“People started to believe that there was real intellectual insight into the bullshit PowerPoint slides and customer surveys they were spitting out.  By “people” I mean the people who were on the project.  By “people” I do not mean the rest of us.  Most people I knew were walking the halls talking cynically (it was London, after all!) about “integrated strategy” but then we’d go to company meetings and noone would say what they really thought it public.  In small meetings they’d tell the senior management that they were happy Accenture was finally creating some original thought and that they supported it.  Then those same people would come out for beers that night and declare that the people creating integrated strategy were “wankers.””