Hi all,
I would expect that after 20+ cases I would 1) be rather quick at structuring (about 60-90 seconds) and 2) have some sort of system to come up with case specific structures. However, after repeating the prompt back to the interviewer and asking clarifying questions my mind can go completely blank and I have no idea in my head about a potential structure. So I start structuring with an empty mind and get stuck while writing it down. This again has negative impact throughout the case as I don't always know what data to ask for and what to focus on while interpreting charts etc. I know when practicing with peers it's not always very representative for the real interview but somehow I tell myself that no matter the quality of the interviewer I should still be able so take control of the case and understand what I'm solving for. I always ask for "Definition of succes" so I know that usually, yet still get confused when I'm off to a less than great start. Ideally I would already have some sort of direction when I start writing my structure down as this would make me structure faster and make a better suited structure and provide guidance throughout the case. I don't have any frameworks/structures remembered but try to use one of three approaches:
i: Process (the logical phases)
ii: categories (e.g. revenues and cost for a profitability case)
iii. use the exact sub-questions of the case as buckets (see example below)
What can I do to improve this?
Example:
prompt:
The client is a US subsidiary of a packaging and shipment firm (e.g., Amcor, Sealed Air, etc.). They want to evaluate whether they should consolidate their package production operations, which currently are located at two separate plants. You have been asked to help them evaluate whether this is a good idea and, if so, which plant they should close.
my structure:
1. Should they consolidate the 2 factories?
- Finances
* costs
* revenues
- Partners
* contracts
* relationships
- Staff (fire, relocate, help them find another job)
* management
* factory workers
2. Which plant should they close?
- volume (what is the current volume)
- capacity (what is the current and potential capacity)
- location (which location is "better")
3. What are the risks?
- Future capacity
- Reputation (brand, employees, partnerships etc.)
- Location (seasonality and weather, availability of staff, regulation)
I got stuck while making my second bucket and couldn’t really fill the sub-buckets so I knew my structure was not appropriate for the case and this is a repeating pattern lately.
