how to start case study group discussion

A Step-by-Step Guide To Case Discussion

By ashi jain.

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Are you comfortable in Decision Making in a given situation How aptly you analyze the situation with a logical approach How much time do you take in arriving at a decision How good are you in taking the rightful course of action

Solved Example:

Hari, the only working member of the family has been working an organization for 25 years. His job required long standing hours. One day, while working, he lost his leg in an accident. The company paid for his medical reimbursement.

Since he was a hardworking employee; the company offered him another compensatory job. He refused by saying, ‘Once a Lion, always a Lion’. As an HR, what solution would you suggest?

Identification of the Problem:

Obvious: accident, refusal of job, only earning member, his attitude, and inability to do his current job Hidden: the reputation of the company at stake, the course of action might influence other employees

Action Plan:

As an HR, you are first expected to check the company records and find out how a similar case has been dealt with in the past. Second, you need to take cognizance of the track record of the employee highlighted by the keyword ‘hardworking’.

Given the situation at hand, he is deemed unfit for his current role. However, the problem arises because of his attitude towards the compensatory job. Hence, in such a case, counselling is required.

Here, three levels of Counselling is required: 1.   Ist level is with Hari 2.   IInd level of counselling is required with the Union Leader (if any) to keep the collective interest and the reputation of the company in mind 3.   IIIrd level of counselling is required with his family members as they constitute of the afflicted party

If the counselling does not work, one should also identify a contingency plan or Plan B. In this case, the Contingency Plan would be – hire someone from his family for a compensatory role.

Note that the following options are out of scope and should be avoided: 1.   Increase Hari’s salary so that he gives in and agrees to do the compensatory job 2.   Status Quo – do not bother as long as the Company is making a profit 3.   Replace Hari with someone else

1. Pinpoint the key issues to be solved and identify their cause and effects

2. Start broad and try to work through a range of issues methodically

3. Connect the facts and evidence and focus on the big picture

4. Discuss any trade-offs or implications of your proposed solution

5. Relate your conclusion back to the problem statement and make sure you have answered all the questions

1. Do not be anxious if you are not able to understand the situation well or unable to justify the problem. Read again, a little slowly, it will help you understand better.

2. Do not jump to conclusions; try to move systematically and gradually.

3. Do not panic if you are unable to analyze the situation. Listen carefully to others as the discussion starts, it will help you gauge the problem at hand.

All the best! Ace the GDPI season.

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Hacking the Case Interview

Consulting group case interviews are given to candidates to assess teamwork in addition to communication skills, quantitative skills, and business acumen. They are used by consulting firms such as Bain, Deloitte, PwC , and EY-Parthenon .

Have an upcoming consulting group case interview? We have you covered. In this article, we'll go through in detail:

• What is a consulting group case interview?
• Different formats of consulting group case interviews
• Why are consulting group case interviews used?
• What do consulting group case interviews assess?
• How to solve consulting group case interviews
• How to stand out in consulting group case interviews
• Consulting group case interview tips

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is a Consulting Group Case Interview?

Consulting group case interviews are a special variant of the traditional case interview. Before preparing for group case interviews, you should first become familiar with how to solve a traditional case interview .

Like a case interview, you’ll still be placed in a hypothetical business situation and asked to develop a recommendation or answer to a business problem. However, for consulting group case interviews, you’ll be put in a group of 3 to 6 people with other candidates that are also interviewing for the same consulting job.

The group will be given materials which contain the case background, objective, and other information needed to solve the case. You’ll initially have some time to read the information independently, but will spend most of the time discussing the case and working together as a group.

During these discussions, the interviewer will be observing and taking notes on each candidate.

For some group case interviews, you will also create a group presentation. As a group, you’ll present your recommendation to the interviewer who will ask follow-up questions on the work and findings.

Consulting group case interviews are much less commonly used than traditional case interviews, but they are as equally as important. They are typically given in second or final round interviews .

For firms and offices that use group case interviews, you will not receive a consulting job offer unless you can pass them.

Different Formats of Consulting Group Case Interviews

There are two different formats of consulting group case interviews:  

Discussion only group case interviews

Presentation group case interviews.

A discussion only group case interview has the following structure:

This format of group case interview has no presentation component. The group will be given materials with the case background information and objective.

You’ll have some time to read the information independently, but then the interviewer will bring the group together and ask the group to discuss different questions related to solving the case.

The interviewer will be heavily involved in the discussion by asking questions for the group to answer and steering the direction of the discussion.

The discussion only group case interview is focused on assessing the answers that candidates contribute to the group and how well candidates communicate with each other.

A presentation group case interview has the following structure:

The group will be given materials that not only contain the case background and objective, but contain other information needed to solve the case. There is typically more material given in this format because you will be given more time to prepare and discuss.

The group will be given about an hour to discuss the case and create a group presentation. During this time, the interviewer will be listening in on the conversations that the group will have, but they will not interfere or answer any questions.

It is up to the group how they want to allocate their time, what topics they want to discuss, and how they want to handle creating and giving the group presentation.

Once time is up, the group will present their work and findings to the interviewer, who will ask follow-up questions.

The presentation group case interview is focused on assessing how well each candidate contributes to the group, how well candidates work with each other, and the quality of the final presentation.

Why are Consulting Group Case Interviews Used?

Consulting group case interviews are used because they are another way for consulting firms to predict which candidates would make the best consultants.

Group case interviews simulate the consulting job by placing you in a hypothetical business situation. You will need to work as a team to analyze and discuss information and then give a presentation on your recommendation. This is what consultants do every day .

These types of case interviews are used in addition to traditional case interviews because they assess a set of skills that traditional case interviews cannot assess.

Group case interviews focus on teamwork and collaboration. By putting candidates into groups, interviewers can assess how candidates work with other people and how open candidates are to other people’s ideas.

They can see how effectively candidates communicate and persuade teammates and how candidates can balance listening and leading.

What do Consulting Group Case Interviews Assess?

There are four major qualities that group case interviews assess.

Logical, structured thinking : Consultants need to be organized and methodical to work efficiently.

• Can you structure complex problems in a clear, simple way?
• Can you use logic and reason to make appropriate conclusions?

Interpersonal skills : Relationships are important in consulting. You’ll be working with teammates and clients every day, so fostering strong relationships is imperative.

• Are you easy to work with?
• Can you handle conflict or disagreement with teammates?

Teamwork skills : Consultants work closely in small teams. To be successful, consultants need to know how to work effectively in groups.

• Can you make meaningful contributions while working in a group?
• Do you bring out the best ideas and qualities in other people?

Presentation skills : Consultants need strong communication skills to present their work in a clear, concise, and persuasive way.

• Can you communicate in a clear and concise way?
• Are you articulate and persuasive in what you are saying?

How to Solve Consulting Group Case Interviews

Solving consulting group case interviews follows the same steps as solving traditional case interviews. There are four main steps:

• Understand the problem
• Create a framework
• Answer quantitative and qualitative questions
• Develop a recommendation

1. Understand the problem

The first step to solving a consulting group case interview is to fully understand the problem or objective. What is the overall business question that the group is trying to answer?

Answering or solving the wrong business problem is the quickest way to fail a group case interview.

2. Create a framework

Next, as a group, you’ll want to create some kind of framework to help you solve the case. A framework is a tool that helps you structure and break down complex problems into simpler, smaller components.

For group case interviews, your framework will help guide the group discussion. The framework collects and organizes all of the topics that the group needs to discuss and all of the questions the group needs to answer.

3. Discuss and answer quantitative and qualitative questions

Once your group has aligned on a framework to use, you can move onto the discussion. During the discussion, you will answer many of the questions that were raised in the framework that was created.

Some of these questions will be qualitative, requiring only business knowledge and judgment to answer. Other questions may be more quantitative, requiring some calculations or estimations from the case information provided.

It is up to the group what order they want to answer and discuss the questions. It is also up to the group whether they want to tackle these questions as an entire group or if they want to split up into smaller groups.

Discussion will continue until the group has reached an answer or conclusion that is accepted by everyone.

4. Develop a recommendation

Once you have finished discussing and answering all of the important questions, you will need to align on an overall recommendation.

To do this, review all of the answers and conclusions that the group has drawn. Identify which recommendation they collectively support.

If the group case interview has a presentation component, you will also need to decide how to split up the presentation across the different members of the group.

How to Stand Out in Consulting Group Case Interviews

The best way to stand out and distinguish yourself in a group case interview is to focus on adding as much value as you can to the group.

There are six different ways you can add value to the group.

Lead or facilitate the discussion

If the interviewer is not leading the discussion and just observing the group, one way to add value is to lead or facilitate the discussion.

You can propose what topics to discuss, the order they should be discussed in, and how much time should be allocated to each topic. When the group gets off track or goes on a tangent, you can bring the group’s focus back together.

Leading or facilitating the discussion establishes you as a group leader, which will leave a positive impression on the interviewer. However, because this role has so much responsibility and visibility, many people will try to take on this role.

Therefore, a group may have multiple leaders or facilitators. When trying to lead the group, make sure you remain respectful and do not interrupt other people when they are speaking.

Expand upon other people’s ideas

Another way to add value is to expand upon other people’s ideas. If a group member suggests a great idea or raises a good point, you can build upon it.

Wait until the group member has finished speaking and then jump in and compliment that person’s idea. Add more details or give more examples to make the idea more concrete.

Synthesize information

Another easy way to add value to the group is to synthesize information that other people have said. A synthesis is simply a reconciliation of different viewpoints and ideas together. This requires minimal effort, but adds tremendous value to the group.

What is the best way to synthesize information?

First, concisely summarize the major ideas that group members have made. Then, state what you like about each idea. Finally, propose an idea that consolidates the best points of each idea.

Synthesizing information does not require much thinking because you are simply repurposing the ideas of other people. This makes it an easy way to contribute to the group.

Keep track of time

Time goes by very quickly in a consulting group case interview. Therefore, a simple way to add value is to be a time keeper and make sure that the team is on track.

In the beginning of the discussion, you can propose a schedule or plan to make the most of the limited time that the group has. You can then volunteer to keep track of the time so that the group can finish discussing and deciding on everything that it needs to.

Play devil’s advocate

Another way to add value to the group is by playing devil’s advocate. You can help the team develop strong points and ideas by testing the team’s thinking and considering potential risks or downsides.

When the team has decided on an idea, bring up potential risks or downsides that the team should consider. This helps the team develop a more fully thought out answer or recommendation.

Be careful when playing devil’s advocate. You do not want to be attacking ideas or bringing them down. Instead, you want to be offering constructive feedback to test the idea and make it stronger.

The final way to add value to the group is to take notes for the team. By taking notes and keeping track of what other people are saying, you’ll be able to recall what has been discussed if any group members have questions.

This way of adding value to the group is not as recommended as the other strategies to add value.

Taking notes deprives you of opportunities to speak. Therefore, it is better to focus on understanding what other people are saying to identify opportunities to speak up rather than to focus on taking the best notes.

Consulting Group Case Interview Tips

Below are the seven biggest group case interview tips. Follow these tips to give yourself an edge over other candidates.

1. Treat your group members as teammates, not competition

While you may feel like you are competing against members of your group for a job offer, this is not the case. Multiple people or even all people in your group can receive job offers.

Rather than treating your group members like competition and trying to make yourself look better than them, treat your group members as teammates. You should think about the group case interview as your team versus the case, not you versus your teammates.

If you work well as a group and deliver an outstanding discussion or presentation, that increases the likelihood that members of the group will receive offers. If the group spends all of their time attacking each other’s comments and fighting for speaking time, the group will likely deliver a poor discussion or presentation, which makes everyone in the group look bad.

The key is to focus on delivering an outstanding result and not to focus on competing with other teammates.

2. Don’t speak too much and don’t speak too little

How much should you speak in a group case interview?

The problem with speaking too little during a group case interview is that you won’t have many opportunities to demonstrate your interpersonal, teamwork, and presentation skills. Interviewers may also think that you are shy and afraid of speaking in a group, qualities that are not ideal for a consultant.

The problem with speaking too much during a group case interview is that you may be seen as too aggressive and controlling. Speaking too much reflects poorly on you because you are taking away opportunities from other teammates to speak and contribute. You may come off as rude and disruptive if you interrupt people and talk over them.

If you were to rank order all of the members in your group by how much each person spoke, you would want to fall right in the middle. That is the perfect balance of speaking and listening.

3. Speak only if you are adding value to the group

Just because you speak a lot during a group case interview does not mean that you are doing well. The quality of what you are saying is much more important than the quantity.

If you are speaking a lot, but not adding that much value to the group, you will be seen as a poor teammate. A great teammate knows when to speak and when to listen.

Therefore, you should only speak if you are adding value to the group. Do not speak just to reach your participation quota.

4. Don’t interrupt or talk over people

The most common way to fail a group case interview is to come off as a jerk. Consultants work closely in small teams and no one wants to work with someone that is a jerk.

How do you avoid this?

First, don’t interrupt or talk over people. If someone is speaking, allow them to finish what they are saying before jumping in with your own thoughts. Second, don’t attack other people’s ideas. You may bring up your concerns and disagreements, but you should never blatantly tell someone that their idea is bad.

As long as you are a nice and respectful teammate, you will be miles ahead of anyone that is overly aggressive, pushy, or rude.

5. Involve other people

An easy way to demonstrate that you are a great teammate is to involve other people.

If you notice that someone has not spoken in a long time, ask them what their thoughts are on the discussion. If you notice that someone was cut off when speaking, ask them to finish their thoughts after the person interrupting them finishes what they are saying.

All of these actions require minimal effort, but add tremendous value to the group while making you look like a great teammate.

6. Don’t spend too much time reading independently

In the beginning of the group case interview, your group will be given materials on the case background, objective, and other information needed to solve the case. Your group members will likely spend the beginning of the group case interview reading the materials by themselves.

Do not spend too much time reading the material independently.

The purpose of the group case interview is to have discussions and work together as a group. The more time your group spends reading the material independently, the less time the group has to demonstrate interpersonal and teamwork skills.

7. You don’t need to have your idea or recommendation chosen

Remember that multiple or even all people in your group can receive job offers. Therefore, you do not need to have your own ideas or recommendations chosen in order to receive an offer.

Fighting or pushing too hard for your own ideas and recommendations may actually harm you. It may suggest that you are not open to other people’s ideas and not willing to support your teammates.

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• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
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5 Tips to Get Your Case Class Talking

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• Case Teaching
• Classroom Management
• Student Engagement

A productive case class—one that is truly transformative for students—relies heavily on rich and lively conversation.

But getting students to participate in case discussions can be difficult. Perhaps students are too timid, or they worry about giving a wrong answer, or they don’t understand the questions being asked. Whatever the reason, educators can take the initiative to ensure their class’s case discussions are robust and effective.

