It was, in many ways, a routine piece of work for one of the consultancies to which big businesses regularly turn for advice on how to boost their profits in increasingly complex markets.
The slickly-packaged Evolve 2 Excellence plan to “turbocharge” a product’s sales involved targeting its most prolific distributors, honing its messaging to boost brand loyalty, and circumventing restrictive retailers by offering mail-order deliveries to its keenest users.
But the product was OxyContin, the highly addictive painkiller; the client was Purdue Pharma, a drugmaker now synonymous with America’s opioid crisis; and the consultancy was McKinsey, the most prestigious brand in an industry James McKinsey essentially created in 1926.
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