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Top 30 CEO Case Studies [A Detailed Outlook] [2024]

CEOs are not just the navigators of their corporations; they are the compasses pointing the way forward. Guiding mammoth enterprises, these leaders carry a weight of responsibilities that influence not just their immediate teams or stakeholders but often entire industries and, on occasion, the socio-economic fabric of our times. With a backdrop of relentless technological evolution, shifting market sands, and the ever-present task of sculpting organizational culture, their decisions become the keystones that build the edifice of corporate progress.

In this compilation, we present detailed case studies of five such transformative CEOs – Satya Nadella, Mary Barra, Bob Iger, Elon Musk, and Tim Cook. Through their unique leadership styles and strategic insights, they have steered their organizations to new heights, leaving an indelible mark on the global business landscape.

CEO Case Study 1: Satya Nadella – Steering Microsoft to New Heights

Born in Hyderabad, India, Satya Nadella began his illustrious tenure with Microsoft in 1992. Over the subsequent two decades, Nadella demonstrated a keen ability to navigate complex technical and business challenges, culminating in his appointment as the company’s third CEO in 2014. This pivotal moment was crucial for Microsoft as it sought to find its foothold in an industry undergoing rapid transformation.

Challenges Faced

When Nadella stepped into the CEO role, Microsoft was at a crossroads. Despite being a dominant player in the desktop operating system and office suite markets, the company had faced setbacks in the burgeoning mobile space, with products like Windows Phone struggling to gain market traction. Additionally, competitors such as Apple and Google were making significant inroads in areas traditionally dominated by Microsoft. Furthermore, the company’s internal culture had become somewhat insular and resistant to change, impeding its ability to innovate and adapt.

Strategies Implemented

As Nadella began his tenure as CEO, he quickly identified areas where Microsoft needed a strategic overhaul. His approach was both transformative and multi-dimensional:

a. Fostering a Growth Mindset: One of the first shifts Nadella championed was in the company’s culture. Borrowing from psychologist Carol Dweck’s concept of a “growth mindset,” Nadella stressed the importance of adaptability, learning, and receptiveness to feedback. He consistently encouraged employees to view challenges as opportunities and to learn from setbacks rather than fearing them.

b. Pivot to Cloud Computing: Understanding the future potential of cloud technology, Nadella began pivoting Microsoft’s resources and focus toward this area. He prioritized developing and enhancing Azure, Microsoft’s cloud platform, positioning it as a formidable competitor to established players like Amazon Web Services. This move was about capturing market share and laying a foundation for innovations in areas like AI, machine learning, and large-scale enterprise solutions.

c. Breaking Down Organizational Silos: Nadella sought to eliminate the traditional silos within Microsoft to foster innovation and agility. He promoted inter-departmental collaborations, ensuring a unified product development and problem-solving approach. This strategy led to more cohesive product ecosystems and synergized platforms, such as tighter integration between Windows, Office 365, and Azure.

d. Expanding the Product Portfolio: While maintaining the integrity of flagship products, under Nadella’s guidance, Microsoft expanded its offerings. The company ventured into new hardware territories with products like Surface devices and continued to innovate in the software realm, introducing solutions tailored to evolving user needs.

Results Achieved

The results of Nadella’s strategic shifts were evident both in terms of company culture and financial performance. By 2018, Microsoft’s stock price had tripled from where it stood at the start of his tenure, a clear indicator of the market’s renewed confidence in the company’s direction. From being a distant competitor, Microsoft Azure began to challenge the dominance of Amazon Web Services, with some reports suggesting that Azure’s revenue growth exceeded 50% year-on-year in specific quarters. This remarkable turnaround restored Microsoft’s position as an industry leader and underscored the power of visionary leadership in reshaping the trajectory of a global tech giant.

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CEO Case Study 2: Mary Barra – Resilience at the Helm of General Motors

Beginning her journey as an intern, Mary Barra climbed the ranks within General Motors (GM), and in 2014, she made history by becoming the automotive industry’s first female CEO. This ascent was not just symbolic of gender equality in a traditionally male-dominated industry but was also a testament to her skills and capabilities honed over decades at GM.

As Barra assumed the role, GM was embroiled in a significant crisis. The company was compelled to recall innumerable cars because of malfunctioning ignition switches, which, regrettably, were connected to multiple deaths. It posed a logistical and financial challenge and threatened the longstanding trust and reputation GM had built with its customers over the years.

Upon facing the ignition switch crisis, Mary Barra immediately took a multi-pronged strategic approach to address the immediate challenge and the long-term vision for GM.

a. Crisis Management and Transparency: Barra’s initial focus was immediate crisis management. She swiftly convened an internal team to oversee the recalls and address the defects. Emphasizing the importance of transparency, Barra publicly apologized for the company’s mistakes and initiated a comprehensive internal investigation by an external law firm to uncover the causes and lapses that led to the issue.

b. Safety First Approach: Learning from the crisis, Barra instituted the Global Product Integrity organization within GM. This move aimed to enhance vehicle safety, improve overall quality, and prevent similar issues in the future. She also established a new position, Vice President of Global Vehicle Safety, ensuring safety became an integral part of the company’s DNA.

c. Forward-Thinking Mobility: Recognizing the evolving landscape of the automotive industry, Barra began steering GM toward the next generation of mobility. She prioritized the development and production of electric vehicles (EVs) and invested in autonomous vehicle technologies. Under her guidance, GM also explored partnerships and acquisitions in the EV and autonomous driving spaces to fast-track innovation.

d. Organizational Culture Shift: Beyond immediate strategic moves, Barra worked on reshaping GM’s organizational culture. She introduced a set of behaviors for employees, emphasizing customer focus, relationships, innovation, and a results-oriented approach. This cultural shift aimed to break down silos, foster collaboration, and ensure that such crises could be prevented in the future.

While the ignition switch recalls resulted in costs surpassing $4 billion for GM, the company’s decisive actions under Barra’s leadership minimized long-term reputation damage. GM’s commitment to change was evident when, by 2018, the company pledged to introduce 20 new electric vehicle models in 2023, signaling its commitment to a greener and more sustainable future. This strategy showcased GM’s adaptability and positioned it as a forward-thinking player in the global automotive arena.

CEO Case Study 3: Bob Iger – Expanding The Walt Disney Company’s Horizons

Starting his entertainment career at ABC in 1974, Bob Iger navigated through the complex media landscape for three decades. His leadership acumen was recognized when he was appointed as the CEO of Disney in 2005, following Disney’s acquisition of ABC. This transition was a defining moment as it brought together his vast experience and a platform with global influence.

By the mid-2000s, The Walt Disney Company, despite its storied legacy and global presence, was navigating rough waters. Internally, the company was riddled with disagreements, which affected its strategic alignment. Externally, emerging players and platforms were intensifying competition, endangering Disney’s position atop the entertainment industry’s hierarchy.

Understanding the shifting entertainment paradigm, Iger recognized that growth and dominance would not come merely from organic innovation but also through strategic acquisitions. He embarked on an aggressive acquisition strategy to bolster Disney’s content library and its creative capabilities:

a. Pixar (2006): Acquiring Pixar for $7.4 billion was more than a financial investment. It was a bet on storytelling and innovation, bringing onboard talents like John Lasseter and Ed Catmull.

b. Marvel (2009): The $4.24 billion acquisition of Marvel Entertainment opened the doors to a universe of beloved superheroes, from Iron Man to Black Widow.

c. Lucasfilm (2012): By purchasing Lucasfilm for $4.05 billion, Disney gained control of iconic franchises like Star Wars and Indiana Jones.

d. 21st Century Fox (2019): With the staggering $71.3 billion acquisition, Disney not only added renowned assets like Avatar and X-Men but also strategically positioned itself in the streaming wars with a controlling stake in Hulu.

Bob Iger’s acquisition strategy yielded substantial dividends for Disney. The influx of new characters and stories led to a series of blockbuster films, with many crossing the billion-dollar mark at the global box office. However, one of the crowning achievements under Iger’s leadership was the launch of Disney+ in 2019. This direct-to-consumer streaming platform, capitalizing on the rich content library from its acquisitions, managed to garner 10 million subscribers on its first day, solidifying Disney’s position in the burgeoning streaming landscape.

CEO Case Study 4: Elon Musk – Visionary Leadership Across Multiple Industries

Originally from Pretoria, South Africa, Elon Musk began his entrepreneurial journey by co-founding web software company Zip2. After selling it for nearly $300 million in 1999, he then co-founded X.com, an online payment company that eventually became PayPal after a merger, and was later sold to eBay for $1.5 billion in stock.

However, Musk’s most audacious endeavors started post-PayPal with the founding of companies like Tesla, SpaceX, Neuralink, and The Boring Company.

Musk’s ventures frequently ventured into industries characterized by high entry barriers, capital intensiveness, and strong incumbents:

a. Tesla sought to redefine a century-old automotive industry.

b. SpaceX set its sights on revolutionizing the space sector, an arena previously controlled mainly by governmental entities and several major firms.

c. Neuralink ventured into the intricate field of neurotechnology.

d. The Boring Company proposed a novel approach to urban transportation.

Redefining Electric Vehicles: At Tesla, Musk envisioned not just an electric car but the best car. By Q2 2023, Tesla reported producing approximately 480,000 vehicles and delivered around 466,000 vehicles throughout the year.

a. Reusable Rockets: SpaceX’s Falcon rockets emerged as the pioneering orbital-class rockets that can be launched more than once. As of October 2023, SpaceX had launched the Falcon 9 rocket 250 times, with 154 of those flights using previously flown boosters.

b. Neuralink’s Promise : While still in its nascent phase, Neuralink aspires to develop advanced brain-machine interfaces with unparalleled bandwidth. By 2020, they had displayed a prototype where a pig was integrated with a chip in its cerebral region.

c. Urban Transport Vision: The Boring Company, with its urban transportation vision, started its test tunnel in Los Angeles. By late 2020, the Las Vegas Convention Center Loop, a 1.7-mile-long tunnel, was near completion.

d. Solar Energy and Beyond: Through Tesla’s acquisition of SolarCity in 2016 for about $2.6 billion, Musk ventured into sustainable energy solutions. By 2020, they had installed a total solar energy generation of over 3.6 GW globally.

a. Tesla’s Growth: As of 2023, Tesla’s market capitalization had soared to over $816 billion, making it the world’s most valuable automaker.

b. SpaceX’s Milestones: Beyond its myriad satellite and cargo dispatches, SpaceX made history in May 2020 as the first private firm to send astronauts to the International Space Station.

c. Starlink Vision: As of early 2022, SpaceX had launched over 5,000 Starlink satellites, aiming to provide global broadband coverage.

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CEO Case Study 5: Tim Cook – Preserving Apple’s Innovative Spirit

Having joined Apple in 1998, Tim Cook was its COO, leading the corporation’s global sales and operations. His mettle and commitment were unmistakable, and in 2011, following the sad demise of the legendary Steve Jobs, Cook found himself at the helm of the tech behemoth.

The challenges awaiting Cook were multi-faceted. While Apple had witnessed unparalleled growth under Jobs, Cook had to ensure the momentum continued. The tech landscape was becoming increasingly competitive, with rivals constantly innovating. Moreover, Cook faced the monumental task of preserving and building upon the culture of innovation and perfection that Jobs had deeply ingrained within Apple.

Tim Cook embarked on a strategy that was both a continuation of Apple’s ethos and a testament to his unique leadership style:

a. Product Diversification: While the iPhone remained Apple’s flagship, Cook oversaw the launch of new products like the Apple Watch, adding a new dimension to Apple’s ecosystem.

b. Service Expansion: Recognizing the potential in digital services, Apple ventured into areas like digital payments with Apple Pay, original content with Apple TV+, and subscription services like Apple Arcade.

c. Global Expansion: Under Cook, Apple intensified its focus on international markets, notably China. Apple retail outlets proliferated worldwide, with the company customizing its offerings to resonate with local tastes and preferences.

d. Sustainability and Responsibility: Cook placed a renewed emphasis on environmental responsibility. Initiatives were launched to reduce Apple’s carbon footprint, drive recycling programs, and transition to renewable energy sources.

Tim Cook’s leadership bore fruit, both tangible and intangible. On the financial front, Apple’s market valuation witnessed a meteoric rise, with the company becoming the world’s first trillion-dollar company in 2018, a testament to its continued dominance in the tech sector.

But perhaps more importantly, under Cook’s stewardship, Apple took significant strides in corporate responsibility. By 2021, Apple announced that its global corporate operations were carbon neutral and that its entire supply chain and product life cycle would be carbon neutral by 2030.

CEO Case Study 6: Lou Gerstner – Revitalizing IBM

Joining IBM in 1993, Lou Gerstner was not the typical tech CEO; he came from a management consulting and credit card company background. When Lou Gerstner joined IBM in 1993, the company struggled with significant losses and faced the risk of disintegration. Gerstner’s leadership was pivotal, steering IBM away from its hardware-centric model towards a focus on services and solutions.

Gerstner took the helm during IBM’s most tumultuous phase. The company was struggling with internal silos and an outdated business model that was heavily reliant on hardware sales at a time when the tech world was rapidly shifting towards software and services. Additionally, there was a push to break up IBM into smaller, more manageable entities.

Lou Gerstner’s approach to reviving IBM was multifaceted:

a. Shift to Services: Gerstner shifted IBM’s focus from hardware to integrated solutions, emphasizing services and software, which led to the creation of IBM Global Services.

b. Maintaining Unity: Contrary to the prevailing advice, Gerstner decided against splitting IBM into separate entities, believing in the strength of IBM’s integration.

c. Customer-Centric Approach: Under Gerstner, IBM adopted a more customer-focused strategy, tailoring solutions to meet client needs rather than pushing products.

d. Cultural Transformation: Gerstner worked on changing IBM’s culture from inward-looking to more dynamic and responsive to market changes.

Lou Gerstner’s tenure marked a dramatic turnaround for IBM. From facing potential disintegration, IBM emerged as a leader in technology services, witnessing a significant recovery in its financial performance. By the time Gerstner stepped down in 2002, IBM had solidified its position in the global market, credited largely to his vision and decisive leadership.

CEO Case Study 7: Alan Mulally – Steering Ford to Stability

Alan Mulally, with a background in aeronautics and previous experience at Boeing, took over as CEO of Ford Motor Company in 2006. At that time, Ford was grappling with intense competition, high production costs, and a global financial crisis that threatened its survival.

Mulally faced a daunting task: revitalizing a faltering Ford and navigating the impending financial crisis. Ford was at risk of bankruptcy, with a bloated structure, an uninspiring product lineup, and declining sales.

Alan Mulally’s strategic vision for Ford included several key initiatives:

a. One Ford Plan: Mulally introduced the “One Ford” strategy, focusing on product quality, streamlining the company’s global portfolio, and ensuring efficient global management.

b. Restructuring and Investment: He led a major restructuring effort, which included borrowing $23.6 billion by mortgaging all of Ford’s assets to invest in new, more fuel-efficient models.

c. Cultural Change: Mulally emphasized a culture of openness, teamwork, and accountability, breaking down silos within the company to foster collaboration.

d. Focus on Core Brands: Mulally streamlined Ford’s operations by divesting non-core brands and focusing on strengthening Ford’s main line of vehicles.

Alan Mulally’s leadership saw Ford through one of its most critical periods without a government bailout, a distinction among the major U.S. automakers during the financial crisis. By focusing on core strengths and instilling a new corporate culture, Ford returned to profitability and regained its position as a leading global automaker. Alan Mulally’s leadership is highly praised for rescuing Ford from its crisis and setting the path for its future progress.

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CEO Case Study 8: Reed Hastings – Revolutionizing Entertainment with Netflix

Netflix was co-founded by Reed Hastings in 1997 and was initially launched as a DVD rental service via mail. With a background in software engineering and a previous venture in tech, Hastings brought a unique perspective to the entertainment industry, steering Netflix through its evolution from a DVD rental service to a global streaming giant.

The transition from physical DVDs to streaming was fraught with challenges, including technological hurdles, licensing complexities, and intense competition from traditional cable providers and emerging streaming platforms. Furthermore, Hastings had to navigate Netflix through the critical decision of separating the DVD rental and streaming services, a move that initially faced substantial subscriber backlash.

Reed Hastings’ vision for Netflix was underpinned by several key strategies:

a. Early Bet on Streaming: Recognizing the potential of internet streaming early on, Hastings pivoted Netflix towards a streaming-first model, well ahead of market trends.

b. Content is King : Focusing on original content, Netflix began producing its shows and movies to reduce reliance on studio licenses and differentiate from competitors.

c. Global Expansion: Hastings pushed for rapid global expansion, making Netflix available worldwide (excluding China, Syria, North Korea, and Crimea) by 2016.

d. User Experience: Under Hastings, Netflix focused on a seamless user experience with personalized recommendations, allowing it to retain and grow its subscriber base.

Under Reed Hastings’ leadership, Netflix transformed the entertainment landscape, amassing over 200 million subscribers globally by early 2021. The company’s commitment to original content has won it critical acclaim and solidified its position as a leader in the streaming industry, reshaping how content is consumed worldwide.

CEO Case Study 9: Indra Nooyi – Leading PepsiCo with Purpose

In 2006, Indra Nooyi took over as CEO of PepsiCo, bringing her strategic vision to one of the top companies in the food and beverage industry. Born in India, Nooyi’s global perspective and deep understanding of consumer trends helped her navigate PepsiCo through significant transformation.

Upon assuming leadership, Nooyi faced the challenge of steering PepsiCo towards sustainable growth while addressing health concerns associated with the snack and soda industry. She also aimed to position PepsiCo as an environmentally responsible company amid growing concerns about obesity and environmental sustainability.

Indra Nooyi implemented the “Performance with Purpose” philosophy, focusing on:

a. Healthier Portfolio: Diversifying PepsiCo’s product portfolio to include healthier options, reducing sugars, sodium, and saturated fats across the board.

b. Environmental Sustainability: Committing to sustainable practices, including water conservation, packaging improvements, and reducing the company’s carbon footprint.

c. Empowering People: Fostering a workplace culture that supports diversity and inclusion and investing in local communities around the globe.

Under Indra Nooyi’s leadership, PepsiCo saw financial growth and made significant strides in health and sustainability initiatives. Nooyi’s tenure is marked by a more diversified product portfolio, with a substantial portion of revenue coming from healthier products. PepsiCo’s position as a leader in corporate responsibility is a result of Indra Nooyi’s efforts in sustainability.

CEO Case Study 10: Howard Schultz – Reimagining Starbucks

Howard Schultz joined Starbucks in 1982 and, after briefly leaving, returned in 1987 to purchase the company. With a vision far beyond coffee, Schultz transformed Starbucks into a global coffeehouse brand, emphasizing the experience of coffee consumption.

Schultz’s journey was not without its challenges. Expanding rapidly, Starbucks faced market saturation, quality control issues, and the need to maintain its brand identity amidst fast growth. Starbucks faced a challenging time during the 2008 financial crisis when consumers reduced their spending on discretionary items.

Schultz’s strategy for Starbucks centered on:

a. Brand Experience: The objective was to create a “third place” between work and home by enhancing the in-store experience at Starbucks.

b. Global Expansion: Expanding into new markets cautiously while adjusting to local tastes and preferences.

c. Product Innovation: Continuously innovating the product lineup, including introducing specialty beverages and food items.

d. Social Responsibility: Committing to ethical sourcing, environmental stewardship, and community engagement.

Under Howard Schultz’s stewardship, Starbucks not only weathered the financial crisis but emerged stronger, with thousands of stores worldwide and a solid place in global culture. Schultz’s emphasis on customer experience and corporate responsibility helped Starbucks maintain its premium brand status while expanding globally.