Here are five strategies, shared by experienced case teachers, to set you on the right path to leading successful case discussions.

1. Ask the right opening question

The opening question is key to a productive, valuable case discussion. It sets the first impression, establishes a tone, and determines the direction for the entire conversation that follows.

The ideal opening question, according to Bentley University professor Bill Schiano , should be:

Immersive. Use the opening question to draw students into the story and help them embrace their role, whether it’s as a CEO, board member, or outside consultant. An immersive opening question could be, “You are [the protagonist] on [the date of the case]. What will you do today?” or “How did [the protagonist] end up in this situation?”

Clear. Craft a clear, concise opening question. To ward off confusion, avoid compound sentences that ask students multiple questions. Instead, ask a focused question so that students understand what they should be answering.

Delivered as planned. Avoid the impulse to begin with a lengthy preamble or to rephrase the question when you don’t get an immediate response. This can drain energy from the room and confuse students. Instead, ask your question as scripted, adhere to it exactly, then take a deep breath and wait at least 15 or 30 seconds. Students often need that time to come up with a good response to a thoughtful question.

For more tips on how to nail your opening question, read the Inspiring Minds article “ The Perfect Opening Question .”

2. Use AI to help brainstorm engaging discussion questions

If you’re stuck or looking for inspiration, generative AI tools (like ChatGPT) can be a helpful brainstorming aide when trying to craft a perfect opening question or prepare engaging follow-ups. You likely won’t love everything the AI generates, but it can provide useful supplements to questions you already have or help you create more, according to Harvard Business School professor Mitchell Weiss .

“Craft a clear, concise opening question. To ward off confusion, avoid compound sentences that ask students multiple questions.” Bill Schiano

As an example, here is a prompt Weiss gave ChatGPT about a case he wrote and often teaches. (He did not upload any copyrighted material, including the case itself.)

“I am a business school professor. I would like your help drafting some potential questions for a session I teach by the case method. The case I use for the session is on TraceTogether, an app developed in Singapore during COVID-19 to do digital contact tracing. The case protagonist is Jason Bay, a leader at GovTech Singapore, the digital transformation agency of Singapore’s government. Key passages in the case cover the debate over these apps and whether they should have government officials ‘in the loop’ or ‘out of the loop’ to further protect user privacy. Suggest 10 questions I might ask related to these passages, please.”

When writing a similar prompt for your own course, remember to include the following:

Who you are and what your goals are for the case discussion

Essential information about the case, including who the protagonist is and what key concepts are covered

Clear instructions about the exact output you want

For more tips on how generative AI can help you plan more thoughtful case discussions, read the Inspiring Minds article “ Elevate Your Case Prep with ChatGPT .”

3. Cold-call without adding unnecessary stress

Even if carefully crafted, the opening question can still be met with complete silence. Many educators lean on cold calling to get the conversation rolling, but this can be daunting to students.

Here are some ways to cold-call successfully without overly stressing out your class.

Ease students into it. Before you start cold-calling, try warming up the class with simple, encouraging questions, such as ones that begin with “Raise your hand if you . . .” You’ll find that more students will chime in, and it will help prepare them to answer more thought-provoking questions later, say Gies College of Business professors Hayden Noel and Maria Rodas . In online classes, don’t forget to keep an eye on the chat. You may find that your reticent students have posted thoughtful contributions there. Prompt them to share or incorporate their views into the conversation.

Offer help. When you do start to cold-call and a student is struggling to answer your question, try outlining ways you can work together to break down the problem, suggests Bryant University professor Michael Roberto . You could also call on other students to “help them out.” These approaches not only teach students how to structure their analysis, but also train them not to fear cold calls.

“Try warming up the class with simple, encouraging questions before you start cold-calling, such as ones that begin with ‘Raise your hand if you . . .’” Hayden Noel and Maria Rodas

Build on every contribution. Rather than dismissing a student’s comment after a cold call that is not focused on the issue you want to discuss and asking them to try again—which can be discouraging and make students less likely to contribute—Roberto suggests you try connecting two classmates’ ideas to find commonality. This encourages students to work together and speak more freely, making cold-calling less daunting.

For more tips on how to effectively cold-call, read the Inspiring Minds article “ The Art of Cold Calling .”

4. Honor students’ contributions while helping them stay on track

When students do start chiming in, their contributions may be disjointed, especially if discussing a complex case, says Schiano . Yet if you dismiss students’ comments outright, you might be shutting down some of their best opportunities for learning and engagement.

Here are Schiano’s suggestions for getting your students on the same page while still ensuring they feel ownership of the discussion.

Refocus their comments with follow-up questions. This tactic can escalate from subtle clarifying questions such as, “Can you expand on that?” to directly asking, “How does that relate to X topic?”

Use the board. If you stand next to a board that’s labeled with headings (“Opportunities” and “Threats,” for example), but otherwise blank, students will likely take the hint and focus on those labels. Write off-point comments on a separate board or section of the board to subtly show students when they’re off track.

“If you dismiss students’ comments outright, you might be shutting down some of their best opportunities for learning and engagement.” Bill Schiano

Pause and reframe the question. If students’ comments have really gone far afield, it’s helpful to summarize the relevant parts of the discussion thus far. You can either let students know when any unrelated points might be addressed or omit them entirely, signaling that they were off point.

For more tips on how to manage a case discussion that goes awry, read the Inspiring Minds article “ Managing a Case Discussion That Goes Awry .”

5. Provide multiple avenues for discussion

In case classes, particularly large ones, students may feel lost and hold back their observations. To overcome this barrier, Noel and Rodas suggest a small-medium-large approach, in which students are given opportunities to interact on a progressing scale.

Small scale. Ask students to discuss the case in small groups so they can talk among themselves and warm up. (If teaching online, put them in breakout rooms.)

Medium scale. Split the class in two, with those small groups remaining intact. Try to visit each of these groups to ensure a fruitful discussion is developing.

Large scale. Bring the whole class back together to summarize the case and highlight the best points that were made across both groups.

Noel and Rodas find that the full-group discussions are substantially richer because of the work done in the smaller sections—students are more engaged with the material, having had an opportunity to work through it with their peers.

For more tips on navigating large case discussions, read the Inspiring Minds article “ Strategies for Teaching Large Case Classes Online .”

Rethinking your approach to case discussions

As the facilitator of a case discussion, your role is to constantly re-examine your approach and make adjustments that will bring students into the conversation. When you do, and when your students are actively and thoughtfully participating in case discussions, the true power of the method emerges: classrooms buzz with energy, students are deeply engaged, and their learning increases tremendously.

The above suggestions are a great place to start. You can also dig into this topic more deeply with our full collection of case teaching articles .

Bill Schiano is a professor of computer information systems at Bentley University. He teaches both managerial and technical courses exclusively using discussion and the case method and has done so in online and hybrid formats. Bill regularly facilitates the web-based seminar Teaching with Cases Online .

Mitchell Weiss is the Richard L. Menschel Professor of Management Practice and chair of the MBA Required Curriculum at Harvard Business School.

Hayden Noel is a clinical associate professor of business administration at Gies College of Business. He began his career at the University of Illinois in 2007 as a visiting assistant professor before serving from 2009-2015 as an assistant professor and from 2015-2019 as a clinical assistant professor. His research interests include consumer information processing and memory, and he was named iMBA Professor of the Year in 2019.

Maria Rodas is an assistant professor of business administration and Shebik Centennial Fellow at Gies College of Business. Prior to receiving her PhD from the University of Minnesota, she received an MBA from Columbia University and spent a decade working in management consulting and in the consumer packaged goods industry.

Michael Roberto  is the Trustee Professor of Management and the director of the Center for Program Innovation at Bryant University. He joined the tenured faculty at Bryant after serving for six years on the faculty at Harvard Business School.

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Tips for Discussion Group Leaders

Once the program begins, each discussion group is assigned a leader who serves as the facilitator for each case study. Here are some tips for leading an insightful and productive exchange.

• Before you begin, make sure that all members understand the value of the discussion group process. You may find it helpful to have a brief conversation about the Discussion Group Best Practices listed above.
• Think of yourself as a discussion facilitator. Your goal is to keep the group focused on moving through the case questions. Don't feel that you need to master all the content more thoroughly than the other group members do.
• Guide the group through the study questions for each assignment. Keep track of time so that your group can discuss all the cases and readings, instead of being bogged down in the first case of the morning or afternoon.
• The study questions are designed to keep the group focused on the key issues that will contribute to an effective discussion in the larger classroom meeting. Don’t let your peers stray too far into anecdotes or issues that aren't relevant.
• If a subset of your living group appears to be dominating the discussion, encourage the less vocal members to participate. They'll be more apt to speak up if you ask them to share their unique perspectives on the topic at hand.
• If you have questions about how to handle a specific situation that may arise in your group, please reach out to the faculty or staff for assistance. We’re here to help you get the most out of your group discussions.

What happens in class if nobody talks? Dropdown down

Professors are here to push everyone to learn, but not to embarrass anyone. If the class is quiet, they'll often ask a participant with experience in the industry in which the case is set to speak first. This is done well in advance so that person can come to class prepared to share. Trust the process. The more open you are, the more willing you’ll be to engage, and the more alive the classroom will become.

Does everyone take part in "role-playing"? Dropdown down

Professors often encourage participants to take opposing sides and then debate the issues, often taking the perspective of the case protagonists or key decision makers in the case.

What can I expect on the first day? Dropdown down

Most programs begin with registration, followed by an opening session and a dinner. If your travel plans necessitate late arrival, please be sure to notify us so that alternate registration arrangements can be made for you. Please note the following about registration:

HBS campus programs – Registration takes place in the Chao Center.

India programs – Registration takes place outside the classroom.

Other off-campus programs – Registration takes place in the designated facility.

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Group case interviews: what to expect and how to prepare

It's no secret that leading consulting firms use case interviews to evaluate candidates before extending offers. But over the last several years, group case interviews have become more common at top firms like McKinsey, Deloitte, and EY.

Group case interviews demand the same analytical and communication skills as normal case interviews , but they take things a step further. They also evaluate a candidate's ability to work well with others in a high-pressure team environment.

In this guide, we'll examine group case interviews, their different formats, and key tips you can use to maximise your chances of getting a job offer. Here's an overview:

• What is a group case interview?
• Group case interview process
• Group case interview preparation
• Group case interview tips
• Group case interview examples

Click here to practise 1-on-1 with MBB ex-interviewers

1. what is a group case interview ↑.

A group case interview is a case interview performed by a team of 3-6 candidates. The cases themselves are similar to what you'd find in a normal case interview, but the added challenge is solving it collaboratively as a team.

Group case interviews are usually not used in the first round and typically come up in the second or final round of interviews. For example, PWC uses group case interviews  for their Super Day (e.g. Assessment Centre), which is usually held during the second round of interviews.

To fully understand group case interviews, it's critical to first understand normal case interviews. If you'd like to learn more about the fundamentals of case interviews, check out our ultimate guide to case interviews . 

Like in normal case interviews, the quality of your analysis and communication will be important in group case interviews. But, you will also be evaluated on additional collaboration and interpersonal skills.

You should approach a group case interview like you're solving a real business problem with your team. Don't focus on the fact that you are competing with the other candidates. Instead, concentrate on working together to come up with the best solution possible. 

The consulting firm may actually award multiple offers to members of your group,  so your first priority should be developing a great solution.

As a general rule, if something would be helpful and positive in a real work environment, it will probably reflect well on you during a group case interview. Similarly, if something would be rude or unhelpful in the real world, don't do it during your interview.

Let's now look at the process you can expect when facing a group case interview.

2. Group case interview process ↑

A. types of group case interviews.

First, it's important to know that there are different types of group case interviews. Each firm, and even different internal groups or geographies, may approach group interviews differently. But in our experience, there are two primary formats:

• Interview format
• Presentation format

The interview format uses a similar style of questions as normal case interviews. But with these, you would be working through the process with a group of 2-5 other candidates.

Presentation format requires you to analyse provided materials, in order to prepare a presentation with your group. After preparing, your team will present to a panel of interviewers, who will typically ask follow-up questions for a few minutes.

To further clarify the process, let's look at each of these two formats in more detail. Before you read the snapshot of each format below, it's worth noting that the details can vary,  so check with your recruiter ahead of time if you're already in the application process.

B. Interview format

Here's a snapshot of what you can typically expect with the interview-format, group case interview:

• Candidates get divided into groups of 3 to 6
• Each group is given information about a case (i.e. a client facing a problem)
• You are given 10 minutes to review the materials by yourself or with another person in your group
• You are then asked to discuss a few questions with your group, for about 20 minutes in front of your interviewers
• Finally, the interviewers will ask a few questions to the group for 15 to 20 minutes

Okay, now let's take a look at the presentation format, which has some similarities and also important differences.

C. Presentation format

Here's what you can typically expect with a presentation-format, group case interview:

• You are given 1 hour to review, and prepare a group presentation
• An interviewer will watch during your prep time, but they won't intervene
• Your group delivers a 15-minute presentation to a panel of interviewers
• After you present, the interviewers will ask questions for 15-20 minutes

After reviewing the details on each format above, you should have a pretty good idea of what to expect in your upcoming group case interview. As an additional note, for any type of case interview where you need to analyse written case materials, you may benefit from the tips outlined in our written case interview guide . Now let's turn our attention to preparation. 

3. Group case interview preparation ↑

There are a few things you should do to prepare for your group case interview, that can make a huge difference in your performance.

Some of these steps apply to both group case interviews and normal case interviews , while others are specific to group case interviews.

Use the steps below, to help you maximise your chances of success:

A. Become really confident at maths.

Similar to normal case interviews, being able to perform maths calculations quickly and accurately, can mean the difference between an offer and no offer.

Check out our free guide for case interview maths if you'd like to learn more.

B. Develop a consistent method for cracking cases.

If you can't solve a case on your own, you probably won't know where to start in a group case interview. So it's important that you have this foundation.

C. Practice cases out loud.

For a group case interview, the ideal preparation would be to do mock interviews with a group of 3-5 other people. This might be possible if you are in a consulting club, professional organisation, or if you have a great network.

However, if this isn't realistic for you, you can still practice by yourself. Just ask and answer case questions out loud. This may feel odd at first, but it will help you hone your thinking and communication.

D. Learn from every mistake you make

During practice for both group case interviews and normal case interviews, you'll want to go for quality over quantity.

For example, successful candidates find it more valuable to do 20 cases thoughtfully than to rush through 40 cases. A great way to do this is by keeping a notebook, where you write down mistakes and improvement opportunities after each case. Then you can check your progress by re-doing old cases later. This will help you make sure you’re headed in the right direction.

