Consulting


21
Jun 11

Corporations: The Good and the Bad

In Are Corporations Really the Devil? we examined the concept of corporate profit maximization.  Corporations are essentially amoral in nature, pursuing economic efficiency for the benefit of shareholders. In this pursuit they exhibit both good and bad behaviors.  Since Charles Hugh Smith conflates corporations with the “work of the devil,” let’s begin with his thesis of the evil corporation.

The Bad

Having worked for thirty-plus years within the bellies of these beasts I can indeed report lots of bad stuff:

Greed – Executive compensation often dominates the corporate agenda.  It is a costly diversion, consuming the efforts of attorneys, consultants, accountants and senior management.  Management is often diverted from the more important job of running the business.  In the end neither shareholders nor the executives are satisfied.  The result of the process is that there are too many overpaid executives.  Few if any executives demonstrate the management acumen justifying such overly generous compensation packages.

Lack of Foresight – I could excuse large pay packages, if a senior executive had true foresight and talent in matters relating to the business of the corporation itself.  The record of too many CEOs?   They stayed in businesses which should have been sold, missed investing in and deploying new technologies, made horrendous hiring decisions, laid off employees when they should have been hiring, and were late in removing poorly performing executives.   A corollary truth to this realization:  many executives can competently perform their jobs, but few are visionary.  Few executives can follow hockey great Wayne Gretzky’s advice: “…skate to where the puck is going to be, not to where it has been.”

Careerism and Promotions – Many executives put their own career advancement over the good of their employees, fellow executives and the corporation.   And worse, business ethics and simple interpersonal courtesy and manners were routinely and very sadly lacking.   Bad corporate behavior includes:  withholding of critical information, undercutting colleagues’ efforts, and wasteful projects for self aggrandizement.  Many times bad behavior leads to ethical lapses and legal shortcuts that subject the company to expensive liability.

Many times the wrong person is promoted into a higher level job for all the wrong reasons.  The tireless self-promotion and undercutting of colleagues that some executives made their modus operandi sent terrible messages to good performing employees when these behaviors were rewarded with inappropriate promotion and aggrandizement.

Abnegation of Responsibility - When something in a corporation goes wrong, executives who accept blame and responsibility are few and far between.   It is the rare executive who accepts blame for a decision gone awry and takes responsibility for the cleanup.

Job Insecurity – When I began my professional life in 1977, there was excellent job security in corporate America.  Starting in 1981 and each and every year thereafter until I retired in 2009, my corporate employers and many others had work force reductions either through early retirement or layoffs.  It was a fact of life.  Accepting this fact, my belief is that one is paid up to date, and the corporation does not owe the employee lifetime employment.

Bureaucracy – A corporate hierarchy by definition is a bureaucracy. Myriad layers of corporate approval always slow innovation.  In the wrong environment, bureaucracy is a sure condition for good ideas to go nowhere.

The Good

Wealth Accumulation – Given the current state of our tax laws, corporations provide the average employee with a means for wealth accumulation.   Many companies have 401k savings plans, often with generous matching contributions, health spending accounts, defined benefit pension plans, employee stock purchase plans, and medical, dental, vision and life insurance plans.  In my experience a frugal secretary who took advantage of stock purchase and savings plans would be able to accumulate substantial wealth, often times in excess of a million dollars.

Freedom from Discrimination – With our wide range of equal employment and anti discrimination laws, employees of big corporations are largely free of discrimination.   Although much maligned, the human resources department does ensure that employees are treated in accordance with the law and that the workplace is essentially fair.

Training and Promotions – Corporations provide their employees valuable formal and informal training.  Further, many large employers pay for college and advanced courses, thus enhancing resumes and promotional opportunities, notably promotion from within, which increases seniority while maintaining job stability for an employee.    I worked with many secretaries and paralegals who completed college and master’s programs, and then were promoted into management.

Ethical Conduct – Corporations promulgate codes of conduct.  Corporations are serious about enforcing these codes of conduct, as ethical infractions could lead to criminal penalties and fines.  While everyone can point to Enron and WorldCom as counter examples, by and large corporations are ethical bastions with numerous controls in place (internal and external auditors, compliance and legal departments) to deal harshly with violators.

Balancing It All Out

Regulators – Mr. Smith believes that large corporations can bend compliant regulators to their will.   And yes, corporations are profit maximizers in any way they can be.  They are going to try everything within the law to shape the regulatory environment in their favor.   Mr. Smith fails to realize that this is not a one-handed game.  Industry competitors, consumer groups and other activists are also lobbying regulators to bend the rules in their favor.  One corporation cannot entirely shape a regulatory agenda.

Taxes – Commentators lambasted GE for investing in a huge tax department to avoid paying any US income tax.  In law school one of the strongest mantras is:  no taxpayer has an obligation to pay one cent more than is due.  If one does not like GE’s tax avoidance, change the tax laws.

Technology – Much has been made of layoffs, outsourcing and the dispensable employee.  Little thought has been given to the role of technology which has eliminated the need for many jobs. High speed communication innovations and faster, larger modes of transportation have made outsourcing of manufacturing and other jobs feasible.  Are corporations supposed to retain employees when the job no longer exists or is uneconomical to perform in the US?

