Creation of Management Consulting | wydawca = John Wiley & Sons, Inc. | data = 2004 | autor = Elizabeth Edersheim | isbn = 0-471-65285-7}}</ref> Many of its recruits are Baker Scholars, [[Rhodes scholars]], [[Marshall Scholars]], [[Gates Scholarship|Gates-Cambridge scholars]], or White House Fellows.<ref name="three"/><ref name="SchaeperSchaeper2004"/> Less than half of the firm's recruits are from business majors,<ref name="WetFeet2009"/>{{RP|7}} while others have advanced degrees in science, medicine, engineering or law.<ref name="waylo">{{Cytuj | tytuł = The McKinsey Way | wydawca = McGraw-Hill | data = 1999 | autor = Ethan Rasiel | isbn = 0-07-053448-9}}</ref><ref name="SchaeperSchaeper2004">{{Cytuj | url = https://books.google.com/books?id=AlM1V90kHQsC&pg=PA299 | tytuł = Rhodes Scholars, Oxford, and the Creation of an American Elite | wydawca = Berghahn Books | data = 2004 | s = 299– | isbn = 978-1-57181-683-2 <!-- nieprzetłumaczone parametry: | author2 = Kathleen Schaeper | author1 = Thomas J. Schaeper -->}}</ref><ref name="yorker">{{Cytuj | url = http://www.newyorker.com/archive/1999/10/18/1999_10_18_209_TNY_LIBRY_000019363 | tytuł = The World of Business: The Kids in the Conference Room | data dostępu = July 18, 2013 | czasopismo = The New Yorker}}</ref> Prestigious business colleges may have McKinsey consultants assigned to cultivating relationships with upcoming graduates.<ref name="waylo"/>{{rp|158}}

According to ''The Observer'', McKinsey recruits recent graduates and "imbues them with a religious conviction" in the firm, then culls through them with its "up-or-out" policy.<ref name="observerlo"/> The "up or out" policy, which was established in 1951, means that consultants that are not being promoted within the firm are asked to leave.<ref name="McKenna2006"/>{{rp|208}}<ref>{{Cytuj | url = http://www.ft.com/intl/cms/s/2/0d506e0e-1583-11e1-b9b8-00144feabdc0.html#axzz34Hf2CyZl | tytuł = Inside McKinsey | czasopismo = Financial Times | autor = Andrew Hill <!-- nieprzetłumaczone parametry: | quote = Every two or three years, McKinsey determines whether its consultants will make progress to the next level in the Firm. If not, it gently pushes them out -->}}</ref> About one-fifth of McKinsey's consultants depart under the up or out policy each year.<ref name="observerlo"/><ref name="guardianlo">{{Cytuj | url = http://www.theguardian.com/business/2002/mar/24/enron.theobserver | tytuł = The firm that built the house of Enron | data dostępu = September 10, 2013 | data = March 23, 2002 | autor = Jamie Doward}}</ref> McKinsey's practice of hiring recent graduates and the "up-or-out" philosophy, were originally based on Marvin Bower's experiences at the law firm [[Jones Day]] in the 1930s, as well as the "Cravath system" used at the law firm [[Cravath, Swaine & Moore|Cravath, Swaine and Moore]].<ref name="McKenna2006"/>{{rp|206}}

According to Financial Times journalist [[Duff McDonald]], as of September 2013, the firm receives 225,000 employment applications annually and about one percent—or 2,200—of the applicants are hired.<ref name="Credit">{{Cytuj | url = http://www.thefinancialist.com/deconstructing-the-elusive-allure-of-mckinsey-co-duff-mcdonald/ | tytuł = Deconstructing the Elusive Allure of McKinsey & Co. | data dostępu = 20 September 2013 | wydawca = Credit Suisse | data = 16 September 2013 | opis = The Financialist | autor = Financialist Staff}}</ref> There is an ongoing debate within the firm on how fast it should grow.<ref>{{Cytuj | url = http://blogs.hbr.org/cs/2011/03/the_tempting_of_rajat_gupta.html | tytuł = The Tempting of Rajat Gupta | data dostępu = 2 September 2011 | wydawca = Harvard Business Review Blog Network | data = 24 March 2011 | autor = Walter Kiechel}}</ref> According to a report by WetFeet, McKinsey "offers some of the best experience, opportunity and professional development in the industry" and it is prestigious to have McKinsey on a resume. However, it said the work environment is demanding, involving extensive travel and long hours.<ref name="WetFeet2009"/><ref name="usatodaylo"/> ''Consulting Magazine's'' 2007 list of "Best Consulting Firms to Work For" ranked McKinsey as number 3.<ref name="WetFeet2009"/>