E. Learn how you come across to others

A central focus of group case interviews is to evaluate interpersonal skills. You'll want to put your best foot forward and come across as someone the interviewers would like to work with.

It's very difficult to objectively evaluate your own tone and communication style. As a result, it can be really helpful to ask friends and colleagues for feedback.

Ask them to be honest, and you may be surprised what you learn. Now is the time to identify if you have any tendencies that sound abrasive, dismissive, etc. You'll want to be aware of these, so you can work on them before your interview.

F. Practice the art of debate

I would consider this an optional preparation step, but it could give you a leg-up on your competition. 

An important skill for a group case interview is the ability to persuade others with grace and supporting evidence. Great consultants are skilled at communicating with tact and can disagree with a client in a way that creates a positive impression.

A good way to practice this type of communication is through academic style debate. Perhaps you can get involved with a local debate club, or participate in a Toastmasters event. Or, simply initiate a discussion with a friend.

4. Group case interview tips ↑

Now that we've reviewed preparation steps, let's turn our focus to the day of the interview. Here are 8 tips to follow during your group case interview, that can really set you apart from other candidates.

Tip #1: Speak with a purpose

A lot of candidates will want to speak their mind as they know participating is important. But, participation alone is not enough.

The QUALITY of your input is crucial. Sometimes, it's better to let two or three people speak first, and then make a very thoughtful point based on how they started the discussion.

Focus more on the quality of your input, and less on the quantity.

Tip #2: Involve everyone

Keep an eye on who's participating in the conversation and who's not.

If you identify a member of the group who's struggling to make themselves heard, you should not hesitate to help them by saying something like: "We haven't heard everyone's opinion on this yet. John, Rebecca what do you think?".

This is a sign of leadership, and will also help you develop a more thoughtful and balanced solution.

Tip #3: Summarise

Plan to summarise key points. This can be done during team discussion, when answering case questions, or when delivering a presentation.

Summarising will position you as the person bringing everyone together. It will also contribute to better alignment within the group and clearer communication with interviewers.

This is a skill used by partners in real-world conversations with clients. You should aim to do this at least once or twice during your interview. 

Tip #4: Anticipate questions

This is most helpful for interviews that include a group presentation. However, it could also help you prepare for follow-ups to a normal case question.

While preparing your analysis, you may notice some weaknesses. It's good to carve out a couple of minutes, to think through potential challenges from the interviewers.

It can also be helpful to ask yourself questions, like "if I was hearing this for the first time, what would I ask about?". The interviewers won't always ask the questions you most expect, but if they do, you'll be prepared with a thoughtful response.

Tip #5: Don't be easy to read

A group interview is a good time to use your poker face.

Everyone is stressed, but you need to come across as confident. A good way to do this is to focus on basic body language: look at people in the eye, sit confidently, don't cross your arms, etc.

Tip #6: Don't Interrupt others

Consultants need to be client-friendly, and interrupting someone in a discussion is not client-friendly at all.

You should listen carefully to what others are saying. Try to have a genuine interest in what they think. Before making your point, summarise their point to show that you understand what they mean.

Tip #7: Don't spend too much time reading

It's important to understand the case materials, but if you're not careful it could consume your full preparation time. 

A great way to prepare efficiently is to first scan through the provided materials and form one or two initial hypotheses. Then you can search for specific data points that confirm or disprove it before you finalise your approach.

Tip #8: Don't dominate speaking time

Some candidates are so eager to participate that they end up completely dominating the rest of the group without realising it. Don't be that person!

A practical way of avoiding this is to keep an eye on how much time you talk. If you are in a 5-person group you should aim to speak 20% (1/5th) of the time and really no more than 25%. 

Interviewers pay close attention to this, so be intentional about balancing your speaking time. Not too much, not too little.

5. Group case interview examples ↑

At the end of the day, a business case is a business case. 

You may solve the case independently or with a team. The content will vary, and the amount of data provided can differ, but the basic premise remains the same. 

As a result, you can prepare for a group case interview, by practicing with cases from normal case interviews. 

When searching for sample cases, it can be really difficult to know where to start. Especially when the quality of cases is unclear. That's why we put together this list of the best free practice cases available . 

It contains links to cases provided directly by leading consulting firms like McKinsey, BCG, Bain, and more. It also contains case books from consulting clubs at leading target schools, like Harvard, London Business School, and MIT. This list is a great place to go for example cases.

6. Mock interviews

The best way to improve at case interviews is to practise interviewing out loud, and you can do that in three main ways:

• Interview yourself (out loud)
• Practise interviewing with friends or family
• Practise interviewing with ex-interviewers

Practising by yourself is a great way to get started, and can help you get more comfortable with the flow of a case interview. However, this type of practice won’t prepare you for realistic interview conditions. 

After getting some practice on your own, you should find someone who can do a mock interview with you, like a friend or family member.

We’d also recommend that you practise 1-1 with ex-interviewers from top consulting firms . This is the best way to replicate the conditions of a real case interview, and to get feedback from someone who understands the process extremely well.

Click here to book your mock case interview.

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Structuring the Case Discussion

Well-designed cases are intentionally complex. Therefore, presenting an entire case to students all at once has the potential to overwhelm student groups and lead them to overlook key details or analytic steps. Accordingly, Barbara Cockrill asks students to review key case concepts the night before, and then presents the case in digestible “chunks” during a CBCL session. Structuring the case discussion around key in-depth questions, Cockrill creates a thoughtful interplay between small group work and whole group discussion that makes for more systematic forays into the case at hand.

Barbara Cockrill , Harold Amos Academy Associate Professor of Medicine

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Harvard Medical School

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Additional Details

First-year requisite

• Classroom Considerations
• Relevant Research
• Related Resources
• CBCL provides students the opportunity to apply course material in new ways. For this reason, you might consider not sharing the case with students beforehand and having them experience it in class with fresh eyes.
• Chunk cases so students can focus on case specifics and gradually build-up to greater complexity and understanding. 
• Introduce variety into case-based discussions. Integrate a mix of independent work, small group discussion, and whole group share outs to keep students engaged and provide multiple junctures for students to get feedback on their understanding.
• Instructor scaffolding is critical for effective case-based learning ( Ramaekers et al., 2011 )
• This resource from the Harvard Business School provides suggestions for questioning, listening, and responding during a case discussion .
• This comprehensive resource on “The ABCs of Case Teaching” provides helpful tips for planning and “running” your case .

Related Moves

Experiencing the Case as a Student Team

Regulating the Flow of Energy in the Classroom

Designing Focused Discussions for Relevance and Transfer of Knowledge

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How to Present a Case Study like a Pro (With Examples)

By Danesh Ramuthi , Sep 07, 2023

Okay, let’s get real: case studies can be kinda snooze-worthy. But guess what? They don’t have to be!

In this article, I will cover every element that transforms a mere report into a compelling case study, from selecting the right metrics to using persuasive narrative techniques.

And if you’re feeling a little lost, don’t worry! There are cool tools like Venngage’s Case Study Creator to help you whip up something awesome, even if you’re short on time. Plus, the pre-designed case study templates are like instant polish because let’s be honest, everyone loves a shortcut.

Click to jump ahead: 

What is a case study presentation?

What is the purpose of presenting a case study, how to structure a case study presentation, how long should a case study presentation be, 5 case study presentation examples with templates, 6 tips for delivering an effective case study presentation, 5 common mistakes to avoid in a case study presentation, how to present a case study faqs.

A case study presentation involves a comprehensive examination of a specific subject, which could range from an individual, group, location, event, organization or phenomenon.

They’re like puzzles you get to solve with the audience, all while making you think outside the box.

Unlike a basic report or whitepaper, the purpose of a case study presentation is to stimulate critical thinking among the viewers. 

The primary objective of a case study is to provide an extensive and profound comprehension of the chosen topic. You don’t just throw numbers at your audience. You use examples and real-life cases to make you think and see things from different angles.

The primary purpose of presenting a case study is to offer a comprehensive, evidence-based argument that informs, persuades and engages your audience.

Here’s the juicy part: presenting that case study can be your secret weapon. Whether you’re pitching a groundbreaking idea to a room full of suits or trying to impress your professor with your A-game, a well-crafted case study can be the magic dust that sprinkles brilliance over your words.

Think of it like digging into a puzzle you can’t quite crack . A case study lets you explore every piece, turn it over and see how it fits together. This close-up look helps you understand the whole picture, not just a blurry snapshot.

It’s also your chance to showcase how you analyze things, step by step, until you reach a conclusion. It’s all about being open and honest about how you got there.

Besides, presenting a case study gives you an opportunity to connect data and real-world scenarios in a compelling narrative. It helps to make your argument more relatable and accessible, increasing its impact on your audience.

One of the contexts where case studies can be very helpful is during the job interview. In some job interviews, you as candidates may be asked to present a case study as part of the selection process.

Having a case study presentation prepared allows the candidate to demonstrate their ability to understand complex issues, formulate strategies and communicate their ideas effectively.

The way you present a case study can make all the difference in how it’s received. A well-structured presentation not only holds the attention of your audience but also ensures that your key points are communicated clearly and effectively.

In this section, let’s go through the key steps that’ll help you structure your case study presentation for maximum impact.

Let’s get into it. 

Open with an introductory overview 

Start by introducing the subject of your case study and its relevance. Explain why this case study is important and who would benefit from the insights gained. This is your opportunity to grab your audience’s attention.

Explain the problem in question

Dive into the problem or challenge that the case study focuses on. Provide enough background information for the audience to understand the issue. If possible, quantify the problem using data or metrics to show the magnitude or severity.

Detail the solutions to solve the problem

After outlining the problem, describe the steps taken to find a solution. This could include the methodology, any experiments or tests performed and the options that were considered. Make sure to elaborate on why the final solution was chosen over the others.

Key stakeholders Involved

Talk about the individuals, groups or organizations that were directly impacted by or involved in the problem and its solution. 

Stakeholders may experience a range of outcomes—some may benefit, while others could face setbacks.

For example, in a business transformation case study, employees could face job relocations or changes in work culture, while shareholders might be looking at potential gains or losses.

Discuss the key results & outcomes

Discuss the results of implementing the solution. Use data and metrics to back up your statements. Did the solution meet its objectives? What impact did it have on the stakeholders? Be honest about any setbacks or areas for improvement as well.

Include visuals to support your analysis

Visual aids can be incredibly effective in helping your audience grasp complex issues. Utilize charts, graphs, images or video clips to supplement your points. Make sure to explain each visual and how it contributes to your overall argument.

Pie charts illustrate the proportion of different components within a whole, useful for visualizing market share, budget allocation or user demographics.

This is particularly useful especially if you’re displaying survey results in your case study presentation.

Stacked charts on the other hand are perfect for visualizing composition and trends. This is great for analyzing things like customer demographics, product breakdowns or budget allocation in your case study.

Consider this example of a stacked bar chart template. It provides a straightforward summary of the top-selling cake flavors across various locations, offering a quick and comprehensive view of the data.

Not the chart you’re looking for? Browse Venngage’s gallery of chart templates to find the perfect one that’ll captivate your audience and level up your data storytelling.

Recommendations and next steps

Wrap up by providing recommendations based on the case study findings. Outline the next steps that stakeholders should take to either expand on the success of the project or address any remaining challenges.

Acknowledgments and references

Thank the people who contributed to the case study and helped in the problem-solving process. Cite any external resources, reports or data sets that contributed to your analysis.

Feedback & Q&A session

Open the floor for questions and feedback from your audience. This allows for further discussion and can provide additional insights that may not have been considered previously.

Closing remarks

Conclude the presentation by summarizing the key points and emphasizing the takeaways. Thank your audience for their time and participation and express your willingness to engage in further discussions or collaborations on the subject.

Well, the length of a case study presentation can vary depending on the complexity of the topic and the needs of your audience. However, a typical business or academic presentation often lasts between 15 to 30 minutes. 

This time frame usually allows for a thorough explanation of the case while maintaining audience engagement. However, always consider leaving a few minutes at the end for a Q&A session to address any questions or clarify points made during the presentation.

When it comes to presenting a compelling case study, having a well-structured template can be a game-changer. 

It helps you organize your thoughts, data and findings in a coherent and visually pleasing manner. 

Not all case studies are created equal and different scenarios require distinct approaches for maximum impact. 

To save you time and effort, I have curated a list of 5 versatile case study presentation templates, each designed for specific needs and audiences. 

Here are some best case study presentation examples that showcase effective strategies for engaging your audience and conveying complex information clearly.

1 . Lab report case study template

Ever feel like your research gets lost in a world of endless numbers and jargon? Lab case studies are your way out!

Think of it as building a bridge between your cool experiment and everyone else. It’s more than just reporting results – it’s explaining the “why” and “how” in a way that grabs attention and makes sense.

This lap report template acts as a blueprint for your report, guiding you through each essential section (introduction, methods, results, etc.) in a logical order.

Want to present your research like a pro? Browse our research presentation template gallery for creative inspiration!

2. Product case study template

It’s time you ditch those boring slideshows and bullet points because I’ve got a better way to win over clients: product case study templates.

Instead of just listing features and benefits, you get to create a clear and concise story that shows potential clients exactly what your product can do for them. It’s like painting a picture they can easily visualize, helping them understand the value your product brings to the table.

Grab the template below, fill in the details, and watch as your product’s impact comes to life!

3. Content marketing case study template

In digital marketing, showcasing your accomplishments is as vital as achieving them. 

A well-crafted case study not only acts as a testament to your successes but can also serve as an instructional tool for others. 

With this coral content marketing case study template—a perfect blend of vibrant design and structured documentation, you can narrate your marketing triumphs effectively.

4. Case study psychology template

Understanding how people tick is one of psychology’s biggest quests and case studies are like magnifying glasses for the mind. They offer in-depth looks at real-life behaviors, emotions and thought processes, revealing fascinating insights into what makes us human.

Writing a top-notch case study, though, can be a challenge. It requires careful organization, clear presentation and meticulous attention to detail. That’s where a good case study psychology template comes in handy.

Think of it as a helpful guide, taking care of formatting and structure while you focus on the juicy content. No more wrestling with layouts or margins – just pour your research magic into crafting a compelling narrative.

5. Lead generation case study template

Lead generation can be a real head-scratcher. But here’s a little help: a lead generation case study.

Think of it like a friendly handshake and a confident resume all rolled into one. It’s your chance to showcase your expertise, share real-world successes and offer valuable insights. Potential clients get to see your track record, understand your approach and decide if you’re the right fit.

No need to start from scratch, though. This lead generation case study template guides you step-by-step through crafting a clear, compelling narrative that highlights your wins and offers actionable tips for others. Fill in the gaps with your specific data and strategies, and voilà! You’ve got a powerful tool to attract new customers.

