document_title: McKinsey & Company

question_text: who introduced the concept of the 3 horizons for growth to the management world

text: McKinsey & Company

text: History[edit]

text: Early history[edit]

text: McKinsey & Company was founded in Chicago under the name James O. McKinsey & Company in 1926 by James McKinsey, a professor of accounting at the University of Chicago.[2][4][5] He conceived the idea after witnessing inefficiencies in military suppliers while working for the U.S. Army Ordnance Department.[6]:4 The firm called itself an "accounting and management firm" and started out giving consulting on using accounting principles as a management tool.[7]:3 Mr. McKinsey's first partners were Tom Kearney, hired in 1929,[8][b] and Marvin Bower, hired in 1933.[10][11]:133[c] In its first few years, the firm grew quickly and began developing rapport among corporations;[6]:4 its second office was opened in New York City in 1932.[7]:20 In 1935, Mr. McKinsey left the firm temporarily to serve as the Chairman and CEO of client Marshall Field's as it implemented the restructuring plan created by his firm.[6]:5[11]:133

text: McKinsey was merged with accounting firm Scovell, Wellington & Company that same year, creating the New York-based McKinsey, Wellington & Co. and splitting off the accounting practice into Chicago-based Wellington & Company.[6]:5 A Wellington project that accounted for 55 percent of McKinsey, Wellington & Company's billings was about to expire[12] and Kearney and Bower had disagreements about how to run the firm. Bower wanted to expand nationally and hire young business school graduates, whereas Kearney wanted to stay in Chicago and hire experienced accountants.[11]:134 Additionally, in 1937 James O. McKinsey died after catching pneumonia.[7][9]

text: This led to the division of McKinsey, Wellington & Company in 1939. The accounting practice returned to Scovell, Wellington & Company, while the management engineering practice was split into McKinsey & Company and McKinsey, Kearney & Company.[8][12] Bower had partnered with Guy Crockett from Scovell Wellington, who invested in the new McKinsey & Company and became managing partner, while Marvin Bower is credited with founding the firm's principles and strategy as his deputy.[12][13] The New York office purchased exclusive rights to the McKinsey name in 1946.[14]:25

text: Establishment[edit]

text: McKinsey & Company grew quickly in the 1940s and 50s, especially in Europe.[6]:12-13[14]:25[15] It had 88 staff in 1951[16] and more than 200 by the 1960s,[14] including 37 in London by 1966.[16] In the same year, McKinsey had six offices in major US cities like San Francisco, Cleveland, Los Angeles and Washington D.C., as well as six abroad. These foreign offices were primarily in Europe, such as in London, Paris, Amsterdam, as well as in Melbourne.[6]:12-13 By this time, one third of the company's revenues originated from its European offices.[14] Guy Crockett stepped down as managing director in 1950, and Marvin Bower was elected in his place.[12][17]:61 McKinsey's profit-sharing, executive and planning committees were formed in 1951.[12] The organization's client base expanded especially among governments, defense contractors, bluechip companies and military organizations in the post-World War II era.[18] After seven years of consideration, McKinsey became a private corporation with shares owned exclusively by McKinsey employees in 1956.[6]:12[12]

text: After Bower stepped down in 1967, the firm's revenues declined. New competitors like the Boston Consulting Group and Bain & Company created increased competition for McKinsey by marketing specific branded products, such as the Growth-Share Matrix, and by selling their industry expertise.[15][19][20] In 1971, McKinsey created the Commission on Firm Aims and Goals, which found that McKinsey had become too focused on geographic expansion and lacked adequate industry knowledge. The commission advised that McKinsey slow its growth and develop industry specialties.[6]:14[15] In 1976, Ron Daniel was elected managing director, serving until 1988.[7]:42 Daniel and Fred Gluck helped shift the firm away from its generalist approach by developing 15 specialized working groups within McKinsey called Centers of Competence and by developing practice areas called Strategy, Operations and Organization. Daniel also began McKinsey's knowledge management efforts in 1987.[6]:15-17 This led to the creation of an IT system that tracked McKinsey engagements, a process to centralize knowledge from each practice area and a resource directory of internal experts."[6]:6-7 By the end of his tenure in 1988 the firm was growing again and had opened new offices in Rome, Helsinki, São Paulo and Minneapolis.[6]:15-17[15]

text: Fred Gluck served as McKinsey’s managing director from 1988 to 1994.[21] The firm's revenues doubled during his tenure.[20] He organized McKinsey into 72 "islands of activity" that were organized under seven sectors and seven functional areas.[6]:18 By 1997, McKinsey had grown eightfold over its size in 1977.[22] In 1989 the firm tried to acquire talent in IT services through a $10 million purchase of the Information Consulting Group (ICG), but a culture clash caused 151 out of the 254 ICG staff members to leave by 1993.[20][21]

text: Recent history[edit]

text: Further expansion[edit]

text: In 1994, Rajat Gupta became the first non-American-born partner to be elected as the firm’s managing director.[23] By the end of his tenure, McKinsey had grown from 2,900 to 7,700 staff and 58 to 84 locations.[24] He opened new international offices in cities such as Moscow, Beijing and Bangkok.[6]:20 Continuing the structure developed by prior directors, Gupta also created 16 industry groups charged with understanding specific markets and instituted a three-term limit for the managing director.[6]:22 McKinsey created practice areas for manufacturing and business technology in the late 1990s.[6]:21, 23

text: McKinsey set up "accelerators" in the 1990s, where the firm accepted stock-based reimbursement to help internet startups;[24][25] the company performed more than 1,000 e-commerce projects from 1998-2000 alone.[6]:24 The burst of the dot-com bubble led to a reduction in utilization rates of McKinsey's consultants from 64 to 52 percent. Though McKinsey avoided dismissing any personnel following the decline,[24] the decline in revenues and losses from equity-based payments as stock lost value, together with a recession in 2001, meant the company had to reduce its prices, cut expenses and reduce hiring.[6]:25

text: In 2001, McKinsey launched several practices that focused on the public and social sector. It took on many public sector or non profit clients on a pro bono basis.[18] By 2002 McKinsey had invested a $35.8 million budget on knowledge management, up from $8.3 million in 1999.[18]:1 Its revenues were 50, 20, and 30 percent from strategy, operations, and technology consulting, respectively.[6]:20

text: In 2003 Ian Davis, the head of the London, UK office, was elected to the position of managing director.[26] Davis promised a return to the company’s core values, after a period in which the firm had expanded rapidly, which some McKinsey consultants felt was a departure from the company's heritage.[27] Also in 2003, the firm established a headquarters for the Asia-Pacific region in Shanghai, China. By 2004, more than 60 percent of McKinsey's revenues were generated outside the U.S.[18] The company started a Social Sector Office (SSO) in 2008, which is divided into three practices: Global Public Health, Economic Development and Opportunity Creation (EDHOC) and Philanthropy. McKinsey does much of its pro-bono work through the SSO, whereas a Business Technology Office (BTO), founded in 1997, provides consulting on technology strategy.[28]

text: By 2009, the firm consisted of 400 directors (senior partners), up from 151 in 1993.[20][29] Dominic Barton was elected as Managing Director, a role he was re-elected for in 2012 and 2015.[29]

text: Galleon insider trading scandal[edit]