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CEO Case Study 11: Jeff Bezos – Amazon: Revolutionizing Retail and Cloud Computing

Jeff Bezos founded Amazon in 1994, starting as an online bookstore before rapidly expanding into many other product categories. His vision was to create the world’s most customer-centric company, where customers could find anything they wanted to buy online.

Amazon faced immense challenges from established retail chains and skepticism about the viability of online shopping. Moreover, Bezos’s ambition to enter the cloud computing market with Amazon Web Services (AWS) was seen as a risky diversion from its core retail business.

a. Customer Obsession: Bezos instilled a culture of customer obsession at Amazon, focusing on providing value through lower prices, vast selection, and convenience.

b. AWS Innovation: Bezos pushed Amazon into cloud computing with AWS, transforming the IT industry by offering scalable, reliable, and inexpensive cloud services.

c. Data-Driven Decisions: Leveraging big data analytics to drive decisions and innovate new services that enhance user experience and operational efficiencies.

d. Expansion into Markets: Aggressively expanded Amazon’s marketplace to include electronics, clothing, and virtually every conceivable product category.

Under Bezos’s leadership, Amazon transformed retail with its e-commerce model and became a dominant player in cloud computing. Amazon’s approach has influenced countless other businesses and reshaped consumer expectations globally.

CEO Case Study 12: Sundar Pichai – Google: Steering Google through Innovation and Controversy

Sundar Pichai joined Google in 2004, where he initially worked on the Google Toolbar and later led the development of Google Chrome. He became CEO in 2015, overseeing significant expansions and navigating through increasing regulatory scrutiny.

Google faced privacy concerns, antitrust scrutiny, and misinformation management challenges. Pichai’s leadership was tested by balancing innovation with ethical considerations and regulatory compliance.

a. AI First: Pichai shifted Google’s focus towards an AI-first approach, integrating AI across Google products and services to improve functionality and user interaction.

b. Diversification: Expanded into hardware with Google Pixel, Google Home, and acquisitions such as Fitbit to reduce dependency on ad revenue.

c. Global Market Penetration: Focused on expanding Google’s reach in emerging markets with products tailored for local needs and affordability.

d. Ethical Technology Use: Promoted ethical guidelines for AI and machine learning applications, addressing growing concerns over technology’s societal impact.

Pichai has helped Google maintain its innovation edge while improving its image as a socially responsible company. His leadership continues to drive Google’s dominance in search while expanding its influence in mobile technology, AI, and cloud computing.

CEO Case Study 13: Ginni Rometty – IBM: Pioneering Cognitive Computing and Cloud Platforms

Ginni Rometty joined IBM in 1981 and climbed to become the first woman CEO in 2012. Her tenure at IBM focused on steering the company toward high-value markets like artificial intelligence and cloud computing.

IBM was experiencing a decline in traditional segments like hardware and needed to pivot towards more innovative technologies. Rometty faced transforming an iconic company’s focus from hardware to higher-margin areas like cognitive solutions and cloud platforms.

a. Cognitive Enterprise: Launched IBM Watson, pushing IBM as a leader in AI and cognitive computing.

b. Hybrid Cloud Growth: Strengthened IBM’s cloud capabilities with strategic acquisitions, including the landmark purchase of Red Hat.

c. Research and Development: Continued investment in R&D to keep IBM at the cutting edge of technology, focusing on quantum computing and blockchain.

d. Inclusive Work Culture: Emphasized diversity and inclusion, enhancing IBM’s reputation as an equitable workplace.

Rometty successfully repositioned IBM as a leader in AI and cloud computing, transforming the company’s portfolio and business model. Her vision for a cognitive enterprise has set the stage for future growth in emerging technologies.

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CEO Case Study 14: Sheryl Sandberg – Facebook (as COO): Her Role in Scaling Facebook’s Business Model

Sheryl Sandberg joined Facebook as Chief Operating Officer in 2008, bringing her vast experience from Google. She was instrumental in monetizing Facebook’s platform by spearheading the development of its advertising model and expanding its global user base.

Facebook faced challenges in generating revenue from its rapidly growing user base while maintaining user privacy and trust. Sandberg also navigated the company through public scrutiny and pressure regarding data security and misinformation.

a. Advertising Innovation: Developed a sophisticated targeted advertising system that leveraged user data to deliver effective marketing solutions for businesses.

b. Global Expansion: Drove Facebook’s expansion into new markets, optimizing the platform for different languages and cultural contexts.

c. Brand Partnerships: Cultivated relationships with major brands and agencies to secure Facebook’s position as a premier advertising platform.

d. Leadership and Advocacy: Promoted women in tech and leadership through her book and nonprofit organization, Lean In.

Sandberg’s strategies greatly enhanced Facebook’s profitability and global presence. Her innovations in advertising have transformed Facebook into a dominant force in digital marketing.

CEO Case Study 15: Marc Benioff – Salesforce: Innovating Customer Relationship Management and Corporate Philanthropy

Marc Benioff founded Salesforce in 1999, introducing the concept of software as a service (SaaS) and cloud-based enterprise applications. Under his leadership, Salesforce became a leader in customer relationship management (CRM) software.

Salesforce tackled convincing businesses to trust cloud-based services over traditional on-premise solutions. Benioff also faced the need to innovate in a highly competitive market continually.

a. Cloud Leadership: Advocated for the cloud computing model, significantly impacting how businesses deploy and use software.

b. 1-1-1 Model of Philanthropy: Pioneered the 1-1-1 model, donating 1% of Salesforce’s equity, 1% of its product, and 1% of employee hours to charity.

c. Customer Success Platform: Expanded Salesforce’s offerings beyond CRM to include various business applications integrated on the same platform.

d. Acquisitions Strategy: Utilized strategic acquisitions to add capabilities and enhance Salesforce’s product ecosystem.

Benioff’s vision and strategies have solidified Salesforce’s dominance in CRM and transformed it into a platform for overall business innovation and social good. His philanthropic approach has also inspired other companies to adopt similar practices.

CEO Case Study 16: Anne Wojcicki – 23andMe: Transforming Personal Genetics Services

Anne Wojcicki co-founded 23andMe in 2006 to make personal genetic information accessible and useful to everyone. Her biology and healthcare investment background provided a strong foundation for entering the genetics industry.

23andMe encountered regulatory hurdles, with the FDA challenging the validity and health claims of direct-to-consumer genetic tests. The company also faced privacy concerns regarding the handling of sensitive genetic data.

a. Consumer Empowerment: Focused on empowering consumers by giving them direct access to their genetic information.

b. Research Collaborations: Partnered with research institutions to leverage genetic data for health studies and drug development.

c. Privacy and Transparency: Implemented robust privacy policies to protect customer data and build trust.

d. Product Diversification: Expanded the product offering to include health risk assessments, carrier status, and trait reports.

Wojcicki led 23andMe to overcome regulatory challenges and become a leader in genetic testing, contributing to significant advances in personalized medicine and genetic research.

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CEO Case Study 17: Tim Sweeney – Epic Games: Revolutionizing Gaming and Digital Ecosystems

Tim Sweeney founded Epic Games in 1991, and under his leadership, it evolved from a small game studio to a major player in video games and software development, thanks to its Unreal Engine technology.

Epic Games faced intense competition from larger game developers and the challenge of maintaining relevance in a rapidly evolving industry. The launch of Fortnite marked a strategic pivot into online multiplayer games.

a. Unreal Engine Development: Continuously advanced the capabilities of Unreal Engine, keeping it at the forefront of game development technology.

b. Fortnite Phenomenon: Leveraged the battle royale trend with Fortnite, integrating live events and new gameplay elements to keep the game dynamic.

c. Epic Games Store: Introduced a digital storefront to compete with other platforms like Steam, offering better revenue terms to attract developers.

d. Cross-Platform Play: Advocated for cross-platform play, enhancing player engagement across different devices.

Sweeney has positioned Epic Games as a leader in gaming and the broader digital content creation industry, driving innovation and new business models in digital ecosystems.

CEO Case Study 18: Mary Dillon – Ulta Beauty: Driving Growth Through Customer-Centric Strategies

Mary Dillon became CEO of Ulta Beauty in 2013, bringing her extensive experience in consumer-driven companies to leverage Ulta’s growth in the competitive beauty retail sector.

Ulta faced the challenge of differentiating itself in a saturated market and adapting to rapidly changing consumer behaviors and digital transformation in retail.

a. Omnichannel Experience: Improved the cohesion between online and physical stores to ensure a seamless customer experience.

b. Exclusive Partnerships: Secured exclusive partnerships with high-demand brands to attract diverse customer demographics.

c. Loyalty Program Enhancement: Revamped Ulta’s loyalty program, focusing on personalized offers and rewards to increase customer retention.

d. In-store Experience: Invested in in-store environments to make them destinations with services like salons and skincare treatments.

Dillon’s focus on customer-centric strategies and experiential retail has significantly boosted Ulta’s market position, making it a favorite destination for beauty enthusiasts.

CEO Case Study 19: Brian Chesky – Airbnb: Disrupting the Hospitality Industry with a Sharing Economy

Brian Chesky co-founded Airbnb in 2008, turning it from a small startup renting air mattresses into a global powerhouse in travel and hospitality.

Airbnb disrupted traditional hotel industries, facing legal and regulatory challenges across various markets. It also had to build trust among users to embrace staying in strangers’ homes.

a. Community Building: Focused on building a strong community of hosts and guests with an emphasis on trust and safety.

b. Global Expansion: Expanded Airbnb’s presence worldwide, adapting to local regulations and cultural expectations.

c. Platform Diversification: Diversified offerings to include experiences and adventures, broadening its appeal.

d. Sustainability Initiatives: Introduced initiatives to make travel more sustainable and community-oriented.

Chesky’s innovative approach to travel has not only scaled Airbnb exponentially but also cemented its status as a catalyst for the sharing economy.

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CEO Case Study 20: Arvind Krishna – IBM: Leading Through Digital Transformation and Cloud Adoption

Arvind Krishna became CEO of IBM in 2020 after previously directing the company’s cloud and cognitive software division. His deep technical background positioned him well to lead IBM’s focus on hybrid cloud and AI.

IBM was navigating the shift from traditional hardware and software to cloud computing and AI. Krishna faced the challenge of transforming IBM’s business model to stay relevant in a competitive tech landscape.

a. Hybrid Cloud Focus: Emphasized the importance of hybrid cloud as the future of computing, leveraging the acquisition of Red Hat.

b. AI Integration: Pushed for the integration of AI across all IBM products to drive efficiency and innovation.

c. Quantum Computing Investment: Invested in quantum computing as a future technology leader.

d. Streamlined Operations: Restructured business segments to meet modern technological demands and client needs.

Krishna’s leadership is guiding IBM through a pivotal transformation, reasserting its leadership in technology with a strong focus on hybrid cloud and AI solutions.

CEO Case Study 21: Rosie Rios – Red River Technology LLC: From Treasurer of the USA to Tech CEO

After serving as the Treasurer of the United States, Rosie Rios transitioned to a tech leadership role as the CEO of Red River Technology LLC. Her unique background in federal finance and advocacy for women in finance brought a distinct perspective to the tech industry.

Transitioning from a government role to leading a tech company, Rios faced the challenge of adapting to a fast-paced industry while leveraging her experience in public policy and finance to drive company growth.

a. Government Relations: Utilized her extensive network and experience in government to forge strong relationships between Red River and public sector clients.

b. Diversity Initiatives: Implemented robust diversity and inclusion programs, drawing on her advocacy for representation in finance and technology.

c. Innovation Focus: Prioritized investments in innovative tech solutions to differentiate Red River in a competitive market.

d. Strategic Partnerships: Formed strategic alliances with other tech firms and educational institutions to enhance service offerings and foster talent development.

Under Rios’s leadership, Red River Technology has strengthened its position in the tech sector, particularly serving public sector clients, while championing diversity and innovation in its operations.

CEO Case Study 22: Adena Friedman – Nasdaq: Leading Innovation in Financial Technology

Adena Friedman became CEO of Nasdaq in 2017, bringing her extensive experience within the company in roles spanning regulatory and financial technology services.

Friedman tackled the dual challenges of maintaining Nasdaq’s competitiveness as a stock exchange while expanding its technology services amidst rapidly evolving digital transformation in financial markets.

a. Technology Advancement: Led the integration of cutting-edge technologies, including blockchain and artificial intelligence, to enhance trading platforms and financial services.

b. Global Expansion: Expanded Nasdaq’s global footprint by acquiring new exchanges and forming international partnerships to diversify market offerings.

c. Sustainability Initiatives: Promoted ESG (Environmental, Social, Governance) criteria in listing standards, positioning Nasdaq as a leader in sustainable finance.

d. Customer-Centric Solutions: Developed tailored solutions for market participants, enhancing customer engagement and satisfaction.

Friedman’s initiatives have positioned Nasdaq at the forefront of financial technology innovation, significantly expanding its technology services beyond traditional exchange operations.

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CEO Case Study 23: Michael Dell – Dell Technologies: Navigating the Evolving Landscape of Global Computing

Michael Dell founded Dell in 1984, leading the company through significant transformations from a PC manufacturer to a global IT solutions and services leader.

Dell Technologies faced challenges related to the rapidly changing technology landscape, including the decline of traditional PC markets and the rise of cloud computing and mobile technologies.

a. Acquisitions and Mergers: Spearheaded significant acquisitions, including EMC, to expand Dell’s cloud infrastructure and data storage portfolio.

b. Innovation in Products and Services: Focused on high-margin areas like data management, cloud technology, and cybersecurity solutions.

c. Sustainability and Recycling Programs: Advanced corporate social responsibility with initiatives to reduce environmental impact and promote recycling.

d. Market Adaptation: Adapted product strategies to align with consumer and enterprise needs in a shifting tech landscape.

Dell’s strategic decisions under Michael Dell’s leadership have enabled the company to maintain a prominent position in the global computing market, continually adapting to technological shifts.

CEO Case Study 24: Lisa Su – AMD: Turning Around a Semiconductor Company and Challenging Industry Giants

Lisa Su assumed the CEO role at AMD in 2014 and rejuvenated the faltering semiconductor firm, becoming a significant challenger to industry leaders.

AMD was lagging behind competitors in innovation and market share, particularly in the CPU and GPU markets.

a. Focus on High-Performance Products: Shifted AMD’s focus towards high-performance computing, graphics, and visualization technologies.

b. Strategic Partnerships and Collaboration: Forged strategic partnerships to drive innovation and expand market presence.

c. R&D Investment: Increased investments in research and development to accelerate product development and improve competitive positioning.

d. Market Diversification: Expanded into new markets, such as data centers and gaming consoles, to diversify revenue sources.

Su’s leadership has dramatically turned around AMD’s fortunes, achieving significant market share gains in the semiconductor industry and receiving acclaim for innovation.

CEO Case Study 25: Ursula Burns – Xerox: Championing Diversity and Transformation in Technology

Ursula Burns became the first African American woman to lead a Fortune 500 company when she assumed the CEO role at Xerox in 2009. She guided the company through a period of significant transformation and diversification.

Burns faced challenges related to declining print and copy markets, necessitating a shift towards services and digital solutions.

a. Services Expansion: Diversified Xerox’s portfolio from traditional printing to a broader range of business services, including IT and managed print services.

b. Innovation Focus: Reinforced the importance of innovation in technology and services to adapt to digital transformation.

c. Diversity Leadership: Advocated strongly for diversity and inclusion within Xerox and the tech industry.

d. Sustainable Practices: Promoted environmentally sustainable practices across the company’s operations and product lines.

Burns successfully repositioned Xerox in the digital era, maintaining its relevance in a drastically evolving industry landscape while being a stalwart champion for diversity and sustainability.

Related:  How Can CEOs Use LinkedIn?

CEO Case Study 26: Jack Ma – Alibaba: From Teacher to Internet Mogul, Transforming Global E-commerce

Jack Ma, once an English teacher, established Alibaba in 1999 to enable small businesses to harness the Internet for global buying and selling. His charismatic leadership and vision propelled Alibaba to become one of the world’s largest e-commerce platforms.

Alibaba initially struggled with widespread skepticism about online transactions and competition from more established players. Additionally, navigating China’s complex regulatory environment posed significant challenges.

a. E-commerce Ecosystem: Developed a comprehensive ecosystem catering to consumer and business needs, including Taobao, Tmall, and Alibaba.com.

b. Payment Solutions: Introduced Alipay, a secure online payment platform, to foster trust and ease transactions.

c. Global Expansion: Expanded globally, adapting to local markets while maintaining a strong presence in China.

d. Innovation and Technology: Invested heavily in technology, including cloud computing and artificial intelligence, to maintain competitive advantage.

Under Ma’s leadership, Alibaba dominated the Chinese e-commerce market and made significant inroads internationally, influencing global e-commerce trends and practices.

CEO Case Study 27: Daniel Zhang – Alibaba: Sustaining Growth Post-Jack Ma with a Focus on Technology

Daniel Zhang joined Alibaba in 2007 and succeeded Jack Ma as CEO in 2015. Known for his quiet but effective leadership style, Zhang was instrumental in creating Alibaba’s hugely successful Singles’ Day shopping event.

Zhang took the helm during intense competition from domestic rivals and faced the challenge of maintaining Alibaba’s growth without its charismatic founder at the forefront.

a. Cloud Computing and Big Data: Focused on strengthening Alibaba Cloud to support the growing demand for cloud services and big data analytics.

b. New Retail Integration: Integrated online and offline retail with initiatives like Hema supermarket, which blends e-commerce with physical stores.

c. Diversification and Innovation: Expanded into digital media, entertainment, and health services, diversifying Alibaba’s business portfolio.

d. Sustainability and Social Responsibility: Enhanced focus on sustainability and social responsibility to improve corporate governance.

Zhang has successfully maintained Alibaba’s position as a global e-commerce and technology leader, guiding the company through its next growth phase with a strong emphasis on innovation and sustainability.

CEO Case Study 28: Emma Walmsley – GSK: Steering a Pharmaceutical Giant Towards Innovation in Healthcare

Emma Walmsley became CEO of GlaxoSmithKline (GSK) in 2017, coming from a background in consumer goods. Her leadership is marked by a strong focus on research and development, particularly in pharmaceuticals and vaccines.

When GSK was criticized for lagging in innovation and drug development, Walmsley took over. She faced the challenge of revitalizing the company’s pipeline while maintaining profitability.

a. R&D Revitalization: Prioritized research and development, restructuring the organization to focus on science related to the immune system, genetics, and advanced technologies.

b. Strategic Collaborations: Formed strategic partnerships and collaborations to enhance drug development capabilities.

c. Portfolio Optimization: Streamlined the product portfolio by divesting non-core elements and focusing on high-growth areas.

d. Leadership and Culture Change: Initiated a cultural shift towards accountability and performance, setting new expectations for leadership and team dynamics.

Under Walmsley’s leadership, GSK has seen a resurgence in its R&D productivity, with several new drug approvals and a promising development pipeline that positions the company for future growth.

Related:  What Should CEOs Do When Companies Go Bankrupt?

CEO Case Study 29: Carlos Rodriguez – ADP: Driving Technological Innovation in Global Human Capital Management

Carlos Rodriguez has been with ADP since 1999, becoming CEO in 2011. Under his leadership, ADP has transformed from a traditional payroll services company into a leader in comprehensive global human capital management (HCM) solutions.

Rodriguez faced the challenge of transitioning ADP’s services from payroll processing to a more integrated offering of HCM solutions while also dealing with increasing competition from startups and tech companies.

a. Technology-First Approach: Emphasized the development of high-tech HCM solutions, utilizing cloud computing, AI, and automation to enhance client offerings.

b. Acquisitions and Partnerships: Made strategic acquisitions to incorporate workforce management and HR analytics capabilities.

c. Global Expansion: Expanded services globally to manage complex regulatory and compliance issues for multinational corporations.

d. Employee Engagement and Development: Focused on enhancing employee engagement and professional development to reduce turnover and improve service quality.