Related: 15+ Professional Case Study Examples [Design Tips + Templates]

So, you’ve spent hours crafting the perfect case study and are now tasked with presenting it. Crafting the case study is only half the battle; delivering it effectively is equally important. 

Whether you’re facing a room of executives, academics or potential clients, how you present your findings can make a significant difference in how your work is received. 

Forget boring reports and snooze-inducing presentations! Let’s make your case study sing. Here are some key pointers to turn information into an engaging and persuasive performance:

• Know your audience : Tailor your presentation to the knowledge level and interests of your audience. Remember to use language and examples that resonate with them.
• Rehearse : Rehearsing your case study presentation is the key to a smooth delivery and for ensuring that you stay within the allotted time. Practice helps you fine-tune your pacing, hone your speaking skills with good word pronunciations and become comfortable with the material, leading to a more confident, conversational and effective presentation.
• Start strong : Open with a compelling introduction that grabs your audience’s attention. You might want to use an interesting statistic, a provocative question or a brief story that sets the stage for your case study.
• Be clear and concise : Avoid jargon and overly complex sentences. Get to the point quickly and stay focused on your objectives.
• Use visual aids : Incorporate slides with graphics, charts or videos to supplement your verbal presentation. Make sure they are easy to read and understand.
• Tell a story : Use storytelling techniques to make the case study more engaging. A well-told narrative can help you make complex data more relatable and easier to digest.

Ditching the dry reports and slide decks? Venngage’s case study templates let you wow customers with your solutions and gain insights to improve your business plan. Pre-built templates, visual magic and customer captivation – all just a click away. Go tell your story and watch them say “wow!”

Nailed your case study, but want to make your presentation even stronger? Avoid these common mistakes to ensure your audience gets the most out of it:

Overloading with information

A case study is not an encyclopedia. Overloading your presentation with excessive data, text or jargon can make it cumbersome and difficult for the audience to digest the key points. Stick to what’s essential and impactful. Need help making your data clear and impactful? Our data presentation templates can help! Find clear and engaging visuals to showcase your findings.

Lack of structure

Jumping haphazardly between points or topics can confuse your audience. A well-structured presentation, with a logical flow from introduction to conclusion, is crucial for effective communication.

Ignoring the audience

Different audiences have different needs and levels of understanding. Failing to adapt your presentation to your audience can result in a disconnect and a less impactful presentation.

Poor visual elements

While content is king, poor design or lack of visual elements can make your case study dull or hard to follow. Make sure you use high-quality images, graphs and other visual aids to support your narrative.

Not focusing on results

A case study aims to showcase a problem and its solution, but what most people care about are the results. Failing to highlight or adequately explain the outcomes can make your presentation fall flat.

How to start a case study presentation?

Starting a case study presentation effectively involves a few key steps:

• Grab attention : Open with a hook—an intriguing statistic, a provocative question or a compelling visual—to engage your audience from the get-go.
• Set the stage : Briefly introduce the subject, context and relevance of the case study to give your audience an idea of what to expect.
• Outline objectives : Clearly state what the case study aims to achieve. Are you solving a problem, proving a point or showcasing a success?
• Agenda : Give a quick outline of the key sections or topics you’ll cover to help the audience follow along.
• Set expectations : Let your audience know what you want them to take away from the presentation, whether it’s knowledge, inspiration or a call to action.

How to present a case study on PowerPoint and on Google Slides?

Presenting a case study on PowerPoint and Google Slides involves a structured approach for clarity and impact using presentation slides :

• Title slide : Start with a title slide that includes the name of the case study, your name and any relevant institutional affiliations.
• Introduction : Follow with a slide that outlines the problem or situation your case study addresses. Include a hook to engage the audience.
• Objectives : Clearly state the goals of the case study in a dedicated slide.
• Findings : Use charts, graphs and bullet points to present your findings succinctly.
• Analysis : Discuss what the findings mean, drawing on supporting data or secondary research as necessary.
• Conclusion : Summarize key takeaways and results.
• Q&A : End with a slide inviting questions from the audience.

What’s the role of analysis in a case study presentation?

The role of analysis in a case study presentation is to interpret the data and findings, providing context and meaning to them. 

It helps your audience understand the implications of the case study, connects the dots between the problem and the solution and may offer recommendations for future action.

Is it important to include real data and results in the presentation?

Yes, including real data and results in a case study presentation is crucial to show experience,  credibility and impact. Authentic data lends weight to your findings and conclusions, enabling the audience to trust your analysis and take your recommendations more seriously

How do I conclude a case study presentation effectively?

To conclude a case study presentation effectively, summarize the key findings, insights and recommendations in a clear and concise manner. 

End with a strong call-to-action or a thought-provoking question to leave a lasting impression on your audience.

What’s the best way to showcase data in a case study presentation ?

The best way to showcase data in a case study presentation is through visual aids like charts, graphs and infographics which make complex information easily digestible, engaging and creative. 

Don’t just report results, visualize them! This template for example lets you transform your social media case study into a captivating infographic that sparks conversation.

Choose the type of visual that best represents the data you’re showing; for example, use bar charts for comparisons or pie charts for parts of a whole. 

Ensure that the visuals are high-quality and clearly labeled, so the audience can quickly grasp the key points. 

Keep the design consistent and simple, avoiding clutter or overly complex visuals that could distract from the message.

Choose a template that perfectly suits your case study where you can utilize different visual aids for maximum impact. 

Need more inspiration on how to turn numbers into impact with the help of infographics? Our ready-to-use infographic templates take the guesswork out of creating visual impact for your case studies with just a few clicks.

Related: 10+ Case Study Infographic Templates That Convert

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Consulting group case interview: what to expect and how to prepare.

As you probably know, the leading consulting firms use case interviews to evaluate job applicants before extending offers. Some consulting firms use a group case interview as part of the evaluation process. If you have a group case interview coming up you are probably thinking, “How can I set myself up to do well?” In this article, we provide some advice on how to succeed in a group case interview.

What is a group case interview?

A group case interview includes a few candidates being interviewed simultaneously within the same room, with the same interview and with the same case problem. Candidates are usually given copies of the case to read. A group case interview usually takes place after initial 1-on-1 evaluations are completed, like resume screening and the PST. So only the best candidates would generally be attending a group case interview.

For example, if you are going through consulting case interview recruitment process during an MBA , consulting firms will usually do first-round interviews on campus. This will allow firms to select the best few candidates to invite for second-round interviews, which may include a group case interview. Some firms may do the opposite and some regions within firms may do things differently. For example, in the US the group interview usually is the first interview.

The case usually includes a business scenario where a client is facing a problem. Reading of the case may be followed by a group discussion or by group discussion and a solution presentation.

Why do consulting firms use group case interviews?

So, why do consulting firms use group case interviews. The same as 1-on-1 case interviews, a group case interview helps consulting firms assess critical thinking, analytic skill, and communication skills. However, in addition, a group case interview also helps firms assess team work and leadership skills.

Firms also tend to be believe some degree paths de-emphasize teamwork and communication. They use the group case interview to test for these skills. The group case interview is testing to see how a case would be solved while managing conflicting opinions and strong personalities.

The most important advice: treat candidates like teammates

Now, the most important advice we can give you for a group case interview is to treat the other candidates like your teammates. In other words, interact with other candidates as you would with your colleagues on a real consulting engagement.

One of the key things to understand is that a group case interview is not a zero-sum game. You should not be competing against other candidates. During a group case interview, the interviewer will be evaluating how you will work with your colleagues and clients, so keep this in mind as you interact with other candidates during a group discussion.

This is one of the most common mistakes we see candidates make during a group case interview. Candidates often view it as a competition and, as a result, interviewers view such candidates as a bad fit and someone who can’t be a good team player. Your goal should be to help the team solve the case, help include opinions from all members, build on what has been said and find ways to help the team. If you solve the case and the whole team fails and ends up looking poorly, it is not a good reflection on you.

If someone says something incorrect or something you think is stupid respond in a way you would respond if you already joined the firm and were working on a real project with other consultants at the firm. Be professional, respectful and watch out for the best interests of the firm and the client. On the other hand, if someone says something spot-on, be the first to point group’s attention to it and build on it. If you say something that turns out to be wrong, acknowledge your mistake and move on.

WHAT IS NEXT?

Now, if you would like to fast track your case interview preparation and maximize your chances of getting an offer from McKinsey, BCG, Bain, Deloitte etc, we welcome you to train with us. The Consulting Offer program, which is a part of Premium membership , was designed specifically for this purpose.

There is nowhere else in the world where you can see real candidates trained by former partners from major consulting firms.

You will see the candidate’s progression through each step of the case interview preparation process, including a group case interview example led by Kevin P. Coyne, ex-McKinsey worldwide strategy practice co-leader and director. And you will see candidates receiving real offers from McKinsey, BCG, Bain, Deloitte etc.

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• Table of Contents
• Troubleshooting Guide
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• Facilitation of Community Processes
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• Section 4. Techniques for Leading Group Discussions

Chapter 16 Sections

• Section 1. Conducting Effective Meetings
• Section 2. Developing Facilitation Skills
• Section 3. Capturing What People Say: Tips for Recording a Meeting
• Main Section

A local coalition forms a task force to address the rising HIV rate among teens in the community.  A group of parents meets to wrestle with their feeling that their school district is shortchanging its students.  A college class in human services approaches the topic of dealing with reluctant participants.  Members of an environmental group attend a workshop on the effects of global warming.  A politician convenes a “town hall meeting” of constituents to brainstorm ideas for the economic development of the region.  A community health educator facilitates a smoking cessation support group.

All of these might be examples of group discussions, although they have different purposes, take place in different locations, and probably run in different ways.  Group discussions are common in a democratic society, and, as a community builder, it’s more than likely that you have been and will continue to be involved in many of them.  You also may be in a position to lead one, and that’s what this section is about.  In this last section of a chapter on group facilitation, we’ll examine what it takes to lead a discussion group well, and how you can go about doing it.

What is an effective group discussion?

The literal definition of a group discussion is obvious: a critical conversation about a particular topic, or perhaps a range of topics, conducted in a group of a size that allows participation by all members.  A group of two or three generally doesn’t need a leader to have a good discussion, but once the number reaches five or six, a leader or facilitator can often be helpful.  When the group numbers eight or more, a leader or facilitator, whether formal or informal, is almost always helpful in ensuring an effective discussion.

A group discussion is a type of meeting, but it differs from the formal meetings in a number of ways: It may not have a specific goal – many group discussions are just that: a group kicking around ideas on a particular topic.  That may lead to a goal ultimately...but it may not. It’s less formal, and may have no time constraints, or structured order, or agenda. Its leadership is usually less directive than that of a meeting. It emphasizes process (the consideration of ideas) over product (specific tasks to be accomplished within the confines of the meeting itself. Leading a discussion group is not the same as running a meeting.  It’s much closer to acting as a facilitator, but not exactly the same as that either.

An effective group discussion generally has a number of elements:

• All members of the group have a chance to speak, expressing their own ideas and feelings freely, and to pursue and finish out their thoughts
• All members of the group can hear others’ ideas and feelings stated openly
• Group members can safely test out ideas that are not yet fully formed
• Group members can receive and respond to respectful but honest and constructive feedback.  Feedback could be positive, negative, or merely clarifying or correcting factual questions or errors, but is in all cases delivered respectfully.
• A variety of points of view are put forward and discussed
• The discussion is not dominated by any one person
• Arguments, while they may be spirited, are based on the content of ideas and opinions, not on personalities
• Even in disagreement, there’s an understanding that the group is working together to resolve a dispute, solve a problem, create a plan, make a decision, find principles all can agree on, or come to a conclusion from which it can move on to further discussion

Many group discussions have no specific purpose except the exchange of ideas and opinions.  Ultimately, an effective group discussion is one in which many different ideas and viewpoints are heard and considered.  This allows the group to accomplish its purpose if it has one, or to establish a basis either for ongoing discussion or for further contact and collaboration among its members.

There are many possible purposes for a group discussion, such as:

• Create a new situation – form a coalition, start an initiative, etc.
• Explore cooperative or collaborative arrangements among groups or organizations
• Discuss and/or analyze an issue, with no specific goal in mind but understanding
• Create a strategic plan – for an initiative, an advocacy campaign, an intervention, etc.
• Discuss policy and policy change
• Air concerns and differences among individuals or groups
• Hold public hearings on proposed laws or regulations, development, etc.
• Decide on an action
• Provide mutual support
• Solve a problem
• Resolve a conflict
• Plan your work or an event

Possible leadership styles of a group discussion also vary.  A group leader or facilitator might be directive or non-directive; that is, she might try to control what goes on to a large extent; or she might assume that the group should be in control, and that her job is to facilitate the process.  In most group discussions, leaders who are relatively non-directive make for a more broad-ranging outlay of ideas, and a more satisfying experience for participants.

Directive leaders can be necessary in some situations. If a goal must be reached in a short time period, a directive leader might help to keep the group focused. If the situation is particularly difficult, a directive leader might be needed to keep control of the discussion and make

Why would you lead a group discussion?

There are two ways to look at this question: “What’s the point of group discussion?” and “Why would you, as opposed to someone else, lead a group discussion?”  Let’s examine both.

What’s the point of group discussion?

As explained in the opening paragraphs of this section, group discussions are common in a democratic society.  There are a number of reasons for this, some practical and some philosophical.

A group discussion:

• G ives everyone involved a voice .  Whether the discussion is meant to form a basis for action, or just to play with ideas, it gives all members of the group a chance to speak their opinions, to agree or disagree with others, and to have their thoughts heard.  In many community-building situations, the members of the group might be chosen specifically because they represent a cross-section of the community, or a diversity of points of view.
• Allows for a variety of ideas to be expressed and discussed .  A group is much more likely to come to a good conclusion if a mix of ideas is on the table, and if all members have the opportunity to think about and respond to them.
• Is generally a democratic, egalitarian process .  It reflects the ideals of most grassroots and community groups, and encourages a diversity of views.
• Leads to group ownership of whatever conclusions, plans, or action the group decides upon .  Because everyone has a chance to contribute to the discussion and to be heard, the final result feels like it was arrived at by and belongs to everyone.
• Encourages those who might normally be reluctant to speak their minds .  Often, quiet people have important things to contribute, but aren’t assertive enough to make themselves heard.  A good group discussion will bring them out and support them.
• Can often open communication channels among people who might not communicate in any other way .  People from very different backgrounds, from opposite ends of the political spectrum, from different cultures, who may, under most circumstances, either never make contact or never trust one another enough to try to communicate, might, in a group discussion, find more common ground than they expected.
• Is sometimes simply the obvious, or even the only, way to proceed.  Several of the examples given at the beginning of the section – the group of parents concerned about their school system, for instance, or the college class – fall into this category, as do public hearings and similar gatherings.

