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I was wondering what to expect from the case study in the first round at McKinsey, since i heard it is relatively “special” but follow is specific structure.
Main beats of the interview: You'll be provided with a business situation: a client who does this and that and currently has this problem. You'll basically be asked how you'd go about solving this problem. Then you have to come up with a structure. Then you'll be asked other questions and at times you'll be provided with additional pieces of information. The main types of questions you can receive are either: structural / framework (like the initial question), brainstorming (you need to come up with a few creative ideas / solutions ideally also in a structured manner), chart interpretation (you are meant to comment on the main insights), calculation (you are solve a complex math problem), conclusion / recommendation (you're meant to provide an overall recommendation to the client based on everything that you've learned during the case)
Interviewer leading: for McKinsey, the interviewer leads the case. So all you have to do is to make sure that you answer correctly, thoughtfully and in a structured manner. You might be asked questions that follow-up naturally from the one you were just asked. That doesn't mean that you're doing anything wrong, it just means that this is the direction where the interviewer wants to take you.
Getting interrupted: It's customary for the interviewer to interrupt you or ask follow-up questions. That also means that you're doing nothing wrong. Just make sure you stay focused and don't get discouraged.
Keeping it conversational: The interview is testing not only your ability to ‘solve’ the case or show that you're decent with numbers, but that you can relate and connect well with somebody. At the end of the day, the job is all about connecting with clients and you need to display emotional intelligence as much as IQ.
No set length / # of questions: Usually there are 3-4 questions that you get asked but that is by no means fixed. you could also do two in depth or get to five.
Take time to think before answering - you are not expected to answer on the spot. Yes. I'll say that again. You're not expected to answer on the spot. Somehow many people believe that is the case. Always go for a quality answer even if it's slow rather that a quick yet wrong answer.
Always aim for structured, thought out answers. Your ability to communicate clearly, concisely and in a structured manner is a dimension you're getting measured on. Make sure you get it right.
With every new piece of information you receive, reflect how this affects the client situation (i.e., the so what). You are meant to show the interviewer that you can integrate different data points from across the case and craft a story for the client. This story is basically the recommendation that you are constantly refining for them.
I could keep on going, but I'd start with these :) It might be overwhelming at first but you'll get the hang of it quite quickly. The point is to start as soon as possible and don't get discouraged.
McKinsey | Awarded professor at Master in Management @ IE | MBA at MIT |+180 students coached | Integrated FIT Guide aut
Hello!
I am guessing you are the author of a similar post asking about McKinsey and interviewer vs. interviee lead. Let me give you my perspective here regarding the case, and I know it differs than it from other coaches.
I have seen so many candidates in the past putting such focus on trying to conduct a case in an interviewer vs. interviewee lead way (or vice-versa) in the past, that they get their eyes off the ball and what really matters here.
Think it this way, because it´s really this simple: you will be confronted with a business problem and someone with quite an experience in solving those would evaluate the way you think, structure and problem-solve. Hence, just focus on that: an impressive solution and process.
Regarding FIT, its a quite in depth assessment from round 1 on. If you want to deep dive on the topic, the "Integrated FIT guide for MBB" has been recently published in PrepLounge´s shop (https://www.preplounge.com/en/shop/tests-2/integrated-fit-guide-for-mbb-34)
It provides an end-to-end preparation for all three MBB interviews, tackling each firms particularities and combining key concepts review and a hands-on methodology. Following the book, the candidate will prepare his/her stories by practicing with over 50 real questions and leveraging special frameworks and worksheets that guide step-by-step, developed by the author and her experience as a Master in Management professor and coach. Finally, as further guidance, the guide encompasses over 20 examples from real candidates.
Furthermore, you can find 3 FREE Expert Articles on PreLounge, in a sreies dedicated to preparing for the different parts of FIT:
#1 Coach for Sessions (4.500+) | 1.500+ 5-Star Reviews | Proven Success: ➡ interviewoffers.com | Ex BCG | 10Y+ Coaching
Hi there,
There are 4main differences that you will find in interviews at McKinsey compared to other companies:
1) McKinsey includes the PEI (Personal Experience Interview) as part of the fit part.
