OK, call me ignorant, but I think that these highly paid strategy consultants are closer to a placebo than problem solving, i.e. in most cases the management th

OK, call me ignorant, but I think that these highly paid strategy consultants are closer to a placebo than problem solving, i.e. in most cases the management thinks that calling in McKinsey (or Bain, etc.) was "totally worth it" because (i) no one would admit that their decision to spend hundreds of thousands of dollars for consulting was wrong and (ii) the problems do seem like solved, from the high managements POV. The truth, though, is usually different. Most engineers and mid-level management complain that such interventions of cocky consultants, who may be super intelligent (because, you know, they passed the hard McKinsey interview) and knowledgeable, generally understand little of the specifics of the company and try to get the gist of it in a couple of weeks to address deep problems. This is akin to going to cardiologist for a serious brain tumor, because he's a good doctor and expecting him to quickly learn enough to solve your problem. Paraphrasing Ada, these people do not originate anything! I wonder how many McKinsey alumni sit in the tech startup boards. How many have created startups?