Louder with Crowder - MCKINSEY UNCOVERED: INSIDE THE WORLD'S MOST SINISTER COMPANY

00:00:00.000 What exactly is McKinsey & Company?

00:00:03.000 It's the world's top consulting firm.

00:00:04.000 It serves 80 of the Fortune 100 companies.

00:00:07.000 The McKinsey & Company's client list is full of bad actors, domestic, authoritarian, foreign regimes, communist state-owned enterprises.

00:00:15.000 But given the firm you represent has played a not-so-insignificant role in things like the opioid crisis... They operate at the expense of someone you know.

00:00:24.000 What would your advice be to the 2,000 workers that are supposed to be terminated?

00:00:30.000 Some of the cost-cutting initiatives even quite literally led to death.

00:00:33.000 As it entered a tunnel, the train derailed.

00:00:36.000 And they must be exposed at every opportunity.

00:00:38.000 $10 billion in annual profit, control over 80 of the Fortune 100 companies, and unparalleled influence over the world's most powerful governments.

00:00:53.000 If I ask you to name the most powerful companies in the world, some names would probably spring to mind.

00:00:58.000 Pfizer, BlackRock, Berkshire Hathaway, even the Umbrella Corporation.

00:01:02.000 Commitment, honesty, integrity.

00:01:07.000 But what if I were to tell you that you're missing one?

00:01:11.000 That there's another company just as powerful, just as big, and even more nefarious.

00:01:16.000 One with which my very own team was actually lucky enough to spend some personal time.

00:01:23.000 Why should we actually believe that two representatives from McKinsey care about the well-being of the American worker?

00:01:33.000 I think you'll have to decide for yourself whether or not you want to take what we've shared today as helpful.

00:01:42.000 If that exchange seems a little confusing, you probably need a little backstory.

00:01:47.000 Enter McKinsey & Company.

00:01:50.000 Who are they?

00:01:50.000 What do they do?

00:01:51.000 The fact that most of us have to ask that question means that we are behind the eight ball in a big way in understanding the incredibly destructive impact that McKinsey & Company, remember that name McKinsey & Company, has inflicted upon the American people.

00:02:09.000 So, to grasp this, let's start with the front, okay?

00:02:13.000 The part that you probably have seen.

00:02:15.000 Think of a storefront, and stay with me here.

00:02:17.000 A lot of it has been presented under this guise of consulting.

00:02:22.000 Anyone who spends time on social media has likely seen one of these day-in-the-life videos from people in the consulting world.

00:02:22.000 That's a fun word.

00:02:29.000 And it's thrust into your feed mercilessly without your consent.

00:02:33.000 In life as a consultant in New York City, here we go.

00:02:35.000 Start my day off with a workout, getting ready.

00:02:38.000 Get a sandwich packed.

00:02:40.000 Pretty casual today for the office.

00:02:42.000 This is the office.

00:02:43.000 Again, not many people come in, but that's okay.

00:02:46.000 A quick coffee break, snack break.

00:02:49.000 Then went in this breakout room to kind of just get some work done.

00:02:52.000 Pray for my posture, please.

00:02:53.000 More snacks.

00:02:54.000 Now to a meeting room for a meeting to close the day out.

00:02:58.000 Now these videos are meant to romanticize the consulting, I'll keep doing this, consulting industry and attract applicants from the nation's top business schools.

00:03:07.000 They want you to think that their consulting world is a lot like this.

00:03:12.000 When in reality, the consulting world is more like this. 0.99

00:03:26.000 Crap, sorry, wrong clip. 0.98

00:03:27.000 I mean more like this. 0.99

00:03:29.000 Yeah, Bob is a consultant.

00:03:35.000 In a nutshell, consulting firms give advice and direction to companies focused entirely on maximizing shareholder

00:03:44.000 profits.

00:03:47.000 So, that's the boring part.

00:03:49.000 Really, at the end of the day, consulting firms are at best professionally useless, and at worst, and most likely, actively destroying America, or the country you live in.