New undergraduate McKinsey recruits are paid about $80,000 a year,<ref name="yorker"/> while senior partners are estimated to earn $1–$3 million or more.<ref name="inside"/> According to ''Fortune Magazine'', some McKinsey staff earn more than the CEOs they consult.<ref name = "three"/>

==Research and publishing==
McKinsey & Company consultants regularly publish books, research and articles about business and management.<ref name="waylo"/>{{RP|51}}<ref name="MicklethwaitWooldridge1997"/>{{RP|55}} The firm spends $50–$100 million a year on research.<ref name="MicklethwaitWooldridge1997"/>{{RP|54}} McKinsey was one of the first organizations to fund management research, when it founded the Foundation for Management Research in 1955.<ref name="Edersheim2010">{{Cytuj | url = https://books.google.com/books?id=lBHPV2ZVKC4C&pg=PT28 | tytuł = McKinsey's Marvin Bower: Vision, Leadership, and the Creation of Management Consulting | data dostępu = 16 December 2012 | wydawca = John Wiley & Sons | data = 13 December 2010 | autor = Elizabeth Haas Edersheim | isbn = 978-1-118-04014-0}}</ref> The firm began publishing a business magazine,''[[McKinsey Quarterly|The McKinsey Quarterly]]'', in 1964.<ref name="Nieto-Rodriguez2012">{{Cytuj | url = https://books.google.com/books?id=C8P4bM2XLzoC&amp;pg=PA56 | tytuł = The Focused Organization: Less Is More in Portfolio Management and Project Delivery | data dostępu = December 16, 2012 | wydawca = Gower Publishing, Ltd. | data = May 1, 2012 | autor = Antonio Nieto-Rodriguez | s = 55 | isbn = 978-1-4094-2566-3}}</ref> It funds the McKinsey Global Institute, which studies global economic trends and was founded in 1990.<ref name="vault"/><ref name="grip"/> Many consultants are contributors to the [[Harvard Business Review]].<ref name="grip">{{Cytuj | tytuł = The Firm’s Grip | czasopismo = The Sunday Times | data = September 7, 1997 | autor = James O’Shea <!-- nieprzetłumaczone parametry: | author2 = Charles Madigan -->}}</ref> McKinsey consultants published only two books from 1960-1980, then more than 50 from 1980 to 1996.<ref name="MicklethwaitWooldridge1997"/>{{RP|55}} McKinsey's publications and research give the firm a "quasi-academic" image.<ref name="MicklethwaitWooldridge1997">{{Cytuj | url = https://books.google.com/books?id=Lh1mPgAACAAJ | tytuł = The Witch Doctors: What the Management Gurus are Saying, why it Matters and how to Make Sense of it | wydawca = Mandarin | data = 1997 | isbn = 978-0-7493-2670-8 <!-- nieprzetłumaczone parametry: | author2 = Adrian Wooldridge | author1 = John Micklethwait -->}}</ref>

