case study healthcare consultant

Healthcare Case Interview: A Step-by-Step Approach for Success

This article provides a comprehensive guide for acing your healthcare case interview.

Posted May 11, 2023

Table of Contents

Healthcare case interviews are an integral part of the recruitment process for consulting firms and healthcare institutions. These interviews are designed to test your ability to analyze complex healthcare issues, identify relevant data and information, and develop actionable solutions. In this article, we will take a step-by-step approach to help you prepare for and succeed in healthcare case interviews.

Preparing for a Healthcare Case Interview: What You Need to Know

Before we dive into the details of a healthcare case interview, it is important to understand the basic format and structure of the interview. A typical healthcare case interview comprises of several components:

• Introduction: The interviewer will introduce the case and provide you with background information.
• Analysis: You will analyze the case and identify key issues and challenges.
• Recommendations: You will provide potential solutions for the identified issues.
• Conclusion: The interviewer will wrap up the case and provide feedback.

It is critical to prepare in advance for these interviews. This includes honing your analytical skills, gathering knowledge about healthcare trends and concepts, and practicing with mock interviews.

Additionally, it is important to research the company and the specific role you are interviewing for. This will help you understand the company's values, goals, and challenges, and allow you to tailor your recommendations to their specific needs. It is also helpful to familiarize yourself with common healthcare industry terms and acronyms, as these may come up during the interview. Finally, make sure to dress professionally and arrive early to the interview to show your enthusiasm and preparedness.

Understanding the Healthcare Industry: Key Concepts and Trends

Before you can tackle a healthcare case interview, it is essential to understand the healthcare industry's key concepts and trends. This includes understanding healthcare financing, delivery, organizations, structures, and policies. You should also gather knowledge about healthcare reform, regulatory trends, and technological advancements. This information can be acquired through reading industry reports, attending conferences, and analyzing case studies.

One important trend in the healthcare industry is the shift towards value-based care. This means that healthcare providers are being incentivized to focus on improving patient outcomes and reducing costs, rather than simply providing more services. This trend is being driven by changes in government policies and payment models, as well as increasing pressure from patients and employers to improve the quality and affordability of healthcare. As a consultant, it is important to understand the implications of this trend for healthcare organizations and to be able to advise clients on how to adapt to this new paradigm.

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Analyzing Case Studies: Tips and Tricks for Success

Case studies are at the heart of a healthcare case interview. A case study presents a real-world scenario or problem that needs to be addressed. To succeed in analyzing a case study, you should follow these tips and tricks:

• Read the case study carefully and take notes.
• Identify the problem or issue presented in the case study.
• Develop a hypothesis and test it using relevant data and information.
• Prioritize the issues and develop a comprehensive action plan.
• Consider the financial implications of your proposed solutions.
• Be creative and think outside the box.

Another important tip for analyzing case studies is to consider the ethical implications of your proposed solutions. Healthcare professionals are held to high ethical standards, and it is important to ensure that your proposed solutions align with these standards. Additionally, it is important to consider the potential impact of your proposed solutions on all stakeholders involved, including patients, healthcare providers, and the healthcare organization as a whole.

Finally, it is important to communicate your analysis and proposed solutions effectively. This includes presenting your findings in a clear and concise manner, using data and evidence to support your conclusions, and addressing any potential objections or concerns that may arise. Effective communication is key to ensuring that your proposed solutions are implemented successfully and have a positive impact on the healthcare organization and its stakeholders.

Building a Framework for Your Case Analysis

A framework can help you organize your thoughts and develop a systematic approach to analyzing a case study. An effective framework should include the following elements:

• Context: Understanding the context of the case study and defining the problem or challenge at hand.
• Analysis: Identifying the key issues, developing hypotheses, and testing them using data and information.
• Solutions: Developing feasible and actionable solutions to the identified issues.
• Implementation: Developing a comprehensive action plan and considering the financial implications of your proposed solutions.

It is important to note that a framework is not a one-size-fits-all solution. Depending on the nature of the case study, you may need to modify or adapt your framework to suit the specific circumstances. Additionally, it is crucial to remain flexible and open to new information as you work through your analysis, as this may require you to adjust your framework accordingly.

Identifying and Prioritizing Issues in Healthcare Cases

Identifying and prioritizing issues is a crucial step in analyzing a healthcare case study. A useful technique is the "5 whys" approach, which involves asking "why" five times to understand the root cause of the identified issue. Prioritizing the issues can be done based on their impact, urgency, and feasibility of solutions.

Another important factor to consider when identifying and prioritizing issues in healthcare cases is the potential legal and ethical implications. It is essential to ensure that the solutions proposed do not violate any laws or ethical standards. Additionally, the cultural and social context of the case should also be taken into account to ensure that the proposed solutions are appropriate and acceptable.

Furthermore, involving all stakeholders, including patients, healthcare providers, and administrators, in the process of identifying and prioritizing issues can lead to more effective solutions. This collaborative approach can help to ensure that all perspectives are considered and that the proposed solutions are feasible and acceptable to all parties involved.

Developing a Hypothesis and Testing It

Developing a hypothesis is a critical step in healthcare case analysis. A hypothesis is an educated guess about the cause or effect of the identified issue. To test your hypothesis, you should gather relevant data and information, using both quantitative and qualitative methods. This includes conducting market research, analyzing financial statements, and interviewing stakeholders.

It is important to note that developing a hypothesis is not a one-time event. As new information becomes available, you may need to revise your hypothesis and continue testing it. This iterative process allows for a more thorough understanding of the issue at hand and can lead to more effective solutions. Additionally, it is important to consider potential biases and limitations in your data collection and analysis, as these can impact the validity of your hypothesis and subsequent conclusions.

