chicago gsb exp11 - introduction to consulting

INTRODUCTION TO STRATEGY CONSULTING

Chicago GSBEXP 11Barcelona, 20 October 2004

Marc Kitten

[email protected]

This material was used during an oral presentation; it is not a complete record of the discussion. It is based solely on publicly available information

1

FOREWORD: WHY DO YOU NEED TO UNDERSTAND MANAGEMENT CONSULTING?

Whatever you do, wherever you go, they will be there…

• 20% to 30% of MBA graduates join Management consulting firms

• Most consultants get management positions in the industry after a few years

• Most Fortune 500 corporations hire external consultants

1. You may become a consultant

2. You are likely to hire or work with an

external consultant

3. You will have ex consultants as

colleagues (consultants skills are

transferable)

You cannot escape consultants!

2

SUMMARY

• Management consulting firms offer a few thousands jobs every year. Those jobs are among the most competitive, especially with top strategy firms

• Whatever the role and the type of project, working as a consultant requires following a set of principles aligned with an organisation aimed at optimising efficiency and effectiveness

• If you want to become a management consultant, preparation will be key

3

HISTORICAL BACKGROUND

• During the later part of the 19th century, engineering, accounting and law firms started offering independent corporate counsel to fast-growing and increasingly complex industrial organisations in the US. Arthur D. Little was the first external consultant to bring operational effectiveness to its manufacturing clients

• It was not until the 1930s and the Great Depression that management consulting firms grew beyond a few founding partners, with the notable examples of McKinsey and A.T. Kearney

• A few years later, Marvin Bower was to transform McKinsey and the industry when he started developing the firm after the model of the law firms into the first strategy consultancy, dedicated to solve the problems of the CEOs

• The 70’s saw the real explosion of the industry with the rapid growth of new competitors: BCG as a Booz Allen spin-off, Bain as a BCG spin-off, etc

• Big audit firms like Andersen started to capture part of the strategy market through their consulting arms, to retreat a few years ago

• The latest development is the rapid emergence and growth of networks of independent consultants like Candesic, more closely aligned to the model of law partnerships

4

TYPES OF PROJECTS AT A MANAGEMENT CONSULTING FIRM

Even at strategy firms, pure strategy projects represent only one component of the activity

OperationsOther

OrganisationStrategy

Corporate vs. B.U.• Market analysis /Due diligence

• New product • M&A• Alliances

• Marketing, CRM, branding, pricing

• Financial engineering

• Risk management• Technology• Communication

• Organisational design & governance

• Performance management• Leadership• Sales force and channel management

Revenue growth or cost reduction• Purchasing & supply management• Change management and Process improvement–Logistics, supply chain–Manufacturing–Business process redesign–Business process outsourcing

CEO AGENDA

5Source: Business Week, Vault , Consulting city

0 2 4 6 8 10 12 14

Monitor

Roland Berger

Mercer + Oliver Whyman

Bain

Boston Consulting Group

Altran

A.T. Kearney (EDS)

Hewitt

Booz Allen & Hamilton

BearingPoint (ex KPMG)

Deloitte Consulting

McKinsey & Company

Cap Gemini Ernst & Young

IBM Business Consulting

CSC

Accenture

TOP 15 MANAGEMENT CONSULTING FIRMS WORLDWIDE BY SIZE

0 10000 20000 30000 40000 50000 60000 70000

Turnover, $b (Estimates 2002-2004) Employees (Estimates 2002-2004)

“Management” consulting is a broad concept: the bulk of it is in IT-related activities

Strategy consultants

6

THE MARKET FOR STRATEGIC CONSULTANCY IS CHANGING

Clients becoming much smarter consumers

Value of “Top Level” strategy-only projects hard to justify

Increased competition from I-Banks, Big-5, niche consul-tancies, research houses

Dynamic market and economy

Strategy Consultancy

7Source: UK Management Consultancies Association

4,08419,063

36,009

111,493

156,608

180,045168,987

180,951175,000190,000

1960 1970 1980 1990 1995 2000 2001 2002 2003E 2004E

Average income per consultant, £CURRENT TRENDS IN MANAGEMENT CONSULTING – UK EXAMPLE

8

0

100

200

300

400

500

600

700

800

900

1000

Outsourcing

Cost reductio

n

Process Improvement

Revenue Growth

Human PerformanceStrategy IT

CRM

Business lines expected to grow / decline in 2003

Source: The Annual Consultancy Forum, London 2003, Polling ~ 1,500 management consultants