Why would you specifically lead a group discussion?

You might choose to lead a group discussion, or you might find yourself drafted for the task.  Some of the most common reasons that you might be in that situation:

• It’s part of your job .  As a mental health counselor, a youth worker, a coalition coordinator, a teacher, the president of a board of directors, etc. you might be expected to lead group discussions regularly.
• You’ve been asked to .  Because of your reputation for objectivity or integrity, because of your position in the community, or because of your skill at leading group discussions, you might be the obvious choice to lead a particular discussion.
• A discussion is necessary, and you’re the logical choice to lead it .  If you’re the chair of a task force to address substance use in the community, for instance, it’s likely that you’ll be expected to conduct that task force’s meetings, and to lead discussion of the issue.
• It was your idea in the first place .  The group discussion, or its purpose, was your idea, and the organization of the process falls to you.

You might find yourself in one of these situations if you fall into one of the categories of people who are often tapped to lead group discussions.  These categories include (but aren’t limited to):

• Directors of organizations
• Public officials
• Coalition coordinators
• Professionals with group-leading skills – counselors, social workers, therapists, etc.
• Health professionals and health educators
• Respected community members.  These folks may be respected for their leadership – president of the Rotary Club, spokesperson for an environmental movement – for their positions in the community – bank president, clergyman – or simply for their personal qualities – integrity, fairness, ability to communicate with all sectors of the community.
• Community activists.  This category could include anyone from “professional” community organizers to average citizens who care about an issue or have an idea they want to pursue.

When might you lead a group discussion?

The need or desire for a group discussion might of course arise anytime, but there are some times when it’s particularly necessary.

• At the start of something new . Whether you’re designing an intervention, starting an initiative, creating a new program, building a coalition, or embarking on an advocacy or other campaign, inclusive discussion is likely to be crucial in generating the best possible plan, and creating community support for and ownership of it.
• When an issue can no longer be ignored . When youth violence reaches a critical point, when the community’s drinking water is declared unsafe, when the HIV infection rate climbs – these are times when groups need to convene to discuss the issue and develop action plans to swing the pendulum in the other direction.
• When groups need to be brought together . One way to deal with racial or ethnic hostility, for instance, is to convene groups made up of representatives of all the factions involved.  The resulting discussions – and the opportunity for people from different backgrounds to make personal connections with one another – can go far to address everyone’s concerns, and to reduce tensions.
• When an existing group is considering its next step or seeking to address an issue of importance to it . The staff of a community service organization, for instance, may want to plan its work for the next few months, or to work out how to deal with people with particular quirks or problems.

How do you lead a group discussion?

In some cases, the opportunity to lead a group discussion can arise on the spur of the moment; in others, it’s a more formal arrangement, planned and expected.  In the latter case, you may have the chance to choose a space and otherwise structure the situation.  In less formal circumstances, you’ll have to make the best of existing conditions.

We’ll begin by looking at what you might consider if you have time to prepare.  Then we’ll examine what it takes to make an effective discussion leader or facilitator, regardless of external circumstances.

Set the stage

If you have time to prepare beforehand, there are a number of things you may be able to do to make the participants more comfortable, and thus to make discussion easier.

Choose the space

If you have the luxury of choosing your space, you might look for someplace that’s comfortable and informal.  Usually, that means comfortable furniture that can be moved around (so that, for instance, the group can form a circle, allowing everyone to see and hear everyone else easily).  It may also mean a space away from the ordinary.

One organization often held discussions on the terrace of an old mill that had been turned into a bookstore and café.  The sound of water from the mill stream rushing by put everyone at ease, and encouraged creative thought.

Provide food and drink

The ultimate comfort, and one that breaks down barriers among people, is that of eating and drinking.

Bring materials to help the discussion along

Most discussions are aided by the use of newsprint and markers to record ideas, for example.

Become familiar with the purpose and content of the discussion

If you have the opportunity, learn as much as possible about the topic under discussion.  This is not meant to make you the expert, but rather to allow you to ask good questions that will help the group generate ideas.

Make sure everyone gets any necessary information, readings, or other material beforehand

If participants are asked to read something, consider questions, complete a task, or otherwise prepare for the discussion, make sure that the assignment is attended to and used.  Don’t ask people to do something, and then ignore it.

Lead the discussion

Think about leadership style

The first thing you need to think about is leadership style, which we mentioned briefly earlier in the section.  Are you a directive or non-directive leader?  The chances are that, like most of us, you fall somewhere in between the extremes of the leader who sets the agenda and dominates the group completely, and the leader who essentially leads not at all. The point is made that many good group or meeting leaders are, in fact, facilitators, whose main concern is supporting and maintaining the process of the group’s work.  This is particularly true when it comes to group discussion, where the process is, in fact, the purpose of the group’s coming together.

A good facilitator helps the group set rules for itself, makes sure that everyone participates and that no one dominates, encourages the development and expression of all ideas, including “odd” ones, and safeguards an open process, where there are no foregone conclusions and everyone’s ideas are respected.  Facilitators are non-directive, and try to keep themselves out of the discussion, except to ask questions or make statements that advance it.  For most group discussions, the facilitator role is probably a good ideal to strive for.

It’s important to think about what you’re most comfortable with philosophically, and how that fits what you’re comfortable with personally.  If you’re committed to a non-directive style, but you tend to want to control everything in a situation, you may have to learn some new behaviors in order to act on your beliefs.

Put people at ease

Especially if most people in the group don’t know one another, it’s your job as leader to establish a comfortable atmosphere and set the tone for the discussion.

Help the group establish ground rules

The ground rules of a group discussion are the guidelines that help to keep the discussion on track, and prevent it from deteriorating into namecalling or simply argument.  Some you might suggest, if the group has trouble coming up with the first one or two:

• Everyone should treat everyone else with respect : no name-calling, no emotional outbursts, no accusations.
• No arguments directed at people – only at ideas and opinions .  Disagreement should be respectful – no ridicule.
• Don’t interrupt .  Listen to the whole of others’ thoughts – actually listen, rather than just running over your own response in your head.
• Respect the group’s time .  Try to keep your comments reasonably short and to the point, so that others have a chance to respond.
• Consider all comments seriously, and try to evaluate them fairly .  Others’ ideas and comments may change your mind, or vice versa: it’s important to be open to that.
• Don’t be defensive if someone disagrees with you .  Evaluate both positions, and only continue to argue for yours if you continue to believe it’s right.
• Everyone is responsible for following and upholding the ground rules .

Ground rules may also be a place to discuss recording the session.  Who will take notes, record important points, questions for further discussion, areas of agreement or disagreement?  If the recorder is a group member, the group and/or leader should come up with a strategy that allows her to participate fully in the discussion.

Generate an agenda or goals for the session

You might present an agenda for approval, and change it as the group requires, or you and the group can create one together.  There may actually be no need for one, in that the goal may simply be to discuss an issue or idea.  If that’s the case, it should be agreed upon at the outset.

How active you are might depend on your leadership style, but you definitely have some responsibilities here.  They include setting, or helping the group to set the discussion topic; fostering the open process; involving all participants; asking questions or offering ideas to advance the discussion; summarizing or clarifying important points, arguments, and ideas; and wrapping up the session.  Let’s look at these, as well as some do’s and don’t’s for discussion group leaders.

• Setting the topic . If the group is meeting to discuss a specific issue or to plan something, the discussion topic is already set.  If the topic is unclear, then someone needs to help the group define it.  The leader – through asking the right questions, defining the problem, and encouraging ideas from the group – can play that role.
• Fostering the open process . Nurturing the open process means paying attention to the process, content, and interpersonal dynamics of the discussion all at the same time – not a simple matter. As leader, your task is not to tell the group what to do, or to force particular conclusions, but rather to make sure that the group chooses an appropriate topic that meets its needs, that there are no “right” answers to start with (no foregone conclusions), that no one person or small group dominates the discussion, that everyone follows the ground rules, that discussion is civil and organized, and that all ideas are subjected to careful critical analysis.  You might comment on the process of the discussion or on interpersonal issues when it seems helpful (“We all seem to be picking on John here – what’s going on?”), or make reference to the open process itself (“We seem to be assuming that we’re supposed to believe X – is that true?”). Most of your actions as leader should be in the service of modeling or furthering the open process.

Part of your job here is to protect “minority rights,” i.e., unpopular or unusual ideas.  That doesn’t mean you have to agree with them, but that you have to make sure that they can be expressed, and that discussion of them is respectful, even in disagreement. (The exceptions are opinions or ideas that are discriminatory or downright false.)  Odd ideas often turn out to be correct, and shouldn’t be stifled.

• Involving all participants . This is part of fostering the open process, but is important enough to deserve its own mention. To involve those who are less assertive or shy, or who simply can’t speak up quickly enough, you might ask directly for their opinion, encourage them with body language (smile when they say anything, lean and look toward them often), and be aware of when they want to speak and can’t break in.  It’s important both for process and for the exchange of ideas that everyone have plenty of opportunity to communicate their thoughts.
• Asking questions or offering ideas to advance the discussion . The leader should be aware of the progress of the discussion, and should be able to ask questions or provide information or arguments that stimulate thinking or take the discussion to the next step when necessary. If participants are having trouble grappling with the topic, getting sidetracked by trivial issues, or simply running out of steam, it’s the leader’s job to carry the discussion forward.

This is especially true when the group is stuck, either because two opposing ideas or factions are at an impasse, or because no one is able or willing to say anything.  In these circumstances, the leader’s ability to identify points of agreement, or to ask the question that will get discussion moving again is crucial to the group’s effectiveness.

• Summarizing or clarifying important points, arguments, or ideas . This task entails making sure that everyone understands a point that was just made, or the two sides of an argument.  It can include restating a conclusion the group has reached, or clarifying a particular idea or point made by an individual (“What I think I heard you say was…”).  The point is to make sure that everyone understands what the individual or group actually meant.
• Wrapping up the session .  As the session ends, the leader should help the group review the discussion and make plans for next steps (more discussion sessions, action, involving other people or groups, etc.). He should also go over any assignments or tasks that were agreed to, make sure that every member knows what her responsibilities are, and review the deadlines for those responsibilities.  Other wrap-up steps include getting feedback on the session – including suggestions for making it better – pointing out the group’s accomplishments, and thanking it for its work.

Even after you’ve wrapped up the discussion, you’re not necessarily through. If you’ve been the recorder, you might want to put the notes from the session in order, type them up, and send them to participants. The notes might also include a summary of conclusions that were reached, as well as any assignments or follow-up activities that were agreed on.

If the session was one-time, or was the last of a series, your job may now be done. If it was the beginning, however, or part of an ongoing discussion, you may have a lot to do before the next session, including contacting people to make sure they’ve done what they promised, and preparing the newsprint notes to be posted at the next session so everyone can remember the discussion.

Leading an effective group discussion takes preparation (if you have the opportunity for it), an understanding of and commitment to an open process, and a willingness to let go of your ego and biases. If you can do these things, the chances are you can become a discussion leader that can help groups achieve the results they want.

Do’s and don’ts for discussion leaders

• Model the behavior and attitudes you want group members to employ . That includes respecting all group members equally; advancing the open process; demonstrating what it means to be a learner (admitting when you’re wrong, or don’t know a fact or an answer, and suggesting ways to find out); asking questions based on others’ statements; focusing on positions rather than on the speaker; listening carefully; restating others’ points; supporting your arguments with fact or logic; acceding when someone else has a good point; accepting criticism; thinking critically; giving up the floor when appropriate; being inclusive and culturally sensitive, etc.
• Use encouraging body language and tone of voice, as well as words .  Lean forward when people are talking, for example, keep your body position open and approachable, smile when appropriate, and attend carefully to everyone, not just to those who are most articulate.
• Give positive feedback for joining the discussion .  Smile, repeat group members’ points, and otherwise show that you value participation.
• Be aware of people’s reactions and feelings, and try to respond appropriately . If a group member is hurt by others’ comments, seems puzzled or confused, is becoming angry or defensive, it’s up to you as discussion leader to use the ground rules or your own sensitivity to deal with the situation. If someone’s hurt, for instance, it may be important to point that out and discuss how to make arguments without getting personal.  If group members are confused, revisiting the comments or points that caused the confusion, or restating them more clearly, may be helpful.  Being aware of the reactions of individuals and of the group as a whole can make it possible to expose and use conflict, or to head off unnecessary emotional situations and misunderstandings.
• Ask open-ended questions .  In advancing the discussion, use questions that can’t be answered with a simple yes or no.  Instead, questions should require some thought from group members, and should ask for answers that include reasons or analysis.  The difference between “Do you think the President’s decision was right?” and “Why do you think the President’s decision was or wasn’t right?” is huge.  Where the first question can be answered with a yes or no, the second requires an analysis supporting the speaker’s opinion, as well as discussion of the context and reasons for the decision.
• Control your own biases .  While you should point out factual errors or ideas that are inaccurate and disrespectful of others, an open process demands that you not impose your views on the group, and that you keep others from doing the same.  Group members should be asked to make rational decisions about the positions or views they want to agree with, and ultimately the ideas that the group agrees on should be those that make the most sense to them – whether they coincide with yours or not.  Pointing out bias – including your own – and discussing it helps both you and group members try to be objective.

A constant question that leaders – and members – of any group have is what to do about racist, sexist, or homophobic remarks, especially in a homogeneous group where most or all of the members except the leader may agree with them.  There is no clear-cut answer, although if they pass unchallenged, it may appear you condone the attitude expressed. How you challenge prejudice is the real question.  The ideal here is that other members of the group do the challenging, and it may be worth waiting long enough before you jump in to see if that’s going to happen.  If it doesn’t, you can essentially say, “That’s wrong, and I won’t allow that kind of talk here,” which may well put an end to the remarks, but isn’t likely to change anyone’s mind.  You can express your strong disagreement or discomfort with such remarks and leave it at that, or follow up with “Let’s talk about it after the group,” which could generate some real discussion about prejudice and stereotypes, and actually change some thinking over time. Your ground rules – the issue of respecting everyone – should address this issue, and it probably won’t come up…but there are no guarantees.  It won’t hurt to think beforehand about how you want to handle it.

• Encourage disagreement, and help the group use it creatively .  Disagreement is not to be smoothed over, but rather to be analyzed and used.  When there are conflicting opinions – especially when both can be backed up by reasonable arguments – the real discussion starts.  If everyone agrees on every point, there’s really no discussion at all.  Disagreement makes people think.  It may not be resolved in one session, or at all, but it’s the key to discussion that means something.