Gathering Relevant Data and Information

Gathering relevant data and information is a critical part of healthcare case analysis. This requires conducting research and collecting data from various sources, including industry reports, government datasets, financial statements, internal documents, and interviews with stakeholders. The data collected should be relevant, reliable, and valid.

One important aspect of gathering relevant data and information is to ensure that the data is up-to-date. Healthcare is a constantly evolving field, and data that was relevant a few years ago may no longer be applicable. Therefore, it is important to regularly update the data and information used in healthcare case analysis.

Another important consideration is to ensure that the data is collected ethically and in compliance with relevant laws and regulations. This includes obtaining informed consent from participants in interviews or surveys, protecting the privacy and confidentiality of individuals and organizations, and ensuring that the data is not used for purposes other than those for which it was collected.

Analyzing Financial Statements and Reports

Financial analysis is a crucial component of healthcare case analysis since it helps you understand the financial viability and performance of healthcare organizations. This involves analyzing financial statements, such as income statements, balance sheets, and cash flow statements, to identify trends, ratios, and other performance indicators.

One important aspect of financial analysis is understanding the difference between profitability and liquidity. Profitability refers to a company's ability to generate profits, while liquidity refers to its ability to meet short-term financial obligations. By analyzing both aspects, you can gain a more comprehensive understanding of a healthcare organization's financial health.

Another key factor to consider when analyzing financial statements is the impact of external factors, such as changes in government regulations or shifts in the healthcare industry. These factors can have a significant impact on a healthcare organization's financial performance, and it's important to take them into account when conducting financial analysis.

Conducting Market Research and Competitive Analysis

Market research and competitive analysis are essential components of healthcare case analysis since they help you understand the market dynamics, trends, and competition in the healthcare industry. This involves gathering data on market size, growth rates, customer preferences, and competitive positioning.

Creating a Comprehensive Action Plan

A comprehensive action plan is an essential part of effective healthcare case analysis. It involves developing a roadmap for implementing your proposed solutions, including timelines, budgets, and resource allocation. A well-designed action plan should be feasible, actionable, and aligned with the organization's goals and objectives.

Presenting Your Findings with Confidence

Presenting your findings with confidence is a crucial part of healthcare case analysis. This requires strong communication and presentation skills, including the ability to articulate your ideas clearly, staying focused and engaging with the audience. You should also be prepared to handle questions and objections from the interviewer confidently.

Overcoming Common Challenges in Healthcare Case Interviews

Healthcare case interviews can be challenging since they deal with complex healthcare issues and require a high level of analytical skills. Common challenges include information overload, time pressure, and incomplete information. To overcome these challenges, you should practice with mock interviews, learn to prioritize issues and be comfortable working with incomplete information.

Preparing for Behavioral Questions in Healthcare Case Interviews

Behavioral questions are aimed at assessing your soft skills, including your communication, leadership, teamwork, and problem-solving abilities. Common behavioral questions include "Tell me about a time when you had to work with a difficult team member" and "What is your leadership style?". To prepare for these questions, practice with mock interviews, reflect on your past experiences, and be prepared with specific examples.

Tips for Navigating Virtual or Remote Healthcare Case Interviews

Virtual or remote healthcare case interviews have become more common due to the pandemic. To navigate these interviews successfully, you should ensure that you have the right technology and equipment, such as a reliable internet connection, a quiet environment, and a webcam. You should also test the technology before the interview and dress professionally.

Conclusion: Key Takeaways and Final Thoughts on Succeeding in Healthcare Case Interviews

Healthcare case interviews are a critical component of the recruitment process for consulting firms and healthcare institutions. To succeed in these interviews, you should prepare in advance by gathering knowledge about healthcare trends and concepts, developing your analytical skills, and practicing with mock interviews. You should also follow a systematic approach to analyze case studies, prioritize issues, develop feasible solutions, and present your findings with confidence.

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Healthcare Consulting Case Interview: 4 Tips on How to Ace It

• Last Updated May, 2024

Ready to dive into the world of healthcare, pharma, and biotech consulting? If you’re looking for a career that has a real impact on people’s lives, you’re in the right place! But before you can land that dream job, you’ll need to navigate the healthcare consulting case interview. 

In this article, we’ll discuss:

• How to succeed at a healthcare consulting case interview
• A healthcare consulting case interview example
• 4 tips on acing your healthcare case interview

Let’s get started!

What You Need To Know To Ace a Healthcare Consulting Case Interview

A healthcare consulting case study interview example, 4 tips on acing your healthcare consulting case interview.

What is Management Consulting vs Strategy Consulting?

How To Decide If You Want To Be a Management or Strategy Consultant

How Top Firms Define Themselves

Top 4 Tips on Figuring Out What Firm is Right For You

Healthcare consulting is a specialized area of the consulting industry that provides expert advice to help healthcare organizations. It’s also called life sciences, biotech, or pharma consulting.

Healthcare is a complex industry with many different sub-sectors of specialization:

• Pharmaceuticals and biotechnology firms produce life-saving drugs, vaccines, and other products that help people recover from illness and injury.
• Healthcare providers include many professionals who administer healthcare services, including doctors, dentists, physical therapists, and nurses. It also includes the settings in which care is provided, such as hospitals, clinics, and long-term care facilities.
• Healthcare payers are health insurance companies and government entities that pay for healthcare services and care. They focus on processing patient eligibility, enrollment, claims, and reimbursement.
• Medical device companies create a range of products, from surgical tools to imaging equipment, that help diagnose and treat illnesses. 