A McKinsey book, "''[[In Search of Excellence]]''", was published in 1982.<ref name="guest">{{Cytuj | url = https://books.google.com/books?id=NdDt1MaJ42YC&pg=PA359 | tytuł = Organizational Studies: Modes of management | wydawca = Psychology Press | data = January 1, 2001 | autor = David Guest | s = 347–362 | isbn = 978-0-415-21554-1}}</ref> It featured eight characteristics of successful businesses based on an analysis of 43 top performing companies.<ref name="MicklethwaitWooldridge1997"/>{{RP|87-89}}<ref name="guest"/>{{RP|348}} It became one of the most influential and highly read management books<ref name="guest"/>{{RP|348}} and marked the beginning of McKinsey's shift from accounting to "softer" aspects of management, like skills and culture.<ref name="guest"/>{{RP|359}} In ''Search of Excellence''<nowiki/>'s distribution prompted others, including McKinsey consultants, to write more management books.<ref name="MicklethwaitWooldridge1997"/> According to David Guest from [[King's College London|King's College]], ''In Search of Excellence'' became popular among business managers because it was easy to read, well-marketed and some of its core messages were valid. However, it was disliked by academics because of flaws in its methodology. Additionally, a 1984 analysis by ''BusinessWeek'' found that many of those companies identified as "excellent" in the book no longer met the criteria only two years later.<ref name="guest"/>

A 1997 article and a book it published in 2001 on "The War for Talent"<ref name="bookcrit">{{Cytuj | url = http://observer.com/2013/11/mckinseys-dirty-war-bogus-war-for-talent-was-self-serving-and-failed/ | tytuł = McKinsey’s Dirty War: Bogus ‘War for Talent’ Was Self-Serving (and Failed) Even a stacked deck couldn’t produce winners | data dostępu = July 3, 2014 | czasopismo = The Observer | data = November 5, 2013 | autor = Duff McDonald}}</ref> 
prompted academics and the business community to start focusing more on talent management.<ref name="PerkinsArvinen-Muondo2013">{{Cytuj | url = https://books.google.com/books?id=XN6b0K0O7JEC&amp;pg=PA162 | tytuł = Organizational Behaviour: People, Process, Work and Human Resource Management | wydawca = Kogan Page Publishers | data = 3 January 2013 | isbn = 978-0-7494-6361-8 <!-- nieprzetłumaczone parametry: | author2 = Raisa Arvinen-Muondo | author1 = Stephen Perkins -->}}</ref>{{RP|163}} The authors found that the best-performing companies were "obsessed" with acquiring and managing the best talent.<ref name="newyorkerlo">{{Cytuj | url = http://www.newyorker.com/archive/2002/07/22/020722fa_fact | tytuł = The Talent Myth. Are smart people overrated? | data dostępu = 2 September 2011 | wydawca = The New Yorker | data = 22 July 2002 | autor = Malcolm Gladwell}}</ref> They advocated that companies rank employees by their performance and promote "stars", while targeting under-performers for improvement or layoffs.<ref name="newyorkerlo"/><ref name="seventythree">{{Cytuj | url = http://nymag.com/news/intelligencer/topic/58091/ | tytuł = The Answer Men | data dostępu = April 10, 2012 | czasopismo = New York Magazine | data = July 26, 2009 | autor = Buff McDonald}}</ref> After the book was published, [[Enron]], a company which followed many of its principles, was involved in a [[Enron scandal|scandal that led to its the bankruptcy]].<ref name="newyorkerlo"/> In May 2001, a Stanford professor wrote a paper critical of the "War on Talent" arguing that it prioritized individuals at the expense of the larger organization.<ref name="bookcrit"/>