They will usually ask for one story per dimension in each interview out of Inclusive Leadership, Personal Impact and Entrepreneurial Drive.
Other companies may or may not ask something similar, while at McKinsey you should expect one story in every interview with a consultant, unless otherwise stated.
For more info on PEI you can check this – PEI Dimensions.
2) McKinsey follows an interviewer-led approach in most cases.
This means that after presenting the answer to a question, the interviewer will ask you the following question he/she planned, irrespectively of where you want to move the analysis.
When a company uses an interviewee-led approach, instead, you have to propose a plan of action and the interviewer will leave to you to follow that approach, only occasionally correcting you (meaning you have to lead the case).
The interviewer-led approach is easier to follow for most candidates, meaning that if you know how to manage an interviewee-led case you should not have issues with it (the opposite instead is not true - if you only know how to navigate interviewer-led cases you may have issues driving a case in an interviewee-led case).
In final rounds, you may occasionally get interviewee-led cases also at McKinsey.
3) The structure expected at McKinsey should have several levels.
If you are already used to have detailed structures, this should not have an impact.
If that’s not the case, you have to work to ensure your structure is detailed in all the parts required for the analysis.
4) McKinsey casesdon’t usually have conclusions.
However, occasionally they may still ask for them.
Besides that, before the case interviews you normally have to take the Imbellus/Solve Game. You can find some information on that here:
As next steps for your preparation for each of the previous points, I would recommend the following:
Write down 2 stories for each of the 3 PEI dimensions (6 stories in total).
Prepare for interviewer-led cases but be ready for interviewee-led as well. Thereason why you need both is that (i) occasionally you may get interviewee-led cases at McKinsey as well (normally in finals) and (ii) if you can manage interviewee-led cases you won’t have problems with the interviewer-led approach, while the opposite is not true.
Developstructures that are articulated with several levels of detail. If you are used to very complete structures, you may be already fine with this.
Review how to structure conclusions, even if they are not common. Most of the time there won’t be one, but occasionally they may request to provide it.
If you need help for McKinsey please feel free to PM me, I have a DB with 200+ real case questions they asked for different offices worldwide. You can check if I cover yours on my profile here.
I actually just had a recruiter walk me through the interview process late last week in terms of what to expect over the upcoming month for my interview, I think it certainly has changed compared to their past process (at least for experienced hires in the US).
1) Step 1: HR Screening via Zoom, seems like you've already completed this part
2) First round: PSG (Imbellus/Solve game) + 1 Case Interview with a McKinsey alum or Consultant over the phone/zoom (30 min call, focusing only on the case portion). If you pass both of these 1st round components, you'll then move onto the 2nd/final round
3) Final round: 3 back-to-back interviews with senior management/partners, each lasting ~50 min, and each having a 10-15 min PEI section, followed by a 25-30 min case.
I know this is a bit different than what was being administered to candidates even a few months ago (where you had to do the Imbellus/PSG, AND 2 first round interviews for the 1st round). I think they're trying to follow BCG's steps and make the 1st round a bit less demanding (for eg. in the past, BCG also had 2 1st round interviews, but last week my first round interview with BCG consisted of 1 interview (fit/behavioral only) and 1 case administered by the Casey Chatbot ("Chatbot case").
So perhaps that's what the “special” could mean for your upcoming McKinsey first round?
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Hey there,
McKinsey interviews are indeed different as they follow an interviewer-led format. The interviewer drives the case and will ask you a set of questions.
For every question
structure
chart
math
you have time to think and then answer it exhaustively.
The main differences are
The structure in the beginning of the case
The way you move through the case
Let's tackle both:
1. The initial framework of the case
At the core, McKinsey wants to see creative ideas communicated in a structured manner, the more exhaustive the better.
