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Roland Berger London Final Round

Anonym A fragte am 22. Nov 2018 - 1 Antwort

Dear community,

I have been invited for a final round for the entry-level position at Roland Berger. Does anyone have any experience going through that process and could share insight? It will be 2 interviews with a principal and a partner, with each interview having a fit and case component.

  • How can I be less framework-ey and more creative, while staying structured and MECE? My main R1 feedback point was to drop structures that appear like frameworks and be more creative (e.g. 1) financials, 2) additional risks/opps). A year ago I got the almost opposite feedback from other firms and am therefore trying to find the right balance. I am thinking of simply using standard structures as a loose guide for my initial mental train of thought, but when actually writing down things and communicating it to the interviewer, only use case-specific vocabulary. If the interviewer asks about structure and MECEness, I can therefore work my way back to the MECE buckets I had in mind. Would that be good, or is there another better practice?
  • What types of cases should I be expecting? My first round cases were quite atypical, and I would assume that for the final interviews they might be more unstructured and go through an open case.
  • Does anyone know whether RB London is strong in any specific industry? I understand RB in general is very strong in cutting-edge tech, which includes automotive, aerospace, manufacturing etc. but I am aware London may be slightly different in that regard considering the local dominant industries.
  • Any persona considerations given the seniority of the interviewers? I am used to interviewing with director-level interviewers and below and usually go for a quite relaxed persona, and occasionally maybe even slip a light joke in during the case if I feel like it - that usually seems quite well received - but partners may be expecting interviewees to put on a more formal front. The positive part of my feedback mentioned that I was very "personable" and I therefore feel like I should still be myself as much as possible in these interviews.

Many thanks!


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Vlad bearbeitete seine Antwort am 22. Nov 2018
McKinsey / Accenture / Got all BIG3 offers / More than 300 real MBB cases / Harvard Business School
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One of the most important feedbacks I give to the candidate - don't ask multiple unrelated questions at once. The interviewer will not remember all of your questions and you will have a wrong impression that you have asked all of them=)

re your 3,4 questions - you can expect any kinds of cases, so you should be prepared for anything. regarding the jokes - be careful here. Not all partners will accept them. You should behave professionally!

As for the 1st question - it comes with practice.

First of all - not all issue trees can and should be MECE. Very often it's not the case.

Secondly - there is a number of ways how you can approach in a MECE way:

  1. If your structure works mathematically (e.g. Total time spent on cleaning operation = # of people x Frequency x Hours per cleaning per person)
  2. If your structure comes from a formula (e.g. output rate = total number of people being served / time to serve one person)
  3. If you are using the common industry drivers (e.g. revenues = # of customers x av. check) (e.g Passengers on the plane = capacity x Load Factor) or theindustry revenue streams (Fuel revenues / non-fuel revenues for the gas station) or the functional drivers (e.g. for the problems in sales : Sales strategy / sales people and allocation / motivation / sales process)
  4. If your issue tree is a real framework used by the consultants (e.g. the famous Bain Cap framework for PE due dills: Market / Competitors / Company / Feasibility of exit) (e.g. People / Process / Technology) (e.g. The famous McKinsey framework - People don't want to do smth / they can't do smth / smth prevents them from doing that)
  5. If your structure is a well-known academically MECE framework (e.g. Product / Distribution / Price / Marketing (Also known as 4P))

There is no magic pill how you can learn to build the MECE issue trees. !!!! It comes with a lot of Practice and reflection and building proper industry and functional knowledge. !!!!



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