Have worked with two ex-McKinsey consultants (hired as employees) and want to echo the observation that they tend to use their fast execution to generate excess

Have worked with two ex-McKinsey consultants (hired as employees) and want to echo the observation that they tend to use their fast execution to generate excessive BS like large spreadsheets to win office politics. In one case, the guy had built a small org to fulfill a need that we had previously outsourced to a vendor. The company was thinking of signing a large contract with the vendor and he created a barrage of 20-page spreadsheets to try to justify his budget. He made me sit with him for an hour to extract random cost estimates for one of his sheets. The vendor ended up turning into a Silicon Valley unicorn... exactly the sort of opponent he wanted I guess. I think the trouble with McKinsey is they breed competitors who have never seen working products. If a product works, there’s probably a clear vision and a clear definition of value. When products are broken, winning office politics looks valuable, hence the McKinsey fascination.