construction case study mckinsey

What Data Reveals About the Construction Technology Ecosystem

A Tableau graphic embedded in the report maps the connections made by users between 38 functions, or “use cases,” identified in the data.

IMAGE COURTESY MCKINSEY & CO.

The global management consulting firm McKinsey & Co. has released a new study of 2,400 construction technology providers serving the entire life cycle of the industry. It analyzes the actual implementation of technologies by AEC firms across 38 “use cases”—such as design simulation, offsite fabrication and scheduling—as well as the investment transactions affecting the companies providing those technologies.

The study, “Seizing Opportunity in Today’s Construction Technology Ecosystem,” builds from an authoritative, data-driven basis to an analysis of technology trends flowing through the industry. It shows how the construction technology companies in the McKinsey database are landing their technologies within AEC firms.

Among the findings, it reveals what the study authors describe as “constellations of connected solutions” that are emerging around established use cases.

The constellations, shown as colored areas in the chart below, are described as indicators of where technologies are gaining the most traction and where their impact can be expected to rapidly increase in the near future. But the study also notes that few AEC companies are adopting technologies that integrate data between the constellations, as indicated by the weak bonding lines.

The most prominent constellations  found include: 3D printing, modularization and robotics; digital twin technology; artificial intelligence and analytics; and supply chain optimization and marketplaces.

In the online version of the report the technology ecosystem chart is interactive.  Clicking on nodes reveals the volume of data points it represents. For example, the Labor and Professional Marketplaces node represents 132 examples.

The report notes that the first three constellations “are poised to be transformational for the industry,” while the fourth, supply chain optimization and marketplaces, “is notable for its quick rise as dozens of smaller players have entered into this market over the past year.”

Jose Luis Blanco, the lead among five study co-authors and a partner in McKinsey’s Philadelphia office, gives an example for interpreting the second chart (above):  The LL dot on the far lower right falls under the AI and machine learning use- case (blue). It is in the “emerging” quadrant, indicating the data for that use case represents younger technology companies in the index. Based on the size of the dot, the companies serving this use-case number fewer than 25. The position also shows medium to low transaction volume (i.e., investment activity).  

New Tool Set

The study also finds the LL dot represents what is potentially the next set of emerging use-cases, meaning these are tools construction industry firms are starting to employ. “But in this case, while these are companies serving customers, they remain small without attracting a lot of investments, so far,” Blanco says.

However, the study also identifies machine learning and AI as examples of a few overarching technologies that are starting to bridge across multiple use-cases, such as those in the four main constellations. In the analysis, the authors predict technology companies serving this area may soon attract more investors because the technology has “boundless potential use-cases in engineering and construction.”

Although LL lies far to the right on the graph, it is not in the talent-grabbing zone yet. “We believe high transaction levels (the Y axis) are also important to indicate when something has entered the talent-acquisition zone; that high level leads us to believe that some of this acquisition activity is driven by a hunt for talent,” Blanco explains.

On the percentage scale at the bottom, LL lies at about 85%. This indicates that 85% of AI and machine learning companies have been founded in the last five years, Blanco says.

“In the immediate future, we expect AI’s proliferation in the E&C sector to be modest,” the report cautions. “Few leaders have the processes, resources, and existing data strategies in place to power the necessary algorithms and meaningfully implement this technology. However, the potential impact is so large that the industry can no longer afford to ignore it.”

The authors continue: “AI methods are increasingly able to work across industries, elevating the threat of competition from nontraditional market entrants.”

It notes that a handful of start-ups are already gaining market traction using AI-focused approaches.

The authors are bullish on all of the constellation technologies. For example, with 3D printing, modularization and robotics, they note: “Our research finds that consistent use of these techniques, on projects where they are economically feasible, could boost the sector’s productivity by five- to tenfold.”

They say such a system would include fully automated prefabrication processes to turn drawings or 3D models into prefabricated building components; construction robotics such as bricklaying or welding robots; self-driving heavy machinery; exoskeletons and wearable robotics; and metal 3D printing of long-lead components, such as joints, “enabling the production of high-performing components and, ultimately, more efficient, cost-effective parts.”

The report’s authors are similarly enthusiastic about reality-capture tools and the potential for maintaining a real-time digital twin of an ongoing project to adjust scheduling and budgeting in response to facts in the field. “What is truly exciting about these applications is the ability to reduce decision-making cycles in a construction project from a monthly basis to a daily basis through full automation of the project’s scheduling and budgeting updates,” the authors say.

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Consulting Editor Tom Sawyer began his journalism career at the Atlantic City Press, in N.J. The former ENR editor expanded technology coverage and devised ENR's popular annual photo contest. Tom has also written memorable special reports from disaster and war zones, often taking the lead when earthquakes and hurricanes strike. His technology, disaster and war-related reporting has involved trips to Iraq, Haiti, Japan and other countries.

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McKinsey Construction Report Has Compelling Advice for Owners

January 3, 2020 by Christine Carzo

McKinsey & Company released an insightful report on why the construction industry lags so far behind other major industries in productivity, and what can be done to fix the problem.

There are a number of recommendations that address how commercial real estate owners can better drive productivity with their general contractors and with their internal teams. We scoured the  155-page report  and pulled out the most relevant insights so you can make use of them immediately.

The construction sector is one of the largest in the world economy, with about $10 trillion spent on construction-related goods and services every year. However, the industry’s productivity has trailed that of other sectors for decades, and there is a $1.6 trillion opportunity to close the gap. [p. vi]

If construction productivity were to catch up with the total economy, the industry’s value added could rise by $1.6 trillion a year. One third of the opportunity is in the United States, where, since 1945, productivity in manufacturing, retail, and agriculture has grown by as much as 1,500 percent, but productivity in construction has barely increased at all.

What is Causing the Sector’s Lag in Productivity?

McKinsey points to several factors that negatively impact productivity in construction projects, but places the industry’s delayed adoption of technology and poor communication near the top.

Delayed adoption of technology

According to McKinsey, “Even if the sector had a top-notch skilled workforce, construction companies today sorely underinvest in the technology and digital tools that would enable them to achieve significant productivity gains.”

In fact, the report cites a “robust correlation between the level of digitization in a sector and its productivity growth over the past ten years (Exhibit 31).”

Poor Communication

McKinsey makes three very important points here that directly impact owners:

• Projects suffer from major time and cost overruns due not only to insufficient attention to design at an early stage, but also to an inability to execute projects effectively… [T]oo often, poor communication, a lack of sufficient and deliberate front-end loading, and low adherence to collaborative planning processes lead to high levels of change orders during the life cycle of projects. This drags down productivity by forcing work stoppages, necessitating rework, and disrupting flows of materials and labor. [p. 54]
• One of the biggest challenges facing inexperienced owners looking to build complex projects is the gap that exists between what they know about the cost of a project and what their contractors know. [p. 72]
• Transfer of knowledge within the industry is limited. Projects exist independently of each other, and it is too unusual for best practices to be communicated and deployed elsewhere. This undermines productivity. [p. 109]

McKinsey’s Recommendations for Better Productivity

Work together to reduce change orders. A different McKinsey analysis of large investment projects found 80 percent average cost overruns in the sector due to change orders. The analysis found that all the parties involved in projects had contributed to change orders, the implication being that all actors need to foster improved and deeper collaboration. [p. 73]

Perform thorough contractor due diligence that goes beyond project cost. Owners can benefit by thoroughly evaluating prospective contractors on critical non-cost factors such as their past performance, competence, risk exposure, project-management systems and other IT tools, and compliance with health, safety, and environmental regulations. This due diligence should involve building a fact base and set an absolute baseline that all bidders must pass to take on the project. [p. 73]

Set up a “single source of truth.” A key foundation of effective collaboration is ensuring that everyone is working from the same basis—that there is one agreed version of the truth in project drawings, schedules, KPIs, and so on. Achieving this will require investment in modern digital-collaboration platforms and solutions, in addition to well-structured and fact-based project-performance reviews. [p. 75]

Assist in knowledge transfer. Investment in knowledge-management systems, including software tools, company intranets, and libraries, enables best practices to be codified and shared among projects. [p. 109]

McKinsey’s authors get right to the point about why this research should matter not just to construction firms, but also to owners:

“Our survey found that contractors currently use standard productivity norms and measure productivity regularly but that owners do not. This makes it difficult for the latter to have an accurate view of on-site performance and to hold contractors to account.”

