招聘面试_mckinsey case interview workshop

NC-ZZG001-103198Shimp-RC.ppt,McKinseyCaseInterviewWorkshop,FUQUASCHOOLOFBUSINESS,October31,1,TODAYSTOPICS,CaseinterviewoverviewPurposeTypesSuggestedapproachSuccessfulproblem-solving,2,RESUMEANDCASEINTERVIEWSWHATFIRMSARELOOKINGFOR,FromyourresumeWorkexperienceAdvancementfasterthannormSelectionbysuperiorstoleadimportantprojects/specialrecognitionEvidenceofleadershipandteamworkEducationAcademicexcellenceSignificantleadershiprolesPersonalinitiativeOutsideinterestsAthletic/culturalachievementsCommunityactivitiesDrive/perseverance,FromthecaseApproachGenuineinterestinsolvingcomplexproblemsStructured,logicalapproachCuriosity,creativityLogical,probingquestionsSynthesisandconclusionsSkillsComfortwithambiguity/poiseunderpressureBroadfunctionalskillsAnalyticalrigorQuantitative,numericalagilityPracticalityJudgment,commonsenseBusinessacumen/instinctClear,logicalcommunication,EvidenceofExcellence,ProblemSolvingAbility,3,TYPESOFCASES,Businesscases“WhatwilltheimpactofindustryconsolidationbeoncompanyX?”“ShouldcompanyXenter/exitanew/oldmarket?”“HowshouldcompanyXreacttoanewentrant?”“ShouldcompanyXaddcapacity?”Estimationcases“HowbigwouldtheIvyGardensapartmentcomplexhavetobeforeveryoneonEarthtolivethere?”“WhatisthesizeoftheskateboardmarketintheU.S.?”“WhatdoyouthinkannualresidentialrealestatecommissionsareinAtlanta?”,ResponsesshoulddemonstrateBigpictureperspectiveAbilitytostructureBroadfunctionalskillsComfortwithdetails,analysisResponsesshoulddemonstrateComfortwithambiguityAbilitytostructureFacilitywithnumbersPoise,4,.buttherearewronganswersIgnoringorforgettingimportantfactsNotrecognizingthatsomematerialmaybeextraneousDefendingimpracticalsolutionsForcefittingaframeworkthatjustdoesnotwork,Thereisnorightanswer,Thegoalistodemonstrate“howyouthink”,WHATTOREMEMBERWHENAPPROACHINGACASE,5,SUGGESTEDAPPROACHFORCASES,WhattodoListentointroductiondonotthinkaheadtoyouranswersAsk1-2clarifyingquestions,ifnecessary;takeafewnotesifyoulike;donotexpecteverypieceofdatatobeavailableOrganizeyourthoughtsandstructuretheproblemPickonebranchtoprobe,develophypotheses,askforafewrelevantfacts,defend/refinehypothesesbasedonnewinformation,probefurther,anddescribeimplicationsyouseePickanotherbranchandcontinue(Makesureyouareprioritizingyourresponses)Putitalltogether:trytoanswertheoverallquestion(bigpicture)withareasonable,actionableconclusionReviewwhatyouknowClarifywhatyoudonotunderstandSolidifyandtenderrecommendation,WhatnottodoPlay20questionsAssume1frameworkfitsallCover1issuewithoutmentioningandprioritizingallkeyissuesDigyourheelsinHidefromthedetails(orthenumbers)GetfrustratedConductapostmortemintheinterview,6,FIVEEASYSTEPSTOBULLET-PROOFPROBLEMSOLVING,Step1Statetheproblem,Step2Disaggregatetheissues,Step3Eliminateallnon-keyissues,Step4Conductcriticalanalyses,porpoisebetweendataandhypotheses,Step5Synthesizefindingsandbuildargument,?,7,STEP1:STATETHEPROBLEMLEM,CharacteristicsofagoodproblemstatementAleadingquestionorfirmhypothesisSpecificnotgeneralNotastatementoffactornon-disputableassertionActionableFocusesonwhatthedecisionmakerneedstomoveforward,?,Interviewerstatestheproblem,Problemhasbeenclearlystated,andyouunderstandit,ProblemhasNOTbeenclearlystated,oryoudontunderstandit,Youmustclearlyunderstandtheproblem,Paraphrasetheproblemtomakesureyouhaveitright,Askquestionstoclarifytheissue,Step2.,Youareresponsibleforensuringtheclarityoftheproblem,8,STEP2:DISAGGREGATETHEISSUES,Whyuselogictrees?,1.TobreakaproblemintocomponentpartssothatProblem-solvingworkcanbedividedintointellectuallymanageablepiecesPrioritiescanbesetamongthepartsResponsibilitiescanbeallocatedtoindividuals2.ToensurethattheintegrityoftheproblemsolvingismaintainedSolvingthepartswillreallysolvetheproblemThepartsaremutuallyexclusiveandcollectivelyexhaustive(i.e.,nooverlaps,nogaps),Subissue,Subissue,Subissue,Subissue,Subissue,Subissue,Issues/hypothesisNo.1,Issues/hypothesisNo.2,Issues/hypothesisNo.3,Problemstatement,Suggestions-Describeyourapproachtotheinterviewerasyouproceed.Dontassumetheyknowwhatyouarethinking!