McKinsey & Company has a unique culture and it makes a huge difference in how we do our work. In short, our mission is to “help leaders create distinctive, lasting results” and substantial improvements in performance and consistently build a great company that attracts, develops, excites and retains exceptional people.” And our values ​​are: As professionals, we: 1) Put the client's interest above our own. We focus on our clients' success, because our success is measured by theirs 2) Uphold absolute integrity 3) Tell the truth as we see it. We remain independent and can disagree, regardless of the popularity of our opinions or their effect on our rates. 4) Operate as “one company”. No matter which office is in which country, our consultants maintain the same standards of quality and ethics. 4) We provide the best of our company to every customer in a cost-effective manner. To attract and retain exceptional people, we: 1) Hire the best, in all fields and from all backgrounds. 2) Support our people. We provide a stimulating environment of mentorship and training 3) Committed to the growth of our people. As a company, we work hard to provide the greatest opportunities for our advisors to stretch and grow, both as professionals and as people. 4) Promote people based on performance, measured by leadership and impact. This mission and set of values ​​were defined by an exceptional (in my view) leader named Marvin Bower. It is no exaggeration for me to say that Marvin built McKinsey as it is today. He was a member of the Firm and guided its influence from 1933, the year he joined, until his retirement in 1995 and until his death in 2003, at the age of 99. He served as CEO from 1950 to 1967. The set of guiding values ​​presented earlier, and established by him, allowed the company to be distinguished by the way we work, rather than simply by the work we do.1 ) Marvin had the courage to follow his dream: to feel he could be the best in the world at doing it. Marvin had a bachelor's degree in economics and psychology from Brown University in 1925, a juris doctorate from Harvard Law School in 1928 and an MBA from Harvard Business School in 1930. During the Depression, he regularly served as secretary of bondholder committees that had taken control of failing companies. . These committees were usually made up of investment bankers who sought to put companies' financial affairs in order.