text: Former McKinsey senior executives, Rajat Gupta and Anil Kumar, were among those convicted in a government investigation into insider trading for sharing inside information with Galleon Group hedge fund owner Raj Rajaratnam.[30][31] Though McKinsey was not accused of any wrongdoing, the convictions were embarrassing for the firm, since it prides itself for integrity and client confidentiality.[32][33][34] Following the initial allegations McKinsey no longer maintains a relationship with either senior partner,[35][36] though the manner in which it severed ties attracted controversy.[37]

text: Senior partner Anil Kumar, described as Gupta's protégé,[38] left the firm after the allegations in 2009 and pleaded guilty in January 2010.[39][40] While he and other partners had been pitching McKinsey's consulting services to the Galleon Group, Kumar and Rajaratnam reached a private consulting agreement, violating McKinsey's policies on confidentiality.[41] Gupta was convicted in June 2012 of four counts of conspiracy and securities fraud, and acquitted on two counts.[42] In October 2011, he was arrested by the FBI on criminal charges of sharing insider information from these confidential board meetings with Rajaratnam.[43][44] At least twice, Gupta used a McKinsey phone to call Rajaratnam and retained other perks — an office, assistant, and $6 million retirement salary that year[45] — as a senior partner emeritus.[46]

text: After the scandal McKinsey instituted new policies and procedures to discourage future indiscretions from consultants,[47] including investigating other partners' ties to Gupta.[48][49]

text: 2017 South African corruption scandal[edit]

text: The Gupta family (no relation to Rajat Gupta) had strategically placed corrupted individuals in various South African government, utilities and infrastructure sectors. It is alleged that McKinsey was complicit in this corruption by using the Guptas to obtain consulting contracts from certain state-owned enterprises, including Eskom and Transnet. Working with Trillian Capital Partners (a consultancy which was owned by a Gupta associate),[50] they provided services to the value of R1 billion ($75 million) annually. Trillian was paid a commission for facilitating the business for McKinsey.[51] McKinsey hired law firm Norton Rose Fulbright to carry out an internal investigation over the allegations.[50] South Africa's Democratic Alliance party filed a complaint with the police against McKinsey of fraud and racketeering.[50]

text: Mckinsey's Managing Partner, Dominic Barton issued a statement, following an internal investigation, in which the firm "admitted that it found violations of its professional standards but denied any acts of bribery, corruption, and payments to Trillian."[52] This statement was rejected by a number of civil society organisations and opinion makers.[53] Eusebius McKaiser, a radio talk show host and former Mckinsey employee said, of Bartons' statement in an article headlined "Why Mckinsey is not Innocent", that "I sometimes wonder whether corporations think we are a bunch of fools incapable of seeing excrement for what it is."[54]

text: The Daily Maverick published an article entitled "Curious and Curiouser: McKinsey’s astonishing attempt at self-exoneration" in which journalist Pauli van Wyk wrote that "McKinsey’s “investigation” found nothing more to say about its dealings with Eskom and the Gupta-linked company Trillian than what the firm has already admitted to."[55]. The Financial Mail, a weekly financial magazine, published an editorial strap-lined "McKinsey's tone deaf fudge" entitled "McKinsey: Would I lie to you?" describing the list of excuses provided by Barton in his statement as improbable and that the statement did not go nearly far enough to explain how Mckinsey and Trillian earned R1.6bn in 6 months without a lawful contract. The article went on to describe Mckinsey's behaviour as being, if not corruption, then certainly greed and profiteering.[56]

text: The Southern African Anglican Archbishop issued a statement saying that[57] “Despite the intense focus on the activities of companies suspected of looting state resources, McKinsey ... took action not as a result of their own internal ethical guidelines but in response to pressure from civil society and the media,”.

text: Organization[edit]

text: Structure[edit]

text: McKinsey & Company was originally organized as a partnership[58] before being legally restructured as a private corporation with shares owned by its partners in 1956.[12][59] It mimics the structure of a partnership and employees are called "partners".[58][60] The company has a flat hierarchy and each member is assigned a mentor.[61]:65, 142 Since the 1960s, McKinsey's Managing Director has been elected by a vote of senior directors to serve up to three, three-year terms or until reaching the mandatory retirement age of 60.[62] The firm is also managed by a series of committees that each has its own area of responsibility.[6]:22[63]

text: McKinsey has a de-centralized structure, whereby different offices operate similarly, but independently. Each office is expected to put the overall organization's best interest before the office's, which McKinsey refers to as the "one firm" principle. Consultants and engagements are often shared across offices.[17][28]:11 Revenues from all offices are pooled and an individual office's revenue does not directly affect it financially.[64] The company's budgeting is centralized, but individual consultants are given a large degree of autonomy.[65]

text: McKinsey consultants are either industry experts, functional experts, or generalists that cover specific geographic regions.[66] The firm has 23 industry practices focused on individual industries, nine functional practices that work in areas like finance, marketing or risk, and five Capabilities and Solutions areas related to technology consulting.[28][67]

text: Culture[edit]

text: Marvin Bower is credited with creating McKinsey's values and principles in 1937.[18][22] He established a set of rules: that consultants should put the interests of clients before McKinsey's revenues, not discuss client affairs, tell the truth even if it means challenging the client's opinion, and only perform work that is both necessary and that McKinsey can do well.[20][22] Bower created the firm's principle of only working with CEOs, which was later expanded to CEOs of subsidiaries and divisions. He also created McKinsey's principle of only working with clients the firm felt would follow its advice.[17][64]

text: Bower also established the firm's language.[63] McKinsey calls itself "The Firm" and its employees "members".[17][20] McKinsey says its consultants are not motivated by money.[20] McKinsey & Company tries to keep a "very low profile public image."[68] The firm has a policy against discussing specific client situations.[64] The firm says it does not advertise, though it did advertise allegedly for recruitment purposes in TIME Magazine in 1966.[17] Members are not supposed to "sell" their services.[61][69] McKinsey's consultants are expected to become a part of the community and recruit clients from church, charitable foundations, board positions and other community involvements.[17]

text: A 1993 profile story in Fortune Magazine said McKinsey & Company was "the most well-known, most secretive, most high-priced, most prestigious, most consistently successful, most envied, most trusted, most disliked management consulting firm on earth."[20] According to BusinessWeek the firm is "ridiculed, reviled, or revered depending on one's perspective."[70]

text: McKinsey's culture has often been compared to religion, because of the influence, loyalty and zeal of its members.[64][71] Fortune Magazine said partners talk to each other with "a sense of personal affection and admiration."[20] An article in The News Observer said McKinsey's internal culture was "collegiate and ruthlessly competitive" and has been described as arrogant.[63] The Wall Street Journal said McKinsey is seen as "elite, loyal and secretive".[66] According to Reuters, it has a "button-down culture" focused on "playing by the rules".[72] According to BusinessWeek, some consultants say the firm has strayed from its original values as it increased in size.[24] The Guardian said at McKinsey "hours are long, expectations high and failure not acceptable."[73]

text: Influence[edit]

text: Many of McKinsey's alumni become CEOs of major corporations or hold important government positions.[68] In doing so, they influence the other organization with McKinsey's values and culture.[64][68][71] McKinsey's alumni have been appointed as CEOs or high-level executives at Google, American Express, Boeing, IBM, Westinghouse Electric,[71][74] Sears, AT&T, PepsiCo,[64] and Enron.[75] McKinsey alumni have held positions with Tony Blair's office.[73] Citicorp and Merrill Lynch have also hired many McKinsey alumni.[74] As of 2008, McKinsey alumni held CEO positions with 16 corporations that have more than $2 billion in revenue. The firm was ranked by USA Today as the most likely company to work for and become a future CEO of a major corporation, with odds of 1 out of 690.[76] McKinsey's consulting work has also been influential in establishing many of the norms of how governments and corporations are run.[17][64] The company has been influential in the British Department of Health for many years and was heavily involved in the discussions around the Health and Social Care Act 2012.[77]

