A fast-paced account of a key business institution, its deeds and misdeeds.
A history of the McKinsey consulting business and an evaluation of whether it is a “net increaser of ‘value’ or merely the most capable mercenary force in the corporate world.”
In a timely book, Fortune and New York Observer contributor McDonald (Last Man Standing: The Ascent of Jamie Dimon and JPMorgan Chase, 2010) probes the leading business consulting company in the country, considering McKinsey's role in the functioning of America’s corporations and their leadership. The author leaves no doubt about his own critical views as he discusses such questions as whether the firm's advice is worth what its customer pay. He discusses the extent to which it has been “preying on the insecurity of ‘keeping up with the Joneses’ ” by feeding on the tendency of one organization to imitate another or simply providing corporate leadership with cover stories from the outside “disinterested expert” who recommends what corporations want to do anyway. McDonald asserts that McKinsey “made the bulk of its money helping its clients slash costs” and suggests the company may have been the impetus for more job losses than any entity in U.S. corporate history. Originally, business consulting provided a way for corporations to maneuver around antitrust laws and a vehicle for swapping intelligence and business practices. Marvin Bower, successor of the founder, made McKinsey into the force it became as top companies like General Motors were recruited as clients in the 1930s. Contracts to reorganize national security and defense during the Eisenhower administration gave the company new leverage and clients. McDonald discusses whether the advice the company gave during the 1990s to clients like Enron and Citibank may have contributed to subsequent economic crises. He also emphasizes the firm's defense that they only provide advice; others choose whether to implement it.
A fast-paced account of a key business institution, its deeds and misdeeds.Pub Date: Sept. 10, 2013
ISBN: 978-1-4391-9097-5
Page Count: 416
Publisher: Simon & Schuster
Review Posted Online: June 16, 2013
Kirkus Reviews Issue: July 1, 2013
BOOK REVIEW
BOOK REVIEW
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
SEEN & HEARD
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