crack the case level 1 by mbacase

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David Ohrvall Founder, MBACASE


EuropeIE Madrid

INSEADOxford Said

Cambridge JudgeCass, Imperial

ESADE, SDA BocconiHEC

Middle EastINSEAD Abu Dhabi

American University Cairo

Asia – Pacific Rim

INSEAD SingaporeNational University

SingaporeHong Kong USTCEIBS Shanghai

Amherst CollegeBerkeley HaasBoston College

Boston UniversityBowdoin College

Carnegie Mellon TepperChicago Booth

ColumbiaColoradoDarden

Dartmouth TuckDuke Fuqua

EmoryGeorge Washington

GeorgetownGeorgia TechU of Georgia

HBSIowa

IU KelleyJohns Hopkins

KelloggMaryland

Michigan RossMichigan State

MITMinnesota

Notre DameNYU SternOhio State

Olin WUSTLOwen Vanderbilt

PepperdineRice

StanfordSMU

TempleUT McCombsTexas A&M

USC MarshallUCLA Anderson

UC DavisUC Irvine

United States

CanadaIvey School (UWO)Queen’s UniversityMcGill University

U of TorontoU of Calgary

MBACASEWorld Class Case Interview Training

UNC Kenan-FlaglerU of Washington

WhartonWilliam & Mary

WisconsinYale


Our flow today

Why You Got Hired and What

They Expect

Tips on How to Build the Right Skills

What to Do this

Summer

40mins


Structure Integration

Analysis

COMMUNICATION

Let’s anchor on the basics!


Communication

Why They Hired You

• You were warm, client ready, friendly

• You were Answer First and direct

• You seem like youcan command ameeting

What They Expect

• Treat team members and internal “maps” like clients

• Be clear and prioritized when summarizing progress

• Be ready to step up and present even if you areintimidated


Communication Action Steps

Warmth

• Get to know each person.

• Show interest but limit personal info.

• Follow up! Frequent but short Zoom calls are best.

Answer First

•Establish a check-in schedule.

•Have your best work “at the ready.”

•Practice summarizing on your own work out loud.

•Give yourself two minutes to recap your work.

Present

• Volunteer to present whenever possible.

• Be live and in person as much as possible.

• Take on something extra.

• Model the best practices in your environment.


Structure

Why They Hired You

• You explained things in logical manner

• You could think broadly

• You could think deeply

• You checked in on your structured approach

What They Expect

• Frequent updates that arelogical and easy to follow

• The ability to think beyond your assignment

• The ability to go into greater detail when necessary

• You refer to your workstream and mark your progress often


Structure Action Steps

Logical Explanation

• Know the scope of your work stream

• Mark your progress with % and time –share your screen

• Prioritize and re-prioritize

• Expect everything to take 20% longer

Breadth & Depth

• Talk to teammates and look for connections to their work

• Plan for 15 minute Zoom check-ins. Listen >50%.

• Be ready to dive in with data to support your thinking

Refer to Your Workplan

• Use it daily!

• There’s no shame in making changes

• Have a mind toward what’s next after you are gone

• Create something easy to update


Establish your roadmap early.


And a blank deck that your manager likes.

• It’s a starting point.

• It helps you identify data you need.

• Others can help you with your work!


Analysis

Why They Hired You

• You met their analytical threshold

• You seemed to enjoy a data driven culture

• You have an instinct to prove out with data

• You have good instincts on where to find answers

What They Expect

• No matter your analytical prowess, you want to grow

• You will add credibility by being focused on facts

• You will submit experience to data

• You’ll be efficient with your work and know what to research


Analysis Action Steps

Build Analytical Skills

• Learn their toolkit! What do their presentations look like?

• See their analytics in action. Which tools do you use when?

• Ask those one year ahead of you, “What would you have done differently?”

Understand Data Culture

• See the “best” work and understand why it’s good

• Understand the KPIs they monitor internally and externally

• What do they avoid or think is irrelevant?

Find and Prove with Data

• Find out your data sources (e.g. is there a research center or just tools?)

• Know lead times. How difficult is it to get what you need by e-mail?

• Get input from your manager and seniors


The data culture could like this . . . .

Source: Amazon Financials


Or this . . . .

Auto Industry ProfitabilityGeneral Motors and Fiat/Chrysler are underperforming relative to competitors.


Or this!

Chocolate Production and Consumption While almost ¾ of chocolate is produced in Africa, over ¾ is consumed in Europe and the Americas.

Source: Cocoa Barometer

http://www.cocoabarometer.org/Resources_and_Data.html


Integration

Why They Hired You

• You were good atconnecting the dots

• You showed aninterest in seeing the“so what?”

• You showed potentialfor thinkingstrategically

What They Expect

• Within your workstream you’ll find the connections

• When data and insights come,you’ll push to find thebottom-line impact

• You are not a toddler waiting for your next meal (workstream), but you act like an owner hunting for work


Integration Action Steps

Connect the Dots

• Look for the “ah has” between pieces of your work

• Don’t fall in love with slides, data or analysis that don’t move the thinking

• Get feedback on your insights

Be Bottom Line Oriented

• Quantify what you are doing

• Understand your savings in light of the big picture (e.g.significant or not)

• Find out which workstreams are producing the most value and why

• Prioritize the money!

Act Like An Owner

• Use your networking time (Zoom coffee) to focus on the work –how can we grow? What can we do better?

• Find mentors who are “on track” and get their counsel

• Ask yourself if you like this business – at the end of the summer!


You love it, but is it worth the time?Boston Area Commercial Real Estate Biotechs relocating should consider Cambridge, which has the highest concentration but is more expensive and has a lower vacancy

rate, or 128 West to be near similar firms.

Source: Transwestern RBJ


Don’t destroy your workstream over by overinvesting.

Time sink!


You will be evaluated this summer.Focus on improving.


Step up your game with Summer Camp!

• 8 weeks / 8 topics. Presented 3 different times each week. Recordings available.

• Summer Camp 2020 had over 140 campers from all over the world!• Learn/See/Do. Each week there’s an assignment and 2 new cases.• Work with your assigned team partners or others.• Weekly Q&A with David or Deborah Resnick (ex-McKinsey coach).• Focus is on building consistent skills that lead to offers.• SAVE THE DATE: Camp begins Saturday, June 5th.

23Sign up with your 50% off coupon


David Ohrvall Founder, MBACASE

davidohrvall

crack the case level 1 by mbacase

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