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McKinsey: Last Week Tonight with John Oliver (HBO)
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♪ ("LAST WEEK TONIGHT" THEME PLAYS) ♪
Our main story tonight concerns business.
A word that somehow describes the front part of a mullet,
the second nicest seat on an airplane,
and the single saddest room in any hotel.
(AUDIENCE LAUGHS)
Specifically, we're gonna talk about
the businesses that make other business's business
their business.
Management consultants.
There are three big firms.
And tonight, we're gonna focus on
the oldest and largest one, McKinsey & Company.
It's been around for nearly a century
advising both big companies and government agencies
on how to fix their most complex and urgent problems.
NARRATOR: McKinsey was founded in 1926
by James O. McKinsey.
He was a professor at the University of Chicago
and an expert in management accounting.
By the 1950s, the firm was assisting the White House
with staffing organization.
Which, according to the company, would lead to the creation
of the Chief of Staff role.
In 1970, McKinsey helped create the barcode.
-(BEEPS) -Yes, that barcode.
That's actually true.
McKinsey did help invent the barcode.
And I know that's a little disappointing.
Maybe you thought it was invented
by a grocer in the '60s who dreamt of a way
for computers to taste fruit.
Maybe you thought the beeps were just how the program
says "yum."
But I'm afraid that you're imagining
a better world than the one we actually live in.
But it's not just barcode innovation.
Firms like McKinsey sell themselves as can-do experts
who can come in, provide an outside perspective,
and fix whatever ails a company.
Whether it's reengineering an organizational chart,
working on digital strategies,
or deciding whether to sell off part of their business.
You name it, they'll advise you on what to do.
And McKinsey's worked with everyone,
from companies like Coca-Cola, Best Buy, and AT&T
to government agencies like the Department of Defense,
and ICE.
McKinsey is massive, and it's ubiquitous.
It has offices in at least 65 countries
and an annual revenue estimated at 15 billion dollars.
But McKinsey doesn't see itself as just a bunch
of PowerPoint slinging,
power suit wearing micro managers.
As you can tell from their recruitment videos,
they see themselves as operating
as a force for good in the world.
Our purpose is to create
positive, enduring change in the world.
The work you do with McKinsey will matter.
What we are doing on a day-to-day basis
is really impacting the lives of thousands of people,
sometimes more.
What's really great about McKinsey is it provides you
with an opportunity to work on really hard problems
that are also really interesting
and also really actually matter.
Right.
McKinsey consultants are encouraged to see themselves
as world changers.
As a humble McKinsey partner once put it...
(AUDIENCE GROANS)
Which is a hell of a group to put yourself in.
Look, there's just three cool guys left in the world now,
Henry Kissinger, Kevin Spacey, and me!
(AUDIENCE LAUGHS)
And the truth is, McKinsey's reputation
has taken a bit of a knock in recent years.
It's found itself under scrutiny for everything,
from exacerbating income inequality,
to helping market dangerous products,
to enabling authoritarian regimes.
And former employees have pointed out
that for all its talk of making the world "a better place,"
it's worked for some of the planet's biggest polluters
while getting hundreds of millions of dollars in return.
In fact, one of those disillusioned employees
paints a pretty damning portrait
of what the company is at its core.
They serve a lot of clients with really harmful effects.
They know exactly what the repercussions
are going to be.
And then they say, "We're gonna do it anyway."
And that tells you all you need to know about the firm.
Right.
That's an inherently alarming thing to hear about a business, isn't it?
Generally, you want companies to mitigate harm,
not actively seek it out.
It's what LEGO has a choking hazard warning
on its packaging, instead of one that says,
"Now with blue raspberry flavor!"
(AUDIENCE LAUGHS)
So if it's that influential, that ubiquitous,
and is behind so much harm,
tonight, let's take a look at McKinsey.
And if this is the first time you are hearing McKinsey's name,
don't be embarrassed.
Because for a company with so much reach,
it's gone out of its way to try and keep a low profile.
It doesn't publicize its client list
and even its offices can be hard to spot.
AMNA NAWAZ: We stopped by McKinsey's headquarters
at 3 World Trade Center in lower Manhattan.
Well, it's such a powerful company,
and yet you'd never know they were here.
There's not a single McKinsey sign anywhere.
Why is that?
They don't want anyone to know anything about 'em.
They want everything done in secret.
And if that includes where they work, then so be it.
Well, that's not innately suspicious at all, is it?
You've sealed yourselves inside an expensive,
glass-fronted, nameless lair
that is completely invisible to anyone,
unless, that is, they simply type "McKinsey" into Google Maps
or happen to hear that journalist say,
"3 World Trade Center,"
while she literally showed you their address.
Kudos, by the way. That was a dick move,
and I genuinely appreciate it.
(AUDIENCE LAUGHS)
But discretion is only part of McKinsey's brand.
They've also cultivated a reputation for hiring
the best and brightest, fresh out of elite colleges
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