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Marco-Alexander

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How to deal with operations cases ?

Hello,

I've seen cases being given - also in MBB firms - that are very operational, who deal with IT Operations for example. I was wondering what would be the best way to structure these, as they don't look like typical strategy problems ?

One example: Our client is the CEO of a large insurance company who acquired a smaller insurance company. Both have their own IT systems and they want to harmonize them. It has been estimated by their IT service provider that it would take 18 months, but this is unacceptably long for the CEO. He has reached out to us to help them do it faster.

How would you go about structuring and solving this kind of problem ? This was actually given at the last round in a MBB.

Thanks !

Hello,

I've seen cases being given - also in MBB firms - that are very operational, who deal with IT Operations for example. I was wondering what would be the best way to structure these, as they don't look like typical strategy problems ?

One example: Our client is the CEO of a large insurance company who acquired a smaller insurance company. Both have their own IT systems and they want to harmonize them. It has been estimated by their IT service provider that it would take 18 months, but this is unacceptably long for the CEO. He has reached out to us to help them do it faster.

How would you go about structuring and solving this kind of problem ? This was actually given at the last round in a MBB.

Thanks !

(edited)

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Hello Anonymous A,

The good thing about structured methodological approaches is that they can be applied to any problem in any subject area. You can proceed in the same structured way in an operative case as in a strategic one. If you work in consulting long enough, you will also automatically start to approach problems in everyday life with structured methodological approaches (e.g. which car you buy or which apartment you rent).

In this specific case, I would proceed as follows

  1. Try to fully understand both IT systems: What exactly are the functions? Are they congruent? Does one company have functions that the other does not?
  2. Compare the functions of both companies on a sheet of paper: What can be merged with what? What replaces what? …
  3. Ask for the time which is currently planned for each merge activity.
  4. Try to optimize this time: Where is the bottleneck? What takes particularly long? Which activities can be held in parallel?

If you have any questions, please do not hesitate to contact me!

Best regards
Marco-Alexander

Hello Anonymous A,

The good thing about structured methodological approaches is that they can be applied to any problem in any subject area. You can proceed in the same structured way in an operative case as in a strategic one. If you work in consulting long enough, you will also automatically start to approach problems in everyday life with structured methodological approaches (e.g. which car you buy or which apartment you rent).

In this specific case, I would proceed as follows

  1. Try to fully understand both IT systems: What exactly are the functions? Are they congruent? Does one company have functions that the other does not?
  2. Compare the functions of both companies on a sheet of paper: What can be merged with what? What replaces what? …
  3. Ask for the time which is currently planned for each merge activity.
  4. Try to optimize this time: Where is the bottleneck? What takes particularly long? Which activities can be held in parallel?

If you have any questions, please do not hesitate to contact me!

Best regards
Marco-Alexander

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