Rodriguez has successfully repositioned ADP as a tech-forward, comprehensive HCM provider, delivering innovative solutions that meet the evolving needs of businesses worldwide.

CEO Case Study 30: Sara Blakely – Spanx: Reshaping Fashion with Innovation and Empowerment

Sara Blakely founded Spanx in 2000 with a simple idea to create flattering undergarments for women. Starting with $5,000 in savings, she built a brand that revolutionized the fashion industry through innovation and a focus on female empowerment.

Blakely faced significant industry skepticism and the challenge of breaking into a market dominated by large, established brands. Her journey included overcoming barriers to entry and differentiating her products in a competitive market.

a. Product Innovation: Developed innovative product lines focused on comfort, style, and functionality, distinguishing Spanx from traditional offerings.

b. Direct-to-Consumer Sales: Leveraged direct sales to maintain control over the brand and build a personal connection with consumers.

c. Brand Advocacy: Became a prominent advocate for women in business, using her platform to support female entrepreneurs.

d. Strategic Marketing: Utilized clever marketing strategies and celebrity endorsements to amplify brand visibility and appeal.

Blakely’s leadership has made Spanx a household name and inspired a new generation of women entrepreneurs. Her commitment to innovation and empowerment has made Spanx a leader in the fashion industry with a strong emphasis on body positivity and self-confidence.

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The leadership journeys of Microsoft, General Motors, Disney, various enterprises under Elon Musk, and Apple showcase a wealth of lessons on the transformative power of effective management. With their distinctive leadership styles, each of these CEOs has adeptly navigated unique challenges and seized opportunities, underscoring the critical roles of adaptability, vision, and continuous innovation in the modern business landscape. From Satya Nadella’s cultivation of a growth mindset at Microsoft to Tim Cook’s balancing act of innovation with legacy preservation at Apple, these leaders exemplify how strategic foresight and resilience can drive a company forward. Their ability to integrate vision with execution, strategy with adaptability, and innovation with responsibility has not only propelled their companies to new heights but also set a high benchmark for leadership worldwide, impacting countless lives and shaping the future of their industries.

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A Comprehensive Guide to Case Interview Prep [tips updated 2024]

• Last Updated June, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

What Are the Best Ways to Prepare for Management Consulting Interviews?

Congratulations!

If you’re on this page, you’re probably considering a career in management consulting or are already in the middle of the interview process.

We’re here to help.

We’re a team of more than 20 former McKinsey, Bain, and BCG consultants and recruiters (our average time in consulting is 13 years each) and we put together this guide to help you prepare for getting your consulting offer.

After reading this, we hope “congratulations” is also what you’ll hear when you leave your second round interviews.

Management Consulting Jobs Are in High Demand

Management consulting jobs are among the most sought-after positions in on-campus recruiting, whether you’re applying as an undergraduate or from a business school. 

Consulting firm recruits also include law school students, Ph.D. program candidates and people who’ve already started their professional careers in other industries.

Management consulting firms are filled with smart, driven people working to solve hard business problems. 

This work is a great launching pad for your career. 

Top consultancies offer competitive salaries and also invest significantly in employee development. A job at a management consulting firm will expose you to multiple different industries and types of business problems. 

There’s a lot to like about a career in consulting!

Competition for Jobs with Top Consulting Firms Is Fierce

But attractive jobs are usually highly competitive, and that’s definitely the case in management consulting. 

Top firms typically make offers to only about 1% of the people who apply. It’s not impossible to get a job with firms like McKinsey, Bain, and BCG (also known as the MBB firms), but it requires preparation.

In particular, successful candidates know that consulting firms use a particular type of interview question — the case study interview — and they know what recruiters are looking for in answers. 

In this article, we’ll help you prepare for management consulting interviews by answering the following questions:

• What is a case interview?
• How do I answer a case question?
• What is the best approach for case prep?

We’ll also provide tips and tricks that will help you to ace your case.  

Whether you’re aiming for a job at one of the MBB firms (McKinsey, Bain, or BCG), with other consultancies such as AT Kearney, L.E.K. or Oliver Wyman, or with the consulting arms of the large accounting firms such as Deloitte, Accenture, PwC, Ernst & Young, or KPMG, we can help you get there.  

What Is a Consulting Case Study Interview (also known as the “Case Interview”)?

A Case Study Interview is a real-time problem-solving test used to screen candidates for their ability to succeed in consulting. 

The case is presented as an open-ended question, often a problem that a specific type of business is facing, that an interviewer asks a candidate to solve.

Sample Case Interview Questions

Sales of drinks in Coffee Bean cafes are decreasing. What is causing the sales decrease?

Turnover of store employees at Burgers R’ Us restaurants has increased over prior years. What would you advise the company to do?

Donations to Caring Hands are decreasing, straining the non-profit’s ability to help the families it targets. What should the organization do to turn this around?

Case Interview 101 – The Basics for Beginners

You don’t need an MBA or an undergraduate degree in economics to land a job in consulting. But you will need to learn some business basics to be able to crack case interviews.

This section covers the concepts non-business students need to become familiar with, such as:

• The income statement – an overview
• Common formulas used in case interviews
• Business concepts you need to know
• Common types of case interviews

Case Interview 101, Part 1: The Income Statement

To solve cases, you first need to understand broadly how companies make money. For any specific case, you’ll want to make sure you understand how that company makes money. 

The most common way companies make money is by selling a product or service for more than it costs to produce, thereby earning a profit . 

Companies use three major financial statements to monitor and report their financial performance: 

(1) The income statement (2) The balance sheet (3) The cash flow statement 

An income statement (or profit and loss statement or statement of revenue and expenses) is a record of a company’s profit or loss over a specific period of time . The profit or loss is calculated by taking the revenues generated and subtracting the expenses incurred over the same period of time. The income statement has 3 major categories: Revenue, Expenses, and Profit or Loss .

Revenue is the total amount of money generated by a company from selling its products or services. It is also referred to as gross sales or “top line” as it sits at the top of the income statement. 

Costs are expenses incurred by a company to make its products or services. In the income statement there are three types of costs: 

• Costs of goods sold (COGS) or cost of sales are the direct costs of making products or providing a service. For a burger restaurant, for example, the COGS would include things like the meat, bun, and hourly labor of cooks, cashiers, and shift supervisors.
• Operating expenses are costs that are indirectly tied to the making of products or services. These include selling, general, and administrative (SGA) expenses, management salaries, depreciation, and amortization. Depreciation and amortization are non-cash expenses that reflect the value of big assets like machinery or buildings going down over time. For example, if our burger restaurant buys a grill to cook burgers on for $1,000 and expects it to last for 10 years, it would spread out the cost over that period, $100 per year. Other operating expenses for our burger restaurant would include things like advertising, the rent on the company’s headquarters, and the salary of the CEO.
• Costs incurred from non-operating activities such as interest paid on loans. These costs are rarely part of case interviews.

Profit or Loss :

Income statements generally show 3 levels of profit (loss) or earnings: Gross Profit; Earnings Before Interest, Tax, Depreciation and Amortization (EBITDA); and Net Profit.

Gross profit or loss

This is calculated by subtracting COGS or the cost of sales from the total revenue generated. If the costs are higher than the revenue generated, then the company has made a loss.

EBITDA and EBIT

EBITDA is calculated by subtracting operating expenses from the gross profit. EBIT is calculated by subtracting depreciation and amortization from EBITDA. 

As mentioned above, depreciation and amortization are non-cash expenses. So if the amount of cash generated by selling a product or service is important to your analysis, you should look at EBITDA. If looking at a more fully loaded cost is the focus of your analysis, use EBIT.

Net Profit or Loss

This is calculated by subtracting interest and tax from EBIT. It is also known as Net Income and refers to the profit (or loss) for the period. This is also known as the “bottom line” as it sits at the bottom of the income statement. This is the ultimate measure of whether a company’s activities are profitable during a certain time period when all costs are considered.  

Case Interview 101, Part 2: Common Formulas Used in Case Interviews

Here is a look at common formulas used in case interviews.

Profitability formula:

The profitability formula is used in profit (or loss) related cases. The profit or loss can be calculated using the following formula:

             Profit (or Loss) = Revenue – Costs

As mentioned above:

• Revenue is the money generated from selling a product or service. It can be broken down into price per unit and number of units sold . 
• Costs are the expenses incurred to make the product or service and can be broken down into cost per unit and number of units sold . 

The formula can further be broken down into:

            Profit (or Loss) = (price per unit x number of units sold) – (cost per unit x number of units sold)

There are other ways to break down revenue and cost depending on the case question.

• Revenue can be broken down by product or service line, customer type, or geographic region (e.g., North American, Europe, Asia)
• Costs can be broken into fixed costs and variable costs, or components such as overhead, salary, etc.

It is often helpful to break costs down into fixed and variable to solve consulting cases, and understanding the difference is important. Fixed costs, like rent for a store or the cost of equipment, are incurred regardless of how many units a company sells; whereas variable costs are only incurred with the production of each additional unit. Because of this, it can be helpful to sell incremental units even at a loss for a short period of time if it helps cover fixed costs.

So the profitability formula can also be written as:

            Profit (or Loss) = (price per unit x number of units sold) – (fixed + variable costs)

P rofitability example:

Your client, a manufacturer, is facing a decline in profits. Your client wants your help solving this problem. We’ll use this example to demonstrate all the formulas in this section.

The first step you could take is to calculate the past year’s profit given the following information:

• Number of units sold = 1 million
• Price per unit = $10
• Cost per unit = $8

          Profit (or Loss) = ($10 x 1 million) – ($8 x 1 million)

          Profit = $2 million

Profit margin formula:

Profit margin indicates how many cents of profit the company generated for each dollar of sale. It’s typically used to measure the financial health of a company . 

You can compare the profit margin of a company against its historical margins to evaluate whether its current performance is better or worse than past performance. You can also compare it against companies in the same industry to evaluate whether its financial performance is stronger or weaker.

Profit margin can be calculated using the formula:

          Profit margin = (Profit / Revenue ) *100%

Profit margin example:

To calculate the profit margin, first, you need to calculate company revenues as follows:

            Revenue = 1 million x $10

           Revenue = $ 10 million

You can now calculate the profit margin as follows:

            Profit margin = ($2 million / $10 million) x 100%

           Profit margin = 20%

Note you can combine both the formulas for faster calculation.

Market share formula:

Market share is the size of the company in relation to the size of the industry in which it operates, where size is typically measured in annual revenues. It is used to compare the size of a company to its competitors and the industry as a whole. It can be used in market entry cases because industries with a lot of small competitors are generally easier to enter than ones with only a few big competitors. It’s also used in profitability cases because, in general, companies with a large market share also have more market power to do things like set prices.

Market share can be calculated using the following formula:

            Market share (%) =total company revenue / total industry revenue  

Market share example:

Using the example from above, say you decide to determine the company’s market share as part of your analysis. In this example, the industry has annual revenues of $ 200 million.

            Market share (%) = $ 10 million / $ 200 million

           Market share = 5%

Growth Rate Formula:

This refers to the specific change of a variable within a specific period of time. Growth rates can be used in assessing the financial performance of a company over time. For example, high revenue growth rates would likely be a sign of strong financial performance. High cost growth rates may be a sign that a company is having financial trouble.

The growth rate is calculated using the formula:

            Growth rate (%) = (New – Old) / Old

Growth rate example:

To calculate the manufacturer’s revenue growth rate. Last year’s revenue was $ 9.5 million therefore the revenue growth rate is:

            Revenue growth rate = ($10 million – $9.5 million) / $9.5 million

            Revenue growth rate =5%

You can assess whether a company’s growth rate is strong by comparing it to other growth rates such as:

• The company’s growth in the prior year.
• The growth of the market or of competitors.
• The rate of inflation.

Mature companies are likely to see single-digit growth rates unless they launch a very successful new product or they acquire a company. On the other hand, startup investors typically expect double- or triple-digit annual growth during a company’s early years.

Return on investment formula:

Return on investment (ROI) is a profitability metric that indicates how well an investment performed (or will perform). It can be used to compare the profitability or efficiency of an investment or decide which of alternative investments to make. 

ROI is calculated using the following formula:

            ROI (%) = Profit / Cost of investment

ROI example:

Suppose our manufacturer mentions that they purchased state-of-the-art machinery to make their product. It cost $8 million. You decide to calculate the ROI on this investment. 

            ROI  = $2 million / $8 million

           ROI=25%

Break-even formula:

Break-even is the point at which the total revenue and total costs are equal, meaning there is no loss or profit at that point. Break-even is typically used to help companies determine the minimum number of units that need to be sold to cover all the costs used to produce those units. 

An executive might want to know that they could break even at 100,000 units sold because if she thought they could sell more than that, it would be profitable to enter the market. If she thought they’d sell less, they wouldn’t enter the market.

Break-even can be calculated using the following formula:

              Breakeven (units) = Fixed costs  / (sales price – variable cost per unit)

Break-even example:

If a product required a $50,000 investment in equipment (a fixed cost), sold for $5, and cost $4 per unit in variable costs, its breakeven would be: 

              Breakeven (units) = $50,000  / ($5 – $4)

              Breakeven= 50,000 units

Payback period formula:

Managers may also look at the payback period on an investment or, in other words, how long it would take to earn back the cash required to enter a new business. This investment could be a new piece of equipment or a marketing campaign needed to create customer awareness of a new product. This is a different way of looking at the same question that the breakeven formula asks: is it worth my while to make this investment?

The payback period can be calculated using the following formula:

              Payback (years) = Investment cost / annual profit

Payback years example:

Using the same example, you decided to calculate the payback years of the new state-of-art machinery

            Payback (years)= $8 million / $2 million

           Payback = 4 years

Capacity of equipment:

The capacity of equipment is the maximum output or units a piece of equipment can produce with the available resources over a set period of time.

Capacity can be calculated using the following formula:

            Capacity (units) =Total capacity / Capacity required to make one unit

Capacity example:

To calculate the capacity of our manufacturer’s machinery, we’d need to know that it can produce a unit every 10 minutes and that the client operates 12-hour shifts.

              Capacity (units) = 12 hours x (60 minutes per hour) / 10 minutes

             Capacity = 72 units / day

The utilization rate of equipment:

Utilization rate is the percent of available time the equipment or machinery is actually used. It measures efficiency and can be used by companies to make informed decisions on timelines and inventory, or whether additional equipment is needed.

The utilization rate of equipment can be calculated by the following formula:

              Utilization rate (%) =Actual output / Maximum output

Utilization rate example:

Using the same example, imagine that the management tells you that in a 12-hour shift, the machine produces 50 units and there are two 45-minute breaks.

First, you would need to calculate the potential output.

               Actual hours of operation = 12 hours – 1.5 hours = 10.5 hours

               Potential output = (10.5 hours / 12 hours) x 72 units

               Potential output = 63 units

Then, calculate the utilization rate.

                Utilization rate = 50 units / 63 units

                Utilization rate = 79%

Utilization rates raise interesting issues in a case. It raises questions such as:

• If potential output is 63 units, why are only 50 being produced (e.g., machine downtime, worker errors), and what can be done to solve these problems?
• Could the company stagger employee breaks to get potential output up to 72 units from 63?

Case Interview 101, Part 3: Business Concepts You Need to Know

Here are some common business concepts that you need to know as you prepare for your interview.

Process : This is a set of actions or operations that lead to results (products or services).

This typically describes how a company makes its products or services. The steps can be performed by workers, equipment, or computers. In a case, this is mostly used in situations where a client would like to make their processes more efficient. For example, a client who is in logistics would like to reduce the cost of its operations by improving the efficiency of its processes, such as by reducing equipment downtime or scheduling deliveries according to time-saving routes. 

Best practices: Best practices are methods or techniques that are considered to be the working standards and guides in a given situation. 

In a business situation, best practices are used to benchmark companies against the standard and can serve as a roadmap on how to improve the efficiency of their operations.

Hypotheses: Tentative answers to a problem or an assumption based on some evidence. 

The hypothesis-driven approach is a common approach to solving problems in the consulting world because consultants don’t want to waste time fully researching all possible solutions. They want to move quickly to the most likely answer and then test whether it is or is not the best answer. This approach can be used to solve case interview questions where you first assume an answer to the case problem and check whether this is true or not through analysis. If it is not true, you revise your hypothesis.

Issue tree: This is a common approach in consulting used to solve complex problems.

An issue tree is used to break down complex problems into key components in a structured manner. In a case interview, you can use the issue tree to break down the client’s problem into manageable chunks or to break down a formula such as the profitability formula into key components.

Read our article for more information on Issue Trees .

MECE: MECE stands for mutually exclusive and collectively exhaustive . 

It is a way of bucketing problems, ideas, or solutions with no overlapping between the buckets and with each item having a place in one bucket only (mutually exclusive), and with the buckets including all possible items relevant to the context (collectively exhaustive). In a case interview, you can use MECE with the issue tree when breaking down problems or when identifying solutions for the client. MECE issue trees are considered the gold standard for problem-solving so this concept is very good to know. 

You can also use the concept of MECE when segmenting a market – for example, if you are sizing a market and intend to lay out different purchasing behavior assumptions for different customer segments. For example:

Customer segment                         Purchase frequency for items from coffee shops

Women under 30                             4 times per week, purchase includes food item plus beverage Men under 30                                     2 times per week, purchase includes only beverage Women 31 and over                         4 times per month, purchase includes only beverage Men 31 and over                                 3 times per month, purchase includes only beverage

Note how in this example, everyone would fall into one customer segment and only one customer segment. Read our article for more about MECE problem-solving .

Root causes: This is the core issue or main reason for a problem . It is used in problem-solving to identify solutions that appropriately address the problem. 

The term root cause is used to distinguish between symptoms of a problem, which may be obvious, and the underlying issue that needs to be solved, which may not be obvious. For example, a decline in sales volume is a symptom. The root cause could be high prices, poor product quality, product unavailability, or any number of other issues. You can’t fix the symptom of declining sales volume until you identify the root cause behind the problem. 

In a case interview, you’ll need to identify possible causes of the client’s problem and then ask questions and do analysis to identify the root cause. Once you do, you can make the most appropriate recommendations for the client.

Break-even analysis: This is the calculation used to determine the point at which the total revenue and total costs are equal meaning there is no loss or profit. 

In business situations, it helps determine at which point the business, investment, or new product or service will become profitable. In case interviews, you can use the break-even analysis to determine whether a client should make a certain investment, say in machinery or a new product line, based on how likely it is that they’ll exceed the break-even threshold.

Case Interview 101, Part 4: Common Types of Case Interviews

In this section, we will review 4 common types of case interviews.

Market-sizing Questions

Market-sizing questions typically appear in cases where clients want to grow or expand their business such as market entry or profitability cases. The client either wants to understand the market size of the current business or of a potential new product line or geography or customer group to understand whether it is big enough to be interesting. 

Sample case questions

“How many cups of coffee does Starbucks sell in a day?” “Estimate the fleet size of Delta Airlines.” “Estimate market size for air-conditioners in New York.”  “Estimate market size for an anti-smoking pill in the U.S.”

You are not expected to know the exact answer to market-sizing questions. Instead, the interviewer wants to see that you can use simple math and logical deduction to build out an answer. For these questions, it is good to memorize a few facts that will help you make assumptions. For example, a good place to start is the population of the U.S. or the population of a U.S. city (or country and city that you live in). 

For more information and examples, read our article on Market-sizing Cases .

