Published Feb 7, 2022

Office Hours: McKinsey’s Mistakes, Arizona State’s Online Initiative, and the Great Resignation

Scott Galloway delves into Arizona State University's ambitious plan to enroll 100 million students and its potential to transform higher education, examines the complex causes behind the Great Resignation and declining college enrollment, and scrutinizes McKinsey's history of ethically questionable practices within the consulting industry.
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Episode Highlights

  • Controversies

    McKinsey's involvement in controversial cases, such as their advisory role in the opioid crisis with Purdue Pharma, has sparked significant criticism. highlights the firm's complex role in advising companies, sometimes leading to ethically questionable decisions. Despite these controversies, McKinsey remains a sought-after consultant for companies like Peloton, which hired them to review its cost structure amid financial struggles 1.

    The firm has also paid $15 million in the past few years to the US Department of Justice over conflicts of interest in bankruptcy cases they were involved with.

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    Galloway suggests that McKinsey's public hiring by companies can serve as a statement of seriousness and a means to validate strategic decisions 2.

       

    Strategic Role

    Consulting firms like McKinsey are often seen as strategic assets for companies seeking external validation and strategic insights. argues that McKinsey's brand is akin to a gold standard, attracting companies that want to leverage their data-driven approach and emotional distance from internal politics 3. This perspective allows consultants to offer unbiased advice, often validating what companies already suspect but are too close to acknowledge.

    It's all about brand. McKinsey is kind of seen as a gold standard here.

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    Despite the firm's controversies, Galloway remains bullish on consulting as a career and believes that hiring firms like McKinsey can be beneficial for companies like Peloton, which are navigating complex challenges 2.

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