Over the years, I’ve had the pleasure of working with management consultants from some of the biggest names in the business. Based on those experiences, I agree with much of what was said in this podcast.
I was amused at how a former consultant interviewed on the podcast relayed how the consulting gig was described to him by fellow consultants:
50% of the job is nodding your head at whatever is said. 30% of it is just sort of looking good and the other 20% is raising an objection, but if you meet resistance, then dropping it.
Steven Levitt described some lessons from his young consulting days. One lesson he learned was that the answers can’t always be found in the data and he said:
I [now] have this incredibly deep appreciation that the people in the middle and bottom of the organization absolutely know what’s going on and a lot of time the people at the top have no idea what needs to be done.
The show host, Dubner, explored the key question: Why hire management consultants? Especially when many of them are inexperienced recent grads, their recommendations are often obvious (or dumb) and there’s limited (actually none beyond low-hanging fruit) evidence that consultants actually help.
Why? Executives may want to gain legitimacy for stuff they want to do anyway or they may want to buy plausible deniability.
In my experience, it has been the latter. Being an executive is rough because every decision carries a job-costing risk. Paying McKinsey or Boston Consulting Group a million bucks to tell you what to do gains you a bit of finger-pointing potential when the Board of Directors start hammering about your lackluster performance. “But these smart guys told me to do it.” The scapegoat doesn’t last long, but it often buys the exec one or two more shots. Of course the Board should point the finger right back at the manager and say, “But this smart guy hired them and followed their advice.”
Can you imagine what the owner of an NFL team would do if his head coach hired a consultant to tell him what strategy his team should use to win games? That’s right. And that’s what Boards of Directors should do to managers who do that in business.
In the other podcast, they discuss something about mass transit that I rarely see mentioned: Actual ridership.
According to the guest on the podcast, when actual ridership is taken into account, cars are more energy-efficient than buses and trains aren’t much better.
That’s mass transit blasphemy, isn’t it?
Mass transit proponents like to present us with idealized scenarios of heavily loaded vehicles. But, it turns out in the real world that a train or bus that moves a lot of people in one direction in the morning and another direction in the evening, make a lot of return trips when they are empty.
Also, they are typically run on schedules throughout the day when ridership is very low.
An efficiency advantage our cars have is that they don’t drive around empty all day while they wait to carry us home.