Read the complete report:  Reinventing construction through a productivity revolution

If you liked this article, here are a few  eBooks ,  webinars , and  case studies  you may enjoy:

Technology Chargeback in the Construction Industry

The Best Tech for Construction Executives

Lennar Study

Christine Carzo

Christine Carzo is a marketer at Procore Technologies with 10 years of experience in the B2B, technology, owner, and construction industries.

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Construction Industry EV Case Study: McKinstry

February 28, 2024 • By Christy Grimes • Bookmark +

When the McKinstry team needed to take one of its EVs from Seattle to the Denver area, leadership drove the vehicle and documented the trip along the way, allowing employees to see leadership engaging in the process.

Photo: McKinstry

For McKinstry , a national construction and energy services firm, fleet electrification is just a piece of the sustainability pie. The Seattle-based company has an ambitious goal of a 50% emissions reduction by 2025, with an aim toward running a net zero operation by 2030.

Targeting Emissions Reduction in Fleet

McKinstry’s fleet accounts for 50% of the company’s emissions output. In 2022, the company began the process of electrifying its fleet to help cut that number down.

The fleet of 625 vehicles can be broken down into three primary categories: service, construction, and logistics and pool vehicles.

In the News: 

Holman Introduces Full Suite of Fleet Electrification Solutions

Throughout 2023, the company began to explore fleet electrification, with 10 EVs of various makes and models spread across those three categories. It’s a sort of pilot phase, geared toward familiarizing drivers with the vehicles.

Among the makes and models in this pilot phase are the Rivian R1T , Chevrolet Silverado EV , and Ford E-Transit .

Brian Fisher, director of supply chain for McKinstry, is working with Holman on the company’s electrification process. Holman’s team has collaborated closely with McKinstry to find vehicles that will work for each specific job.

McKinstry is financing the vehicles through Holman with the same terms and remarketing schedules it uses for all of its vehicles. The team hopes to gather enough data in the coming years to continue to adjust.

Keeping Stakeholders Aligned with EV Progress

Among the EVs currently on McKinstry's fleet are Chevrolet Silverado EVs. Holman will help the team onboard approximately 100 more within the next year or so. 

The key to gaining support from stakeholders and the company as a whole, Fisher said, is to keep them in the loop and include them in the journey from the very beginning.

“With any kind of adventure like this, the first step was to engage all those groups [across the different campuses]...understand what matters to them, learn about what their fears are, and figure out a paced approach that is comfortable for them,” Fisher explained.

The McKinstry fleet team has received support from their colleagues at the leadership level as well.

“We're very fortunate that we've had widespread support from leadership on everything that we're doing here, and we engage them often. I think that's been a great part of our success,” he explained.

Early on in the process, when the team needed to take one of the EVs from Seattle to the Denver area, leadership drove the vehicle and documented the trip along the way. This allowed employees to see leadership engaging in the process.

What Drivers Are Saying

When Fisher and his team began the process to determine which fleet applications could be handled by an EV, he wanted to ensure he had driver support as well.

“We made it optional, but we were careful in selecting those who were excited to embrace that they were doing something new, unique, and different,” Fisher said.

After a few days behind the wheel of an EV, Fisher has found most drivers feel more comfortable, eliminating concerns about range anxiety and using new technology.

“The driver’s experience is one of the most critical parts of success for a seamless transition to EVs.”

Drivers have also voiced an appreciation for the quieter nature of EVs.

“When you're not bumping around as much, and you have a quieter cabin… it makes for an overall better experience for drivers, so they’re better suited to arrive at their job sites and do their work and perform even better,” McKinstry Net Zero Program Manager Nicholas Davidson said. “This is like an added benefit.”

The positive feedback from fleet operators has also helped the company in promoting its electrification goal.

“They're out there being ambassadors for our mission, even though we didn't tell them they had to be,” Fisher said.

Jeremy Dewey, manager of EV operations at Holman , recommends engaging potential EV skeptics to help build a consensus.

How to Find Enough Power Sources for Electric Fleets

“Get them engaged and excited, make them a part of the transition , and let them help drive change,” Dewey said. “If you’re able to convert the skeptics, they’re likely to bring way more people along.

The biggest piece of feedback Fisher’s team has received, which he would categorize as challenging as opposed to negative, is a lack of access to chargers. While McKinstry’s Seattle campus has onsite chargers, that doesn’t always help a driver who’s 100 miles away on the job.

To address this, the company has installed some home chargers for drivers. While not ideal, public chargers are available when needed. This is a piece to the puzzle that the team is still working on with Holman’s help.

Together,  McKinstry and Holman are collaborating on creating solutions that will ease processes for things like reimbursements for energy consumption from home charging.

“That way it doesn’t become administratively cumbersome for the driver to transition to an EV. The way we approach it is trying to streamline it as much as possible, automate the collection of data to total out what they should be reimbursed, and then process the reimbursement directly to the driver,” Dewey said. “The driver’s experience is one of the most critical parts of success for a seamless transition to EVs.”

The biggest piece of feedback Fisher’s team has received is a lack of access to chargers for drivers who are on a job away from the McKinstry's campus. Public chargers are available when needed. Holman is working with the team to address the feedback.

Attracting Clients with a More Sustainable Fleet

The McKinstry team has found that running more sustainable vehicles can also open them up to gaining more business from companies with similar sustainability goals .

“Our customers certainly look to us as innovators. That's one of the things that we've always marketed and branded ourselves on. Sometimes you’ve just got to go after things that are a little bit uncomfortable and innovate in that space,” Fisher said. “On the customer side of it, they look at us and say, ‘well, if we're going try to do some creative things on a contract, we want to have a partner that is willing to innovate and take risks in an industry that is traditionally very slow to adopt change.”

Addressing Skepticism in the Construction Industry and Beyond

Like many industries, the construction industry can sometimes be slow to adapt. The age-old adage, “if it ain’t broke, don’t fix it,” comes to mind. Fisher urges fleet managers to meet people where they’re at.

“Sometimes, it’s helping people understand where the world is going and being prepared for that, for the long-term success of our organization. ‘You work here. I work here. We want the organization to be successful. Our customers are looking at us for this.’ So it has to do with the health of the organization that we all care about,” Fisher said.

This is why, as mentioned previously, it’s important to find those interested in embracing the emerging technology .

“Find willing early adopters who will bring their friends and colleagues along. When the construction tradespeople go out in their EVs…they’re excited about it. They’re doing most of that change management for us,” Fisher added.

If all else fails, the data and numbers help the conversation.

“There are also significant financial considerations as well. We've run our models; we’ve done the analysis and total cost of ownership on these vehicles. We believe financially, it is going to be beneficial for the company in the long run,’” Davidson said.

Preparing for Future Electrification

When Fisher’s team is ready to tackle the next phase of fleet electrification, they’ll be able to leverage the insight from this initial phase for a bit of a head start.

The team will determine how many vehicles it wants to electrify in the next phase, find an EV option on the market suited to meet the needs of job, purchase it, and deploy it, using what it learned from the initial phase to adjust accordingly.

Holman will help the team onboard approximately 100 new Chevrolet Silverado EV pickup trucks within the next year or so. Fisher is also looking into adding battery-powered local delivery vehicles.

The team hopes to get more work vehicles in the field, going to job sites and carrying a bit more weight, to see how those units perform in the field. As time goes on, they hope to move into vans, service vehicles, and larger delivery trucks.

So far, the team has not experimented with the upfitting process. Down the line, it will work with upfitters to see how they can accommodate EVs. It will be a new challenge to face, because that can affect weight payloads, which will inevitably affect charging cycles and battery range.

Fisher emphasized the importance of training drivers who will be using EVs, because they operate differently than the ICE vehicles employees have been driving since they had their learner’s permit.

“We all know through muscle memory how to jump behind the wheel of a typical gas-powered vehicle. Nobody even thinks about it,” Fisher noted. “The person's comfort with technology in [EVs] plays a very big role in their experience out of the gate.”