text: Consulting services[edit]

text: McKinsey & Company provides management consulting services, such as providing advice on an acquisition, developing a plan to restructure a sales force, creating a new business strategy or providing advice on downsizing.[17][61][66] Its consultants design and implement studies to evaluate management decisions using data and interviews to test hypotheses.[61][64] Conclusions of the study are presented to senior management, typically in a PowerPoint presentation and a booklet.[61][64]

text: McKinsey is considered one of the most prestigious and most expensive management consulting firms.[78][20][74] In Dangerous Company, journalists James O'Shea and Charles Madigan said McKinsey is the most influential, most reputable management consulting firm in the industry and that it carries the most weight with corporate boards.[64] The News Observer said McKinsey is the "creme de la creme" and the "Rolls Royce" of management consulting.[20][63] Between 2002 and 2014, McKinsey has been ranked in the number one position of the branche-internal "The Best Consulting Firms: Prestige to work for" list by Vault.com.[79]

text: McKinsey & Company has traditionally charged approximately 25 percent more than competing firms[28] with an average project of one million dollars.[66] Prices were reduced in the economic slump following the dot-com bubble.[60] According to The Globe and Mail, McKinsey clients estimate that the firm's advice turns out to be poor in retrospect about 10 to 20 percent of the time.[66]

text: A typical McKinsey engagement can last between two and twelve months and involves three to six McKinsey consultants.[28] An engagement is usually managed by a generalist that covers the region the client's headquarters are located in and specialists that have either an industry or functional expertise.[20] Unlike some competing consulting firms, McKinsey does not hold a policy against working for multiple competing companies (although individual consultants are barred from doing so). This has sometimes led to accusations of sharing confidential information[66] or re-packaging a competitor's tactics as best practices.[17]

text: Environmental consulting[edit]

text: Marginal abatement cost curves attempt to compare the financial costs of different options for reducing pollution in a region and are used in emissions trading, policy discussions and incentive programs.[80] McKinsey & Company released its first marginal abatement cost (MAC) curve for greenhouse gas emissions in February 2007, which was updated to version two in January 2009.[81][82] McKinsey & Company's MAC curve has become the most widely used[83] and is the basis for McKinsey’s consulting on climate change and sustainability.[84]

text: McKinsey's curve predicts negative cost abatement strategies, which has been controversial among economists.[85] The International Association for Energy Economics said in The Energy Journal that McKinsey's cost-curve was popular among policymakers, because it suggests they can take "bold action towards improving energy efficiency without imposing costs on society."[86]

text: In a 2010 report, the Rainforest Foundation UK said McKinsey's cost curve methodology was misleading for policy decisions regarding the Reduced Emissions from Deforestation and Forest Degradation (REDD) program. The report argued that McKinsey's calculations exclude certain implementation and governance costs, which makes it favor industrial uses of forests while discouraging subsistence projects.[87] Greenpeace said the curve has allowed Indonesia and Guyana to win financial incentives from the United Nations by creating inflated estimates of current deforestation so they could demonstrate reductions in comparison.[88][89][90] McKinsey said they had made it clear in the cost-curve publications that cost curves do not translate "mechanically" into policy implications and that policymakers should consider "many other factors" before introducing new laws.[88][89]

text: Recruiting and compensation[edit]

text: McKinsey & Company was the first management consultancy to hire recent graduates instead of experienced business managers,[68] when it started doing so in 1953.[91] Many of its recruits are Baker Scholars, Fulbright Fellows, Rhodes scholars, Marshall Scholars, Gates-Cambridge scholars, or White House Fellows.[20][92] Less than half of the firm's recruits are from business majors,[28]:7 while others have advanced degrees in science, medicine, engineering or law.[61][92][93] Prestigious business colleges may have McKinsey consultants assigned to cultivating relationships with upcoming graduates.[61]:158

text: According to The Observer, McKinsey recruits recent graduates and "imbues them with a religious conviction" in the firm, then culls through them with its "up-or-out" policy.[63] The "up or out" policy, which was established in 1951, means that consultants that are not being promoted within the firm are asked to leave.[16]:208[94] About one-fifth of McKinsey's consultants depart under the up or out policy each year.[63][65] McKinsey's practice of hiring recent graduates and the "up-or-out" philosophy, were originally based on Marvin Bower's experiences at the law firm Jones Day in the 1930s, as well as the "Cravath system" used at the law firm Cravath, Swaine and Moore.[16]:206

text: According to Financial Times journalist Duff McDonald, as of September 2013, the firm receives 225,000 employment applications annually and about one percent—or 2,200—of the applicants are hired.[95] There is an ongoing debate within the firm on how fast it should grow.[96] According to a report by WetFeet, McKinsey "offers some of the best experience, opportunity and professional development in the industry" and it is prestigious to have McKinsey on a resume. However, it said the work environment is demanding, involving extensive travel and long hours.[28][74] Consulting Magazine's 2007 list of "Best Consulting Firms to Work For" ranked McKinsey as number 3.[28]

text: New undergraduate McKinsey recruits are paid about $80,000 a year,[93] while senior partners are estimated to earn $1–$3 million or more.[44] According to Fortune Magazine, some McKinsey staff earn more than the CEOs they consult.[20]

text: Research and publishing[edit]

text: McKinsey & Company consultants regularly publish books, research and articles about business and management.[61]:51[97]:55 The firm spends $50–$100 million a year on research.[97]:54 McKinsey was one of the first organizations to fund management research, when it founded the Foundation for Management Research in 1955.[7] The firm began publishing a business magazine,The McKinsey Quarterly, in 1964.[98] It funds the McKinsey Global Institute, which studies global economic trends and was founded in 1990.[18][71] Many consultants are contributors to the Harvard Business Review.[71] McKinsey consultants published only two books from 1960-1980, then more than 50 from 1980 to 1996.[97]:55 McKinsey's publications and research give the firm a "quasi-academic" image.[97]

text: A McKinsey book, In Search of Excellence, was published in 1982.[99] It featured eight characteristics of successful businesses based on an analysis of 43 top performing companies.[97]:87-89[99]:348 It became one of the most influential and highly read management books[99]:348 and marked the beginning of McKinsey's shift from accounting to "softer" aspects of management, like skills and culture.[99]:359 In Search of Excellence's distribution prompted others, including McKinsey consultants, to write more management books.[97] According to David Guest from King's College, In Search of Excellence became popular among business managers because it was easy to read, well-marketed and some of its core messages were valid. However, it was disliked by academics because of flaws in its methodology. Additionally, a 1984 analysis by BusinessWeek found that many of those companies identified as "excellent" in the book no longer met the criteria only two years later.[99]

text: A 1997 article and a book it published in 2001 on "The War for Talent"[100] prompted academics and the business community to start focusing more on talent management.[101]:163 The authors found that the best-performing companies were "obsessed" with acquiring and managing the best talent.[102] They advocated that companies rank employees by their performance and promote "stars", while targeting under-performers for improvement or layoffs.[102][103] After the book was published, Enron, a company which followed many of its principles, was involved in a scandal that led to its bankruptcy.[102] In May 2001, a Stanford professor wrote a paper critical of the "War on Talent" arguing that it prioritized individuals at the expense of the larger organization.[100]

