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Sent: Sunday, November 6, 2022 11:07 AM
From: Patrick Barron <patrickbarron@msn.com>
Sent: Wednesday, November 2, 2022 10:30 AMTo: books@nytimes.com <books@nytimes.com>Subject: A hit job on McKinsey and Co.Dear Sirs:Your review of "When McKinsey Comes to Town" contains some logical fallacies and errors of fact. The review of the book, which I must admit I have not read, creates the impression that had McKinsey not recommended techniques for improving companies' performance then no one would have. McKinsey's techniques are very well known and did not originate with that company. For example, after WWII Dr. Edward Deming, an American, took well known productivity enhancing techniques to Japan and helped such companies as Toyota become world class companies. But even Deming's techniques were not necessarily invented by him or anyone. They are pure common sense applied to business. For example, Dr. Deming recommended that different shovels be used for different jobs. Not very high tech, is it? "Right sizing" is nothing more than applying work standards to certain jobs, which we see everywhere today from housekeeping services at hotel chains to computer programmers. The review also creates the impression that adopting these techniques are intrinsically bad, bad for employees and bad for company towns. Unproductive companies cannot pay their employees very well and cannot invest in modern plant and equipment in order to compete in the future.Sincerely,Patrick Barron20 McMullan Farm LaneWest Chester, PA 19382610-793-3605