Other Sustainability Highlights for McKinstry

This year, McKinstry is making a big move toward curbing emissions. Its Seattle campus will run entirely on renewable energy, with the help of Seattle City Light. This will help ensure the vehicle chargers will also be carbon free.

“The way to the zero-carbon future that we really want involves…making sure what we’re powering these vehicles with also has a good strong sustainability narrative to tell,” Davidson said.

The team is also working toward converting some of its warehouse equipment to run on electric. But Fisher wants people to know it’s about more than just operating vehicles and equipment powered by electricity.

“Our sustainability efforts aren’t limited to just EVs. Smart dispatch, using telematics , understanding driver behavior , understanding where you actually need a vehicle and don't need a vehicle. We would love to shrink our fleet in general as part of this mission as well,” Fisher said. “It’s important for folks in this space who are looking at what we're doing and trying to understand that the mission is not just about taking every ICE vehicle and making it EV. There's a lot of other parallel efforts to reduce emissions in general or on the number of miles driven.”

To help meet its sustainability goals, the team is also working with Holman to determine where other alt fuels like hybrids or more fuel-efficient vehicles may be the answer, at least for now.

“We want to be leaders in the built environment, and in the decarbonization of the built environment fleet,” McKinstry Net Zero Program Manager Nicholas Davidson said.

Charged Up: Preparing Your Organization for Fleet Electrification

Christy Grimes

Senior Editor

Christy Grimes is a Senior Editor at Bobit, working on Automotive Fleet and Government Fleet publications. She has also written for School Bus Fleet.

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McKinsey Case Interview Guide 2024 (by former Interviewers)

Last Updated on March 27, 2024

The McKinsey case interview, also called the Problem-Solving Interview by the firm, is a crucial and defining element of the consulting recruitment process for one of the world’s most prestigious management consulting firms. This unique type of interview assesses a candidate’s analytical, problem-solving, and communication skills, as well as their ability to think critically under pressure.

With a reputation for being challenging and rigorous, the McKinsey case interview is often seen as a significant hurdle for aspiring consultants to overcome. Forbes ranked McKinsey’s interview process as the most difficult across all firms globally and the case plays a crucial role in that evaluation, besides the Personal Experience Interview .

Recognizing the importance of thorough preparation, this article aims to become the go-to resource for candidates worldwide who are seeking to excel in the McKinsey case interview and want to kickstart their McKinsey careers. By providing comprehensive insights, practical tips, and concrete examples, our goal is to equip you with the knowledge and confidence required to stand out in the competitive world of management consulting.

As former McKinsey consultants and interview experts, we have specialized in helping our candidates to effectively tackle this part of the McKinsey assessment. We found that the information on the McKinsey application process and specifically the case interviews is often wrong, outdated, or assumed to be the same as for every other consulting firm, and written by ‘experts’, who have never conducted an interview at McKinsey or even seen a McKinsey office from the inside.

As a consequence, the advice given can be detrimental to your recruiting success with the firm.

In this article, we want to shed some light on this mysterious, often-talked-about, even more often misunderstood interview. For those overcoming McKinsey case interview challenges, our article serves as a comprehensive guide, infused with McKinsey interview tips and tailored strategies that resonate with interviewers.

McKinsey’s Interview Process

Overview of the recruitment process.

Discover advanced techniques for McKinsey case studies and understand the McKinsey interview process, setting a solid foundation for your case interview preparation. The McKinsey recruitment process typically consists of the following stages:

• Application submission: Candidates submit their resume , cover letter , and academic transcripts online.
• Online assessments: Selected candidates may be invited to complete an online assessment, the McKinsey Solve Game (previously known as the Imbellus test, or Problem Solving Game/PSG)
• First-round interviews: Successful candidates progress to first-round interviews, which typically involve two separate interviews, each consisting of a Personal Experience Interview (PEI) and a case interview.
• Final-round interviews: Candidates who excel in the first round are invited to final-round interviews, which usually consist of two to three separate interviews with more senior McKinsey consultants or partners, again featuring a PEI and a case interview in each session.
• Offer decision: Following the final round, the interviewers of the firm decide on whether to extend an offer to the candidate.

The Personal Experience Interview (PEI)

The Personal Experience Interview (PEI) is a critical component of McKinsey’s interview process. During the PEI, the interviewer will ask the candidate to share a specific example from their past experiences that demonstrates one of McKinsey’s core values, such as leadership, personal impact, or the ability to deal with change. Candidates should prepare concise and compelling stories that highlight their achievements, challenges faced, and the lessons learned. The PEI aims to assess the candidate’s interpersonal skills, self-awareness, and overall fit with McKinsey’s culture.

To read more on this part of the interview, follow these links:

McKinsey Personal Experience Interview

McKinsey PEI: Courageous Change

McKinsey PEI: Inclusive Leadership

McKinsey PEI: Personal Impact

The Case Interview (Problem-Solving Interview)

The case interview is the centerpiece of McKinsey’s interview process. In this interview, the candidate is presented with a real-life or hypothetical business problem, which they must analyze and solve. The interviewer will assess the candidate’s ability to structure the problem, analyze data, generate insights, and communicate recommendations effectively.

During the case interview, candidates should exhibit strong problem-solving, analytical, and communication skills, as well as the ability to think critically under pressure. Preparing for the case interview involves practicing a variety of cases, developing essential skills, and understanding the McKinsey case interview framework (more on that below).

How to prepare for McKinsey case interviews encompasses more than just understanding consulting case frameworks; it involves a deep dive into McKinsey case interview examples and solutions.

McKinsey Interview Video Academy

Look behind the curtains and understand how to ace McKinsey Case and Personal Experience Interviews with our 40-part video academy. Curated by former McKinsey consultants and interviewers with the best track record in the industry.

Understanding the McKinsey Case Interview

What is a case interview.

A case interview is a unique type of job interview that tests a candidate’s ability to analyze, solve, and communicate complex business problems. During a case interview, the interviewer presents a real-life or hypothetical business scenario, and the candidate is expected to analyze the situation, identify the key issues, and propose a strategic solution. The case interview format allows the interviewer to evaluate a candidate’s problem-solving, analytical, and interpersonal skills, which are essential for a successful career in management consulting.

Why does McKinsey use case interviews?

McKinsey & Company uses case interviews as a key component of its recruitment process for several reasons. First, the case interview format closely simulates the work environment and tasks that consultants face daily, providing the firm with a more accurate assessment of a candidate’s potential performance. Second, case interviews allow McKinsey to evaluate a candidate’s ability to think critically, structure complex problems, and communicate effectively under pressure – skills that are crucial for consultants who must deliver high-quality solutions to clients. Lastly, case interviews serve as a consistent and objective measure of a candidate’s capabilities, enabling the firm to compare candidates from diverse backgrounds fairly and accurately.

Regarding the last point, McKinsey invests significantly into creating an objective recruitment procedure with the cases. Interviewers are selected from the top performers of the firm, go through rigorous interviewer training, and shadow other interviewers in live interviews before being allowed to conduct interviews themselves.

Cases are created in a thorough training seminar based on stringent criteria that standardize difficulty levels across the globe. Also, the interviewer-led format allows for a more objective evaluation compared to the candidate-led format employed by most other firms. More on that next.

What is different in McKinsey’s interview format?

The McKinsey Problem Solving Interview is a typical case interview as it is employed by most consulting firms to test the analytical capabilities and communication skills of applicants. However, it comes with a twist. The interview simulates a client situation, where you are tasked to solve a specific business problem that they are facing.

You will have to answer a succession of several questions rather than driving the case yourself as would be the case in other consulting firms. Within the interview, which is a dialogue between you and the interviewer, you need to structure problems, propose concrete ideas, gather information, spot insights in data and charts, solve quantitative problems, and communicate professionally and calmly.

The case is the hardest part for most candidates since it involves several different skills that need to be demonstrated consistently across all questions and multiple cases in succession. Depending on the office, applicants need to go through four to six case interviews before receiving an offer. They need to convince the interviewers in all cases to start their McKinsey careers.