McKinsey consultants published ''Creative Destruction'' in 2001.<ref name="thefirm"/>{{RP|247}} The book suggested that CEOs need to be willing to change or rebuild a company, rather than protect what they have created.<ref name="alphaiuolh">{{Cytuj | tytuł = Manager's Journal: The Welch Legacy: Creative Destruction | czasopismo = Wall Street Journal | autor = Richard Foster}}</ref> It found that out of the first [[S&P 500]] list from 1957, only 74 were still in business by 1998.<ref name="alphaiuolh"/><ref>{{Cytuj | url = http://www.economist.com/node/630473 | tytuł = Core curriculum | data dostępu = December 3, 2013 | czasopismo = The Economist | data = May 22, 2001 | autor = Chris Zook <!-- nieprzetłumaczone parametry: | author2 = James Allen -->}}</ref> The ''New York Times'' said it "makes a cogent argument that in times of rampant, uncertain change... established companies are handcuffed by success."<ref name="Andrews">{{Cytuj | url = http://www.nytimes.com/2001/04/22/business/book-value-even-the-best-boats-need-rocking.html | tytuł = BOOK VALUE; Even the Best Boats Need Rocking | data = 22 April 2001 | opis = The New York Times | autor = Fred Andrews <!-- nieprzetłumaczone parametry: | page = 7 -->}}</ref> In 2009, McKinsey consultants published "''The Alchemy of Growth''", which established three "horizons" for growth: core enhancements, new growth platforms and options. Its three horizons became adopted widely, because it gave executives a simple vocabulary about business growth.<ref name="McGrathMacMillan2009">{{Cytuj | url = https://books.google.com/books?id=Z-N01KDot54C&amp;pg=PA198 | tytuł = Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity | wydawca = Harvard Business Review Press | data = March 16, 2009 | s = 198 | isbn = 978-1-4221-2949-4 <!-- nieprzetłumaczone parametry: | author2 = Ian MacMillan | author1 = McGrath -->}}</ref>

In February 2011, McKinsey surveyed 1,300 US private-sector employers on their expected response to the [[Affordable Care Act]] (ACA).<ref name="dahfahldnl">{{Cytuj | url = http://www.mckinseyquarterly.com/How_US_health_care_reform_will_affect_employee_benefits_2813 | tytuł = How US health care reform will affect employee benefits | data dostępu = October 1, 2012 | wydawca = McKinsey Quarterly | data = June 2011 <!-- nieprzetłumaczone parametry: | author3 = Drew Ungerman | author2 = Jeris Stueland | author1 = Shubharn Singhal -->}}</ref><ref>{{Cytuj | url = http://www.foxnews.com/politics/2011/06/07/1-in-3-employers-will-drop-health-benefits-after-obamacare-fully-kicks-in/#ixzz2ALXc6tWM | tytuł = 1 in 3 Employers Will Drop Health Benefits After ObamaCare Kicks In, Survey Finds | data dostępu = October 24, 2012 | wydawca = Fox News | data = June 7, 2011}}</ref> 30 percent of respondents said they anticipated they would probably or definitely stop offering [[Employer-sponsored health insurance#Employer-sponsored|employer sponsored health coverage]] after the ACA went into effect in 2014.<ref name="sixteen">{{Cytuj | url = http://www.reuters.com/article/2011/06/07/us-health-benefits-idUSTRE7564VR20110607 | tytuł = Many US Employers to Drop Health Benefits: McKinsey | data dostępu = October 1, 2012 | wydawca = Reuters | data = June 7, 2011}}</ref><ref name="abc">{{Cytuj | url = http://abcnews.go.com/Business/health-care-survey-finds-employers-stop-providing-plans/story?id=13801527#.UImuQIWWcYs | tytuł = Health Care Survey: Employers May Cut Plans After 2014 | data dostępu = October 24, 2012 | wydawca = ABC News | data = June 9, 2011 | autor = Alan Farnham}}</ref> These results, published in June 2011 in the McKinsey e-Quarterly,<ref name="dahfahldnl"/>  became "a useful tool for critics of the ACA and a deep annoyance for defenders of the law" according to an article in [[TIME Magazine]].<ref name="ten">{{Cytuj | url = http://swampland.time.com/2011/06/20/mckinsey-comes-clean-about-its-controversial-insurance-study/ | tytuł = McKinsey Comes Clean About Its Controversial Insurance Study | data dostępu = October 1, 2012 | czasopismo = TIME Magazine | data = June 20, 2011 | autor = Kate Pickert}}</ref> Supporters of healthcare reform argued the survey far surpassed estimates by the [[Congressional Budget Office]] and insisted that McKinsey disclose the survey's methodology.<ref name="two">{{Cytuj | url = http://www.nytimes.com/2011/06/21/business/21insure.html?_r=3/ | tytuł = Health Law in a Swirl of Forecasts | data dostępu = October 24, 2012 | czasopismo = The New York Times | data = June 20, 2011 | autor = Milt Freudenheim}}</ref><ref name="nineteen">{{Cytuj | url = http://thehill.com/blogs/healthwatch/politics-elections/166889-baucus-demands-answers-on-consultants-controversial-healthcare-reform-study- | tytuł = Baucus demands methodology behind healthcare reform study | data dostępu = October 1, 2012 | wydawca = The Hill | data = May 16, 2011 | autor = Julian Pecquet}}</ref><ref name="twentyone">{{Cytuj | url = http://www.npr.org/blogs/health/2011/06/17/137254316/mckinsey-health-insurance-survey-raises-ruckus-questions | tytuł = McKinsey Health Insurance Survey Raises Ruckus, Questions | data dostępu = October 1, 2012 | wydawca = NPR | data = June 17, 2011 | autor = Julie Rovner}}</ref><ref name="fifteen">{{Cytuj | url = http://www.forbes.com/sites/rickungar/2011/06/18/mckinseys-anti-obamacare-study-msits-just-business/ | tytuł = McKinsey's Anti-Obamacare Study May Be A Lie - But It's A Lie Worth Big Bucks To McKinsey | data dostępu = October 1, 2012 | wydawca = Forbes (blog) | data = June 18, 2011 | autor = Rick Ungar}}</ref> Two weeks after publishing the survey results,<ref name="ten"/> McKinsey released the contents of the survey including the questionnaire and 206-pages of survey data.<ref>{{Cytuj | tytuł = After lengthy debt-ceiling crisis, Obamacare looms | data dostępu = October 25, 2012 | data = July 28, 2011 | autor = Dwight Schwab}}</ref> In its accompanying statement,<ref name="seventeen">{{Cytuj | url = http://www.mckinsey.com/features/us_employer_healthcare_survey | tytuł = Details regarding the survey methodology | data dostępu = October 24, 2012 | wydawca = McKinsey | data = June 20, 2011}}</ref> McKinsey said it was intended to capture the attitude of employers at a certain point in time, not make a prediction.<ref name="twentytwo">{{Cytuj | tytuł = McKinsey stands by healthcare survey | data dostępu = October 1, 2012 | wydawca = The Hill | data = June 20, 2011 | autor = Sam Baker}}</ref><ref name="twentysix">{{Cytuj | url = http://articles.latimes.com/2011/jun/20/news/la-heb-mckinsey-survey-healthcare-20110620 | tytuł = McKinsey Releases Insurance-Survey Data; More Controversy Ensues | czasopismo = Los Angeles Times | data = June 20, 2011 | autor = Marissa Cevallos}}</ref>