00:04:00.000 According to a former management consultant who spoke exclusively with our team here, the way it works is upper management will have a pet project they're afraid to back, so they hire a consulting firm to push said pet project.

00:04:11.000 Consulting firms are then hired to give the client what they want at the end of the day.

00:04:15.000 90% of what consultants provide is information the business already knows.

00:04:19.000 Consultants spend 50% of their time justifying their existence to clients, which means they aren't really doing anything 50% of the time.

00:04:28.000 Just a lot of waste and bloat.

00:04:30.000 Now some of you would say that that's a mischaracterization.

00:04:32.000 Fair. 0.98

00:04:33.000 So I would ask you, do these professional broads strike you as useless? 1.00

00:04:36.000 So our workforce is only becoming more diverse. 0.92

00:04:39.000 Inclusion is only going to matter more. 0.99

00:04:42.000 And so we really need our people, leaders, to lean into this.

00:04:47.000 It feels like hard work sometimes, and moving cultures is hard work.

00:04:53.000 A lot of times though, moving sort of, what I think of as like micro-cultures, right?

00:04:57.000 The culture on your team, the culture on a project.

00:05:01.000 That can move a lot faster than people often think or than people sort of give it credit for.

00:05:06.000 So showing up with a different set of behaviors and encouraging it in others can pretty quickly move the needle for any individual's experience.

00:05:15.000 The answer is yes.

00:05:17.000 We'll go back to those two lovely ladies who happen to be partners for McKenzie in a little bit. 1.00

00:05:27.000 But first, what exactly is McKinsey and Company?

00:05:32.000 Why should you care?

00:05:32.000 How does it affect you?

00:05:34.000 All right.

00:05:35.000 It's the world's top consulting firm.

00:05:37.000 It was founded in 1926 by James O. McKinsey.

00:05:41.000 It has 90 offices in 50 countries.

00:05:43.000 It serves There's 80 of the Fortune 100 companies as well as national governments.

00:05:47.000 That's important.

00:05:48.000 We'll come back to that.

00:05:49.000 $10 billion in annual profit.

00:05:51.000 That's more than $1 million per hour.

00:05:54.000 And key McKinsey & Company alumni include Arkansas Senator Tom Cotton, Alphabet CEO, that means Google and YouTube.

00:06:02.000 Sundar Pichai, gross, I threw up in my mouth a little bit.

00:06:05.000 Former Meta COO, Sheryl Sandberg, that's formerly Facebook. 0.99

00:06:09.000 And everyone's favorite resident gay, Pete Buttigieg. 0.96

00:06:14.000 Butt gig. 0.96

00:06:17.000 So McKinsey and Company's client list is full of bad actors, domestic, foreign, private, and public.

00:06:24.000 You remember Purdue Pharmaceuticals, the company who actually did play a role in the legitimate opioid epidemic in the 2000s?

00:06:31.000 And I know that's a third rail, people have blown it out of proportion, but Purdue, OxyContin, right?

00:06:35.000 There was a problem.

00:06:36.000 McKinsey, Advise consulted Purdue on how to increase the sales of the OxyContin pill right in the middle of that epidemic.

00:06:44.000 It was McKinsey who advised the company how to sell high-dose pills even after Purdue.

00:06:50.000 Pleaded guilty to misleading regulators and doctors.

00:06:54.000 Now between 1999 and 2021, deaths involving opioid prescriptions, and this is important because I understand that the opioid epidemic, a lot of it, most of it has to do with street drugs.

00:07:05.000 But opioid prescription deaths, rose from less than $5,000 a year to more than $16,000 per year.

00:07:14.000 Which is why in 2021, McKinsey settled to pay nearly $600 million for their role in the epidemic.

00:07:23.000 That's a lot of nuts!

00:07:26.000 I don't want to focus on that so much as the fact that there's a huge conflict of interest.

00:07:31.000 McKinsey not only advises these kinds of companies, But at the same time, the regulatory agencies that are supposed to be overseeing them.

00:07:39.000 For example, they were advising Juul on how to sell vapes.

00:07:42.000 You're an adult, if you want to use a Juul, fine.

