recommendations structure

To answer both of your questions we can just say that you have to provide a recommendation based on the data and facts and potential risks you have in your hands. 

You cannot make up for facts or avoid mentioning things - even unexplored ones - that may change the direction of the recommendation.

1. It's not about the final recommendation, rather the impact on the recommmendation

You've done a few analysis. They should get you closer to an answer, and give you insights on whether it is a good or a bad idea, even if a definitive answer was not reached yet.

“Preliminary analysis suggests investment may be a good idea because of X, Y and Z”.

“Findings until now support the idea of entering this market as the market size seems to be large and the market is growing significantly”.

2. No “risks”!!! Caveats.

Some candidates start randomly talking about risks without that being asked. It doesn't make sense.

What makes sense is to discuss how comfortable you are with the recommendation, i.e., how strong is the data supporting it, and what are its limitations or questions that remain.

3. Don't discuss process. Discuss outcomes and insights

Hello,

So here is my take on the recommendation in this case:

1) I would start off my saying that from the couple of things that we have analysed now, my recommendation is X. 

2) However, I believe there are some risks associated with this as we have only covered a few areas and they have some limitations.

3) Thus, as next steps, we can further fine-tune this recommendation if we also analyse A, B and C.

All the best!

Rushabh

Hi there,

Please please stop approaching cases as “testing a few hypotheses”.

Consultants don't solve real-world problems by guessing and hoping something sticks! Cases won't be solved by coming up with a few random ideas.

Please use your framework to create a holistic, objective-driven approach to solving the question.

If you do frameworking right, then 3-5 large, overarching data asks should cover every single possible scenario of the case. A strong framework + case leadership lets you, with 100% certainty, navigate the entirety of the case.

If you can afford coaching, please message me. We have some work to do on your mindset shift!

In the case the aim is to analyze the things that will have the greatest impact on the answer. You don’t need to go through every part of the tree to get a sense of what the answer is, or the direction in which you can find the answer. 

When it gets to the final conclusion you need to summarize where you are in the analysis and what the answer it is telling you is. 

Good luck!