text: McKinsey consultants published Creative Destruction in 2001.[17]:247 The book suggested that CEOs need to be willing to change or rebuild a company, rather than protect what they have created.[104] It found that out of the first S&P 500 list from 1957, only 74 were still in business by 1998.[104][105] The New York Times said it "makes a cogent argument that in times of rampant, uncertain change... established companies are handcuffed by success."[106] In 2009, McKinsey consultants published "The Alchemy of Growth", which established three "horizons" for growth: core enhancements, new growth platforms and options. Its three horizons became adopted widely, because it gave executives a simple vocabulary about business growth.[107]

text: In February 2011, McKinsey surveyed 1,300 US private-sector employers on their expected response to the Affordable Care Act (ACA).[108][109] 30 percent of respondents said they anticipated they would probably or definitely stop offering employer sponsored health coverage after the ACA went into effect in 2014.[110][111] These results, published in June 2011 in the McKinsey e-Quarterly,[108] became "a useful tool for critics of the ACA and a deep annoyance for defenders of the law" according to an article in TIME Magazine.[112] Supporters of healthcare reform argued the survey far surpassed estimates by the Congressional Budget Office and insisted that McKinsey disclose the survey's methodology.[113][114][115][116] Two weeks after publishing the survey results,[112] McKinsey released the contents of the survey including the questionnaire and 206-pages of survey data.[117] In its accompanying statement,[118] McKinsey said it was intended to capture the attitude of employers at a certain point in time, not make a prediction.[119][120]

text: Since 1990, McKinsey has been publishing Valuation: Measuring and Managing the Value of Companies, a popular textbook on valuation.[121][122][123] The book is now available in its sixth edition.[124]

text: Consulting projects[edit]

text: According to The Firm, McKinsey has been influential in establishing the norms of business, such as working in large-scale office settings.[17] According to a 1993 profile in Fortune magazine, "while McKinsey has consulted for many of the current era's great successes... it has also been a fixture at many of the big losers."[20] In The Firm, author Duff McDonald said McKinsey helped restructure the White House, guided corporations through large-scale re-organizations in post-war Europe and facilitated turn-arounds, but in other cases advised companies to adopt strategies that led to their collapse or was unable to prevent an impending bankruptcy.[17] It said

text: McKinsey was a major player in the efficiency boom in the 1920s, the postwar gigantism of the 1940s, the rationalization of government and rise of marketing in the 1950s, the age of corporate influence in the 1960s, the restructuring of America and rise of strategy in the 1970s, the massive growth in information technology in the 1980s, the globalization of the 1990s, and the boom-bust-and-cleanup of the 2000s.

text: History[edit]

text: McKinsey & Company's founder, James O. McKinsey, introduced the concept of budget planning as a management framework in his fifth book Budgetary Control in 1922.[14]:25[125]:422 The firm's first client was the treasurer of Armour & Company, who, along with other early McKinsey clients, had read Budgetary Control. In 1931 McKinsey created a methodology for analyzing a company called the General Survey Outline (GSO), which was established based on ideas introduced in the 1924 book Business Administration. It was also known as the Banker's Survey, because McKinsey's clients who used it in the 1930s were predominantly banks.[17]:22 After the Wagner Act gave certain rights to employees to organize into unions in 1935, McKinsey started consulting corporations on employee relations. Later in the 1950s, the work of a McKinsey consultant on compensation was influential in "skyrocketing executive pay".[17] It also helped many companies such as Heinz, IBM and Hoover expand into Europe.[17]

text: In the 1940s, McKinsey helped many corporations convert into wartime production for World War II.[17] It also helped organize NASA into an organization that relies heavily on contractors in 1958.[126]:105 McKinsey created a report in 1953 for Dwight Eisenhower that was used to guide government appointments.[127] In 1973, McKinsey & Company led a project for a consortium of grocery chains represented by the U.S. Supermarket Ad Hoc Committee on a Uniform Grocery Product Code to create the barcode.[128][129] According to the book "Business Research Methods", the barcode became commonplace after a study by McKinsey persuaded Krogers to adopt it.[130]

text: In the 1970s and 1980s, McKinsey helped European companies change their organizational structure to M-form (Multidivisional Form), which organizes the company into semi-autonomous divisions that function around a product, industry or customer, rather than a function or expertise.[131]:208[132]:110 In the 1980s, AT&T reduced investments in cell towers due to McKinsey's prediction that there would only be 900,000 cell phone subscribers by 2000. According to The Firm this was "laughably off the mark" from the 109 million cellular subscribers by 2000. At the time cell phones were bulky and expensive.[17] The firm helped the Dutch government facilitate a turnaround for Hoogovens, the world's largest steel company as of 2013, through a $1 billion bankruptcy bailout.[17] It also implemented a turnaround for the city of Glasgow, which had problems with unemployment and crime. McKinsey created the corporate structure for NationsBank, when it was still a small company known as North Carolina National Bank.[17] McKinsey was hired by General Motors to do a large-scale re-organization to help it compete with Japanese auto-makers. The book The Firm said it was an "unmitigated disaster" because McKinsey focused on corporate structure, whereas GM needed to compete with Japanese automakers through manufacturing process improvement. A McKinsey consultant said GM did not follow their advice.[17]

text: A 2002 article in BusinessWeek said that a series of bankruptcies of McKinsey clients, such as Swissair, Kmart, and Global Crossing, in the 1990s raised questions as to whether McKinsey was responsible or had a lapse in judgement.[24] McKinsey recommended that Swissair avoid high operating costs in its home country by developing partnerships with airlines based in other regions. In order to attract partners, Swissair acquired more than $1 billion in shares of other airlines, many of which were failing. This led to huge losses for Swissair.[133]

text: Prior to the Enron scandal, McKinsey helped it shift from an oil and gas production company into an electric commodities trader, which led to significant growth in profits and revenues.[65] According to The Independent, there was "no suggestion that McKinsey was complicit in the subsequent scandal, [but] critics say the arrogance of Enron's leaders is emblematic of the McKinsey culture."[134] The government did not investigate McKinsey, who said they did not provide advice on Enron's accounting,[43] but some questioned whether McKinsey knew about Enron's accounting problems[135] or ignored warning signs.[24]

text: Former Financial Times journalist Duff McDonald, said McKinsey's confidentiality policy often prevents the public from becoming informed about the firm's work, except after it is exposed through lawsuits or investigations.[17] 13,000 McKinsey documents were released as part of a lawsuit against Allstate, which showed that McKinsey recommended the company reduce payouts to insurance claimants by offering low settlements, delaying processing to wear out claimants through attrition, and fighting customers that protest in court. Allstate's profits doubled over ten years after adopting McKinsey's strategy, but it also led to lawsuits alleging they were cheating claimants out of legitimate insurance claims.[136][137]


document_title: Star Wars sequel trilogy

question_text: when is the newest star wars coming out

question_tokens: when is the newest star wars coming out

root

text: Star Wars sequel trilogy

text: Early development[edit]

text: According to Mark Hamill, who plays Luke Skywalker, in 1976, Star Wars creator George Lucas told him that he planned three Star Wars trilogies. Lucas suggested Hamill could have a cameo role in Episode IX, which he imagined filming by 2011.[1][2] A Time magazine story in March 1978, quoting Lucas, stated there would be ten Star Wars films after The Empire Strikes Back.[3] Gary Kurtz was also aware of proposed story elements for Episode VII to Episode IX before 1980.[4][5] In 1980, at the time of the release of The Empire Strikes Back, Lucas said there were seven further Star Wars films he wanted to make. He said he had "twelve-page outlines" for those films.[6] In an interview with Jim Steranko in Prevue magazine published in late 1980, Lucas described how the expansive scope of Star Wars had started with an overlong screenplay:

tag: p

text: So, I took the screenplay and divided it into three stories, and rewrote the first one. As I was writing, I came up with some ideas for a film about robots, with no humans in it. When I got to working on the Wookiee, I thought of a film just about Wookiees, nothing else.  So, for a time, I had a couple of odd movies with just those characters.  Then, I had the other two films, which were essentially split into three parts each, two trilogies.  When the smoke cleared, I said, 'This is really great. I'll do another trilogy that takes place after this.' I had three trilogies of nine films, and then another couple of odd films.  Essentially, there were twelve films.

