group case study tips

This Is What You Need to Know to Pass Your Group Case Interview

• Last Updated January, 2024

If you’re on this page, chances are you’ve been told you’re scheduled for a group interview. 

After practicing for weeks to get good at cracking a normal case interview, hearing you have a group interview might make you feel like you’ve scaled a huge mountain only to find that there’s an even higher peak beyond it that you need to climb.

Group case interviews present some different challenges than individual cases, but if you know what those challenges are, you can overcome them. 

We’ll tell you how. 

In this article, we’ll cover what a group case interview is, why consulting firms use them, the key to passing your group interview, and tell you the 6 tips on group interviews you need to know.

If this is your first time to MyConsultingOffer.org, you may want to start with this page  on  Case Interview Prep . But if you’re ready to learn everything you need to know to pass a group case, you’re in the right place.

Let’s get started!

What is a Group Case Interview?

The group needs to come to a collective point of view on what the client’s problem is, how to structure their analysis, and what the final recommendation should be. 

The group should also agree on how the analysis of the case will be conducted at a high level, but the actual number-crunching will need to be divided between group members in order to complete the work in the allotted time.

The group’s analysis and recommendation will be presented to one or more interviewers.

Why Do Consulting Firms Use Group Case Interviews?

It can feel difficult to trust your team members when you know that you’re all competing for the same job, but that’s what the group case is about — it tests teamwork skills in a high-stakes environment.

Management consultants are hired to solve big, thorny business problems, ones that require the work of multiple people to solve. 

While there is a hierarchy on consulting teams with a partner leading the work, consulting partners simultaneously manage multiple clients or multiple studies at one large client. 

They won’t work with your team every day and in their absence, the team still needs to be able to work together effectively.

Even if a partner is leading a team’s problem-solving discussion, each consultant has a responsibility to make sure the team’s best thinking is being put forward to help the client. 

Ideas are both expected from each member of the team and valued. 

Even the newest analyst has a contribution to make.

T he analyst may have been the person to analyze the data and therefore be closest to the information that will drive the solution to the problem. 

The flat power-structure of the team makes it critical that each consultant works well with others on teams.

In assessing each member of a group case team, interviewers will ask themselves:

Does each of the recruits listen as well as lead?

Are they open to other peoples’ ideas?

Can they perform independent analysis and interpret what impact their work has on the overall problem the team is trying to solve?

Can they persuade team members of their points of view?

The Key to Passing the Group Case: Make Sure Your Group Is Organized

A group case must be solved by going through the same 4 steps as individual cases :   the opening, structuring the problem, the analysis, and the recommendation. 

Your team should break down the time you have to solve the case into time allotted to each of these steps to ensure you don’t spend too long in one area and not reach a recommendation. 

Make sure the team agrees on a single statement of the client’s problem.

Take the time for everyone to read the materials, take notes, and suggest what they think is the key question(s) that need to be solved in this case.

Write it on a whiteboard or somewhere else to ensure there’s agreement. You can’t solve the problem together if you don’t agree on what the problem is. 

Usually, someone in the group will take the lead on organizing the group.

If no one does, this is your opportunity to demonstrate your leadership and teamwork skills, but if there are people fighting over the leadership position (unlikely since everyone is on their “best behavior”), then contribute and don’t worry that you aren’t “leading” the discussion just yet.

Create a clear,  MECE  structure to analyze the problem.

This is even more important to solving a group case than an individual one because you need to make sure that when the group breaks up so each member can perform part of the analysis, all the issues are covered and there’s not duplicated effort between team members.

After your group structures the problem, split up the analysis that needs to be done between members of the group.

If no one suggests breaking up the analysis, then volunteer the idea. Be sure to explain how each person’s piece fits into the team effort.

Each person should do their analysis independently to ensure there is sufficient time to complete all the required tasks, though the team should regroup briefly if someone has a problem they need help with or comes up with an insight that could influence the work other group members are doing. 

While you do your own analysis, you’ll need to demonstrate you understand the bigger picture by involving your teammates, sharing how your findings impacts their work, and articulating how all the insights lead to an answer to the client’s problem.

After everyone has completed their analysis, the group should come back together so everyone can report their results and the group can collectively come to a recommendation to present to interviewers.

In addition to the normal 4 parts of the case, group cases usually require you to present your recommendation to the interviewer(s).

Be sure to build time into your schedule for creating slides, deciding who presents what, and practicing your delivery. 

Many groups fail because they begin their presentation without deciding who has which role.

In consulting, this is like going into a client meeting without knowing who is presenting which slide to the client and makes your team look unprofessional.

Presentation

Start with your recommendation and then provide the key pieces of analysis and/or reasoning that support it.

Again, the work will need to be divided between team members to ensure you get slides written in the allotted time.

For more information on writing good slide presentations, see  Written Case Interview  page.

6 Tips to Pass Your Group Case Interview

Tip 1: organize your team.

A disorganized team will not be able to complete their analysis and develop a strong recommendation in the time allotted.

See the previous section for the steps the group needs to complete to solve the case.

If someone else does take charge, don’t fight for control.

Show leadership by making points that help to move the team’s problem solving forward, not fighting so that it goes backwards. 

Tip 2: Move the Problem-Solving Forward

With multiple team members trying to contribute and express their point of view, it’s possible to have a lot of discussion without getting closer to a solution to the client’s business problem. You can overcome this by:

• Summing up what the team has agreed on so far,
• Providing insight into how the team’s discussion impacts the problem you’re tasked with solving, and/or
• Steering the team to discuss the next steps.

