Hello there, 

Let's take one step back, I think it would be important to clarify: Are you having problems to read charts and graphs also outside the business case, in your day to day life?

… I would guess you may struggle to identify what information is relevant for your case, as during the interview, you may be given information out of which a significant part is not relevant (testing how you prioritize, 80/20 approach, able to navigate in complex problems). 

If you struggle overall with the graphs and charts, I would recommend any course in the internet that gives tips and tricks. If you struggle only during the case, then I would recommend:

- start practicing cases where are no charts and graphs to identify what process works for you and so being able to transfer that process

- most importantly, when you approach the case and you formulate your early hypothesis, you identify what is information you will need to test it. This should help you to read the charts.

Please feel free to reach out if you would like to dig deeper → I can provide insight as a BCG trainer, teaching newly-joined Associate and Consultant precisely this. 

Wishing you all the best,

Lucie

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This how you should approach it.

1. Read the slide (take your time, ask questions if you need to understand the slide)
2. Consider the case objective
3. Tell the impact of the slide in terms of the recommendation
4. Explain / support with the evidence from the slide.

_____________________________________________________________

Candidates usually do three mistakes:

1. They just describe what the slide says (e.g. segment X is growing by 10%"). There's no “so what”, no insight".
2. They bring up an insights but… not related to the problem you are trying to solve.
3. They just don't know what to say.

In all of these situations the real problem is that they are not being objective or hypothesis driven. You have to read the exhibit in the context of the problem you are trying to solve.

So the first question you have to ask yourself is: how does this influence the case recommendation? (e.g. “should we invest in market XYZ”?)? Is it supporting evidence or not? Once you find it, you have an objective or hypothesis driven insight.

Then when you read the slide you say: this does (not) support entering market X, because of  insights XYZ, which is based on ABC evidence".

Hope this helps,
Pedro

Hi there,

1) Read the title - and understand it

2) Read the legends - and understand them

3) Remind yourself of the objective / hypothesis in the case, to see where this might fit

4) Find the differences - where does the line graph plummet or spike? Which column is a lot smaller or bigger than the others? Where does change occur? The differences are what matter

5) Talk outloud while interpreting - first, it helps you think and process your thoughts, second, it lets the interviewer provide guidance and course correct if needed.

Best Rote Practice

Rocketblocks

Best Practice Strategy

1) Read the Economist (especially the daily graph and Financial Times frequently

2) Ask case partners to focus particularly on your chart-reading skills (i.e. by providing you with cases with many charts) - Bain and Deloitte cases tend to be chart heavy