Difficulty Structuring problems

Structuring a problem or case effectively is indeed a crucial skill in the consulting world. It requires a combination of business knowledge, analytical thinking, and practice. Here are a few suggestions to help you enhance your problem structuring abilities:

Understand the Problem: Take the time to thoroughly understand the problem at hand, its objectives, and the key information provided. This will help you identify the critical levers and determine the relevant buckets to divide the problem into.

Develop a Framework: Start by developing a high-level framework that outlines the key dimensions or factors that need to be considered in solving the problem. This framework should be tailored to the specific case or problem you are working on.

Break it Down: Once you have your high-level framework, break it down further into subcategories or buckets. This will help you organize your thoughts and ensure that you cover all relevant aspects of the problem.

Practice, Practice, Practice: The more cases you practice, the better you will become at structuring your thoughts. Look for case studies or business problems to solve, and actively work on developing your problem structuring skills. Seek feedback after each case and focus on areas of improvement.

Expand Your Business Knowledge: Building a strong foundation of business knowledge is essential for effective problem structuring. Stay updated on industry trends, read business publications, and seek opportunities to learn from experienced professionals in the field.

Remember, problem structuring is a skill that develops over time with practice and experience. Be patient with yourself and continue to seek opportunities to refine your approach. With dedication and persistence, you will see improvement.

I hope these insights are helpful to you. If you have any further questions or need additional support, feel free to ask

Hi Aavaiz,

Honestly structuring is the hardest thing to solve on your own. I highly highly recommend a coach because there's nowhere else you can get direct feedback/advice based on your specific frameworking/structuring.

I've collated some of my past advice on structuring/problem-solving here, which I hope can help you regardless of coaching or not!

Also feel free to watch my case videos here (with frameworks in them) so see better how it works:

https://www.preplounge.com/en/management-consulting-cases/candidate-led-usual-style/intermediate/bain-bcg-hot-wheels-with-video-solution-186

https://www.preplounge.com/en/management-consulting-cases/candidate-led-usual-style/beginner/bain-bcg-hot-wheels-part-2-with-video-solution-254

https://www.preplounge.com/en/management-consulting-cases/candidate-led-usual-style/intermediate/bcg-bain-vets2u-healthcare-based-case-with-video-solution-305

Please also read these articles to help:

https://www.preplounge.com/en/articles/how-to-shift-your-mindset-to-ace-the-case
 

https://www.preplounge.com/en/articles/pitfalls-case-interview-preparation

Frameworking/Case Driving

First, remember that casing isn't just about memorizing every step, industry, case type, etc. It's about learning how to be adaptable and nimble. So, always be prepared for the unexpected.

1. All cases are structured, wheather you realise the structure or not. It's your job to keep it organised and keep it to a good flow/framework!

2. Figure out what data/information you need and ask for it: The interviewer won't just give it to you (just like your client won't know what you need from them). Use your framework to dive into areas! If your interviewer insists they don't have data in that area (after you've gone specific), then go into another area of your framework (or expand out).

3.In this case try and keep a mini framework in your head. You can write as you talk as well.

When you say "not those kinds of questions an interview-led style would ask" this shows me that you're limited in your preparation....don't come in expecting a certain format/style! Be ready to drive your own case if needed. Think if you were on a real life project and asked to lead it...this is what they need you to demonstrate!

Frameworks

If there's anything to remember in this process, is that cases don't exist just because. They have come about because of a real need to simulate the world you will be in when you are hopefully hired. As such, remember that they are a simplified version of what we do, and they test you in those areas.

As such, remember that a framework is a guide, not a mandate. In the real-world, we do not go into a client and say "right, we have a framework that says we need to look at x, y, and z and that's exactly what we're going to do". Rather, we come in with a view, a hypothesis, a plan of attack. The moment this view is created, it's wrong! Same with your framework. The point is that it gives us and you a starting point. We can say "right, part 1 of framework is around this. Let's dig around and see if it helps us get to the answer". If it does, great, we go further (but specific elements of it will certainly be wrong). If it doesn't, we move on.

So, in summary, learn your frameworks, use the ones you like, add/remove to them if the specific case calls for it, and always be prepared to be wrong. Focus rather on having a view, refering back to the initial view to see what is still there and where you need to dive into next to solve the problem.

HOW to learn/think in the right way.

1. Frame based on the objective: Identify exactly what the objective is, then think about the areas you would look at to solve the problem.
2. Think of buckets as "building blocks" - understand the 10-odd buckets that exist out them (Market, Product, Company, How to Enter, etc.). Learn these, and what their used for, then think of them as ingredients that you then pluck out and tailor to your framework.
3. Practice with Introduction, then End, then framework:
   1. ​ Practice a number of cases where you hear just the introduction, then build a framework.
   2. THEN, look at the end of the case and what conclusion was made, and re-do your framework.
   3. THEN, look at what framework(s) was/were proposed as the answer.
4. Read the Economist religiously: The Economist is an excellent, longer-term base knowledge/thinking resource for you. I've found that reading the Economist over the years has been instrumental in helping to shape my thinking and holistically understand problems, whether political, economic, social, or anything in between. Feel free to throw in the Financial Times or BCG Insights into the mix!

