Most people dread case questions. But they don't have to be terrible, humiliating experiences. First, although you may think that you need to find that one perfect answer, there are actually several equally good, individualistic ways to analyze and answer each question. Second, interviewers are hoping that you'll do well, so often they give you hints and additional information to help work through the problem.
Last, and most important, attitude is paramount. The secret to doing well on case questions is to approach them with confidence and not overthink them or take them too seriously. The most successful candidates report that they went into the interview thinking that case questions would be a fun brainstorming session, an opportunity to be creative and discuss interesting ideas with smart people. You don't want to constrain your answers by worrying about whether your answer is "right" or not-you may worry yourself into a box. Since the interviewer will welcome almost any creative idea and you may hit upon a good idea by accident, feel free to throw out as many ideas as you can think of. You will also need to state your opinions with conviction so that you persuade the interviewer that you can be placed in front of clients and win their confidence.
Now, let's cover each type of case question in depth.
Standard Case Questions
In the case question, the interviewer presents you with a hypothetical business problem and asks you for your opinion. Case questions mimic actual consulting projects and often are drawn from a case the interviewer has worked on. The case question is the most commonly used type of problem-solving interview question. It is also the longest segment of the interview, usually lasting at least ten to fifteen minutes. You'll want to seem calm, cool, and intelligent even though you're under significant pressure.
Remember: try to see the case question as an opportunity for fun rather than as a test. The back-and-forth of the case resembles more of a discussion than an oral exam.
The case question has fairly standard components:
- Opening: The interviewer briefly describes the business problem to you and what question you are to answer. You must demonstrate here that you are a good listener. Do not immediately jump to a response; instead, open with a framework for decision making.
- Your question: You are expected to analyze the problem by asking thoughtful questions in key areas that you think are important. The interviewer may use your questions as an opportunity to drive you toward the solution. Typically he will give you more information, at which point you can either analyze this information and ask for feedback or ask further questions. The interviewer will assess your creativity and your ability to process and analyze new information, pick out critical factors in the case, think on your feet, and interpret graphical or numerical data.
- In-depth exploration of a branch: If you've asked a question that is in an area the interviewer wants to explore, the interviewer may answer your question and then ask you a follow-up question that will explore this area more deeply.
- Analysis and conclusion: Generally, a specific area of the mock client's business is critical to the solution of the problem. The interviewer will either drive you toward this area or let you know when you've reached it by asking you follow-up questions. He may present you with a final question that gets to the heart of the problem, and ask for your analysis. Always state your assumptions clearly if you are presenting an opinion.
- Communication: The interviewer may ask you to summarize your conclusion as if you were recommending it to the client in order to test your ability to communicate.
Five qualities distinguish great case responses from good ones:
- A structured response. It demonstrates that you think clearly and can make sense of an ambiguous situation, and it allows you to remain composed.
- A broad perspective on the situation analyzed, mentioning all possible avenues of exploration and not focusing immediately on nitpicky questions or narrow paths that you think are right. Consultants call this "big-picture thinking."
- A concise and linear manner of thinking and communicating.
- Business judgment. Demonstrate that you can identify and prioritize likely high-impact areas of the case to investigate first.
- Unusual and creative insights into the case. Show that you were able to come up with ideas proactively, without having the interviewer push you toward them.