From navigating the regulatory landscape to managing complex stakeholder relationships, healthcare consultants must be well-versed in the industry’s intricacies. 

You don’t need to become a walking encyclopedia of healthcare knowledge to land a job in healthcare consulting. Just ensure you have a solid understanding of the basics and can speak intelligently about them during your interview.

To do well on a healthcare consulting case interview, we recommend using the same structured approach as for other types of case interviews. There are 4 parts to this approach:

• Opening – Understand the client’s problem and ask clarifying questions.
• Structure – Identify the key issues underlying the client’s problem and organize them in a structured way. 
• Analysis – Use a hypothesis-driven approach to gather data and evaluate options.
• Conclusion – Present your recommendation. 

Our Comprehensive Guide on Case Interview Prep goes through each step in more detail.

Let’s walk through a healthcare case interview. Try answering each section of the case on your own to practice!

Client’s Problem

Interviewer : Our client is a large health insurance company, HealthyCo. They currently serve 5 million members across the U.S. They’re considering launching a new disease management program for one disease to offer more effective care to their members. The program involves hiring and training a team of specialized health coaches to manage members with a specific condition, such as heart disease.

Each health coach will handle a portfolio of members, providing the necessary support to help them manage their disease, such as reminders to take drugs or diet suggestions. Studies suggest that health spending can be reduced by 5% by staying in touch with members every month.

HealthyCo has asked us to recommend if they should go ahead with the program and outline the necessary steps to make it a success.

Step 1: Opening

First, restate the client’s problem to the interviewer to confirm your understanding. This is also an opportunity to check your knowledge of the healthcare sub-sector, stakeholders, and context. 

Pretend you’re the candidate and think about how you’d approach this before reading on.

Candidate : HealthyCo is considering launching a preventative program. My understanding is that healthcare payors, like HealthyCo, are responsible for underwriting insurance policies, assessing risk, assigning premiums, and managing financial aspects of health insurance coverage. 

HealthyCo’s goal is to analyze the feasibility of the disease management program. As an insurance provider, this preventative program will help their financial goals of lowering their costs while improving patient health. They also want a plan on how they can ensure it is successful. 

Is this understanding correct?

Interviewer : That is right. The program is part of HealthyCo’s strategic question of whether or not they should focus on preventative care.

Candidate : Before we dive in, I want to better understand:

• What are the responsibilities and limitations of the health coaches in the program?
• How many members can each health coach contact monthly, and what are the associated costs?
• Are there any limitations or constraints on resources or funding?

Interviewer : Let me provide some additional context:

• The health coaches will conduct all activities remotely via phone and email. They will typically be registered nurses who prefer to work from home. 
• Each coach can only contact 8 members per day. They’ll work 25 days per month. 
• The annual costs per coach include a salary of $60,000 and an additional 15% for training, benefits, laptops, and other expenses. There are no other program costs.

Step 2: Structure

Consider the information you’ve received and take a moment to formulate a hypothesis on how our client can understand the profitability and impact of the disease management program. A well-structured approach would involve identifying 3 to 4 key topics, each with their respective sub-issues to examine thoroughly.

Try writing a hypothesis yourself before reading further!

Candidate : We need to understand the economics of a disease management program and what potential risks should be considered.

I hypothesize that the best focus for the disease management program would be a specific demographic or type of disease that would yield 1) substantial improvement in patient health and 2) high healthcare cost savings. I’d consider common diseases, particularly those that affect older people.

The candidate is making an educated hypothesis and knows that the interviewer will need to provide more data to do the calculations.

To validate this hypothesis, identify the key issues you’d need to understand to determine the best disease to use health coaches for and the economics of the health coach program. Since you want to demonstrate you can problem-solve in a structured and analytical way, ask for a minute to outline your thoughts.

Candidate : I’d like to walk through how I’d approach our client’s problem. Here are a few areas of questions that would inform our work. 

1. Member Considerations

• What are the different types of member segments and disease types?
• What is the future trajectory for each disease (e.g., is the type of disease trending downwards or upwards)?
• Is there a demonstrated demand for the program?
• What are the alternative programs or solutions currently available to members?

2. Program Savings

• How would implementing a preventative program impact the healthcare costs of each disease or age group?

3. Program Costs

• What are the costs of using health coaches for each disease or age group?
• What specific costs are associated with program implementation, including salary, training, benefits, and other expenses?

4. Internal Resources

• What resources would be required to implement the program?
• Would the health coaches be new hires or existing personnel allocated to the new program?

5. Risks and Considerations

• What potential regulatory and liability risks should be identified and addressed to ensure success?
• Are there other stakeholders who would be negatively impacted by this program?
• What potential responses could be expected from competitors, and how might that impact the program’s success?

Don’t worry if you didn’t capture as much detail in your issue tree! The important thing is demonstrating that you can structure your thoughts and break down complex problems.

Step 3: Analysis

The interviewer will show you some exhibits with quantitative data. This tests your ability to synthesize information, do mental math, and summarize your insights.

Interviewer : One of your key questions was about understanding what groups of members the client serves. 

HealthyCo categorizes its members into 3 main groups: group members, which are employer-sponsored plans, individual members under 65, and individual members over age 65.

Our client knows that preventative programs work best for individual members over 65, so we will focus our analysis on this group.

What can we infer from this data?

Before reading the candidate’s response, take a moment to consider what analysis or insights you could draw from the exhibits.

Candidate : Thank you for sharing this data. I need a moment to digest it.

About 65% of HealthyCo’s members are group members. These members are typically healthier than the other member groups because they are younger, working professionals. I do not believe this would be the best group to target for the disease management program because their healthcare costs are low.

