801: Structure fails at 60% McKinsey cases (Case Interview & Management Consulting classics)

The right way to read a graph in a case interview and a set of graphics, is not to look for each insight, but to extract the overall message. Most candidates take enormous pride in reading every insight they can find and proudly highlighting them in no particular order - and the waiting for instructions. While there is nothing wrong with this, it is not the way consultants read cases and requires someone, usually the interviewer, to guide the prioritization of the information and generation of the next steps in the case. You can impress the interviewer by weaving together the one most important message, relevant to the case, from all the data.

26 Loka 201210min

Brainstorming is the core of a McKinsey case interview. It is tough to pass a case without brainstorming skills. The problem is that it is hard to find a definition and technique to brainstorm effectively and efficiently. This podcast introduces a 3 step, or 5 depending on the way you list the steps, approach to ease the brainstorming approach. This is a very powerful technique which all consultants use daily and is adapted from a BCG technique.

20 Loka 20129min

There are three phrases which create trouble in an interview: “I think that…” and “In my opinion…” and “But, if I look at my friends…” Not only are they defensive, and arrogant, they are also clear indicators where you are struggling in a case interview. When you use them in the wrong context, as explained in this podcast, they will make it difficult to pass the case.

14 Loka 201210min

We produce a significant amount of podcasts with information on case interviews, PEI, FIT, brainstorming techniques etc. This information can be overwhelming and hard to prioritize for the typical listener. This podcast offers some helpful suggestions on how to use the feedback.

8 Loka 20127min

Many candidates are obsessed with generating correct answers in estimations they must make within cases or standalone estimation cases. This is a poor strategy. By obsessing about the final answer in a McKinsey estimation case, they ignore the structure of the estimation case which is far more important and forget why an estimation case exists in the first place - to test the ability to generate an answer with imperfect information. Listeners are strongly advised, as well, to ignore speed at the beginning and focus on good case technique.

2 Loka 20127min

This podcast examines the typical tell-tale signs candidates show when placed under stress in a case interview and offers suggestions on how to manage these situations. The key to managing this problem is not to reduce the stress, which may be impossible to do, but to change the way you show your stress. We also provide anecdotes on how our own clients manage, or struggle to manage, stress in their practice cases and interviews.

26 Syys 201216min

Being rejected from McKinsey and BCG is humbling, painful and possibly expensive exercise. The key is to carefully review your feedback since not all rejections are equal. Two people getting the same feedback must interpret them in vastly different ways: an MIT math PhD and Brown Arts undergrad both failing the PST (it has happened) need to take very different next steps from this outcome. Therefore, your unique profile must determine how you will interpret feedback. This podcast explores feedback and its meaning in much greater detail.

20 Syys 20127min

Taking resume feedback is one of the most fundamental steps as you begin your application process and case interview preparation. If done badly, no matter how well you practice for cases, you will not get the interview. Feedback refers to two parts. First, is the philosophy around how you collect the feedback. Second, is the physical steps you take as you are collecting the feedback. Both are equally important.

14 Syys 201215min