Types of cases you may encounter

During a McKinsey case interview, candidates may encounter a variety of case types that cover different industries, functions, and challenges. The following is just a selection of potential case problems that you would need to solve.

• Market entry: Evaluating the attractiveness of entering a new market or launching a new product or service.
• Growth strategy: Identifying opportunities for a company to grow its revenue, market share, or profitability.
• Mergers and acquisitions: Assessing the feasibility and potential value of merging with or acquiring another company.
• Cost reduction: Identifying areas for cost savings and efficiency improvements in a company’s operations or supply chain.
• Pricing strategy: Determining the optimal pricing structure for a product or service to maximize revenue or profit.
• Organizational restructuring: Evaluating changes to a company’s organizational structure or management processes to improve performance.
• Operational improvements: Figure out and improve operational issues.

While the specifics of each case may differ, the core skills required to tackle these cases – such as structuring, data analysis, and problem-solving – remain consistent across all case types.

On top of that, McKinsey cases have become much more creative over the last couple of years, hence, using memorized and established frameworks will never serve you well . Rather it is important to approach every McKinsey case from a first-principles approach. While you might expect a case in a market entry context, it is almost guaranteed that you will have to create a non-standard case framework.

Consider as a case context an EV manufacturer that wants to enter the Chinese market.

What most candidates expect the framework question to look like: What factors would you look at when deciding whether to enter the Chinese EV market?

How an actual McKinsey framework question could look like: What key product characteristics would you consider and analyze when looking at the Chinese EV market?

No standardized framework would help you in this situation.

For instance, consider another real McKinsey case example.

You are working with an operator of a specific type of machines. They break down at different rates at different locations. What factors can you think of why that would happen? Example of a McKinsey Case Interview Structure Questions

There is not a single memorized framework bucket that would work here.

Let us look at an example answer for this prompt.

Less than 1% of candidates make it through the recruiting filters of McKinsey. You want to provide insights that the interviewer has not heard before and not be just like the other 99% that fail to impress.

Learning how to deconstruct problems is the key to success, not memorizing outdated approaches and frameworks of yesteryear.

What is the Format of the McKinsey Case?

A typical McKinsey case follows the PEI in a one-hour interview session. It lasts for 25 to 30 minutes in an interviewer-led format , meaning that the interviewer takes the lead and guides you through the case. Your role as the interviewee is to answer the questions asked by the interviewer before they move on to the next question. While it is the interviewer’s responsibility to provide hints and move you through the different questions, you should take the lead with each question.

Depending on your performance and speed, you will be asked three to six questions . Question types are:

• Structuring / Initial Case Framework
• Data and Chart Analysis
• Structuring / Brainstorming

Recommendations are usually not part of the evaluation, though they might come up now and then.

Only receiving three questions is a positive sign since the interviewer was happy with your answers to each question. Going above three questions usually happens when the interviewer wants to dig deeper into a specific question type to see if the quality of a previous answer to a similar question was just an outlier or can be confirmed with a second question.

Most candidates need more than three questions to convince the interviewer, so don’t be scared when your case gets a little bit longer and consists of more than three questions.

Some offices also offer a McKinsey phone case interview as a first screening device, which follows the same structure as an in-person interview.

Is the McKinsey Case Interview Different From a BCG or Bain Interview?

While there are many similarities between McKinsey interviews and interviews with other firms, McKinsey interviews are interviewer-led, while other firms employ a candidate-led format .

McKinsey, BCG, and Bain cases have certain things in common:

• The elements of the cases are the same. You will have to structure problems, interpret exhibits, and work through some calculations, come up with recommendations or implications, etc.
• The skills that are assessed are the same. You need to exhibit strong problem-solving skills, creativity, ability to work under pressure, top-down communication, etc.

However, there is one key difference:

• In interviewer-led cases, you take ownership of every question and go into greater detail here, while the interviewer guides you from question to question. In the interviewee-led case, you drive the whole case and have to move along, get the correct information to work with by asking the right questions, and analyze the problem to then deduct a recommendation

In a McKinsey case, the interviewer will guide you through a series of connected questions that you need to answer, synthesize, and develop recommendations from. There are clear directions and a flow of questions, which you need to answer with a hypothesis-driven mindset . These are arguably easier to prepare for and to go through since the flow and types of questions will always be the same.

For McKinsey case interview examples, check the available interviewer-led cases  here .

In a candidate-led BCG case interview or Bain case interview, due to the nature of your role as an investigator, it is much easier to get lost, walk down the wrong branch of the issue tree, and waste a ton of time. While the interviewers will try to influence you to move in the right direction (pay attention to their hints), it is still up to you what elements of the problem you would like to analyze. Each answer should lead to a new question (hypothesis-driven) on your quest to find the root cause of the problem to come up with a recommendation on how to overcome it.

Nonetheless, it is not necessarily easier to convince a McKinsey interviewer, since your answers need to stand out in terms of breadth, depth, and insightfulness. You have more time to develop and discuss each answer but expectations about the quality of your answers are also heightened significantly.

For instance, in an interviewer-led case, candidates are afforded more time to elaborate on their frameworks. This demands not only a comprehensive framework but also one that delves deeper, aiming for three levels of insightful analysis. This depth showcases the candidate’s ability to think critically and provide nuanced insights. The discussion of this framework typically spans 5 to 8 minutes.

Conversely, in candidate-led cases, the strategy shifts. Here, the emphasis is on swiftly identifying and articulating the most critical areas for examination. Candidates must quickly prioritize these areas and then delve into a detailed analysis of the selected issues. This requires a concise yet targeted approach, with the initial framework discussion taking about 2 to 3 minutes. This format tests the candidate’s ability to quickly discern key areas and efficiently manage their analysis under tighter time constraints.

Questions of a McKinsey Case Interview

In the McKinsey interview you will have to answer  three different questions types  – broadly speaking:

• Structuring (includes creating frameworks and brainstorming questions)
• Exhibit Interpretation

Structuring

Structuring includes both the framework creation at the beginning of a case as well as answering brainstorming questions (usually at a later stage of the case).

A case interview structure is used to break the problem you are trying to solve for the client down into smaller problems or components. It is the roadmap you establish at the beginning of the interview that will guide your problem-solving approach throughout the case. A strong initial structure should cover all elements of the situation AND allow you to understand where the problem is coming from. Read more about case interview structure and frameworks here .

A common question would be:

What factors would you look at to understand the problem better? McKinsey framework question

Brainstorming has you come up with specific ideas around a certain topic (in a structured manner). Read more about brainstorming here .

What ideas can you think of that could decrease customer check-out time? McKinsey brainstorming question

Data interpretation

For chart or data interpretation , you are tasked to find the key insights of 1-2 PowerPoint slides and relate them to the case question and the client situation at hand. Read more about exhibit interpretation here .

Case math questions have you analyze a problem mathematically before qualitatively investigating the particular reason for the numerical result or deriving specific recommendations from the outcome. Read more on how to ace case math here .

How to Think About McKinsey Case Questions

Now for  structure and exhibit interpretation , there is no right or wrong answer in a McKinsey interview. Some answers are better than others because they are

• hypothesis-driven
• follow strong communication (MECE, top-down, signposted)

That being said, there is no 100% that you can reach or a one-and-only solution/ answer. Your answers must display the characteristics specified above and are supported well with arguments.

Though numerous strategies exist for tackling a problem, it’s crucial to understand that while there aren’t strictly right or wrong answers, not all approaches are equally effective. The misconception often lies in the belief that there’s a singular correct method, especially when constructing a framework.

In reality, you could employ over ten different strategies to analyze a case or break down a problem, potentially leading to the same analytical results. This versatility and ability to think through various lenses are precisely what McKinsey interviews aim to evaluate.

However, it’s also important to recognize that there are countless ways to miss the mark. This typically happens when your framework is either too narrow or excessively broad, lacks depth, or fails to offer meaningful insights.

As for  math questions , usually, some answers are correct (not always 100% the same since some candidates simplify or round differently – which is ok), and others are wrong, either due to the

• calculation approach
• calculation itself

Now, for the interviewer, the overall picture counts. Mistakes in one area need to be balanced by a strong performance in other areas. McKinsey wants to see spikes in performance in certain areas and a good enough performance in other areas.

