This is an interviewer-led case based on a real-life project. This case could be seen across a range of consultancies and is well-suited to test candidates aiming for more operations and technology-based roles (I.e. BCG Platinion, McKinsey Digital, etc).
The case involves IT process improvements as well as an efficient resource (employee) re-allocation/re-organization.
Do not attempt this case if you are applying for a generalist role.
[PLEASE NOTE: This is a technically difficult case and should only be completed by those coming in as a Technology specialist, i.e. recruiting for McKinsey Digital, BCG Platinion, etc.]
Our client is a multinational oil and gas company. While they are vertically integrated and have upstream, midstream, and downstream divisions, they have recently been experiencing competitivity issues in the upstream gas division, which brings in $1B in profits annually.
Our client’s upstream division has offices in Australia and Indonesia. Their work is highly dependent on their IT systems, as they have to constantly monitor wells and pipes (pressure, hydrocarbon count, fluid makeup, etc.)
The upstream division has two large legacies of IT systems that are primarily used for downstream operations but have been modified for upstream purposes.
These systems are managed by a central team in the US which is responsible for all IT issues across the business. They triage issues/enhancements and then manage development teams in India and Finland who complete the work.