Your goal should be to come up with a tailored and creative answer that fits the question. The framework should - broadly speaking - follow these three characteristics:
Broad
Deep
Insightful
You would also need to go into more detail and qualify your answer with practical examples and more details, ideally highlighting how your different buckets relate to each other.
While for other firms in candidate-led interviews you have 1-2 minutes to present the framework, in a McKinsey interview, you can take up to 6-8 minutes to present your structure, your qualification, and hypotheses. This is due to the interviewer-led format that McK employs. The interviewer will only ask 'what else' if you
haven't gone broad or deep enough
did not explain your ideas well enough for them to stand out (again, you have time here)
The firm wants to see exhaustive and creative approaches to specific problems, which more often than not do not fit into the classic case interview frameworks that were en vogue 10 years ago...
Again, this only applies if everything you say
adds value to the problem analysis
is MECE
is well qualified
includes a detailed discussion of your hypotheses at the end
2. The way to move through the case
Once you have answered your question in a McKinsey case, the interviewer will move the case forward and ask you another question. Simple and the big benefit is that you cannot really get lost along the way.
In a candidate-led case, you would use your initial framework as a roadmap of the different analyses you would like to conduct and guide the interviewer through each bucket, asking for more data and information to figure out the problem. You would present your framework briefly, focus only on the most important parts of the problem, then start drilling into the framework on your own - all based on your hypotheses. Once you get new information, you would synthesize it in the context of the case and move on until you have unterstood the root cause of the problem, then work on recommendations.
In the latter format it is much easier to get lost or waste time on areas of the framework, which are not relevant for the problem at hand.
The difference in format and way of answering the questions is the reason why I recommend preparing very differently for McK interviews vs. other consultancies.
Check out my profile if you have any questions or want professional coaching. I have specialized in the McKinsey interviewing format and had tremendous success with my approach over the last 18 months.
ex-McKinsey EM & Interviewer | 7/8 offer rate for 4+ sessions | High impact sessions + FREE materials & exercises
Hi there,
McKinsey interviews do indeed follow a somewhat predictable script. Does it make them easier to pass? Absolutely not!
Here's what to expect:
PEI (Personal Experience Interview)
This is you telling a story that illustrates your capabilities with regards to the 3 dimensions McKinsey cares about
At a very high level, the key to succeed is to really understand the dimensions and to do great story telling
Expect interviewer to dig very deep and get very granular, which makes it tough to not loose the thread - beware
Use recent stories and never make up a story because you will get caught
Case
McKinsey cases are fundamentally different from other cases because they're interviewer-led
You will be given a prompt and asked a series of questions, which test a variety of skills that McKinsey deems critical
Cases always include analysis of drivers (+ MECE structuring), graphs (deriving insights qualitatively and quantitatively) and straight up math questions
Key to succeed is to answer questions well, obviously, and establish interconnections between bits and pieces of data/insights as they become available throughout the case
Icing on the cake is top down communications, which is the key to avoid rambling and winning over any McKinsey consultant
I could write a book about this (and I have, actually - at least a very comprehensive McKinsey interview guide). But this is it in a nutshell.
My advice for McKinsey preparation is always to get some professional coaching with a former McKinsey interviewer as part of your study plan. They will be able to provide you with real cases and the insights needed to succeed.
Let me know if you'd like to learn more. I used to be a McKinsey interviewer and know exactly what it takes.