SURVEY RESULTS - RECENT TRENDS IN MANAGEMENT CONSULTINGBalance of opinions

-200

0

200

400

600

800

1000

Public Secto

r

Energy & Utiliti

esRetail

Financial Services

Manufacturing

TMT

Sectors expected to grow / decline in 2003

9

CURRENT DIFFICULTIES

• Relatively high-priced, inflexible model

• More difficult to justify high price

• Less differentiation as clients develop internal knowledge and expertise

• Lack of tech expertise

• Competition from research houses

• Drop in revenues

• Generalisaton of discounts or free services

• Reduction of average engagement length

• Reductions of headcounts

10

DIFFERENT BUSINESS MODELS - I

Work of strategic or highly specialised nature tends to involve smaller teams with high billing rates per consultant

100,0001,000

Accenture

McKinsey

Source:Top Consultant; Vault; Press search; Candesic analysis

MarakonParthenon

150100

300

IBM ConsultingEDSBearing Point

Boutiques Strategy

Independents Operations

BCG

Booz Allen

Bain

Roland BergerMercer

Monitor

LEK

550

CSC

CGEYDeloitte

Consultants Headcount (log scale)

Yea

rly re

venu

e pe

r con

sulta

nt, $

000

’s

Candesic

OC&C

Mars

Hewitt

DiamondCluster

Gartner

11

DIFFERENT BUSINESS MODELS - II

From market intelligence to implementation of recommendations, management research and consulting firms offer a broad range of positions

Sub

scrip

tion

Per

die

m/d

ocum

ent

PRELIMINARY

Rev

enue

mod

el

Customised

Research and advice

Generic

Forrester*Accenture McKinsey

* Focus on technologySource: Interviews, Press search

Gartner*

Corporate Executive Board

12

DIFFERENT BUSINESS MODELS - III

McKinsey“Offer the best value-driven advice to the

world economic leaders”

Corporate Executive Board

“Increase the effectiveness of executives and their

enterprises by discovering and teaching to this membership

the best new thinking and strategies from across industry

and around the world”

Candesic“Deliver top practical and

actionable advice using proven talent from top-tier firms and a

broad network of industry experts, analysts, and research

capabilities”

BBDO Consulting“Significantly increase our clients´brand and customer equity, and

hence, increase our clients´ value in the marketplace”

The Next Practice“Develop unique solutions with the

client teams, acting as strategic and operational coaches rather

than as classic consultants”

Involve client

Flexibility & cost Generic

Specialisation

In the field of strategy consulting, the “McKinsey model” has inspired numerous other applications of its core values to other business models

Source: companies websites, interviews

13

4 8 12 16 20 24 28 32

IT ConsultingEnergy

TelecommunicationsBiotechnologies

Computer SoftwareInternet/e-Commerce

Engineering/ManufacturingInvestment Managing

Commercial Banking/Financial ServicesEntertainment/Media

Venture CapitalHealthcare/PharmaInvestment Banking

Consumer GoodsManagement Consulting

RANKING OF PREFERRED INDUSTRIES AMONG US MBA STUDENTS% of respondents, 5 preferred industries

Source: Universum 2002 survey of 2,807 MBA students at 40 US business schools

Management consulting appears as the most attractive industry for business students

38% of the studentsin Harvard Business School’s

class of 2002 went into consulting

14

RANKING OF TOP 5 EMPLOYERS AMONG MBA STUDENTS% of respondents

4 8 12 16 20

Booz Allen & Hamilton

Microsoft

BMW

Citigroup

Apple

Goldman Sachs

Coca Cola

Bain & Company


McKinsey & Company

* Includes PWC consulting now part of IBM Consulting ServicesSource: Universum 2004 survey of 1,300 MBA students at 18 European business schools, 2004 survey of over 4,000 MBA

students at 46 US business schools

Management consulting appears as the most attractive industry for business students

European MBAs, 2004 US MBAs, 2004

Management consultants

4 8 12 16 20

Booz Allen Hamilton

General Electric

Coca Cola


BMW

Johnson & Johnson

IBM*

Goldman Sachs

Citigroup

McKinsey & Company

15

TOP 20 MANAGEMENT CONSULTING FIRMS WORLDWIDE BY PRESTIGERating on a scale of 1 to 10 based on prestige