If it feels like the team is rehashing the same topics, use these options to move the problem solving forward.

Tip 3: Make Fact-Based Decisions

It’s okay to disagree with team members but always disagree like a consultant. Challenge teammates’ ideas with data, not opinions.

If there is analysis that needs to be done to determine which point of view is correct, table the discussion until the analysis has been completed.

Tip 4: Don't Steamroll Teammates

As mentioned earlier, consulting teams value the ideas and input of every team member.

Because of this, cutting off, interrupting or talking over other team members is more likely to get you turned down for a consulting job than hired.

The quality of your contribution to group discussions is more important than the quantity (or air time) you consume.

Demonstrate your collaboration and interpersonal skills.

Tip 5: Remain Confident When the Team Presents

Keep your poker face on even if your teammates don’t make every point the way you would have made it. 

Like steamrolling teammates in discussions, frowning or shaking your head as they present will make it look like you’re not a team player.

Tip 6: Remember, Everyone Can Get Offers

 In many jobs, there is only one position open.

At consulting firms, a class of new analysts and associates is hired each year.

There aren’t quotas regarding hiring only one person from a group interview team, so working cooperatively to solve the problem is a better strategy than undermining other members of your group to appear smarter than they are.

We’ve seen group interviews where no one gets a job offer and that can be because teammates undermine each other.

Don’t Over-Invest in Prepping for a Group Case Study Interview

Like the  written case interview , group cases come up infrequently. 

The 2 most common types of case interviews are individual interviews: the candidate-led interview or the interviewer-led interview.

In the candidate-led interview , the recruit is responsible for moving the problem solving forward. After they ensure they understand the problem and structure how they’d approach solving it, they pick one piece of the problem to start drilling down on first. Candidate-led cases are commonly used by Bain and BCG.

In the interviewer-led interview , the interviewer will suggest the first part of the case a recruit should probe after they have presented their opening and structured the problem. Interviewer-led interviews are commonly used by  McKinsey .

Because individual cases are much more common than group cases, don’t spend time preparing for a group case unless you’re sure you’ll have one. 

If you’re invited to take part in a group case interview, your preparation on individual cases will ensure you have a good approach cracking the case.

At this point, we hope you feel confident you can pass your group case interview. 

In this article, we’ve covered what a group case interview is, why consulting firms use them, the key to passing your group interview, and the 6 tips on group interviews you need to know.

Still have questions?

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

People prepping for a group case interview have also found the following other pages helpful:

• Case Interview Math ,
• Written Case Interview , and 
• Bain One Way Interview . 

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3 Top Strategies to Master the Case Interview in Under a Week

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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.

Learn Case Interviews 10x Faster

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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.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
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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.

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Case Interview Preparation

Perform at your best during your case interview., bcgers share their case study interview tips., follow these dos and don ’ ts to ace your case prep:, test your case interview skills with these interactive quizzes..

Ready to stand out at your assessment day? Here’s my tips for group case studies

May 02, 2022

As an Early Careers Recruiter, Lucy Cho regularly attends campus events such as networking nights, career fairs and assessment days. She shares some tips for common traits and behaviours that can help candidates to stand out.

When you’re applying for a  graduate role , group case studies are a common assessment task. These are designed for us to look for certain skills and attributes in candidates like teamwork, enthusiasm, and communication skills. This  recruitment stage  usually comes after the initial phone screening.

Here’s my tips on how to ace group case studies. Tip one: It’s all about teamwork Success as a consultant is all about working together with your colleagues and client to deliver projects within a specific timeframe. You can expect to be moving teams regularly based on project needs, so it’s important to show that you can work effectively and collaboratively with other people.

At the assessment day, some ways to show your teamwork skills include:

• Asking team members for input, especially if you notice someone hasn’t spoken for a while
• Making things a discussion, not an interrogation
• Bouncing off the ideas of others
• Don’t treat your team members like competitors, instead focus on working together to come up with the best solution to the case study you’ve been given.

Remember, if you are successful with getting an offer, some of the people from your assessment day could become your colleagues, so it’s a great chance to start building relationships. Be positive and authentic, because that all helps you to enjoy the experience.

Also, if you’re a bit more introverted, try to play to your strengths. Ask questions to your group to show you’re thinking about the problem and adding value to the discussion.

Tip two: Confident communication is critical Being able to look at a business situation, analyse it with your team, and then present your findings to the client is a core part of consultancy. That’s why we’re looking for candidates who can present work clearly, effectively summarizing lots of information into a clear presentation format.

A key part of communicating with confidence is understanding the material, so don’t be afraid to ask questions if there’s anything you’re unsure about. Assessors love to get questions because it shows that you are engaged. And be ready to answer questions yourself, to outline the reasoning behind your solution.

When you’re presenting, try to speak clearly and make good eye contact. It’s a good idea to try to practice presenting as much as possible (rope in your family and friends if needed) so that you can calm any nerves that might be raging inside you.

It’s also a good idea to make sure you’re also dressed to impress. Dressing “Smart casual”  will help you to look and feel the part too.

Tip three: Practice, practice, practice! Give yourself the best chance on the day by practicing in advance. A quick online search for ‘Practice group case study assessment’ will provide you with some sample material. Put on a timer for one hour, read through the material and try to process it and find a solution to the case.

