Word: mckinseys
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Dates: during 2000-2009
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...companies themselves or their workers. The very consultants who touted mergers in the 1990s have since published studies about the outcome, and they make stark reading. One survey by consultants A.T. Kearney revealed that 58% of mergers failed to reach the value goals set by top managers. A McKinsey & Co. report found that 40% of mergers failed to capture the cost advantages that theoretically justified the takeover. Most starkly of all, Booz Allen & Hamilton concluded that "the likelihood of failure is greater than 50%, however you measure success - shareholder value, stock price, profitability or attrition." In other words, mergers often...
...reserves and then used tomorrow's optimism," said Lewis, a philanthropist who had given the Guggenheim $50 million and chipped in with an additional $12 million to take the foundation out of an operational deficit. Krens' response: "Peter likes to shoot from the hip." Krens also brought in consultants McKinsey to examine the foundation's business model. As if all that weren't enough, Krens is routinely assailed by New York critics for the quality of some of the Guggenheim's shows. The New York Times dismissed the Guggenheim's Armani show, an exhibition of outfits and sketches currently...
...definitely think recruiting was a lot more challenging this year than previously,” says Christopher J. Yip ’03, who managed to land a position with the consulting firm McKinsey & Company. He notes that those wanting jobs in the field often had to show much more flexibility than was required in previous years, such as being willing to take jobs wherever they were offered...
...pointed to the new emphasis on bulk-buying programs—a measure recommended by a McKinsey study released last year—as one way the central administration is helping to cut costs across the University. The study found that the University could save up to $100 million a year through its combined purchasing power...
...That's the radical idea behind Why Pride Matters More Than Money, Jon Katzenbach's engaging new book about what motivates employees and what doesn't. A former senior partner and director at McKinsey & Co., Katzenbach runs his own consulting firm in New York City. For this book, he has drawn on hundreds of recent interviews and his 40 years of experience in consulting. What quickly becomes clear is that workers such as Jenkins (most names in the book are fictitious) aren't selfless grinds; they have simply found satisfaction in their work in some personal way. Jenkins thrives...