3 4 5 6 7 8 9

BearingPointTowers Perrin

Cap Gemini Ernst & YoungL.E.K. Consulting

IBM BCSParthenon Group, The

Marakon AssociatesMercer Human Resource Consulting

AccentureDeloitte Consulting

Roland Berger - Strategy ConsultantsMercer Oliver Wyman

A.T. KearneyGartner

Mercer Management ConsultingMonitor Group

Booz Allen HamiltonBain & Company

Boston Consulting GroupMcKinsey & Company

Source: Vault Top 50 survey 2004. Methodology: 1,100 consultants asked to rate the consulting firms on a scale of 1 to 10 based on prestige (excluding their own firm)

Management consulting firms with a strong focus on strategy are perceived as more prestigious by consultants

Strategy consultants

Many top consulting boutiques missing for

lack of scale or international presence

16

CONSULTANTS SKILLS ARE TRANSFERABLE

Analytical and problem-solving skills

If you have any interest for general management, a management consulting experience makes sense

Project management

skills

Communication skills

* Note that management consultants do not necessarily make great managers!

General Management

Leadership

17

REASONS FOR BECOMING A MANAGEMENT CONSULTANT

• Career opportunities (network, clients, firm reputation)

• Working methodology and learning opportunities

• Intellectual challenge / fast pragmatic problem solving

• People

• Money

• Lifestyle

• Delay career decisions

The value-proposal is very attractive…

18

REASONS FOR NOT BECOMING A MANAGEMENT CONSULTANT

• Career choice that doesn’t require consulting experience

• Limited scope for fundamental research / pace of problem solving

• Lifestyle

• Money

• People

… but you need to balance your expectations

19

WHICH TYPE OF FIRM?

Strategy firms

Operational firms

Boutique firms

Independents

DisadvantagesAdvantages

• Strong and coordinated training• Gentle integration into large project teams• Blue-chip client base• Potential for internal transfers

• Frustrating rules and procedures• Lack of business overview• Rigid promotion tracks• Limited or no top management exposure

• Strong alumni networks• Potential for fast and international careers• Exposure to top management issues• Generalist early career

• Up or out policy• High workload, no room for private life• Tough in downturns

• Often enjoyable work atmosphere• Easy access to partners• Early responsibilities• Opportunity for early specialisations

• Risk from exposition to specific sector• Small alumni network• Limited transition opportunities

• Autonomy• Direct exposure to client management• No/less profit sharing

• Immediate personal accountability• Key-man risk, less brand• Less Blue-chip clients or more B.U. level• Limited institutional training

Source: Top-Consultant.com

20

CONSULTANTS BELONG TO TWO DIFFERENT WORLDS

Independent consultantsTraditional consulting firms

ProsCons Pros Cons

• Workload

• Partners

• Up or out

• Rigidity

• People

• Brand

• Scale

• Training

• Autonomy

• Profit sharing

• Exposure

• Training

• Accountability

• Alumni

21

EMERGENCE OF A NEW MODEL OF CONSULTING

There will always be traditional firms and there will always be consultants who want their freedom

Independent consultantsTraditional consulting firms

“Taking the best of both worlds”

• People • Brand• Scale• Training

• Autonomy• Profit

sharing• Exposure

ProsCons Pros Cons

22

Weighted scores, 2002MOST IMPORTANT CRITERIA FOR NEXT CONSULTING JOB

Partnership potential

Job security

Benefits

Brand name and reputation

Training and personal development

Work-life balance

Career progression

Salary

Quality of work and clients

Source: Top-Consultant.com, survey of ~1500 management consultants

23

SUMMARY




24

WHO ADVISES THE EXECUTIVE MANAGEMENT?

• Board of Directors

• Internal consulting department

• External consultants

The CEO relies on various sources of strategic advice, which offer different perspectives

25

THE “WHY DO COMPANIES NEED STRATEGY CONSULTANTS” MATRIX

Portfolio of Corporate Activities

M&ARestructuring Legal

(Patent Filing, Litigation)IT Support

TreasuryRisk ManagementHR Management

Administrative Processing (T&E, Payroll)Basic Accounting(Accounts Payable)

Strategy Consultants

Core Activity(in-House

Capabilities)