00:07:44.000 But they were also advising the FDA on how to regulate vaping and nicotine while collecting checks from both.

00:07:52.000 Greed, for lack of a better word.

00:07:57.000 And the part that really grinds my gears, or would, if I was an early 19th century version of what we imagined a robot to be, is that McKinsey advises authoritarian foreign regimes and communist state-owned enterprises.

00:08:13.000 An example, in 2016, McKinsey helped the Saudi government intimidate, arrest, and jail dissidents.

00:08:22.000 McKinsey had prepared a nine-page report measuring the public perception of certain Saudi economic policies and cited three individuals who were driving much of the largely negative coverage on Twitter.

00:08:31.000 A Saudi Arabia-based writer named Khalid al-Alqami, a dissident living in Canada, named Omar Abdulaziz, and an anonymous writer.

00:08:41.000 After the report was created, Al-Elkami, say that three times fast, was arrested and Abdulaziz's brothers living in Saudi Arabia were put in prison.

00:08:49.000 The anonymous Twitter channel was shut down.

00:08:52.000 Abdulaziz also says that his brothers, friends, associates in Saudi Arabia have been arrested and tortured, including electrocution, waterboarding, and his younger brother may have even had his teeth pulled out.

00:09:05.000 Now if that doesn't do it, McKinsey has also worked with Chinese state-owned companies.

00:09:09.000 Now when I say that, what I mean to say is the Communist Chinese Party.

00:09:13.000 They were working for a company called China Communications Construction Company.

00:09:17.000 And this is the company that did a lot of work building the islands in the South China Sea, these artificial islands that China is militarizing and is making the South China Sea into basically what could become a Chinese lake.

00:09:32.000 This is, you know, very much a problem for U.S.

00:09:35.000 foreign policy, for the U.S.

00:09:37.000 Navy.

00:09:38.000 Yet, at the same time, McKinsey's also been doing consulting work for the Pentagon and for the U.S.

00:09:43.000 Navy.

00:09:44.000 McKinsey's consulting contracts with the federal government give it an insider's view of U.S.

00:09:49.000 military planning, intelligence, and high-tech weapons programs.

00:09:52.000 But the firm also advises Chinese state-run enterprises that have supported Beijing's naval buildup in the Pacific and played a key role in China's efforts to extend its influence around the world, according to an NBC News investigation.

00:10:05.000 Some official Chinese representatives weighed in on the report.

00:10:14.000 Compelling.

00:10:15.000 By the way, if you enjoy this, you may consider tuning in Monday through Friday, 10 a.m.

00:10:18.000 Eastern, right here on YouTuber Rumble, where we do a daily show that covers the entire spectrum.

00:10:25.000 But it's a comedy show.

00:10:27.000 Today's a little more serious.

00:10:32.000 Now, here's the issue.

00:10:34.000 You can serve the American consumer and working man or woman or Z, or The Saudi Arabian government or the Communist Chinese Party.

00:10:46.000 You can't serve all of these masters.

00:10:48.000 Which master is more powerful?

00:10:50.000 Which one is dangling a bigger carrot? 0.97

00:10:52.000 And McKinsey and company, as consultants, have potentially irreparably wrecked the American middle class. 1.00

00:11:01.000 Look what you did, you little jerk! 1.00

00:11:03.000 Now, to be clear, I'm pro-business, okay? 1.00

00:11:05.000 There's nothing wrong with doing good business or making a profit.

00:11:09.000 The difference is that starting in the 1970s, McKinsey & Company focused exclusively on shareholder profits with conflicts of interest, advised companies to hyper-concentrate management functions among elite executives.

00:11:26.000 I'm the company now.

00:11:28.000 And production workers were also stripped of basic managerial functions.

00:11:32.000 Downsizing happens, but this wasn't the result of market forces, business conditions, or even necessity, but a new managerial worldview from the top down.

00:11:44.000 McKinsey partner John Newman wrote about the new business strategy in his memoir, saying, The process, though swift, is not painless.