The most common example we see almost every day: You can be strong in structure and exhibit, yet make a small mistake in the math section – overall as you might consider 80% – and still pass on to the next round.

Be aware that in 99% of cases, there is no recommendation question in the end. The case just ends with the last case question. This is something many candidates are surprised by when they get out of their McKinsey interviews.

Mastering the McKinsey Case Interview Framework

In the sequence of questions that you receive, you need to demonstrate that you can

• identify the ask;
• structure the problem to investigate it;
• analyze data related to it;
• generate insight and recommendations;
• communicate effectively.

Problem identification

The first step in tackling a McKinsey case interview is to identify the core problem or question that needs to be addressed. Carefully listen to the case prompt and take notes, ensuring that you understand the client’s objectives, the scope of the problem, and any constraints. Clarify any uncertainties with the interviewer before moving forward.

Structuring the problem

Once you have identified the problem, develop a structured approach to address it. Break down the problem into smaller, more manageable components using logical frameworks. Tailor the chosen framework to the specific case, incorporating any unique factors or considerations. Present your structure to the interviewer, explaining your rationale and seeking their input or approval.

Data analysis and interpretation

As you proceed with your structured approach, you may be provided with additional data or information by the interviewer. Analyze the data, using quantitative techniques, such as calculating growth rates, market shares, or breakeven points, to draw meaningful insights. Be prepared to make assumptions or estimates if necessary but ensure they are reasonable and well-justified.

Generating insights and recommendations

Based on your data analysis, develop actionable insights and recommendations that address the client’s objectives. Consider the potential impact, feasibility, and risks associated with each recommendation. Think creatively and strategically, incorporating both qualitative and quantitative factors into your decision-making process.

Synthesis and communication

Finally, synthesize your findings and recommendations into a clear and concise conclusion. Use the “top-down” communication style, starting with your main recommendation, followed by the supporting evidence and insights. Demonstrate strong communication skills by articulating your thought process and recommendations persuasively and confidently. Be prepared to answer any follow-up questions from the interviewer and engage in a discussion to defend or refine your conclusions.

• Pyramid principle communication
• How to communicate in a case interview

In this format, McKinsey assesses in a case interview six skills that you need to demonstrate consistently in every case interview.

Skills Assessed by McKinsey

• Problem-solving: Are you able to derive a MECE (mutually exclusive, collectively exhaustive) framework, breaking a problem down into smaller problems, and accurately covering all aspects of the problem?
• Analytical rigor and logical thinking: Can you link the structure to creative thinking? Are you using a hypothesis-driven approach to your problem solving, i.e. have a clear picture of where you think the solution of the case is buried most likely? Do you qualify your thinking, follow your structure, tackle (likely) high-impact issues first, lead the interviewer, and ask the right questions?
• Mental math and basic calculus : Are you able to structure quantitative problems and comfortably perform calculations? Can you derive the correct approach to calculate the desired outcome variable? Can you plug in the numbers and perform the calculations, relying on basic pen-and-paper math, shortcuts, and mental math?
• Creativity: Do you think about a problem holistically, offering broad, deep, and insightful perspectives? Are you able to come up with different angles to the problem (breadth) and draft rich descriptions that qualify why these areas are important to investigate (depth)?
• Communication: Are you able to communicate like a consultant? Are you following a top-down communication approach similar to the Pyramid Principle taught by Minto? Do all of your statements add value and do you guide the interviewer through your thinking?
• Maturity and presence: Are you leading the conversation or are merely getting dragged along by the interviewer? Are you confident and mature? Are you comfortable with silence while taking time to structure your thinking?
• Business sense and intuition : Are you able to quickly understand the business and the situation of the client? Can you swiftly interpret data, charts, exhibits, and statements made by the interview? Are you asking the right questions? Are you able to make sense of new information quickly and interpret it properly in the context of the case?

Now, these skills are assessed in a very specific interviewing format, which is not natural for most applicants and needs significant practice to become second nature.

You can download this scoring sheet for your case practice here .

Key Strategies to Excel in a McKinsey Case Interview

Using the mece principle.

MECE (Mutually Exclusive, Collectively Exhaustive) is a problem-solving principle that helps ensure your analysis is both comprehensive and well-organized. Apply the MECE principle when structuring your approach to a case by breaking down the problem into distinct, non-overlapping components while ensuring that all relevant aspects are covered. This method allows you to maintain a clear and logical structure throughout the case and reduces the likelihood of overlooking critical factors.

Applying the 80/20 rule

The 80/20 rule, also known as the Pareto Principle , suggests that 80% of the effects come from 20% of the causes. In the context of a case interview, this means focusing on the most critical issues or factors that will have the most significant impact on the client’s objectives. By prioritizing your analysis and recommendations, you can work more efficiently and effectively, demonstrating your ability to identify and address the most pressing concerns for the client.

Hypothesis-driven approach

Using a hypothesis-driven approach means forming an initial hypothesis or educated guess about the potential solution to the problem and then testing it using data and analysis. By starting with a hypothesis, you can guide your problem-solving process more efficiently, focusing your efforts on collecting evidence that supports or refutes your hypothesis. Throughout the case, be prepared to revise or refine your hypothesis as new information emerges.

Incorporating creativity and business intuition

While frameworks and structured approaches are essential, it’s also crucial to demonstrate creativity and business intuition during a McKinsey case interview. This means thinking beyond the standard frameworks and considering innovative solutions or unique factors that may be relevant to the specific case. Use your knowledge of industry trends, best practices, and real-world business challenges to inform your analysis and recommendations. By combining structured thinking with creative problem-solving, you can showcase your ability to deliver well-rounded, impactful solutions for clients.

Preparing for the McKinsey Case Interview

Most candidates prepare using generic frameworks. Alternatively, they are looking for a McKinsey case book PDF or a case study interview questions and answers PDF with the hope that the cases will be the same across interviewers and interviews.

Do not learn case-specific frameworks by heart , expecting them to work for every case you encounter. There is no specific McKinsey case study framework or McKinsey case study book. It is much more important to learn the right approach that will help you tackle all types of cases. This is even more relevant for McKinsey interviews.

What you need to do is to study each question type and the associated skills in a case interview and learn how to approach it, regardless of the client situation, the context of the case, the industry, or the function. Your goal should be to learn how to build issue trees, interpret charts, and perform math no matter the context, industry, or function of the case, and follow our McKinsey case interview tips.

Similarly to the case types and frameworks, many candidates ask if there is a specific McKinsey implementation case interview, McKinsey operation case interview, or McKinsey digital case interview. In fact, the cases are usually a mix of cases in a domain-relevant context as well as cases set in a completely different context to the role you are applying for.

Be aware that frameworks were applicable in the 2000 years, the era of Victor Cheng and Case in Point. McKinsey has long caught up on this and the cases you will get during the interviews are tailored in a way to test your creativity and ability to generate insights on the spot, not remember specific frameworks.

In fact, it will hurt you when you try to use a framework on a case that calls for a completely different approach. Also, it gives a false sense of security that will translate to stress once you figure out how your approach won’t work during the real interview – We have seen this way too often…

Rather, focus on the following:

Developing the right mindset

Success in the McKinsey case interview starts with cultivating the right mindset. Being mentally prepared involves:

• Embracing a growth mindset: Recognize that your skills can improve with consistent practice and effort. Stay open to feedback from coaches and peers and learn from your mistakes.
• Building resilience: Understand that case interviews are challenging, and you may face setbacks during your preparation. Stay persistent and maintain a positive attitude. Use a proper case interview preparation plan .
• Adopting a client-first perspective: Approach each case as if you were a consultant working on a real client engagement, focusing on delivering value and actionable insights.

Learning the essential skills

To excel in the McKinsey case interview, it’s crucial to develop the following skills:

• Problem structuring: Break down complex problems into smaller, more manageable components using frameworks and logical structures.
• Qualitative and quantitative analysis: Interpret and analyze data to draw meaningful insights and make informed decisions.
• Hypothesis-driven thinking: Develop and test hypotheses to guide your problem-solving approach efficiently.
• Communication: Clearly articulate your thought process, insights, and recommendations concisely and persuasively.