If you can, ask some friends or family members to practice with you, so you can also work on the teamwork aspect, and they can give you feedback too. This all helps to boost your confidence so you can feel comfortable in the session.

As we’re expecting our assessment days to be run virtually for the time being, make sure all your tech works. Make sure that your camera, microphone, and headphones all work, and you’ve got a strong internet connection. Find a quiet spot to avoid distraction. And get everything you need ready before the session starts, including a glass of water.

Tip four: Keep an eye on the clock The group case study assessments are run to a strict time schedule. It’s important to keep track of time to ensure your group completes the exercise.

Time management skills are so critical in consulting. Being a consultant means deadlines, so assessors are looking for candidates who can use their time wisely. Make sure there’s a timekeeper for your group – you can volunteer to take on this responsibility, too!

A pro tip on time management: make sure you allow enough time to prepare the final presentation and, ideally, have a practice run through.

Tip five: Show your problem-solving skills The assessors really want to see how you approach and solve a problem. This is your chance to show them how you identify a problem, think about it, and make a decision about ways to solve it. This is what our clients come to us for, so showing that you can think critically and creatively about an issue is a great advantage that will help you stand out.

Don’t just present the solution, show the steps you went through on the way to reach your suggested course of action.

What to expect on your assessment day Generally, the day will start with a 30-minute welcome presentation by the day’s coordinator. Then you’ll be split into breakout groups and given half an hour or so to get to know each other a bit. After a short break, you’ll go back into your breakout groups and then be presented with the case study for around 1.5 hours to discuss and form your ideas.

You’ll be expected to work together to develop a presentation of around 5-10 minutes about your case study and your proposed plan. Your group will present to a group of around 30-50 people, then respond to questions from the assessors.

Within a couple of weeks following the assessment day, you’ll be given feedback. Even if you don’t get an offer, please try to take this feedback onboard and use it to improve if you decide to apply for another graduate program or reapply in the future for Accenture. A commitment to continual self-improvement is so important to cultivate.

Are you preparing for assessment day?  Watch this video  to know what to expect on the day.

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15 case interviews tips for McKinsey, BCG and Bain

If you are targeting a job in consulting, you probably already know what type of interviews to expect: a case.

In a case interview, your interviewer will ask you to solve a business problem. For instance, they might ask you how Coca-Cola could double their profit margin next year. Cases have got the reputation to be amongst the most challenging types of interviews and candidates tend to fear them. But it doesn't have to be that way.

Over the past few years, we've helped more than 20,000 candidates prepare for consulting interviews. We've learned about what works and what doesn't. We have also analysed all the case interview advice from McKinsey , BCG , Bain , Deloitte and other sources.

In this article we summarise the most important tips we have learned along the way. So let's get started!

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

1. preparation tips.

It all starts with a good preparation. Here are a few tips you should follow to structure your consulting interview practice.

Tip #1: Start early

This might sound obvious, but case interviews can be challenging, so you should start preparing early. Some of the people we work with start studying up to 6 months before their interview. Starting that much in advance is not necessary to get an offer, but the earlier you start the higher your chances of getting an offer are.

Tip #2: Learn the fundamentals

The first thing you should do is learning the key concepts and core skills you need to get an offer in consulting. In other words, you need to learn the fundamentals. This website has many free resources you can use to do this. We recommend starting with our free case interview guide and our list of free case interview examples .

Tip #3: Practice with peers

Practicing with peers is useful to get live interview practice. This is something that is common on university campuses and is often organised by consulting societies.

If you are not already doing so, we definitely encourage you to find one or a couple of friends who are also preparing for consulting interviews and with whom you can practice. You will learn a lot both by playing the role of the interviewer and the candidate. Here's a list of consulting interview questions you can practice with.

Tip #4: Practice with experts

Practicing with peers will only get you so far. I f you really want the best possible preparation for your case interview, you'll also want to get feedback from 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 interviews 1-on-1 with ex-interviewers from MBB firms. Learn more and start scheduling sessions today.

Tip #5: Keep it up

Learning any new skill has got its ups and downs. Mastering case interviews is no different. Your performance probably won't be amazing on your first few cases. You will probably make mistakes even after you have practiced 15+ cases. Keep it up. It might take a while but everyone can make it to consulting by following the right step-by-step preparation plan.

2. Case interview tips

Now that you know how to approach your preparation, let's focus on a few tips that you should use during your actual case interview.

Tip #6: Listen carefully and ask clarification questions

At the beginning of the case, your interviewer will layout the situation of the company you are trying to help (e.g.: Coca-Cola's profits have decreased by 10% over the past 12 months). Your job in that part of the interview is to make sure that you understand the situation correctly by asking the right clarification questions (e.g.: in which countries have profits declined? And for which products?).

This is what partners at McKinsey and other firms do with clients. They sit down with them, listen carefully to the problem they have, and ask clarification questions before trying to solve the problem. They do this because it's impossible to solve a business problem you don't understand in details. And you should therefore follow a similar approach in your cases.

Tip #7: Structure, structure, structure

Once you understand the situation in detail, your interviewer will expect you to put together a framework that you will use to solve the problem your client is facing. For instance, if your client is facing a profits' issue, your interviewer will expect you to look into 1) potential revenue issues and 2) potential cost issues because profits issues can be due to one or both of these factors.