00:11:53.000 Since overhead expenses are typically 70 to 85 percent people-related, and most savings come from workforce reductions, cutting overhead does demand some wrenching decisions.

00:12:05.000 Now, when IBM took their consulting into account and decided to remove lifetime employment, the officials there asked gun store owners near the headquarters to close their shops while, quote, employees absorbed the shock.

00:12:18.000 So a lot of jobs gone forever that never come back, right?

00:12:22.000 And that hurts upward mobility, class mobility, pay discrepancy.

00:12:25.000 But here's the thing.

00:12:26.000 It hurts class mobility.

00:12:29.000 Because of a company with a worldview beholden to foreign governments who do not believe in the value of class mobility.

00:12:38.000 According to the former consultant, who spoke with us exclusively, the mentality pushed by McKinsey et al.

00:12:43.000 is definitely a contributing factor to the demise of the middle class.

00:12:47.000 It pushed the idea that you have these uber-powerful CEOs commanding the entire firm from the top and hollowed out the middle management.

00:12:55.000 And this is a super important point, okay?

00:12:58.000 There's a big difference between business owners—small, medium, even large business owners—and CEOs.

00:13:06.000 CEOs may have had nothing to do with starting a company.

00:13:10.000 They may not own that company at all.

00:13:12.000 They are installed, glorified managers.

00:13:16.000 And in the 1960s, this was largely recognized, and CEOs made about 20 times more than basic lower-end production workers.

00:13:24.000 Today, it's about 300 times more.

00:13:28.000 And who played a large role in making this fundamental shift?

00:13:33.000 You guessed it.

00:13:34.000 Over nearly a century of work, McKinsey, they argue, has been instrumental in shaping parts of American society, from offshoring to securitized debt to CEO compensation.

00:13:45.000 One issue that is really troubling in this country, I think everyone would agree, is inequality.

00:13:52.000 And McKinsey has contributed mightily to that.

00:13:55.000 Going back, for instance, to 1950, when one of their consultants decided to look at how much executives were making versus how much the workers were making.

00:14:04.000 And he concluded that, well, the workers are catching up, so maybe the corporations ought to figure out ways to pay the leaders more.

00:14:13.000 Every year they built on that, more and more and more.

00:14:16.000 And executives, the gap between what the leaders were making of corporations and the workers kept growing and growing and growing over the years.

00:14:24.000 Some of the cost-cutting initiatives that have come from McKinsey & Company have even quite literally led to deaths.

00:14:32.000 In 1997, McKinsey advised Disneyland California to undertake a series of revisions in its maintenance department, including Cut the budget by a quarter.

00:14:42.000 Cut the number of supervisors by half.

00:14:44.000 Cut the number of managers by a quarter.

00:14:46.000 Move the majority of maintenance to the graveyard shift.

00:14:49.000 And here's the problem.

00:14:50.000 You can still be pro-free enterprise and understand needing to streamline a business while recognizing the devastating effect on the American middle class that has been inflicted by companies who are setting out nebulous arbitrary rules.

00:15:07.000 Cut it by a quarter.

00:15:08.000 Cut the number of supervisors by half.

00:15:10.000 Even though they don't understand the business model and may never have set foot on the grounds of said business, but are collecting money from all different directions, none of whom share the same values.

00:15:20.000 There's a big difference.

00:15:21.000 That is not free enterprise.

00:15:23.000 One former Disney mechanic noted the issues.

00:15:26.000 That the changes caused, saying, we could have three rides down at any one time while the park was open.

00:15:31.000 One time, Indiana Jones went down for a dead vehicle.

00:15:34.000 We responded to that.

00:15:35.000 It was a computer problem.

00:15:36.000 Then Peter Pan goes down.

00:15:38.000 The supervisor said, go to Peter Pan.

00:15:40.000 Leave Indiana Jones alone.

00:15:41.000 When we got there, people were hanging in the air on Peter Pan.

00:15:45.000 Now for reference, when hanging in the air onto a poorly maintained ride, happy thoughts do nothing.

00:15:52.000 And sometimes those riots go wrong.

