Skip to content

Posts from the ‘recruitment’ Category

120 Case interview PhD practice sessions and failed a McKinsey mock-interview

“Dear Michael,

I have a question about case interview preparation which I was hoping you could answer for me. I provided some context and I am sorry if the email is far too long. I listened to the Firmsconsulting podcasts and articles I like the honest views provided.

I am currently a PhD candidate at Princeton, with an undergraduate degree from South Korea. I started casing about 6 months ago and completed about 120 cases with casing partners in my consulting club and over the internet. I bought several books and other programs. I paid to have my resume edited with an online service.

The problem is that I cased with a friend of a friend recently and it did not go well. He is a McKinsey manager. It was very, very bad and he really did not like my resume. I was embarrassed to explain to him that I did so much work. I am now a little confused and frustrated. I do not know what I did badly or correctly, and not sure what to do. I feel all my efforts have been wasted and concerned that if I continue, I will keep wasting my time.

Should I quit pursuing management consulting or am I using the wrong services?

SK” Read more

Case Interview Solution, new: Corporate Finance

Corporate Finance cases are complex. I do not think anyone will disagree with this point. We receive several general requests a week from clients and candidates to determine if they are possible fit for McKinsey or BCG’s corporate finance teams. That is a tough question to answer without conducting a full corporate finance case and assessing performance. To solve this problem, we have created a comprehensive corporate finance case interview video. The candidate may watch this video and assess their performance independently. This is an actual McKinsey case currently used in the New York office. The detailed solutions and animations are entirely our own. We typically only make our 60 Corporate Finance Videos available to those interviewing for this practice, but have made this one video available to all clients to allow them assess their own abilities before choosing to pursue this practice.

The key lesson is that without a granular understanding of the basics of corporate finance, a candidate will never succeed in the interview. To solve corporate finance cases, a candidate must be very, very strong in conceptual strategy and finance. This case does not test arcane finance concepts. In fact, the finance techniques tested are fairly basic. However, to solve the case, the candidate must demonstrate an exceptional understanding of these concepts from the first principles. In preparing candidates for corporate finance cases we fully expect them to see the linkages between the different areas of finance, explain the limitations of the techniques and explain the practical implications of those limitations.

“Draw the WACC curve for a start-up from angel investor funding, through an IPO all the way to reaching maturity and explain the financial needs and likely financial strategy requirements at each stage of the curve?” 

This is not an uncommon question in our screening for corporate finance candidates hoping to join our program.

Corporate finance cases cover a broad area from M&A due diligence, profit maximization, financial strategy, capital markets analyses, post-merger synergy analyses and capturing etc. A lot of skills are required to operate across all these sub-disciplines of finance. At this point Firmsconsulting does not support candidates interviewing for the McKinsey Corporate Performance Center, which is a data analyses center. We only coach general hires for the corporate finance practice. Candidates interviewing for the CPC may access our training material but are not eligible to be coached.

If you want to see a complete consulting study on corporate finance, see this post we did on a recent McKinsey micro-finance engagement or our complete book, and supporting material, on developing a micro-finance recapitalization strategy for an emerging markets bank. The book, analyses and excel models for this fictitious client were so prescient that we were recently invited to present our findings to the South African Department of Trade and Industry. If you feel you are dodging heavy excel modelling by avoiding the finance practice, read this piece about the excel skills needed by liberal arts majors on general consulting engagements.

This case video is animated. Selected screen shots of the video are presented below. Clients will find this video in Corporate Finance Section of the online case solution library. The video is only available to clients of our case coaching service.

Case Interview Solution, new: Operations Case Video

Operations cases are difficult. Most candidates struggle to generate frameworks and invariable use a trial-and-error approach to find their way through. This is a messy technique which fails most of the time. Yet, the approach to solve operations cases surprisingly sits at the core of solving estimation and IT cases. Therefore, understanding proper operations case techniques is vital.

Moreover, operations consulting is a major part of McKinsey, Bain and BCG’s business as we discussed in this overview of the difference between strategy and operations and this overview of a McKinsey supply chain project. There is a severe shortage of candidates for these practices. Remember, all consultants at the top firms are treated equally, and due to the generalist model, you will be expected to do operations and strategy projects. So entering here makes you as good as any other consultant at these firms.

The video which follows presents an elegant method to solve operations cases. This case expects candidates to have a thorough understanding of some basic operations concepts. Any MBA graduate should easily be able to solve this case. Therein is the challenge. This case does not test any complex ideas. It merely tests the most basic principles of operations, and unless a candidate understands them very well, they will fall short. Operations cases can always be reduced to a 3-step analysis of a supply chain, but this needs to be carefully presented to the interviewer. Moreover, lack of familiarity with the approach will lead to lots of wasted time. Understanding bottlenecks in operations cases is also vital. A related concept to understand is marginal cost analysis. When joined, operations cases and marginal cost cases tend to be very challenging. Operations cases tend to be very long. It is essential the candidate uses guidance from the interviewer to focus on that part which will likely generate the answer.

