Important, compelling, provocative article. FWIW (probably nil!), I have some thoughts. First, some disclaimers: I’ve received research grants from many organizations mentioned (WHO, Gavi, Gates, Global Fund) & I’ve worked on multidisciplinary teams that included consultants 1/
Should @WHO pay consultants like @McKinsey to guide governance reforms? @juliaoftoronto in @voxdotcom rpts: WHO paid consultants $12 mil, 1/4 paid by @gatesfoundation. Value for money? @gatesfoundation force for good, but does it have outsized influence?https://www.vox.com/science-and-health/2019/12/13/21004456/bill-gates-mckinsey-global-public-health-bcg …
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I’ve worked with consultants (e.g., who are MDs or PhDs or MD PhDs!) who genuinely know more, technically & scientifically, about a health issue than any academic I know. So I think it is important to ask: does this professional have skills to bring to the team? 2/
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And, does the WHO or Gates pay enough attention to conflicts of interest, that McKinsey, BCG, et, have.
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Irony is that the
@gatesfoundation people working w/ & w/i@WHO & the PPPs mostly don’t see@McKinsey’s input as good value for money. Seems to be a growing feeling w/i BMGF that they need to reign this back@buissonnierem -
& in cases I look at, at least, (
#WHO,#GPEI,#RBM) the push to reform- & to do it the@McKinsey way- came as much from USG as from@gatesfoundation Restructuring is ritual behavior, way more pervasive & deeply embedded than just Gates’ influence accounts for
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I think the article answers your questions.
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NO. WHO staff should have competence & accreditation on public health projects,programs and systems design, leadership and management. Lazy use of generic management consultants results only in beautifull powerpoints and reports undermine organizational integrity &performance
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