00:15:54.000 I'm sorry.

00:15:56.000 I'm sorry.

00:15:58.000 You can clap as much as you want and believe as strongly as you can.

00:16:04.000 A fairy's not going to show up.

00:16:05.000 Sprinkle some dust and save you. 0.85

00:16:07.000 Here's another example, September 2003.

00:16:09.000 Disneyland's big Thunder Mountain malfunctioned, injuring ten people and, unfortunately, killing one.

00:16:17.000 When a ride mechanic failed to tighten two bolts on the wheel of a popular ride at Disneyland, and a manager failed to check the work was done before signing it off, it would set off a chain of events that would lead to disaster, with multiple injuries and one rider even losing his life.

00:16:33.000 Now OSHA blamed poor safety protocols and poor training for the ride's malfunction.

00:16:39.000 The same protocols Which were a direct result of McKenzie's consultations, this company who probably has no business running a theme park.

00:16:47.000 There's a former mechanic at the park.

00:16:48.000 He described an interaction that he saw between one of their supervisors and a McKenzie representative.

00:16:55.000 That must have been a fun day.

00:16:57.000 When the consultant asked why the mechanics bothered checking the lap bars on Big Thunder Daily when records showed that they had never failed, the supervisor reacted with disbelief.

00:17:06.000 The reason they don't fail, he said, is because we check them every night.

00:17:11.000 Let's contrast the McKinsey & Company representative versus a business owner.

00:17:15.000 The business owner might ask his employee, if it is his own business, hey, why don't we do it this way?

00:17:20.000 Can we automate it?

00:17:21.000 If the employee says, actually, the reason we haven't had any failures is because this system ensures safety.

00:17:27.000 Oh, great.

00:17:28.000 I don't want anyone to die.

00:17:30.000 It's my business and I probably won't have any more customers.

00:17:34.000 There is no accountability connection.

00:17:36.000 Or incentive, long-term, for McKinsey & Company to look out for this company, that person, more than the next company.

00:17:43.000 Or communist government.

00:17:44.000 That's not free enterprise.

00:17:47.000 And the biggest issue with firms like McKinsey is the elites in their ranks, they're so far removed from the consequences of their consulting that they don't really have sympathy for real-world outcomes.

00:18:00.000 The late Steve Jobs understood this.

00:18:03.000 All too well, and he was a fruitarian.

00:18:05.000 So how many from consulting?

00:18:07.000 Oh, that's bad.

00:18:11.000 You should do something.

00:18:13.000 By the way, quick note, McKinsey & Company obviously has their claws, probably, right here if you're watching on YouTube, I'd recommend going to Rumble, but leave a comment or share this, hit like, it helps with the algorithm.

00:18:24.000 Okay, uphill battle no matter where you go.

00:18:26.000 Now that we're all caught up on what a piece of s*** company, I use that word loosely, McKinsey, is, let's rewind a little, a little bit.

00:18:36.000 So our workforce is only becoming more diverse. 0.87

00:18:40.000 Inclusion is only going to matter more. 0.99

00:18:42.000 And so we really need our people leaders to lean into this.

00:18:45.000 Now these two handsome individuals are Diana Ellsworth and Monet, spelled with two N's, Williams.

00:18:53.000 Both self-proclaimed members of the LGBTQ plus rated community.

00:18:59.000 Diana is a partner.

00:19:01.000 At McKinsey's Atlanta office, according to her company profile, Diana leads McKinsey's diversity, equity, and inclusion work.

00:19:10.000 DEI, familiar with it?

00:19:11.000 Directs initiatives focused on establishing inclusive, productive workplace cultures that support greater collaboration and innovation from a diverse workforce.

00:19:23.000 Remember earlier with that quote I said seemed benign?

00:19:26.000 Who determines what's considered a positive impact?

00:19:31.000 What change are we actually seeing?

00:19:33.000 Here are some titles for posts that Diana herself has authored on McKinsey's website.

00:19:38.000 They include, Racial and Ethnic Equity in U.S.

00:19:42.000 Higher Education.