Revenue Growth Case Interviews

In revenue growth cases, the client typically wants to grow their business. This can be done by increasing revenue of the current product/service line, by adding a new product/service line, or by selling to a new type of customer or in a new geography. 

They could do this by building a new offering, buying another company, or partnering (joint venture) with another company that already offers what they want to sell. 

“A manufacturer sees its revenue stagnating. It wants to know whether raising price or selling more units is a better path to growing revenue, and how to pursue it.”

“A local theater house thinks there is an opportunity to expand their current offerings to the very loyal client base. What new product or service could they offer their customers? What would be the impact on revenue from expanding their offerings?”

“A regional fast-food chain, serving hamburgers and fries, is experiencing increasing demand outside of its main regions of operation and wants to expand. What regions would have the biggest impact on its revenue?”

You should remember that there are multiple ways to achieve revenue growth. One thing to consider is the client and industry context when tackling revenue growth questions. For example, does the client have a good market size in the industry? Does the client have the capability to offer new products/services? Is the industry highly competitive?

For more information, read our article on Revenue Growth Cases .

Market Entry Case Interviews

In market entry cases, the client wants to know if they can enter a market and be profitable. For example, entering a different geography, new demography, or new product/service line. (Note, there can be overlap between revenue growth cases and market entry cases.)

“A U.S.-based consumer electronics manufacturer is thinking of expanding into emerging markets. What is the potential revenue growth if they choose to expand into India?”

“A telecom operator is looking to diversify their presence in the U.S. and wants to enter the video streaming market. How can they capture a significant market share?”

“A renewable energy company that specializes in large equipment such as windmills wants to enter the retail market and sell smaller equipment directly to individual homes. They would like to know if this is a good idea.”

There are a number of frameworks you can build off of to tackle a market-entry case. For example, Porter’s Five Forces, Business Situation Framework or 3C&P (customer, competition, company, and product), and Supply & Demand among others. It is key to consider the “new” market context as well as the client context to enter this market. 

To find out more on this, read our article on The Market Entry Framework .

Cost Optimization Case Interviews

Cost optimization cases or questions can be part of a profitability case where a client is experiencing declining profitability or when a client wants to improve efficiency.

“A national hotel chain has seen its operational costs significantly increase over the last year and would like you to figure out why.”

“A juice manufacturer has been experiencing a steady increase in revenue over the past 5 years however their cost has been increasing at a faster rate, meaning the profits have not grown as expected. What is the root cause of the significant increase in cost?”

“A tour company would like to reduce their costs due to the falling number of tourists over the past few years. What ways would you recommend for them to reduce their costs?’

For cost optimization cases, remember to break down the cost components. For example, you can break them down into fixed and variable costs or cost of goods sold and operational costs and then brainstorm the categories of each that will likely apply to the company at hand. This will make it easier to identify what costs should be reduced or eliminated.

Check out Types of Case Interviews article for more detail on these types of cases and more.

Why Do Top Consulting Firms Use Case Interview Questions?

Management consultancies are not the only types of firms that use case interview questions to evaluate candidates. 

Investment banks, consumer marketing companies, and others use the case interview structure in their interview process.

Because case interviews show how a candidate would problem solve in real time. 

Solving complex, ambiguous problems is at the heart at what consultants do every day.

This type of interview question mimics the analytic process a consultant might go through in a 3-month project, but it does it in 30 minutes, the time allowed in a typical interview. 

The interviewer can probe whether a candidate’s approach is well-structured, creative, and displays good business sense.

How Do Consulting Recruiters Evaluate Candidates?

The main thing that recruiters are looking for in case study interviews is whether or not they’d feel comfortable putting a candidate in front of a client. To assess that, they ask themselves these questions:

• Is this person able to do the job? Do they have the analytic skills to solve tough business problems?
• Is this person client-ready? Are they knowledgeable, professional, and confident enough to work effectively with client staff and leaders?
• Is this someone I’d want to work with? This interview question is sometimes referred to as the airport test. It comes down to, “Would I want to be stuck in an airport with this person if the weather was bad and our flight was delayed?” It assesses whether an individual is smart, fun and passionate about the projects they take on.
• Is this person coachable? No one expects a recruit to know the answer to every thorny business issue right out of undergrad, or even right out of business school, but they do want someone who is willing and able to take suggestions and improve their analysis. Show you are coachable by listening for feedback as you answer a case study interview question and using suggestions to steer you toward the right solution.

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

Consulting Case Prep Takes Time – Start Early

If you walk into your first consulting interview without having practiced case study interviews beforehand, you’re in for a painful experience. Case questions can cover any industry and multiple different types of business problems, so you’re unlikely to get lucky and know the answer.

We suggest your start your consulting case prep a few weeks before your interview. Starting with more lead time is even better. This will allow you to watch/read through a few consulting cases to get a sense for what to expect (continue to our case videos below for one example!) It will also give you time to find a couple friends or classmates who are also applying to top consulting firms. You can give each other mock case interviews and be even more prepared.

Learn How to Case Quickly by Mastering Each Part of the Case

When you’re starting your consulting interview prep, it’s important to remember that the “right answer” is not simply a conclusion, but the methodical, the well-structured process used to reach the conclusion. 

To answer a case question correctly, you must:

Step 1: Understand the question you are being asked.

After your interviewer describes the client this case interview will involve and the problem they face, you should repeat this information back to them in your own words. 

This can feel awkward when you practice your first case, but it will help you in the long run.

If you don’t have the client and their problem straight, you could spend a lot of time answering the wrong question. If that happens you will not be moving forward to second round interviews no matter how elegant your analysis is.

Example: Our client is a fast-food retailer that has seen decreasing sales revenue over the past couple of years. They want your help in understanding what they can do to improve sales.

Step 2: Take time to think through all the key aspects of the problem.

Ask for a moment to consider your approach to solving the client’s problem. During this time, write down what you want to learn about the client’s situation before you answer the interview question.

Your approach can lean on business frameworks you’re familiar with during your case interview preparation. 

For instance, in the example of a fast-food chain with declining sales, you should break sales down into price and unit volume to understand whether the client is not selling enough units of their products or whether prices have fallen (or both!)

But you don’t need to use familiar frameworks. In fact, it’s best to develop your own structure for breaking down the problem as it shows you can solve a case without forcing a standard framework on the problem.

For more information on business frameworks, you might want to become familiar with during your case study preparation, see  Case Interview Frameworks .

Step 3: Ask pertinent questions and use the answers to form hypotheses.

After you brainstorm key aspects of the case problem and structure your approach to solving it, share your approach with your interviewer.

If the interviewer suggests a place to start your analysis, follow their lead.

Otherwise, suggest the best place to start digging into the case.

Make sure the questions you ask the interviewer touch on all the key aspects of the problem you identified including the client’s internal organization, the market for their product, and their competition.

Step 4: Summarize your case interview with a persuasive conclusion. 

Once you’re confident you have enough information to understand the case and what needs to be done to solve the client’s business problem, you’ll conclude the interview with a logical summary outlining the problem, key conclusions you’ve reached, and providing a persuasive recommendation on how you’d help the client resolve it.

Below, we’ll go into more depth on how to address each of these 4 points in a case.

Questions to Ask Yourself Before Diving Deeper into Case Prep

Right now, you may be thinking to yourself that consulting interviews sound impossibly difficult. Or you may think that they sound like interesting business problems that you’d enjoy solving. 

Perhaps you’re not sure.

If you think that answering case interviews is not something that would come naturally to you, don’t worry, you’re not alone! 

Getting good at consulting interviews requires a lot of preparation.

Before you commit to putting in the time required to prepare for the management consulting interview process, you should ask yourself if a career in management consulting is right for you.

Key Questions to Ask Yourself Before Pursuing a Career in Consulting

• Do you enjoy solving the types of business problems asked in case interviews?
• Do you have a background in business principles or are you willing to invest the time it will take to develop one?
• Are you passionate about pursuing consulting as a career?

Management consulting jobs might pay well and provide the opportunity to pursue attractive careers, but if you don’t like solving business problems, you probably won’t like the work you’ll do as a consultant. If you don’t enjoy analyzing business cases, save yourself a lot of preparation time and frustration. 

Focus on career options that better meet your interests.

Or, perhaps solving business problems with smart, driven professionals sounds like it’s your dream job. 

If so, move onto the deeper dive into case prep below! 

Case Interview Prep – Diving Deeper

If you’re here, we’re assuming you’re serious about investing time in preparing for a career in management consulting. 

The best way to get smarter about  answering case interview questions is to master this four-part approach.

How to Answer a Consulting Case Interview –  a 4 Part Approach

The 4 parts to answering a case interview are:

• Opening  – This is where you make sure you understand the client’s problem.
• Structure  – This is where you brainstorm all factors relevant to the problem and organize them to ensure you address them in a complete and logical manner.
• Analysis  – This is where you gather data to identify which of the factors related to the business case are the most important. You’ll use this data to create a recommendation for your client.
• Conclusion  – Here, you present your recommendation to “the client” (your interviewer), in a well-structured and persuasive manner.

Case Interview Prep Part 1: The Opening

As we saw in the video above, the opening of a case question is a description of a client and the problem they’re facing. Davis repeated back to the interviewer the type of business the client was in and and their business problem.

Remember, this clarification is an important step in the process.

If you did not remember that the client was a top-three beverage producer and answered the question as if the client was a start-up, your answer would ignore the manufacturing and distribution infrastructure the company already had in place to launch its new product.

That would make your answer completely wrong.

During this portion of the interview, you can ask any clarifying questions you need to. If something is not clear—the client’s product or industry, or the problem they want to solve —ask !

Nailing the opening is probably the easiest part of case prep. Get this right, and you’ll start each case off strong.

Case Interview Prep Part 2: Structure

Once Davis clarified the problem, he asked for a moment to prepare her response. In the structure phase of the case interview, there’s silence for several moments.

As with clarifying the question, this can feel awkward.

But asking for this time will show the interviewer that you’re carefully structuring your problem-solving approach.

It will also ensure that you are not quickly addressing a couple of aspects of the business problem but ignoring others, potentially ones that are critical to solving the client’s problem.

Some quick brainstorming is useful here, but also take a step back to maker sure you consider all aspects of the client’s business, its customer demand, and the competition. 

Organize your questions into a comprehensive approach to address all key aspects of the problem.

Mastering the structure phase of the interview is not as easy as the opening, but it’s critical to ensure you have the structured problem-solving approach that will lead you to the right answer to the case.

Focus on this aspect of case interview preparation until you can structure almost every case right.

Case Interview Prep Part 3: Analysis

In the third part of the case study interview, you’ll dig in and analyze the problem.

After Davis outlined his problem-solving approach, the interviewer told him that the client wanted to understand the beverage market and customer preferences to assess the potential success of the product launch.

The interviewer then provided a chart with helpful data.

This part of the interview is important because gives you the data that will help you close down aspects of the case that aren’t at the heart of the problem you need to solve and to better understand key drivers that will point to the solution.

But you’ll also need to do some consulting math .

You should also refer back to the problem-solving structure you laid-out earlier in the interview to make sure your analysis is comprehensive. You don’t want to get lost down one rabbit hole and ignore other important aspects of the problem.

During this portion of the interview, you’ll be assessed on whether you asked relevant questions, have well-reasoned insights into the client problem, and whether you could lead a case like this if you were hired by the firm.

Many consulting candidates find that the analysis phase of the interview is the toughest of the 4 parts.

You need to balance doing consulting math calculations with interpreting data and make sure you cover all aspects of the problem you identified in the structure phase of the case. 

Stick with this aspect of case preparation until you’re an expert at it–it will pay off in your interviews. 

Case Interview Prep Part 4: Conclusion

Davis concluded the case with a direct answer to the case study interview question as it was initially asked.

This answer should be both persuasive and logical based on all the information gathered over the course of the interview. Your answer should also include the next steps your client should undertake.

During the conclusion, you’ll be assessed on whether you present a well thought-out solution based on the relevant facts of the case.

Like the opening, mastering the conclusion is not difficult. Take you time to nail this aspect of case prep anyway as leaving your interviewer with a strong impression of your casing capabilities is important.

Effective Case Interview Prep: The Bottom Line

The case study interview is not as complex as it seems if you break it into 4 parts.

Practicing each part of the case on its own will make your consulting interview preparation both more efficient and more effective.

Now that you’re familiar with the 4-part approach to a case interview, the next thing to learn is the 4 different formats case interviews can take.

4 Formats for Case Interviews

There are four formats a case interview can take:

• Interviewer-led – In this case interview format, a candidate will still be expected to identify and structure the key elements of  a thorny business issue, and then present them to the interviewer. But after they do, the interviewer will direct them to first address a particular aspect of the case. This interview format is typically used in McKinsey cases.
• Written interview – This is not a common interview format but can be common for particular companies and offices. You will be given a packet of PowerPoint slides and time to review them. During this time, you’ll prepare a presentation using the slides you choose from the ones provided as well as others you create, and you’ll then present it to a panel of interviewers. Written interviews are frequently used by boutique consulting firms and regional offices of larger firms such as Bain’s China offices. For more information, see this article on written case interview.
• Group interview – Multiple candidates are brought in to discuss a case together and then present their solution to an interviewer. The group case is also not a frequently used interview format. For more information, see this article on group case interview.

While the candidate-led consulting interview is the most frequently used format, you’ll probably see more of the interview-led interview format in McKinsey interviews.

You should also be aware of the written and group interview formats so that if you get one during the case interview process, you’re not caught by surprise. But don’t spend a lot of time on preparation for that type of interview unless you’re informed you’ll have one.

Congratulations! 

You’ve made it to the end of our crash course on case interview prep. By reading this article, you now have a strong understanding of:

• What a consulting case interview is,
• How to answer case studies using the 4-part approach, and
• What the 4 different formats for case interviews are.

You are well on your way toward preparing for your first case interview and entering the exciting field of management consulting. 

Still have questions?

If you still have questions on case interview prep, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

Also, we have tons of other resources to ensure you get an offer from a top management consulting firm. Check out these topics:

• Case Interview Workshop Video
• Case Interview Examples
• Case Interview Practice

Help with Case Prep

Thanks for turning to My Consulting Offer for advice on case prep. My Consulting Offer has helped almost 89.6% of the people we’ve worked with get a job in management consulting. For example, here is how Brenda was able to get a BCG offer when she only had 1 week to prepare.

8 thoughts on “A Comprehensive Guide to Case Interview Prep [updated 2024]”

In the math calculations of the analysis portion, why was it that there were 8 cans per gallon? Where did that number come from?

Hey, Tonia! Thanks for your question.

In the case, we’re given that the size of the market for US sports drinks is 8 billion gallons. Electrolyte drinks are 5% of this total or .4 billion gallons which equals 400 million gallons.

We’re also given that the product size for drinks in this market are 16 ounces. And in our breakeven analysis, we find out we need to sell 400 million bottles (or cans) to break even. We need to do a conversion to compare our breakeven point of 400 million bottles to the 400 million gallon market size to see what market share we would have to achieve to break even.

Conversion: 1 US gallon = 128 ounces. 128 ounces/ gallon divided by 16 ounces/ bottle = 8. We can fill 8 bottles for each gallon of electrolyte drink we produce. So 1 gallon is 8 bottles (or cans) manufactured by our client.

We divide the 400 million bottle (or can) breakeven point by 8 to get to 50 million gallons. We compare the 50 million gallon breakeven point to the 400 million gallon market size to see that we need to capture 12.5% market share.

Note: In answering this question, I noticed that a UK gallon = 160 ounces, so if you are using UK gallons you will get a different answer!

I hope that helps! Sorry about the confusion between US ounces/gallon and UK ounces/gallon!

Hi, what resources are you typically allowed to use during (virtual) case interviews? Such as a pen, paper, calculator etc.

You’re typically allowed a pen and paper in a virtual case interview but NOT a calculator. Part of what your interviewer is testing for is your quantitative skills, so they want to see that you can do calculations in your head or on paper. See our article on virtual case interviews , for more info. Also, we have an article on practicing your case interview math .

Best of luck!

Can you please explain the ROI formula? I do not understand why (2m-8m)/8m = 25%. That calculation gets a result of -75%

Shouldn’t the formula just be (net profit)/(cost of investment)?

George, thanks for pointing this out! The formula was incorrect, and should be Profit/cost of investment. The correct answer is 25%.

All the best, MCO

thanks for information

great information

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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)
• Profitability case with ex-McKinsey manager (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)

12. EY Parthenon case interview examples

• Candidate-led case example with feedback (by IGotAnOffer)

14. 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!

Related articles:

Access all the online resources you need for success in your case and fit interviews.

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• Resources home
• Applications
• Interview tips
• Management consulting industry guide
• Top routes for joining McKinsey, BCG and Bain in 2023
• The top-10 management consulting firms
• How to practice case interviews alone
• Tips for last-minute case interview prep

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Case Interview: The Free Preparation Guide (2024)

The case interview is a challenging interview format that simulates the job of a management consultant , testing candidates across a wide range of problem-solving dimensions.

McKinsey, BCG and Bain – along with other top consulting firms – use the case interview because it’s a statistically proven predictor of how well a candidate will perform in the role. The format is not only used by management consulting firms. Other types of organizations – like tech companies, financial services institutions, and non-profits – often use case interviews to assess candidates who are interviewing for roles focused on shaping strategic initiatives.

If you’re preparing to face a case interview, you may be feeling a little apprehensive. The format is notoriously demanding and unlike any other type of recruitment assessment you may have experienced before. However, with the right preparation and investment of time and effort, it is possible to master.

In this guide, we break down everything you need to know about the case interview, outlining exactly what you need to do to prepare effectively and ace the case.

Key takeaways

• The classic case interview format follows the same steps that a management consultant would encounter on a client project. The interview is a little like a role-play where the interviewer plays the role of a client and the candidate plays the part of the consultant hired to solve the problem.
• Some firms occasionally deviate from the classic case interview format. Popular alternatives include written case studies – which require candidates to review paper documents and then prepare and deliver a presentation – and market sizing case interviews, which require candidates to estimate a number.
• Case interviews test candidates against a set of six problem-solving dimensions: structuring, math, judgment and insights, creativity, synthesis, and case leadership. The interviewer uses a scorecard to assess the candidate’s performance in each of these areas.
• Case interview questions can be about almost any type of challenge or opportunity. However, our research indicates that there are 10 types of questions that are asked most frequently at top consulting firms. These include questions on profit improvement, revenue growth, and market entry.
• To do well in a case interview, it’s vital to create custom interview structures that meet the conditions of the ‘AIM’ test. It helps to have a good working knowledge of key case interview frameworks, but this alone is not sufficient.
• A strong grasp of case math is also crucial when it comes to case interview performance. While only high-school level math skills are required, it’s an aspect of the case interview that many candidates find challenging.
• Successful candidates are able to summarize their findings effectively. They also demonstrate strong case leadership by progressing through the case proactively and remaining focused on its overarching objectives.
• To prepare for a case interview, it’s essential to learn every problem-solving skill that will be assessed. We teach all of these skills in our Interview Prep Course , which contains all the video lectures, sample interviews, case material, and practice tools you’ll need to ace any case interview.
• Most candidates who go on to receive an offer from a top consulting firm like McKinsey, BCG or Bain complete at least 25 live practice sessions with a partner before their interview. You’ll find over 100 high-quality cases in our Case Library and a diverse community of candidates available for practice in our Practice Room .
• Some candidates choose to supplement their preparation by working with a coach who has been an interviewer at a top consulting firm. Here at CaseCoach, our coaches have all been handpicked from the alumni of top firms such as McKinsey, BCG and Bain.
• Although the world’s top consulting firms all test candidates using similar methods, none of them approach the interview process in exactly the same way. If you’re preparing to interview at a top consulting firm, it’s important to do your research and find out what you can expect.

