'He is a salesman, be careful', is an oft heard remark when dealing with an unusually persuasive colleague. No, you are not being warned of a snake oil salesman but too often this refers to a charming but untrustworthy person who is pushing a product or idea to you when your better instincts tell you to be wary.

It is a matter of concern that the profession that is the key to bringing new products - and joy - to you is also one of the most reviled. Consequently, caveat emptor is the dictum in most transactions, which underlines a caution that one cannot accept at face value what one has been told or promised by the salesman when he was extolling the virtues of his products during the sales pitch.

This brings to fore the question whether ethical behaviour is at a premium in business. It is not my case that errors can never happen in business. Yes, mistakes do occur and products may malfunction. Therefore product recalls are not unusual in industry - the automotive sector has unfortunately been a poster child of such mishaps - but what can one say about deliberate fraud committed with full knowledge that the product is defective or a solution that is being recommended is patently wrong?

The challenge is also peculiar when one views corporate behaviour with the lens of time. 'Sin industries' (alcohol, tobacco, gambling, etc.) are the usual suspects when it comes to notoriety as they are considered to be addictive and the bane of society. But successful firms in these industries have been the bedrock of societies across the world: imagine Scotland without whisky or Vegas without its casinos. Taking a moral position on such matters is indeed hazardous as societies are known to change their outlook from one age to another. Tobacco and liquor have been embedded in society for centuries and social acceptance has created large businesses in these sectors, providing avenues for agriculturists, labour, merchants, and of course, taxes, for the government. Driven underground from time to time in various societies, they have re-emerged stronger as human desires have ensured their continuation with ever stronger demand. That being said, in today's world, these companies operate under siege as they face strong curbs on their advertising and restrictions on availability through regulating their channels of sale.

But what of products that don't fall under these intense scrutiny sectors? Take beauty products, for instance. Human vanity knows no limits, and pandering to it by creating social pressure points has provided lucrative business for global firms. The classic case of 'Fair and Lovely' needs no elaboration but it took decades of bad publicity before the social conscience of the business leaders at Unilever was stirred into action. Their actions created a whole industry of fairness products as poor imitators flooded the market to fulfil the demand created by clever and manipulative advertising bankrolled by the deep pockets of the global firm. Just because Unilever had a mea culpa moment does not mean that the skin lightening cream segment has vanished - estimates indicate that it continues to grow strongly and contributes to about 50% of India's skin care market. Clearly, the cultural damage done over generations of messaging about the superiority of 'whiteness' is not easily eradicated.

The challenge has always been the paradox between ethical and legal. What is legally accepted may not be ethically appropriate in certain societies, and businessmen are taught to always be on the right side of the law, while allowing the ethical debate to continue. So, the tobacco lobby worked hard to prevent health labelling as long as they could. And, some pharma companies have pushed opioid drugs without inhibition in the pursuit of profits. Take predatory pricing in the pharma industries as an example of the challenge between ethical and legal action. It is not anyone's case that profits should not be made but price gauging has always attracted a backlash. Ultimately, regulators step in and create price controls - but all too often shutting the stable door after the horse has bolted.

We are living in one of these crucial historical moments at present. While cell phones have been a global game changer in human existence, the debate rages about the role of social media in society and the addictive impact of gaming on children and youngsters. A voyeuristic and sleepless society is being created around us, hooked to a screen that controls their existence, numbing them with misinformation and pandering to every pleasure bud in their system. Calls to technology firms have gone unheeded - one wonders whether they have any clue at all on how to control the monstrous genies which have been let out of the bottle - and calls grow louder across the world for regulators to step in and enforce control. One wonders whether the voices of reason and ethical considerations ever entered into Boardroom conversations before a product launch, or was the only consideration financial benefits, and perhaps, legal compliance.

The starkest choice before humanity is before us now: sustainability of the planet. Yet, climate change deniers occupy global seats of power in business and government. It is indeed a pity that salesmen and lobbyist are lubricating global conversations towards legalities and ignoring ethical elements: our role in creating a better world for the future generation.

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Rajan Tejuja has over 37 years of experience in medical devices, pharmaceuticals and healthcare management education. He has held several senior management positions across companies with the last large corporate role being the President - Janssen Pharmaceuticals (Johnson & Johnson India).

He then moved on to set-up and launch a medical devices start-up followed by a stint with NMIMS Mumbai leading the MBA - pharmaceutical courses at two of their colleges. Rajan's expertise includes: strategy, vision and growth planning - strategic alliances; business development - commercial operations; merger & acquisitions - new product planning & launch; talent management and change management.

When McKinsey Comes to Town is a thought-provoking and powerful read that explores the impact of McKinsey & Company's work on various companies through several case studies. Written by investigative reporters Walt Bogdanich and Michael Forsythe, the book offers an eye-opening look into the scale and magnitude of the power that McKinsey had over its global clients and delves into the workings of this powerful consulting firm, and its internal culture.

One of the case studies discussed in the book is McKinsey's involvement with US Steel, where McKinsey emphasized the importance of building strong customer relationships and understanding their preferences, which helped the company to improve its product offerings and succeed in the global steel market. However, the company's recommendations often centred on cost-cutting, resulting in layoffs and reduced expenditures on essentials such as food, medical care, and supervision. This highlights how McKinsey's recommendations may have unintended consequences and may prioritize cost-cutting over the well-being of employees and the broader societal concerns.

Another case study involves Disney, which hired McKinsey in 1996 to increase profits. McKinsey's advice led to changes in the park's ride maintenance policy, resulting in injuries and deaths. Eventually, the Californian government intervened in 2003 to force Disney to improve its safety measures. This case study highlights the importance of considering the potential consequences of recommendations, and the need for consultants to consider the broader societal impacts of their work.

Walt Bogdanich is an investigative journalist and three-time recipient of the Pulitzer Prize while Michael Forsythe is a reporter on the investigations team at The New York Times. The authors provide evidence of various practices with its other global clients, including conflicts of interest, corruption, and strategic blunders associated with McKinsey's work with various industries, including fossil fuel companies, cigarette-makers, opioid distributors, regulatory agencies, and autocratic regimes. These case studies reveal how McKinsey's advice may prioritize questionable clients' interests over broader societal concerns and raise important questions about the responsibility and accountability of consulting firms in society. The firm's core value of "Putting client interests ahead of the firm" had been taken to extremes, often leading to the prioritization of questionable clients' interests over broader societal concerns.

Overall, "When McKinsey Comes to Town" is an insightful book that highlights the influence and power of consulting firms in shaping corporate practices and society. It emphasizes the need for greater accountability and transparency in the consulting industry. The case studies presented in the book highlight the importance of companies balancing their client's interests with broader societal concerns. While consulting firms like McKinsey may prioritize client interests to achieve business success, this should not come at the expense of ethical and moral responsibilities. Therefore, companies should take a more holistic approach in their decision-making process, considering the impact on their stakeholders, the environment, and society.

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