1

Final round feedback: jumping to conclusion

Hi all,

I recently got feedback from my second round mbb interview with a partner.

Key feedback were around my problem solving:

1. Weak structure as I started off too narrowly (diving straight into company specifics when it was an industry problem)

2. Jumping to conclusions prematurely

3. Uninspiring insights

I am being progressed to a final partner level interview but I'm really at a loss at how to improve on the above issues, especially on jumping to conclusions.

Brief background: I'm applying for an Associate position but I'm making the jump from the financial industry.

Greatly appreciate any and all advice!

Hi all,

I recently got feedback from my second round mbb interview with a partner.

Key feedback were around my problem solving:

1. Weak structure as I started off too narrowly (diving straight into company specifics when it was an industry problem)

2. Jumping to conclusions prematurely

3. Uninspiring insights

I am being progressed to a final partner level interview but I'm really at a loss at how to improve on the above issues, especially on jumping to conclusions.

Brief background: I'm applying for an Associate position but I'm making the jump from the financial industry.

Greatly appreciate any and all advice!

1 answer

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Hi,

1. Can only recommend practicing here. Hard to give specific feedback without knowing the details

2. This happens when you don't dig enough deep to find a root cause:

  • You found a piece of numeric evidence, but did not manage to find an underlying root cause (e.g. the decline in sales was caused by the change in the mix of customers, but you did not dig deeper to understand what has led to the change in the mix)
  • You found only one of the underlying problems (e.g. the objective was to cut costs by $4M and you found a way to cut $2M and jumped into conclusion. But there were actually two more drivers)
  • You found a conclusion but did not make any calculations (e.g. you found that your competitors have an automated process and recommended to automate for us as well without doing any cost-benefit analysis)
  • You found a root cause but it was not deep enough (e.g. you found that the transportation process through the job shop took longer because of the longer distance. But the real problem was the layout of the job shop and the curvy routing

3. Again - need to know the context

Best!

Hi,

1. Can only recommend practicing here. Hard to give specific feedback without knowing the details

2. This happens when you don't dig enough deep to find a root cause:

  • You found a piece of numeric evidence, but did not manage to find an underlying root cause (e.g. the decline in sales was caused by the change in the mix of customers, but you did not dig deeper to understand what has led to the change in the mix)
  • You found only one of the underlying problems (e.g. the objective was to cut costs by $4M and you found a way to cut $2M and jumped into conclusion. But there were actually two more drivers)
  • You found a conclusion but did not make any calculations (e.g. you found that your competitors have an automated process and recommended to automate for us as well without doing any cost-benefit analysis)
  • You found a root cause but it was not deep enough (e.g. you found that the transportation process through the job shop took longer because of the longer distance. But the real problem was the layout of the job shop and the curvy routing

3. Again - need to know the context

Best!

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