How to solve a non-structure/non-standard case?
I encountered case without recommendation or so. I am afraid random case might pop up (e.g. How do you view digital transformation)
How to solve non-standard case?
Hi there,
You mean non-standard case…all cases are structured :)
Secondly you absolutely will get a non-standard case in your interview. They are extremely common and I rarely see a candidate go through 2 full rounds without at least 1 unconventional/non-standard case.
I'll be honest, the best way to learn this is through coaching. This is NOT an easy concept to learn (like market sizing, math, etc.). It takes multiple sessions and lots of practice to really get down.
That said, let me lay down the approach required to really solve any case (standard or non-standard):
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You need to have a hypothesES-driven or, rather, an objective-driven approach. Your entire framework is a set of hypotheses and views as to how to solve a problem.
In my view, the more natural the better. I tend to say things like "My thinking here is x". or "Based on what I know about x and y, I think this'll likely happen" or "My inclination is x".
Please get away from saying any generic, i.e. hypothesis, framework, buckets, clarifying questions, etc.!
This Q&A Describes Better Hypothesis Thinking
Remember that your framework is essentially a set of hypotheses. That's why I prefer to call this "hypotheses-drive approach" or "objective-driven approach"
You don't need to state it explicitly, but remember that 1) You need to always be thinking about one and 2) You need to be demonstrating your drive towards one.
Also, remember that a hypothesis isn't necessarily "I believe x is the cause". Be better hypothesis is "If we can see what's happening with A, and A is going up, and then we look into B and B is big, then x is likely the case".
A hypothesis is much more about what questions do I need to ask/answer and how, in order to see what's happening.
Another way of viewing it:
Your framework is your structure for approaching the problem. It consits of a few main areas you'd like to look at. Inherent in your framework is a view that "If I answer A, B, and C, then we have an answer"
So, for market entry:
1) If the market is big, and it's growing, then we still want to considering entering
2) If #1 = yes, then let's see if it's attractive...can we win there? Is our product good/better than our competition's? Etc. If yes, let's definitely consider entering.
3) If #1 and #2 = yes, then, when we do enter, are we sure we can win? I.e. do we have the right plans. Will implementation actually pan out? Do we have the expertise, capital, etc.? In other words, if #2 is the thearectical, #3 is the reality.
Then, your summary becomes "I believe we should enter the market, if we can prove it's a good market, the it's attractive to us specifically, and that we will win it".
^Now this is a hypothesis :)
Read these 2 Q&As for some great context + discussion:
Hope this helps! This is a tricky topic that's difficult to properly answer in writting...if you want a more thorough explanation, and training in the mindset shift required here, don't hesitate
There's no such thing as a non-structure case. See the example below:
Q: How do you view digital transformation?
A: You want to know my opinion on how digital transformation will impact business models and profitability levels?
Q: Yes. Let's say we have a client that wants to know how much “digital transformation” will impact his business profitability. How would you answer?
A: To understand impact in profitability I would want to know whether this can have a positive impact on market demand, whether it will allow me to provide better services/products or at lower costs, and also how it would impact the overall industry economics.
See what I did above? I treated the question as a regular case question. Of course without asking for a minute to “structure my thoughts”, and you don't necessarily need to ask a clarifying question.
Most questions are around the impact of something in business. So it is not that difficult to turn it into an objective, and you develop a structure that addresses that objective. I.e., you are breaking down into logical parts. After that you just have to give your opinion on each of those parts.
Sometimes you get the question on what would you change in something. The first thing you need to get clear is what is the objective you are pursuing. Once you do that it shouldn't be hard to come up with a structure.
So you can practice how to structure these “non-standard cases”. But you also need a bit of business sense and knowledge, and that requires reading, having discussions, etc. Some people recommend reading the newspaper, but I suggest you go beyond that and actually discuss what you read in a structured way.
Hope this is useful, and of course feel free to reach out if you want some specific practice on this topic.
Non-standard (non traditional framework) cases are indeed popping up more and more often. The main reason is that consulting firms have also caught up on the fact that many candidates learn frameworks by heart, but don't actually think critically through the case.
The way you solve a non-standard case is to use logic and common sense. You are basically presented with a problem that you need to solve. You need to take some time, let you mind wonder and get a grasp of the ideas that cross your head (ideally based on your current understand of the industry where that problem is set). Then you need to find connections between those ideas and structure them into buckets containing similar thoughts. Then you present those buckets.
The reality is that many non-traditional cases are disguised traditional ones. I give one case quite often that appears very strange at the start but it's actually a disguised new product case. I have a few other ones in case you need help with practicing. Let me know and best of luck in the meantime!
This is basically any question where they ask your opinion about something. Not sure anyone cares about honest your opinion during an interview or actually at any time during your career as a consultant. Your opinion about anything shall be the following: “It depends”.
Expert case by