How to think like a consultant to solve any case type, conventional or unconventional

Stop. Stop what you’re doing with your consulting case interview prep and listen. I’m not here to tell you that everything you have been doing is wrong. But, it’s also not right.

Are you after the perfect framework for a growth case and a profitability case? You’re thinking about it wrong. Are you reading case after case because you want to cover “all” case types? You’ll never finish. Are you memorizing frameworks, trying to learn every industry out there, aiming for 50+ completed cases? This is not about quantity over quality.

Listen here very closely: You need to think like a consultant in order to pass the interviews designed for consultants.

Listen here very closely: You cannot boil the ocean. You cannot learn everything. And, consultants don’t try to. Rather, work smart and optimally, like a consultant would.

I’m not here to scare you. I’m here to enlighten you. I’m here to share with you the case interview secrets you need to ace your consulting interview.

Here begins the start of your successful case preparation journey. Don’t throw out everything you have learned to date; take what you’ve learned and let me help you upgrade it to the next level.

In this article I am going to take you through how to truly think like a consultant by establishing a fundamental mindset shift in how you approach cases. This will help you solve any case type, with any company, in any region, with any interviewer. I’m not kidding.

Let’s begin.

What is the consulting case interview format?

A strategy consulting case interview consists of a case study and a fit interview….yada yada yada.

Stop memorizing the “what”!

The more you focus on the exact steps of the interview, the exact things to expect, the more you are preparing yourself for failure.

Could you imagine being on a soccer/football team and your coach is preparing you by saying “ok, so in the first 15 minutes of the match the other team is going to x, and then in the 2nd half I know that they are going to y”. Of course not, that would be, well, ridiculous!

Learn the intricacies of the game. Learn the various formations and counter-formations, learn how to react to any situation. If you learn the fundamentals of soccer strategy (angles of attack, positioning, mis-direction, etc.) you can handle anything the opposing team throws at you, correct?

Equally, if you learn the fundamentals of strategic thinking and how consultants work, you can solve any case that comes your way.

Wouldn’t that approach be better than memorizing 100 possible attack sequences by the opponent? Wouldn’t that approach be better than memorizing all the possible prompts and frameworks that exist?

Final metaphor using soccer (I promise!): Just like a soccer/football team doesn’t just scrimmage and play matches to get better, you should not just case and read cases to get better. Just like they do dribbling, passing, shooting, and stamina drills, you should be doing math, daily reading, charts/exhibits, and industry deep-dive “drills”. Just like they review tape of past matches, you should review your old cases and, yes, even record yourself casing to look back on it later.

To win their match, teams rely on well-kept training secrets. To ace your consulting case interview, look no further than our case interview secrets.

Ok, But really, what can I expect in my consulting case interview?

Nothing. Expect nothing. Well and truly. Be prepared for the consulting case interview. Be prepared for the fit interview. Know how to market size. But, other than that, don’t expect specific case types, a specific interview format, etc.

Of course, it’s important to know how the interview works. Soccer 101 certainly starts with knowing that the match is 90 minutes, with 11 players, and that only the goalie can use their hands.

But knowing the rules and steps does not make you a good soccer player. It honestly couldn’t even be called step one. It’s what’s called table stakes in strategy consulting – it’s a fundamental baseline required just to be able to be there.

Feel free to read articles on what the Kearney Dubai consulting case interview for a Senior IT Consultant is. Or, google what questions to expect in the Amsterdam Bain office. Whatever you read will have a significantly higher chance of being wrong than right. Why? Because every interviewer is different. Every interview experience is different. Offices change their approach.

Ultimately, everything they do is to test your consultant abilities. The interview and questions are simply a mechanism to test your consultant abilities. Focus on the why and how of casing and consulting, not on the what.

Just as an example, have you heard of the McKinsey PEI? Read up on all the rules and the exact breakdown of exactly which questions are asked and the exact answers they want from you? Well, if you did that, you would probably be devastatingly thrown off by what happened to this candidate:

CUSTOM CASE COACH

Be Prepared for the Unknown – Original Conversation

View full-size screenshot ↗

Now, I’m only trying to wake you up, not be mean. So if you truly want to learn the basics and fundamentals, please first read this article on the most common pitfalls in case preparation and this article on the mindset needed to succeed in your consulting case interviews. If you have the fundamentals down, keep reading for our case interview secrets.

Case Interview Secrets - Part 1: A Case is a Project – A Framework is a Project Plan

Ok so what’s the first thing you need to know from our case interview secrets? The first thing you need to know when it comes to casing is…it’s just a project! Remember, cases are created by someone. Who? Consultants! How are they created? The consultant literally takes a past project of theirs and turns it into a miniaturized version…i.e. a case.

