How Can I Get Better at Structuring McKinsey Case Interviews?

Question

I'm targeting the McKinsey Middle East office, and my first-round interview is in about a month. One area I'm really struggling with is the structuring part of the case interview.

From what I've seen, McKinsey cases don't usually ask for a framework. Instead, they ask for the key factors or drivers behind a problem. I can usually identify the main buckets, but my biggest challenge is coming up with relevant, issue-specific sub-buckets within the two minutes I'm given to think.

I'm also concerned about how to present my framework. I'm worried that my explanation won't be cohesive, or that I'll either spend too much time explaining it or not enough. What is the ideal level of detail and presentation length for a McKinsey framework? How many main buckets and sub-buckets should I typically aim for? And most importantly, how can I practice generating strong, tailored sub-buckets quickly while presenting them in a clear and structured way?

Answer 1

Hi,

Very good questions and something many candidates struggle with. My recommendation:

On level of detail and length: give the interviewer the top level first, then go one layer down. Say the main areas you want to look at, then take each one and explain its sub-points and, briefly, why it matters. The test is whether the interviewer could follow your logic without seeing your notes.

On number of buckets: three to four main ones, each with two or three sub-points. Something like: "I'd look at three things: A, B and C. Starting with A, I'd break it into A1, A2 and A3", and so on for B and C. Fewer than three looks thin, more than four gets hard to hold in your head and to walk through cleanly.

On how to practise: drill structuring on its own, not full cases. Take one prompt after another, give yourself two minutes to build only the structure out loud, then stop. When you do it, make sure you build your branches from the specific objective in the case, not from a template in your head. That is what stops them coming out generic.

Hope it helps and feel free to DM me if you want to run through a few structures together!

Federico

Answer 2

Hi there,

I would be happy to share my thoughts on your questions:

First of all, considering that the structuring question at McKinsey is actually just a simple brainstorming question (since you also always need to group/cluster the ideas/risks your brainstorm), contrary to what other coaches have said, there is no defined number of top- and/or second-level factors. The same applies to the length of presentation - as long as you add value to your presentation, it is ok - but this is something you can only find out with practice and an experienced coach like me.
Moreover, the only real way to get better at this specific McKinsey question is practice - there's unfortunately no shortcut to it.
Lastly, since you seem to have rather fundamental issues with this type of question, I would strongly advise you to consider working with an experienced coach like me on your structuring skills. I developed the "Case Structuring Program" to help exactly such candidates like you who struggle with case study structures.

If you would like a more detailed discussion on how to best prepare for your upcoming McKinsey pre-interview assessment and/or interviews, please don't hesitate to contact me directly.

Best,

Hagen

Answer 3

Hi,

This is the single most common sticking point I see with my candidates. My 2 cents:

On level of detail and length: aim for 60–90 seconds. Give the top level first ("I'd look at three areas"), then take each one and go one layer down, adding a few words on why it matters.

On numbers: three to four main buckets (usually 3 is the magic number for any consulting company!), two or three sub-points each.

On generating sub-buckets: the problem is almost never logic, it's that you're building from a template rather than from the case. Two things fix it. First, pick a top level that generates depth for you, e.g. a math tree, a value chain, or the client's actual decision criteria, rather than defaulting to profitability. Second, apply a "so what" filter: if the answer to a sub-point wouldn't change the recommendation, cut it. That alone removes most of the generic stuff.

On practice: drill structuring on its own, not full cases. Collect 30–40 prompts, give yourself two minutes to build and 90 seconds to deliver out loud, then stop and move on. And close every structure by saying where you'd start and why.

One last thing, given the Middle East office, you may want to invest an hour each to develop some basic knowledge on the main industries covered there: oil & gas, giga-projects, sovereign funds, banking and public sector, and get comfortable with objectives that aren't profit, e.g. job creation, localisation, diversification. That will do more for you than another twenty cases.

Happy to run through a few structures together if useful.

Franco

Answer 4

Hello ! I am a former EM and interviewer for the McKinsey Middle East office.

Correct, cases are interviewee led. The first question focuses on drivers of a problem / solution. You should draw your answer as a tree and present it in a very top down way (i.e., start with the first levels of the tree, then deep dive into each one). The presentation should last 1min - 1min 30 and the interviewer is likely to interrupt to ask questions

Happy to chat more