I believe the ideal focus for the preventative program would be the over age 65 segment. This is because these older members are generally the sickest, which means they are more likely to drive higher costs and would be ripe candidates for the program. 

Additionally, focusing on diabetics, assuming all are Type 2, would be a strategic choice as this disease affects 40% of the 65+ age segment.

To confirm this current thinking, I’d like to calculate how many members HealthyCo has who are 65+ and diabetic. Next, I would want to understand the costs of providing this program.

Interviewer : You are headed in the right direction. How would we calculate the number of members in that group? 

Candidate : We know HealthyCo currently has 5 million members. From the exhibit, 20% of members are in the over 65 age segment, and 40% of members in that group have diabetes. Therefore, I would multiply those numbers to arrive at the number of diabetic members over the age of 65. 

Number of diabetic members over 65

= 5 million members x 20% of total members x 40% that are diabetic 

There are 400,000 HealthyCo members that we can target for the disease management program.

Next, we’d want to understand the program costs and savings to determine whether this program will pay for itself. Do you have any data on this?

Interviewer : Our client has told us that their current average monthly cost for anyone 65+ is $300 per member, but for people with diabetes, it’s 4x as much.

Candidate : That is helpful to know. We can use that data with the health coach information previously given to estimate the program savings.

I’ll summarize what we know to calculate the cost per coach, the number of members each coach can handle, and the total potential savings:

• The annual costs per health coach include a salary of $60,000 and an additional 15% for training, benefits, laptops, and other expenses. 
• Each coach can only handle 8 members per day. They work 25 days per month. 
• The disease management program can reduce health costs by 5%.
• 400,000 HealthyCo members have diabetes and are over 65.
• For people over age 65 with diabetes, the monthly cost per member is $300 x 4. 

My calculations are:

What is the cost per coach?

= $60,000 base salary x (1 + 15% in other costs)

= $69,000 in cost per coach

How many members can each coach handle?

= 8 members per day x 25 days per month

= 200 members per month

How many coaches do we need to serve the diabetic members over 65?

= 400,000 diabetic members over 65 / 200 members per coach 

= 2000 coaches

What is the cost for all coaches?

= $69,000 in cost per coach * 2000 coaches

= $138,000,000 in cost for all coaches

What are the potential health spending savings per member per month?

= $300 average cost per 65+ member x 4 diabetic factor x 5% average program savings

= $60 per diabetic member over 65 per month

What are the total health spending savings in a year?

= $60 per diabetic member over 65 per month x 400,000 diabetic members over 65 x 12 months per year 

= $288,000,000 health spending savings per year

However, we need to subtract the costs of coaches to understand the true cost impact. 

What is the overall cost of the health coach program per year?

= $288,000,000 health spending savings per year – $138,000,000 in cost for all coaches

= $150,000,000 annual savings

Therefore the program would save HealthyCo $150,000,000 per year in health spending costs on diabetic members over 65 while improving their health. If the program goes well, we could likely roll out health coaches to other disease areas with similar results. 

Interviewer : Are there other opportunities HealthyCo can explore?

The interviewer wants to test if you can brainstorm under pressure. You can ask for a few seconds to gather your thoughts. Remember to present your ideas in a structured approach rather than listing all the things that come to mind. This is also an opportunity to showcase any healthcare industry knowledge.

Candidate : I would want to explore 3 areas:

1. Other diseases which could benefit from health coaches

• If we can prove a program for diabetics over age 65 works, can a similar program be provided to diabetics in the individual or group category?
• Could we roll our healthcare coaches to manage other diseases prevalent among our over 65 members?

2. Resource constraints

• Is it realistic to train or hire 2000 coaches? How long would this process take?
• Who will manage the program?

3. Regulatory implications

• Are there any regulatory challenges to address, such as the legal implications of offering a preventative program?

Step 4: Conclusion

The best recommendations go beyond “the answer” using the 5R’s Approach: 

• Recap the problem
• Recommend the solution
• Give your reasons and analysis
• Address potential risks
• Retain the client by outlining the next steps your team would work on to achieve the client’s goals.

Before you read the answer, give it a try using the 5R’s approach. 

Interviewer : What would you recommend to HealthyCo?

Candidate : HealthyCo wants to know if they should launch the coaching program for disease management.

I recommend that they launch the Health Coaching program, with an initial focus on members who have diabetes and are over age 65. HealthyCo can potentially save $150M by launching this program and positively impact the health of many older patients. The program will help the company save more than the coaches’ costs and has the potential to scale to other age and disease groups.

A risk is the difficulty in hiring, training, and managing 2000 coaches. To mitigate this, HealthyCo could dedicate an experienced program manager to lead the initiative.

The next step would be to launch a pilot program to validate assumptions, such as the projected 5% cost reduction and coach capacity. HealthyCo could test a smaller group of coaches in one state. 

1. Understand the Unique Dynamics in Healthcare

Familiarize yourself with the regulatory environment, reimbursement models, stakeholder dynamics, and other nuances to demonstrate your industry knowledge.

2. Demonstrate Your Interest in Healthcare

Mention any relevant experience or courses, such as internships or healthcare-specific education. Even in a case interview, the interviewer will likely start with a behavioral question to get to know you as a candidate.

3. Use a Structured Breakdown of Key Issues

Consulting firms don’t expect you to know the answers to cases off the top of your head. They’re evaluating your approach to problem-solving. 

You can use an Issue Tree , a consulting tool, and a visual diagram that breaks down a larger problem or question into several smaller questions. 

4. Learn About Healthcare Consulting Firms

Get to know the firm you want to interview with. Does the firm specialize in a particular niche in healthcare? What kind of healthcare topics align with your interests?