All too often, conflict – whether conflicting opinions, conflicting world views, or conflicting personalities – is so frightening to people that they do their best to ignore it or gloss it over.  That reaction not only leaves the conflict unresolved – and therefore growing, so that it will be much stronger when it surfaces later– but fails to examine the issues that it raises.  If those are brought out in the open and discussed reasonably, the two sides often find that they have as much agreement as disagreement, and can resolve their differences by putting their ideas together.  Even where that’s not the case, facing the conflict reasonably, and looking at the roots of the ideas on each side, can help to focus on the issue at hand and provide solutions far better than if one side or the other simply operated alone.

• Keep your mouth shut as much as possible .  By and large, discussion groups are for the group members.  You may be a member of the group and have been asked by the others to act as leader, in which case you certainly have a right to be part of the discussion (although not to dominate).  If you’re an outside facilitator, or leader by position, it’s best to confine your contributions to observations on process, statements of fact, questions to help propel the discussion, and clarification and summarization.  The simple fact that you’re identified as leader or facilitator gives your comments more force than those of other group members.  If you’re in a position of authority or seen as an expert, that force becomes even greater.  The more active you are in the discussion, the more the group will take your positions and ideas as “right,” and the less it will come to its own conclusions.
• Don’t let one or a small group of individuals dominate the discussion .  People who are particularly articulate or assertive, who have strong feelings that they urgently want to express, or who simply feel the need – and have the ability – to dominate can take up far more than their fair share of a discussion.  This often means that quieter people have little or no chance to speak, and that those who disagree with the dominant individual(s) are shouted down and cease trying to make points.  It’s up to the leader to cut off individuals who take far more than their share of time, or who try to limit discussion.  This can be done in a relatively non-threatening way (“This is an interesting point, and it’s certainly worth the time we’ve spent on it, but there are other points of view that need to be heard as well.  I think Alice has been waiting to speak…”), but it’s crucial to the open process and to the comfort and effectiveness of the group.
• Don’t let one point of view override others , unless it’s based on facts and logic, and is actually convincing group members to change their minds.  If a point of view dominates because of its merits, its appeal to participants’ intellectual and ethical sensibilities, that’s fine.  It’s in fact what you hope will happen in a good group discussion.  If a point of view dominates because of the aggressiveness of its supporters, or because it’s presented as something it’s wrong to oppose (“People who disagree with the President are unpatriotic and hate their country”), that’s intellectual bullying or blackmail, and is the opposite of an open discussion.  As leader, you should point it out when that’s happening, and make sure other points of view are aired and examined.

Sometimes individuals or factions that are trying to dominate can disrupt the process of the group. Both Sections 1 and 2 of this chapter contain some guidelines for dealing with this type of situation.

• Don’t assume that anyone holds particular opinions or positions because of his culture, background, race, personal style, etc .  People are individuals, and can’t be judged by their exteriors.  You can find out what someone thinks by asking, or by listening when he speaks.
• Don’t assume that someone from a particular culture, race, or background speaks for everyone else from that situation .  She may or may not represent the general opinion of people from situations similar to hers…or there may not be a general opinion among them.  In a group discussion, no one should be asked or assumed to represent anything more than herself.

The exception here is when someone has been chosen by her community or group to represent its point of view in a multi-sector discussion.  Even in that situation, the individual may find herself swayed by others’ arguments, or may have ideas of her own.  She may have agreed to sponsor particular ideas that are important to her group, but she may still have her own opinions as well, especially in other areas.

• Don’t be the font of all wisdom .  Even if you know more about the discussion topic than most others in the group (if you’re the teacher of a class, for instance), presenting yourself as the intellectual authority denies group members the chance to discuss the topic freely and without pressure.  Furthermore, some of them may have ideas you haven’t considered, or experiences that give them insights into the topic that you’re never likely to have.  Model learning behavior, not teaching behavior.

If you’re asked your opinion directly, you should answer honestly.  You have some choices about how you do that, however.  One is to state your opinion, but make very clear that it’s an opinion, not a fact, and that other people believe differently.  Another is to ask to hold your opinion until the end of the discussion, so as not to influence anyone’s thinking while it’s going on.  Yet another is to give your opinion after all other members of the group have stated theirs, and then discuss the similarities and differences among all the opinions and people’s reasons for holding them. If you’re asked a direct question, you might want to answer it if it’s a question of fact and you know the answer, and if it’s relevant to the discussion.  If the question is less clear-cut, you might want to throw it back to the group, and use it as a spur to discussion.

Group discussions are common in our society, and have a variety of purposes, from planning an intervention or initiative to mutual support to problem-solving to addressing an issue of local concern.  An effective discussion group depends on a leader or facilitator who can guide it through an open process – the group chooses what it’s discussing, if not already determined, discusses it with no expectation of particular conclusions, encourages civil disagreement and argument, and makes sure that every member is included and no one dominates.  It helps greatly if the leader comes to the task with a democratic or, especially, a collaborative style, and with an understanding of how a group functions.

A good group discussion leader has to pay attention to the process and content of the discussion as well as to the people who make up the group.  She has to prepare the space and the setting to the extent possible; help the group establish ground rules that will keep it moving civilly and comfortably; provide whatever materials are necessary; familiarize herself with the topic; and make sure that any pre-discussion readings or assignments get to participants in plenty of time.  Then she has to guide the discussion, being careful to promote an open process; involve everyone and let no one dominate; attend to the personal issues and needs of individual group members when they affect the group; summarize or clarify when appropriate; ask questions to keep the discussion moving, and put aside her own agenda, ego, and biases.

It’s not an easy task, but it can be extremely rewarding.  An effective group discussion can lay the groundwork for action and real community change.

Online resources

Everyday-Democracy . Study Circles Resource Center. Information and publications related to study circles, participatory discussion groups meant to address community issues.

Facilitating Political Discussions from the Institute for Democracy and Higher Education at Tufts University is designed to assist experienced facilitators in training others to facilitate politically charged conversations. The materials are broken down into "modules" and facilitation trainers can use some or all of them to suit their needs.

Project on Civic Reflection provides information about leading study circles on civic reflection.

“ Suggestions for Leading Small-Group Discussions ,” prepared by Lee Haugen, Center for Teaching Excellence, Iowa State University, 1998. Tips on university teaching, but much of the information is useful in other circumstances as well.

“ Tips for Leading Discussions ,” by Felisa Tibbits, Human Rights Education Associates.

Print resources

Forsyth, D . Group Dynamics . (2006). (4th edition).  Belmont, CA: Thomson Wadsworth. 

Johnson, D., & Frank P. (2002). Joining Together: Group theory and group skills . (8th edition).  Boston: Allyn & Bacon.

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Top Group Discussion Tips to Crack Your Next Interview

Home Blog Career Top Group Discussion Tips to Crack Your Next Interview

A group discussion entails discussing a certain subject with other applicants, often those with similar backgrounds and education. Group discussion tips can help you stand out. Enrolling in the Soft Skills for Corporate Career Growth Training program will help you ace your group discussion.

What is Group Discussion?

A group discussion is exchanging ideas on a certain topic between the participants. Educational institutions include a group discussion as a part of their selection process. The candidates discuss the assigned subject to offer information, viewpoints, and conclusions. Scroll down to learn some useful group discussion (gd) tips for students.

How Important is Group Discussion?

The group discussions help the evaluator analyze certain criteria. Following are some points which help in understanding the importance of a group discussion- 

• To determine if the applicant is qualified for the position. 
• To determine if the applicant is a strong team player. 
• To evaluate the applicant's communication abilities. 

Tips on How to Begin a Group Discussion

You will undoubtedly have an advantage over other participants since you will have the chance to capture everyone's attention and leave a lasting impression immediately. The following are the group discussion tips for freshers you need to take into consideration: 

1. Introduce yourself

When introducing yourself, be certain. Give a quick overview of the subject to be discussed in the group after you present it, and then pass the buck. 

2. Be consistent and clear

You must speak without stuttering or stammering while introducing yourself and the topic. Try practicing the introductory line with someone or yourself if you have a minute to prepare, and remember that confidence is essential. 

3. Give an interesting take on the subject 

Presenting the subject in a special way to pique everyone's attention is the ideal way to kick off a group conversation. The best group discussion (gd) tricks include a quotation, fact, or question and then make it appealing with those additions. 

4. Utilize your Time Effectively 

Since the debate doesn't end after your introduction; time management is another crucial consideration.

Types of Group Discussion Topics

Many distinct kinds of group discussions take place in various contexts. Following are some of the major types of group discussions- 

1. Factual group discussion

These subjects deal with practical issues that, in general, everyone is aware of, such as politics, the economy, the environment, and technology.  

2. Controversial group discussion

The topics are debatable, everyone has an opinion, which may be at odds with one another. Candidates are asked questions of this nature to gauge their emotional control and maturity.  

3. Abstract group discussion

The candidates can demonstrate their originality and critical thinking on these subjects. It necessitates perspective and multidimensional thinking. 

4. Case-based group discussion

A case-study group discussion follows a process almost identical to a topical discussion in that there is a preparation period of about 5 minutes, and the panel initiates the discussion and monitors it without moderating it.  

5. Article-based group discussion

The topic is chosen randomly and on the spot for these dialogues to gauge how the applicants will comprehend, present, and analyze the data provided.

Must Follow Do’s and Don’ts in a Group Discussion

It is a must to consider some tips and tricks for group discussion. It is crucial to follow the below-mentioned Do's AND Don'ts when taking part in a group discussion. 

• Pay close attention to the topic. 
• Take note of the arguments made by others in a book or paper. 
• Start only if you are well-versed in the topic 
• Don't try to start with a subject you don't understand. 
• Don't yell at people, and try to be patient. 
• Never make fun of someone's religion 

Skills You Must Possess during a Group Discussion

1. knowledge about the subject.

The first thing that recruiters look at is how well you know the subject area of the role. For instance, if you're looking for a sales position, organizations want you to have an extensive understanding of their products and sales procedures. 

2. Communication skills

Speaking English well is only one aspect of communication ability, and it's all about having the appropriate mindset and confidence. In a group discussion, negotiating different problems is beneficial.  

3. Leadership skills

Leadership abilities can benefit you in many facets of your profession, from job applications to career growth. Employers value it as one of several soft Skills. 

4. Listening skills

Active listening makes thorough knowledge and clarity of the subject possible. And this makes it even easier for you to discuss it in great depth.  

5. Presentation skills

In a group discussion, a strong presentation is impressive. The presenter must have very expressive, non-offensive body language and this demonstrates that the speaker's mannerisms are present.

Some Valuable Tips for a Group Discussion

1. knowledge of subjects relating to your background is essential.

Before participating in a group discussion, research trending subjects in your field. You ought to be well-versed in topics related to your educational or professional experience. This is also a valuable online group discussion tip. 

2. Work On Your Body Language

Be aware that everything you do will be scrutinized, including how you enter the room, speak, sit, and behave. To convey composure, always sit up straight, dress appropriately, and refrain from using tight body language. 

3. Speak only on the topic

Emphasis on the content of your speech than on its duration, if possible. Suppose the conversation veers off the subject; attempt to get it back on topic. 

4. Practice before the discussion

Browse the current and past general discussion topics and regularly read articles with differing viewpoints on subjects like current affairs, economics, and other subjects to read and learn more. 

5. Improve your communication and reasoning skills 

In a group discussion, how effectively you can express your thoughts to the interviewers and other participants will be important. 

6. Speak with confidence

Be well prepared with your points, as it shows your confidence level. Being confident does not mean you will not allow others to speak. Don't be aggressive instead of confident. This is a critical virtual group discussion tip as well. 

7. Have a professional body language

Body language plays an important role in group discussions. Having the right body language is essential for establishing someone's personality, level of confidence, and leadership abilities.

8. Dress appropriately

A formal shirt can be worn with or without a formal jacket on a formal skirt. Another great option for GD/PI attire is a sophisticated white and black dress.

9. Lead the conversation

Learn to start the group discussion. It shows your leadership skills. Choosing the appropriate moment to initiate a dialogue in a group discussion is important.  

10. Practice active listening

In a group conversation, listening skills are important. Listening showcases your respect for others and aids in understanding the subject being discussed. 

11. Be polite

To make an impression, members frequently promote their opinions aggressively. They are unaware that yelling and acting aggressively can cost them points, so address them politely.      

12. Use concise language

Use language that makes your chosen concepts easy to understand while describing a subject. Use terminology directly related to the discussion's central theme to discuss the topic you have chosen logically. 

13. Choose relevant points

Maintain your viewpoint by offering arguments that unambiguously support the discussion's subject. Your comments should highlight the key idea and spice up the GD. 

14. Support with examples

Give concrete instances to back up your arguments. Include it in the conversation if you can recall a fact or figure. Instead of using generalizations, provide details that clarify a situation or notion.    

15. Maintain Eye Contact while Speaking  

Look around and have eye contact with everyone, including the panel leadership, before you speak. When someone else joins the conversation, keep your gaze on the speaker.   

16. Expand your subject knowledge

Reading news and updates in your profession to ensure you are aware of any new concepts and events taking place in your sector is an approach to improve your chances of success in a GD.    

17. Pause to think

Spend some time considering the topic of the debate before responding when asked to comment on a specific topic. Preparing your primary topic is crucial, even if you anticipate being the first to talk. 

18. Be the First to Summarize the Discussion

You can draw the interviewers' attention by summarizing the entire group conversation and emphasizing the key aspects. Keep your summary brief and pertinent.

Making use of wise words is a productive group discussion trick. Continue practicing Mock GDS with peers while being watched. Keep your composure and courtesy throughout the conversation, and be adamant while remaining polite. Try to draw the conversation close as well; it shows leadership skills. With KnowledgeHut Courses , you can learn to facilitate effective group discussions.

Frequently Asked Questions (FAQs)

You can use these words to introduce yourself: 

Hello everyone. I'm _____, and I'd like to introduce the subject of this group conversation.

You can improve your group discussion by honing the following fundamental abilities: 

• Allow your look to speak 
• know the subject 
• Be the first to leave the starting blocks.

Some of the valuable rules on how to crack gd round are as follows- 

• Allow everyone to speak.  
• Listen respectfully and actively to others.  
• Criticize ideas, not individuals.  
• Commit to learning, not debating.  
• Avoid blame, speculation, and inflammatory language. 

The group discussion tricks include reviewing the subjects and the resources. Take several notes and highlight important points. Go through some quotes and general topics.

• Never make fun of someone's religion. 

Abhresh Sugandhi

Abhresh is specialized as a corporate trainer, He has a decade of experience in technical training blended with virtual webinars and instructor-led session created courses, tutorials, and articles for organizations. He is also the founder of Nikasio.com, which offers multiple services in technical training, project consulting, content development, etc.