Consultants use frameworks and structure their thinking all the time because it's client-friendly. If you don't solve the problem in a structured way, your client will probably lose track of what you are doing and be unhappy. If you solve it in a structured way, they will know what you are working on at all times and feel that you have things under control. Interviews are the same. If you structure your approach and communicate in a structured way, you'll have a happy interviewer!

Tip #8: Don't reuse frameworks

One trap many candidates fall into is to reuse pre-existing frameworks in their interviews. As we explain in our case frameworks guide , interviewers will immediately notice if you do this and you will get penalised. Each case is unique, and you should therefore create a custom framework for every case you do. This might sound difficult but it actually isn't if you take the right approach.

Tip #9: Think before speaking

Consultants sell advice. Once you have said something it's hard to take it back. One of the things you learn as a junior consultant is to think first, decide how you are going to say what you want to say, and then finally say it. If you can do that well in your interviews it will truly set you apart. In practice, it means that you should take some time to organise your thoughts before speaking and that you should avoid jumping to conclusions.

Tip #10: Brush up your maths

Virtually all case interviews involve doing maths computations without a calculator. Having rusty maths at the beginning of your preparation is normal. But in our experience successful candidates take some time to brush up their maths when they start practicing. You should take the time to refresh your memory and be 100% comfortable doing basic additions, subtractions, divisions, multiplications and growth rate calculations mentally. We really encourage you to take the time to do this. Trust us, it's really worth it!

Tip #11: Draw conclusions

As we mentioned above, consultants get paid for their advice. One of the things clients hate is to pay a large sum of money and not get a clear answer about their problem. Even if they are halfway through the project, consultants avoid telling their clients: "We don't know yet." What they say instead is: "Based on what we have seen so far, our current hypothesis is that the profit decline you are experiencing is mainly driven by the Chinese market. We think this is the case for 3 reasons. Reason #1 is etc."

You need to do the same thing in your cases. At the end of the interview, your interviewer will ask for your conclusion. You can't dodge the question. You've got to give a clear answer with supporting arguments based on what you have learned doing the analysis. The trick is to caveat your answer with a sentence such as "Based on this initial analysis, etc." And to also highlight additional areas to explore to confirm that your current understanding is the right one.

Tip #12: Catch the hints

Finally, 99% of interviewers have good intentions. They're here to help you perform at your best. During your interviews they will give you hints about whether you are doing well or not. If they try to steer you in a direction, follow them, they're trying to help you. This might sound obvious but candidates sometimes get so stressed out that they don't pick up on the hints interviewers give them.

3. Fit / PEI questions tips

In addition to a case, your interviewer will also ask you one or two behavioural questions. Let's turn our attention to those and go through a few tips that you can use to impress your interviewer.

Tip #13: Research consulting / the company

The two most frequently asked fit questions you will come across are " Why consulting? " and " Why McKinsey?  / Why BCG? / Why Bain? " You therefore need to do your research about consulting as well as the company and office your are interviewing for. Try to really understand whether consulting is a job you will enjoy doing. Try to meet consultants from the firm and office you are interviewing for. This will help you give genuine answers to these fit questions and will set you apart from other candidates.

Tip #14: Prepare for PEI questions

In addition to typical CV questions, consulting firms also ask personal experience interview questions . These questions are easy to recognise, they always start with: "Tell me about a time when..." They aim to test your soft skills such as your leadership or your ability to work in a team. A lot of candidates underestimate their importance and end up not preparing sufficiently for them. We recommend setting about 25% of your time to prepare for fit and PEI questions.

Tip #15: Try to convey confidence

We know this one is hard, but conveying confidence can make a big difference in your interviews. We all have doubts, and we are all stressed when we interview. It's perfectly normal. But you should try to keep these doubts and stress to yourself. You should try to look your interviewer in the eye and speak as confidently as possible. Conveying confidence is a core consulting skill and if you can do it in your interviews it will really take you a long way!

4. Conclusion

When it comes to preparing case interviews, it can seem like there's a lot to take in. Even when you've covered everything mentioned above, it's still hard to gauge your level and to be sure whether or not you're really ready to ace your interview.

That's one reason why mock interviews are so helpful. If you're interested, click below to browse from our many ex-interviewers from MBB firms, and book your mock interview at a time to suit you.   Learn more and start scheduling sessions today.

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What the Case Study Method Really Teaches

• Nitin Nohria

Seven meta-skills that stick even if the cases fade from memory.

It’s been 100 years since Harvard Business School began using the case study method. Beyond teaching specific subject matter, the case study method excels in instilling meta-skills in students. This article explains the importance of seven such skills: preparation, discernment, bias recognition, judgement, collaboration, curiosity, and self-confidence.

During my decade as dean of Harvard Business School, I spent hundreds of hours talking with our alumni. To enliven these conversations, I relied on a favorite question: “What was the most important thing you learned from your time in our MBA program?”

• Nitin Nohria is the George F. Baker Jr. Professor at Harvard Business School and the former dean of HBS.

Partner Center

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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PwC Case Interview Guide 2024: Criteria, Technique & Tips

PwC (PricewaterhouseCoopers) is one of the  Big Four Consulting Firms (along with KPMG, Deloitte, and EY). Every candidate who wishes to land the offer from PwC must go through an essential round called a “ case interview ” in the Assessment Center.

