insights reading

What works for me in interviews:

First, anchor on the question.
Before looking at numbers, be clear what you are solving for (profit, growth, root cause). Otherwise you just talk and do not answer anything.

Then scan the basics fast.
Title, axes, units, timeframe, legend. 10 seconds. This avoids stupid mistakes.

Start with the big pattern.
Do not go bar by bar. Look for what really moves the result: biggest driver, clear trend, outliers.
Open with a top line like: “Overall, performance is down, mainly driven by APAC.”

Use rough numbers only.
Interviewers do not care about precision. They care about direction and scale.
“Down ~20%, most of the drop from one region.”

Always add the “so what”.
Describing the chart is not enough. You need to link it to the case.
“APAC is the problem, so the issue is likely local demand or pricing, not the global product.”

End by pushing the case forward.
Say what you would look at next.
“This suggests I should split volume vs price in APAC next.”

Great answers!

Here is the high-level technique you should focus on

1 read the exhibit with the interviewer and ask clarifying questions (e.g., if a data label is missing or something doesn't make sense), without interpreting it

2 take time (60-90s)

3 come up with 2-4 self-standing insights and present them to the interviewer. Each insight should start from a data point, interpret it and then end on a so what, meaning the implication of your data interpretation (could be a recommendation, an emerging hypothesis or next steps that would bring you closer to formulating a hypothesis)

4 at the end, ideally, take a step back try to connect the dots between these different insights and communicate what does all of this say about the client and their situation

If you're looking to perfect this, reach out. It's a critical component of the case interview, and if executed well, not only does it give you an edge as a candidate, but also sets you up to be a successful consultant. 

Best,
Cristian 

Hi there,

The most effective way to read charts in an interview is to follow a consistent, simple process. This helps you stay calm and avoids getting overwhelmed.

A good approach is:

1. Start with the title
   Ask yourself what question the chart is answering. This frames everything that follows.
2. Check the axes and units
   Look at what’s being measured, the time frame, and the scale. This prevents basic misreads.
3. Scan for the big picture first
   Identify 1–2 major trends, differences, or outliers. Don’t dive into details yet.
4. Quantify selectively
   Only do math if it clearly adds value or if the question asks for impact. Otherwise, qualitative insights are often enough.
5. State the “so what”
   Always end with what the insight means for the client or the decision at hand.

In interviews, it’s better to give one clear insight with an implication than many scattered observations. If you’re unsure about the expected depth, you can say something like:
“I see two key patterns here — would you like me to quantify one of them?”

With practice, this process becomes automatic and your speed and confidence improve naturally.

Best,
Evelina

Let me give you a simple approach that works every time.

Most people make the mistake of diving straight into the numbers. They start reading data points randomly and then scramble to make sense of it. That is backwards.

Here is what to do instead.

First, spend five seconds understanding what you are looking at. Read the title. Check the axes. Look at the units. Is this revenue in millions or thousands? Is this showing years or quarters? Is it percentages or absolute numbers? Getting this wrong will mess up everything else. I have seen smart candidates completely misread a chart because they assumed it was in millions when it was in billions.

Second, ask yourself one question before you dig in. What am I trying to figure out? The interviewer usually gives you the chart for a reason. It is meant to answer a specific question in the case. If you are trying to understand why profits dropped, look for what changed. If you are trying to compare two segments, focus on the differences. Don't just describe everything you see. That wastes time and makes you look unfocused.

Third, look for the big picture first. What is the overall trend? Is it going up, down, flat? Is one segment way bigger than the others? Is there an obvious outlier? Start with what jumps out before you get into the details. The insight is usually hiding in the thing that looks different or unexpected.

Fourth, do quick math in your head to size things. Rough percentages, simple comparisons. "Segment A is about twice the size of Segment B." "This dropped by roughly 20 percent." You don't need exact numbers. You need to show you can work with data quickly and pull meaning from it.

Finally, always connect it back to the case. The interviewer does not care that you can read a chart. They care that you can turn data into a "so what." After you pull out the insight, say what it means for the problem you are solving. Something like, "This tells me the margin drop is mostly coming from the European segment, so that is where we should dig deeper."

Practice this with any chart you find online. Business news, annual reports, random case books. The more reps you do, the faster it becomes.

That's a fantastic question. The difference between passing and failing an advanced case often boils down to this specific skill, as most candidates simply narrate the data they see rather than analyzing it.

The secret is recognizing that the purpose of any exhibit is never to describe the data; it is always to push the case forward and answer a specific question. Never accept a chart blindly. You must approach every piece of data with a clear Hypothesis in mind, even if it’s a simple one like, "I expect this chart will confirm that marketing spend is driving revenue growth."

When you present your findings to the interviewer, follow a strict three-part mental structure. First, explicitly state the Key Finding (the single most striking observation). Second, explain the Supporting Data (briefly reference the relevant numbers or trends that prove your finding). Third—and this is the absolute most critical part—state the Implication (the "So What?"). The implication is how this data changes your team’s understanding, confirms your path, or forces a pivot in the analysis. For example, "Since we see that Segment B’s growth is slowing but margin is stable, the data tells us the issue is one of volume, not pricing, which means we should now prioritize investigating competitor actions."

By structuring your reading this way, you demonstrate the executive presence and strategic thinking required at the firm: you are analyzing, not just describing.

All the best in your prep!

Of course it is always case / chart dependent but for complex charts with lots of data it is well within your rights to ask for a "short moment to digest the information" - this will allow you to read without having to speak at the same time.
If the chart is on the simpler side or the interviewer declines your request for time - no worries.

Process
Start by the overview (what are the headings, axis titles, name of the chart), then start going into details (leverage your top down skills). From there, if there is data that directly or even indirectly ties to the case question good to highlight and make some commentary on that (how it would impact our problem), decide on a direction on how you want to proceed with the analysis, align with your interviewer, and request any further data if needed.
 

At the end of the day, it is really about being structured, and clear in your assessment  - just like in any other aspect of the case.

Good luck!