text: He added that he had:

text: …eliminated the odd movies, because they really don't have anything to do with the Star Wars saga. ... I'm just going to keep it pure. It's a nine-part saga that has a beginning, a middle and an end.  It progresses over a period of about fifty or sixty years with about twenty years between trilogies, each trilogy taking about six or seven years.[7]

text: In this interview, Lucas also stated that he had "titles and ten-page story outlines for each of" the nine episodes.[7] In an interview with Gary Kurtz in the same magazine, Kurtz said:

text: [w]hether or not all nine or twelve films actually get made depends on how George feels as time goes along. The series may happen the way he originally planned or may completely change. As the films are made, each of the stories develops. As each is finished, I think the direction of the saga may change a bit.[8]

text: In an interview with Starlog magazine published in September 1981, Lucas confirmed that he had the nine-film series plotted, cautioning:

text: …but it's a long way from the plot to the script. I've just gone through that with Return of the Jedi, and what seems like a great idea when it's described in three sentences doesn't hold together when you try to make five or six scenes out of it. So plots change a lot when they start getting into script form.[9]

text: Initial story development[edit]

text: Shortly after 1980's release of Episode V: The Empire Strikes Back, Lucas had already written story treatments for episodes: VI, and the sequel trilogy consisting of episodes VII, VIII and IX. Dale Pollock, George Lucas's biographer, revealed in a 2012 interview, that as part of his biographical research during the 1980s, Lucas had allowed him to read the plot outlines for the at the time comprising 12 planned Star Wars film episodes, albeit on the condition of signing a confidentiality agreement.[10]

text: Those plans Pollock saw, however were drastically changed after Empire Strikes Back released because Lucas decided not to make the sequel trilogy, and instead finish the story as a trilogy, by ending the storyline with Episode VI: Return of the Jedi. This led Lucas to rework and fully incorporate many of the plots from his discarded sequel trilogy directly into Return of the Jedi. Gary Kurtz the producer of A New Hope and The Empire Strikes Back, opened about those incorporated elements, albeit reamined coy about the discarded ideas that could be still used on future sequels. About the elements from such discarded sequel trilogy, that were directly incorporated into Return of the Jedi, Kutz said those were:

text:
The focus on Luke Skywalker's journey to becoming the premier Jedi Knight.
"Luke's sister", who was originally meant to be a new character (set to appear in Episode VIII). However, by Return of the Jedi's final script, it was decided Leia would be retconned into being Luke's sister (a plot element further set in stone by Episode III: Revenge of the Sith).
The first appearance of the Emperor and Luke's ultimate confrontation with him. Both also fully happened within Episode VI: Return of the Jedi (Lucas originally planned for both to happen in Episode IX), that specific storyline had been planned as early as pre-1980, according to Gary Kurtz.[4][5][11]

tag: ul

text: About the 1980s sequel trilogy drafts, and their surviving elements that could still have been used after Return of the Jedi, in 2012, Pollock said:

text:
"The three most exciting stories were 7, 8 and 9. They had propulsive action, really interesting new worlds, new characters. I remember thinking, 'I want to see these 3 movies.'"
They would "involve Luke Skywalker in his 30s and 40s".

text: Other than Pollock's vague description, no official information about the 1980s script treatments for the sequel trilogy has been released. Comenting in the announcement of Lucas selling Lucasfilm to Disney in 2012, and the official announcement of a sequel trilogy. Pollock said that Disney would probably use Lucas's outlines from 1980 as the basis for the sequel trilogy, saying "That's in part what Disney bought."[10]

text: Cancellation period[edit]

text: This period lasted from 1983 to the 2010's, when Lucas started to develop his ideas for a sequel trilogy.

text: Comments made after Return of the Jedi[edit]

text: After release of Return of the Jedi in 1983, Lucas gave many hints about many of the plot elements from his discarded 1980s script treatments for the sequel trilogy, or what would happen if he were to make a sequel trilogy. Those discarded plots continued to fascinate fans for decades, as many of them were completely unaffected by the conclusion of the original trilogy; thus leaving the sequel trilogy a possibility of using them.

text: While many ideas seem to have been retained, these two particular ideas were apparently discarded for Lucasfilm's sequel trilogy, under Disney's ownership:

text:
The trilogy would deal with the rebuilding of the Republic (Lucas in 1980).[12] This was clearly discarded given how it starts at a time where the Galactic Republic has already been rebuilt
Luke would have a romantic relationship with a female love interest (Lucas in 1988).[13] (This idea was seemingly discarded, given that ultimately within the trilogy Luke is alone in exile, and how the prequel trilogy depicted Jedi as celibate).

text: Lucas' ideas that have been somewhat partially or completely retained by the trilogy that ultimately was made, include:

text:
Episode VII would begin roughly 20 (or perhaps 30–40) years after the end of Return of the Jedi (according to Lucas in 1980 and 1982).[7][14] (It starts 30 years after Return of the Jedi).
The key actors, Hamill as Luke Skywalker, Ford as Han Solo, and Fisher as Princess Leia, would appear, in their 60s or 70s (Lucas in 1983).[15][16]
In Episode IX, Hamill would cameo, "like Obi-Wan handing the lightsaber down to the next new hope" (according to Hamill, in 2004).[1]
"The other one—what happens to Luke afterward—is much more ethereal. I have a tiny notebook full of notes on that. If I'm really ambitious, I could proceed to figure out what would have happened to Luke" (Lucas in 1980).[17]
R2-D2 and C-3PO would be the only characters who might continue through all nine films (Lucas in 1980, 1981, and 1983).[7][18][19]
"It's like a saga, the story of a group of people, a family" (Lucas in 1980).[7]
The main theme of the trilogy would be moral and philosophical problems, such as the necessity for moral choices and the wisdom needed to distinguish right from wrong, justice, confrontation, and passing on what you have learned (Lucas in 1983 and 1989).[16][20]

text: However it should be noted, that while Lucas mighth have made some notes, or written his ideas from time to time. He was not actively working on drafts for such films.

text: Novels set after Return of the Jedi[edit]

text: During the early 1990s, Lucas allowed writer Timothy Zahn to write a Star Wars expanded universe novel series set after the events in the original trilogy, which was called the Thrawn Trilogy. This decision meant that Lucas decided to further cancel the sequel trilogy, with many hundreds of subsequent other works set after the original trilogy. From 1997 onwards, Lucas took it a step further, when he ceased to talk about his sequel trilogy ideas. When asked, he would frequently repeat that he had no plans to make the sequel trilogy and that he would not allow other directors to make it.[15][21][22][23][24] He gave various explanations for the apparent abandonment of plans to film the sequel trilogy.