In this article, we’ll cover the complete overview of the PwC case interview and the tips and techniques to help you ace your case interview round. 

Overview of PwC case interview

The PwC case interview is a candidate-led interview used to assess candidates for technology and management consulting positions . Candidates are required to go through three to four 45-minute case study sessions, which simulate the actual work of consultants in the firm. 

The three common case types in the PwC case interview are individual case, group case, and written case.

A candidate must go through the case interview round in a full-day event consisting of two to three stages, known as “Assessment Center” in Europe/Middle East and “Super Day” in the US.

The PwC case interviews occur after the video interview

Candidates have to pass three rounds (Application -> Online test -> Video Interview) before getting into the case interview round .

If you successfully pass the case interview round, you will advance into the final round - partner interview. If you pass this final round, you will receive an offer from PwC within two weeks.

Application round: Submit your resume and cover letters via PwC online application platform. You need to craft your resume in consulting style and have an impressive cover letter .

PwC Online test : Take a series of online psychometric assessments, including situational judgment and numerical, verbal, and logical reasoning.

Video interview: includes fit/behavioral interview and workplace case studies. You will record yourself answering the given questions. PwC has an e-learn preparation for the video interviews . You can check it out!

Case interview: includes a series of case interviews (individual and group) to assess candidates’ traits and abilities as consultants.

Partner interview: candidates will go through an “informal” talk with the partner or senior manager of the local office they apply. This is similar to the fit interview at Bain and BCG .

PwC interviewers value leadership and business acumen

To ace the PwC case interview, candidates must demonstrate they have the five crucial qualities needed by PwC. “Whole leadership” and “Business acumen” are highly valued since these two are essential qualities for an aspiring consultant.

The five qualities, as stated in their “The PwC Professional” framework , are:

Whole leadership: Lead yourself and others to make a difference and create a positive impact in a responsible, authentic, resilient, inclusive, and passionate manner.

Business acumen: Bring business knowledge, innovation, and insight to create distinctive value for clients and PwC.

Technical and digital: Apply a range of technical, digital, and other professional capabilities to deliver quality and value.

Global and inclusive: Operate and collaborate effectively with a mindset that transcends boundaries and embraces diverse perspectives.

Relationships: Build relationships of high value that are genuine and meaningful.

Source: PwC Global

PwC case interview format is candidate-led 

PwC case interview is a candidate-led case interview , similar to the BCG case interview and Deloitte case interview . The interviewer will present the issue and require the applicant to lead and control every stage to solve the case: structure the problem, develop frameworks, request data, synthesize results, and provide solutions.

Candidate-led cases focus on one big problem

In candidate-led cases, you have to figure out how to solve a big case . This is opposed to interviewer-led cases , where the interviewer presents smaller questions about the case to the candidate.

You should take a top-down approach - break the problem into small parts of the issue tree and tackle each one at a time. 

Candidate-led cases are flexible

In a candidate-led interview, the candidate can choose their own suitable approach.

The interviewer usually forms a “universe” of data on the client and their problems for you to explore. If your issue trees and solutions seem to go beyond the given information (in a good direction), the interviewer can “make up” new information on the spot to help you solve the case in your way.

Candidate-led cases focus less on being right

In a candidate-led interview, you put less emphasis on giving a definite “correct” answer and focus more on creating a structured, reasonable approach .

An “acceptable” margin of error is allowed in the candidate-led interview since you must break down the problems by yourself without much assistance from the interviewer. 

To ace the candidate-led case interview, you need to understand the fundamentals of a candidate-led case . Our Case Interview End-to-End Secrets Program features countless instant-result tips and techniques for case interviews to help you maximize your performance!

After learning the tips and some sample cases, you will need exclusive feedback. Book a meeting with our coaches at MConsultingPrep now! Those ex-consultants will help you practice specific candidate-led case interviews, give you the most detailed and concrete feedback, and suggest the most suitable improvement methods. 

Three PwC case types

PwC case interviews usually include three types of interviews: individual case interview, group case interview, and written case interview.

PwC individual case interview

This is the standard type of PwC case interview. PwC has a similar candidate-led case interview style to BCG and Deloitte. Candidates will receive the case from the interviewer, which they need to define the issue and give solutions. There will be two or three cases for a 45-minute session.

PwC group case interview

The group case interview is popular in BCG, Bain and Big Four firms. A group case interview will usually go through five stages:

Stage 1: You will be assigned to a group of 3–6 applicants.

Stage 2: The group will be given a case and relevant information to solve.

Stage 3: You will be given 10 minutes to examine the case and prepare alone or in collaboration with another team member.

Stage 4: The group will discuss case questions for 20 minutes while the interviewers observe and take notes.

Stage 5: The interviewers will ask questions about the cases in the next 20 minutes.

PwC written case interview

The final type of case interview at PwC is the written case presentation .

At PwC, the case question and data are usually provided 48 hours before the presentation. Candidates must prepare PowerPoint slides and evidence to support their findings on presentation day.

Each candidate would have 15-30 minutes for presentation and another 15-30 minutes for Q&A with the interviewer. 

Fundamental framework to solve PwC case interview

To solve the PwC case interview, you need to develop an issue tree to break down your case. To create a suitable issue tree, you can use common frameworks for case interviews : Profitability framework, Business situation framework, McKinsey M&A framework, 4P/7P marketing mix, or Porter’s five forces model. 