00:19:43.000 Students and Faculty.

00:19:45.000 No word on what they do with Asians.

00:19:47.000 Racial and Ethnic Equity in U.S.

00:19:50.000 Higher Education.

00:19:51.000 Why Women of Color Are Leaving and How to Rethink Your D.E.N.I. 1.00

00:19:56.000 Strategy.

00:19:57.000 Again, if a giant, all-powerful corporation determines that focusing on equity is positive change, then you can't have equality.

00:20:07.000 Equality or equity?

00:20:08.000 You have to pick one.

00:20:09.000 Equality means equality of opportunity.

00:20:12.000 Equity means ensuring outcomes based on race, based on sex, based on gender, friction, whatever we're considering today.

00:20:21.000 But she does sound, granted, like a lot of fun at parties. 0.99

00:20:24.000 Now her colleague, Monet, spelled with two Ns, and I'm getting very near the end of this now, is no less progressive.

00:20:31.000 She is also at the Atlanta office, where she is, quote, helping clients drive mindset and behavior change and build capabilities at scale.

00:20:41.000 Among her highlights, Monet, spelled with two N's, hosted a webinar for the company called Equity, there's that word again, and a Path Forward for Black Employees.

00:20:53.000 Interesting point of topic, given the fact that the average McKinsey and company partner, like Monet, spelled with two N's, earns on average $560,000.

00:21:02.000 Also, a path forward for black employees, call me traditional or racist here, should be the same As for any employee, show up on time, do your job well, make the company better, and help your teammates slash fellow employees.

00:21:18.000 I don't know why melanin should be the determining factor, but McKinsey & Company does believe that's the case, and they want to ensure that every company follows lockstep because, hey, that's a positive change.

00:21:29.000 Isn't that Monet spelled with two N's?

00:21:32.000 So when it comes to advancing the rights of the world's Most downtrodden, which changes on any given day.

00:21:38.000 Righting the wrongs of white cis men.

00:21:40.000 That category stays the same for all time.

00:21:42.000 These ladies are aces. 1.00

00:21:44.000 They're tops.

00:21:45.000 But how would they handle, you know, actual questions?

00:21:48.000 Kind of like a consultant handling an actual ride at an amusement park.

00:21:54.000 Start with the McKinsey spokeswomen are both notably openly lesbian and that is an accomplishment for which they should be proud and no one can ever take it away from you. 0.97

00:22:04.000 Let's see how they do when asked about doing business with countries that kill lesbians! 1.00

00:22:11.000 How much overlap do you have with McKinsey's ethics or values, given that it partners with, like, the Kingdom of Saudi Arabia, it's highly illegal to be a member of the LGBTQ community there, and if you chose to engage in supporting that community, would you face backlash with your company?

00:22:36.000 So I think it's a fair question, and I think a lot of us have to figure out the degree to which we feel like we fully align with the place that we work.

00:22:44.000 I think, you know, for me, I believe our firm is really committed to a lot of things that I am also really committed to.

00:22:51.000 I think on the, you know, you conveniently or coincidentally have two members of the LGBTQ plus community as your speakers today.

00:22:58.000 I'll say very candidly, when I actually joined our Atlanta office, There was nobody out in the office.

00:23:05.000 There were no out consultants in our office at the time.

00:23:07.000 There were actually no out consultants at the time in what we called our Southern Office.

00:23:11.000 So it was Atlanta, Charlotte, Houston, Dallas, and Miami.

00:23:14.000 And it almost was the reason I didn't join the firm.

00:23:18.000 Because it seemed kind of concerning to me.

00:23:21.000 Sure.

00:23:22.000 You mentioned passion for helping that community in your life outside of work.

00:23:27.000 What career impacts might you have If you chose to do that for people living in Saudi Arabia or Dubai.

00:23:36.000 I mean, so we as a firm are really committed.

00:23:38.000 So I actually co-lead with a partner colleague of mine from our China office.

00:23:42.000 I co-lead our global LGBTQ plus affinity group.

00:23:46.000 And it's a global group.