Hi there,

Ahhh, there in lies the challenge! Structuring hard problems is 90% of what consultants do!

Honestly, I'm not surprised to hear you're struggling at first. Everyone does - it's a new skill (and it is a skill) and you're only just learning it.

Thankfully the solution is easy - practice, practice, practice. I really recommend getting a coach, as being able to discuss your approach with someone who is a ninja at it is really really helpful for getting up the experience curve. Once you've done it a bunch of times, you'll have a handful of frameworks that you can adapt to any situation. 

A few other pointers based on my experience:

1. If the structure feels like an expression of a math equation, then that's a good start (e.g. prices x volume - marginal cost, increase rev/site + add more sites + new services/site)
2. Get familiar with concept of MECE (mutually exclusive, collectively exhaustive) structures
3. Make sure you're clear in your mind the difference between an bucket (using your words - a macro value lever) and an initiative (something you'd actually do)

As to your comment on not having deep business experience, don't worry about that. I was a scientist before I joined an MBB so had the business prowess of llama coming into my case interviews. If I can do, you can too.

All the best with your prep. Let me know if I can help!

B.

Hi Aavaiz, 

Struggling with structures is the biggest problem that most candidates have. 

It's difficult, based on your answer, to pin down what the problem exactly is. Fair enough, it's virtually impossible to explain it in a Q & A. 

My recommendation would be to either do an assessment with a coach or if this is not an option for you, resort to a friend who is in consulting and ideally has at least 2-3 years experience. 

But whatever you do, don't start learning frameworks by heart. This is only going to make things worse over the long run even though it might seem advantageous over the short run. 

Sharing with you a guide on structuring techniques that hopefully can serve as a starting point:

• Expert Guide: Mastering Structuring & Brainstorming

Good luck!
Cristian

———————————————

Practicing for interviews? Check out my latest case based on a first-round MBB interview >>> CodeWave  

Hi there,

this is of course a broad topic that can hardly be adequately addressed in an answer like this. So I try to keep it brief and solution-oriented:

1. Yes, practice will make it better. And that means solving cases on your own and not just reading through cases and their solutions 
2. This is actually one of the main issues where getting together with a coach makes perfect sense. While you might be boiling the ocean on your own, a coach can direct you in an efficient and effective manner so that you get the most out of the preparation time that you have 
3. Look through the coach profiles on here and get in touch with someone who you feel has the right experience and approach to support you. Many coaches here also offer free intro calls

Feel free to reach out if you have any further questions. Best of luck 

Let me provide you with some useful pointers to other Q&A where this question is discussed:

https://www.preplounge.com/en/consulting-forum/how-to-ask-insightful-questions-within-the-buckets-of-a-specific-case-question-14024

https://www.preplounge.com/en/consulting-forum/how-to-structure-my-case-properly-and-use-mece-structure-16189

https://www.preplounge.com/en/consulting-forum/should-you-include-market-in-a-3cbusiness-strategy-analysis-13997

https://www.preplounge.com/en/consulting-forum/how-goodrelevant-is-the-case-in-point-book-for-case-prep-1984

Also let me suggest you some practical answers:

https://www.preplounge.com/en/consulting-forum/market-entry-structure-issue-tree-11984

https://www.preplounge.com/en/consulting-forum/customised-pricing-structure-12147

https://www.preplounge.com/en/consulting-forum/market-leader-case-mckinsey-12925

Hi Aavaiz,

I would be happy to share my thoughts on your question:

• First of all, practice is key in honing this fundamental yet difficult skill. Regularly working through cases or even just the prompt helps you recognize patterns and build a mental library of frameworks you can draw upon.
• Moreover, I would advise you to reach out to an experienced coach to improve on the skill of structuring case studies. For instance, I have designed the Case Structuring Program specifically for (all of) those candidates who struggle with structuring a case study like a consultant would do.

If you would like a more detailed discussion on how to best prepare for your upcoming interviews, please don't hesitate to contact me directly.

Best,

Hagen

Hi,

There are a few rules:

1. You need to present it as an issue tree

2. You need to show at least 2 level of structuration

3. You need to know a few classic structure

4. Imagine it's your money on the table

5. Practice with a coach

Cheers,

Alexandre

Hi Aavaiz,

The most time-efficient way is to work with a former consultant coach. I have 15 years of consulting experience, last 6 in McKinsey. Happy to keep talking in private, just send me a message.

Best,

Alberto

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Check out my latest case based on a real MBB interview: Sierra Springs

Hi,

This is a perennial problem of new consultants, and something that firms want to try and help their consultants get better at. My take on this is that getting better at structuring (and problem solving) is a function of:

1. Making mistakes
2. Understanding why and where you made those mistakes
3. Understanding what good looks like
4. Learning and internalizing the lessons and putting it into practice

Essentially, this is the apprenticeship model of learning that MBB is based on.

If you are really struggling now - try and find someone that can help you especially on steps #2 and #3.

All the best!