To further enhance your case interview performance, you can also apply five effective tools (or mini-frameworks): External vs Internal, Quantitative vs Qualitative, Costs vs Benefits, 2x2 Matrix, and SWOT analysis. 

Five common frameworks for case interview

Profitability framework is mostly used to mathematically break down problems before switching to the qualitative framework for solutions. To use the profitability framework, candidates will split profits into revenues and costs.

Business situation framework is used to analyze a company situation in four areas - Company, Competitor, Customer, Products (3C-1P). This 3C-1P framework is flexible for many purposes, however it may be too generic and need customization depending on the situations. 

McKinsey M&A framework is used to assess a proposed merger and/or acquisition on three aspects: standalone values of each involved company, their synergy, and other factors. This framework is MECE and promotes customizations, and is one of the best M&A frameworks. 

4P/7P marketing mix in marketing for tangible work analyzes the 4P - Product, Price, Place and Promotion; while in service marketing three other Ps will be added in - People, Process, and Physical evidence. This framework focuses on the marketing aspect, hence unsuitable for multi-function strategies. 

Porter’s five forces model analyzes the industry surrounding a business in five aspects - Suppliers, Customers, Competitors, New entrants, and Substitutes. This framework is used to get an industry overview and understand the client’s context.

Five effective tools for case interview

External vs Internal method is quick and easy to segment information about a particular entity. The internal branch concern what is inside or intrinsic of the said entity, and the external branch concerns the outside factors. 

Qualitative vs Quantitative mini-framework is used for evaluations. Dividing items into two MECE groups reduces confusion and minimizes the risk of missing an essential item. 

Cost vs Benefit in the decision-making process is very straightforward - if the benefits of an option outweigh its costs, that option can be chosen.

2x2 Matrix is a decision-making tool where options are examined using two criteria, each of which forms an axis of the matrix. 

SWOT analysis mini-framework is seldom used in case interviews for being too generic. However, it can be used for a quick and easy evaluation of a company’s positioning within the industry context. 

To have a deeper understanding of the common framework used in the case interview, you can check our free article on Case Interview Framework .

How to prepare for PwC case interview?

To ensure the best performance possible in the PwC case interview, you can follow this 5-step preparation.

Step 1: Familiarize yourself with candidate-led case examples

PwC hasn’t provided any case examples on its official site. Still, you can start with candidate-led case interview examples from Bain to familiarize yourself with the format and how to interact with the interviewer.

Bain case sample: Coffee Shop Co.

Bain case sample: FashionCo.

Bain case sample: Associate Consultant Mock video

You can also get familiar with more case interview samples and all instantly-effective tricks for case interviews with our Case Interview E2E Secret Program . You can learn all the fundamentals and expose to a more detailed and in-depth analysis of case interview samples with suggestions.

Step 2: Practice consulting math

Interviewers intensely evaluate potential consultants' mental math because consultants have to deal with quantitative data daily. It might take too long for them to bring out a calculator whenever they need to calculate anything, and doing so during a negotiation appears unprofessional. 

Some people find consulting math challenging at first; however, a few techniques can help you ease into the process while still practicing effectively, such as:

Train your head: Do your daily calculations mentally unless an EXACT answer is required.

Start with small steps: At the start, a piece of scratch paper and a 5% margin of error help; once you are confident, discard the paper and narrow down the margin.

Establish a routine: Allocate some time for daily practice. This may be hard at first, but you can feel the improvement once you’ve overcome the inertia.

Step 3: Develop business intuition

Having business intuition sharpens your performance significantly in case interviews. Working on intuition is a gradual process that takes practice every day. You can improve your business intuition through two means:

Written material: It's a good idea to read business papers daily. You can also find excellent articles on the McKinsey , Bain , and BCG websites. Be careful, though, Because the important thing is not how many pages you read but what you learn from them.

Experience and observations: Don't just show up to work; try to figure out what the senior managers are doing, the reasoning behind each decision they made, and how it has affected the organization.

Step 4: Learn the fundamentals and frameworks

Practice the use of hypotheses and issue trees, the MECE principle, and the frameworks until you are comfortable using them– they are the backbone of candidate-led case interviews.

It might be tempting at first to go straight for the frameworks – if you make this common mistake, get ready for some very unpleasant surprises in the interview. Frameworks need a lot of customization to fit actual cases , and to customize effectively; you need fundamental knowledge.

Step 5: Perform mock interviews

Mock interviews are a great way to simulate the actual case interview session. Find a former consultant to help you practice; they have been through countless case interviews, both real and mock, and they know what’s required of a candidate, so they’re the best people to run your simulations with. 

MConsultingPrep can help you connect with ex-consultant coaches to receive more personalized feedback to improve what is lacking in your performance and enhance your chances of landing the offer. Book your mock case interview session with us right now!

Tips for the perfect PwC case interview

Nine tips for the perfect pwc individual case interview.

Tip #1: Understand the procedure of a candidate-led case interview

There is a five-step procedure to approach the PwC candidate-led case interview. 

Taking the case: You need to take notes on all information regarding the clients and the case situation. Keep your notes organized to refer back to them easier.

Clarifying: You will have time to gain more information and/or clarify the points you haven’t fully understood about the cases.

Structuring: You will need to break down the case business problem into smaller components to create the issue tree , allowing you to solve it in an effective and cohesive manner.

