Fair take, but you'd be hard pressed to find much resemblance to any advice McK gives to its own practices.

Pre-AI, I always said McK is good at analysis, if you need complicated analysis done, hire a consulting firm.

If you need strategy, custom software, org design, etc. I think you should figure out the analysis that needs to be done, shoot that off to a consulting firm, and then make your decision.

IME, F500 execs are delegation machines. When they wake up every morning with 30 things to delegate, and 25 execs to delegate to, they hire 5 consulting teams. Whether you hire Mck, or Deloitte, or Accenture will only come down to:

1. Your personal relationships

2. Your company's policies on procurement

3. Your budget

in that order.

McK's "secret sauce" is that if you, the exec, don't like the powerpoint pages Mck put in front of you, 3 try-hard, insecure, ivy-league educated analysts will work 80 hours to make pages you do like. A sr. partner will take you to dinner. You'll get invited to conferences and summits and roundtables, and then next time you look for a job, it will be easier.