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• How-To Guides /

How to Start a Group Discussion?

• Updated on  
• Apr 5, 2023

In particular, initiating a GD session earns you extra kitty points for starting with the discussion and also improves your scorecard before the evaluators. You do not just grab the attention of your fellow competitors but also seize the opportunity to showcase leadership skills . Furthermore, having an exceptional set of skills in terms of artful communicating, memorizing and analytical abilities can effectively sail you throughout the session. If you are keen to know how to start a group discussion, then just read on and make sure you adhere to all these points.

Check Out Our Detailed Guide on How to Prepare for Group Discussion !

This Blog Includes:

Introduce yourself first, be clear & coherent, present the topic with an interesting take, efficiently use your time, use quotes and questions to begin, understand the topic first, craft the tactical gambit with a definition, start with a famous but relevant quotation or phrase, shock strategy is the key, lay down relevant statistics & figures, commence with an anecdote, start with a question and answer it yourself, starting lines for a group discussion, things to consider during a group discussion, tips to ace a group discussion, how to interrupt or enter a gd when others a speaking, how to conclude a group discussion.

Being given the role of initiator in a group discussion, you will surely get an edge over others since you have the chance to grab everybody’s attention and make a great impression from the start. But starting a group discussion isn’t as easy as it seems to be. It is beneficial to be the one to start a group discussion but it is also risky as it demands you to think on your feet and articulate an incredible starting line that can create an amazing impression. Here are the major steps you must follow if you are given the role of starting a group discussion:

As the initiator, it is pivotal that you introduce yourself before telling everyone about the topic. Use a simple beginning line such as “Hi everyone, my name is ____” and then come to the topic. Be confident while introducing yourself. When you introduce the topic to start a group discussion, give a brief about what the topic is and then pass the baton.

Related Read: Introduction in Interview – Tell Me About Yourself

It is important that while introducing yourself and the topic, you must be fluent in your speech and not stutter or stammer. If you are given a minute to prepare, try practising the introducing line with someone or yourself and remember that confidence is the key.

Another prominent factor to consider to find the best way to start a group discussion is to present the topic uniquely to spark the interest of everyone. Though it is completely the case of spontaneity, practising as many Group Discussion topics as possible beforehand so that when allowed to be the initiator, you can make the most of it. The most interesting way to present any topic in a GD is to add a quote, fact or question to it and make it appealing accordingly.

Must Read: How Creative Thinking Can Help You In Interviews?

Time management is also an essential thing to keep in mind as your introduction is only the beginning of the discussion. Don’t overelaborate or exaggerate the topic but instead be coherent and clear in your presentation.

The most thought-provoking way to start a group discussion is to ask a question or add a famous and relevant quote to the topic. You can simply grab the attention of everyone as an initiator and thus lead a powerful group discussion by using a question on the topic.

For example , if the topic for the group discussion is “How Covid-19 has changed the education sector?”, you can begin with a simple question like “Does a pandemic hold the power to affect our education system?” and then continue with introducing the topic. Make sure that the question or the quote stays neutral and doesn’t add to the pro or con side of the topic because as an initiator you must be unbiased in your introductory approach.

Recommended Read: How to Crack a Personal Interview?

Effective Ways to Start a Group Discussion

Given below are some amazing tips and tricks on How to Start a Group Discussion:

No one knows what the topic of the group discussion might turn out to be. So it is also important that you keep yourself abreast of all the trending topics and current affairs going around in the world. After the GD Moderator announces the topics for the discussion, take a pause and try to understand what the topic exactly means and analyse the direction where the topic should be led towards. Misleading and ambiguous information right at the inception can prove to be a huge blunder. Henceforth, in case of any kind of queries or unclarity regarding the topic, ask immediately.  

Try to intrigue the attention of the competitors and the moderators by starting with the definition of the keyword in the topic. For example, suppose the topic for a given GD is about capital punishment being relevant in today’s world. If you feel you have a grasp on matters of capital punishment, start right away by defining what ‘capital punishment’ is and then move through with it. Chances are that some of your competitors might not even know what the term means. This not only earns you some extra brownie points for commencing the GD but makes an impression before the moderators that you at least have a basic knowledge of the subject matter.  

Starting by quoting a relevant phrase or quotation from a famous person can help you show your command over the English language and literature. Not only quoting is an efficient way of starting a GD, but it also works as a confidence booster. However, refrain from quoting just for the sake of it as it might not work out as expected.

Here’s a list of the best Non-technical Topics for Group Discussion !

The reason why this point has been added to our list of How to Start a Group Discussion suggestions is that putting forth a shocking or eye-opening statement or statistic positively reflects on your in-depth knowledge of the subject matter along with being a great way to grab the attention of all your competitors. Strategically distribute your shock statements so that the GD always goes in your favour and you never lose your bit of attention. If handled well throughout the GD, it can create an awe factor for you to ride on! 

Laying down the correct and latest statistics is a powerful way to start a group discussion. Stating some shocking figures not only makes you a leader in the discussion but also boosts your chances of selection. It gives the impression that you are well aware of the topic and have kept yourself up-to-date. However, if retaining the figures and statistics seems problematic, skip this step! Presenting a credible statistic is more important than a wild declaration.

Mentioning anecdotes of not more than 4 to 5 lines can do wonders when you are confused about how to start a group discussion. A small excerpt from any famous story would reflect your presence of mind and also engage everyone to listen to your story. Remember, the story should somewhat relate to the actual topic of the group discussion and should not be irrelevant in any way. Otherwise, you could lose your brownie points with the GD Moderators.  

This is another effective way how to start a group discussion. Frame a question in your mind and answer it all by yourself stating the relevant facts and details, rather than throwing the question at other candidates. This would help you take the lead in the group discussion and help you set a tone for the rest of the GD session. Try to frame only those relevant questions for which you have a properly detailed answer.

While exploring the best ways to start a group discussion, gearing up for some starting lines will always help you prepare for this situation. Since many competitive exams are often succeeded by a group discussion, it is important to gear up for this aspect of the selection process of your chosen course or job profile. Here are some of the useful phrases-cum-initiation lines for group discussion that might come in handy if you are given the task to start a GD:

• “I would like to start by stating my view of the matter….”
• “I would like to put forward the point that….”
• You can start with a quote: “As X once had said…”
• If you are giving a definition related to the topic: “______is defined as…..”
• I am sure that some of you might agree with my point while others might not, but I would like to say that….”
• Hi everyone, I am _____ (name) and I would like to introduce the topic of this group discussion.
• Hello everyone, my name is ____ and I will be initiating the group discussion. I would like to ask a question from all of you. [Add a question here relevant to the topic]
• Mahatma Gandhi said, ________ [or any other relevant quote] and this corresponds to the topic of our group discussion today which is _____. I am _____ (name), the initiator of this group discussion and would like all of you to present your opinions on this topic.
• Good morning everyone, I am ______ and for today’s group discussion, we will be discoursing the topic of _______.
• Hi everyone, I am _____ and this group discussion will be focused on _____. First, let me give you a brief overview of the topic.

Important Tip: Focus on the nouns, verbs and adjectives of the given topic and elaborate upon which will turn out to be the best starting line for the group discussion.

Here are some bonus tips for cracking a GD like a pro:

• Dress formally to make a long-lasting impression of professionalism.
• Maintain eye contact with the moderator. 
• Avoid interrupting while your competitor is speaking. Everyone gets a fair chance to speak. 
• No irrelevant and ambiguous commenting.
• Try to avoid stammering and stuttering.
• Keep your body upright and watch your body language. 
• Be polite with your counterparts even if you do not agree with their points.

The following are the tips to ace a group discussion:

• In case of any doubts regarding the group discussion, try to clear them out beforehand
• Maintain a sharp and active body language

• If you are confident with the topic, initiate the discussion, it is often advised to initiate the group discussion

Now that you are aware of how to start a Group Discussion, let’s understand how you can enter a group discussion when others are speaking or interrupt in the middle. Here are the best tips to enter in the middle of a group discussion:

• Choose the Right Timing It is very essential to know the right time when you should enter the middle of a group discussion. You can either continue from the point where the last speaker left or present a different point of view by speaking up clearly.
• Be Quick and Concise To present your views in the middle of a group discussion, you must be quick in grabbing the right opportunity and concisely put forward your views without letting space for anyone else to cross-question. This also means that you must have a strong point or a counter-argument to get an extra point by entering a group discussion in the middle.
• Continue from the Last Speaker’s Views Another amazing way to enter the middle of a GD is by continuing from where the last speaker was speaking. You can add to their views, put forward what you think and leave any scope for others to question your argument this way.

Concluding a group discussion can seem as difficult as starting the GD. To summarize a group discussion, you have to stay alert throughout the whole discussion, keeping all the key pointers in mind as well as understanding the discourse. Here’s how you can conclude a group discussion:

• Present a Comprehensive Summary Note down all the key pointers mentioned throughout the discussion and then summarize the discussion by presenting all the important and relevant points discussed.
• Add Relevant Observations You can also add relevant observations to the point of view presented while concluding a group discussion as this will help you earn brownie points for providing an analytical conclusion.
• Include a Closing Argument Once you have summarized the points discussed, provide a closing argument weighing both sides of the discourse.

Related Reads

Ans. First, introduce yourself. You must announce yourself as the starter before telling everyone about the issue. Be clear and coherent. Give an Interesting Point of View on the Subject Utilize your time wisely.

Ans. The procedure of a Group Discussion begins with the topic being announced. The offered topic could be technical, factual, or case study. A three-minute preparation period is provided before the debate begins. In the case of a lengthy case statement, the time can also be extended.

Ans. Make the GD’s introduction engaging. Following your introduction, provide some unique facts, an intriguing take on the topic, or anything else that will make the discussion engaging and entertaining. Insert a relevant quote or fact with complete control over the flow of the sentence and authentication of the fact or statement.

Cracking a group discussion is not a piece of cake, however, if you know the basic tips and ways How to Start a Group Discussion, you can improve your chances of selection and gift yourself a career boost. We, at Leverage Edu , are here to help you crack your job interview and GD sessions through our career counselling blogs.

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How to write a case study — examples, templates, and tools

It’s a marketer’s job to communicate the effectiveness of a product or service to potential and current customers to convince them to buy and keep business moving. One of the best methods for doing this is to share success stories that are relatable to prospects and customers based on their pain points, experiences, and overall needs.

That’s where case studies come in. Case studies are an essential part of a content marketing plan. These in-depth stories of customer experiences are some of the most effective at demonstrating the value of a product or service. Yet many marketers don’t use them, whether because of their regimented formats or the process of customer involvement and approval.

A case study is a powerful tool for showcasing your hard work and the success your customer achieved. But writing a great case study can be difficult if you’ve never done it before or if it’s been a while. This guide will show you how to write an effective case study and provide real-world examples and templates that will keep readers engaged and support your business.

In this article, you’ll learn:

What is a case study?

How to write a case study, case study templates, case study examples, case study tools.

A case study is the detailed story of a customer’s experience with a product or service that demonstrates their success and often includes measurable outcomes. Case studies are used in a range of fields and for various reasons, from business to academic research. They’re especially impactful in marketing as brands work to convince and convert consumers with relatable, real-world stories of actual customer experiences.

The best case studies tell the story of a customer’s success, including the steps they took, the results they achieved, and the support they received from a brand along the way. To write a great case study, you need to:

• Celebrate the customer and make them — not a product or service — the star of the story.
• Craft the story with specific audiences or target segments in mind so that the story of one customer will be viewed as relatable and actionable for another customer.
• Write copy that is easy to read and engaging so that readers will gain the insights and messages intended.
• Follow a standardized format that includes all of the essentials a potential customer would find interesting and useful.
• Support all of the claims for success made in the story with data in the forms of hard numbers and customer statements.

Case studies are a type of review but more in depth, aiming to show — rather than just tell — the positive experiences that customers have with a brand. Notably, 89% of consumers read reviews before deciding to buy, and 79% view case study content as part of their purchasing process. When it comes to B2B sales, 52% of buyers rank case studies as an important part of their evaluation process.

Telling a brand story through the experience of a tried-and-true customer matters. The story is relatable to potential new customers as they imagine themselves in the shoes of the company or individual featured in the case study. Showcasing previous customers can help new ones see themselves engaging with your brand in the ways that are most meaningful to them.

Besides sharing the perspective of another customer, case studies stand out from other content marketing forms because they are based on evidence. Whether pulling from client testimonials or data-driven results, case studies tend to have more impact on new business because the story contains information that is both objective (data) and subjective (customer experience) — and the brand doesn’t sound too self-promotional.

Case studies are unique in that there’s a fairly standardized format for telling a customer’s story. But that doesn’t mean there isn’t room for creativity. It’s all about making sure that teams are clear on the goals for the case study — along with strategies for supporting content and channels — and understanding how the story fits within the framework of the company’s overall marketing goals.

Here are the basic steps to writing a good case study.

1. Identify your goal

Start by defining exactly who your case study will be designed to help. Case studies are about specific instances where a company works with a customer to achieve a goal. Identify which customers are likely to have these goals, as well as other needs the story should cover to appeal to them.

The answer is often found in one of the buyer personas that have been constructed as part of your larger marketing strategy. This can include anything from new leads generated by the marketing team to long-term customers that are being pressed for cross-sell opportunities. In all of these cases, demonstrating value through a relatable customer success story can be part of the solution to conversion.

2. Choose your client or subject

Who you highlight matters. Case studies tie brands together that might otherwise not cross paths. A writer will want to ensure that the highlighted customer aligns with their own company’s brand identity and offerings. Look for a customer with positive name recognition who has had great success with a product or service and is willing to be an advocate.

The client should also match up with the identified target audience. Whichever company or individual is selected should be a reflection of other potential customers who can see themselves in similar circumstances, having the same problems and possible solutions.

Some of the most compelling case studies feature customers who:

• Switch from one product or service to another while naming competitors that missed the mark.
• Experience measurable results that are relatable to others in a specific industry.
• Represent well-known brands and recognizable names that are likely to compel action.
• Advocate for a product or service as a champion and are well-versed in its advantages.

Whoever or whatever customer is selected, marketers must ensure they have the permission of the company involved before getting started. Some brands have strict review and approval procedures for any official marketing or promotional materials that include their name. Acquiring those approvals in advance will prevent any miscommunication or wasted effort if there is an issue with their legal or compliance teams.

3. Conduct research and compile data

Substantiating the claims made in a case study — either by the marketing team or customers themselves — adds validity to the story. To do this, include data and feedback from the client that defines what success looks like. This can be anything from demonstrating return on investment (ROI) to a specific metric the customer was striving to improve. Case studies should prove how an outcome was achieved and show tangible results that indicate to the customer that your solution is the right one.