Ok, so why does this matter?

Well, once you realize that a case is a project, and once you realize this thing actually happened in real life, and once you realize this is all just a roleplay of you as a consultant…then the whole consulting case interview is now contextualized for you! Of all the case interview secrets, this is the most important one to internalize early in your prep.

You know how a case starts off with a prompt? That’s just the project intro that your boss might give you on day one.

You know how you’re supposed to ask clarifying questions? Well, maybe instead of generically and mundanely asking “Where is our client located?” or “What is the timing” or “Do we have any specific goals or objectives?” you ask questions that actually matter.

As the interviewer, I don’t care that you can regurgitate things you have read online. I care that you are genuinely asking questions that you would ask in a real life engagement on day one. I want you asking questions that are going to affect your approach to solving the problem.

If your clarifying questions actually help you better understand the problem and situation, if they help clarify something you didn’t understand, or they narrow and define your scope better, then they’re good questions! If they’re repeated mindlessly with a blank stare…well, they’re not!

You know how you’re supposed to drive the case forward (in a candidate-led case)? Well, in real life would you ask random questions to the client like “do you have price data?” or “do you have a list of our customers” or “have any competitors entered the market?” or “can we raise prices?” or “what are our margins?” Of course not!

Rather, in real life, you recognize that you can only send one email at a time and have to wait days for a reply from a client. You realize you have 1 workshop at a time. You realize you can only pop over to the client’s desk so many times. And so, you ask objective-driven high-level umbrella questions like “I’d love to take a deeper look at the market to understand if it’s even attractive. Do you have any information here that could help me?” or “If we don’t have a breakdown of our existing stores and what we can do to improve them, another option to grow revenues might be to launch more stores. Have we considered this option and if, so do you have any data for where we might be able to launch?”

This applies throughout the entire case.

Here’s a one sentence summary of an optimal candidate:

When in doubt, think “what would a consultant do”.

This applies to chart and exhibit reading, math, brainstorming, interacting with the interviewer, final recommendations, and, you guessed it, frameworking.

How Do I Actually Framework – Truly Creating an Objective-Driven Solution

Ok, so, if you can’t memorize frameworks, then what can you do? Well, rest assured, this approach will actually take you less time than memorizing. And, this is all while it will increase your chances of passing the interview and make you a better consultant.

Remember, casing starts with frameworking. You need to get frameworking down because it is the foundation of everything else you do. Not only is it critical to framework well for your case assessment, but it also impacts how the rest of your case goes. Additionally, the techniques of frameworking are embedded in case leadership, exhibit reading, communication, market sizing, and even your fit interviews.

Yes, being able to framework properly also allows you to do well in the rest of your entire interview. Why? Because frameworking properly is about learning how to answer any problem that comes your way in a structured and organized manner. If you can do that, you can do anything.

To start, take a look at the below framework for the question “should we enter the market?”. Without moving forward, reflect and say out loud whether you think it is a good framework or not, and why.

Ok, have you reflected on the framework? Scroll down to see the answer.

It’s wrong!

But wait, I’ve seen this everywhere, you might say. Isn’t this what everyone does?

Sure, many do this when casing. But consultants and those who ace their consulting case interviews, don’t.

The problem is, you are just saying words.

You’re saying “I want to look at market, company, financials. For market I want to look at the size, growth, and margins”

Ok great, but what does that mean?

The problem here is that you are not being objective-driven. Your framework is not a project plan. I have no idea, how, at the end of all this, you will have come to a solution and an answer for the question at hand.

Rather, this is a good framework:

Or, this (same thing, just statements instead of questions):

Ok, so, why is this good? Well, it is are making it clear WHY I’m saying what I’m saying.

Instead of saying “I want to look at the market, company, competition”, I’m saying “In order to assess whether or not we should enter this market, we need to first make sure that this is an attractive market in the first place. That this is a space we want to play in. Secondly, we need to figure out whether this is an attractive market for us. As in, will we be able to win in this market. Finally, if this is true, we then need to make sure that we can actually execute and pull this off.”

Now, you tell me. Which framework actually sounds like a consultant who’s paid millions of dollars to solve a client’s problem? The one shown earlier, or these two?

If you want to hear what good sounds like, listen to the following video lesson from my course where I talk through this. If you want to hear what good sounds like and gain a more in depth understanding of frameworking, you can check out the course here, or, watch the free video here:

Watch the video lesson

Ok, Great, So Now I Have a Perfect Market Entry Framework!

Not so fast! A market entry is not a market entry is not a market entry.

What if we’ve already decided the market is attractive? And you’ve been brought in to figure out whether or not we should enter. Well, now the 1st bucket doesn’t apply!

Or, what if we’ve been brought in to decide between three markets?