Our courses and drills are designed to provide you with the precise knowledge you need. Drawing on our experience as former McKinsey interviewers, we understand what matters most and how to ensure you can leverage that to your advantage.

More on that next.

Studying relevant materials and resources

Leverage various resources to enhance your understanding of case interviews and management consulting:

• Books: The most effective and exhaustive case interview preparation book is The 1%: Conquer Your Consulting Case Interview (shameless plug). It goes much deeper than the usual suspects which are outdated and provide faulty advice on case interviews.
• Websites and blogs : Websites like StrategyCase.com offer the latest case interview tips, practice cases, and industry insights. You can check out more free articles covering consulting applications and interviews here .
• Online courses: Enroll in case interview preparation courses to gain structured guidance and access to a wealth of practice materials. We have created several high-quality courses for all elements of the McKinsey interview (see below)

We are the highest ranked and most successful case coaches on the web and have helped 100s of candidates break into McKinsey. As former McKinsey consultants and interview experts, we have specialized in getting our candidates into the firm. We can help you by

• tailoring your resume and cover letter to meet McKinsey’s standards
• showing you how to pass the McKinsey Imbellus Solve Game
• showing you how to ace McKinsey interviews and the PEI with our video academy
• coaching you in our 1-on-1 sessions to become an excellent case solver and impress with your fit answers (90% success rate after 5 sessions)
• preparing your math to be bulletproof for every McKinsey case interview
• helping you structure creative and complex McKinsey cases
• teaching you how to interpret McKinsey charts and exhibits
• providing you with cheat sheets and overviews for 27 industries .

Reach out to us if you have any questions! We are happy to help and offer a tailored program.

Practicing with case partners

Regular practice with case partners is essential for honing your case interview skills:

• Find practice partners: Connect with fellow candidates through online forums, social media groups, or local consulting clubs.
• Set a practice schedule: Aim to practice at least a few cases per week, gradually increasing the difficulty and variety of cases.
• Seek feedback: After each practice case, discuss your performance with your partner, and identify areas for improvement.
• Alternate roles: Take turns playing the role of the interviewer and the interviewee to develop a deeper understanding of the case interview process.

Common Pitfalls and How to Avoid Them

Common mistakes.

• Insufficient structure: Failing to break down the problem into manageable components can lead to a disorganized analysis and an inability to identify key issues.
• Overlooking the big picture: Becoming too focused on the details and losing sight of the overall objective or client’s needs can hinder the development of effective recommendations.
• Ignoring qualitative factors: Relying solely on quantitative data without considering qualitative aspects may result in an incomplete understanding of the problem.
• Ineffective communication: Struggling to articulate your thought process, insights, or recommendations clearly and persuasively can undermine the value of your analysis.
• Failing to adapt: Sticking to a preconceived framework or hypothesis despite conflicting evidence may indicate a lack of flexibility and critical thinking.

Tips to prevent these mistakes

• Practice structuring: Develop your ability to structure problems effectively by practicing with a wide range of cases and familiarizing yourself with common frameworks.
• Stay focused on the objective: Periodically remind yourself of the client’s goals and priorities, ensuring that your analysis remains aligned with their needs.
• Balance quantitative and qualitative factors: Recognize the importance of both quantitative data and qualitative insights in forming a well-rounded understanding of the problem.
• Hone your communication skills: Practice speaking clearly, concisely, and persuasively, ensuring that your message is easily understood and well-received.
• Embrace adaptability: Be open to revising your approach, framework, or hypothesis in response to new information or feedback, demonstrating your ability to think critically and flexibly.

McKinsey Interview Course

Unlock the Secrets to Acing McKinsey Interviews with Our Comprehensive Training Program

Are you eager to dive deep into mastering the McKinsey interviews? Look no further than our extensive 40-part Ready-for-McKinsey Interview Academy . This exceptional video program features simulated McKinsey-specific case studies and in-depth coverage of all Personal Experience Interview (PEI) dimensions and stories. Our Interview Academy is the ultimate resource to prepare you for success in your McKinsey case interviews.

We take pride in our results: an impressive 9 out of 10 candidates who complete our one-on-one Ready-for-McKinsey Interview Coaching program receive an offer. This track record has earned us consistent recognition as the best McKinsey and MBB coaches on several platforms.

Frequently Asked Questions McKinsey Case Interview

How can candidates best manage their time during the case interview to ensure they cover all necessary aspects of the case without running out of time? Candidates can manage their time effectively by quickly understanding the case prompt, structuring their approach clearly, prioritizing key analyses, staying focused on the most critical issues, and keeping an eye on the time to ensure they cover all necessary aspects without running out of time​ ​. However, keep in mind that it is also the McKinsey interviewer’s responsibility to go through all necessary elements of the case within the allotted time. If you are too slow (problematic) or too exhaustive yet add value to the question (not problematic), they might move the case forward on their own.

What are the most common reasons candidates fail in McKinsey case interviews, and how can these pitfalls be avoided? Common reasons for failure include lack of structure in problem-solving, missing key insights by not delving deep enough into the data, poor communication of thought process, and inability to adapt to new information. These pitfalls can be avoided by practicing structured problem-solving, actively engaging with the data, clearly articulating thought processes, and being flexible to pivot as needed​ ​.

Can you provide examples of unexpected or unconventional case types that have appeared in McKinsey interviews in recent years? Recent McKinsey interviews have featured cases beyond traditional business scenarios, such as identifying the right stakeholders to talk to in a situation or identifying reasons why an app has a low customer retention rate.

How does McKinsey adjust its case interview process for candidates with non-business backgrounds, such as those from engineering or humanities? McKinsey’s case interview process for candidates with non-business backgrounds is the same as for candidates with a business background. All cases focus on problem-solving skills and potential rather than specific business knowledge. Candidates are evaluated on their ability to structure problems, analyze data, and think critically, with the understanding that business-specific knowledge can be learned​ ​. This article not only outlines tips for passing McKinsey consulting interviews but also addresses preparing for McKinsey interviews without a business background, ensuring a holistic approach to your consulting journey.

What specific aspects of a candidate’s performance are McKinsey interviewers most focused on during the case interview? McKinsey interviewers focus on problem-solving skills, the ability to structure and analyze complex issues, creativity in developing solutions, clear and concise communication, and the potential for leadership and impact​ ​. They are looking for candidates with a well-rounded profile that have performance spikes in some areas and a robust performance in others (without clear weaknesses).

How does the difficulty level of McKinsey’s case interviews compare to real consulting projects at McKinsey? The difficulty level of McKinsey’s case interviews is designed to be comparable to the challenges faced in real consulting projects. They simulate the complex, ambiguous problems consultants tackle, testing candidates’ ability to navigate similar challenges effectively​ ​. The main difference is that they are simplified to the extent that it is feasible to go through them in 25 minutes.

Are there any particular industries or business functions that McKinsey is focusing on in its current case interviews due to market trends or strategic priorities of the firm? While McKinsey’s case interviews cover a wide range of industries and functions, there may be a focus on emerging areas of strategic importance such as digital transformation, sustainability, healthcare innovation, and analytics, reflecting broader market trends and the firm’s current priorities​ ​.

How has the transition to more virtual interviews affected the case interview process and candidates’ performance from McKinsey’s perspective? The transition to more virtual interviews has required adjustments in how cases are presented and how candidates engage with the material. While the core evaluation criteria remain unchanged, McKinsey has adapted to ensure a fair assessment, paying close attention to communication and problem-solving skills in a virtual format​ ​.

What advice do former candidates who successfully passed the McKinsey case interview have for future applicants? Former candidates advise practicing as much as possible, understanding the case interview format, focusing on structured problem-solving, developing clear and concise communication skills, being prepared to think on one’s feet, and demonstrating leadership potential and personal impact​ ​.

How can candidates incorporate feedback from practice sessions into improving their performance for the actual McKinsey case interview? Candidates can improve their performance by actively seeking feedback from practice sessions, identifying areas for improvement, working on specific skills such as structuring or analysis, practicing under realistic conditions (e.g., timed), and continuously refining their approach based on feedback​ ​.