Check out our List of Life Sciences Consulting Firms to create a list of consulting firms to apply to.

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

– – – – – – –

In this article, we’ve covered:

• Essential knowledge for excelling in a healthcare consulting case interview
• A real-world healthcare consulting case study interview example
• Top 4 tips to excel in your healthcare case interview

Still have questions?

If you have more questions about the healthcare consulting case interviews, leave them in the comments below. one of my consulting offer’s case coaches will answer them..

Other people prepping for their healthcare consulting case interview found the following pages helpful:

• Our Ultimate Guide to Case Interview Prep  
• Healthcare Consulting
• Biotech Consulting
• MCO’s List of Life Sciences Consulting Firms
• Boutique Consulting Firms
• IVQIA Interview Prep
• ZS Associates Interview Prep
• Putnam Interview Prep

Help with Your Consulting Application

Thanks for turning to My Consulting Offer for info on the healthcare case interview. My Consulting Offer has helped 89.6% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Stephanie was able to get her offer from McKinsey.

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3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

No thanks, I don't want free strategies to get into consulting.

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Hacking the Case Interview

Case interview frameworks or consulting frameworks are arguably the most critical component of a case interview. Outstanding case frameworks   set you up for success for the case while poor frameworks make the case difficult to solve.

Struggling on how to use frameworks in your case interviews? Unsure of which frameworks to use?

Don't worry because we have you covered! We'll teach you step-by-step, how to craft tailored and unique frameworks for any case interview situation.

By the end of this article, you will learn four different strategies on how to create unique and tailored frameworks for any case interview.

Strategy #1: Creating Frameworks from Scratch

• Strategy #2: Memorizing 8 – 10 Broad Business Areas
• Strategy #3: Breaking Down Stakeholders
• Strategy #4: Breaking Down Processes
• Strategy #5: Two-Part MECE Frameworks

You will apply these strategies to learn how to create case frameworks for the six most common types of case interviews.

Profitability Framework

Market entry framework, merger and acquisition framework, pricing framework, new product framework, market sizing framework.

You will also learn six consulting frameworks that nearly every consultant knows.

Porter’s Five Forces Framework

Swot framework, 4 p’s framework, 3 c’s / business situation framework, bcg 2x2 matrix framework, mckinsey 7s framework.

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is a Case Interview Framework?

A case interview framework is simply a tool that helps you structure and break down complex problems into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.

Let’s look at an example: Coca-Cola is a large manufacturer and retailer of non-alcoholic beverages, such as sodas, juices, sports drinks, and teas. They are looking to grow and are considering entering the beer market in the United States. Should they enter?

In order for you to decide whether Coca-Cola should enter the beer market, you likely have many different questions you’d like to ask:

• Does Coca-Cola know how to produce beer?
• Would people buy beer made by Coca-Cola?
• Where would Coca-Cola sell its beer?
• How much would it cost to enter the beer market?
• Will Coca-Cola be profitable from selling beer?
• How would Coca-Cola outcompete competitors?
• What is the size of the beer market in the United States?

This is not a very structured way of thinking through the case. The questions are listed in no particular order. Additionally, many of the questions are similar to one another and could be grouped together.

A case framework would provide a structure to organize these ideas and questions in a way that is easy to understand.

A framework for this case might look like the following.

Notice that we have simplified the list of questions we had into four main categories. These broad categories are frequently called framework “buckets.” Also notice that we have grouped similar questions together under each framework bucket.

This case framework tells us what areas we need to explore in order to make a recommendation to Coca-Cola. It also clearly shows what questions we need to answer under each area.

This is the power of a case interview framework. It simplifies a complex business problem into smaller and separate components that we can tackle one at a time.

So how do you develop a case framework? The next section will reveal four robust strategies for creating unique and tailored consulting frameworks for any case interview.

Case Interview Framework Strategies

There are four case interview framework strategies you should have in your toolkit:  

When given a case interview, you will need to decide which framework strategy you want to use. Some framework strategies will be more effective than others depending on what type of case interview you get.

Therefore, choose the case framework strategy that is easiest for you given the type of case that you get.

This case framework strategy can be used for any type of case. This is the most time-consuming strategy, but yields case frameworks that are the most tailored and unique for the given case interview.

To create a framework from scratch, ask yourself what 3 – 4 statements must be true for you to be 100% confident in your recommendation. These 3 – 4 areas will become the buckets in your framework.

Once you have your framework buckets, brainstorm a few questions for each bucket that you need answers to.

Let’s return to the Coca-Cola case example in which we are asked to determine whether or not they should enter the beer market. What 3 – 4 statements must be true for us to recommend that Coca-Cola should enter the beer market?

The four major statements that must be true are:

• The beer market is an attractive market
• Competitors in the market are weak
• Coca-Cola has the capabilities to produce outstanding beer
• Coca-Cola will be highly profitable from entering the beer market

These will be the major areas or buckets in our framework.

Next, let’s add a few bullet points under each area to add more detail to our case framework.

To determine whether the beer market is attractive, we would need to know the market size, the market growth rate, and the average profit margins in the market.

To assess whether the market is competitive, we would need to know who the competitors are, how much market share they have, and if they have any differentiation or competitive advantages.

To decide whether Coca-Cola has the capabilities to produce beer, we need to know if there are any capability gaps or if there are significant synergies that Coca-Cola can leverage.

Finally, to determine the expected profitability of entering the market, we would need to know what expected revenues are, what expected costs are, and how long it would take Coca-Cola to break even.

This gives us our case framework.

You can repeat this process for any case interview that you get to create an outstanding case framework.