00:23:47.000 We have folks in all of our offices.

00:23:49.000 We have set up a system where we have different levels of membership and different sort of degrees of outness.

00:23:53.000 But it is a it's a global community that's sort of consistently growing.

00:23:57.000 We have a number of offices that I've been at the firm 14 years now.

00:24:01.000 We're in a dramatically different place today than they were when I joined, in terms of the number of out colleagues and how folks engage.

00:24:11.000 But the firm is supportive of the community, full stop, in all of our global locations and all of our offices, regardless of the broader political context in which those offices exist. 0.98

00:24:28.000 Bullshit! 0.98

00:24:29.000 She admitted that she has been with the company for 14 years. 1.00

00:24:32.000 Saudi Arabia imprisoned people on McKinsey and Company's advice only five years ago.

00:24:37.000 If 14 years ago, her and her friends laid foot in Saudi Arabia, it would be raining butch men for a week.

00:24:43.000 Now, let's see how these geniuses handle, but Lesbians for which they should be certainly proud and no one can take that away from them. 1.00

00:24:52.000 See how they handle addressing the sins that their company has committed in the name of turning around a quick profit.

00:24:59.000 I think a lot of the things you said today sound great, and I think we can all agree that eliminating burnout is probably good for most workers.

00:25:05.000 But not to be too hyper-critical, but given the firm you represent has played a not-so-insignificant role in things like the opioid crisis, addiction for teens with vaping and tobacco, as well as the hollowing out of America's middle class, and work with totalitarian regimes in China, Saudi Arabia, places like that.

00:25:24.000 Why should we actually believe that two representatives from McKinsey care about the well-being of the American worker?

00:25:35.000 I think you'll have to decide for yourself whether or not you want to take what we've shared today as helpful or not.

00:25:46.000 I'm Diana, this is Monet.

00:25:48.000 McKinsey says things that are helpful, but their results are not helpful.

00:25:52.000 Not for jobs in Ohio.

00:25:56.000 I know there's been a lot of press recently.

00:25:58.000 I think we're not in a position to be sort of the experts to comment on everything that's there.

00:26:06.000 Our firm has created an incredible number of jobs through the work that we do.

00:26:10.000 We actually do more growth-oriented work than we do the opposite.

00:26:17.000 And so, on the whole, I firmly believe that we're in a better place because of the work that we do.

00:26:25.000 We called it a bulls**t. Well, it may be comforting to know that they care just as little about their own employees as they do about you.

00:26:37.000 Talking about burnout and maintaining a healthy life-work balance, what would your advice be to the 2,000 workers that are supposed to be terminated by your company as a part of Project Magnolia?

00:26:51.000 What would you give to them as advice?

00:26:53.000 Oh, we did that.

00:26:55.000 Oh, no, no.

00:26:56.000 Like, I understand fundamentally.

00:26:56.000 I understand.

00:26:58.000 company they came and they're doing it.

00:27:00.000 We didn't talk about their talk.

00:27:02.000 They talked about what the C-State has decided to do.

00:27:06.000 We're not the C-State.

00:27:07.000 Oh no, no, I understand.

00:27:08.000 I understand fundamentally.

00:27:10.000 But the thing is that...

00:27:11.000 They came here, they talked about shutting down.

00:27:13.000 If anybody else, if this is what you're talking about, this is not what the rest of us think.

00:27:17.000 No, we came here.

00:27:18.000 We came here to talk about the fact that we're burned out and tired, and some of us as managers have staff that's burned out and tired.

00:27:24.000 Like, staff that is burned out and tired, but also losing their jobs.

00:27:28.000 You know, I live in a tech circle.

00:27:30.000 I've been laid off for every year in a row for five years in a tech circle.

00:27:34.000 I have been laid off, too.

00:27:35.000 So it's a terrible thing.

00:27:36.000 That's not what the billionaires in the United States have decided to do with our country.

00:27:41.000 Well, it's not the billionaires, it is also the representatives and the people here as well.

00:27:46.000 Now, at first glance, the panelists, as well as the entire crowd, look as though they were floored with offense.