Since 1990, McKinsey has been publishing ''[[Valuation: Measuring and Managing the Value of Companies]]'', a popular textbook on valuation.<ref>{{Cytuj | url = http://www.amazon.com/Valuation-Measuring-Managing-Companies-Website/dp/111887370X | tytuł = Valuation: Measuring and Managing the Value of Companies | data dostępu = 2015-08-05 | wydawca = [[amazon.com]]}}</ref><ref>{{Cytuj | url = http://www.goodreads.com/book/show/886667.Valuation?from_search=true&search_version=service | tytuł = Valuation: Measuring and Managing the Value of Companies, 5th Edition Hardcover by McKinsey & Company | data dostępu = 2015-08-05 | wydawca = [[goodreads.com]]}}</ref><ref>{{Cytuj | url = http://eu.wiley.com/WileyCDA/WileyTitle/productCd-1118873734.html | tytuł = Valuation: Measuring and Managing the Value of Companies, 6th Edition | data dostępu = 2015-08-05 | wydawca = [[wiley.com]]}}</ref> The book is now available in its sixth edition.<ref>{{Cytuj | url = http://www.mckinsey.com/client_service/corporate_finance/latest_thinking/valuation | tytuł = Valuation: Measuring and Managing the Value of Companies, 6th Edition | data dostępu = 2015-08-05 | wydawca = [[mckinsey.com]]}}</ref>