If you're aiming for a career in consulting, learning about key frameworks is essential. One of the most popular and effective tools is the McKinsey 7S Framework. Created by McKinsey & Company, this framework helps you understand and evaluate how different parts of an organization work together to improve overall performance.In this post, we’ll explain the seven elements of the McKinsey 7S Framework and how you can use it in case interviews. Whether you're preparing for consulting roles or just want to boost your business knowledge, this framework is a valuable tool to have in your skillset! Understanding the 7S-Framework of McKinseyThe McKinsey 7S Framework, developed in the 1980s by Julien R. Philips, Tom Peters, and Robert H. Waterman Jr., is designed to help organizations improve performance by focusing on seven key elements. These elements are split into two categories: hard and soft components.Hard components are easier to define and manage. They include things like company structure and strategy, which can be clearly mapped out and adjusted.Soft components are more abstract and subjective. These involve elements like culture and leadership style, which are harder to measure but just as important for a company’s success.The balance between these hard and soft elements is what makes the 7S Framework a powerful tool for evaluating and improving how an organization operates. The Seven Elements of the McKinsey 7S FrameworkAt the heart of any organization lies its shared values—the principles that shape its culture and define its identity. These core values influence decision-making, behavior, and the overall direction of the company.Before we explore each element in more detail, here's a quick overview of the seven components that make up the McKinsey 7S Framework:Strategy: This component describes the course of action an organization will take to accomplish its goals and objectives. It entails comprehending the organization's long-term goals, market emphasis, and competitive positioning.Structure: The organization's official hierarchy, reporting lines, and division of activities and responsibilities are all included in the structure. It is essential to enable efficient decision-making, coordination, and communication inside the business.Systems: The processes, practices, and routines that give the organization its ability to run are represented by systems. This encompasses all aspects, from information systems and performance management systems to operational processes.Skills: Workforce capabilities and competencies are referred to as skills. It encompasses both the specialized, industry-specific technical abilities and the more general talents necessary for the effective implementation of the organization's goal.Staff: The term staff refers to the individuals who make up a company, as well as their qualifications, skills, and experience. It entails identifying the ideal talent, determining the makeup of the team, and ensuring that the objectives of the individual and the business are in line.Style: The organization's leadership and management styles are represented by styles. It includes all the beliefs, customs, and practices that form the organization's culture and direct how work is carried out.Shared Values: The fundamental principles and tenets that form the foundation of an organization's culture and determine its identity are known as shared values. They serve a common purpose and provide the foundation for decision-making and behavior within the organization. How Can the McKinsey 7S-Framework Be Applied During Your Case Interview?The McKinsey 7S-Framework is a valuable tool for analyzing and diagnosing organizational issues. During case interviews, you may be presented with a business problem and asked to provide recommendations. By applying the 7S-Framework, you can structure your analysis and demonstrate a systematic approach to problem-solving.To effectively apply the framework in a case interview, the following steps can be useful:1. Understand the organization’s situation:Start by gathering information about the company, including its background, industry, and the specific challenges it faces. This step sets the foundation for your analysis by helping you understand the context in which the 7S model will be applied.2. Identify the relevant elements:The 7S Framework includes seven elements: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. Depending on the organization’s situation, some of these elements will be more important than others. For instance, if the company is undergoing a leadership change, the "Style" and "Shared Values" elements might be key. Focus on the most critical areas, but keep in mind that all seven elements are interconnected.3. Analyze how the elements are connected:The 7S Framework emphasizes that these elements don’t exist in isolation—they interact and influence each other. Look at how each element affects the others. For example, if the company’s "Strategy" is not aligned with its "Structure" or "Staff," it can cause inefficiencies or confusion. Understanding these connections will help you identify gaps or areas where the organization might be misaligned.4. Develop actionable recommendations:Once you’ve identified areas of misalignment or improvement, create recommendations that address these issues. Keep in mind that changing one element often impacts the others. For example, if you recommend changes in the company’s structure, think about how this might require adjustments to staff roles, systems, or even the organization's values. Your suggestions should be balanced and realistic, ensuring the entire organization can move forward in a cohesive way.5. Present your findings clearly:Finally, when presenting your analysis, make sure to explain your thought process clearly and use the language of the 7S Framework to demonstrate your structured approach. Highlight the reasons behind your recommendations and show how they address the organization's specific challenges, while also being mindful of how changes in one area will impact others.This way, the 7S Framework helps you think holistically about how various parts of an organization work together, ensuring that any changes or improvements are well-aligned and sustainable. The 7S Framework in Case InterviewsThe McKinsey 7S Framework is a powerful tool that gives you a structured way to analyze how organizations operate. If you pursue a career in consulting, mastering this framework can give you a real edge during your case interviews. By using the 7S model, you’ll show interviewers that you can think critically, tackle complex business problems, and offer well-organized recommendations.💡 A final tip: The key to acing case interviews is practice. The more you apply the 7S framework to different case studies, the more comfortable and confident you'll become. With enough preparation, you’ll not only improve your problem-solving skills but also stand out to potential employers.