An introduction to the case interview

The case interview format, the classic case interview.

The vast majority of case interviews follow the same steps that management consultants encounter on real client projects.

• Brief: The interviewer gives the candidate a brief for the case. They explain the context in which the client is operating, and outline the challenge they’re facing.
• Clarification: The candidate then has the chance to ask clarifying questions. They might do this to ensure they’ve understood the context of the problem correctly or to confirm the client’s goals.
• Reflection: The candidate takes 60 to 90 seconds or so to reflect and lay out a structured approach to solving the case.
• Analysis: The candidate and interviewer then work through the case together, carrying out analyses and moving toward a recommendation. This is the part of the case where you’ll be handling numerical questions, reviewing exhibits, coming up with creative ideas, and so on. It comprises the vast majority of the time you’ll spend on the case.
• Synthesis: The case concludes with the candidate synthesizing their findings and making an overall recommendation to the client.

So what does this unique interview format look and feel like? In reality, a consulting case interview is a little like a role-play. The interviewer plays the role of a manager or client, and the candidate plays the part of the consultant hired to solve the problem. However, a case interview shouldn’t feel like a performance. The most successful candidates treat it as a natural conversation between two professional people.

In the video below you can see an example of exceptional case interview performance in action. The candidate and interviewer in the video are both former McKinsey interviewers.

Interviewer-led vs candidate-led cases

Although the classic case interview has an established format and assesses a specific set of skills, cases can be delivered in different ways. Some are more candidate-led, while others are more interviewer-led

In a candidate-led case, the candidate is in the driver’s seat and is free to explore different aspects of the problem. Interviewers don’t tell candidates what to focus on next. Instead, they provide additional information – like an exhibit or a new fact – when asked. The candidate then analyzes the information and suggests next steps to get to the answer.

In an interviewer-led case, the interviewer may interrupt the candidate and ask them to either perform a specific investigation or focus on a different aspect of the problem. This doesn’t mean the interview is going badly; the interviewer is simply following a script. As a result, in an interviewer-led case, candidates are less likely to take the wrong path.

It’s difficult to predict which style of case you’ll receive. Some firms are known for using one style of interview more frequently than another. However, in practice, most interviews fall somewhere between the two extremes, depending on the style of the interviewer and the case material they’re using. You should therefore always be ready to suggest next steps and have a view about how to get to the answer.

Other case interview formats

While the classic case interview is most common, there are a couple of other interview formats that top consulting firms use from time to time:

The written case study

Some management consulting firms use written case studies to simulate the experience of carrying out consulting work even more accurately than the classic, verbal case interview. In some locations, BCG and Bain have been known to adopt this approach for a small minority of candidates.

In written cases, candidates review a series of paper documents and then structure the problem, run some numbers, generate ideas and, finally, deliver a short presentation. You can learn more in our article on how to crack written case studies .

Market sizing case interviews

Management consulting firms and other employers sometimes use market sizing questions – also known as estimation questions – as a standalone interview format to assess candidates on a wide range of problem-solving dimensions.

In a market sizing interview, you’ll be asked to estimate a number. This might be something like the revenue of a sandwich store or how many ATMs there are in a certain city. The ability to size a market is also a skill required for solving many case interview questions. You can learn more in our article on how to nail market sizing case interviews .

Some key differences to expect

While case interviews are highly codified, it’s important to remember that every interview is unique.

In the final round of interviews, for example, cases may feel less scripted than they did in the first stage. Partners – who are part of the interviewing group in the final round – often use the same case for years at a time. This means they can deliver it without a script and, as a result, tend to give candidates more room to take the lead. You can learn more in our article on the differences between a first and final-round interview at McKinsey, BCG and Bain .

In addition, each firm or office might bring their own nuance or style to the classic case interview format. It’s important to do your research and find out what you can expect from the interview experience at your target firm or office. You can learn more in our article on how the interviews at McKinsey, BCG and Bain differ .

The skills assessed in case interviews

Case interviews are primarily about testing a set of problem-solving skills. The interviewer uses a scorecard to assess a candidate’s performance in the following dimensions:

• Structuring: This is the ability to break problems down into logical drivers. It’s most obviously required at the beginning of a case, where you can pause and take a moment to come up with an approach. But it’s also tested each time you have to consider a new aspect of the problem.
• Math: Most cases contain a quantitative component, such as estimation questions, break-even questions, or other calculations. To do well in this dimension, you need to lay out a clear and efficient approach, run calculations quickly and accurately, and then state their implications for the case.
• Judgment and insights: This dimension is about extracting insights from data, usually by interpreting information in a chart. Performing well in this area involves processing new information quickly, prioritizing what’s important, and connecting your findings to develop sound recommendations.
• Creativity: Cases often have a creative thinking component. Sharing numerous, varied and sound ideas – ideally in a structured way – can help you succeed here.
• Synthesis: This is all about wrapping up the case with a clear and practical recommendation, and delivering it convincingly.
• Case leadership: This dimension is about progressing through the case efficiently and staying focused on its objectives. Case leadership involves gathering facts effectively and building on new findings to develop a recommendation. It’s a particularly important dimension in candidate-led cases.

Questions to expect

If you’re preparing to interview at a top management consulting firm like McKinsey, BCG or Bain, you’re probably curious about the kind of case interview questions you can expect to receive.

To identify the most common case interview questions , we surveyed CaseCoach users who interviewed at either McKinsey, BCG or Bain for a generalist role in 2023. We found that of the 260+ case interviews reported by respondents:

• 20% focused on profit improvement
• 15% focused on revenue growth
• 12% focused on market entry
• 10% focused on cost cutting
• 9% focused on process optimization

These topics align with the typical challenges and opportunities faced by CEOs. Because the job of a management consultant is to help CEOs find solutions to these problems, it’s vital for candidates to demonstrate that they understand the issues behind these questions.

However, while there are some recurring topics, the context and nuances of each individual case mean that no two case questions are the same. Increasingly, firms are testing candidates on questions that fall outside of these recurring topics. One way they’re doing this is by focusing on non-traditional areas, like the public sector. If you’re interviewing for a generalist management consulting role, it’s therefore important to be ready for almost any type of case question.

If you’re interviewing for a role that’s focused on a specific industry or function, like financial services , you’ll likely be given a case focused on that particular area.

How to ace the case

Case interviews require you to think on your feet to solve a complex problem that you’ve never seen before, while being assessed against a number of problem-solving dimensions. Here’s what you need to do to rise to the challenge and ace the case:

1. Create case interview structures that meet the AIM test

Of all the case interview assessment dimensions, structuring is perhaps the most challenging, particularly for those who are just starting out. It requires candidates to propose a prioritized and insightful approach to the case that’s composed of a comprehensive set of independent drivers. Structuring plays a foundational role in the interview, setting the course for the entire conversation.

So, what does good case structuring look like? An effective structure should meet the conditions of the ‘AIM’ test. ‘AIM’ stands for:

• Answer-focused: The structure should identify the client’s goal and the question to solve. It should also provide an approach to answering that question.
• Insightful: The structure should be tailored to the specifics of the client or to the problem in question. You shouldn’t be able to apply it to another case of the same type.
• MECE: This is a well-known acronym among consultants. It stands for ‘mutually exclusive and collectively exhaustive’. In plain English, if a structure is ‘MECE’ it has been broken down into an exhaustive set of independent drivers.

2. Know key case interview frameworks

In a case interview, you’ll be asked to structure a variety of problems. There are a number of frameworks that can help you do this, whether the problem you’re structuring corresponds to a common case question or a different topic entirely:

Business frameworks

You can use established business frameworks to craft custom structures for the most common types of case questions. These include frameworks for mastering profitability questions , answering revenue growth questions and nailing market sizing questions .

Academic frameworks

For unusual case questions that don’t relate to an obvious business framework, it can be helpful to draw on an academic framework like supply and demand, ‘the three Cs’, or Porter’s Five Forces. You can learn more about all of these in our ultimate guide to case interview frameworks . The article includes other business and academic frameworks that you can use to craft custom structures for case questions.

Logical frameworks

Finally, logical frameworks can help you look at the big picture in order to structure your approach. These options can be particularly useful when you’re faced with an unusual case question that doesn’t lend itself to a business or academic framework. Some examples of logical frameworks include:

• Structuring with equations: This approach is most helpful for quantitative case questions. Listen out for introductions that focus on a number. These cases can often be broken down into an equation and then structured along its variables.
• Structuring based on hypotheses: This approach is most helpful for structuring qualitative cases. It involves laying out what you most need to believe in order to validate a specific recommendation. These beliefs form your set of key hypotheses, which you then test as you progress through the case.
• Structuring with root causes: This approach works well for structuring cases that require identifying the reasons for a problem. It involves laying out its potential causes in a way that is mutually exclusive and collectively exhaustive (i.e. MECE).

How to apply these frameworks

While business, academic, and logical frameworks can be helpful when it comes to structuring a problem, learning how to use them correctly is a skill in itself. Simply applying a framework to a case interview question in a ‘cookie-cutter’ fashion is not enough. To impress your interviewer and pass the AIM test, your structure will need to be heavily tailored to the situation at hand. In fact, many case questions can be best answered by combining different frameworks.

Ultimately, interviewers want to understand how your mind works and see you think on your feet. You’ll therefore need to demonstrate that you can propose a custom case interview structure to any question.

3. Be comfortable with simple math

Management consulting firms expect you to navigate mathematical problems confidently and reliably in case interviews. Regardless of your academic background or past experience, you’ll need to be able to set an approach to solve the problem, perform calculations quickly and accurately, and state the implications of your solution.

The good news is that you’ll only be required to demonstrate a high-school level of math skills in case interviews. However, with no calculators allowed and an interviewer looking over your shoulder, it’s natural to find this aspect of the experience a little intimidating.

So, what can you expect from case math? The problems you’ll be asked to solve may take the form of straight calculations, exhibits that require calculations, word problems, and estimation questions.

To do well in this part of the case interview, you’ll need to have a strong understanding of:

• The four operations: addition, subtraction, multiplication, and division
• Key math concepts such as fractions, percentages, and weighted averages
• Business math concepts such as income statements, investments, and valuations

To stand out to your interviewer, you’ll also need to work through math problems confidently and efficiently. Here are our top tips for doing this:

• Keep track of zeros: Case questions often involve large numbers, sometimes in the millions or even billions. Keeping close track of your zeros is therefore crucial. We recommend either counting the zeros in your calculation, using scientific notation, or assigning letter units to zeros.
• Simplify your calculations: This will help you work through problems quickly and efficiently while reducing the potential for mistakes. One way of simplifying calculations is by rounding numbers up or down to make them more ‘friendly’.
• Memorize frequently-used fractions: Some fraction values are used so frequently in case math that knowing them – along with their percentage value and decimal conversions – can save you significant time. We recommend memorizing the fraction and corresponding percentage and decimal values of 1/2, 1/3, all the way through to 1/10.

You can learn more in our guide to mastering case interview math .

4. Summarize your findings

Synthesis is a key skill assessed by interviewers, predominantly at the end of a case interview. You need to provide a clear and sound recommendation that answers the overall question convincingly. You must also describe the key supporting points that informed your recommendation and then outline any further steps you would advise the client to take.

When it comes to concluding cases effectively, this four-step framework can be extremely helpful:

• Quickly play the case question back to your interviewer.
• Answer the question directly and briefly by distilling your response into a single sentence, if possible.
• List the points that support your conclusion.
• Outline the next steps that you recommend to the client.

You can learn more in our article on how to conclude a case study interview .

5. Bring it all together with strong case leadership

Case leadership, more than any other dimension, will give your interviewer an indication of how independently you could handle your workstream as a consultant. It’s a particularly important skill in candidate-led cases, where you’ll set the course of the discussion without the interviewer steering you in a particular direction.

Demonstrating strong case leadership means progressing the case efficiently and staying focused on its overarching objectives. Using a ‘tracker page’ to capture your structure and organize your notes throughout the case will help you in this regard.

Another aspect of case leadership is gathering facts effectively. This includes making reasonable assumptions, requesting missing information, and asking probing questions.

Finally, you’ll be expected to build on new findings to develop your recommendation, adapt your approach, and suggest next steps.

Effective case leadership is all about showing your interviewer that you have a strong command of the problem-solving process. After investigating each key driver in your structure, you need to be able to articulate where you are in your overall approach to solving the problem, and what the next steps should be.

To do this, we recommend using a five-step process to handle every kind of analysis you conduct during the case, whether you’re responding to a numerical question, the data in an exhibit, or something else.

Here’s what that five-step process looks like:

• Set your approach. Define what you’re going to do upfront. It’s particularly important to be explicit here, especially if the analysis is in any way complex or ambiguous.
• Conduct your analysis. Your approach here will vary according to the kind of question you’re working through.
• State your findings. You may also want to make a note of your findings on your tracker page.
• State the implications of your findings. Explain how they impact both your answer to the question and the client’s broader goal.
• Suggest next steps. Your findings will sometimes change how you want to approach the rest of the case. This may mean altering your initial structure and editing it on your tracker page.

6. Be your best on the day

When the day of your interview comes around, you’ll want to be at your very best. But what exactly does this mean?

First, you should present yourself in a professional manner. It goes without saying that you should arrive on time but, ideally, you should plan to arrive early. You should also come equipped with the right material: a pen, squared A4 or letter-size paper pad, and copies of your resume. It’s also vital to dress appropriately for the occasion. Usually, this means wearing formal business dress, but this means different attires in different locations. We recommend doing some research to find out what consultants wear at your target firm and office.

To be at your best on the day of your interview, you must be well rested. Sadly, tiredness is one of the most common reasons for underperformance in consulting interviews. The day before is not the time to cram in further preparation. Instead, aim to have a quiet day and to get plenty of sleep at night.

Ultimately, consulting firms want to hire people who can represent the firm and interact with clients at every level, from the shop floor to the C-suite. Successful candidates treat the case interview as an opportunity to play the role of a management consultant advising a client (i.e. the interviewer). This means exhibiting a great deal of confidence and credibility, together with effective communication and an engaging attitude. It’s vital to stay focused on the overall problem and to drive the resolution of the case while being receptive to the interviewer’s input.

There are a lot of balls to juggle in a case interview, with the added pressure of a potentially life-changing outcome, but successful candidates don’t let their nerves get the better of them. We’ve provided some helpful hints and tips in our article on handling the stress of consulting interviews .

Being your best on the day of your interview requires extensive preparation. It means mastering each dimension of the case interview scorecard to the extent that the skills become second nature to you. It also means completing sufficient case practice to be able to focus on the big picture of the case you’re solving, rather than on simply demonstrating a set of skills.

How to prepare for case interview success

Delivering a standard of performance worthy of an offer from a top firm requires extensive case interview prep. In our experience, most successful candidates invest around 60 hours – or 10 hours each week over a six-week period – in their preparation. Failing to put this effort in is among the most common reasons why many candidates are unsuccessful.

Here’s what effective case interview preparation involves:

Learning the skills

In a case interview, your performance is assessed against a set of common problem-solving dimensions. To recap, these are structuring, math, judgment and insights, creativity, synthesis, and case leadership. It’s important to:

• gain a precise understanding of the expectations on each of these skills
• learn the techniques that will allow you to meet these expectations
• practice until your performance meets the required standard

We teach all these skills in our Interview Prep Course . In our bite-sized video lectures, we map out each of the key skills assessed in a case, and explain what you need to know to demonstrate each skill. We also share our tips on how to improve in each dimension, going above and beyond the advice we’ve included in this article.

In addition, our Interview Prep Course includes many more sample interviews that show real candidates – who went on to join top consulting firms – solving cases. Former consulting interviewers explain what the candidates did well on each dimension and where they could have improved.

Math is a critical prerequisite to handling cases and is something you should be comfortable with before you begin practicing. Our Case Math Course – provided as part of the Interview Prep Course – will help you brush up your skills. It contains 21 video lectures that cover everything you need to know, including the four operations, key math concepts, our pro tips, and business math.

After watching all our Interview Prep and Case Math video lectures, we recommend heading to the ‘Drills’ area of CaseCoach, where you can start practicing specific skills. Drills are interactive exercises that pose rapid-fire questions and provide instant feedback. They help you build your skills and confidence in specific case dimensions quickly, allowing you to make the most of your live case practice with partners. Our Interview Prep Course includes a comprehensive set of drills in four key areas: structuring, calculation, case math and chart interpretation.

When it comes to succeeding in a case interview, nothing beats live practice with a partner. Most candidates who go on to receive an offer from a top consulting firm like McKinsey, BCG or Bain complete at least 25 live practice sessions before their interview.

To practice live cases with a partner, you’ll need access to both case material and practice partners. In our Case Library , you’ll find over 100 cases – complete with solutions – developed by former management consultants. You can download eight of these cases right away by creating a free CaseCoach account. You’ll find a diverse community of fellow candidates who are all available for case interview practice in our Practice Room , where we facilitate over 3,000 practice sessions a week.

You can learn more in our article on how to practice case interviews .

Working with a coach

Some candidates choose to supplement their preparations by working with a consulting interview coach who has been an interviewer at a top firm.

These coaches have the skills and experience to gauge your level of performance and help you identify your areas of strength and weakness. They can also provide you with accurate and helpful feedback on your case-solving skills. This insight can help you accelerate your preparation and improve your performance. Getting used to interviewing with a professional should also help to reduce the stress of the consulting interview experience.

Here at CaseCoach, our coaches are all former consultants and interviewers who have been handpicked from the alumni of top firms such as McKinsey, BCG and Bain.

Do your research

Although employers who use case interviews all test candidates using similar methods, none of them approach the interview process in exactly the same way.

For instance, if you expect to interview with McKinsey, Bain or BCG, it’s helpful to know that these firms all give cases of similar complexity. However, there are some key differences. For example:

• Bain has been known to use estimation questions, such as market sizing, in interviews for its most junior (i.e. Associate Consultant level) roles.
• BCG and Bain occasionally use written cases.
• When it comes to the ‘fit’ interview, McKinsey uses its Personal Experience Interview format, while most Bain offices now use a ‘behavioral interview’ . Only BCG consistently uses the classic fit interview format .

Other differences include the number of rounds of interviews each firm conducts, and their preference for using interviewer-led or candidate-led cases. Wherever you interview, it’s vital to do your research and find out what you might be able to expect.

When it comes to getting ready for the case interview, knowing what you will be assessed on, learning how to succeed, and having access to the best practice resources can all go a long way. Now, you need to put in the hard work and prepare! Good luck.

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The National Retail Federation (NRF), the world's largest retail trade association, represents department stores; specialty, discount, catalog, internet, and independent retailers; chain restaurants; grocery stores and multi-level marketing companies. Amid widespread industry disruption, they sought help rethinking and transforming their conference-centric revenue model.

Interview with: Matthew Shay President and CEO, National Retail Federation

What was the challenge?

“Our core business model and revenue streams relied on in-person trade shows and conferences, which were curtailed by pandemic-driven restrictions... We had an opportunity and obligation to reimagine NRF’s future role in the retail industry and redesign our engagement model to deliver a more personalized digital experience.”

Describe the solution

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Where or how did innovation come into play?

"Working with the PwC team during the pandemic and engaging key stakeholders in a completely virtual environment was a new experience for NRF. By leveraging technology, workshops and other collaboration methods, we unlocked key inputs from business and technology teams to co-develop the foundational solution and a roadmap for the future.”

How does the solution blend the strengths of technology and people?

“Mapping our overall membership experience to personalized human touchpoints lets us use technology to directly connect, track and engage with our members. Cross-functional workshops with the membership, marketing and technology teams enabled us to determine the specific member interactions and human touchpoints that we needed to optimize. All of this took place at a crucial time when digital was the only way we could connect with our members, and they needed our support and guidance more than ever.”