text: At a 1997 "Special Edition" press conference, Lucas said: "Everyone said, 'Well, are you going to do sequels to the first three?' But that was an afterthought; I don't have scripts on those stories. The only notion on that was, wouldn't it be fun to get all the actors to come back when they're 60 or 70 years old and make three more about them as old people."[15] In a 1997 issue of Star Wars Insider, he said: "The whole story has six episodes.... If I ever went beyond that, it would be something that was made up. I really don't have any notion other than, 'Gee, it would be interesting to do Luke Skywalker later on.' It wouldn't be part of the main story, but a sequel to this thing."[21]

text: However Lucas was not made with the Star Wars franchise, his attention however was not on the sequel trilogy, as it had shifted towards the story before the original trilogy. Between 1999 and 2005, Lucas would return to the universe he had created, by writing and directing, what would become the prequel trilogy of Episodes I, II, and III. and decided to end the saga as six films. This prevented him from developing a sequel trilogy during that time-frame.

text: Comments made during the development of the prequel trilogy[edit]

text: In an interview published in the February 1999 issue of Vanity Fair, Lucas said: "When you see it in six parts, you'll understand. It really ends at part six. I never had a story for the sequels, for the later ones."[25][26] In early May 2002, just before the worldwide release of Episode II: Attack of the Clones and while Lucas was working on the script for Episode III, rumors of Star Wars episodes VII, VIII, and IX were posted on the Internet.[27] In reply, Lucas noted that there would be no Star Wars Episodes VII, VIII, and IX, since the time feels right to move on:

text: I am going to do my own movies. I have got some ideas but they are the kind of movies that aren't going to be popular, they're not going to be successful in terms of financing. I have managed to get a fund by doing these (blockbuster) movies that allows me the creative freedom to do things that may never see the light of day—or if they do get distributed they will be on a very limited basis because they are not mass entertainment movies. There are a lot of things I still want to do. I want to do a TV show, some TV movies, mostly they will be historical in nature.[27]

text: In 1999, when asked about the possibility of someone else making Star Wars films, Lucas said, "Probably not, it's my thing."[25][26] In August 1999, at a press conference in New York City to discuss The Phantom Menace, Lucas described the "nine year commitment" required to make a Star Wars trilogy.[28] In 2002, he said: "Basically what I said as a joke was, 'Maybe when Harrison and Carrie are in their 70s, we'll come back and do another version.' The thing I didn't realize then, and that I do realize now very clearly, is that not only would they be in their 70s, but I would be in my 70s too."[29]

text: Lucas also noted "Ultimately, the saga will be six films, a 12-hour story. Then people can watch all six films together as they were intended to be seen."[27]

text: In 2007, Lucas described making the films at that age as "an idea that seemed amusing at the time, but doesn't seem realistic now", and suggested that "off-the-cuff" comments he had made in earlier years had been misconstrued as absolute statements.[30] In 2008, after all six films had been released, Lucas said: "The movies were the story of Anakin Skywalker and Luke Skywalker, and when Luke saves the galaxy and redeems his father, that's where that story ends."[31] In another 2008 interview in Total Film, Lucas ruled out anybody else making Star Wars films, and additionally added that the Expanded Universe novels and comics did not lined up with his six films Star Wars saga. Asked if he was happy for new Star Wars films to be made after his death, he said: "I've left pretty explicit instructions for there not to be any more features. There will definitely be no Episodes VII–IX. That's because there isn't any story. I mean, I never thought of anything. And now there have been novels about the events after Episode VI, which isn't at all what I would have done with it. The Star Wars story is really the tragedy of Darth Vader. That is the story. Once Vader dies, he doesn't come back to life, the Emperor doesn't get cloned and Luke doesn't get married..."[32]

text: Renewed development[edit]

text: Development under Lucas and selling the franchise to Disney[edit]

text: The trilogy remained in cancelation, until Lucas had a change of heart in the 2010s, when Lucas secretly started writing more ideas for the sequel trilogy and strongly considered directing Episode VII for a May 2015 release.[33]  Then Lucas decided not to film the sequel trilogy again. Details from Lucas discarded sequel trilogy were revealed in June 2018, during a interview contained within a companion book to a television series AMC's James Cameron's Story Of Science Fiction. Therein Lucas stated the films "were going to get into a microbiotic world. But there's this world of creatures that operate differently than we do. I call them the Whills. And the Whills are the ones who actually control the universe. They feed off the Force." Neither of those ideas has been used in the sequel trilogy so far. Lucas additionally stated "If I'd held onto the company I could have done it, and then it would have been done. Of course a lot of fans would have hated it, just like they did (with prequel trilogy film) Phantom Menace and everything but at least the whole story from beginning to end would be told."[34]

text: Development without Lucas and under Disney ownership[edit]

text: However, then, Lucas changed his mind again, and decided to fully retire, and allow other filmmakers do the films, instead of himself. Deciding to sell his production company Lucasfilm, along with the rights to Star Wars, to Disney. Speaking after Disney's 2012 acquisition of Lucasfilm, Lucas (sitting alongside new Lucasfilm president Kathleen Kennedy), said: "I always said I wasn't going to do any more, and that's true, because I'm not going to do any more.  But that doesn't mean I'm unwilling to turn it over to Kathy to do more."[35] Lucas said at some point, he had planned to finish Episode VII, release it in May 2015 and then sell the company afterward. But Disney expressed interest, with Lucas saying "It's better for me to get out at the beginning of a new thing and I can just remove myself. The time is more important to me than the money."[36] Both plot-outlines, the one written in the 1980s and the one written in the 2010s, were turned over to Disney chairman Bob Iger around the time that Disney acquired Lucasfilm in 2012.[37]

text: Previously mentioned veteran writer of Star Wars novels, Zahn was interviewed about the at-the-time just-announced sequel trilogy in 2012, he confirmed the sequel trilogy was never meant to be based on his Thrawn novels nor the expanded universe but said he had been briefed years before on Lucas's plans for the sequels.[38] (Zahn had discussions with Lucas before the first Thrawn novel was published in 1991.)

text: The original idea as I understood it—and Lucas changes his mind off and on, so it may not be what he's thinking right now—but it was going to be three generations. You'd have the original trilogy, then go back to Luke's father and find out what happened to him, and if there was another seventh, eighth, or ninth film, it would be Luke's children.[38]

text: As announced by Lucasfilm, the sequel trilogy also meant the end of most of the existing Star Wars expanded universe, so as to give "maximum creative freedom to the filmmakers and also preserve an element of surprise and discovery for the audience". Much of the old expanded universe content would continue to be available under the Star Wars: Legends brand, which was created to brand the non-canonical works of the franchise. Only Episodes I-VI would remain canon to the franchise, along The Clone Wars animated film and animated series. Everything produced after the anouncement, would also be considered remain canon.[39]

text: The first film in the sequel trilogy was titled Episode VII: The Force Awakens and written by Lucas co-writer on two sequels in the original trilogy Lawrence Kasdan, along J.J. Abrams, who also directed it. As noted by Lucas in 2013, the film had seemingly discarded his ideas for Episode VII. During an interview with Cinemablend in January 2014, while promoting the upcoming release of the Lucasfilm animated movie Strange Magic, Lucas revealed that ultimately, Disney chose not to use the story treatments which he had written and turned over with the acquisition, and that the company chose to create brand new stories for the upcoming movies instead: "The ones that I sold to Disney, they came up to the decision that they didn't really want to do those. So they made up their own. So it's not the ones that I originally wrote [on screen in Star Wars: The Force Awakens]".[40]

