版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
17四月2024老麦招聘TODAY’STOPICSCaseinterviewoverviewPurposeTypesSuggestedapproachSuccessfulproblem-solvingRESUMEANDCASEINTERVIEWS–WHATFIRMSARELOOKINGFORFromyourresumeWorkexperienceAdvancementfasterthannormSelectionbysuperiorstoleadimportantprojects/specialrecognitionEvidenceofleadershipandteamworkEducationAcademicexcellenceSignificantleadershiprolesPersonalinitiativeOutsideinterestsAthletic/culturalachievementsCommunityactivitiesDrive/perseveranceFromthecaseApproachGenuineinterestinsolvingcomplexproblemsStructured,logicalapproachCuriosity,creativityLogical,probingquestionsSynthesisandconclusionsSkillsComfortwithambiguity/poiseunderpressureBroadfunctionalskillsAnalyticalrigorQuantitative,numericalagilityPracticalityJudgment,commonsenseBusinessacumen/instinctClear,logicalcommunicationEvidenceofExcellenceProblemSolvingAbilityTYPESOFCASESBusinesscases“WhatwilltheimpactofindustryconsolidationbeoncompanyX?”“ShouldcompanyXenter/exitanew/oldmarket?”“HowshouldcompanyXreacttoanewentrant?”“ShouldcompanyXaddcapacity?”Estimationcases“HowbigwouldtheIvyGardensapartmentcomplexhavetobeforeveryoneonEarthtolivethere?”“WhatisthesizeoftheskateboardmarketintheU.S.?”“WhatdoyouthinkannualresidentialrealestatecommissionsareinAtlanta?”ResponsesshoulddemonstrateBigpictureperspectiveAbilitytostructureBroadfunctionalskillsComfortwithdetails,analysisResponsesshoulddemonstrateComfortwithambiguityAbilitytostructureFacilitywithnumbersPoise...buttherearewronganswersIgnoringorforgettingimportantfactsNotrecognizingthatsomematerialmaybeextraneousDefendingimpracticalsolutionsForcefittingaframeworkthatjustdoesnotworkThereisnorightanswerThegoalistodemonstrate“howyouthink”WHATTOREMEMBERWHENAPPROACHINGACASESUGGESTEDAPPROACHFORCASESWhattodoListentointroduction–donotthinkaheadtoyouranswersAsk1-2clarifyingquestions,ifnecessary;takeafewnotesifyoulike;donotexpecteverypieceofdatatobeavailableOrganizeyourthoughtsandstructuretheproblemPickonebranchtoprobe,develophypotheses,askforafewrelevantfacts,defend/refinehypothesesbasedonnewinformation,probefurther,anddescribeimplicationsyouseePickanotherbranchandcontinue(Makesureyouareprioritizingyourresponses)Putitalltogether:trytoanswertheoverallquestion(bigpicture)withareasonable,actionableconclusionReviewwhatyouknowClarifywhatyoudonotunderstandSolidifyandtenderrecommendationWhatnottodoPlay20questionsAssume1frameworkfitsallCover1issuewithoutmentioningandprioritizingallkeyissuesDigyourheelsinHidefromthedetails(orthenumbers)GetfrustratedConductapostmortemintheinterviewFIVEEASYSTEPSTOBULLET-PROOFPROBLEMSOLVINGStep1StatetheproblemStep2DisaggregatetheissuesStep3Eliminateall
non-keyissuesStep4Conductcriticalanalyses,porpoisebetweendataandhypothesesStep5Synthesizefindingsandbuildargument?ClearstatementofproblemtobesolvedorissuetoberesolvedSTEP1:STATETHEPROBLEMLEMCharacteristicsofagoodproblemstatementAleadingquestionorfirmhypothesisSpecificnotgeneralNotastatementoffactornon-disputableassertionActionableFocusesonwhatthedecisionmakerneedstomoveforward?InterviewerstatestheproblemProblemhasbeenclearlystated,andyouunderstanditProblemhasNOTbeenclearlystated,oryoudon’tunderstanditYoumustclearlyunderstandtheproblemParaphrasetheproblemtomakesureyouhaveitrightAskquestionstoclarifytheissueStep2.YouareresponsibleforensuringtheclarityoftheproblemSTEP2:DISAGGREGATETHEISSUESWhyuselogictrees?1. TobreakaproblemintocomponentpartssothatProblem-solvingworkcanbedividedintointellectuallymanageablepiecesPrioritiescanbesetamongthepartsResponsibilitiescanbeallocatedtoindividuals2. ToensurethattheintegrityoftheproblemsolvingismaintainedSolvingthepartswillreallysolvetheproblemThepartsaremutuallyexclusiveandcollectivelyexhaustive(i.e.,nooverlaps,nogaps)SubissueSubissueSubissueSubissueSubissueSubissueIssues/hypothesisNo.1Issues/hypothesisNo.2Issues/hypothesisNo.3ProblemstatementSuggestions
