Structure Of A Consulting Case Interview

• Expectations
Case interviews are used to measure candidates’ ability to assess an unfamiliar
situation, uncover relevant and minute details while applying their thought process to
come up with one or more possible solutions to the problem, and finally communicating
their recommendations in a structured manner.

• Approach
The basic approach to solving a case interview is: First, understanding the problem and
requirements, then identifying a structure that would help one solve the problem, then
analysing the information available and finally, reaching a conclusion & giving
recommendations

How to approach a case interview

Understand & clarify the problem statement

• Candidates must be absolutely sure that they have clearly understood the problem
statement, a mistake committed here has the biggest potential to ruin the entire
interview.
• Ask clarifying questions in the beginning; someone who asks the right questions is
better able to understand the complete problem and has a higher chance to come up
with an accurate solution.
• It is not unusual for the interviewer to not divulge all the relevant information at once
because they also try to test the candidates on their ability to extract information; the
obvious purpose is to see how well the candidate may be able to do the same while
interacting with clients.
• Do not make any assumptions unless necessary; if a candidate wishes to do, then its
always better to communicate with the interviewer to get them validated

Structure the problem

• This involves putting all the data received together and making a sense out of it. The A4
sheet technique is very helpful for this, however, candidates may use their own methods
according to comfort level.
• Candidates should try to keep their structure as simple as possible because in some
cases, the interviewer may ask for the working sheet, and accordingly should be able to
understand the approach followed by just glancing at the sheet at once.
• Frameworks can be used for in structuring of data; however, do not try to force fit any
framework just for the sake of using it. Also, whenever a framework is used, the
 candidates should communicate their approach of reaching the solution to the
interviewer rather than saying that “I’m using market entry framework”.

Analyse the case

• This is the main stage of the problem-solving process wherein the candidates are
required to draw inferences from the gathered information. The process is aided by the
structure they decide to follow using the chosen framework, if any.
• Candidates should ask two questions to themselves: a) How did this data point look like
earlier for us?, and b) How does this data point look like for the competitors?
• It is suggested that candidates develop a hypothesis consisting of various possible
solutions, ask leading questions to validate their hypothesis, and keep on narrowing
their set based on the discussion. The candidate should continuously communicate with
the interviewer to let them know of one’s thought process. More often than not, the
interviewers will help the candidate get back on track if they see that the person is
thinking in the wrong direction.
• In case the candidate realizes that some data is still missing, do not hesitate to ask
questions to extract it from the interviewer. No one will provide the information on
their own but will surely help if well-directed questions are asked.

Arrive at a conclusion

• This is the last stage of problem-solving and perhaps the determinant of a candidate’s
success in getting through the interview. All efforts put in thus far are of little use if the
candidate is unable to come up with a proper conclusion backed by a logical
implementation plan.
• Try to ensure that the recommendations are close to reality since it increases their
chances of being implementable in real life scenarios. Remember, concrete solutions
fetch more marks than broad vague answers.
• Before finally communicating the solution, do a quick “sanity check”, that is, evaluate if
the proposed solution, particularly if its quantitative in nature, makes sense or not. This
can be done by using bottom-up strategy if the original answer was derived following
top-down approach or vice-a-versa.

Some Do’s & Don’ts for the interviews

Do’s

• Build rapport: It plays a crucial role in how the interview pans out eventually. The
opening interaction, continuous communication and patient-listening skills contribute
in building rapport and thus, strengthening the candidature from the communication
aspect of the interview.
• Be Confident: Remain confident throughout the interview even if there’s a feeling that
things aren’t going as expected. This exhibits an important trait of being able to
maintain composure and handle critical situations, which are part and parcel of a
consultant’s life. Also, it has been seen that the interviewers more likely than not drop
hints to help the candidate get back on track, hence, watch out for those in case there’s a
feeling of getting stuck
• Drive the interview towards your strong zone: The candidates can try to drive the
interview towards the areas they are comfortable talking on. This can be done by using
examples related to their domain area while answering the questions put forward by
 the interviewers. However, be mindful of not making it an irrelevant reference or
overdoing it if the interviewer isn’t interested in talking about that.
• Positive body-language: Try to be positive and cheerful throughout the interaction as it may
help to cover a small mistake, if any, the candidate might have committed while solving the
case. Further, candidates are evaluated on their overall presentation, that includes body
language and communication skills apart from the most sought-after problem-solving skills.
• Closing note: The candidate should end the interview with a smile even if it wasn’t the
best of the interviews; sometimes even the candidate’s positive approach may work in
the favour and overshadow a mediocre interview.

Don’ts

• Interrupt the interviewer: This should never be done since there is a risk of missing out
on some important information which the interviewer would have otherwise divulged.
Further, it gives an impression that the candidate is impatient, and might not be a good
team player.
• Assume any information unless explicitly given by the interviewer: Usually on getting a
case from a familiar background or applying association rule, candidates tend to
presume certain information. This should strictly not be done unless the interviewer
gives the information explicitly. However, if a candidate has some prior information,
either clarify that through questions from the interviewer or suggest that as a possible
solution to the given problem.
• Get bogged down by frameworks: Frameworks are useful in structuring one’s thoughts but
should not become an impediment to “out of the box” thinking. For instance, an acquisition
may be used to improve profitability; however that would not fall under any of the
conventional frameworks.
• Be Mechanical: Candidates are advised not to be mechanical while answering questions
related to their personal experience as it gives an impression that the answer has been well
rehearsed. Try to read the cues of the interviewers and involve them in the discussions.
• Panic: Mistakes do happen, either in calculations or while speaking on a topic. It is
important not to freak out in such moments; rather as soon as a mistake has been
committed, be ready to own up and admit it.