text: However, Rian Johnson's Episode VIII: The Last Jedi, brought some of them back. Few details have been revealed about the contents of Lucas's 2010s story treatments for the sequel trilogy, the revelations came from the book, called Art of Star Wars: The Last Jedi. The book disclosed that in January 2013 at Skywalker Ranch, George Lucas himself, held the first brief about the as-yet untitled Episode VII and its story. Showing numerous concept arts including:

text:
A female young Jedi padawan named Kira (the female young Jedi padawan was fully retained, albeit the character would be renamed Rey. The phonetically similar name Qi'ra, would be used for the childhood girlfriend of a young Han Solo, in the anthology film Solo: A Star Wars Story which was set before Han met Leia).
An older Luke Skywalker who, decades after the fall of the Galactic Empire, exiled himself to the remote planet where the first Jedi temple was located. The first Jedi temple concept art had a bell-shaped design, as designed by VFX art director James Clyne. (The idea and designs would later be reworked as the planet Ahch-To, briefly seen at the end of Episode VII: The Force Awakens, and explored in Episode VIII: The Last Jedi).
Luke would have started off reluctant to train the female Jedi padawan, but would have eventually had a change of heart and agree to train her. (This idea was fully incorporated into the plot).

text: Lucas seemingly had planned for the conclusion of Luke's story to happen in Episode VII instead of Episode VIII, with Luke dying at the end of the film; this element was also incorporated into Johnson's film.[41] Conversely, some months later, Mark Hamill contradicted this statement, saying that George Lucas' original vision for the ending of Episode IX was to have Luke dying there instead of a simple cameo, leaving his sister Leia as a Jedi.[42] No plot points such as the Whills or microbiotic worlds have appeared so far.

text: Films[edit]

text:
Film

U.S. release date

Director(s)

Screenwriter(s)

Producer(s)

Status

Star Wars: The Force Awakens[a]

December 18, 2015 (2015-12-18)

J. J. Abrams

Lawrence Kasdan, J. J. Abrams and Michael Arndt

Kathleen Kennedy, J. J. Abrams and Bryan Burk

Released

Star Wars: The Last Jedi[b]

December 15, 2017 (2017-12-15)

Rian Johnson

Kathleen Kennedy and Ram Bergman

Star Wars: Episode IX

December 20, 2019 (2019-12-20)[43]

J. J. Abrams[44]

J. J. Abrams & Chris Terrio[44]

Kathleen Kennedy, J. J. Abrams and Michelle Rejwan[44]

Filming

tag: table

text: Star Wars: The Force Awakens[edit]

text: The Force Awakens, the first film in the sequel trilogy, takes place approximately 30 years after the events of Return of the Jedi. It includes new characters, as well as characters from the original trilogy, in search of Luke Skywalker with the help of Han Solo, and Princess Leia along with Chewbacca, C-3PO, and R2-D2.[45][46] The Force Awakens, like the subsequent two films, is based on an original screenplay and not a storyline from the expanded universe.[47]

text: The original trilogy's cast joins newcomers Daisy Ridley, John Boyega, Adam Driver, and Oscar Isaac. It is directed by J. J. Abrams, who co-wrote a revised version of the screenplay along with Lawrence Kasdan, co-writer of the screenplays for The Empire Strikes Back and Return of the Jedi. Original drafts of The Force Awakens script were written by Michael Arndt,[48][49][50] but ultimately early character and plot elements in Arndt's vision came into conflict with the conceptual ideas of director J.J. Abrams and Lucasfilm president Kathleen Kennedy, as well as filming schedules and ultimately Arndt was removed from the project due to creative differences and time constraints,[51][52][53][54] being replaced by Kasdan as the primary co-creative visionary to Abrams' plot concepts.[53][54]

text: George Lucas was set to provide Abrams with advice as a creative consultant; however, Lucas had no involvement with the film, with his representative stating Lucas "ideally would love not to see any footage until he walks into the theater next December. He has never been able to be surprised by a Star Wars film before and he said he was looking forward to it."[37][55][56][57] The film began pre-production on October 30, 2012. Production began in April 2014;[58] it was released on December 18, 2015.[59] In the US, the film is rated PG-13 "for sci-fi action violence" and an M Rating In Australia,[60] the second Star Wars film to receive that rating after Revenge of the Sith (the five other films received a PG rating).[61]

text: The film broke opening weekend box office records in North America with $248 million ($39 million more than previous record holder Jurassic World) and totals of $529 million worldwide, the largest opening ever. The film set another new record by becoming the first movie to break the $1 billion mark in box office sales in just 12 days.[62] It is currently the highest-grossing film of all time in North America and the third highest-grossing film worldwide, unadjusted for inflation.[63]

text: Star Wars: The Last Jedi[edit]

text: The Last Jedi, the second film in the sequel trilogy, takes place following the events of The Force Awakens. On June 20, 2014, Rian Johnson was announced as writer and director of Episode VIII and story treatment writer of Episode IX.[64][65] Kathleen Kennedy and Ram Bergman were the producers and J. J. Abrams is the executive producer. Steve Yedlin is the cinematographer.[66] Johnson confirmed in August 2014 that he would direct Episode VIII.[67]

text: In March 2015, Oscar Isaac confirmed he would reprise his The Force Awakens role of Poe Dameron in Episode VIII.[68][69][70] In July 2015, it was reported that Benicio del Toro was being considered for a villain;[71][72] del Toro later confirmed that he had been cast.[73] In September 2015, it was reported that Gugu Mbatha-Raw, Tatiana Maslany, Gina Rodriguez, Olivia Cooke, and Bel Powley were on the shortlist for two separate parts.[74][75] Jimmy Vee was cast as R2-D2, succeeding Kenny Baker, who died in August 2016.[76][77]

text: Much of the filming for Episode VIII took place at Pinewood Studios near London.[78][79] In September 2015, some pre-production filming took place on the island of Skellig Michael, Ireland to take advantage of better weather conditions.[80] In a November 2015 interview with Wired, Abrams stated that the film's script was completed.[81] In December 2015, Hamill,[82] Isaac,[83] Christie,[84] and Boyega were confirmed to reprise their roles as Luke Skywalker, Poe Dameron, Captain Phasma, and Finn, respectively.[85] Kennedy announced on December 17, 2015, at the London premiere for The Force Awakens that most of the cast would return for Episode VIII.[86] On January 20, 2016, Lucasfilm and Disney announced that the release of the film would be delayed to December 15, 2017.[87] Principal photography began in February 2016.[88] Additional filming took place in Dubrovnik from March 9 to March 16, 2016,[89][90] as well as in Ireland.[91] Principal photography wrapped in July 2016.[92][93][94] On December 27, 2016, Carrie Fisher died after going into cardiac arrest a few days earlier. Fisher had completed filming her role as General Leia Organa before her death.[95] On January 23, 2017, the film was given a confirmed release date of December 15, 2017 with the title Star Wars: The Last Jedi.[96]

text: Star Wars: Episode IX[edit]

text: In June 2014, Johnson was announced as writing a story treatment for Episode IX,[64] but later stated he had not been involved with writing the film.[97] In August 2015, Colin Trevorrow was announced as the director of Episode IX,[98] and he, with Derek Connolly, began writing a script.[99] In February 2016, Disney CEO Bob Iger confirmed that pre-production of Episode IX had begun.[88]