==Consulting projects==
According to ''The Firm'', McKinsey has been influential in establishing the norms of business, such as working in large-scale office settings.<ref name="thefirm"/> According to a 1993 profile in ''Fortune Magazine'', "while McKinsey has consulted for many of the current era's great successes... it has also been a fixture at many of the big losers."<ref name="three"/> In ''The Firm,'' author Duff McDonald said McKinsey helped restructure the [[White House]], guided corporations through large-scale re-organizations in post-war Europe and facilitated turn-arounds, but in other cases advised companies to adopt strategies that led to their collapse or was unable to prevent an impending bankruptcy.<ref name="thefirm"/> It said <blockquote>"McKinsey was a major player in the efficiency boom in the 1920s, the postwar gigantism of the 1940s, the rationalization of government and rise of marketing in the 1950s, the age of corporate influence in the 1960s, the restructuring of America and rise of strategy in the 1970s, the massive growth in information technology in the 1980s, the globalization of the 1990s, and the boom-bust-and-cleanup of the 2000s."</blockquote>

===History===
McKinsey & Company's founder, James O. McKinsey, introduced the concept of budget planning as a management framework in his fifth book ''Budgetary Control'' in 1922.<ref name="CurnowReuvid2005">{{Cytuj | url = https://books.google.com/books?id=ctLTOJPZQIYC&amp;pg=PA25 | tytuł = International Guide to Management Consultancy: Evolution Practice and Structure | data dostępu = December 16, 2012 | wydawca = Kogan Page Publishers | data = December 3, 2005 | s = 25 | isbn = 978-0-7494-4699-4 <!-- nieprzetłumaczone parametry: | author2 = Jonathan Reuvid | author1 = Barry Curnow -->}}</ref>{{rp|25}}<ref name="padjildk">{{Cytuj | url = http://www.jstor.org/discover/10.2307/40698463?uid=2&uid=4&sid=21104413282533 | tytuł = McKinsey, James O. (1889-1937) | wydawca = Garland Publishing | data = 1996 | opis = History of Accounting: An International Encyclopedia | autor = Dale Flesher; Tonya Flesher <!-- nieprzetłumaczone parametry: | pp = 410–411 -->}}</ref>{{rp|422}} The firm's first client was the treasurer of [[Armour & Company]], who, along with other early McKinsey clients, had read ''Budgetary Control''. In 1931 McKinsey created a methodology for analyzing a company called the General Survey Outline (GSO), which was established based on ideas introduced in the 1924 book ''Business Administration''. It was also known as the Banker's Survey, because McKinsey's clients who used it in the 1930s were predominantly banks.<ref name="thefirm"/>{{RP|22}} After the [[Wagner Act]] gave certain rights to employees to organize into unions in 1935, McKinsey started consulting corporations on employee relations. Later in the 1950s, the work of a McKinsey consultant on compensation was influential in "skyrocketing executive pay".<ref name="thefirm"/> It also helped many companies such as [[Heinz]], [[IBM]] and [[The Hoover Company|Hoover]] expand into Europe.<ref name="thefirm"/>

