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Robert Allio, head of corporate strategy at Babcock & Wilcox in the late 1970s, and a president of the NASCP, described the corporate strategist as 'suffering the ambivalence of the planner: no authority for implementation, and he's either just an analyst or a change agent, and change agents have short life-cycles'.48 Michael Allen, former McKinsey consultant and vice president for strategic planning at General Electric, evoked the heroic isolation of Alan Sillitoe's famous runner when he told the 1977 Academy of Management Conference about 'the loneliness of the long-distance planner'.49 A Shell Group Planning memorandum of 1985 reported: 'The feeling was that being with the CMD (Committee of Managing Directors) in the Planning Role is akin to being a child at a party of adults.'50 A more contemporary corporate strategist expressed the slightly alienating relationship between him and his senior executives: 'You walk amongst them, but you are not one of them.'51 The corporate strategist is both precarious and alone.
The two chairmen through most of the 1970s, Gerrit Wagner and Michael Pocock, were classed as 'intellectuals' by Group Planning at the time.96 It was Wagner who had promoted the head of planning, Jimmy Davidson, to 'coordinator' status (equivalent to senior vice president) with direct report to the Committee of Managing Directors for the first time.
Despite his success in saving scenarios at Shell, de Geus has words of warning for the would-be corporate strategist: 'Any planner runs the risk, in the long run, of being seen as an irrelevant court jester, or a Rasputin whispering mysterious schemes in the managing director's ears.
Mitt Romney, 2012 Republican presidential candidate, made his $250 million fortune by founding private equity firm Bain Capital, rather than via his previous career in consulting at BCG and Bain: the seven former consultants that co-founded Bain Capital were so excited by their new prospects of great wealth outside consulting that they notoriously photographed themselves with $10 and $20 bills stuffed into their pockets and clenched between their teeth.14 When Rajat Gupta, McKinsey's managing director (chief executive) between 1994 and 2003, was exposed for insider trading, the financial cheating was attributed by a friend to 'billionaire envy'.15 For Gupta-mixing with fellow board members at Goldman Sachs, chief executive clients, and the super-wealthy business people with whom he did philanthropy-even the unprecedentedly high $5 million compensation that he had negotiated as head of McKinsey seemed comparatively penurious.
When McKinsey client Federated and Allied went bankrupt in 1990, the firm refused to itemize the costs involved in its $200,000 monthly fees, insisting it did not charge out its consultants on an hourly basis.76 Ron Daniel, McKinsey managing director in the 1980s, insisted: 'We're not selling time and answers'; clients should 'trust McKinsey' to set a fair fee (McDonald, 2015: 185).
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