subject: How To Answer Case Interview Questions [print this page] Consulting firms use case interviews for a variety of reasons. An employee candidate must show how well they are able to use their intellect to analyze situations and provide solutions. Even if the hypothetical case posed cannot be resolved within the allotted time, focus on the widest picture possible. An interviewer might provide a number of avenues to explore, and expect you to brain-storm recommendations or offer an estimate. Avoiding "yes" or "no" answers or pat solutions is advantageous; your problem solving process is being analyzed.
Even if a solution seems obvious to you, flesh it out. Rushing to giving a succinct answer may leave unnecessary loose ends. Your interviewer will be alert to whether you are open to many creative ideas, versus seeking a fast finish. Well-organized thoughts can point you to an ultimate plan if time runs out and you are pressed for a conclusion.
The initial facts given may not be comprehensive. You will be evaluated on how well you formulate your own questions and gather facts. Customers often present their cases in general terms, leaving out details you may need. Problem solvers who take a genuine and enthusiastic interest in relevant details will be in-demand.
Management consulting is all about realizing and providing ideas that fall outside what a company might consider. Bringing a customer over to your thought process involves relationship-building strengths. Your enthusiasm and confidence must be obvious, but not overpowering. Be authentic and personable. Some candidates pass through to subsequent rounds of interviewing just by letting their personality strengths shine through.
Management firms appreciate an open-minded approach. But it is very important to be somewhat structured in your problem solving process. Knowing a number of methods and organizing techniques can help you keep your focus. These methods can be thought of as a tool box: ready at hand for any individual situation. For example: Mind Mapping, business life cycle analysis, key issues grouping, problem decomposition, Revenue and Cost modeling, SWOT Analysis, BCG Matrix, and Porter 5 forces. Consultants who choose the right tool for the job are valuable assets.
Everyone has some established core strengths. But consultants should be very well-rounded in many general directions. Someone from a specific educational and/or career background (economics, law, engineering, science, business management, etc.) may be great consultant material. If they have a positive and teachable attitude. Successful consultants are interested in many disciplines and in their own continuing education. Top consulting firms look for candidates who are intelligent and inquisitive. They offer their employees the training and tools to round out previous experience, and to build on their individual strengths. A candidate from an engineering background should nonetheless have a strong interest in business and commerce. Knowledge of engineering may be germane to a company's product line. Added commercial dimensions allow a consultant to produce solutions that are advantageous to the customer's bottom line.
Alternatively, a candidate with an accounting degree must display a creative, multidimensional approach to projects. The importance of organizing your core strengths within a multidimensional approach during the interview process cannot be over stressed. You no longer want to be perceived as a marketing executive or doctor, but as a clear-minded, accessible analyst and problem solver. All consultants must have reliable math skills. Maintain accuracy in addition, subtraction, multiplication and division (including percentages) without having to rely on a calculator.
