Basic approach

1. The interview is a conversation not a Q&A
2. Go in with a peer mindset not a job seeker
3. Talking about yourself : focus on what drives you and how does that fit with the profession / company
4. Have a clear vision: Where do you want to be 5 years down the line? Be honest

 What does McKinsey look for?

1. Problem solving horse power : Structured thought process and incisiveness - (evaluated through CV and case interviews)
2. Leadership : Sight live instances (evaluated through CV and PI)
3. Drive and aspirations: Do you have risk appetite, have you pushed the envelope (evaluated through CV and PI)
4. Presence : Can you hold a conversation with the CEO (evaluated through PI)

On a three point scale you need to score the max on one of the top 3 above, and 2 on all others.

 Case cracking process

Problem definition, Structuring, Solution, Synthesis

-        Process is key not the solution, make the experience worth remembering for the interviewer
-        Be careful of assumptions you make when you believe you are familiar with the sector

• Problem definition

a)    Goal is to arrive at : What are you solving for ?

b)    Board level question thinking, CEO Level thinking

c)     Opening questions important

d)    Don’t spend too much time here but don’t rush through this phase too

Other pointers

a.     Be natural and curious

b.     Don’t get into why, what, immediately

 

• Structuring

a)    MECE is litmus test, have you got your hands around it?

b)    Structure is about what to look for, and not how you will solve the problem

c)    Try to understand the background of the problem

Other Pointers

a.     Don’t ask a barrage of questions like a check list

b.     Don’t fit framework

 

•  Solution

a)    Take a systemic view.

b)    Still ask questions while being creative about solving problems

Other Pointers

a.     Creativity matters. Use logic and be pragmatic

b.     Don’t be bland

c.     Get provocative ideas

d.     Ideal stage to test the boundary condition of the case

e.     Don’t get lured into giving recommendations too early into the case

 

• Synthesis is not summary

a)    Synthesis is not summary

b)    Two step process : Reframe problem, Plausible solution, Trade-offs

c)     Don’t take a laundry list approach