Strategy #2: Memorizing 8 – 10 Broad Business Areas to Make a Framework

Creating case frameworks from scratch can be quite time-consuming. Because of this, many interview candidates make the mistake of using memorized frameworks for case interviews.

Candidates will either use a single memorized framework for every case or memorize a different framework for every type of case interview.

The issue with using memorized frameworks is that they aren’t tailored to the specific case you are solving for. When given an atypical business problem, your framework areas or buckets will not be entirely relevant.

A poor framework makes the case interview significantly more difficult to solve.

Additionally, Interviewers can easily tell that you are regurgitating memorized information and not thinking critically.

Instead of creating frameworks from scratch each time, this second case framework strategy provides a method to speed up the process while still creating frameworks that are unique and tailored to the case. Additionally, you won’t need to memorize multiple different frameworks.

First, memorize a list of 8 - 10 broad business areas, such as the following:

When given a case, mentally run through this list and pick the 3 - 5 areas that are most relevant to the case.

This will be your framework.

If the list does not give you enough areas for your framework, brainstorm and add your own ideas as areas to your framework.

Finally, add a few bullet points under each area to add more detail to your case framework.

This strategy guarantees that your framework elements are relevant to the case. It also demonstrates that you can create unique, tailored frameworks for every business problem.

Let’s return to the Coca-Cola case example in which we are asked to determine whether or not they should enter the beer market.

Running through our list of memorized framework areas, the following six areas would be relevant:

• Market attractiveness : Is the beer market attractive?
• Competitive landscape : How tough is competition?
• Company capabilities : Does Coca-Cola have the capabilities to enter the market?
• Profitability : Will Coca-Cola be profitable from entering the market?
• Risks : What are the risks of entering the market?
• Strategic alternatives : Are there other more attractive markets Coca-Cola should enter?

You can pick 3 – 5 of these areas as the basis for your framework.

This strategy is a shortcut for creating unique and tailored frameworks for every business problem. Even if you and a friend used this same strategy, you both may end up with different frameworks.

That is completely fine. As long as the buckets in your framework are major areas and are relevant to the case, your case framework will be significantly better than most candidates’ frameworks.

You do not need to develop a framework entirely from scratch every time to create outstanding case frameworks. This case framework strategy can be applied to over 90% of case interviews.

For the remaining 10% of case interviews, you will need to learn and use the next two case interview framework strategies.

Strategy #3: Breaking Down Stakeholders to Make a Framework

The first two case framework strategies can be applied to over 90% of cases. However, some cases may require you to identify and focus on various stakeholders that are involved in running or operating a business.

For these cases, the primary areas of your case framework will be these major stakeholders.

Let’s take a look at an example: Your client is a non-profit blood bank. They have volunteer nurses that go to schools and companies to collect blood from donors. They then sell this blood to hospitals, which use this blood for emergency situations when a blood transfusion is required. Currently, Hearts4Lives is not profitable because they are not able to collect enough blood to sell to their hospital partners. What can they do to fix this?

This case involves many different stakeholders:

• Volunteer nurses
• Blood donors
• Schools and companies

For cases in which many different stakeholders are involved, it will be useful to look at each stakeholder and determine what each could do to address the problem.

One potential framework could look like the following:

Strategy #4: Breaking Down Processes to make a Framework

Similar to the previous case framework strategy, some cases may require you to focus on improving or optimizing a particular process.

For these cases, the primary areas of your case framework will be each major step of the process.

Let’s take a look at an example: Your client is a waste disposal company that manages a fleet of drivers and garbage trucks that go to residential homes, collect garbage, and then dump the garbage in city landfills. They have an obligation to collect each home’s garbage once a week. Recently, they have been failing to meet this requirement and are backed up with garbage disposal requests. What is causing this issue and what should they do to fix it?

For cases involving processes and efficiencies, it can be helpful to look at the different components or steps in the process.

We can think about the process of collecting and disposing of garbage in the following steps:

• Get in a garbage truck
• Drive along a designated route
• Collect garbage at each stop
• Dispose of the garbage in the landfill

Using these steps as the primary areas of our framework, we can create the following case framework:

Once you have systematically listed all of the steps in a process, you can identify the pain points or bottlenecks that are causing the issue and determine ways to improve the process.

Strategy #5: Two-part MECE Frameworks

An easy way to make a 100% MECE framework is to use a two-part MECE framework. For the first step, start with a X and Not X framework. Some examples include:

• Internal / external
• Short-term / long-term
• Economic / non-economic
• Quantitative / qualitative
• Direct / indirect
• Supply-side / demand-side
• Upside / downside
• Benefits / cost

There are probably hundreds more frameworks that follow this pattern.

These frameworks are by definition 100% MECE. Since all of these frameworks are X or Not-X, they are mutually exclusive. There is no redundancy or overlap between X and Not-X.

Together, X and Not-X are also completely exhaustive. They cover the universe of all ideas and possibilities.

The X and Not-X framework by itself is good enough for a lot of the questions you could get asked in a case interview.

If you’re asked to brainstorm ways to decrease costs, you can create a framework consisting of decreasing variable costs and decreasing non-variable costs, also known as fixed costs.

If you’re asked to brainstorm barriers to entry, you can create a framework consisting of economic barriers to entry, such as cash and equipment, and non-economic barriers to entry, such as brand name or distribution channels.

However, to take your framework to the next level and truly impress your interviewer, we have the option of doing step two.

Step two involves adding another layer of X and Not X into your framework. What do we mean by this?

Let’s say you are trying to help a city decide whether they should host the upcoming summer Olympics. You start off with a framework consisting of benefits and costs. You can take this framework to the next level by adding another layer, such as adding in short-term and long-term.