Hypothesizing: You must develop the hypothesis based on evidence and available data about the problems and find the root cause. If the initial hypothesis in a branch of the issue tree no longer makes sense, go to the next branch. If the hypothesis matches, stick to it to find the root causes and solutions.

Pitching: The pitch is your case interview's final product, where you summarize all findings and recommendations to solve the case. You need to deliver the pitch in a structured, top-down manner.

Tip #2: Have a perfect case opening

There are four reasons to make a good case opening while you deliver your case interview:

First, it shows you have complete control of the upcoming problem-solving process, which is critical in candidate-led cases.

Second, you can demonstrate your whole leadership and relationships with proactiveness - aligning yourself with PwC's five qualities mentioned above.

Third, a good case opening creates a great first impression. Consultants are expected to perfect everything from the beginning to the end, so this could make a good head start for a 30-minute interview.

Finally, this is an opportunity to align during the interview. After the interviewer has outlined the case details, explain the case to the interviewer in your own words to ensure you grasp the issue and align with the interviewer.

Watch more: How to open a case perfectly?

Tip #3: Map your next moves

Pause occasionally to summarize where you are and where you’re going next. It gives you a sense of direction and authority; additionally, you get plus points in the interview for an organized approach. 

This also gives your interviewer a chance to help you with your mistake. If your interviewer gives you advice, take it – assume it’s intended to be helpful.

Tip #4: Be consistent with your intended hypotheses

Always speak with the current hypothesis in mind, and that hypothesis must be in the issue tree. The sole purpose of the hypothesis-driven approach is to have your efforts and problem-solving steps guided and structured. 

Therefore, to avoid being overwhelmed by piles of data in your case interview, do a sanity check by returning to your issue tree - if what you're doing does not correspond to your present place on it, go back immediately!

Tip #5: Deliver your pitch in one structured manner

This is the most important tip to take because you need to show that you own the consultant qualities - being structured and straight to the point. Present your analyzes in one perfect, insightful, top-down, concise, and captivating final pitch.

Find a way to structure the problem; this will guide your discussion with the interviewer. Briefly explain the framework you plan to use, allowing the interviewer to comment. In general, the simpler the framework, the better. Once the interviewer endorses your framework, stick to it.

To structure your speech:

Begin with a summary line that states the key takeaway/intention.

Separate what you want to say into distinct sections. As much as possible, avoid jumping back and forth between items.

Number your items so you and your interviewer can keep track of them. It's even better to specify how many things you'll be discussing beforehand.

Make your recommendation based on the conclusions you reached from your discussion, even if you are unsure with so little data and time to discuss all the issues.

Tip #6: Make a personalized script

Make a script of what you're going to say and rehearse it a hundred times. Practice all of the formulaic phrases, such as the opening or data request. With enough practice, those lines will become second nature to you.

The secret to seeming professional in a case interview is to talk in a systematic and formal manner. Using scripts also saves brainpower, which you will undoubtedly want in case interviews.

Tip #7: Keep your notes organized

Neat note-taking greatly assists with your train of thought, making storing and organizing information easier. You're also demonstrating to the interviewer that you're well-organized and meticulous.

Divide your notes into three categories to make them easier to read and interpret: data, presentation, and scratch paper. When the interview begins, take three pieces of paper and name them appropriately. Here is the content that should be on each type of note:

Datasheet: note down and process any data the interviewer gives you, as well as your calculations.

Presentation sheets: draft things you’ll say to the interviewer.

Scratch paper: anything else you need to write out, such as brainstorming ideas.

Tip #8: Avoid long pauses

Take a minute to think; don't be afraid of the silence. If you really need silence to think, ask for a timeout or announce think-out-loud mode. However, taking it too long will backfire, especially if you can’t come up with something worthy of the long wait. Use the pause prudently, and always try to think as fast as possible while still being “correct”. 

Tip #9: Find and ask for more insights

Try your best to be in-depth and comprehensive with your analyzes. Always ask yourself, “Am I overlooking something?” and “Can I drill down further?”. 

This is also helpful when you are stuck in your analysis. You can try asking for insights from the interviewer (remember to state your purpose clearly) like this:

If you have a piece of data and don’t know what to make of it, ask for benchmarks to put the data into perspective.

If you are unsure which framework to employ, consider "segmentation" - look at how the customer or the industry often segments that item. If you need to know how they do it, ask the interviewer.

When you cannot see the problems in the case (probably resulting from the “MECE” of your issue tree), ask the interviewer nicely for a way out.

However, remember to manage your time well. If you take too long, the interviewer might force you to move on, and you will lose the time to solve the case holistically.

Four tips for the perfect PwC group case interview

You are being evaluated with many other candidates in group case interviews. So, how can you make yourself stand out? Here are six helpful recommendations to ace a group case interview.

Tip #1: Manage your ideas

Take your time processing the question and developing an orderly and structured response. If you allow yourself time to analyze, your answer will be more robust. Ask the interviewer for a few minutes to organize your thoughts, but avoid excessive silence when necessary.

Try not to intervene forcefully while others are speaking in group interviews. If you have a brilliant idea, write it down. That way, the flash of brightness won't fade from your memory.

Tip #2: Decide whether your role is a leader or team member.

This is the decision that needs to be made on the spot - other candidates are going for the “leadership role” of the discussion. If you want to lead, go right at it. However, you can still demonstrate desirable consultant qualities even as a team member.

If you decide to be the team leader, emphasize your facilitator role.

