Case Interview Preparation & Management Consulting | Strategy | Critical Thinking
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818: Exit opportunities (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we spoke about the reality of exit opportunities in management consulting. Here are some free gifts for you: Overall Approach Used in Well-Managed Strate
817: Culture by Design: How Leaders Drive Strategy, Execution, and Performance with Krista White
In this episode, Krista White, coauthor of Culture Design and cofounder of Culture Design Lab explains how leaders can treat culture as a strategic lever rather than an HR initiative. 1. Culture is inseparable from strategy Krista stresses
816: 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
815: The situation of not having the best undergraduate school (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss the situation of those people who may not have had the best undergraduate school, are not landing interviews, or do not impress their intervie
814: Why confidence is important (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss the importance of confidence in management consulting and how the lack of confidence will impact your performance in crucial situations. Here
813: What is to be a management consultant (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss the responsibilities of a management consultant, how they should act and how they manage certain kinds of situations. We also cover the type o
812: It's not always about being fast in math (Case Interview & Management Consulting classics)
What does it mean when someone tells you that you need to be good at math? For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss the common mistakes when doing math, how to structure your math pro
811: Look at long term (Case Interview & Management Consulting classics)
How do you decide on which firm you want to join? For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss the decision-making criteria for choosing a firm, the three levels of consultant, and the im
810: The different types of interview approaches (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we spoke about the different interview approaches used by big consulting firms. We also discuss brainstorming, estimation case, and full case, and how ca
809: What types of cases can you expect in a consulting interview? (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we talk about the different kinds of cases you may face in an interview and the techniques you can use to solve them. We also discuss the meaning of mark
808: Advice for deeply experienced candidates (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we look at the profile of an older MBA candidate who has extensive oil and gas expertise. We offer some counter-intuitive advice to this candidate for th
807: Never start training with McKinsey cases (Case Interview & Management Consulting classics)
This is a mistake common to most case interview candidates. They start with the McKinsey approach. This is a very, very bad idea. McKinsey cases are those were the interviewer leads the case. If you are only trained to do cases in this form
806: Networking with more junior consultants (Case Interview & Management Consulting classics)
We use the terms junior consultants to loosely refer to anyone at the engagement manager level and below: senior associates, associates, consultants and analysts. Our history of working with so many clients indicates that the best results o
805: Taking resume feedback (Case Interview & Management Consulting classics)
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 t
804: Stressful interview situations (Case Interview & Management Consulting classics)
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
803: Invisible presentation technique (Case Interview & Management Consulting classics)
Solving a case while talking an interviewer through your thinking (written or otherwise) is, for the interviewer, a little like trying to understand a presentation without seeing the slides. Or at the very least seeing untidy slides – that
802: Confidence and content traps in case interviews (Case Interview & Management Consulting classics)
This podcast is about the impact of confidence on cases and the importance of avoiding the content trap. We use simple ratios to explain why you need to be confident and how the content-trap sinks many candidates. The content trap occurs wh
801: Structure fails at 60% McKinsey cases (Case Interview & Management Consulting classics)
At least 90% of aspiring management consultants assume that all McKinsey et al cases MUST be solved with frameworks. That is a dangerous myth. At least 60% of all McKinsey full cases (we are not referring to brainstorming, estimates, etc) c
800: 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
799: 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
798: 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
797: 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
796: 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
795: 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
794: Evaluating your firm's training (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss consulting firm's training. Too often clients ask the wrong questions when it comes to assessing training at consulting firms: do smaller offi
793: 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
792: Psychologist and New York Times Best-Selling Author on the Discipline of Letting Go
In this reflective conversation, psychologist and author Dr. Bob Rosen examines the unspoken attachments that often shape executive behavior, frequently without conscious awareness. His framework, drawn from decades of work with leaders nav
791: Generating multiple creative hypotheses (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic, building of our technique to develop hypotheses, this podcast explains a clever way to generate creative hypotheses. In essence, the podcast will be useful to
790: McKinsey senior partner networking success (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we share a networking success story with a McKinsey senior partner. We always ask our clients, especially those from weaker schools, to network with the
789: Why should you bring energy to the interview? (Case Interview & Management Consulting classics)
For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss why you should bring energy to the interview. Lots of candidates leave it to the interviewer to determine the energy levels, tone and mood of