With this additional layer, your framework now has four categories: short-term benefits, long-term benefits, short-term costs, and long-term costs. This is a 100% MECE framework that enables you to think through all possible considerations in deciding whether a city should host the Olympics.

Let’s look at another example. Suppose you are trying to figure out how to reduce a company’s costs. You start with a framework consisting of variable costs and fixed costs. You can take this framework to the next level by adding another layer, such as direct and indirect.

With this additional layer, your framework now has four categories: ways to directly reduce variable costs, ways to indirectly reduce variable costs, ways to directly reduce fixed costs, and ways to indirectly reduce fixed costs. This is another 100% MECE framework.

Case Frameworks: The 6 Most Common Frameworks

There are six common case frameworks in consulting case interviews.  

Profitability frameworks are the most common types of frameworks you’ll likely use in consulting first round interviews.

A profitability case might look like this: “An electric car manufacturer has recently been experiencing a decline in profits. What should they do?”

There are two steps to solving a profitability case.

First, you need to understand quantitatively, what is the driver causing the decline in profits?

You should know the following basic profit formulas.

Is the decline in profitability due to a decline in revenue, an increase in costs, or both?

On the revenue side, what is causing the decline? Is it from a decrease in quantity of units sold? If so, is the decrease concentrated in a particular product line, geography, or customer segment?

Or is the decline due to a decrease in price? Are we selling products at a lower price? Is there a sales mix change? In other words, are we selling more low-priced products and fewer high-priced products?

On the cost side, what is causing the increase in costs? Is it from an increase in variable costs? If so, which cost elements have gone up?

Or is the increase in costs due to an increase in fixed costs? If so, which fixed costs have gone up?

Next, you need to understand qualitatively, what factors are driving the decline in profitability that you identified in the previous step.

Looking at customers, have customer needs or preferences changed? Have their purchasing habits or behaviors changed? Have their perceptions of the company changed?

Looking at competitors, have new players entered the market? Have existing competitors made any recent strategic moves? Are competitors also experiencing a decline in profitability?

Looking at the market, are there any market trends that we should be aware of? For example, are there new technology or regulatory changes? How do these trends impact profitability?

Putting all of this together, we get the following profitability framework.

Once you have gone through this profitability framework and understand both quantitatively what is causing the decline in profits and qualitatively why this is happening, you can begin brainstorming ideas to address the profitability issue.

Among the ideas that you brainstorm, you can prioritize which recommendations to focus on based on the level of impact and ease of implementation.

See the video below for an example of how to solve a profitability case using this profitability framework.

Market entry frameworks are the second most common types of frameworks you’ll likely use in consulting first round interviews.

A market entry case might look like this: “Coca-Cola is considering entering the beer market in the United States. Should they enter?”

To create a market entry framework, there are typically four statements that need to be true in order for you to recommend entering the market:

• The market is attractive
• Competition is weak
• The company has the capabilities to enter
• The company will be highly profitable from entering the market

These statements form the foundation of our market entry framework.

Note the logical order of the buckets in the framework.

We first want to determine whether the market is attractive. Then, we need to check if competition is weak and if there is an opportunity to capture meaningful market share.

If these two conditions are true, then we need to confirm that the company actually has the capabilities to enter the market.

Finally, even if the company has the capabilities to enter the market, we need to verify that they will be profitable from entering.

This is a logical progression that your market entry framework will take you through to develop a recommendation for market entry cases.

Merger and acquisition frameworks are also common frameworks you’ll use in consulting interviews.

There are two common business situations.

The first situation is a company looking to acquire another company in order to access a new market, access new customers, or to grow its revenues and profits.

Another situation is a private equity company looking to acquire a company as an investment. Their goal is to then grow the business using their operational expertise and then sell the company years later for a high return on investment. This type of case interview is called a private equity case interview .

In either of these situations, mergers and acquisition cases typically involve acquiring an attractive, successful company.

It is rare to get a case in which a company or private equity firm is looking to acquire a poorly performing company to purchase at a discount. Nevertheless, you can always clarify the goal of the merger or acquisition with the interviewer before beginning the case.

In order to recommend making an acquisition, four statements need to be true.  

• The market that the acquisition target is in is attractive
• The acquisition target is an attractive company
• The acquisition generates meaningful synergies
• The acquisition target is at a great price and will generate high returns on investment

These statements become the basis of our merger and acquisition framework.

Synergies is an area that should absolutely be included in any merger or acquisition framework. A merger or acquisition can lead to revenue synergies and cost synergies.

Revenue synergies include:

• Having access to new customer segments
• Having access to new markets
• Having access to new distribution channels
• Cross-selling opportunities
• Up-selling opportunities

Cost synergies include:

• Eliminating cost redundancies
• Consolidating functions or groups
• Increasing buying power with suppliers, manufacturers, distributors, or retailers

Pricing frameworks are used in cases involving the pricing of a product or service. To develop a pricing framework, you should be familiar with the three different ways to price a product or service.

• Pricing based on costs : set a price by applying a profit margin on the total costs to produce or deliver the product or service
• Pricing based on competition : set a price based on what competitors are charging for products similar to yours
• Pricing based on value added : set a price by quantifying the benefits that the product provides customers

Your answer to pricing cases will likely involve a mix of all three of these pricing strategies.

Your pricing framework will look something like the following.

Pricing based on costs will determine the minimum price you can realistically set. Pricing based on value added will determine the maximum possible price. Pricing based on competition will determine which price in between these two price points you should set.

In order to get customers to purchase your product, the difference between your price point and the customer’s maximum willingness to pay must be greater than or equal to the difference between your competitor’s price point and the customer’s maximum willingness to pay for their product.