In summary, acing the McKinsey case interview requires a deep understanding of the interview process, mastery of essential skills, and the ability to apply effective problem-solving strategies. In this article, we highlighted the key strategies for McKinsey problem-solving interviews, ensuring your preparation aligns with the best practices for McKinsey interview preparation. By embracing the MECE principle, applying the 80/20 rule, adopting a hypothesis-driven approach, and incorporating creativity and business intuition, you will be well-equipped to tackle any case interview challenge.

Remember to invest time in preparing for both the Personal Experience Interview and the case interview itself, using the wealth of resources and practice materials available. Focus on developing a structured approach, honing your analytical and communication skills, and staying adaptable throughout the interview process.

As you embark on your McKinsey case interview journey, stay confident and persistent in your efforts. By applying the tips and strategies shared in this article, you will be one step closer to achieving your consulting career aspirations. We wish you the best of luck in your journey toward success at McKinsey.

We Want to Hear from You!

Your journey to mastering the McKinsey case interview is unique, and you might have lingering questions or insights you’d like to share. Whether you’re curious about specific parts of the McKinsey interview process, seeking further clarification on case interview preparation strategies, or have your own tips for navigating the challenges of consulting interviews, we’re here to engage and assist.

Drop your questions, experiences, or advice in the comments below.

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Florian spent 5 years with McKinsey as a senior consultant. He is an experienced consulting interviewer and problem-solving coach, having interviewed 100s of candidates in real and mock interviews. He started StrategyCase.com to make top-tier consulting firms more accessible for top talent, using tailored and up-to-date know-how about their recruiting. He ranks as the most successful consulting case and fit interview coach, generating more than 500 offers with MBB, tier-2 firms, Big 4 consulting divisions, in-house consultancies, and boutique firms through direct coaching of his clients over the last 3.5 years. His books “The 1%: Conquer Your Consulting Case Interview” and “Consulting Career Secrets” are available via Amazon.

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47 case interview examples (from McKinsey, BCG, Bain, etc.)

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

• McKinsey examples
• BCG examples
• Bain examples
• Deloitte examples
• Other firms' examples
• Case books from consulting clubs
• Case interview preparation

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

1. mckinsey case interview examples.

• Beautify case interview (McKinsey website)
• Diconsa case interview (McKinsey website)
• Electro-light case interview (McKinsey website)
• GlobaPharm case interview (McKinsey website)
• National Education case interview (McKinsey website)
• Talbot Trucks case interview (McKinsey website)
• Shops Corporation case interview (McKinsey website)
• Conservation Forever case interview (McKinsey website)
• McKinsey case interview guide (by IGotAnOffer)
• McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

• Foods Inc and GenCo case samples  (BCG website)
• Chateau Boomerang written case interview  (BCG website)
• BCG case interview guide (by IGotAnOffer)
• Written cases guide (by IGotAnOffer)
• BCG live case interview with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG associate director - Public sector case (by IGotAnOffer)
• BCG mock case interview: Revenue problem case (by IGotAnOffer) - See below

3. Bain case interview examples

• CoffeeCo practice case (Bain website)
• FashionCo practice case (Bain website)
• Associate Consultant mock interview video (Bain website)
• Consultant mock interview video (Bain website)
• Written case interview tips (Bain website)
• Bain case interview guide   (by IGotAnOffer)
• Digital transformation case with ex-Bain consultant
• Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

• Engagement Strategy practice case (Deloitte website)
• Recreation Unlimited practice case (Deloitte website)
• Strategic Vision practice case (Deloitte website)
• Retail Strategy practice case  (Deloitte website)
• Finance Strategy practice case  (Deloitte website)
• Talent Management practice case (Deloitte website)
• Enterprise Resource Management practice case (Deloitte website)
• Footloose written case  (by Deloitte)
• Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

• Case interview workbook (by Accenture)
• Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

• Leisure Club case example (by OC&C)
• Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

• Wumbleworld case sample (Oliver Wyman website)
• Aqualine case sample (Oliver Wyman website)
• Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

• Promotion planning case question (A.T. Kearney website)
• Consulting case book and examples (by A.T. Kearney)
• AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

• Presentation overview with sample questions (by Strategy& / PWC)
• Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

• Case interview example video walkthrough   (L.E.K. website)
• Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

• Transit oriented development case webinar part 1  (Roland Berger website)
• Transit oriented development case webinar part 2   (Roland Berger website)
• 3D printed hip implants case webinar part 1   (Roland Berger website)
• 3D printed hip implants case webinar part 2   (Roland Berger website)
• Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

• Case interview example video walkthrough  (Capital One website)
• Capital One case interview guide (by IGotAnOffer)

13. Consulting clubs case interview examples

• Berkeley case book (2006)
• Columbia case book (2006)
• Darden case book (2012)
• Darden case book (2018)
• Duke case book (2010)
• Duke case book (2014)
• ESADE case book (2011)
• Goizueta case book (2006)
• Illinois case book (2015)
• LBS case book (2006)
• MIT case book (2001)
• Notre Dame case book (2017)
• Ross case book (2010)
• Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

The IGotAnOffer team

McKinsey Case Interview & PEI - 6 Things You Need to Know

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

If you’re interested in a career in management consulting, McKinsey & Company is probably on your list of firms to apply to. It’s the oldest consulting firm, established in 1926 by James McKinsey, a University of Chicago professor and expert in management accounting.

Today, the firm employs 30 thousand professionals working in 130 cities around the world. McKinsey regularly ranks at the top of lists of strategy consulting firms and is hired by businesses, governments, and non-profit organizations to help solve their toughest problems.

It’s difficult to get a job offer from McKinsey.

Like its top management consulting competitors, Bain and BCG, McKinsey typically hires only 1% of candidates who apply. In particular, McKinsey case interviews are tough to crack…but not impossible.

If you’re interested in trying to beat the odds, this article will tell you what you need to know to succeed. We’ll tell you:

What’s different about McKinsey,

6 things candidates recruiting with McKinsey should know,

We’ll provide a mock McKinsey case interview video, and

Provide tips on acing your McKinsey interview.

Let’s get started!

What’s Different About McKinsey? 6 Things Candidates Should Know

1. consultants are hired for either the generalist track or a specialist track.

Generalists at McKinsey are consultants who could be staffed to help clients in any industry and dealing with any type of business problem. Specialists are consultants with a particular area of expertise.

Areas of specialization within McKinsey  include digital and advanced analytics, marketing and sales, business turn around, operations,  software development and design, and implementation.

2. Consultants Work On-Site At The Client 4 Days A Week.

Most consultants travel a lot and at McKinsey, this is definitely the case. Consider whether regular plane flights and hotel stays are right for you.

3. McKinsey Cases Are Interviewer-Led Rather Than Candidate-Led.

Candidates are still expected to identify key issues to be addressed to solve the business problem presented by their interviewer and outline a plan to explore these issues. After they do that, their McKinsey interviewer is likely to tell the candidate which issue they’d like to discuss first. Other management consulting firms, like Bain and BCG typically let candidates steer their case interview.

4. Interviewers Assess Fit As Part Of Every Interview With Personal Experience Interview (PEI) Questions.

While all strategy firms ask candidates Consulting Behavioral Interview Questions  to assess their fit with their firm, many have one interviewer focus entirely on fit while others focus entirely on a case study question. 

McKinsey interviewers split their interview time between the case and PEI in every interview.

5. McKinsey Looks For Personal Impact And Entrepreneurial Drive In Candidates.

This is in addition to the structured problem solving and leadership skills that McKinsey, as well as other top consulting firms, look for in candidates.

6. Mckinsey Recruiting Uses Solve - a Gamified Digital Assessment.

McKinsey’s Solve Game was launched to broaden the firm’s reach to find the best talent regardless of geography as well as provide deeper insight into candidates’ problem-solving skills.

Keep reading for a deeper dive into these topics.

Generalist versus Specialist Track Roles

When the management consulting industry was first founded, simply having an MBA and expertise in solving business problems was enough to set a consultant apart. Consultants hired by McKinsey could expect to be staffed on a case in any industry and solving any type of problem.

To help clients solve these types of business problems effectively, McKinsey hires people with years of experience in functional specialties. These include advanced analytics, marketing and sales, business turn around, operations, software development and design, and implementation.