This case video is animated. Selected screen shots of the video are presented below. Clients will find this video in session 6 of the online case solution library. The video is only available to clients of our case coaching service.

A Brazilian female client turns down offers from…

…BCG, Bain, Booz and Roland Berger in the middle of the worst recession in recent memory and takes on an investment banking role at Goldman Sachs!

In her words:

“I thought the consulting firms were just so arrogant. I mean these guys came to my school cocktail events and did not even want to be there. They had these fake smiles and gave fake answers. And they were just so rude and misleading. I don’t have a green card. So don’t lead me on with interviews and then ding me in the final round. Just be honest up front.

I just could not do it anymore. The interviews were usually [with] weak first-year associates who were in my position just 9 months ago! And they did not even know there cases well. I worked in management consulting as an analyst. I know the game and what is the lifestyle. I did not need these boring and lame stories to mislead foreign students and bolster turnout. I actually believed Accenture and turned down a Morgan Stanley cocktail event to attend the Accenture event. That was the worst decision I ever made. I checked with 4 Accenture recruiting managers if my lack of a green card would be a problem and everyone said it would be fine.

Then, after a final round where I was told I “I was a superstar,” they declined me since I was not a US citizen. That was the last straw for me. I was so disgusted, I withdrew from my other interviews and just went with the bankers.

I went to business school adamant I would enter management consulting. I was shocked by the poor value system in the US.

I even heard one interviewer say, “Goddamit, that girl is hot,” and he was not even out of sight, and I could hear him. I sometimes clearly felt people read my resume and just invited me to look at me. It was demeaning. One interviewer told me he liked my accent and then wanted to discuss my prior career. I walked down a ramp. That was it. There was not much to discuss.

When it comes to arrogance, consultants are worse than bankers!”

Back In the Hunt

Max (not his real name) is an aspiring consultant who is looking to secure an analyst role with one of the top firms. His interest in management consulting was sparked by a failed McKinsey interview. In this series of blogs, he will be sharing his background, case preparation process, useful resources, and any breakthroughs or setbacks that he experiences.

Well that was an interesting recruiting season! From my last post you guys could probably tell that things were not going well, and I’m sorry to report that I got shut out – zero interviews. I’ve spent the last little while thinking about what happened, and how I should proceed. First, I want to talk about what I think happened. Read more

An Experienced IT Professional Comments on Our Post about moving to BBM

I thought of putting together this post to help other relatively experienced and older candidates wishing to make a switch to management consulting.

As a former Technology implementation consultant having spent about 7 years initially in the technology domain my work involved implementing many packaged solutions – commonly termed as COTS – Commercial Off The Shelf software.

Most of these implementations were in fact a result of management consulting work streams although it was not always apparent. Read more

Experienced IT Executive Trying to Break into BBM

My responses are in italics below within the email sent from a reader:

Thanks for maintaining such superb information at your site and allowing potential consultants to ask questions!

I tried to look if this question was answered in your forum but could not find it hence the question. The question is representative of many experienced professionals from top IT consulting firms who are looking to make a career change. I would like to mention that these firms also derive 5% of there revenues from management consulting example Infosys, TCS, IBM, Cognizant, Wipro. Read more

New Video: Statistically Mapping the Attributes of Consulting Candidates

We keep very, very detailed files on each candidate with whom we work. Over the last 15 months, we have aggregated that data, from over 120 candidates, into a database to look for the trends and characteristics among outstanding and weaker candidates. This video presents a useful framework which we created, and you can use to measure your candidacy for the interviews. We now use this very same framework to meticulously manage our current class of 39 candidates worldwide. It is a very useful technique and sheds enormous light into how we manage our candidates and how you can manage your own training.

This video is available in the link above.

New Video: Elegant way to discuss case recommendations and implementation challenges

By far, the most overlooked area of case preparation is right at the end. Most candidates are just so happy to “think” they’ve solved the case that they prepare weak recommendations and an even weaker consideration of the implementation issues. BBM, whom are widely criticized for their weak (some would say non-existent) implementation capabilities are acutely aware of this criticism are particularly looking for a mature, well-considered and eminently logical discussion about the implementation issues, and how they can be mitigated. This visually appealing video discusses these points and lays out an approach to discuss implementation. In our opinion, this will distinguish between someone who is analytics heavy, but lacking experience, and a professional consultant.

Keep a long-term perspective as the case interview results come in

As results come in, it is important to keep a long-term perspective. At Harvard-Stanford-Wharton-Kellogg-Booth we are only showing a 60% success rate for BBM (100% across all firms) and likely to end between 60% and 70% for BBM. This is the same as last year, and a little below our global average. Read more

Follow

Get every new post delivered to your Inbox.

Join 943 other followers

%d bloggers like this: