{ "docId": "019dd923-5ca1-7489-b639-45501f4b359b", "docSlug": "158df8627a0b9aca", "documentTitle": "Opioid Conflicts Majority Staff Report", "authorId": "McKinsey", "authorName": "U.S. House Committee on Oversight and Reform", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "portrait", "aspectRatio": 0.773, "pageNumber": 32, "pageCount": 53, "prevPage": 31, "nextPage": 33, "slideType": "appendix_disclosure", "function": "summarize", "density": "dense", "nDataPoints": 0, "notes": "This page appears to be from a legal or investigative report, containing numbered footnotes referencing internal documents.", "elementsJson": [ "paragraph", "footnote" ], "metadataConfidence": 1, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b639-45501f4b359b/32", "deckHref": "/decks/019dd923-5ca1-7489-b639-45501f4b359b", "deckJsonHref": "/decks/019dd923-5ca1-7489-b639-45501f4b359b.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b639-45501f4b359b#slide-32", "components": [ { "bbox": null, "kind": "callout", "text": "In March 2018, Mr. Elling explained in an email how he had “been successfully managing the CEO transitions at [redacted] Purdue.”", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-cdec-74db-b49d-02d4d0441379", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.7, "x": 0.15, "y": 0.62 }, "kind": "paragraph", "text": "A draft McKinsey presentation from May 2009 appears to make McKinsey’s case for leading an Industry Working Group of two-dozen opioid manufacturers to develop class-wide FDA REMS. One slide asserted McKinsey’s “distinctive capabilities to support you in this effort” and listed among the firm’s qualifications, “Extensive experience serving Regulatory in industry and government.” The slide noted that McKinsey had “Supported regulatory bodies", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "563f4f28-992a-4601-b120-d678ca0103f1", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.45, "w": 0.7, "x": 0.15, "y": 0.11 }, "kind": "paragraph", "text": "forwarded Mr. Rosiello and Mr. Ghatak details of McKinsey’s proposal on January 22, 2014, the day before the above email to Purdue’s CEO.152 Six days later, on January 29, 2014, a McKinsey consultant wrote a group including Mr. Ghatak that “our Purdue CST [Client Service Team] has recently confirmed a number of really important engagements.”153 On January 30, 2014, McKinsey began the engagement preparing Purdue for the FDA Advisory Committee on Targiniq. McKinsey partner Jeff Smith co-led that FDA-facing effort.154 In addition, Mr. Ghatak and other McKinsey consultants at Purdue appear to have influenced Purdue’s CEO transitions. In March 2013, Mr. Elling emailed Mr. Ghatak and other McKinsey consultants stating, “Confidentially there is a search on for a new CEO at Purdue” and that they had been approached by “colleagues who are helping prep candidates.” Mr. Elling asked Mr. Ghatak and others to begin to prepare documents for “our colleagues” to help them “do a first pass at providing a profile of the company (in-line and pipeline).” He added, “it goes without saying that we should not be speaking of this to any colleagues.” Mr. Elling also stated that “when the time is right we may have a chance to brief some of the final canidates [sic].”155 Later that year, in August 2013, another McKinsey partner told Mr. Ghatak that he had given a Purdue executive “feedback on ceo candidates...do think we now have good access and dialogue with him.”156 In January 2014, Purdue announced Mr. Timney’s hiring as President and CEO.157 In March 2018, Mr. Elling explained in an email how he had “been successfully managing the CEO transitions at [redacted] Purdue.”158", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "5a91bab5-6b59-4397-b6fe-9f6f7a26bc69", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "quote", "text": "“Confidentiality there is a search on for a new CEO at Purdue” — Mr. Elling", "attrs": null, "subkind": null, "toolName": "Authority citation", "toolSlug": "authority-citation", "confidence": null, "componentId": "019dd951-cdec-74db-b49d-06ca9a212f22", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.15, "w": 0.7, "x": 0.15, "y": 0.75 }, "kind": "source-note", "text": "152 MCK-HCOR-0231695. 153 MCK-HCOR-0197410. 154 MCK-HCOR-0174550 to MCK-HCOR-0174698 (McKinsey Purdue Engagement List). 155 MCK-HCOR-0100789. 156 MCK-HCOR-0097967. 157 Purdue Pharma L.P. Names Mark Timney President and Chief Executive Officer, Biospace (Jan. 27, 2014) (online at www.biospace.com/article/releases/purdue-pharma-l-p-names-b-mark-timney-b-president-and-chief-executive-officer-/). 158 MCK-HCOR-0173821.", "attrs": null, "subkind": null, "toolName": null, "toolSlug": null, "confidence": null, "componentId": "5b03b491-c3a7-4b43-8d41-4831c3ba2907", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.05, "w": 0.7, "x": 0.15, "y": 0.56 }, "kind": "title", "text": "2. McKinsey Highlighted Its “Insights into the Perspectives of Regulators” in Attempt to Win Lead Role in Opioid Manufacturer Industry Group", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "93e631d6-b326-4f74-a587-20d55b073682", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [ { "to": 53, "from": 29, "beatId": "1170eac2-9202-4b41-a53c-edbd934ded10", "arcName": "Problem-Agitate-Solution", "arcSlug": "problem-agitate-solution", "beatName": "Impact & Next Steps", "beatSlug": "consultants-gambit-impact-next-steps", "evidence": "The document concludes with implications of McKinsey's actions and potential next steps for regulatory action.", "position": 2, "confidence": 0.8, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" } ], "loops": [ { "to": 53, "from": 1, "name": "Cost Of Inaction", "slug": "27-cost-of-inaction", "bestFor": "Urgent budget requests, compliance, risk mitigation", "matchId": "ee9686db-f8b5-4bc9-bf6e-2d29966ee033", "evidence": "The document implies the cost of inaction through its presentation of McKinsey's conflicts of interest and their potential impact on the opioid epidemic.", "position": 0, "objective": "What is the cost of inaction in addressing McKinsey's conflicts of interest?", "structure": "The Status Quo -> The Hidden Costs Accumulating -> The Future State of Inaction -> The Tipping Point", "confidence": 0.7, "description": "Quantify what happens if the audience does nothing" }, { "to": 40, "from": 24, "name": "Voice Of Customer", "slug": "51-voice-of-customer", "bestFor": "Product strategy, customer experience, market research", "matchId": "308c22ef-34f3-45b8-b50d-c273c6edeb88", "evidence": "The document presents the concerns of regulatory bodies through examples of McKinsey's actions and lack of disclosure.", "position": 1, "objective": "What are the concerns of regulatory bodies regarding McKinsey's conflicts of interest?", "structure": "What Customers Say (Verbatim) -> The Pattern Across Voices -> The Insight -> The Response", "confidence": 0.6, "description": "Let customer quotes and feedback drive the narrative and validate the insight" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }