Case Interviews - University Of Michigan
Case Interviews Harris Imam, MD Cosme Ochoa
Overview General Concepts and Objectives Interview Styles Frameworks Data Analysis Quantitative Questions Brainstorming Questions Wrapping It Up
The interview is focused on: General Concept and Objectives Your thinking and process, not just your answers Your ability to think quick on your feet Your quantitative skills (basic) Your creativity and structured brainstorming The interview is NOT focused on: Your industry specific knowledge Getting the “right answer”
Candidate-led Interview Styles BCG, Bain, etc. Interviewer-led McKinsey
Okay to start out with standard frameworks HOWEVER it is advisable to use case specific frameworks as you become more experienced DO NOT memorize and regurgitate frameworks; it shows on interviews Frameworks Your framework should be unique and have depth (MECE) for the specific business problem (issue tree) It is okay to ask for some extra time; BCG recommends not taking more than 90 seconds for constructing your framework
Example Frameworks
Example Frameworks
Analyzing Data Goals is to extract insights from the presented data, especially those that are not obvious Keep in mind the consultant created this graphic to prove some point. What was it? This is a skill you can definitely practice on your own without needing to do full cases McKinsey Insights App – graphs Let’s try some on our own! You are presented the following data and asked by your McKinsey interviewer “What do you see here?”
Quantitative Questions Walk through your math; it should be a conversation It is better to write out your work and do it correctly than to do it in your head incorrectly Once you have your number, sense check it, and discuss its significance to the problem at hand Okay to round when appropriate, unless told otherwise by your interviewer It is okay to make a math error but make sure you catch it or take your interviewer’s hint
Brainstorming Question Evaluating CREATIVITY and STRUCUTURE Creativity Unique solutions to the specific problem Thinking outside the box Structure Should not be a “splurge of random ideas”; but somehow should be related For example, if you want to increase customers at a restaurant think of how the customer interacts with the business
Usually, this goes something like “ So you run into the CEO of the client in the elevator ” Wrapping It Up There are three steps: Recommendation Risks Next Steps
Final Points Have fun with it, but practice, practice, practice! Practice with different people from different backgrounds and schedule it out In the beginning, casing can be a bit daunting (this is NORMAL) but it should become as easier In consulting, you also need to be a people person, so soft skills come into play You are being tested on if you can think like a consultant, so know your audience
Cheng, Victor. “Case Interview Core Frameworks.” CaseInterview.com, 5 Feb. 2019, www.caseinterview.com/case interview frame works.pdf. References He, Danning, et al. “Low Back Pain: Two Insights on Treatment Patterns from a Patient Journey Analysis.” McKinsey & Company, 4 Feb. 2019, .
Questions
Frameworks Okay to start out with standard frameworks HOWEVER it is advisable to use case specific frameworks as you become more experienced DO NOT memorize and regurgitate frameworks; it shows on interviews Your framework should be unique and have depth (MECE) for the specific business problem (issue tree) It is okay to ask for some extra time; BCG
Structured interviews, also known as behavioral interviews, situational interviews, rated interviews, ranked interviews, and/or competency interviews, offer a clearly superior method of hiring. These interviews are twice as reliable as their unstructured, instinct-based counterparts. This is because structured interviews can control for
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