Man versus Machine

Corporations are a legal construct.  They are created by humans and are flawed like humans.  On balance, they probably do more good than bad.  To particularize the current state of affairs, we live in a highly competitive, financially short sighted world. And knowing that means that the days of guaranteed employment, lush compensation and benefit packages, and benevolent corporations will not be returning in our lifetimes.  In the end I guess no one likes to contemplate the thought that we are all dispensable.

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22
Mar 11

Exposing the CULT in ConsULTant

Yves Smith of Naked Capitalism uses the insider trading accusations against Rajat Gupta, former managing director of McKinsey and former Procter & Gamble and Goldman Sachs board member, as a springboard to analyze the role of business consulting.  See McKinsey, the Insider Trading Scandal, and the Problems with Consulting.  Ms. Smith, a McKinsey veteran, catalogs the rise of her former firm and its current state:

McKinsey at the Beginning

Originally a time and motion study firm, McKinsey evolved to a premiere business consulting firm, selling its high quality, professional studies to large business clients.  These studies purported to be fact based, objective analyses, “telling the clients the truth even if they might not like it.”  A partner’s goal was relationship building and repeat engagements.

The intellectual heavyweights of the firm were top of the class MBAs from leading business schools.

McKinsey Now

  • Partners now consult on a specific problem and maintain relationships with the senior hiring executive to earn repeat business.  Does the client now receive unvarnished truth or “leading edge conventional wisdom?”
  • Does the firm “add value” or ever change client behavior?  On the contrary, I suspect the firm is serving as a kind of corporate therapist, only the patient never gets any better.  Again, a great way to earn repeat business.
  • With a constant need to perform studies, keep young employees productive and cost effective, McKinsey gravitates to troubled client firms with weak management.
  • Despite efforts to maintain consistent professional standards and quality, the McKinsey product has varied widely by partner, with embarrassing episodes of falsified data and poor advice.  Ms. Smith points to the AOL-Time Warner merger, Swissair bankruptcy, Enron collapse and other bad business strategies and outcomes as examples of poor consulting work.
  • To meet Wall Street competition for MBA’s, McKinsey raised rates and became an aggressive marketer of its services.
  • The Rajat Gupta allegations of insider trading undermine the expected trusted relationship between consultant and client.

See McKinsey, the Insider Trading Scandal, and the Problems with Consulting.

The Cult of the Expert

Ms. Smith expertly analyzes McKinsey’s rise and current path. She and I agree McKinsey’s current problems are emblematic of management’s over reliance on outsiders for analysis and decisions appropriately made in-house. At one time or another, my former employers have retained a number of the name brand consulting firms.   A couple of first hand observations:

  • How naive to believe that freshly minted MBAs with little or no practical business experience can add real value. These neophytes write well, dazzle with mathematical formulas and research, but are short on wisdom, judgment and usable advice.
  • Most of consultants’ research studies can be replicated by sending one’s own very bright employees to a corporate or local university library.  In fact, I routinely turned down hiring a consultant and used my own staff to research business problems. The results were excellent and very practical.  [Note: my staff should produce quicker, better cost-effective results; they know the business and are not billing by the hour.]
  • Insecure or weak managements are the target client base for business consultants.  Insecure management lacks confidence in its own judgment, thus creating a need for consultant validation.
  • The corollary to “insecure management” is “cowardly management.”  Unfortunately, many times management demonstrates both traits which opens the door to long-term consulting engagements. Consultants provide “air cover” for this folly:  McKinsey is the business version of a “Good Housekeeping Seal of Approval.”  In response to internal or external criticism of a business decision, management can respond that “I was merely following McKinsey’s recommendation.”
  • McKinsey can also be the CEO crutch to convince a skeptical or spineless Board of Directors to approve an important corporate decision: spin off a division, merge with another company, discontinue a pension plan, increase debt to equity ratios, or other corporate level actions implicating the fiduciary duty of the director to the shareholders.  An Ivy League-trained senior consultant, speaking in well modulated tones with multi-industry experience, backed by a wealth of data and analysis, can serve as the “closer” to convince the Board to ratify management’s strategy.

Human Nature

In narrow specialized areas, the cult of the “expert” may be useful.  An expert can diagnose a cancer or heart disease and in many cases successfully treat it.  Alas, business is not like medicine.  Rather, it is a blend of art, science, psychology, economics, mathematics, marketing, law, accounting, finance, experience, and old fashioned common sense.  Rarely is there only one right answer. But we are all entitled to our own levels of insecurity. And yes, it is good to have facts and rigorous analysis.

I worked for organizations that over used consultants to the point of undermining and neutering their own senior management.  I also worked for an organization that used virtually no consultants; their reluctance reinforced the insularity in their own management group.    A well-defined and limited role for a consultant indeed exists.  A good consultant can help with areas of uncertainty or in house inexperience or lack of resources.  Importantly, a good consultant will even provide a new perspective and derail unproductive in house “group think.”

One of the eternal truths is that no one can guarantee the perfect answer to a business problem.  In the end it is a CEO or senior executive who must decide and be held accountable.  Jean Francois Revel wrote about the European cult-like infatuation with communism in Without Marx and Jesus. Perhaps we need to debunk the cult of the all-knowing business consultant.  Maybe we could prepare a study entitled:  “Without McKinsey or the Boston Consulting Group.”

 

 

 

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