Outsourced Activity

Value Added

FrequencyUnique, One-off,

Unpredictable Activities

Routine, Stable Activities

Variable but Predictable and

Relatively Regular Activities

Source: High Strategy ltd

Strategy consultants are the most efficient resource in unique situations

26

SIX MAIN ROLES OF A CONSULTANT

Coach

ExpertAdvocate

Researcher

Counselor

Facilitator

Educates, benchmarks, recognises need for change

Provides best-of-class technical expertise

Gathers market data

Helps solve problems

Acts as catalyst for change, facilitates internal

communication

Provides authoritative external advice, supports

management

27

THREE PRINCIPLES OF (GOOD) CONSULTING

Non-hierarchical communication environment–Feedback and obligation to dissent–Pyramid principle–Constantly forward-moving

Care, not cure !

(Henry Mintzberg)

Management consulting is based on a set of principles aimed at optimising efficiency and effectiveness

Values– Integrity– Objectivity– Commitment– Curiosity

Impact driven pragmatic problem solving– Hypothesis driven – Facts driven– Structuring and Pyramid principle (“MECE”)– Prioritisation and 80/20 (Pareto principle)– Leverage knowledge

Excellence

28

ETHICAL ISSUES IN MANAGEMENT CONSULTING

• Unpleasant results • Forced recommendation• Chinese walls• Cost cutting• Data accuracy

Consultants need to show integrity

Within the team

With the client

Do the “Wall Street Journal test”

• Inefficient team members• Lifestyle • Feedback and development• Intellectual property• Mistakes• Hierarchy

29

SIX TYPICAL FLAWS IN A BAD CONSULTING ENGAGEMENT

• Project defined in terms of consultant’s, not client’s deliverables

• Project scope ignores client readiness

• Grandiose solutions

• Strict separation of work between consultants and client team members

• Labor-intensive use instead of leveraged use of consultants

• Client imposes a solution based on an opinion

Following virtuous principles should ensure avoiding some typical mistakes

Source: Candesic analysis

30

ROLES AND RESPONSIBILITIES WITHIN THE TEAM

There are typically four different team roles which require a different set of consulting skills

• Acquires and manages senior client• Contracts and bills• Supervises teams

Partner* or VP

Consultant

Analyst

Manager• Manages project and delivery of solution • Liaises with partners• Often conducts presentation

• Manages work streams and client team members • Coaches analysts• Liaises with research and production

• Initial focus on interviewing and modelling• Takes part in problem solving• Often takes responsibility for logistics

Years in role

2-4

3-5

MBA

PhD

Bachelor

Master 2-3

Role DescriptionEntry level

* Often two-tiered partnerships with senio partners (directors) and junior partners (principals)

31

A TYPICAL TEAM STRUCTURE IN STRATEGY/ORGANISATION

Client TeamMember

Consultant

Analyst

Consultant

Client TeamMember

Senior Partner

Junior Partner

Part time Full time

Manager

The Manager is the key person to run the project

32

TYPICAL BREAKDOWN OF A WORKING DAYHours

Consultants go through various activities that can be averaged across the year

1

2

2

11

2

7

3

24

11

1

2

Individual problem solving/ drawing charts

Team problem solving

Presenting Training SocialisingData gathering

InterviewingTravelling Modelling Client meeting

Sleeping Other Total

Project specific

33

THE CONSULTING PROJECT

ANALYSING– Framing– Designing– Gathering – Interpreting

PRESENTING– Structure– Buy-in

MANAGING– Team– Client– Self

Intuition

Data

Source: The McKinsey Mind, E. Rasiel

Problem Solution Implementation

34

WHAT THEY ARE LOOKING FOR IN THE CASE INTERVIEW

ANALYSING– Framing– Designing– Gathering – Interpreting

PRESENTING– Structure– Buy-in

MANAGING– Team– Client– Self

Intuition

Data

Source: The McKinsey Mind, E. Rasiel; Vault

Problem Solution Implementation

How good is your logic ?

How good are you at communicating your

logic ?

Would it be pleasant to work with you in

the team ?

How would clients perceive

you ?

