Case Interview Preparation & Management Consulting | Strategy | Critical Thinking
von StrategyTraining.com & FirmsConsulting.com
- wöchentlichErscheinungsrhythmus
- 11 mintypische Länge
- 28. Sept.letzte Folge
Firmsconsulting maintains a 80% success rate at placing clients within McKinsey, BCG and Bain. This is the highest in the industry and the rate is higher if we include other firms. We achieve this rate because we only use former partners from McKinsey, BCG et al to develop our clients. This makes us unique. We never use analysts, associates, engagement managers or associate principals. We also carefully select and develop clients on their communication, image, technical and case interview skills. This podcast channel describes our lessons from training our clients.
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880: How do you gain more experience? (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss how to gain more experience. Many candidates are declined with the suggestion to gain more work experience. Unfortunately, candidates take thi
879: Myths about management consulting (Case Interview & Management Consulting classics)
This general podcast describes some of the common misconceptions applicants and even practicing McKinsey/BCG consultants have about their own firms. It will be useful to anyone who wants to understand some of the broad themes and misunderst
878: Economic impact of poor business judgement (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss the economic impact of poor business judgement. The economic impact of poor business judgement, is a topic we managed every day as partners. E
877: Changing practice styles manages uncertainty (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we speak about our practice styles. Over the course of the case interview training program, it becomes very important for us to change our coaching style
876: The Lesson in Choosing to Resign (Case Interview & Management Consulting classics)
When I was an associate and had just joined the firm from a boutique firm, many of my colleagues from the boutique firm were also looking for new roles. Some of them were outstanding and others were terrible. Shortly after I joined the firm
875: Using Storytelling in Cases (Case Interview & Management Consulting classics)
Storytelling is a very powerful technique to ensure someone remembers you after an interview. In fact, even when we screen people at Firmsconsulting today, we use this technique I applied as a partner. The rule is simple: if I can remember
874: Managed out of McKinsey & BCG? (Case Interview & Management Consulting classics)
Too many clients panic when they are managed out of McKinsey, BCG or Bain. They assume the worst and imagine a tattered reputation. This could not be further from the truth. In this podcast, let's revisit a Case Interview & Management Consu
873: Why consulting stars are never managers (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we explain how teams are assembled and the role given to consulting stars. Many assume being the manage means you are the best performer. That could not
872: Are you a consulting leader? (Case Interview & Management Consulting classics)
Many of us rely on titles to determine if we becoming leaders in a consulting firm. This podcast provides a more important of definition of consulting leadership: who does the consulting firm turn to in times of crises and how do they do so
871: Myth of the Technology Strategy Study (Case Interview & Management Consulting classics)
Readers in other sectors like financial services, energy, retail, automotive etc., make a massive mistake when looking at the technology strategy study training we have up on the site. They assume that the study will not train them about co
870: Strategy Insight Ratio (Case Interview & Management Consulting classics)
Young consultants make some very common mistakes when they start out, and I explain how to use the strategy insight ratio to correct these problems. Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies fr
869: Misunderstanding "Being Analytic" (Case Interview & Management Consulting classics)
Aspiring and some young consultants tend to have a narrow outside-in view of management consulting. They make significant assumptions about why and how strategy studies are done, and try to replicate this assumed behavior. They think "being
868: How to Network with a Senior Partner (Case Interview & Management Consulting classics)
Networking with a partner is counter-intuitive. It is much easier to network with a McKinsey / BCG partner for at least four reasons. First, partners always return emails. Second, partners are generally willing to take a call just to explor
867: Be a professional, don't be a business person (Case Interview & Management Consulting classics)
What is your understanding of the consulting culture or philosophy? What do you think defines and separates the top consulting firms from the others? For this episode, let's revisit a Case Interview & Management Consulting classic where we
866: Sanity Checking Estimations in Cases (Case Interview & Management Consulting classics)
Many candidates forget to sanity-check their calculations in a case. That is a bad idea. Without a sanity-check there is no way to meaningfully assess the accuracy of your answer. More important, how you perform the sanity check is the key.
865: Harsh Partners (Case Interview & Management Consulting classics)
Being a young business analyst or associate on the receiving end of blunt and harsh feedback from a partner is a very jarring experience. However, it is also somewhat of a compliment. I never understand this very, very important point until
864: What Michael Jordan Can Teach You About Strategy (Case Interview & Management Consulting classics)
Aspiring NBA stars make a classic mistake when trying to watch, analyze and replicate the reasons why someone like Michael Jordan was so successful. In this podcast I explain why aspiring management consultants and those in industry make th
863: Five phrases to avoid (Case Interview & Management Consulting classics)
Communication and image in a case interview is governed by both what you say and how you say. It is true that how you say something tends to carry more weight. However, in some case, certain phrases should definitely be avoided because they
861: Making sexist comments in interviews (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we speak about candidates making sexist comments in interviews. Due to culture, tradition and even good intentions, candidates make sexist remarks. Somet
859: Guidelines When Seeking Help In Case Interviews (Case Interview & Management Consulting classics)
Going into interviews, aspiring consultants will be relying an a huge number of people for help: peers, classmates, consulting alumni, consultants, career counselors, etc. For this episode, let's revisit a Case Interview & Management Consul
858: Barter System in Cases To Ask for Information (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we speak about a way for candidates to ask information in a case interview. A steep hurdle for many candidates is knowing how and when to ask for informa
857: Damaging Resume Cliches Across Firms (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we speak about resume cliches across firms. Editing out cliches from Deloitte and Accenture resumes tends to take up the majority of time when we work wi
856: Watching cases vs. listening to cases (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we speak about learning cases through listening and watching. When learning cases, it is far more effective to watch a person on Skype or in person. The
855: Neat calculation sheets are important (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we explain why neatness and writing style is so important. It is really surprising how little care candidates take in writing in an appealing way, consid
854: Important case interview elements to consider (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we talk about important case interview elements to consider. Analyzing customers, competitors and the market: 3 areas which must always be considered in
853: Brainstorming with definitions (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we talk about brainstorming with definitions. Brainstorming is very difficult and a crucial skill to have when solving cases, especially with McKinsey wh
852: Giving interviewers benefit of the doubt (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we talk about the importance of you, the candidate, never ever giving the interviewer the benefit of the doubt, why this is vital, how to do this in a ca
851: Building Hypotheses From Data Exhibits (Case Interview & Management Consulting classics)
Reading graphs is a perennial problem for many candidates. Yet, the problem is not the interpretation of the graphical data itself. Rather, it is knowing what to do with that data once you have interpreted it. This podcast introduces a simp
850: You Cannot Join McKinsey Strategy (Case Interview & Management Consulting classics)
Far too many candidates demonstrate poor knowledge of consulting by insisting that they want to work for McKinsey strategy and not operations or BTO. This is a flawed strategy which will only hurt their chances in the short, medium and long
849: Ignoring partners in an interview (Case Interview & Management Consulting classics)
You have been brainwashed by every single forum and case book to assume that McKinsey wants a framework and set of hypotheses, that you have stopped listening as carefully to the interviewer and simply providing hypotheses even when the int