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CEO interview questions and answers

These CEO interview questions will help you identify candidates with top executive skills and find the best leader for your company.

Alexandra is a psychologist with a MSc in Talent Development and Creativity.

10 good CEO interview questions

• What do you think our company’s mission and vision are?
• What changes would you implement during your first year in the company? How would you build a 5-year plan?
• What would you do in your first 30 days as CEO of our organization?
• Who do you believe are our biggest competitors? How do we differ from them?
• What do you think are the biggest challenges our industry will face in the next 5 years?
• What are the most helpful technological platforms and tools you have used? Would you implement them in our organization?
• What is the most innovative product or service you’ve worked on at a previous company?
• Describe your rationale before you make a big financial decision. What criteria do you use to decide which products or services to invest in?
• In 5 minutes, prepare a small pitch to present our company to a potential investor.
• Imagine that a product or service we launched recently failed our expectations. What are your next steps

Choosing the right CEO is pivotal for a company’s direction, culture, and overall success. Here are 10 essential interview questions to help identify the best candidates for this leadership role.

1. What do you think our company’s mission and vision are?

This question assesses the candidate’s understanding and alignment with the company’s core values and objectives.

Sample answer:

“Your company’s mission is to provide innovative solutions to everyday challenges, and the vision is to be a global leader in your industry, setting standards for excellence.”

2. What changes would you implement during your first year in the company? How would you build a 5-year plan?

This question gauges the candidate’s strategic thinking and long-term vision.

“In the first year, I’d focus on strengthening internal communication and team alignment. For the 5-year plan, I’d prioritize market expansion, R&D, and enhancing customer experience.”

3. What would you do in your first 30 days as CEO of our organization?

Understanding the candidate’s immediate priorities provides insight into their leadership style.

“I’d spend time understanding the current operations, meeting with department heads, and gathering feedback from employees at all levels.”

4. Who do you believe are our biggest competitors? How do we differ from them?

This question tests the candidate’s industry knowledge and analytical skills.

“Your main competitors are X and Y. However, your company stands out due to its commitment to sustainability and customer-centric approach.”

5. What do you think are the biggest challenges our industry will face in the next 5 years?

This question assesses the candidate’s foresight and industry awareness.

“The industry will likely face challenges related to regulatory changes, technological disruptions, and evolving consumer preferences.”

6. What are the most helpful technological platforms and tools you have used? Would you implement them in our organization?

This question evaluates the candidate’s tech-savviness and adaptability.

“I’ve found platforms like A and B extremely beneficial for data analytics and project management. If they align with our needs, I’d consider implementing them.”

7. What is the most innovative product or service you’ve worked on at a previous company?

This question probes the candidate’s experience with innovation and product development.

“At my previous company, I spearheaded the development of a smart home device that became a best-seller in its category.”

8. Describe your rationale before you make a big financial decision. What criteria do you use to decide which products or services to invest in?

This question tests the candidate’s financial acumen and decision-making skills.

“I prioritize ROI, alignment with company goals, market demand, and scalability. Every financial decision is backed by thorough research and analysis.”

9. In 5 minutes, prepare a small pitch to present our company to a potential investor.

This question evaluates the candidate’s ability to quickly synthesize information and present it compellingly.

“Our company is at the forefront of innovation, with a proven track record of growth. With our dedicated team and unique products, we’re poised to redefine industry standards, making it an ideal investment opportunity.”

10. Imagine that a product or service we launched recently failed our expectations. What are your next steps?

This question assesses the candidate’s problem-solving skills and adaptability.

“I’d initiate a thorough analysis to understand the reasons for the shortfall, gather feedback, and then pivot the strategy or make necessary improvements.”

Why it’s important to ask ceo interview questions

The CEO is the driving force behind a company’s strategy, culture, and overall direction. Asking the right interview questions ensures that the selected individual aligns with the company’s values, understands its challenges, and possesses the leadership qualities needed to steer the organization towards success.

• Vague answers: A CEO candidate should be able to provide clear and concise responses, demonstrating their understanding and decision-making abilities.
• Lack of industry knowledge: If a candidate isn’t well-versed with the industry’s current trends and challenges, they might not be prepared to lead effectively.
• Overemphasis on past achievements: While past success is important, a CEO should also demonstrate forward-thinking and a vision for the future.
• Poor interpersonal skills: A CEO needs to build relationships, inspire teams, and communicate effectively. If they lack these skills, it’s a concern.
• Inconsistency: If a candidate’s answers contradict each other or don’t align with their resume, it might indicate a lack of honesty or clarity.

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• Introduction

Operational and Situational questions

Behavioral questions, how to prepare for a ceo interview .

A CEO is the highest-ranking executive in an organization. Recruiting CEOs can be challenging as they play a huge role in the company’s success. They make important company decisions, build business strategies, and shape the organizational culture. The ideal candidate for this position usually has many years of experience as a CEO or in another C-suite level role. It’s best to look for candidates who are familiar with your industry, as they’ll better understand your company’s challenges and objectives.

When you identify your top candidates for the CEO position, schedule an onsite introductory interview to talk about their skills and your business needs. Prepare CEO interview questions that assess candidates’ management and problem-solving skills. Use tangible criteria to understand if they’re a good fit for your company, for example, find out how well they know your company and your competitors and ask what changes they plan to implement if hired. Consider including board members and other executives in the hiring process to select candidates who are a good fit for your executive team.

Interview questions for CEOs can also reveal which candidates have the characteristics that make a good leader, such as resilience, patience, and an influential flair. A CEO makes important financial decisions and regularly communicates with shareholders and potential investors. So, look for candidates with a data-driven approach, attention to detail , and sharp negotiation skills.

Below, you’ll find the best questions to ask a CEO in a job interview divided into specific types.

• What would you do in your first 30 days as CEO of our organization? 
• Imagine that a product or service we launched recently failed our expectations. What are your next steps? 
• What personality traits make a good leader?
• What is the best and the worst part of being a CEO?
• Name two strengths and two weaknesses you have and how they can impact your responsibilities as a CEO.
• What is the biggest challenge you have faced in your career? How did you overcome it and what did you learn from it?
• How do you prefer to communicate with your team to assign responsibilities to them? 
• What’s your biggest challenge when it comes to people management?
• How would others define your communication style? Do you prefer to be close to your employees or maintain a healthy distance, and why?
• Describe a time when two team leaders or executives had a conflict. How did you handle the situation?
• Describe a time you had to make a tough decision (e.g. budget cuts, organizational restructuring, market withdrawal, etc.). What did you do and what was the result?

Did you find this CEO interview questions template useful? Feel free to download the PDF for future use.

Frequently asked questions

Ready to fine-tune this interview kit, related job descriptions.

• CEO job description
• COO job description
• Business Manager job description

Related Interview Questions

• Chief Operating Officer (COO) interview questions and answers
• Business Manager interview questions and answers
• Management interview questions and answers

Related Topics

• 110+ best interview questions and answers (according to 250+ recruiters)
• A guide to interview preparation for employers
• Best way to schedule an interview time with multiple candidates and interviewers

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35 Case Interviews Examples from MBB / Big Four Firms

Studying case interview examples is one of the first steps in preparing for the  management consulting  recruitment process. If you don’t want to spend hours searching the web, this article presents a comprehensive and convenient list for you – with 35 example cases, 16 case books, along with a case video accompanied by detailed feedback on tips and techniques.

A clear understanding of “what is a case interview” is essential for effective use of these examples. I suggest reading our  Case Interview 101  guide, if you haven’t done so.

McKinsey case interview examples

Mckinsey practice cases.

• Diconsa Case
• Electro-Light Case
• GlobaPharm Case
• National Education Case

What should I know about McKinsey Case interviews?

At McKinsey, case interviews often follow the interviewer-led format , where the interviewer asks you multiple questions for you to answer with short pitches.

How do you nail these cases? Since the questions can be grouped into predictable types, an efficient approach is to master each question type. However, do that after you’ve mastered the case interview fundamentals!

For a detailed guide on interviewer-led cases, check out our article on McKinsey Case Interview .

BCG & Bain case interview examples

Bcg practice cases.

• BCG – Written Case – Chateau Boomerang

Bain practice cases

• Bain – Coffee Shop Co.
• Bain – Fashion Co.
• Bain – Mock Interview – Associate Consultant
• Bain – Mock Interview – Consultant

What should I know about BCG & Bain case interviews?

Unlike McKinsey, BCG and Bain case interviews typically follow the candidate-led format – which is the opposite of interviewer-led, with the candidate driving the case progress by actively breaking down problems in their own way.

The key to acing candidate-led cases is to master the case interview fundamental concepts as well as the frameworks.

Some BCG and Bain offices also utilize written case interviews – you have to go through a pile of data slides, select the most relevant ones to answer a set of interviewer questions, then deliver those answers in a presentation.

For a detailed guide on candidate-led cases, check out our article on BCG & Bain Case Interview .

Deloitte case interview examples

Deloitte practice cases.

Undergrad Cases

• Human Capital – Technology Institute
• Human Capital – Agency V
• Strategy – Federal Benefits Provider
• Strategy – Extreme Athletes
• Technology – Green Apron
• Technology – Big Bucks Bank
• Technology – Top Engine
• Technology – Finance Agency

Advanced Cases

• Human Capital – Civil Cargo Bureau
• Human Capital – Capital Airlines
• Strategy – Club Co
• Strategy – Health Agency
• Technology – Waste Management
• Technology – Bank of Zurich
• Technology – Galaxy Fitness

What should I know about Deloitte case interviews?

Case interviews at Deloitte also lean towards the candidate-led format like BCG and Bain.

The Deloitte consultant recruitment process also features group case interviews , which not only test analytical skills but also place a great deal on interpersonal handling.

Accenture case interview examples

Accenture divides its cases into three types with very cool-sounding names.

Sorted in descending order of popularity, they are:

These are similar to candidate-led cases at Bain and BCG. albeit shorter – the key is to develop a suitable framework and ask the right questions to extract data from the interviewer.

These are similar to the market-sizing and guesstimate questions asked in interviewer-led cases – demonstrate your calculations in structured, clear-cut, logical steps and you’ll nail the case.

These cases have you sort through a deluge of data to draw solutions; however, this type of case is rare.

Capital One case interview examples

Capital One is the odd one on this list – it is a bank-holding company. Nonetheless, this being one of the biggest banks in America, it’s interesting to see how its cases differ from the consulting ones.

Having gone through Capital One’s guide to its cases, I can’t help but notice the less-MECE structure of the sample answers. Additionally, there seems to be a greater focus on the numbers.

Nonetheless, having a solid knowledge of the basics of case interviews will not hurt you – if anything, your presentation will be much more in-depth, comprehensive, and understandable!

See Capital One Business Analyst Case Interview for an example case and answers.

Other firms case interview examples

Besides the leading ones, we have some examples from other major consulting firms as well.

• Oliver Wyman – Wumbleworld
• Oliver Wyman – Aqualine
• LEK – Cinema
• LEK – Market Sizing
• Kearney – Promotional Planning
• OC&C – Imported Spirits
• OC&C – Leisure Clubs

Consulting clubs case books

In addition to official cases, here are a few case books you can use as learning materials.

Do keep in mind: don’t base your study on frameworks and individual case types, but master the fundamentals so you can tackle any kind of case.

• Wharton Consulting Club Case Book
• Tuck Consulting Club Case Book
• MIT Sloan Consulting Club Case Book
• LBS Consulting Club Case Book
• Kellogg Consulting Club Case Book
• INSEAD Consulting Club Case Book
• Harvard Consulting Club Case Book
• ESADE Consulting Club Case Book
• Darden Consulting Club Case Book
• Berkeley Consulting Club Case Book
• Notre-Dame Consulting Club Case Book
• Illinois Consulting Club Case Book
• Columbia Consulting Club Case Book
• Duke Consulting Club Case Book
• Ross Consulting Club Case Book
• Kearney Case Book

Case interview example – Case video

The limitation of most official case interview examples is that they are either too short and vague, or in text format, or both.

To solve that problem for you, we’ve extracted a 30-minute-long, feedback-rich case sample from our Case Interview End-to-End Secrets Program .

This is a candidate-led, profitability case on an internet music broadcasting company called Pandora.

In 30 minutes, this candidate demonstrates the exact kind of shortcoming that most candidates suffer during real case interviews – they come in with sharp business senses, then hurt their own chances with inadequate techniques.

Here are seven notable areas where the candidate (and you) can improve:

Thanking Throughout the case, as especially in the opening, he should have shown more appreciation for the time the interviewer spent with him.

Structured opening The candidate’s opening of the case feels unstructured. He could have improved it by not mixing the playback and clarification parts. You can learn to nail the case in a 3-minute start through this video on How to Open Any Case Perfectly .

Explicitness A lot of the candidate’s thought process remains in his head; in a case interview, it’s better to be as explicit as possible – draw your issue tree out and point to it as you speak; state your hypothesis when you move into a branch; when you receive data, acknowledge it out loud.

Avoiding silence The silence in his case performance is too long, including his timeout and various gaps in his speech; either ask for timeout (and keep it as short as possible) or think out loud to fill those gaps.

Proactivity The candidate relies too much on the interviewer (e.g: asking for data when it can easily be calculated); you don’t want to appear lazy before your interviewer, so avoid this.

Avoiding repeating mistakes Making one mistake twice is a big no-no in consulting interviews; one key part of the consulting skill set is the ability to learn, and repeating your mistakes (especially if the interviewer has pointed it out) makes you look like someone who doesn’t learn.

Note-taking Given the mistakes this candidate makes, he’s probably not taking his notes well. I can show you how to get it right if you watch this video on Case Interview Note-Taking .

Nonetheless, there are three good points you can learn from the candidate:

The candidate sums up what he’s covered and announces his upcoming approach at the start and at key points in the case – this is a very good habit that gives you a sense of direction and shows that you’re an organized person.

The candidate performs a “reality check” on whether his actions match the issue tree; in a case interview it’s easy to lose track of what you’re doing, so remember to do this every once in a while.

The candidate prompts the interviewer to give out more data than he asked for; if anything, this actually matches a habit of real consultants, and if you’re lucky, your interviewer may actually give out important pieces you haven’t thought of.

These are only part of the “ninja tips” taught In our Case Interview E2E Secrets Program – besides the math and business intuition for long-term development, a key feature is the instant-result tips and techniques for case interviews.

Once you’ve mastered them, you can nail any case they throw at you!

For more “quality” practice, let’s have a mock case interview with former consultants from McKinsey, BCG, Bain, Oliver Wyman, Strategy& and many other consulting firms. They will help you identify your problem areas and give you actionable feedback, making your preparation much easier and faster.

Hi! This is Kim and welcome to another performance in the Tips & Techniques part of our amazing End-to-end program. You are about to hear a really interesting performance.

There is a common Myth that Profitability cases are easier. Well, for beginners, that’s may make sense, but I would argue that Profitability cases can be really tricky and candidates without good foundation will make about the same level of mistakes regardless of type of cases given.

The profitability case we are about to watch will show that. It’s a very unconventional

Profitability. It started out like a typical one but getting more and more tricky toward the end.

The candidate is fairly good in term of business intuition, but the Tips & Techniques aspect needs a lot of fine tune! Now let’s go ahead and get started! 

It’s actually a little better to playback the case information and ask clarifications. The candidate does not distinguish between the two and do both at a same time. Also, the candidate was asking these clarifications in an unorganized and unstructured fashion. This is not something terrible, but could have been better, especially when this is the very first part of the case, where the crucial first impression is being formed.

My pitch would sound like this:

“That’s a very interesting problem and I am happy to get the chance to solve it. First of all let me tell you my understanding of the case context and key objectives. Then I would like to ask a few clarifying questions regarding a few terminology and concepts. Both of these are to make sure that I will be solving the right problem.

So here is my understanding of the case: The client is ABC. Here are some DEF facts about the situation we just talked about. And the key case question is XYZ.

Does that correctly and adequately summarize the case?”

Once the interviewer confirms, I would move to the clarification part as follows: “Now I would like to ask a few clarification questions. There are three of them: No 1, … No 2, … and No 3, …”

You may see above pitch as obvious but that’s a perfect example of how you should open any cases. Every details matters. We will point out those details in just a second. But before we do that, it’s actually very helpful if you can go back, listen carefully to the above pitch, and try to point out the great components yourselves. Only after that, go back to this point and learn it all together.

Alright, let’s break down the perfect opening.

First of all, you hear me say: “That’s a very interesting problem and I am happy to get a chance to solve it”. This seems trivial but very beneficial in multiple ways:

1. I bought myself a couple of seconds to calm down and get focused. 2. By nature, we as human unconsciously like those who give us compliments. Nothing better than opening the case with a modest compliment to the interviewer.

And (c) I showed my great attitude towards the case, which the interviewer would assume is the same for real future consulting business problems.

You should do that in your interviews too. Say it and accompany it with the best smile you can give. It shows that you are not afraid of any problems. In fact, you love them and you are always ready for them.

Secondly, I did what I refer to as the “map habit”, which is to always say what you are about to do and then do it. Just like somebody in the car showing the drivers the route before cruising on the road. The driver would love it. This is where I said: “Let me tell you my understanding of the case context and key objectives. Then ABC…”.

Third, right at the beginning of the case, I try to be crystal clear and easy to follow. I don’t let the interviewer confused between playing the case vs. asking clarification questions. I distinguish between the two really carefully. This habit probably doesn’t change the outcome of how the case goes that much, but it certainly significantly changes the impression the interviewer has of me.

Fourth, in playing back the case, each person would have a different way to re-phrase. But there are three buckets to always include:

1. Who is the client 2. The facts regarding the client and the situation and (c) The key question and the objective of the case.

Fifth, after playing the case context and objectives, I pause for a second and ALIGN with the interviewer: “Does it correctly and adequately summarize the case?”. This is a habit that every consulting manager loves for young consultants to do. Nobody wants first-year folks to spend weeks of passion and hard-work building an excel model that the team can’t use. This habit is extensively taught at McKinsey, Bain and BCG, so therefore interviewers would love somebody that exhibits this habit often in case interview.

Lastly, when asking clarification questions, you hear me number them very carefully to create the strong impression that I am very organized and structured. I said I have three clarifying questions. Then I number them as I go through each. No.1, No.2, and No.3.

Sometimes, during interviews it’s hard to know exactly how many items you are going to get. One way is to take timeout often to carefully plan your pitch. If this is not possible in certain situations, you may skip telling how many items you have; but you should definitely still number your question: No.1, No.2; and so on. 

Just a moment ago, the candidate actually exhibited a good habit. After going through his clarification questions, the candidate ended by asking the “is there anything else” question. In this case, I actually give out an important piece of data.

Though this is not very common as not every interviewer is that generous in giving out data. But this is a habit management consultants have to have every day when talking to experts, clients, or key stakeholders. The key is to get the most data and insights out of every interview and this is the type of open-ended question every consultant asks several times a day.

To show of this habit in a case interview is very good!

There are three things I would like you to pay attention to:

First, it took the candidate up to 72 seconds to “gather his thoughts”. This is a little too long in a case interview. I intentionally leave the 72 seconds of silence in the recording so you get an idea of how long that is in real situations. But it’s worth-noting here is not only that. While in some very complicated and weird cases, it’s ok to take that long to really think and gather ideas. In this case, the approach as proposed by the candidate is very simple. For this very approach, I think no more than 15 to 20 seconds should be used.

No.2, with that said, I have told I really like the fact that this candidate exhibits the “map” habit. Before going straight to the approach he draws the overall approach first.