Specialists work alongside generalists on projects to leverage their functional expertise across the work of the team. The specialist practices are growing faster than generalist roles and get fewer applications, so if you have the right kind of expertise and apply to the practice, you may have a better chance of landing an interview.

How McKinsey Interviews Differ from Bain and BC

There are two main ways that McKinsey’s interviews differ from those of other top management consulting firms. McKinsey uses interviewer-led case interviews while other firms use candidate-led case interviews.

In the “fit” portion of the interview, McKinsey uses the personal experience interview and each interviewer you meet with in all rounds will assess fit.

Interviewer-led Cases

At the start of any McKinsey case study, candidates need to go through 4 phases to solve the business problem the interviewer has given them in a structured manner: the opening, structure, analysis, and closing. 

In a candidate-led case interview, candidates will pick which part of the problem they want to dive into first and proceed with it. In McKinsey’s interviewer-led cases, the interviewer will pick the first part of the business problem they want the candidate to address.

Is the interviewer-led case interview easier or harder than the candidate-led one?

If you’ve structured the business problem well, breaking the problem down into the MECE  issues that require further analysis, it should not matter who picks which aspect of the problem to address first. What is helpful is knowing what to expect in your case interview so that you don’t start down one path just to be redirected by your McKinsey interviewer.  You don’t want anything to throw you in the middle of your case!

For more information on these 4 phases of answering a case interview question, see  Case Interview Prep .

Behavioral Interview Questions - The McKinsey PEI

As mentioned above, fit or personal experience interview (PEI) questions are part of every McKinsey interview. 

How else is the PEI different?

While other top management consulting firms focus on bringing the best creative problem-solving to their clients’ problems (BCG is notable here), McKinsey is interested in candidates’ personal impact and entrepreneurial spirit.

McKinsey interviewers look for these characteristics in answers to PEI questions. Because of this, it’s good to have some insight into why the firm thinks these characteristics are important.

Personal Impact

McKinsey says this about personal impact on its career website:

McKinsey does not want to create PowerPoint presentations with elegant solutions that sit on an executive’s shelf, not implemented.

Personal impact means that McKinsey consultants work shoulder-to-shoulder, on-site with client executives, developing solutions that don’t just solve a business problem in theory but also do it in practice. This can require facing resistance to change in the client’s organization head-on and persuading people to reassess long-held beliefs.

During the PEI, questions like the following will be asked to assess personal impact:

•   Tell me about a team you worked on when you needed to change someone’s mind on a topic that was important to them, or
•   Tell me about a time when you needed to rely on your communication skills to solve a difficult interpersonal situation.

This belief that personal impact is key to developing an implementable solution is what drives McKinsey consultants to spend 4 days a week on client site.

Entrepreneurial Drive

McKinsey says this about entrepreneurial drive on its career website:

McKinsey doesn’t hire consultants who can only implement solutions they’ve seen in previous businesses. They want people who are willing to try new things, take solutions to new industries or new types of problems.

The McKinsey problem solving approach treats each client problem as unique. Each solution should push thinking about best-practices.

In addition to personal impact and entrepreneurial drive, McKinsey also assesses leadership using the PEI. We won’t address this in detail because this is similar to other consulting firms, but you can find more about how McKinsey assesses leadership in our page on  McKinsey PEI Questions.

It also includes What McKinsey Is Looking For and provides a list of 11 Common PEI Questions.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

The McKinsey Interview Process - Traditional and Recent Changes

The traditional recruiting process.

For years, McKinsey focused on a group of core schools to find new analyst (undergraduate hires) and associate (MBA hires) candidates. 

While the firm now recruits from a broader set of schools as well as more diverse candidates, recruiting at these core schools still starts in much the same way. McKinsey consultants conduct on-campus presentations and coffee chats to talk to potential candidates about what it’s like to work in the management consulting industry and at McKinsey, in particular.

If the firm hosts an event at your campus, you should attend to make personal connections and to find out first-hand if a career at McKinsey is right for you. If there are no events at your school or if you’re already employed, check out the company’s career site for articles and videos that will tell you what it’s like to work at McKinsey and what it takes to get an offer.

Candidates submit their resumes (and optional cover letters) to the firm’s recruiting department via their school’s department of career services and on the firm website. Candidates who are invited to interview typically have their first round interviews on campus.

During first round interviews, candidates meet with 2 interviewers back-to-back. Candidates who pass first round interviews are invited to a McKinsey office for second round interviews.

In second round interviews, candidates meet with 3 interviewers. Unless a candidate’s interviewers are split in their decision, second round interviews are also final round interviews.

In each round of interviews, McKinsey interviewers walk candidates through a business problem and asks a series of  McKinsey PEI Questions , aimed at evaluating their potential fit with the organization. 

The Recruiting Process for Candidates at Non-core School and Experienced Hires

Candidates from non-core schools submit their resumes (and optional cover letters) directly to the recruiting department of the 3 offices they’d like to work in.

If they are invited to interview, candidates who live relatively close to a McKinsey office will be invited for in-person first round interviews. Others will be asked to do their first round McKinsey interviews via video conference.

Candidates already working in another industry or those working at another consulting firm submit their resumes (and optional cover letters) directly to the recruiting department of the three offices they’d like to work in. They will typically have a phone interview before the “first round” of in-person interviews.

In both cases, once candidates are passed to second round interviews the recruiting process is the same as for core school candidates.

Solve, The McKinsey Problem Solving Game

McKinsey is reaching out to more candidates outside of their traditional core schools to diversify its recruiting. As part of that, it’s launched  Solve , an online game  that assesses candidates’ problem-solving skills.  Solve is both more fun and gives candidates from non-core schools a better shot at getting a McKinsey interview than they’ve had in the past.

Example McKinsey Case Interview - Video

Below, we have 4 videos in which My Consulting Offer founder, Davis Nguyen, walks you  through each segment of a McKinsey case interview from beginning to end. 

Mock McKinsey Case Interview - Opening the Case

The key thing to do in the opening of a McKinsey case study is to repeat back the question so you’re sure you understand the problem you are solving. Then, ask questions to begin to get more information.

Mock McKinsey Case Interview - Structuring the Case

In the structure section of McKinsey Case Interviews, create a MECE list of important issues you will analyze to solve the client’s problem.

Mock McKinsey Case Interview - The Case Analysis

In the analysis section of a McKinsey case study, you’ll need to do analysis to evaluate the best option for your client. This may require interpreting data from charts or graphs provided by your interviewer or doing calculations based on numbers you’re given.

Mock McKinsey Case Interview - Concluding the Case

In the conclusion of McKinsey case interviews, you’ll need to pull your analysis together into a persuasive recommendation for the client. Restate the question you were asked to solve, lay out key findings from each section of your case structure, and show how your analysis points to the course of action the client should take.

Now that you’ve watched our sample McKinsey case interview, you should be ready to start practicing for your own interviews. 

Here are 5 tips on making the most of your preparation time:

5 Tips on Acing Your McKinsey Interview

• Practice casing with another person. Answering case interview questions does not come naturally and it is not enough to practice on your own since casing requires having a dialogue. Give yourself as much time to practice mock interviews as possible by starting early.
• Record yourself during mock interviews  using your computer or phone. Study these videos to see how you can improve your performance in each phase of the case interview. Aim to make your answers more fluent and conversational.
• Practice sample McKinsey interview-led case interviews. Use  McKinsey-specific case interview examples  below to make sure you’re not just familiar with cases, but with McKinsey cases. Make sure you are comfortable with being redirected at times. 
• Brainstorm several  stories to answer common personal experience interview questions. You can find a list of these common questions here .
• Find out more about the  McKinsey Solve Game  before you take it. 

After reading this article, you should have a good understanding of what McKinsey’s recruiting process looks like and how McKinsey case interviews are different from other management consulting firms. 

Still have questions?

If you have more questions about McKinsey case interviews, the PEI, or working at McKinsey, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

People interested in this topic have also found the following pages helpful:

• Why McKinsey?
• McKinsey PEI Questions
• McKinsey Problem Solving Game
• Case Interview Examples

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