McKinsey & Company stands as one of the largest and most influential consulting firms globally. Yet, despite its vast reach, the true nature of what corporate consultants at McKinsey do remains obscure to many. Two investigative journalists set out to pull back the curtain on this secretive powerhouse, revealing a mixed legacy marked by impressive influence and troubling controversies.

The Prestige and Reach of McKinsey

At elite universities like Harvard, it has become almost routine for recruiters to seek out the brightest minds, and McKinsey ranks consistently among the top coveted employers. To many students, working at McKinsey represents a pinnacle career goal, comparable in prestige to their own academic institutions. But what exactly does McKinsey do that warrants such enthusiasm?

In essence, McKinsey offers strategic advice that companies and governments pay handsomely for. Founded in 1926 by a University of Chicago professor, the firm built a reputation as an efficiency expert, involved in optimizing operations that impact everyday life—from fuel distribution to retailer supply chains. If you have heard of a major company or governmental agency, chances are McKinsey has worked with them or is currently doing so.

The Secretive Nature of Their Work

For decades, McKinsey operated without much public scrutiny, keeping its clients and financial dealings under wraps. Investigative journalists Walt Bogdanich and Michael Forsythe, through their book When McKinsey Comes to Town, provide rare insight into McKinsey’s wide-ranging clientele that spans Walt Disney, US Steel, health care providers, tobacco companies, and even foreign states such as Saudi Arabia. This cloaked network of clients highlights McKinsey’s role as a global conduit for spreading management ideas—and sometimes controversial practices—with enormous impact.

Insiders who have worked at McKinsey recount a complex reality. While consulting offers a chance to wield considerable influence and “change the world,” it can also mean advancing initiatives for clients whose missions may cause harm. Former consultants like Eric Edstrom and Garrison Lovely reflect on the trade-offs between professional excitement and ethical dilemmas, especially when engaging with industries such as fossil fuels and tobacco.

Controversies and Conflicts

McKinsey’s secretive dealings came under intense public scrutiny amid the opioid crisis. The firm paid nearly $600 million to settle lawsuits alleging their role in helping Purdue Pharma aggressively market OxyContin—contributing to widespread addiction and thousands of deaths. At the same time, McKinsey was consulting for regulatory bodies like the Food and Drug Administration, raising concerns over conflicts of interest.

Despite denials by McKinsey’s leadership and assertions of strict internal policies to segregate client information, lawmakers and watchdogs remain skeptical. Observers question how a single consulting firm can provide advice to both a major drug manufacturer and the agency tasked with overseeing pharmaceutical safety. This scenario reveals the structural challenges inherent in such a powerful and secretive advisory firm.

Further scrutiny extends to McKinsey’s past involvement with entities like Enron, Immigration and Customs Enforcement, and state-controlled Chinese companies. While defenders argue McKinsey delivers positive value to many clients, critics emphasize the firm’s dual role in enabling both beneficial growth and harmful corporate or governmental practices.

McKinsey’s Response and Ongoing Influence

In response to criticism, McKinsey claims that the investigative book mischaracterizes its work and insists that new, more rigorous client selection policies are now in place. Notably, the firm has chosen to no longer represent tobacco companies, signaling some recognition of reputational risk.

Nevertheless, these controversies have done little to dampen McKinsey’s allure. Over a million applicants vie for positions each year, and the firm continues to collect substantial contracts—including nearly a billion dollars from the U.S. federal government since 2006. Powerful organizations seem reluctant to forgo McKinsey’s support, underscoring the firm’s entrenched role at the highest levels of business and government.

Conclusion

McKinsey’s story is one of profound influence cloaked in confidentiality. It operates at the intersection of innovation, power, and ethical complexity, shaping decisions that affect millions worldwide. As public awareness grows, the firm faces increasing demands for transparency and responsible client selection. Yet, its reputation as an indispensable advisor endures—cementing McKinsey’s enigmatic status as both a force for transformative ideas and a lightning rod for controversy in the corporate and political worlds.