No.3. You also see here that the candidate tried to align the approach with me by asking my thoughts on it. As I just said on the previous comment, this is a great habit to have. Not only does it help reduce chance of going into the wrong direction in case interviews, but it also creates a good impression. Consulting interviewers love people doing it often!

Here we see a not-really-bad response that for sure could be much better. The candidate was going into the first branch of the analysis which is Revenue. I would fix this in 3 aspects:

First, even though we just talked about the overall approach, it’s still better to briefly set up the issue tree first then clearly note that you are going into one branch.

Second, this is not a must, but I always try to make my hypothesis as explicitly clear as possible. Here the candidate just implicitly made a hypothesis that the problem is on the revenue side. The best way to show our hypothesis-driven mindset is to explicitly say it.

Third, you hear this a ton of times in our End-to-End program but I am going to repeat it again and again. It is better to show the habit of aligning here too. Don’t just go into revenue, before doing that, give the interviewer a chance to agree or to actually guide you to Cost.

So, summarizing the above insights, my pitch would sound something like this:

“So as we just discussed, a profit problem is either caused by revenue or by cost. Unless you would like to go into cost first, let’s hypothesize that the problem is on revenue side. I would like to look deeper into Revenue. Do we have any data on the revenue?”

And while saying this, you should literally draw an issue tree and point to each as you speak.

There is an interesting case interview tip I want to point out here. Notice how the candidate responds after receiving two data points from me. He went straight into the next question without at least acknowledging the data received and also without briefly analyzing it.

I am glad that the candidate makes this mistakes… well, not glad for him but for the greater audience of this program. I would like to introduce to you the perfect habit of what you should react and do every time you have any piece of data during case interviews. So three things you need to do:

Step 1: Say … that’s an interesting piece of data. This helps the interviewer acknowledge that you have received and understand the data. This also buys you a little time. And furthermore, it’s always a good thing to give out modest compliments to the interviewer.

Step 2: Describe the data, how it looks, is there any special noteworthy trend? In this case, we should point out that revenue actually grew by more than 50%.

Also notice here that I immediately quantified the difference in specific quantitative measurement (in this case, percentage). Saying revenue went up is good, but it’s great to be able to say revenue went up by more than 50%.

Step 3: Link the trend identified back to the original case question and the hypothesis you have. Does it prove, disprove, or open up new investigation to really test the hypothesis? In this case, this data piece actually opened up new investigating areas to test the hypothesis that the bottleneck is within revenue.

My sample pitch for this step 3 would sound like this: “It’s interesting that revenue went up quite a bit. However, to be able to fully reject our hypothesis on the revenue, I would like to compare our revenue to that of the competitors as well.”

Then only at this point, after going through 3 steps above, I ask for the competitors’ revenue like the candidate did.

Notice here that I ended up asking the same question the candidate did. This shows that the candidate does have a good intuition and thought process. It’s just that he did all of these implicitly on his head.

In consulting case interview, it’s always good to do everything as explicitly as possible. Not only is it easier to follow but it helps show your great thought process.

… the rest of the transcript is available in our End To End Case Interview

Learn the Secrets to Case Interview!

Join countless other successful candidates around the world with our Case Interview End-to-End Secrets Program ! 10 example cases with 100+ real-time feedbacks on tips and techniques, 50+ exercises on business intuition and 1300+ questions for math practice!

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How I Did It: Zappos’s CEO on Going to Extremes for Customers

In 2004 the biggest problem the online shoe retailer Zappos faced was how to staff its customer call center with dedicated, high-caliber service reps. The company’s headquarters were in San Francisco, where the high cost of living—and the upwardly mobile Silicon Valley mentality—deterred people from making customer service a career. Although it is an internet company, Zappos finds that most customers telephone at least once at some point. Its philosophy is to view every one of the thousands of phone calls and e-mails it receives daily as an opportunity to build the very best customer service into the brand.

To do that, Zappos would need to find call center reps elsewhere. But the outsourcing possibilities were disappointing, and the company’s previous experience with using vendors for warehousing and shipping had been poor. Hsieh and his team realized that customer service should permeate the whole company, not just one department. So they decided to move their headquarters to Las Vegas, a 24/7 city where employees are used to working late hours and the economy is focused on hospitality. Surprisingly, more than 75% of the staff was willing to relocate, and the company culture became even stronger as a result of the move.

Although Amazon now owns Zappos—which has expanded into clothing, housewares, cosmetics, and other items—Hsieh’s customer service still strives to make a personal connection with shoppers. He calls the Zappos reps the best in the world.

In search of high-caliber employees to staff its call center, Zappos relocated the entire company from San Francisco to Las Vegas in 2004. Here’s why the move made sense.

In the 11 years since Zappos was founded, we’ve had to make some big decisions. One of the most significant came in early 2004, over lunch at Chevys, a chain Mexican restaurant in San Francisco. We hadn’t expected to make a life-changing choice over a plate of fajitas, but when you’re part of a fast-growing company, a lot of decisions arise at unlikely moments.

• TH Tony Hsieh is the CEO of Zappos.com, Inc. During the past 10 years, the company has grown from almost no sales to more than $1 billion in annual gross merchandise sales, driven primarily by repeat customers and word of mouth.

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Elevating Your Interview with the CEO: Top Questions to Ask

Preparing for a ceo interview, essential questions to ask a ceo, what the ceo secretly expects from you, questions about the future of the company, wrapping up the interview.

Getting to ask questions to a CEO, especially when interviewing with the CEO, is a unique opportunity. Preparation is key. It’s not just about thinking about what the CEO might want to know about you. It’s also about having your own list of questions about the company, its culture, and the role. In the best-case scenario, this line of questioning may even spark a conversation (they might not be currently having) that the CEO needs to have with her or his executive team about their business decision environment and operating culture.

Kingsley Gate’s recent collaboration with the Financial Times shed light on a surprising trend in executive interviews. Our research found that 25% of senior executives – including C-level professionals who report directly to the CEO – were not explicitly asked to discuss, nor did they initiate a discussion around their approach to decision making throughout the interview process.

One of the critical responsibilities of senior executives, particularly those reporting to the CEO, is decision making. McKinsey estimates that executives spend 40% of their time on decision making.

Our research also reveals that when senior executives did engage in explicit discussions about decision making – encompassing scope, expectations, requirements, capabilities, and style – the overall job satisfaction increased by 1.4X.

Notably, 64% of executives who had such discussions expressed satisfaction with their jobs/roles, compared to only 45% of those who did not.

Proactively addressing the topic of decision making during your interview with the CEO not only demonstrates your readiness and capability to make crucial decisions in the new role but also underscores your business maturity and seniority. It emphasizes your awareness for alignment between your decision-making style and the organization’s business environment where these decisions will be made.

In the following sections, we’ll explore some key questions that can help an individual stand out when interviewing with a CEO.

Preparation is crucial to make a lasting impression on a CEO during an interview. One way to stand out is by asking good questions. In the upcoming sections, we'll discuss some tips and best practices that are key to preparing for your interview with the CEO.

For deeper insights into the responsibilities of a CEO, explore our Board & CEO Practice.

Researching the CEO

Understanding the CEO's background, achievements, and leadership style is pivotal in preparing for your interview. It offers a valuable perspective on the type of leadership they embody and their vision for the company.

Understanding the Company's Culture, Goals, and Challenges

Delving into the company's core values, mission, objectives, and the obstacles it faces can help tailor your questions during the interview.

Here are some tips on how to gather information and use it to your advantage:

• Conduct thorough research: Use reliable sources and gather as much relevant information as possible.
• Organize the information: Create a system to categorize and store the gathered data for easy access.
• Analyze the data: Look for patterns, trends, and insights that can help you make informed decisions.
• Apply the information strategically: Use the gathered information to develop plans, strategies, and actions that align with your goals.

Remember, information is power, and utilizing it effectively can give you a competitive advantage.

Formulating Your Questions

Formulating impactful, relevant, and thought-provoking questions is paramount to a successful CEO interview. Striking a balance between professional and personal inquiries can reveal a comprehensive picture of the CEO's vision and approach.

At Kingsley Gate , we have developed a deep understanding of the best questions CEOs find valuable, drawing from our extensive global and cross-functional experience as an executive search firm . We'll share some of these insights and examples in the following section.

1. What is your vision for the company's future?

This question helps you understand the CEO's strategy, direction, and long-term goals. A clear vision is critical to a company's success, and it can provide insights into the CEO's leadership and the firm’s decision-making environment and process.

2. How do you motivate your team and foster a productive work environment?

Unlocking the operating culture is key. This question unveils the decision-making styles that collectively define the organization's culture . Understanding how the CEO motivates teams and promotes productivity provides a nuanced view of the decision dynamics influencing the working atmosphere.

3. What are the biggest challenges facing the company, and how do you plan to address them?

Beyond problem-solving skills, this question illuminates the decision-making capabilities required to navigate challenges effectively. By delving into the CEO's approach to strategizing and contingency planning, we gain a profound understanding of the decision landscape that underpins the company's resilience.

4. How do you define success within your role as CEO?

Success, when viewed through the lens of the CEO, reveals personal and professional values. This question taps into the core decision-making principles that guide the leader. Understanding their key performance indicators and strategic objectives provides a comprehensive picture of the decisions that drive success.

5. Can you share a failure you've experienced in your role, and what you learned from it?

Beyond resilience and adaptability, this question uncovers the CEO's approach to learning from setbacks. It offers a realistic portrayal of the decision-making challenges inherent in leading a company. The insights gained extend beyond overcoming failures; they illuminate how past decisions shape future success.

6. As CEO, what are the most critical decisions you would need the person in this role to make?

Gaining the CEO's perspective on critical decisions and the decision-making culture provides valuable insights into the organization's strategic priorities.

7. How do you handle situations where a decision you made did not lead to the expected outcome?

This question explores the CEO's response to challenges that arise from tough decisions and their capacity for resilience and adaptability. It can provide insights into how they learn from their mistakes, take accountability, and make adjustments to their decision-making process in the future.

While preparing your questions for a CEO interview, it's equally important to anticipate questions the CEO might have for you. Remember, an interview is a two-way street, and the CEO will be forming their impressions of you, basis the answers you come prepared with.

Here are some questions the CEO might not explicitly ask, but will be looking for answers to:

1. What are your accomplishments, not daily activities, that you are most proud of?

Insight: The CEO is likely interested in understanding your significant achievements and contributions. This question helps them gauge your impact and the value you can bring to the company.

Suggestion: Prepare specific examples of projects or initiatives where you made a measurable impact and the decisions that led you to it. Discuss the challenges you faced and highlight the outcomes and benefits of your efforts.

2. What motivates/gets you up in the morning?

Insight: The CEO wants to know what drives and energizes you. This question aims to uncover your passion and commitment to your work.

Suggestion: Be genuine in sharing what inspires you. Whether it's personal growth, making a difference, or overcoming challenges, connect your motivation to how it aligns with the goals of the company.

3. How do you master small talk and why do you consider it important?

Insight: This question delves into your interpersonal skills and awareness. The CEO is likely interested in your ability to navigate social situations and build relationships.

Suggestion: Acknowledge the importance of small talk in building rapport and fostering a positive work environment. Share examples of how you've used small talk to establish connections and facilitate collaboration.

4. What do you know about the company and/or position?

Insight: The CEO expects candidates to have done their homework. Additionally, the CEO aims to evaluate decision readiness and potential, even assessing your approach to decision-making. This question assesses your level of preparation and genuine interest in the company.

Suggestion: Research the company thoroughly, including its values, recent achievements, and challenges. Connect this knowledge to your skills and how you can contribute to the company's success. Be prepared to showcase your decision-making acumen and discuss how your approach aligns with the company's goals and objectives.

5. What is your understanding of this company’s culture and what do you bring to it?

Insight: Culture fit is crucial for success within a company. The CEO wants to understand if your values align with the organization's culture.

Suggestion: Showcase your understanding of the company's culture and values. Emphasize how your work style, communication approach, and values align with what the company values.

Understanding the future trajectory of a company is invaluable in a CEO interview. This knowledge reveals the CEO's vision and strategic planning abilities and showcases your keen interest in the company's growth and success. Additionally, it provides a glimpse into the CEO's foresight and adaptability, which are essential in today's rapidly changing business environment. Here are some questions to ask the CEO that focus on the company's future:

1. What are the major growth plans for the company in the next 3-5 years, and how do you plan to achieve them?

This question will give you insight into the long-term strategies of the CEO and how they intend to drive the company's growth.

2. What challenges do you anticipate the company will face in the future, and how are you preparing for them?

This question will reveal the CEO's ability to foresee and prepare for potential obstacles and their contingency planning skills.

3. Where do you see innovation playing a role in the company's future?

This question will help you understand how the CEO views innovation and its importance in the company's growth strategy.

Remember, the hallmark of a great CEO is not only steering the company in the present but also effectively planning and preparing for the future. These questions will provide valuable insights into the CEO's ability to do just that.

Preparing for an interview with a CEO requires a combination of thorough research, effective communication, and a strong focus on showcasing your unique value. By following these strategies, you can increase your chances of making a lasting impression and securing that coveted executive-level position.

Closing the interview, thank the CEO for their time and valuable insights. Remember that interviewing with a CEO is an opportunity to not only demonstrate your qualifications but also your ability to connect on a personal level. Practice confidence, maintain a professional demeanor, and be ready to engage in meaningful conversations that highlight your compatibility with the organization's vision and values. With the right preparation and mindset, you can navigate the CEO interview with success and confidence.

If you need further guidance on leaving a lasting impression in interviews or harnessing the insights gained for your business, feel free to connect with us for a personalized consultation. Our expertise can help drive your business forward, fueling your success in the corporate world.

Learn more about our solutions. Talk to one of our experts today!

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How to use ‘case-study’ techniques to ensure successful executive hires.

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You need a new senior exec and you need him in fast. There’s an opportunity to seize, or a challenge to overcome, and the new hire will help you get on top of it pronto.

Giving candidates a real on-the-job challenge can help you make the perfect executive hire.

But what if he doesn’t? What if you choose the wrong candidate, the fit isn’t right and the results are not up to par? Maybe he or she set out a great vision but can’t actually get things done. Or is good at tasks but misses the big picture. Either way, it doesn’t work out, you lose time and money, and have to start all over again – the last thing you need.

The problem is that recruitment at a senior level brings a particular challenge. The talent of executive candidates is often exactly what makes them so difficult to assess properly: a career in climbing the ladder has trained them to speak well, particularly in promoting themselves. To make an appointment with confidence, how can you get around the veneer of experienced professionals and find out if they really have what you need?

The Case-Study Test

Set up your finalists to undertake a case study. Give them a fact set around a challenge they will face if they get the job and ask them to come back and present their thinking about how to tackle it. Provide them with information on the company and the challenge and ask them to lay out a work plan to address the issue.

Colin McKillop, President & CEO of Michigan-based Towne Group LLC – who has kindly shared this idea with us – reports that short presentations provide insight into candidates’ personality and communication skills, their analytical capacity and their ability to get things done as a part of a team.

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His innovation has been to combine the open-ended technique of case-study interviews with a more company-specific and pragmatic, problem-solving approach.

Case-study interviews move beyond the standard questions about background and experience to reveal candidates’ mindsets and their manner of thinking. Asking hypothetical questions aims to circumvent the practiced self-promotional skills often embedded in leadership personalities and sheds light on their creativity in problem-solving, capacity for teamwork and instinct for making plans and following processes.

McKillop’s insight has been to take the effort to craft case studies out of concrete challenges arising from the company’s actual situation. This gives a best-of-both approach, combining the hypothetical with the practical, all within an efficient, manageable process. It is has brought excellent, highly consistent results.

Here’s how it works:

• Write up a case study – just a page or two. Set a challenge the company has or may face that falls within the remit of the executive job on offer. Give the same write-up to all candidates. This may include a general overview of the company and other non-confidential information. Ask them to draft a 30-, 60- or 90-day plan (select one), or make an analysis of the challenge with recommendations.
• Get them to take the material home and spend an hour (tops) to create a presentation of no more than 12-15 slides, then return to present their analysis in, say, a 15-minute session. Underline that the time allocation is strict, to be fair to all candidates and to limit the amount of effort they have to put into preparation.
• When they come back, give your hiring panel and any observers a rating sheet, with instruction to score each presenter on communication skills, slide quality, relevance and depth of analysis and value of the proposed solution.
• Consider their performance alongside other information gathered during their interviews, including assessments and reference checks.

Common questions about this approach:

• Will candidates be willing to do it, or will they bolt for other offers? You are only asking for preparation time of an hour or two, and a short return presentation. If they’re not willing to do that, why would you want to hire them?
• Will it slow the process down? Not much, if you move fast. If time is of the essence, you could even do it the day of the interview. If they pass the first interview, give them a private space, hand them the case study, and give them 90 minutes to prepare their slides. Towne Group uses the approach for all management and professional roles but only asks the final 3-5 candidates for presentations.
• What if none of the candidates provides a workable solution? Remember, the exercise is not about the answer itself but the thought process and what it reveals about how the candidates work. With incomplete information, even the best presentations by successful hires require substantial re-drafting once they are hired. Still, the work helps a new hire hit the ground running – and above all, it helps you make the right choice.

McKillop reports that, for Towne Group, the presentation approach has resulted in a perfect record of successful hires from 10 recruitments over the past two years – with no mis-hires or hiring failures.

For example, the recruitment for a systems manager at Towne Group came down to two strong candidates; the successful one came through by making an excellent presentation on key challenges impacting the marketplace and how he would manage a downturn. A successful candidate for a VP position presented a unique way to address issues with an important client. Both candidates proved they were thoughtful and creative, as well as experienced and practically oriented. Both have been positive hires.

“Candidates like having a chance to break out of the usual interview format and present their ideas in a group setting,” McKillop says. “The experience has been really positive, and brought us great results.”

Hiring senior executives is a big commitment for you. It’s a big commitment for them, too. If it goes wrong, it’s a bad experience for everyone, wasting energy, resources and opportunity. The modified case-study approach does require more effort from both sides, but it’s an approach any good candidate should respect. Staging a mini-trial run reveals a lot, and is actually more respectful of everyone’s time by making sure you get such an important decision right the first time – a win for all.

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CEO-level communication

As a consultant you’ll speak to top managers every day. Moreover you’ll speak to partners and senior partners in your own firm, who are CEOs’ trusted advisers and talk with them on a daily basis. Consulting is not only about coming up with the best ideas or delivering the best Excel models. That is necessary, but not enough. If you developed the best strategy but you are not able to convince your clients, both internal (partners) and external (client’s management), your days and nights of hard work have been totally wasted. Time wasted for you and money wasted for the client.

So, how do you make sure that your ingenious recommendations are understood and build the reputation of a trusted advisor? Mastering CEO-level communication. It sounds easier than it is, since speaking like a CEO often entails doing exactly the opposite of what you would do when telling a story to your mum. Here are 6 practical tips to help you talk like a CEO:

1. Top down, never bottom up

Put yourself in the shoes of a CEO: she has no time for understanding the nitty gritty details of a specific situation. She wants to hear the key message first, and then, if and only if she finds it useful, she’ll ask you to provide details. Always think about what is absolutely critical for the CEO to know, and start with that.

2. Concise, above all

The scarcest resource in the life of a CEO is time. This is not the best time for boiling the ocean or going through an endless number of possible solutions. They want a structured, quick and concise problem solving approach.

3. Structured

Structure is not only about creating a framework at the beginning of the case. It's also about presenting your findings and recommendations in a way that is easy to understand and captures attention. Without the best presentation, all your analyses would be pointless.

