Wednesday, September 27, 2006

Get Off My Case

A job in consulting hinges on aceing that weird thing known as the case interview. Supposedly, a case interview tests how well your thought processes are and whether you are able to think on the spot, have a structure to approach problems, and still be creative enough to find a solution.

Naturally, I feel a need to be honest and frank about what case interviews achieve. My frank opinion... case interviews are nonsense.

In fact, most interviews are. One can learn how to bullshit his way through any interview given enough practice, vault guides, help from career services and sheer hardheadedness.

Likewise with the case interview: you really do know what the other guy is asking for and it is just that well-known S word: Structure, structure and structure. So give that guy a bloody structure, and then watch out for signals that you're on the right path.

See, I think that's the trick with case interviews: you give some kickass hoe-down structure and then anticipate and look for reactions. It isn't about being well structured: it's about picking up on the non-verbal cues and hints that your very nice interviewer drops along the way. And that is why I think some of those people with the most stellar CVs fail at that critical juncture: the case interview.

So what is the interviewer looking for really? Ok, so you know you have to give him that dirty S-word. Three rules right? Rule number one: You don't talk about Fight Club. Rule number two: You don't talk about Fight Club. Rule number three...

Oh sorry, wrong movie. Ok, so the three rules work like this. Think of this as greyscalefuzz's framework for case interview success and someday I might be famous and write some self-help book on aceing that case interview (not that the vault guides, various consulting club manuals and career guides aren't doing the trick already).

Rule number 1: Give that guy a structure. ANY structure as long as it makes some kind of sense and is general enough to encompass whatever he is talking about. The safest structure is the 4Cs, and my version of it goes 'Company', 'Customers', 'Competitors' and 'Conditions'. Well twist it around and also add in things such as 'Profit = Revenue - Costs' and you should be well on your way.

Rule number 2: Be flexible. The last thing you should do is expect to stick to your structure. When you see that something you're touching on is making some leeway, abandon anything that sounds iffy and dive deep into the issue the interviewer has so kindly given you the hint about. So if you struck a chord when talking about the 'Company' and the interviewer mentions something about metrics and KPIs, be prepared to change tack and discuss measurements and stuff. Don't get hung up on your stupid 4C structure and keep harping back to it because, as is already obvious, that isn't what the interviewer is looking for.

Rule number 3: Look out for nonverbal cues and hints. Be one step ahead of the game and when given the slightest hint about something, pick on it and expound on it. The thing is to watch out, listen well, and then talk the topic to death. If you have the glib of tongue (which you should try to have, or you'll just be a mediocre case cracker), then be prepared to talk round a topic until something logical sticks.

Hmm... maybe rule number 3 doesn't sound so well expressed there. See, what I think most of the case interview hinges around is one being able to see that an interviewer has given one a lead. A lead may take many forms: perhaps the interviewer has voluntarily given you data, in which case that would be the most direct way to steer the discussion towards what has been given to you; perhaps the interviewer has mentioned that he would prefer to take a different approach; perhaps the interviewer expressed interest in a particular sub-area of your structure.

Whatever it is, a case interview is not meant to be approached with a formula in mind: take it as a chance to build some rapport with the interviewer and demonstrate your train of thought - always speak out loud.

And I think that is key: to make yourself heard - no, not your airheaded self, but what your brain goes through when solving a problem - and heard for the right things.

Oh hey, btw, I am no definitive authority on case interviews, but heck I think I have heard enough bitching about screwed up case interviews to say something about what went wrong. So there.

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