The McKinsey Influence Model was developed in the early 2000s and is the result of extensive research and practical experience by consultants. Originally designed to help companies tackle challenges, the model has now established itself as an indispensable framework in the field of consulting. What Is the McKinsey Influence Model About?The McKinsey Influence Model is based on the fundamental assumption that successful change can be achieved through the skillful combination of four main elements:Understanding and Conviction: When the relevant employees understand what the change is intended to achieve and why it is being pursued, the "why" contributes to behavior change. For understanding and acceptance of the change to occur, the goal must be clearly communicated.Reinforcing Change: By creating positive incentives for employees, behavior changes can occur more quickly and sustainably.Developing Talent and Skills: Encouraging new skills motivates employees to take responsibility and also creates the competence to apply new abilities. This factor can determine whether employees actively drive the change forward.Role Modeling: By exemplifying desired behaviors, goals can be made more tangible and understandable. Especially in leadership positions, it is important to encourage employees to follow a good example.These components are crucial for motivating and enabling employees to actively embark on new paths and shape changes.The Influence Model was developed by McKinsey consultants based on the observation that many change initiatives in companies fail when they do not adequately consider the human component of change. It is a model that targets not only structures and processes but also the attitudes and behaviors of the people who need to actively shape these changes. Each of these elements plays a critical role in shaping effective change processes and can be applied to case interviews to solve complex business problems.💡 Prep Tip: Schedule mock interviews with like-minded individuals on the meeting board or book a coaching session to practice applying the Influence Model in simulated interviews. You will receive direct feedback, can compare approaches with those of other users, and develop a deep understanding of the four main elements of the Influence Model. Why Is the McKinsey Influence Model Relevant for Your Case Interview in Consulting?For applicants preparing for case interviews, the McKinsey Influence Model offers a structured approach to analyzing and solving diverse business problems. It facilitates an in-depth engagement with the factors crucial for the successful implementation of strategies within a company and prepares them to apply these insights in real consulting situations.In a case interview, not only are your analytical thinking and business understanding tested, but also your strategic planning abilities. The McKinsey Influence Model proves particularly valuable when it comes to understanding the complex dynamics of business scenarios such as mergers and acquisitions (M&A), market entry strategies, or growth strategies.M&A: In M&A transactions, for example, the model can be used to analyze the cultural and organizational aspects that often determine the success or failure of a merger or acquisition. It helps to understand how to gain the approval and commitment of stakeholders, which is essential for a smooth integration.Market Entry: Regarding market entry strategies, the Influence Model allows for deeper insights into the necessity of understanding and influencing local market conditions and customer preferences. It supports the development of a compelling value proposition tailored to the specific needs and expectations of the new market.Growth Strategies: For growth strategies in an existing market, the model provides a framework to identify the driving forces behind market penetration and expansion. It helps recognize which skills need to be developed and what internal changes must be made to foster sustainable growth.In all these scenarios, the Influence Model teaches candidates how to build a clear line of reasoning and communicate persuasively. These skills are crucial in case interviews as they enable you to manage different business situations and present informed, compelling solutions. By applying the model, you can demonstrate to the interviewer that you not only possess the analytical ability to interpret data but also the strategic acumen to have influence and drive change. Practical Applications of the Influence ModelThe McKinsey Influence Model is applied across a variety of business scenarios, ranging from launching new products to addressing challenges such as increasing profitability, determining market size, or analyzing competitive responses.In increasing profitability, the model can help identify internal and external factors influencing a company's cost structures and revenue streams. By analyzing these profitability drivers, strategies can be developed aimed at more efficient resource allocation, process optimization, and customer retention.In the context of determining market size, the Influence Model provides a framework to evaluate the various factors influencing market potential. These include economic indicators, customer needs, and competitor behavior. This analysis is crucial for developing market entry strategies and prioritizing business investments.When launching a new product, the model helps understand the key elements influencing market adoption and acceptance. In addition to customer persuasion, this includes analyzing competitive reactions carefully to plan proactive measures positioning the new product against existing and new competitors.Competitive reactions are another critical aspect illuminated by the Influence Model. Companies must anticipate potential responses from competitors to their own strategic moves. The model can help predict likely competitor actions and develop corresponding counter-strategies.In all these scenarios, the Influence Model enables a structured approach to penetrate the multifaceted aspects of a business problem and develop a comprehensive, strategically informed plan. It is a tool that enhances the likelihood of success in various business contexts and thus is an indispensable part of your toolkit as an aspiring consultant. Developing Arguments with the Influence ModelThe McKinsey Influence Model can serve as a guide to develop a clear and persuasive argument in case interviews. The following checklist will help you systematically approach argument development during the interview:Building Understanding and Conviction:Define the core problem of the case.Identify the key messages you want to convey.Gather data and facts to support your argument.Develop a clear thesis or hypothesis for the case.Reinforcing Change:Consider which structures or systems could support your solution.Identify potential resistance and plan how to overcome it.Create a plan to strengthen your argument with evidence and examples.Developing and Fostering Talent and Skills:Demonstrate how your analytical skills contribute to problem-solving.Use logical structures and frameworks to organize your arguments.Prove your ability to effectively communicate complex information.Identifying and Using Role Models:Refer to best practices or case studies that support your argument.Explain how specific behaviors or decisions of leaders can serve as a role model for your solution.Show how you apply similar successful strategies in your proposed solution approach.By following this structured approach with the Influence Model, you can effectively build and present compelling arguments in case interviews, demonstrating both your analytical prowess and strategic thinking abilities.💡After considering the four main elements in your case solution, you should also keep in mind the following tips that can help you in your case interview:Integrate the identified main elements into your case solution. Ensure that your argumentation is focused on the core problem. Check if your reasoning is logical, consistent, and comprehensive. Prepare to adapt your argumentation flexibly to new information.Practice presenting your arguments clearly and concisely. If possible, use visual aids to underscore your points. When practicing with coaches or peers, train to respond confidently and substantively to questions and objections.By carefully considering and internalizing these points, you can establish a strong argumentative foundation for your case interviews. The Influence Model serves as a structure to ensure that all aspects of your argument are considered and effectively communicated.In addition to analytical skills, the Influence Model also enhances important soft skills such as communication and persuasion. These competencies are crucial not only in interviews but also in your future professional life. Sharpen Your Strategic Thinking and Problem Solving Skills with Various ModelsThe Influence Model is just one of many strategic tools that can provide you with a deep understanding of business functions and the drivers of change.Similar models that also offer valuable insights for strategic thinking and problem-solving include:👉 SWOT Analysis: A classic strategic planning tool that evaluates the strengths, weaknesses, opportunities, and threats of a company or project.👉 Porter's Five Forces Model: A framework for analyzing competition within an industry and developing corporate strategies.👉 PESTEL Analysis: A method to examine macroeconomic factors that could influence a company, categorized into political, economic, social, technological, environmental, and legal factors.👉 BCG Matrix: An analytical tool developed by the Boston Consulting Group to assess and manage a company's portfolio of products or business units.👉 Kotter's 8-Step Change Model: A process comprising eight steps to lead and embed changes within organizations.These models complement the Influence Model by offering additional perspectives and approaches to understanding and addressing the challenges faced by businesses. Key Takeaways on the McKinsey Influence ModelThe McKinsey Influence Model is a tool that every candidate preparing for case interviews should be familiar with. By integrating this model into your preparation, you can increase your chances of impressing in case interviews and lay the groundwork for a successful career in management consulting. Good luck! 🚀
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