It is critical that the candidate is both structured in thinking and provides specific examples that makes sense from an IT perspective. Some possibilities include the following:
Product Bundling – We can incorporate Roma’s iBPMS into our B2B IT suite offering. E.g. another “app” in Amazon Cloud or Microsoft Azure, that users can access.
Functionality Integration – Our Tech company’s chat tool (Teams, Slack, etc.) AND videoconferencing tool (Skype, Zoom, etc.) can be fully integrated into Roma’s solution. This enables employees to not just get “stuck” in processes and tasks, but ping each other seamlessly within the iBPMS tool.
Data Analytics - Sell-On Opportunities – Our Tech company can leverage their analytics capabilities and tools (Tableau, PowerBI, etc.) to enhance the Roma product. With all processes come data. As such, “radiation” or “sell-on” opportunities abound to create charts, reports, predictive analytics, etc. as complementary / supporting features of the IT system.
Internal Cost Reduction – We can leverage Roma’s platform/tool to build out own in-house systems. Leveraging Roma’s expertise and top professional services staff, we can streamline and integrate our internal processes so as to be more efficient. Being a large tech company we likely have 100s if not 1000s of individual applications and tools – leveraging iBPMS to integrate these could reduce costs significantly.
Cloud – As a large US Tech company, we likely have a cloud offering. We can leverage this to bring Roma’s offering (and customers) onto the Cloud, further adding to the value proposition.
Here, the candidate should recognize that there is huge potential with this acquisition. They should note any of the above (and additional) ways in which integration can add value.
This case is designed to address the need for cases that:
1) Mimic higher-level interviews that are less structured (Project Lead, Engagement Manager, Principal, Director, specialist/expert hire track, etc.)
2) Relate to Tech/IT
This is a brainstorming or unstructured case based on a real company. This case could be seen across a range of consultancies, but particularly those focused in Tech (i.e. EY, IBM, Deloitte, BCG Platinion, McKinsey Digital).
Scoring Criteria: Use the following grading system for each skill area:
a. Structured Thinking (Frameworking):
1 = Lacked a coherent structure
5 = Pinpointed the appropriate issue, segmented it into a complete set of non-overlapping components (e.g., MECE), presented a plan to tackle the case, and offered valuable insights.
1 = Committed numerous errors and required assistance in setting up equations
5 = Performed calculations accurately and with confidence, identified implications, designed a clear and efficient approach, and demonstrated exceptional speed.
c. Judgement and Insights (Charts & Exhibits): 1 = Missed basic insights 5 = Connected findings to develop practical recommendations, made reasonable hypotheses, shared impressive insights, and flagged far-reaching implications.
1 = Overlooked fundamental insights
5 = Linked observations to devise actionable recommendations, formulated plausible hypotheses, conveyed strong, objective-driven insights, and highlighted impact.
d. Case Leadership (unless interviewer-led):
1 = Frequently disoriented and dependent on guidance
5 = Advanced autonomously and maintained focus on the question and the client's objective.
1 = Had difficulty generating original ideas
5 = Offered a variety of strong and diverse ideas, tailored to the industry and business context.
1 = Not client-ready
5 = Exhibited professionalism, charisma, enthusiasm, and self-assurance.
1 = Unclear and disorganized
5 = Demonstrated active listening, spoke precisely, and communicated concisely.
h. Synthesis (Final Recommendation):
1 = Failed to provide a coherent and well-founded recommendation
5 = Justified recommendation with key considerations, potential risks, and subsequent steps to address those risks.
During the Interview: As the candidate progresses through the case, take notes on their performance in each skill area. Be prepared to provide feedback at the end of the interview.
Post-Interview: After the interview, grade the candidate's performance in each skill area based on your notes and the scoring criteria. Share the scores and any specific feedback with the candidate to help them understand their level of readiness for the actual interview.
Improvement: Encourage the candidate to focus on areas where their performance was weak and provide guidance on how they can improve in those areas.