4. Fact-based

Most CEO proposals are loaded with everyone's opinion. And most opinions tend to be based on gut feel rather than facts. CEOs want facts first, to make sure you are in control. Always back up your conclusions with the RELEVANT facts. Don’t overload CEOs with endless numbers, just back up conclusions with the relevant figures to corroborate their soundness.

5. Creators of solutions, not problems

CEOs and (most of all) Partners in consulting tend to be overly anxious. Do not contribute to their anxiety, for their and your own sake. Never mention a problem without proposing a specific solution or the next step to find one. This does not mean that you should hide problems, but rather that you should give the CEO or Partner the impression that they can count on you to solve their most pressing issues.

6. Never caught by surprise

Always anticipate the 3 most logical questions a CEO is likely to ask. Then proactively answer each question before she even asks the question verbally. This makes it unnecessary for the CEO to think critically because you've already done it for her. And getting the answers without asking is what will make you shine in her eyes, more than anything else.

In summary...

Practising the above 5 rules will be absolutely crucial, not only for your future as a consultant, but also to succeed in case interviews . At My Consulting Coach our experienced coaches will provide detailed oral and written feedback on your communication style after every case interview . The earlier you start to talk like a CEO, the sooner you can be one!

Find out more in our case interview course

Ditch outdated guides and misleading frameworks and join the MCC Academy, the first comprehensive case interview course that teaches you how consultants approach case studies.

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Parent item expand the sub menu, liquid i.v. ceo mike keech talks balancing virality and sustainability across the hydration category.

As a nearly $1 billion business, Liquid I.V. is the largest brand in Unilever's Health & Wellbeing Collective.

Wellness Market Reporter

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At Liquid I.V., flavor and function are the name of the game. 

While sports drinks drove the sleepy electrolyte category for many years, Liquid I.V.’s 2012 launch created an unmatched level of buzz and excitement for getting hydrated. The company, which is powered by its trademarked Hydrascience formula of vitamins, electrolytes and other nutrients, has managed to remain relevant, as new entrants tap into the “sexy water” craze all the time. 

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Here, Liquid I.V. chief executive officer Mike Keech talks the company’s continued growth, recent viral moments, including its Popsicle Firecracker-flavor, and what is driving the hydration category. 

WWD: Liquid I.V. has quadrupled over the past four years to a nearly $1 billion business. What’s driving this growth?

Mike Keech: The powder format has existed for some time, albeit not a priority for any of the encumbered brands. When Liquid I.V. came onto the scene 12 years ago, it did the unique thing of creating a category around flavor and function. One of the big growth drivers has been our proposition. We’re clear on four key occasions, which are where hydration is most needed: heat, exercise, travel and nightlife. When we focused and sharpened our marketing and our proposition to key everyday hydration moments, that unlocked a huge amount of growth for us.

WWD: Liquid I.V. recently underwent its first rebrand, introducing new packaging and marketing materials. What has the impact been?

M.K.: Consumers were looking for us to better communicate the true to food flavor on the front and highlight our science-backed product design. Then, bringing out the vibrancy of the brand. We’ve seen upwards of 30 percent lift in sales on non-promoted run rates just from the packaging alone. 

WWD: You also launched a sugar-free version. What has that reception been like?

M.K.: Sugar-free was one of the number-one things that consumers were asking for for years. It did take us two full years to develop that formulation. [The Liquid I.V. Hydration Multiplier Sugar-free Variety Pack] placed as the third most sold product in units on the entire platform on Amazon Prime Day in 2024. It is a very significant part of our business now.

WWD: Liquid I.V. has recently had some other viral moments. How do you balance virality and sustainability? 

WWD: How did the Popsicle Firecracker flavor come about and what was the impact? 

M.K.: [In our research,] nostalgia was a big theme that came up [for summer]. We were like, ‘How do we tap into the broader theme of nostalgia?’ We brought [Popsicle Firecracker] to the market in record time. The flavor added an extra 8 percent incrementality of consumer appeal and reached 77 percent of potential purchasers in comparison to 20 other flavors tested. One of our creators posted a viral video, [and] it went to the number-one ranking video on TikTok Shop in its entirety.

WWD: With the success of the Popsicle Firecracker iteration, what role will collaborations and flavor development play in the future? 

M.K.: We know that our consumers love collaborations, not only just in our category but across so many different categories. We were looking for all sorts of insights and things that consumers wanted. Cotton candy was something that we had once launched in 2022 for a limited edition, and it was our most requested flavor to bring back. We brought it immediately back. 

WWD: The brand has expanded globally very quickly. What challenges have you faced in doing so?

M.K.: Regulatory is a challenge across the world. The power of Unilever research and development, that is a muscle which I’m able to lean on to very quickly understand alternative options, different solutions to overcome any of the regulatory hurdles.

WWD: With new entrants to the category, what differentiates Liquid I.V. now?

WWD: Over the past 12 years, Liquid I.V. has stayed within the powder category. Will the company ever tap into other formats? 

M.K.: We will remain open minded. If we can find a way of hydrating people better and faster than current solutions today, we always can look at it. 

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Leading organizational transformation: the view from the top.

As companies of all types and sizes are battered by the waves of changing technology, customer demands, and threats from potential disruptors, how can executives successfully transform their organizations? Organizational transformation can be daunting, but readily attainable, through strong leadership and solid change management practices, according to a panel of highly respected CEOs. Learn their seven organizational and personal success factors here.

Case Study – Leading Organizational Transformation: The View from the Top (2063 KB)

Nonprofit Brings Third-Party Perspective to CEO Selection Process

Because of their broad-based experience and ability to present high-quality talent, executive search firms are an indispensable resource for boards looking to identify new talent. Yet, recruitment interviews and reference checks are only one piece of finding the best fit for senior roles—assessment also plays a key part. When comparing CEO candidates, experienced boards recognize that having a second, objective voice at the table adds power to their critical decision-making. Recognizing this reality, the board of a major non-profit organization sought to supplement the CEO finalist recommendations of its executive search firm with assessment input from MDA Leadership, assuring the process would be rigorous, methodical and fair to all. Following MDA Leadership’s input, the board completed its selection process and chose a new CEO who had been an internal candidate. More than three years later, this CEO is still successfully leading the organization, beating the odds for the tenure of newly selected CEOs, which is around 18 months.

Case Study – Non Profit (185 KB)

Industrial Manufacturer Achieves Leadership Continuity in CEO Selection

With CEO succession, it can pay to promote from within. Internally hired CEOs are 45 percent less likely to be dismissed, and on average stay at their jobs one year longer than external hires. Fortunately, the board of a major industrial company knew its CEO intended to step down within a three-year timeframe, giving the board time to help four internal candidates become better-prepared as potential CEO successors. But the board faced the challenge of how to fairly and objectively assess these internal candidates in a consistent and transparent way that would help the company retain these executives. Based on MDA Leadership’s process, which complemented the board’s own talent review and leadership succession efforts, the board named a CEO successor from the ranks of the four internal candidates. More than five years later, this CEO still leads the company, and since the beginning of this new CEO’s tenure, the company has significantly exceeded its growth goals and the company’s stock value has more than tripled.

Case Study – Manufacturing – Succession (253 KB)

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Meet the 35-year-old CEO who wants to turn around bankrupt Red Lobster

• Former P.F. Chang's CEO Damola Adamolekun is set to take over Red Lobster as its CEO.
• Adamolekun moved to P.F. Chang's during the pandemic and pivoted its business to accommodate more to-go services.
• The 35-year-old's role at Red Lobster is pending a judge's approval of the company sale, set to take place next month.

Red Lobster has a new leader to right the company following its recent bankruptcy.

Damola Adamolekun, the former CEO at Asian-fusion restaurant chain P.F. Chang's, has been appointed Red Lobster's new CEO to guide the company through its restructuring process, a consortium of investors said Monday.

Red Lobster filed for Chapter 11 bankruptcy in May, after accruing over $1 billion in debt. The company faced a series of setbacks, including rising costs and shifting consumer preferences, Business Insider wrote in May.

The restaurant's previous owner, Thai Union Group, said it would exit the company, citing significant financial losses. The group had initially acquired a minority stake in 2016 and took majority control in 2020, but struggled to manage the brand's declining sales and rising costs — including big losses from its $20 "Endless Shrimp" promotion, BI reported in May.

The company secured $100 million from lenders in May, who took control of the business.

Enter Adamolekun, who was appointed by Red Lobster's lenders to take over the restaurant business. The 35-year-old most recently served as an operating partner at private equity firm Garnett Station Partners.

Earlier, Adamolekun helmed P.F. Chang's from June 2020 to August 2023. He oversaw the company through the difficulties posed by the COVID-19 pandemic.

The restaurant shifted its operations to focus on technology for "online optimization and putting our staff into new roles," Adamolekun told BI in 2022.

Under his leadership, P.F. Chang's pivoted to to-go services and resumed expansion efforts, adding about 225 locations in 2023, the company told the WSJ.

In a 2022 interview with BI, Adamolekun emphasized the importance of adaptability, customer focus, and transparent leadership.

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"From day one, I prioritized getting out in the field and talking to our teams in person and over company town halls," he said.

He also added that maintaining "long-term objectives and strategic direction" is the key to remaining resilient amid changing market conditions.

The incoming CEO now aims to revitalize Red Lobster's brand.

"Red Lobster is an iconic brand with a tremendous future," Adamolekun said in a statement .

The Harvard Business School alumnus said he plans to improve the customer experience and find new ways to engage with diners as he seeks to bring stability and growth back to the company.

Adamolekun is set to take over Red Lobster as CEO, pending a court approval next month of the company's sale to a buyer group led by Fortress Investment Group, the Wall Street Journal reported. The restaurant has about 550 locations across the US and Canada.

Watch: Red Lobster's fall is a case study on how to kill a business

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From CEO to Novelist: A Case Study of Radical Career Change

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Darrin Williams , CEO of Southern Bancorp, may have been a little surprised when a world-class business school professor came knocking at his door. After they met, she became so interested that she asked Darrin for permission to write a full-blown Harvard case study on Southern Bancorp. .

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Look for and read current case studies on how relevant companies inside and outside of your industry are leveraging opportunities and addressing challenges that have adjacency to your own. Listen to podcast interviews with CEOs and other senior executives and thought leaders inside and outside of your industry.

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But in the context of taking charge and leading human beings during major or minor crises, every chief executive is blessed with the luxuries of time, subordinate counsel, years of related experience, and knowhow imparted by pundits in thousands of books, journals and case studies . This is a case of “jump” before you are “pushed.”.

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He presents case studies of these five tech giants in Always Day One. The case studies also provide ample examples of pitfalls we should avoid too. That is why ‘visionary’ is still the ultimate compliment for the CEO today. In 2014 when Satya Nadella became CEO , he sought to change all that.

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Case - Study going from “Big Enough” to “Too Small” in competence for the role. When she was promoted to vice president the CEO was not absolutely sure that Jackie was the right person, but she interviewed well and they felt she would rise to the level of work. Jackie had recently been hired as vice-president of engineering.

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Most important, this book is not just another compilation of case studies . Culture Rules makes the case for why leaders should invest their time and energy on building culture and gives them three simple, actionable rules they must play by if they want to stay in the game and win! The result: mixed signals.

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It is very hard for CEOs to stay focused on these kinds of things because there is so much that demands their attention,” Hollington said. David Nussear, President and CEO of Bluffton Motor Works, agreed. Management teams need to continue to stay focused on a plan. Several other companies provide strategic planning services.

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The Case Study Below is true, the company and names have been changed. Additionally Jackson now had to attend the Executive Briefing Meetings where the CEO , COO, CFO and all the General Mangers from the other Manufacturing areas of the plant met weekly to find solutions and update status on various projects.

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Former PepsiCo CEO Indra Nooyi wrote, “the fundamental role of a leader is to look for ways to shape the decades ahead, not just react to the present, and to help others accept the discomfort of disruptions to the status quo.”. At the end of the year, Korn Ferry CEO Gary Burnison releases The Five Graces of Life and Leadership.

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Case Studies : Impact of Business Coaching on Company Growth To truly appreciate the value of business coaching, let’s explore a few case studies where it has significantly impacted companies’ growth: Case Study 1: Transforming Leadership and Culture : A mid-sized tech company faced challenges with team cohesion and leadership.

How To Identify, Recruit, And Support high-Performing Talent

JANUARY 31, 2024

Dig into the book, Talent , to learn the case studies of Johnson & Johnson, Hemnet, Argus Media, HireRight, Vishal Retail, Depop and Oak Street Health. Question: What are the most important things to look for in a candidate when selecting a CEO ? Demonstrated potential to learn and adapt.

Leadership Biz Cafe Podcast #4 – CEO Dave Balter on Humility in Leadership

NOVEMBER 29, 2011

Dave is the CEO and founder of the word-of-mouth (WOM) marketing company, BzzAgent , which has been featured on CBS News, the BBC, and the New York Times Sunday Magazine. His company has also been the focus of two case studies done by Harvard Business School. Dave Balter’s Inc.

Pacing for Growth

Lead Change Blog

FEBRUARY 20, 2019

She brings over 30 years of physiological and psychological research, in-depth business case studies , examples from real leaders, practical tools and her own endurance training stories to help you lay the foundations for enduring success.

Hiring for Cultural Fit

NOVEMBER 25, 2019

Case studies of how to hire for culture successfully. Tony Hseih, CEO of the online shoe retailer Zappos, once famously said that he didn’t know anything about shoes, but knew a lot about creating workplace culture. When the new hire meshes well with these expectations, unnecessary performance management time is avoided.

2020 Top CHRO List – The People Leaders To Watch

SEPTEMBER 28, 2020

Whether leading an emerging growth company or a large multi-national corporation, aside from the CEO , there is arguably no position that has impact and contribution like the CHRO. Second, they must become a trusted consigliere to the CEO . He is a highly valued and trusted thought partner to CEO Bruce Broussar d.

Why Marissa Mayer Will Fail At Yahoo

MARCH 11, 2013

Marissa Mayer is a case study in what NOT to do as a new CEO . Being a new CEO of a struggling enterprise is a challenge for any leader, but it’s also not a role every leader is ready for – shame on Yahoo’s board for botching the selection process – again. By Mike Myatt , Chief Strategy Officer, N2growth.

First Look: Leadership Books for December 2021

DECEMBER 1, 2021

In The Five Graces of Life and Leadership , CEO of the celebrated consulting firm Korn Ferry delivers a meaningful and thought-provoking exploration of leadership, emphasizing the five kinds of grace that leaders absolutely must have to lead their teams in today’s evolving workscape. thriving versus surviving?is

What Should You Pay Attention to During This Pandemic?

MARCH 11, 2021

Case Study : Attention in Manufacturing. James asked the CEO to approve the purchase of the equipment and its immediate rollout, instead of waiting another year, as first planned. If you’re not focusing on the reality of the 3rd wave, then your attention is misdirected, as it is for numerous people.

Is a Lack of Intentionality Holding You Back?

NOVEMBER 8, 2019

Through a series of case studies that go beyond the usual suspects—a parking garage, High Point University, Acuity Insurance, Savannah Bananas baseball, Texas Roadhouse, and Envisioning Green landscaping—and interviews, he walks us through the thinking behind intentional leadership and its three imperatives to see how they connect.

3 Lessons from The Washington Post’s Leadership Turmoil

Harvard Business Review

JULY 3, 2024

The leadership questions surrounding new Washington Post CEO Will Lewis serve as a case study in the challenges of bringing in an outsider to lead an organization, highlighting the importance of transparency and alignment with company values.

Executive Business Coaching Minneapolis

DECEMBER 14, 2023

Case Study : Transforming Leadership in Minneapolis A notable example in Minneapolis involves a tech startup CEO who sought executive coaching to enhance her leadership skills. Through this process, she not only improved her decision-making and strategic thinking abilities but also fostered a more cohesive and motivated team.

How To Hire And Invest In Top Talent

DECEMBER 1, 2022

Is your Leadership Development Developing Leaders?

Great Leadership By Dan

OCTOBER 24, 2019

As I wrote Building Blocks — Case Studies of a Serial Entrepreneur , I realized that over the years, I toiled with many of my failures, but I never analyzed the variables of the successes. Shamis is CEO of Winding River Consulting and the author of Building Blocks— Case Studies of a Serial Entrepreneur.

Coaching Executives: The Essence of Nurturing Leadership

DECEMBER 22, 2023

Case Study : The Transformational Impact of Empathy A compelling example can be found in a tech startup CEO who underwent executive coaching. Case Study : Resilience in Action Consider the CEO of a tech firm who, through executive coaching, developed resilience strategies.

Riverside Auto Group: A Roadmap to Improved Customer Service, Employee Engagement and Increased Profits

Chart Your Course

JANUARY 20, 2015

And while CEO Tim Dagenais says that’s pretty good for a company that size in those Upper Peninsula markets, he wanted to do better. Case Studies /White Papers Communication Articles customer service training Employee Engagement Employee Retention Good Places to Work Human Resource Management Leadership Development Riverside auto group'

How To Hire The Right People And Set Them Up For Success

JANUARY 30, 2022

Dig into Talent to learn the case studies of Johnson & Johnson, Hemnet, Argus Media, HireRight, Vishal Retail, Depop and Oak Street Health. Question: What are the most important things to look for in a candidate when selecting a CEO ? Demonstrated potential to learn and adapt.

First Look: Leadership Books for January 2020

JANUARY 1, 2020

He explains why this is so by dissecting and analyzing his own experiences--using himself as a case study . Based on exclusive interviews with over 140 of the world's top CEOs and a survey of nearly 14,000 people. The Future Leader : 9 Skills and Mindsets to Succeed in the Next Decade by Jacob Morgan.

A Leadership Lesson from Trappist Monks that Made Me Rich

SEPTEMBER 19, 2013

What clinched the deal for me was the almost instant friendship I had developed with the CEO of the acquiring company. A few weeks later the former CEO flew in to see me. I admitted that I didn''t relish reporting to the new CEO : A man who struck me as a chilly technocrat and autocratic task master.

Unexpected Leadership Lessons that Mobsters Can Teach Lawful Leaders

FEBRUARY 5, 2021

Relentless teaches these time-honored principles using crime syndicates as case studies . He works with CEOs , boards of directors, and C-suite leaders, helping them align around a clear strategy while understanding reputational and cultural risk.

Five Ways Leaders Turns Doubters into Doers

s fledgling CEO Marissa Mayer made her first misstep. This past February Yahoo!’s In a company-wide email, she announced Yahoo! was changing its telecommute policy. Effective June 2013, all employees were required to work in the office. The email shortly went viral as the modern workforce gasped at her audacity.

English Football (Soccer) and Executive Development

JUNE 30, 2014

A rare exception to the “go outside for talent” mantra was General Electric under the reign of CEO Jack Welch. Many great CEOs came up through the GE Executive Development system. GE spent millions of dollars and hundreds of top executive man-hours training and developing leaders to deploy into key roles in their global organisation.

What Is Executive Coaching?

DECEMBER 12, 2023

Case Study : Executive Performance Enhancement at a Global Corporation Situation : The Chief Technical Officer (CTO) of a multinational corporation, despite possessing exceptional technical and business acumen, was struggling to achieve the expected progress. Cohen, an experienced CEO and Executive Coach.

The Four Expectations Employees Have Of Their Leaders

leaderCommunicator

OCTOBER 29, 2013

Leaders, visit our CEO Resource Center today for case studies , data and more!' Although the difference between success and failure is the difference between engaged employees and those that aren’t willing to give their best effort. Which expectation do you need to work on? David Grossman.

The Leadership Love-in

JANUARY 2, 2012

HP is on their 4 th CEO in less than two years. Without change, HP will soon become the lastest Harvard case study of shareholders getting what they deserve. With their size and clout, one shakes the head in wonderment at their inability to find a great leader to set the company on the right course.

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