Or, what if we have already decided to enter the market? Another team has done the above analysis, and now we are tasked with determining how to enter the market?

See how I need tailored, objective-driven frameworks in the context of the question itself? You cannot rely on just 1 market entry framework. In fact, even the above ones don’t make you “safe”.

Please, don’t give up. Through the next five case interview secrets I am going to teach you how to approach any and all of these market entry prompts AND any other prompts that come your way in your consulting case interview.

Case Interview Secrets - Part 2: Frameworking Principles to Solve Any Case Type

So, before I jump into the second part of our case interview secrets, please remember that nothing beats coaching and the 360° course for learning this. I highly encourage you to take a look at both if you truly want to master your consulting case interviews. However, I am going to do my best to teach you the fundamentals here.

Now, I’m going to talk through how to truly structure. Mastering this sets you apart from all the other candidates. It drastically increases your odds of passing your interviews, and, critically, it’s going to make you a better consultant.

However, please remember that this is a long process and it is difficult to master frameworking. It normally takes weeks of coaching. I’m trying to get you everything here on paper. But, fundamentally, you need to practice this a ton, you need to push yourself, and you need to be self-critical while also being patient with yourself.

Crucially, remember that everything you will read below is just the beginning. I am setting you up, but the structuring mindset shift is a multi-week/month journey.

Ok, so, without further ado, let’s jump into the 2nd part of our case interview secrets series.

Let’s start with the basics/foundation.

If you work better learning in video format, here’s a video direct from the course, free for you today.

https://drive.google.com/file/d/1JpnlQAqgtcYqubHo2O60ojxJaYHC4wHT/view?usp=share_link

To optimally structure, remember the following:

Objective, Objective, Objective

So how do you actually structure? Well, there are a couple of key things to keep in mind. Number one objective, objective, objective.

Nothing is more important than the objective. You can have the best answer in the world, but if you’re answering the wrong question, you have the wrong answer. So number one, before you framework, before you brainstorm, before you create any type of structure, make sure you are crystal clear on the objective.

Objective, objective, objective

What are you being brought in for? What is the question being asked? What do you have to solve? Now, there are two types of objectives. For the most part in every case, there’s the primary objective, which is the literal question you’re being asked: do we do this, do we not do this, how do we do this? The literal question, the question you are here to answer and solve for, is the primary objective.

But most cases and most case prompts have a secondary objective. And this is essentially what does good look like? What are our clients goals, needs, wants and desires? So, in trying to grow, are we trying to grow revenue? Are we trying to grow profit? Do we have a specific target? In trying to do X thing, what are we really trying to achieve? That is what a secondary objective is. Make sure that you are clear on both the primary objective in a case and the secondary objective - the client’s goals, needs, wants, desires - before you try and dive into the framework itself.

A Framework is a Project Plan

In addition, when you are creating your framework, remember that a case is really just a mini project and therefore a framework is a mini project plan. Everything you are doing in the consulting case interview is miniaturized. It is a condensed version of a real-life project. As such, your framework is ultimately you creating the plan of attack. It is your approach to solving the problem.

A Framework is a Project Plan

So, think of your buckets as workstreams. Think of each section of your framework being something that you would assign to individual A or team A that they would have to go and run off and complete on their own. They should be able to work independently. They have a sort of mini question that has to be answered and what has been broken out is clear in terms of what they need to go do. And then all of these workstreams or teams, once they’re done, can be put together to solve the problem. That’s all that MECE means!

Just remember, when I’m creating our framework, it’s really about creating a project plan. It is NOT solving the problem, it’s your APPROACH to solving the problem. It’s that whiteboarding session that you have before the project to figure out what are you actually going to do and how.

Be Clear on the Why and How

Make sure to articulate the why, what and how as you go through your framework.

Start off by signposting or summarizing each bucket with a sort of why statement. State what you want to look at, what is the goal, the mini objective of each bucket. Do this in a succinct sentence.

After you’re done signposting, you should go into each bucket and as you go through them, you have substructure and you’re articulating the what and the how. What are you going to look at and how is it going to answer the question?

Case Interview Secrets - Part 3: Have a General Understanding Of Most Problem Types

Above you see a one-sentence summary for some of the most common case types. Of course, remember that there are “infinite” case types. And, remember that there are many types of market entry, M&A, etc. However, having a simplified, clear version of the fundamentals in your head is immensely helpful.

While this may not be the most surprising of our case interview secrets, you would be surprised how many people skip over this when preparing for their consulting case interviews. Before you even learn buckets and approaches, make sure to carry with you an overarching understanding of the major case types.

