When the most powerful executives in the world have a problem they just can’t crack, many of them turn to McKinsey – a prestigious and secretive consulting firm that has been influencing business and government decisions for decades. But now, as consumers require more transparency, the company has been thrust into the spotlight.
12 mininfluential in Western Europe they havebeen for half a centurywhether that’s England or Germany orelsewhere but also some recent New YorkTimes reporting has shown that they are
very involved with China a lot ofstate-owned enterprises Saudi ArabiaSouth Africa is a great example therethe company was ensnared in a governmentcorruption scandal McKinsey repaid aboutseventy four million dollars in fees andwhile not admitting legal wrongdoing hasapologised for its involvement globalmanaging partner Kevin Schneider toldCNBC Africa I think we’ve learned manylessons from the saga not the least ofwhich is when you make a mistake it’sbest to say sorry quickly and clearlyand then take steps to ensure you don’trepeat the errors and so the second
Pinned in the doorway of Eric Schmidt’s snug corner office in Mountain View, Calif., is a comic strip that neatly sums up what the longtime Google chief executive wants you to know about himself and the company.
The cartoon, custom-created for Mr. Schmidt, shows Google’s technology rivals making supposed apologies. There’s Facebook ’s Mark Zuckerberg saying, “Sorry…but we’re still right.” Then there’s Apple Inc.’s Tim Cook saying, “You’re holding it wrong.” Finally, there’s Mr. Schmidt, who says, “We screwed up. Sorry.”
This is the Google way, perfected under Mr. Schmidt: high-minded, self-assured and a little smug.
Mr. Schmidt says that his approach is derived from the many lessons he learned from his late mentor, the Silicon Valley management guru Bill Campbell: “If you make a mistake, admit it, and do it right now. And if you didn’t make a mistake, don’t admit it.”
.. While it is now de rigueur for startup founders to take on formal mentors, Mr. Campbell was the beta version of the trend, personally counseling Mr. Schmidt, Steve Jobs, Facebook’s Sheryl Sandberg and many other Silicon Valley stars. A former Columbia University football coach who became a wealthy tech executive and adviser, Mr. Campbell was known for getting through to type-A people who might otherwise struggle to think of themselves as part of a team.
Mr. Schmidt credits Mr. Campbell for talking him off the cliff when he threatened to quit Google early on after being asked to relinquish his title of chairman. “Your pride is getting in the way,” Mr. Campbell told him, Mr. Schmidt recalls.
Later, Mr. Campbell helped to soften Mr. Schmidt’s edges as a boss. “Like, for you, I’d say: ‘You’re the best writer I’ve met in your generation,’ ” Mr. Schmidt says, with considerable overstatement. “Then I’d read something and say, ‘Well, you missed something, you could do better.’ Notice how because I’ve praised you, now you want to be a better person.”
.. When asked about Apple founder Steve Jobs, with whom Mr. Schmidt had a public falling-out over Google’s development of rival mobile software, Mr. Schmidt diplomatically observes, “When Steve was upset, he was loud.” He hastens to add: “Steve was a good friend, and I miss him terribly.”
Mr. Schmidt’s arrival on the self-help circuit comes amid a tide of leadership missives from wealthy entrepreneurs. The hedge-fund billionaire Ray Dalio has spent more than a year evangelizing his book of “Principles,” which tells employees to argue with one another and rank each others’ performance in real time. Mr. Schmidt, who says he knows Mr. Dalio well, calls that approach “sort of the extreme.” He prefers to deliver hard feedback behind closed doors. He says that he steered clear of Wall Street early in his career because “it wasn’t forgiving…it wasn’t tolerant.”
The truth is, Sheryl Sandberg has been preoccupied with her own P.R. — and has been a master of the cold science of optics — ever since she was a teenager. One of the most revealing stories in “Lean In” is about her senior year, when she was voted Most Likely to Succeed. Believing that the title would interfere with her chances of getting a date to the biggest party of the year — “Who wants to go to the prom with the smartest girl in the class?”— she got a friend on the yearbook to remove the designation.
.. Much of the advice Sandberg gives in “Lean In” is, frankly, unapologetically strategic. And why ever not, when the obstacles to female advancement can seem as high as the moon? But controversially, much of it was also retrograde, a nod to realpolitik: Ask for a raise because women as a group tend to be underpaid, not because you personally deserve it. Note that someone more senior to you suggested that you ask for this salary negotiation in the first place. Be “relentlessly pleasant,” to borrow a phrase from Mary Sue Coleman, president of the Association of American Universities.
.. What makes Sandberg’s current behavior so unsavory is that she put corporate interests — and her own image — ahead of the needs of democracy. She would sooner downplay Facebook’s involvement in a national security crisis than compromise the integrity of her reputation. And in so doing, Sandberg, one of the country’s most influential and renowned feminists, may have contributed to the historic loss of the first viable female candidate for president of the United States.
Even when the Facebook leaders understood the problem, they tried to hide it.
Right after the election Zuckerburg was dismissive of the idea that Fake News influenced the election.
People within the company thought he was out of touch.
At the time Facebook was under pressure.
Trump had won the election using social media, but Facebook was dismissive.
Facebook employees saw the tip of the iceberg . They had been following Russian
Mark wanted to find a technical fix.
Sheryl was thinking about the legal risk and was wondering whether they would find out things they didn’t want to know. Sheryl was thinking about what the consequences would be.
Sheryl yelled at the security team for investigating Russian interference without formal approval.
The leadership was concerned that Washington was controlled by conservatives who would have an adverse reaction to an investigation or efforts to curb this activity. Conservatives already think Silicon Valley is a bunch of hippies.
There was pressure within Facebook not to publish anything linking activity back to Russia. Sheryl(?) also signed off on a policy not to take down the Russian troll accounts.
Mark Zuckerburg was traveling the country, milking cows, and acting as though he wanted to run for President.
Sheryl Sandberg was running her own “Lean-In” brand.
Alex Stamos (Security Chief) briefs the audit committee and the board’s response is to yell at Mark(?) and Sheryl(?)
The leadership holds a big meeting and Sheryl yells at Alex Stamos for
- not briefing her fully
- admitting that they hadn’t fully got a grip on the situation
- suggesting that Russia would likely do this again in the future
Alex has gotten in trouble in the past for being too transparent
The Cambridge Analytical Scandal illustrates:
- The consequences of surveillance capitalism
- The potential of Facebook to influence elections
Apple CEO Tim Cook castigates Facebook for their business model.
Facebook conducts an advertising campaign and privately goes on attack using the Washington PR opposition research campaign, which uses the NTK network which publishes propaganda.
Confronted with a Propaganda Scandal, they turn to a PR campaign to create their own Propaganda.
Attacks Apple and Tim Cook. Attack George Soros, arguing the Facebook’s criticism was masterminded by George Soros. In taking on Soros they are getting into the smear and conspiracy business.