In the 1940s, McKinsey helped many corporations convert into wartime production for World War II.<ref name="thefirm"/> It also helped organize NASA into an organization that relies heavily on contractors in 1958.<ref name="McKenna2000">{{Cytuj | url = https://books.google.com/books?id=9SJKYmkfvt8C&amp;pg=PA82 | tytuł = The World's Newest Profession: Management Consulting in the Twentieth Century | wydawca = Cambridge University Press | data = 2000 | autor = Christopher D. McKenna | isbn = 978-1-139-45553-4}}</ref>{{RP|105}} McKinsey created a report in 1953 for [[Dwight Eisenhower]] that was used to guide government appointments.<ref>{{Cytuj | url = http://pdc-connection.ebscohost.com/c/articles/54170571/mckinsey-report | tytuł = The McKinsey Report | data dostępu = July 3, 2014 | data = January 12, 1953}}</ref> In 1973, McKinsey & Company led a project for a consortium of grocery chains represented by the U.S. Supermarket Ad Hoc Committee on a Uniform Grocery Product Code to create the barcode.<ref name="Enterprise1999">{{Cytuj | url = https://books.google.com/books?id=KQMeZfQuVxoC&pg=PT42 | tytuł = Computerworld | wydawca = IDG Enterprise | data = 31 May 1999 | autor = IDG Enterprise | s = 42 | issn = 0010-4841}}</ref><ref name="AyersOdegaard2007">{{Cytuj | url = https://books.google.com/books?id=FLTnul2yoKQC&amp;pg=PA269 | tytuł = Retail Supply Chain Management | wydawca = Taylor &Francis | data = 26 November 2007 | s = 269 | isbn = 978-1-4200-1375-7 <!-- nieprzetłumaczone parametry: | author2 = Mary Ann Odegaard | author1 = James B. Ayers -->}}</ref> According to the book ''"Business Research Methods"'', the barcode became commonplace after a study by McKinsey persuaded [[Krogers]] to adopt it.<ref name="CooperSchindler2013">{{Cytuj | url = https://books.google.com/books?id=AZ0cAAAAQBAJ | tytuł = Business Research Methods: 12th Edition | wydawca = McGraw-Hill Higher Education | data = February 1, 2013 | isbn = 978-0-07-777443-1 <!-- nieprzetłumaczone parametry: | author2 = Pamela Schindler | author1 = Donald Cooper -->}}</ref>

In the 1970s and 1980s, McKinsey helped European companies change their organizational structure to [[M-form]] (Multidivisional Form), which organizes the company into semi-autonomous divisions that function around a product, industry or customer, rather than a function or expertise.<ref name="KippingEngwall2002">{{Cytuj | url = https://books.google.com/books?id=ba_LE10UhagC&amp;pg=PA191 | tytuł = Management Consulting : Emergence and Dynamics of a Knowledge Industry: Emergence and Dynamics of a Knowledge Industry | wydawca = OUP Oxford | data = June 20, 2002 | s = 191 | isbn = 978-0-19-158812-9 <!-- nieprzetłumaczone parametry: | author2 = Lars Engwall | author1 = Matthias Kipping -->}}</ref>{{RP|208}}<ref name="Schröter2005">{{Cytuj | url = https://books.google.com/books?id=LpYWwI1yy9MC&amp;pg=PA110 | tytuł = Americanization of the European Economy: A compact survey of American economic influence in Europe since the 1800s | wydawca = Springer | data = December 5, 2005 | autor = Harm G. Schröter | s = 110 | isbn = 978-1-4020-2934-9}}</ref>{{RP|110}} In the 1980s, AT&T reduced investments in cell towers due to McKinsey's prediction that there would only be 900,000 cell phone subscribers by 2000. According to ''The Firm'' this was "laughably off the mark" from the 109 million cellular subscribers by 2000. At the time cell phones were bulky and expensive.<ref name="thefirm"/> The firm helped the Dutch government facilitate a turnaround for [[Hoogovens]], the world's largest steel company as of 2013, through a $1 billion bankruptcy bailout.<ref name="thefirm"/> It also implemented a turnaround for the city of [[Glasgow]], which had problems with unemployment and crime. McKinsey created the corporate structure for [[NationsBank]], when it was still a small company known as [[North Carolina National Bank]].<ref name="thefirm"/> McKinsey was hired by [[General Motors]] to do a large-scale re-organization to help it compete with Japanese auto-makers. The book ''The Firm'' said it was an "unmitigated disaster" because McKinsey focused on corporate structure, whereas GM needed to compete with Japanese automakers through manufacturing process improvement. A McKinsey consultant said GM did not follow their advice.<ref name="thefirm"/>

A 2002 article in ''BusinessWeek'' said that a series of bankruptcies of McKinsey clients, such as [[Swissair]], [[Kmart]], and [[Global Crossing]], in the 1990s raised questions as to whether McKinsey was responsible or had a lapse in judgement.<ref name="fiftyone"/> McKinsey recommended that Swissair avoid high operating costs in its home country by developing partnerships with airlines based in other regions. In order to attract partners, Swissair acquired more than $1 billion in shares of other airlines, many of which were failing. This led to huge losses for Swissair.<ref>{{Cytuj | url = http://www.economist.com/node/705265 | tytuł = A scary Swiss meltdown | data dostępu = September 18, 2014 | czasopismo = The Economist | data = July 19, 2001}}</ref>