It’s best if you create these yourself, but a few are provided to you above. Of course, in the 360° course all of them are revealed. In the course I also provide you with 8 unconventional (not classic) frameworks that you can use flexibly in your consulting case interviews across numerous case types and across various firms and geographies.

Case Interview Secrets - Part 4: Understand How They All Connect

Now, you have probably already found a few frameworks on the “classic” case types (profitability, growth, market entry, etc.).

It may not surprise you at this point that I’m going to tell you that’s not enough! You cannot view each case type in isolation.

In business and in strategic thinking, all of these topics are connected. Likewise, in casing these topics are connected. A profitability could lead to a growth case, could lead to a market entry case. A case may be an M&A, but the prompt tells us the Market Entry “team” has already come in and worked to determine an M&A was needed. A Market Entry case might have pricing or competitive response embedded.

Do not just memorize one framework for each case type and do not view them in isolation. Rather, learn how they actually work and how they connect to each other.

To help you do this, I have created a 1 page visualization of every major case type and how they connect to each other. I call this the World of Frameworks.

This is an impossible topic to write down (it has to actually be talked through verbally). As such, I highly encourage you to register and check out the free course video of the World of Frameworks.

While part 4 of our case interview secrets is a general statement, the true value comes from the myriad “mini” case interview secrets essentially embedded in the World of Frameworks.

https://drive.google.com/file/d/1BES67Fo0gPQX_7fzrnKAqIQ_o7KHF7ki/view?usp=share_link

Case Interview Secrets - Part 5: Take Out The Noise With Non-business Prompts

Ok, now I get to jump into my favorite of all the case interview secrets. No one else is doing this, and it provides a fundamental mindset shift in how you can approach frameworking. One of the main things I focus on in my course and coaching is non-business prompts.

It’s so easy to get distracted and overwhelmed by all of the advice, frameworks, terminology, etc. out there. Instead of trying to learn how to be MECE while also trying to learn all of this, just cut out the noise! Start with the basics. Work on what I call non-business prompts.

Let’s try one here.

Think about what your clarifying questions are, and then also think through the framework that you would create for this prompt. Once you have, take a look below.

Were any of the following your clarifying questions?

1. What time of day is it?

2. Am I robbing alone or with someone?

3. Where are these shops located?

4. Am I taking the train back?

5. Are there police nearby?

If so, you asked the wrong questions! None of these questions change the APPROACH you would have to solving the problem.

Rather, there are 2 questions and 2 questions only that matter here:

1. Am I robbing cash or can I rob anything?

2. What are my goals with robbing? (Get rich, feed my family, for fun, etc.)

These two questions are the only questions whose answers fundamentally change my framework buckets. You’ll see why in a moment.

For your framework, let’s assume you can rob anything and that your goals are to get rich.

Framework 1:

To select one of the 3 stores, fundamentally there are only 2 things that matter: I want to get as much value as possible and I want to escape. I will rob the store that gives me the most money/value and that has the highest chance of me getting away.

Nothing else matters.

See how MECE this is? Nothing you can think of does not fit into one of these buckets. That’s collectively exhaustive. And, nothing you can think of fits in both of these buckets. That’s mutually exclusive.

If you create two workstreams of work, or two teams, or two excel tabs, that go in line with these 2 buckets, you have covered all of your bases.

Now, look at how MECE the sub-buckets are! You absolutely need to aim for this in your frameworking (specially for McKinsey case interviews).

For Most Value, there is the cash in the store itself, there are the items in the store that we can grab, and finally there are the customers themselves that we can rob. Perfectly MECE. Now, remember, there are multiple options here! Our sub buckets could simply be the value of the store and value of customers. Or, they could be the value of cash and value of items. It doesn’t matter which subbuckets you have! As long as they are objective-driven and MECE.

Looking at our second bucket, again, you can see how MECE the sub-buckets are. There’s the ease/risk of entering the store, the ease/risk of robbing the store, and the ease/risk of exiting and escaping. There are not other moments in which there is risk. Breaking these moments out and measuring the risk across all of the stores will allow us to have an overall view of our odds of success.

Now, there are other sub bucketing options here, which I share below.

Framework 2:

Ok, so, what’s different here?

Well, for one, I have said “Odds of getting caught” for our second bucket. This isn’t any different! It’s just to show you that you can use different wording and still get the same point across.

What is different however is our 1st bucket. This bucket would exist if we shed light in our clarifying question that our robber can ONLY rob cash. See how that clarifying question directly impacts the framework and is therefore a good question? Now, we can’t look at value, we have to look at cash.

As such, across all 3 stores, we would look to estimate the # of customers that come through the store, the amount that they typically spend, the % that spend in cash, and the frequency at which the store empties the registers. This would allow us to get a view as to which store will have the most cash on hand.

Framework 3: