mentioned that when he stayed over at his girlfriend’s apartment,
he kept his briefcase locked. At the time, that struck me as a bit
extreme. After all, if you can’t trust your girlfriend, whom can you
trust? (OK, I was young and naïve at the time.) It was only after I
had been at the Firm a bit longer that I realized quite how seriously
McKinsey takes confidentiality.
McKinsey’s corporate culture continually reinforces confidentiality.
We always kept it in the back of our minds. If we were on
a plane, we didn’t take client information out of our briefcases and
work on it; we never knew who might be sitting next to us—a
competitor, a journalist, maybe even someone from your client. If
we needed those three hours to work, it was our tough luck.
We never mentioned our clients by name outside the office,
and sometimes not even at the Firm. McKinsey often works for
more than one client in an industry, so some information had to
be kept even from fellow consultants. We often used code words
when discussing our clients, though not always successfully. One
EM from Germany recalled coming home to find a note from his
girlfriend (who worked for a competing consulting firm) saying
that the dinner for Code A (pronounced, in German, as “code
ah”) would take place at a fancy Munich restaurant. In fact, the
name of the client company was Coda; the caller had used the
client’s real name, although luckily he had been misunderstood.
The EM was not pleased.
You may not need to maintain confidentiality while working
on your business problem—then again, maybe you do. Ask yourself
a few simple questions: What would happen if you were sitting
on an airplane and one of your competitors saw what you were
working on? How about someone from your company who wasn’t
involved in the project? How about your boss?
If you’re working on something sensitive, take a few basic precautions.
Don’t leave important papers lying around. Lock up your
mentioned that when he stayed over at his girlfriend’s apartment,
he kept his briefcase locked. At the time, that struck me as a bit
extreme. After all, if you can’t trust your girlfriend, whom can you
trust? (OK, I was young and naïve at the time.) It was only after I
had been at the Firm a bit longer that I realized quite how seriously
McKinsey takes confidentiality.
McKinsey’s corporate culture continually reinforces confidentiality.
We always kept it in the back of our minds. If we were on
a plane, we didn’t take client information out of our briefcases and
work on it; we never knew who might be sitting next to us—a
competitor, a journalist, maybe even someone from your client. If
we needed those three hours to work, it was our tough luck.
We never mentioned our clients by name outside the office,
and sometimes not even at the Firm. McKinsey often works for
more than one client in an industry, so some information had to
be kept even from fellow consultants. We often used code words
when discussing our clients, though not always successfully. One
EM from Germany recalled coming home to find a note from his
girlfriend (who worked for a competing consulting firm) saying
that the dinner for Code A (pronounced, in German, as “code
ah”) would take place at a fancy Munich restaurant. In fact, the
name of the client company was Coda; the caller had used the
client’s real name, although luckily he had been misunderstood.
The EM was not pleased.
You may not need to maintain confidentiality while working
on your business problem—then again, maybe you do. Ask yourself
a few simple questions: What would happen if you were sitting
on an airplane and one of your competitors saw what you were
working on? How about someone from your company who wasn’t
involved in the project? How about your boss?
If you’re working on something sensitive, take a few basic precautions.
Don’t leave important papers lying around. Lock up your
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