Prior to the Enron scandal, McKinsey helped it shift from an oil and gas production company into an electric commodities trader, which led to significant growth in profits and revenues.<ref name="guardianlo"/> According to ''The Independent'', there was "no suggestion that McKinsey was complicit in the subsequent scandal, [but] critics say the arrogance of Enron's leaders is emblematic of the McKinsey culture."<ref name="theindlo">{{Cytuj | tytuł = The Real Power Behind No 10; McKinsey is a Highly Secretive Consultancy Firm | czasopismo = The Independent | data = June 27, 2005 | autor = Katherine Griffiths}}</ref> The government did not investigate McKinsey, who said they did not provide advice on Enron's accounting,<ref name="wsj" /> but some questioned whether McKinsey knew about Enron's accounting problems<ref name="wsjtwosohn">{{Cytuj | url = http://faculty.msb.edu/bodurthj/teaching/ENRON/McKinsey%27s%20Close%20Relationship%20With%20Enron%20Raises%20Question%20of%20Consultancy%27s%20Liability.htm | tytuł = McKinsey's Close Relationship With Enron Raises Question of Consultancy's Liability | data dostępu = December 2, 2013 | czasopismo = The Wall Street Journal | data = January 17, 2002 | autor = Suein Hwang <!-- nieprzetłumaczone parametry: | author2 = Rachel Emma Silverman -->}}</ref> or ignored warning signs.<ref name="fiftyone"/>

Former ''Financial Times'' journalist Duff McDonald, said McKinsey's confidentiality policy often prevents the public from becoming informed about the firm's work, except after it is exposed through lawsuits or investigations.<ref name="thefirm"/> 13,000 McKinsey documents were released as part of a lawsuit against [[Allstate]], which showed that McKinsey recommended the company reduce payouts to insurance claimants by offering low settlements, delaying processing to wear out claimants through attrition, and fighting customers that protest in court. Allstate's profits doubled over ten years after adopting McKinsey's strategy, but it also led to lawsuits alleging they were cheating claimants out of legitimate insurance claims.<ref>{{Cytuj | url = http://www.bloomberg.com/apps/news?pid=newsarchive&amp;refer=home&amp;sid=aIOpZROwhvNI | tytuł = Home Insurers' Secret Tactics Cheat Fire Victims, Hike Profits | data dostępu = September 2, 2011 | wydawca = Bloomberg | data = August 3, 2007 | autor = David Dietz <!-- nieprzetłumaczone parametry: | author2 = Darrell Preston -->}}</ref><ref>{{Cytuj | url = http://articles.cnn.com/2007-02-09/us/insurance.hardball_1_accident-victims-auto-insurers-allstate?_s=PM:US | tytuł = Auto insurers play hardball in minor-crash claims | data dostępu = September 2, 2011 | wydawca = CNN | data = February 9, 2007 | autor = Drew Griffin <!-- nieprzetłumaczone parametry: | author2 = Kathleen Johnston -->}}</ref>

==Notes==
{{notelist}}

==References==
{{Przypisy}}

==External links==
{{Sister project links | commons =Category:McKinsey & Co. | wikt=no | q=no| b=no | n=no |s=no | v=no | voy=no | species=no |d=no| display=McKinsey & Co}}
* {{Official website|http://www.mckinsey.com/}}
* [http://www.mckinseyquarterly.com/ McKinsey Quarterly]

{{DEFAULTSORT:Mckinsey and Company}}
[[:Category:Companies based in New York City]]
[[:Category:Companies established in 1926]]
[[:Category:History of Chicago, Illinois]]
[[:Category:McKinsey & Company| ]]
[[:Category:Privately held companies based in Illinois]]
[[:Category:Outsourcing companies]]
[[:Category:Life sciences industry]]
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