It’s a good idea to be proactive in proposing what topics to discuss, in what order they should be addressed, and how much time should be allocated to each issue. You can bring the group’s focus back together if the group gets off track.

By the end of the group discussion, make a point to compile people's different points. This puts you in a position to bring everyone together and ensure all candidates are on the same page.

If you decide to be a team member, speak to add value.

Candidates will take turns presenting answers to the interviewer. Before it’s your turn, listen carefully to other people’s answers and the interviewer’s feedback. This way, you can add valuable and helpful insights to the discussion. Remember, good points go to the quality of what you say, not the number of times you speak up.

Tip #3: Ask good questions

Asking outstanding questions will set you apart. It demonstrates that you are attentive and willing to learn more.

Great questions often target one or more objectives: explaining an unfamiliar term, clarifying the issue's purpose, or expanding the team's understanding of the setting or business.

Tip #4: View others as teammates

Seeing people as colleagues puts you in a collaborative attitude, which allows you to work successfully with others. You look to be both a helpful leader and a team player in this manner.

You can be the first to answer your interviewer's question to avoid seeming timid. You can encourage co-interviewees by emphasizing their excellent ideas, adding what you believe is lacking, and explaining your reasoning.

Three tips for the perfect PwC written case presentation

Tip #1: Skim and scan to gain an overview of the case quickly

Skim the data for a summary, then focus on supporting evidence. You need to remove irrelevant data by starting with a defined goal to find the data that answers questions or supports your findings.

You can practice speed-reading in daily activities. When reading newspapers, for example, ask yourself questions regarding the topics being covered, then explicitly hunt for solutions in the articles.

Tip #2: Timebox your activities during the presentation

To ensure adequate time management, allocate a precise time limit for each activity.

When that time limit is nearly over, quickly wrap up what you’ve been doing (e.g., skimming data) and move on to the next (structuring the problem).

In such a pressured interview setting, you easily make mistakes, so set aside some time for contingencies.

Tip #3: Present recommendations first

Tell them your solutions first, and explain later – it’s the results that count!

On a consultant's slide, the chart titles contain the most valuable insights, and their presentations and pitches start with the conclusion. You are an aspiring consultant, so act the same way during case interviews.

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

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Using Active Learning Techniques in Ongoing Bible Study Groups

Four tips for ensuring this model’s success in your church..

• Lifeway Adults

April 23, 2024

Church leaders are constantly seeking ways to drive group engagement and learning. Although a lecture-style model may be comfortable for the leader, this method may not fit the learning preferences of everyone in the group. Moreover, going through the lesson content in the same lecture format week after week can lead to disengagement over time. To address this issue, academic institutions across the country have adopted an active learning methodology.

Starting in the fall of 2024, The Gospel Project Bible study for adults will employ the active learning method to enhance learning and engagement. However, trying new teaching methods may sound daunting for leaders. Below is an explanation of the active learning method, along with four tips for ensuring this model’s success in your church.

Making the Change to Active Learning

Active learning is a teaching method in which the group is asked to review new lesson materials prior to engaging with the lesson in a group setting. For instance, they may read an article or pertinent content pertaining to the session before group time and then engage with the lesson via group activities designed for multiple learning styles. Leaders, however, may wonder how they can encourage the group to prepare for the lesson each week when many of them may want just to show up.

1. Leadership from Above

It is crucial to have leadership support for the active learning model. The group is much more likely to consistently prepare beforehand for the group time when they hear their pastors supporting this model. Pastors and ministry leaders can discuss how excited the church is to adopt this learning method while they highlight the available groups. As time goes on, they can share stories about how this new model has helped those attending these Bible studies understand the Scriptures and grow in their walk with Christ more so that others can see how active learning is beneficial.

2. Leadership at the Group Leader Level

Similarly, group leaders must communicate the new expectations to their groups and be excited about it! Active learning benefits group leaders also because they can spend more time answering questions about the Scripture passage and applying the concepts than they do setting up the context. The group has begun processing the content on their own time already.By expecting the group to prepare in advance, leaders can jump into exploring and applying the main message of the Scripture passage.

3. Communicate How the Active Learning Addresses Multiple Learning Styles

One challenge of a lecture teaching model is that the key concepts are communicated in one way. Even if the group reads ahead of group time – the lecture format leaves little time for engaging with the content in multiple learning styles, such as visual, auditory, social, kinesthetic, etc. However, using the active learning method enables the group time to vary in multiple learning styles. Communicating the opportunity for enhanced learning and providing examples of how this method caters to multiple learning styles will help the group understand the value of active learning.

For example, you could place the group into pairs to share their thoughts on questions pertaining to the material or role-play a scenario which engages social learning. You could use the group time to play a game or build something illustrating a key concept, engaging in kinesthetic learning. Some other examples include evaluating a case study or debating a topic pertaining to the lesson. Thus, active learning engages several learning styles instead of catering to one, creating the opportunity for the group to engage with Scripture in the way God wired them.

4. Provide Leader Training

Of course, it is crucial to provide leader training for the active learning model. During the training, model active learning by expecting your leaders to watch or read some of the material in advance and then pick a few group activities to model the concepts. Encourage your leaders to observe others using active learning techniques.

With support from church staff and ample training for group leaders, active learning techniques will help groups thrive, as everyone engages with the lesson before group gatherings, and apply concepts better by leveraging multiple learning styles.