-Describeyourapproachtotheinterviewerasyouproceed.Don’tassumetheyknowwhatyouarethinking!-Stateyourhypothesesascrisplyaspossible.-Onlyuseframeworksiftheyareappropriate-don’tforcefit.-Theideasareimportant,nottheframework.“Ithinkweshouldlookatthepowerofbuyersandindustrycompetitiveness”isbetterthan“I’dliketoapplypartofthePorterFiveForcesframework”.STEP3:ELIMINATEALLNON-KEYISSUESWhyFirststepinconstant,interactiverefinementprocessFocusesyoureffortonwhatismostimportantDo’s&Don’tsAlwaysaskyourself“sowhat”...butalsoaskyourselfwhatyoumighthavemissedTelltheinterviewerwhatyouarecuttingandwhyProblemstatementIssue1Issue2Issue3Issue4STEP4:CONDUCTCRITICALANALYSISDo’sBehypothesis-drivenandendproducts-oriented“Porpoise”frequentlybetweenhypothesisanddataKeeptheanalysesassimpleas
youcan.Besuspiciousofhugelinearprogramsandtheirilk.DoorderofmagnitudeestimatesbeforeyoustartdetailedanalysesUse80/20andback-of-envelopethinkingDonotbeafraidtobecreativeDon’tsDonotjust“runthenumbers”–askyourself“whatquestionamItryingtoanswer?”DonotchaseyourtailDoyoureallyneedtocalculatetheWACC?Don’tmisstheforestforthetrees.Bewareof“polishingdirt”LookforbreakthroughthinkingSTEP5:SYNTHESIZEFINDINGSANDBUILDARGUMENTComplicationSituationResolutionUsesituation,complication,resolutionformatPyramidstructure
ordecisiontreeMainassertionSupportingdataSupportingdataSupportingdataSupportingdataQuestionSub-assertionSub-assertionQuestionQuestionYes Action1No
Action2Yes Action3No Action4and/orStatetheconditionsatpointofproblemFleshoutbarrierstoimprovingsituationLayoutpossiblesolutionpathAPPENDIX:INTERVIEWINGWITHMCKINSEYFORMATFOR30MINUTEFIRSTROUNDINTERVIEWMinutes15-2055-10Resume-relatedquestionsandQ&AIntroductionCaseFirstroundOncampusTwo30minutecase/resumeinterviewsSecondroundTwo30minuteinterviewsGenerallybothcaseinterviewsThirdroundInanoffice~five30-45minuteinterviews3-5casesXIIVIIIIWHATWEARELOOKINGFORProblemsolvingIntellectualcapacityCreativityPracticalapproachandbusinessjudgmentQuantitativecomfortPersonalimpactPresenceEmpathyDrive/AspirationDriveforexcellenceEnergylevel/perseveranceLeadershipPersonalinitiativeEntrepreneurshipMcKinseyprofileRESUMERELATEDQUESTIONSFocusedQuestions“Describeasituationinwhichyou’veledaprojecttosuccess?”“Whatstrengthsandweaknesseswouldyourteammatesrecognizeinyourworkabilities?”“Describeasituationinwhichyou’vehadtoovercomeobstaclestoreachadesiredoutcome.”Why?EvidenceofexcellencePersonalgrowthplanLogicalcareerplanDepthofpreparationforinterviewOpenEndedQuestions“Tellmeaboutyourself.”“WhydidyouchooseDarden?”Why?ClearunderstandingofpersonalsellingpointsAbilitytoclearlycommunicateinastructuredwayNC-ZZG001-103198Shimp-RC.pptINTERVIEWINGSTYLESFORCASESFromoneextreme…DetailedintroductionSpecificproblemtobesolvedAfewstarterfactsLotsmorefactsavailable,ifaskedConversationalfeelthroughouttheinterviewWhy?TestanalyticalabilityTestabilitytosortoutkeyfactsandstayfocussed…totheotherBriefintroductionVerybroaddescriptionofproblem(e.g.poorperformance)Few,ifany,factsavailable‘Whatdoyouthink”responsestomostquestionsWhy?Testoverallproble
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 2024届北京市怀柔区中考化学四模试卷含解析
- 2024届襄阳市襄城区重点中学中考化学考试模拟冲刺卷含解析
- 2024届辽宁省抚顺市新宾县中考冲刺卷化学试题含解析
- 湖南省娄底娄星区四校联考2024届中考二模化学试题含解析
- 浙江省金华市六校2024年中考五模化学试题含解析
- 山东省东明县2024年中考化学对点突破模拟试卷含解析
- 甘肃省夏河县2024年中考试题猜想化学试卷含解析
- 2024届广西玉林陆川县联考中考化学全真模拟试卷含解析
- 北京市延庆县2024届中考三模化学试题含解析
- 2024届吉林省长春市吉大尚德校中考化学仿真试卷含解析
- 2024-2029年中国石材行业发展趋势及发展前景研究报告
- 电池制造中的知识产权保护与商业秘密
- 2024届北京市北京一零一中学中考一模数学试题含解析
- (高清版)DZT 0215-2020 矿产地质勘查规范 煤
- 大学生心理健康-单元教学设计:挫折调适与与压力管理
- 软板行业分析
- 河南省郑州市二七区2023-2024学年下学期七年级数学期中复习卷(二)
- 《毕业设计动画》课件
- 2023年12月中国科学技术信息研究所招考聘用笔试近6年高频考题难、易错点荟萃答案带详解附后
- 智能电梯行业发展趋势
- 护士出科实习小结针灸科
评论
0/150
提交评论