This step could also include customer interviews. Make sure that the people being interviewed are key stakeholders in the purchase decision or deployment and use of the product or service that is being highlighted. Content writers should work off a set list of questions prepared in advance. It can be helpful to share these with the interviewees beforehand so they have time to consider and craft their responses. One of the best interview tactics to keep in mind is to ask questions where yes and no are not natural answers. This way, your subject will provide more open-ended responses that produce more meaningful content.

4. Choose the right format

There are a number of different ways to format a case study. Depending on what you hope to achieve, one style will be better than another. However, there are some common elements to include, such as:

• An engaging headline
• A subject and customer introduction
• The unique challenge or challenges the customer faced
• The solution the customer used to solve the problem
• The results achieved
• Data and statistics to back up claims of success
• A strong call to action (CTA) to engage with the vendor

It’s also important to note that while case studies are traditionally written as stories, they don’t have to be in a written format. Some companies choose to get more creative with their case studies and produce multimedia content, depending on their audience and objectives. Case study formats can include traditional print stories, interactive web or social content, data-heavy infographics, professionally shot videos, podcasts, and more.

5. Write your case study

We’ll go into more detail later about how exactly to write a case study, including templates and examples. Generally speaking, though, there are a few things to keep in mind when writing your case study.

• Be clear and concise. Readers want to get to the point of the story quickly and easily, and they’ll be looking to see themselves reflected in the story right from the start.
• Provide a big picture. Always make sure to explain who the client is, their goals, and how they achieved success in a short introduction to engage the reader.
• Construct a clear narrative. Stick to the story from the perspective of the customer and what they needed to solve instead of just listing product features or benefits.
• Leverage graphics. Incorporating infographics, charts, and sidebars can be a more engaging and eye-catching way to share key statistics and data in readable ways.
• Offer the right amount of detail. Most case studies are one or two pages with clear sections that a reader can skim to find the information most important to them.
• Include data to support claims. Show real results — both facts and figures and customer quotes — to demonstrate credibility and prove the solution works.

6. Promote your story

Marketers have a number of options for distribution of a freshly minted case study. Many brands choose to publish case studies on their website and post them on social media. This can help support SEO and organic content strategies while also boosting company credibility and trust as visitors see that other businesses have used the product or service.

Marketers are always looking for quality content they can use for lead generation. Consider offering a case study as gated content behind a form on a landing page or as an offer in an email message. One great way to do this is to summarize the content and tease the full story available for download after the user takes an action.

Sales teams can also leverage case studies, so be sure they are aware that the assets exist once they’re published. Especially when it comes to larger B2B sales, companies often ask for examples of similar customer challenges that have been solved.

Now that you’ve learned a bit about case studies and what they should include, you may be wondering how to start creating great customer story content. Here are a couple of templates you can use to structure your case study.

Template 1 — Challenge-solution-result format

• Start with an engaging title. This should be fewer than 70 characters long for SEO best practices. One of the best ways to approach the title is to include the customer’s name and a hint at the challenge they overcame in the end.
• Create an introduction. Lead with an explanation as to who the customer is, the need they had, and the opportunity they found with a specific product or solution. Writers can also suggest the success the customer experienced with the solution they chose.
• Present the challenge. This should be several paragraphs long and explain the problem the customer faced and the issues they were trying to solve. Details should tie into the company’s products and services naturally. This section needs to be the most relatable to the reader so they can picture themselves in a similar situation.
• Share the solution. Explain which product or service offered was the ideal fit for the customer and why. Feel free to delve into their experience setting up, purchasing, and onboarding the solution.
• Explain the results. Demonstrate the impact of the solution they chose by backing up their positive experience with data. Fill in with customer quotes and tangible, measurable results that show the effect of their choice.
• Ask for action. Include a CTA at the end of the case study that invites readers to reach out for more information, try a demo, or learn more — to nurture them further in the marketing pipeline. What you ask of the reader should tie directly into the goals that were established for the case study in the first place.

Template 2 — Data-driven format

• Start with an engaging title. Be sure to include a statistic or data point in the first 70 characters. Again, it’s best to include the customer’s name as part of the title.
• Create an overview. Share the customer’s background and a short version of the challenge they faced. Present the reason a particular product or service was chosen, and feel free to include quotes from the customer about their selection process.
• Present data point 1. Isolate the first metric that the customer used to define success and explain how the product or solution helped to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 2. Isolate the second metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 3. Isolate the final metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Summarize the results. Reiterate the fact that the customer was able to achieve success thanks to a specific product or service. Include quotes and statements that reflect customer satisfaction and suggest they plan to continue using the solution.
• Ask for action. Include a CTA at the end of the case study that asks readers to reach out for more information, try a demo, or learn more — to further nurture them in the marketing pipeline. Again, remember that this is where marketers can look to convert their content into action with the customer.

While templates are helpful, seeing a case study in action can also be a great way to learn. Here are some examples of how Adobe customers have experienced success.

Juniper Networks

One example is the Adobe and Juniper Networks case study , which puts the reader in the customer’s shoes. The beginning of the story quickly orients the reader so that they know exactly who the article is about and what they were trying to achieve. Solutions are outlined in a way that shows Adobe Experience Manager is the best choice and a natural fit for the customer. Along the way, quotes from the client are incorporated to help add validity to the statements. The results in the case study are conveyed with clear evidence of scale and volume using tangible data.

The story of Lenovo’s journey with Adobe is one that spans years of planning, implementation, and rollout. The Lenovo case study does a great job of consolidating all of this into a relatable journey that other enterprise organizations can see themselves taking, despite the project size. This case study also features descriptive headers and compelling visual elements that engage the reader and strengthen the content.

Tata Consulting

When it comes to using data to show customer results, this case study does an excellent job of conveying details and numbers in an easy-to-digest manner. Bullet points at the start break up the content while also helping the reader understand exactly what the case study will be about. Tata Consulting used Adobe to deliver elevated, engaging content experiences for a large telecommunications client of its own — an objective that’s relatable for a lot of companies.

Case studies are a vital tool for any marketing team as they enable you to demonstrate the value of your company’s products and services to others. They help marketers do their job and add credibility to a brand trying to promote its solutions by using the experiences and stories of real customers.

When you’re ready to get started with a case study:

• Think about a few goals you’d like to accomplish with your content.
• Make a list of successful clients that would be strong candidates for a case study.
• Reach out to the client to get their approval and conduct an interview.
• Gather the data to present an engaging and effective customer story.

Adobe can help

There are several Adobe products that can help you craft compelling case studies. Adobe Experience Platform helps you collect data and deliver great customer experiences across every channel. Once you’ve created your case studies, Experience Platform will help you deliver the right information to the right customer at the right time for maximum impact.

To learn more, watch the Adobe Experience Platform story .

Keep in mind that the best case studies are backed by data. That’s where Adobe Real-Time Customer Data Platform and Adobe Analytics come into play. With Real-Time CDP, you can gather the data you need to build a great case study and target specific customers to deliver the content to the right audience at the perfect moment.

Watch the Real-Time CDP overview video to learn more.

Finally, Adobe Analytics turns real-time data into real-time insights. It helps your business collect and synthesize data from multiple platforms to make more informed decisions and create the best case study possible.

Request a demo to learn more about Adobe Analytics.

https://business.adobe.com/blog/perspectives/b2b-ecommerce-10-case-studies-inspire-you

https://business.adobe.com/blog/basics/business-case

https://business.adobe.com/blog/basics/what-is-real-time-analytics

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Business school teaching case study: can green hydrogen’s potential be realised?

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Jennifer Howard-Grenville and Ujjwal Pandey

Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.

Hydrogen is often hyped as the “Swiss army knife” of the energy transition because of its potential versatility in decarbonising fossil fuel-intensive energy production and industries. Making use of that versatility, however, will require hydrogen producers and distributors to cut costs, manage technology risks, and obtain support from policymakers.

To cut carbon dioxide emissions, hydrogen production must shift from its current reliance on fossil fuels. The most common method yields “grey hydrogen”, made from natural gas but without emissions capture. “Blue hydrogen,” which is also made from natural gas but with the associated carbon emissions captured and stored, is favourable.

But “green hydrogen” uses renewable energy sources, including wind and solar, to split water into hydrogen and oxygen via electrolysis. And, because there are no carbon emissions during production or combustion, green hydrogen can help to decarbonise energy generation as well as industry sectors — such as steel, chemicals and transport — that rely heavily on fossil fuels.

Ultimately, though, the promise of green hydrogen will hinge on how businesses and policymakers weigh several questions, trade-offs, and potential long-term consequences. We know from previous innovations that progress can be far from straightforward.

Wind power, for example, is a mature renewable energy technology and a key enabler in green hydrogen production, but it suffers vulnerabilities on several fronts. Even Denmark’s Ørsted — the world’s largest developer of offshore wind power and a beacon for renewable energy — recently said it was struggling to deliver new offshore wind projects profitably in the UK.

Generally, the challenge arises from interdependencies between macroeconomic conditions — such as energy costs and interest rates — and business decision-making around investments. In the case of Ørsted, it said the escalating costs of turbines, labour, and financing have exceeded the inflation-linked fixed price for electricity set by regulators.

Business leaders will also need to steer through uncertainties — such as market demand, technological risks, regulatory ambiguity, and investment risks — as they seek to incorporate green hydrogen.

Test yourself

This is the third in a series of monthly business school-style teaching case studies devoted to responsible-business dilemmas faced by organisations. Read the piece and FT articles suggested at the end before considering the questions raised.

About the authors: Jennifer Howard-Grenville is Diageo professor of organisation studies at Cambridge Judge Business School; Ujjwal Pandey is an MBA candidate at Cambridge Judge and a former consultant at McKinsey.

The series forms part of a wide-ranging collection of FT ‘instant teaching case studies ’ that explore business challenges.

Two factors could help business leaders gain more clarity.

The first factor will be where, and how quickly, costs fall and enable the necessary increase to large-scale production. For instance, the cost of the electrolysers needed to split water into hydrogen and oxygen remains high because levels of production are too low. These costs and slow progress in expanding the availability and affordability of renewable energy sources have made green hydrogen much more expensive than grey hydrogen, so far — currently, two to three times the cost.

The FT’s Lex column calculated last year that a net zero energy system would create global demand for hydrogen of 500mn tonnes, annually, by 2050 — which would require an investment of $20tn. However, only $29bn had been committed by potential investors, Lex noted, despite some 1,000 new projects being announced globally and estimated to require total investment of $320bn.

Solar power faced similar challenges a decade ago. Thanks to low-cost manufacturing in China and supportive government policies, the sector has grown and is, within a very few years , expected to surpass gas-fired power plant installed capacity, globally. Green hydrogen requires a similar concerted effort. With the right policies and technological improvements, the cost of green hydrogen could fall below the cost of grey hydrogen in the next decade, enabling widespread adoption of the former.

Countries around the world are introducing new and varied incentives to address this gap between the expected demand and supply of green hydrogen. In Canada, for instance, Belgium’s Tree Energy Solutions plans to build a $4bn plant in Quebec, to produce synthetic natural gas from green hydrogen and captured carbon, attracted partly by a C$17.7bn ($12.8bn) tax credit and the availability of hydropower.

Such moves sound like good news for champions of green hydrogen, but companies still need to manage the short-term risks from potential policy and energy price swings. The US Inflation Reduction Act, which offers tax credits of up to $3 per kilogramme for producing low-carbon hydrogen, has already brought in limits , and may not survive a change of government.

Against such a backdrop, how should companies such as Hystar — a Norwegian maker of electrolysers already looking to expand capacity from 50 megawatts to 4 gigawatts a year in Europe — decide where and when to open a North American production facility?

The second factor that will shape hydrogen’s future is how and where it is adopted across different industries. Will it be central to the energy sector, where it can be used to produce synthetic fuels, or to help store the energy generated by intermittent renewables, such as wind and solar? Or will it find its best use in hard-to-abate sectors — so-called because cutting their fossil fuel use, and their CO₂ emissions, is difficult — such as aviation and steelmaking?

Steel producers are already seeking to pivot to hydrogen, both as an energy source and to replace the use of coal in reducing iron ore. In a bold development in Sweden, H2 Green Steel says it plans to decarbonise by incorporating hydrogen in both these ways, targeting 2.5mn tonnes of green steel production annually .

Meanwhile, the global aviation industry is exploring the use of hydrogen to replace petroleum-based aviation fuels and in fuel cell technologies that transform hydrogen into electricity. In January 2023, for instance, Anglo-US start-up ZeroAvia conducted a successful test flight of a hydrogen fuel cell-powered aircraft.

The path to widespread adoption, and the transformation required for hydrogen’s range of potential applications, will rely heavily on who invests, where and how. Backers have to be willing to pay a higher initial price to secure and build a green hydrogen supply in the early phases of their investment.

It will also depend on how other technologies evolve. No industry is looking only to green hydrogen to achieve their decarbonisation aims. Other, more mature technologies — such as battery storage for renewable energy — may instead dominate, leaving green hydrogen to fulfil niche applications that can bear high costs.

As with any transition, there will be unintended consequences. Natural resources (sun, wind, hydropower) and other assets (storage, distribution, shipping) that support the green hydrogen economy are unevenly distributed around the globe. There will be new exporters — countries with abundant renewables in the form of sun, wind or hydropower, such as Australia or some African countries — and new importers, such as Germany, with existing industry that relies on hydrogen but has relatively low levels of renewable energy sourced domestically.

How will the associated social and environmental costs be borne, and how will the economic and development benefits be shared? Tackling climate change through decarbonisation is urgent and essential, but there are also trade-offs and long-term consequences to the choices made today.

Questions for discussion

Lex in depth: the staggering cost of a green hydrogen economy

How Germany’s steelmakers plan to go green

Hydrogen-electric aircraft start-up secures UK Infrastructure Bank backing

Aviation start-ups test potential of green hydrogen

Consider these questions:

Are the trajectories for cost/scale-up of other renewable energy technologies (eg solar, wind) applicable to green hydrogen? Are there features of the current economic, policy, and business landscape that point to certain directions for green hydrogen’s development and application?

Take the perspective of someone from a key industry that is part of, or will be affected by, the development of green hydrogen. How should you think about the technology and business opportunities and risks in the near term, and longer term? How might you retain flexibility while still participating in these key shifts?

Solving one problem often creates or obscures new ones. For example, many technologies that decarbonise (such as electric vehicles) have other impacts (such as heavy reliance on certain minerals and materials). How should those participating in the emerging green hydrogen economy anticipate, and address, potential environmental and social impacts? Can we learn from energy transitions of the past?

Climate Capital

Where climate change meets business, markets and politics.  Explore the FT’s coverage here .

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