I’m writing this on a flight from New York bound for Chicago: the first place I ever visited in the US, nearly 16 years ago now, and which holds many happy memories.
In late 2000, I joined Arthur Andersen’s graduate management consulting scheme, mainly for its training programme which featured a two-week boot camp at what is now the q-Center in St Charles, on the Fox River a short ride from Chicago itself. The facility was pretty special: essentially a large hotel & conference centre that held and entertained several hundred delegates at a time. Andersen owned this place and used it for its global learning & development initiatives, including the indoctrination of its junior staff from across the world. My cohort had young men and women from over 20 countries, thrown together in a succession of small teams over several days, and charged with solving knotty business problems. At that time, the tailend of the first dotcom boom, most of the solutions seemed to involve mindless, bingo-honking impenetrable jargon about digital & energy marketplaces* or a so-called ‘war for talent’.
The whole thing was a hoot though, up there with the very best days of my life. I recall watching a guy from Hong Kong standing outside our classroom in -10 degree temperatures (it was December in Illinois) as he saw and felt snow for the first time. I witnessed a fella called Jonathan from Ohio punch himself hard in the face – and draw blood – because he lost out in some meaningless inter-classroom test. I saw a tiny girl from India (Deepa, I think her name was) completely destroy two of the French guys in my group in an arm-wrestling competition. I can never forget seeing one of our colleagues from the Far East come piling out of his bedroom one night dressed in what can only be described as a tellytubby outfit. I was in the audience for an impromptu presentation by two of my English colleagues on “our favourite motorways”: to this day, I still chuckle at the baffled but politely enthusiastic reaction of the American, Canadian and Far Eastern audience members to images of a traffic-coned M40.
The 2000 presidential race was still being played out then, with no definitive outcome at that point from the recount in Florida. Being exposed to 24-hour CNN coverage was a revelation for a political geek like me, as was being around Americans who had voted just weeks before. One of my team mates was a girl called Kim from New York. She was whip-smart, articulate, good-fun and good-looking: obviously liberal, right? I couldn’t have been more wrong. She railed against ‘Sore-Loserman’ (Gore-Lieberman) and made a more compelling economically conservative case for Bush-Cheney than they themselves ever managed.
I made some lifelong friends in those two weeks. There’s certainly four or five people from that trip who – even after a decade of diverging career paths and new lives overseas – I know I will always be in touch with (there’s a few in the photo below, the only picture I have from that trip). And that was forged in classrooms and dining rooms and pool halls in St Charles and (at the weekends) in shitty motels, burger joints and some terrifying nightclubs in Downtown Chicago. We climbed skyscrapers together, went to Cadillac Ranch (RIP) together, got taken home in a police car together, went to Ice Hockey and Football games together – none of which would have happened without that artificial work environment and it being a massively exciting US city.

It’s merely a coincidence that two of my all-time favourite bands/artists have great songs about Chicago:
Ryan Adams’ “Dear Chicago”
The Hold Steady’s “Chicago Seemed Tired Last Night”.
PS
* The Arthur Andersen firm imploded spectacularly a mere 18 months later, its accountancy arm implicated heavily in the Enron scandal of 2002. Many of the staff in the UK were fortunate enough to be taken on by other consulting firms (I and some of my friends moved relatively seamlessly to Deloitte) but others weren’t so lucky. I’ll never forget one of those days in summer of 2002 – it seems apocryphal now but it genuinely happened – when I sat at a bank of about 12 hot-desks at the office on Surrey Street in London. Every 20 minutes or so, a phone would ring; one of my colleagues would answer, collect his or her laptop and papers and head off to a meeting with HR, and not return. Five or six times that happened that particular day; victims of a pretty random and panicky cull of staff designed to reduce overheads at a business losing clients and projects at a terrifying rate.
I remain amazed that an apparently successful company of nearly 90,000 employees, turning over nearly ten billion dollars a year – and with a history dating back to the 1920s – simply disappeared in literally just a few weeks.
There’s a great business book to be written about the firm someday. It will touch on hubris, complacency, compromise. It will address the value of reputation in ‘people’ businesses definitely. It should talk to the risks as well as opportunities for global firms (I recall the contortions the MD of the business in the UK performed on Newsnight, as he tried to dismiss the company’s problem as a US issue, despite our marketing constantly trumpeting our presence in over 100 countries).
And it should consider the importance of core principles and how devastating a betrayal of those was for Andersen. One day one, and in those days I spent in Chicago in 2000 (the home of the firm), we were taught the importance of the company motto: “Think straight, talk straight”. When it seemed to rejoice in ludicrously complex off-balance sheet accounting and the aforementioned energy marketplaces – that it couldn’t explain to otherwise bright young graduates – Arthur Andersen had simply stopped thinking and talking straight.