text: In late December 2016, following the death of Carrie Fisher, media outlets speculated on whether her role would be recast for Episode IX or whether the absence of her character would affect the film's plot.[100][101][102] A few weeks later, Lucasfilm stated that they would not digitally recreate Fisher's performance for the film,[103] and in April 2017, Kathleen Kennedy confirmed that Fisher will not be in Episode IX;[104] although it was later announced on July 27, 2018 that Fisher will in fact appear in Episode IX using unreleased footage from The Force Awakens.[105] In August, it was reported that Jack Thorne would rewrite the script.[106]

text: In September 2017, Lucasfilm announced that Trevorrow had stepped down as director of the film,[107][108] and a week later, it was announced that J.J. Abrams would return to direct Episode IX. Abrams would co-write the script with Chris Terrio, in addition to producing the film through his company Bad Robot Productions, with Kennedy and Michelle Rejwan.[44][109]

text: Originally, Disney had intended for the film to be released in December, as with the other sequel films The Force Awakens and The Last Jedi, but then chose a release date of May 24, 2019, a time frame more common to Star Wars releases prior to the Disney purchase.[110] However, after Abrams took over the film from Trevorrow, the film's release date was moved back to the winter holiday season. The film is now scheduled to be released on December 20, 2019.[43][111]  Principal photography began on August 1, 2018.[112]

text: On January 10, 2018, it was reported that John Williams will return to compose and conduct the music for Episode IX.[113][114] The next month, Williams announced that Episode IX will be the last Star Wars film music he will be composing.[115]

text: On July 6, 2018, it was reported that Keri Russell is in early talks for a role in Episode IX.[116] On July 9, 2018, The Hollywood Reporter reported that Billy Dee Williams was confirmed to reprise the role of Lando Calrissian.[117] On July 27, 2018, it was announced that Daisy Ridley, Adam Driver, John Boyega, Oscar Isaac, Lupita Nyong'o, Domhnall Gleeson, Kelly Marie Tran, Joonas Suotamo, Billie Lourd, Mark Hamill, and Anthony Daniels would reprise their roles, with Naomi Ackie and Richard E. Grant joining the cast, and that Carrie Fisher would posthumously reprise her role as General Leia Organa, using unreleased footage from both The Force Awakens and The Last Jedi; the same announcement confirmed Williams' return.[118][119][120][121] It was announced later the same day that Russell had joined the cast.[122]

text: Reception[edit]

text: Critical response[edit]

text:
Film

Rotten Tomatoes

Metacritic

CinemaScore

Star Wars: The Force Awakens

93% (392 reviews)[123]

81 (55 reviews)[124]

A[125]

Star Wars: The Last Jedi

91% (393 reviews)[126]

85 (56 reviews)[127]

A[125]

Average

92%

83

A

text: George Lucas' response[edit]

text: Lucas found himself agreeing with the critics who perceived The Force Awakens as too derivative of the original Star Wars trilogy. During an interview with talk show host and journalist Charlie Rose that aired on December 24, 2015, Lucas likened his decision to sell Lucasfilm to Disney to a "divorce" and outlined the creative differences between him and the producers of The Force Awakens. Lucas described the previous six Star Wars films as his "children" and defended his vision for them, while criticizing The Force Awakens for having a "retro feel", saying: "I worked very hard to make them completely different, with different planets, with different spaceships – you know, to make it new". Lucas also likened Disney to "white slavers", which drew some criticism. He subsequently apologized for his remark.[128][129]

text: In 2017, Lucas described the sequel The Last Jedi, as "beautifully made", shortly after its release. The comment was interpreted as Lucas liking the film more than The Force Awakens, even if Lucas never was quoted as explicitly saying it.[130][131] The previous year the Disney-produced Star Wars Anthology film Rogue One: A Star Wars Story had been released, and it was reported that Lucas also liked it more than The Force Awakens itself. Rogue One told the story of the rebels who stole the plans for the original Death Star, was directed by Gareth Edwards, who said "I can die happy", in regards to hearing Lucas telling him he liked his film.[132]

text: Academy Awards[edit]

text:
Academy Awards

Film

Star Wars: The Force Awakens (2015)

Star Wars: The Last Jedi (2017)

Best Original Score

Nominated

Nominated

Best Sound Editing

Nominated

Nominated

Best Sound Mixing

Nominated

Nominated

Best Film Editing

Nominated

Best Visual Effects

Nominated

Nominated

text: Box office performance[edit]

text:
Film

U.S. release date

Box office gross

All-time Ranking

Budget

Ref(s)

U.S. and Canada

Other territories

Worldwide

U.S. and Canada

Worldwide

Star Wars: The Force Awakens

December 18, 2015

$7002936700000000000♠936.7 million

$7000113199999999999♠1.132 billion

$7000206800000000000♠2.068 billion

1

3

$245 million

[133]

Star Wars: The Last Jedi

December 15, 2017

$7002620200000000000♠620.2 million

$7002712300000000000♠712.3 million

$7000133200000000000♠1.332 billion

8

11

$200 million

[134][135]

Total

$7000155700000000000♠1.557 billion

$7000184400000000000♠1.844 billion

$7000340000000000000♠3.4 billion

$445 million

text: Notes[edit]

text:
Jump up ^ Known in long form as Star Wars: Episode VII – The Force Awakens.

Jump up ^ Known in long form as Star Wars: Episode VIII – The Last Jedi.

tag: ol


document_title: Grewia asiatica

question_text: what do you call falsa fruit in english

question_tokens: what do you call falsa fruit in english

text: Grewia asiatica

text:
Grewia asiatica

Flowers and leaves

Scientific classification

Kingdom:

Plantae

(unranked):

Angiosperms

(unranked):

Eudicots

(unranked):

Rosids

Order:

Malvales

Family:

Malvaceae

Subfamily:

Grewioideae

Genus:

Grewia

Species:

G. asiatica

Binomial name

Grewia asiaticaL.

Synonyms

Grewia hainesiana Hole
Grewia obtecta  Wall. [Invalid]
Grewia subinaequalis  DC. [1]

text: Grewia asiatica (Phalsa or Falsa) (Urdu:   فالسہ , Hindi: फ़ालसा, Gujarati Language: ફાલસા  ) is a species of Grewia native to southern Asia from Pakistan  east to Cambodia, and widely cultivated in other tropical countries.[2][3] Grewia celtidifolia was initially considered a mere variety of Phalsa, but is now recognized as a distinct species.

text: It is a shrub or small tree growing to 8 m tall. The leaves are broadly rounded, 5–18 cm long and broad, with a petiole 1–1.5 cm long. The flowers are produced in cymes of several together, the individual flowers about 2 cm diameter, yellow, with five large (12 mm) sepals and five smaller (4–5 mm) petals. The fruit is an edible drupe 5–12 mm diameter, purple to black when ripe.[2][4]

text: Cultivation and uses[edit]

text: It is extensively cultivated for its sweet and sour acidic fruit, which are sold in the market during summer months under the name falsa. The sherbet or squash is prepared from the fruit pulp by mixing it with sugar and used as an astringent, stomachic and cooling agent.

text: The root is used by Santhal tribals for rheumatism. The stem bark is said to be used in refining sugar, for making ropes and its infusion is used as a demulcent. The leaves are used as an application to pustular eruptions. The buds are also prescribed by some physicians.[5]

text: It has become naturalised and locally invasive in Australia and the Philippines.[3][4][6]