-Stateyourhypothesesascrisplyaspossible.-Onlyuseframeworksiftheyareappropriate-dontforcefit.-Theideasareimportant,nottheframework.“Ithinkweshouldlookatthepowerofbuyersandindustrycompetitiveness”isbetterthan“IdliketoapplypartofthePorterFiveForcesframework”.,9,STEP3:ELIMINATEALLNON-KEYISSUES,WhyFirststepinconstant,interactiverefinementprocessFocusesyoureffortonwhatismostimportantDos&DontsAlwaysaskyourself“sowhat”.butalsoaskyourselfwhatyoumighthavemissedTelltheinterviewerwhatyouarecuttingandwhy,Problemstatement,Issue1,Issue2,Issue3,10,STEP4:CONDUCTCRITICALANALYSIS,DosBehypothesis-drivenandendproducts-oriented“Porpoise”frequentlybetweenhypothesisanddataKeeptheanalysesassimpleasyoucan.Besuspiciousofhugelinearprogramsandtheirilk.DoorderofmagnitudeestimatesbeforeyoustartdetailedanalysesUse80/20andback-of-envelopethinkingDonotbeafraidtobecreative,DontsDonotjust“runthenumbers”askyourself“whatquestionamItryingtoanswer?”DonotchaseyourtailDoyoureallyneedtocalculatetheWACC?Dontmisstheforestforthetrees.Bewareof“polishingdirt”Lookforbreakthroughthinking,11,STEP5:SYNTHESIZEFINDINGSANDBUILDARGUMENT,Situation,Usesituation,complication,resolutionformat,Pyramidstructureordecisiontree,Supportingdata,Supportingdata,Supportingdata,Supportingdata,Sub-assertion,Sub-assertion,YesAction1NoAction2YesAction3NoAction4,Statetheconditionsatpointofproblem,Fleshoutbarrierstoimprovingsituation,Layoutpossiblesolutionpath,12,APPENDIX:INTERVIEWINGWITHMCKINSEY,13,FORMATFOR30MINUTEFIRSTROUNDINTERVIEW,Minutes,15-20,5,5-10,Resume-relatedquestionsandQ&A,Introduction,Case,FirstroundOncampusTwo30minutecase/resumeinterviewsSecondroundTwo30minuteinterviewsGenerallybothcaseinterviewsThirdroundInanofficefive30-45minuteinterviews3-5cases,XII,VI,14,WHATWEARELOOKINGFOR,ProblemsolvingIntellectualcapacityCreativityPracticalapproachandbusinessjudgmentQuantitativecomfort,PersonalimpactPresenceEmpathy,Drive/AspirationDriveforexcellenceEnergylevel/perseverance,LeadershipPersonalinitiativeEntrepreneurship,McKinseyprofile,15,RESUMERELATEDQUESTIONS,FocusedQuestions“Describeasituationinwhichyouveledaprojecttosuccess?”“Whatstrengthsandweaknesseswouldyourteammatesrecognizeinyourworkabilities?”“Describeasituationinwhichyouvehadtoovercomeobstaclestoreachadesiredoutcome.”Why?EvidenceofexcellencePersonalgrowthplanLogicalcareerplanDepthofpreparationforinterview,OpenEndedQuestions“Tellmeaboutyourself.”“WhydidyouchooseDarden?”Why?ClearunderstandingofpersonalsellingpointsAbilitytoclearlycommunicateinastructuredway,16,INTERVIEWINGSTYLESFORCASES,FromoneextremeDetailedintroductionSpecificproblemtobesolvedAfewstarterfactsLotsmorefactsavailable,ifaskedConversationalfeelthroughouttheinterviewWhy?TestanalyticalabilityTestabilitytosortoutkeyfactsandstayfocussed,totheotherBriefintroductionVerybroaddescriptionofproblem(e.g.poorperformance)Few,ifany,factsavailableWhatdoyouthink”responsestomostquestionsWhy?Testoverallproblemstructuring,hypothesisgeneratingabilityTestforcreativityandbusinessinstinctLookforcomfortwithambiguity,17,IMPROVINGCASEPERFORMANCE,IndirectlythroughclassesPolicyStrategicframeworksBusinessinstinctIndustrystructureEconomics/financeVariablevs.fixedcoststructuresEvaluatinginvestmentopportunities(ROI,CostofCapital,)IncomeStatement/BalanceSheet/CashFlowStatementthinkingValuechainthinkingMarketingCustomersegmentationChannelmanagementBrandmanagementOperationsQualityLeadtimecompetitionH