A response to this article that was circulated on the Rhodes Scholars google group:
http://www.theguardian.com/commentisfree/2015/jun/03/city-corporates-destroy-best-minds

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Thanks for sending this article, Vivek, and for recently encouraging me to reply on this thread. As someone who already worked at McKinseybefore getting the scholarship, I have been amused at how the firm has, within the Rhodes community here, come to represent a particular kind of corporate culture. We are supposed to 'fight the world's fight', and that might explain our discomfort with these firms.

I believe, however, that if we end up believing that there is a set path to create a better world, and that these jobs are far removed from that path, then we risk falling prey to the kind of dogma that will prevent us from reaching that aim. There are different ways and approaches to improving the world, and people can and should be free to contribute in ways they want to. When we stop making sweeping generalisations and look within these firms to find individuals, I think we will realise that it is the individual who decides what to do with their life, and finds the best way to do it. 

1. Is consulting 'pointless', 'destructive', 'soul sucker' and 'useless': These are some of the adjectives Monbiot uses for jobs such as management consulting. Many Rhodes scholars have also expressed such apprehensions, albeit in more polite ways. Now, there are things that one would universally consider 'useful' or 'constructive', and then there are things that would may find useful depending on their values. I worked for several months on a report* that advised the government, among other things, to have a re-look at the abysmally low official poverty numbers, to increase spending on basic services such as healthcare and sanitation, to keep a strong role for the public sector and to improve governance to enable the poor to participate more fully. I also remember the days I spent in one of the poorest districts of India, working on a project that would bring electricity to a fraction of the ~ 400 million people in India living without any access to electricity. I fail to see what is 'pointless' or 'destructive' in what I did. Working in a plant to increase output might not seem like it contributes to making the world a better place, but then when I interacted with the (contracted) labourers, it was most obvious to me that what the economically weaker sections want is growth and jobs and all of that. Management consulting firms, therefore, are a pareto improvement over status quo.
   
   
2. We have but one life. However much money we make, we cannot buy it back: Firstly, I might not agree with someone who seeks to make lots of money, but that doesn't in any way make me right and him wrong. Just makes us different. Simple. The good thing about places like McKinsey is that they are secular. For thousands of people in countries such as India, they provide us an opportunity to live the life that we could never dream of. For example, it might be easy for scholars from first-world countries to imagine just packing their bags and leaving for foreign shores, but for me, McKinsey was the first time I stepped outside India. The entry barriers (visa procedures) set up for us are rather high, and take a lot of money (and time) to scale. And to be honest, I probably wouldn't be a Rhodes Scholar if it wasn't for my time at McKinsey. Because the lavish settings in which the Rhodes interviews are conducted intimidate anyone who isn't born into a modicum of privilege. We need to reflect on how many of our institutions, including our scholarship, are truly secular in the way a McKinsey is. Like those organisations, do we create opportunities based purely on merit (however it may be defined), or do we reward privilege with even more privilege? One needs only to go to Gurgaon, once a dusty suburb of Delhi but today the richest district in India, to witness this story of hope. Hope that isn't restricted to the corridors of privilege.
   
   
3. Is consulting a 'cult': Monbiot starts with saying that the purposes of humankind is to seek enlightenment, intellectual or spiritual; to do good; to love and be loved and to teach. I completely agree, but I fail to see what about management consulting prevents one from doing that. I found lots of love from people at McKinsey when I was there; some of them have, in fact, contributed to making me whatever I am today (for good or for bad). When I had typed out the email withdrawing my Rhodes Application after clearing the first round, it was a McKinsey Associate who prevented me from doing so by writing to the Partner on the study who convinced me over the next several interactions to give this experience a chance over the private equity offer I had. An Engagement Manager at McKinsey taught me to stand up for what I believe in, and to not mince words, in the face of disagreement from those 'senior' to me. These are skills one can also learn outside McKinsey - which is my point. These firms are reflections of the world. One will find the good, the bad and the ugly. Just need to learn how to deal with it. It isn't a 'cult' and certainly didn't trap me, neither did it try to.
   
   

The point around recruitment practices is one, as Natalya pointed out, something that is the most worthwhile to discuss. Some of it is justified because these occupations are unknown commodities and hence these firms need to make an effort to make themselves visible in a way academia or civil services don't need to. Where do we draw the line? How do we redistribute resources? And if we make an effort to level the playing field at university recruitment, what about later in life? Certainly those willing to 'sell out' to these firms after University would also tend to 'sell out' to them later in life? Brings me to my final question - are these students really our best graduates?

Regards,

SB

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* India's Path from Poverty to Empowerment: http://www.mckinsey.com/insights/asia-pacific/indias_path_from_poverty_to_empowerment