00:27:53.000 Here's the thing, as is often the case, even in their own camp, You right now watching, you're not alone.

00:28:01.000 Not everyone there was displeased with this team's approach.

00:28:06.000 Thank you for talking about it.

00:28:07.000 I just, it's hard to hear them preach these things and come and talk down to people when they don't care, like their company.

00:28:16.000 But those people aren't really hurt, are they?

00:28:18.000 Yeah, you asked the question in a respectful way. People need to hear.

00:28:20.000 I'm not trying to be a provocateur. I'm just trying to get a real answer.

00:28:24.000 Because they never give a real answer.

00:28:25.000 No, you're not. And I don't think people understand the scope of what McKinsey has

00:28:28.000 done to people over the past decades. So anyway, thanks for saying it.

00:28:33.000 But those people aren't really hurt, are they?

00:28:38.000 Those people aren't interesting to McKinsey and company.

00:28:40.000 As a matter of fact, the respondents, by the way, who are lesbian and should be proud, and that can never be taken away from them, their approach to handling even the most basic questions is kind of the perfect encapsulation of not only the consultant class, but specifically the elites at McKinsey & Company.

00:28:58.000 They're unbelievably well-versed at screaming platitudes, virtue signaling, but they have no interest in benefiting anyone, anything, but their checkbooks.

00:29:07.000 Or, They're shareholders.

00:29:10.000 And to be clear, there's nothing wrong with shareholders.

00:29:13.000 Equities have made probably more millionaires than any other device in the history of mankind.

00:29:18.000 The problem is when you create a company that isn't really a company, but exists solely to perform for shareholders at the expense of the consumer, as well as the company that is designed to serve the consumer.

00:29:31.000 That is not capitalism.

00:29:33.000 If a CEO who wasn't there for the founding of a company answers to McKinsey & Company to find themselves getting a big fat bonus while their employees are being laid off, that is not free enterprise.

00:29:44.000 If McKinsey & Company decides that it's more profitable for their shareholders, for them to play ball with communist China, than to serve the United States citizenry, that is not free enterprise.

00:29:53.000 This is not about being anti-business.

00:29:57.000 This is about saving business.

00:29:59.000 This is about saving American ingenuity, and not just the American worker.

00:30:03.000 The American business owner from the hawks, like McKinsey & Company, who very often create no products themselves, create no businesses themselves, they come in to destroy a body and pick at the carcass for a select few, while the rest of you, the American public largely, but obviously citizens of other countries, I'm sure that the Citizens under the rule of Communist China or the gays in Saudi Arabia aren't big fans of it either. 0.93

00:30:32.000 are left to pick at the scraps.

00:30:34.000 These giant corporation-government amalgamations, I'm not going to use the word businesses, deserve no respect.

00:30:43.000 McKinsey & Company deserves no quarter, and they must be exposed at every opportunity.

00:30:48.000 You've heard of BlackRock, you've heard of Vanguard, they're important.

00:30:52.000 Because they operate at the expense of someone you know.

00:30:58.000 And it could just as easily, and very likely, is you.

00:31:02.000 People were losing jobs all over America, and McKinsey was beating the drums on it.

00:31:07.000 They are everywhere in DC.

00:31:09.000 McKinsey's very influential in Western Europe.

00:31:12.000 They have been for half a century.

00:31:14.000 Behind President Vladimir Putin's war machine against Ukraine sits Rostec, a massive weapons maker.

00:31:21.000 It's controlled by the Kremlin, and until recently, a client of a leading American consulting firm, McKinsey & Company.

00:31:28.000 McKinsey advised Purdue how to avoid FDA and pharmacy restrictions because McKinsey knew that people were overdosing and dying.

00:31:38.000 Clearly McKinsey should not be setting strategy for both drug companies and the FDA.

00:31:46.000 They know exactly what the repercussions are going to be and then they say we're going to do it anyway.

Louder with Crowder - July 10, 2023

MCKINSEY UNCOVERED: INSIDE THE WORLD'S MOST SINISTER COMPANY

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