35

USUAL STEPS IN A STRATEGY ENGAGEMENT

Direction setting

Situation analysis

Strategic options to address uncertainties

Portfolio management

Planning and execution

• Mission• Vision• Aspirations

• Industry profitability

• External forces• Competitive

position and sources of competitive advantage

• Uncertainties

• Assets for and drivers of value creation

• Portfolio of strategic opportunities

• Execution requirements

• Alignment of organisation

• Execution plan

36

ANOTHER PROJECT EXAMPLE: SALES FORCE EFFECTIVENESS

Implementation4-6 months

Phase 1Size of the opportunity

End product: implementation plan

for the new organisation

Interviews with top management

Problem identification Data gathering and Analysis (market and internal)

Problem solving

2-4 weeks 5-10 weeks 2-4 weeks

Phase 2Segment clients, monitor and benchmarksales performance

Communication

Beware of incorrect problem definition or

scope…

Phase 3Evaluate performance and take corrective actions

37

SUMMARY




38

TYPICAL RECRUITMENT PROCESS AT STRATEGY CONSULTING FIRMS

• Possibly a short numeracy or logic test• 2 or 3 interviews with consultants (typically senior consultants and Managers)

–Most interviews will include a business case discussion for 20-30 minutes• Possibly Group Exercise: discussion of a business problem by several candidates to

test empathy, leadership and teamwork

• 2 interviews with Partners, sometimes with Managers–Again, most interviews will include a business case discussion for 20-30 minutes–Partners sometimes prefer to test candidates with questions embedded in casual

discussion: apply same rules as in formal case discussion

• Generally communicated within a week or two• When positive, often accompanied by offer to meet informally with consultants• Rejection should not be taken personnally. Always ask for feedback and record it.

Reapplication generally possible after 1 or 2 years provided candidate can show improvement

The recruitment process is typically based on two rounds of interviews to screen the CV, and discuss a business case and specific questions

Second and possibly third round

First round

Final decision

39

TYPES OF CASES

•“Should company X enter/exit a new/old market?”•“How should company X react to a new entrant?”•“Should company X launch product Y in region Z?”•“Should company X choose an alliance in country Y?”

•“Should company X add capacity?”•“Why did profits of company X decrease?”•“Should company X change suppliers?”•“Should company X allocate real costs?”

•“How many windows are there in Chicago?”•“How many screws in a French hypermarket?”•“What is the size of the surfboard market in Austria?”•“Should Germany consider reopening the “Neuer Markt”?

•“Why are manhole covers round?”•“Describe 10 things you can do with a rabbit”

•Big picture perspective•Ability to structure and prioritise•Broad functional skills•Creativity

•Understanding of processes•Ability to structure •Broad functional skills•Comfort with details, analysis

•Comfort with ambiguity•Ability to structure•Facility with numbers•Poise

•Ability to think “out of the box”•Creativity•Ability to prioritise•Logic

Business operations cases

Business strategy cases

“Guess-timates”

Brain-teasers

Main skills requiredExamples

The type of case is often determined by the focus of the consulting firm and the individual experience of the interviewer

40

TOOLS CONSULTANTS USE TO SOLVE PROBLEM

A robust problem-solving methodology

BasicConcepts

(Economics)

Operational frameworks, maybe

Main strategic frameworks

BasicConcepts(Finance)

BasicConcepts

(Marketing)

BasicConcepts

(Accounting)

41

FIVE EASY STEPS TO EFFECTIVE PROBLEM SOLVING

Step 1

Step 2

Step 3

Step 4

Step 5

?

State the problem

Disaggregate the issues

Eliminate allnon-key issues

Conduct critical analyses, go back and forth between data and hypotheses

Synthesize findings and build argument

Problem identification Analysis Problem solving Communication

Problem solving can be made easier. We would go into the detail of this process in the next course on business case studies

42

WRITING A STORYLINE*

Complication

Situation

Resolution

Use situation, complication, resolution format

State the conditions at point of problem

Flesh out barriers to improving situation

Lay out possible solution path

* While a well-structured pyramid thought process is necessary for telling a compelling story, the thought process and the storyline are not the same thing: the pyramid is not sufficient for a good presentation

MainMessage

Basic premises

1. Audience is much more interested in what the answer is than in howyou got it

2. Audience can absorb ideas and draw desired conclusions more easily within context of “big picture”

Rest of pyramid supports main message

= The Answer

THE PYRAMID STRUCTURE

Overall Structure: The Pyramid PrincipleThe use of the pyramid to structure the storyline ensures that the audience gets the answer and has context in which to understand details

44

BEING PREPARED

Note by Eisenhower, 6 June 1944

“Our landings … have failed …The troops, the Air and the Navy did all that Bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone.”

45

Good luck

[email protected]

46

Appendix

47

BIBLIOGRAPHY

• To better understand the work of a consultant

–The McKinsey Way, by Ethan M. Rasiel (1999), ISBN 0-07-053448-9

–The Harvard Business School Guide to Careers in Management Consulting (2001)

–Dangerous Company: Management Consultants and the Businesses They Save and Ruin, by James O'Shea (1998)

–Consulting Demons, by Lewis Pinault & Stephen M. Pollan (2000), ISBN 0-471-49619-7

–Managing The Professional Service Firm, by David H. Maister (1997)

–The Trusted Advisor, by David H. Maister, Charles H. Green, Robert M. Galford

• To prepare for the case studies:

–Wetfeet Ace Your Case!™: Consulting Interviews (2003, 3 volumes)

–Vault Guide to the Case Interview (2003, 2 volumes)

–Case in Point, Marc Cosentino

–Minto Pyramid Principle: Logic in Writing, Thinking, and Problem Solving, by B. Minto, ISBN 0-273-61710-9

Getting into top management consulting firms requires thorough preparation, individually and with others

48

Spending, preferences and perceptions of management consulting clients in the U.S.

Strategic consulting looks set to make a comeback on both sides of the Atlantic, according to the latest research. In the US, a new report* shows there is an increased appetite amongst corporate executives for strategic advice. Surveying consulting clients, Kennedy Information found that 87% envisage engaging strategic advisors during the next 2 years - suggesting the hay days may soon be back for the likes of McKinsey, BCG and BAH. This ties in with data suggesting a US economic recovery is underway and that a refocusing on growth strategies is likely to occur amongst big corporate clients.

In the UK a similar story is emerging, with the latest economic data suggesting the UK economy is growing more resiliently than previously thought - and a continued upturn expected over the next 12 months.

The renewed interest in recruiting experienced strategy consultants is the most obvious indicator that Partners expect stronger strategy consulting growth to materialise in 2004. Several of the leading strategy firms are actively recruiting once again, though mostly through discreet channels.

Perhaps the most telling indicator for the sector will become clear during the next 6 weeks, when the strategy consultancies begin their drives to entice and recruit the top talent amongst university finalists. These last 2 years, the presence of many firms at Milkround recruiting events has been a purely token gesture to maintain brand awareness on campus. If October sees a renewed gusto in their attempts to woo the brightest of the bright then we will feel confident that better times are here to stay. Watch this space for a campus update in the next weeks...

Source: Kennedy Information – 30 Sept 2003

49

Consultant News – 12 Oct 2004 - For MBAs the long wait is over - MBA recruiting is back

Two groups suffered more than any other during the consultancy downturn of 2001-2003. First up were experienced consultants whose sector-knowledge and skillsets were suddenly no longer in demand, as public sector experience became far more valuable than private sector expertise.

Even harder hit than experienced consultants, though, were the thousands of professionals that embarked on an MBA course with high aspirations of entering or re-entering consulting upon graduation. Come graduation day, most found they had hit a brick wall as consulting firms put an almost total freeze on MBA recruiting for the duration of the downturn.

Even those high-flyers whose MBAs had been sponsored by a consulting firm often found themselves made redundant - despite the sizeable investment that had been made by the firm in their professional development. Many went to work as freelance consultants, awaiting their opportunity to return to a permanent career and fast-track career path when the market recovered.

18 months on and the situation has thankfully been transformed. The sustained upturn in consulting order books and market confidence has caused consultancies to re-evaluate their MBA recruitment needs and in many cases kick-start quite sizeable recruitment drives.

"We are seeing firms increasingly interested - and active - in hiring both MBA students and recent MBA graduates to fill a skills gap that has developed from 2-3 years of below-average MBA recruitment. Talking to many of the top consultancies it is clear there are a raft of new opportunities opening up in the consulting sector. For all the negative talk a couple of years ago, an MBA does not appear to have lost its currency or any of its allure with the top consulting firms."

Source: www.consultant-news.com

50

LET’S PRACTICE A CASE INTERVIEW

• Case 1: Describe the biggest challenges Glenn Sykes* faces. How would you handle them?

• Case 2: A big Spanish wine producer is thinking about producing a blue wine. What would you do to help them make the decision?

• Case 3: A developing country is considering setting up an organisation against slums. How would you advise them?

* If we have more time, we can replace the name with Ted Snyder’s

chicago gsb exp11 - introduction to consulting

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