New product frameworks are used to help a company decide whether or not to launch a product or service.

New product frameworks share many similarities with market entry frameworks. In order to recommend launching a new product, the following statements would need to be true:

• The product targets an attractive market segment
• The product meets customer needs and is superior to competitor products
• The company has the capabilities to successfully launch the product
• Launching the product will be highly profitable

Expanding on these areas, your new product framework could look like the following:

A comprehensive guide to market sizing questions and market sizing frameworks can be found in our comprehensive market sizing article. You can also watch the video below:

As a summary, market sizing or estimation questions ask you to determine the size of a particular market or to estimate a particular figure.

There are two different market sizing frameworks or approaches:

• Top-down approach : start with a large number and then refine and break down the number until you get your answer
• Bottom-up approach : start with a small number and then build up and increase the number until you get your answer

To create your market sizing framework, simply write out in bullet points, the exact steps you would take to calculate the requested market size or estimation figure.

Consulting Frameworks Every Consultant Knows

There are six consulting frameworks that nearly every consultant knows.

I would not recommend using these exact frameworks during a case interview because the interviewer may think you are just regurgitating memorized information instead of thinking critically about the case.

Instead use the four framework strategies that we covered earlier in this article to create tailored and unique frameworks for each case.

Nevertheless, it is helpful to review these common consulting frameworks in order to understand the fundamental concepts and business principles behind them.

Porter’s Five Forces framework was developed by Harvard Business School professor Michael Porter. This framework is used to analyze the attractiveness of a particular industry.

There are five forces that determine whether an industry is attractive or unattractive.

Competitive rivalry:  How competitive is the industry?

The more competitive an industry is in terms of number and strength of competitors, the less attractive the industry is. The less competitive an industry is, the more attractive the industry is.

Supplier power:  How much power do suppliers have?

Suppliers are companies that provide the raw materials for your company to produce goods or services. The fewer suppliers there are, the more bargaining power suppliers have in setting prices. The more suppliers there are, the weaker bargaining power suppliers have in setting prices.

Therefore, high supplier power makes the industry less attractive while low supplier power makes the industry more attractive.   

Buyer power:  How much power do buyers have?

Buyers are customers or companies that purchase your company’s product. The more buyers there are, the weaker bargaining power buyers have in setting prices. The fewer buyers there are, the more bargaining power buyers have in setting prices.

Therefore, high buyer power makes the industry less attractive while low buyer power makes the industry more attractive.   

Threat of substitution:  How difficult is it for customers to find and use substitutes over your product?

The availability of many substitutes makes the industry less attractive while a lack of substitutes makes the industry more attractive

Threat of new entry:  How difficult is it for new players to enter the market?

If barriers to entry are high, then it is difficult for new players to enter the market and it is easier for existing players to maintain their market share.

If barriers to entry are low, then it is easy for new players to enter the market and more difficult for existing players to maintain their market share.

A low threat of new entrants makes the market more attractive while a high threat of new entrants makes the market less attractive.

A SWOT framework is used to assess a company’s strategic position. SWOT stands for strengths, weaknesses, opportunities, and threats.

Strengths : What does the company do well? What qualities separate them from competitors?

Weaknesses : What does the company do poorly? What are the things that competitors do better?

Opportunities : Where are the company’s opportunities for growth or improvement?

Threats : Who are the most threatening competitors? What are the major risks to the company’s business?

The 4 P’s framework is used to develop a marketing strategy for a product. The 4 P’s in this framework are: product, place, promotion, and price.

Product : If there are multiple products or different versions of a product, you will need to decide which product to market. To do this, you will need to fully understand the benefits and points of differentiation of each product.

Select the product that best fits customer needs for the customer segment you are focusing on.

Place : You will need to decide where the product will be sold to customers. Different customer segments have different purchasing habits and behaviors. Therefore, some distribution channels will be more effective than others.

Should the product be sold directly to the customer online? Should the product be sold in the company’s stores? Should the product be sold through retail partners instead?

Promotion : You will need to decide how to spread information about the product to customers. Different customer segments have different media consumption habits and preferences. Therefore, some promotional strategies will be more effective than others.

Promotional techniques and strategies include advertising, social media marketing, email marketing, search engine marketing, video marketing, and public relations. Select the strategies and techniques that will be the most effective.

Price : You will need to decide how to price the product. Pricing is important because it determines the profits and the quantity of units sold. Pricing can also communicate information on the quality or value of the product.

If you price the product too high, you may be pricing the product above your customer segment’s willingness to pay. This would lead to lost sales.

If you price the product too low, you may be losing potential profit from customers who were willing to pay a higher price. You may also be losing profits from customers who perceive the product as low-quality due to a low price point.

In deciding on a price, you can consider the costs to produce the product, the prices of other similar products, and the value that you are providing to customers.

The 3 C’s framework is used to develop a business strategy for a company. 3 C’s stands for customers, competition, and company.

The business situation framework was developed by a former McKinsey consultant, Victor Cheng, who added a fourth component to this framework, product.

Both of these frameworks are used to develop a business strategy for a company in a variety of situations, such as market entry, new product launch, and acquisition.

There is another similar framework called the 4C framework that expands upon the 3 C's. The 4C framework stands for customer, competition, capabilities, and cost.

The BCG 2x2 Matrix Framework was developed by BCG founder Bruce Hendersen. It is used to examine all of the different businesses of a company to determine which businesses the company should invest in and focus on.

The BCG 2x2 Matrix has two different dimensions:

• Market growth : How quickly is the market growing?
• Relative market share : How much market share does the company have compared to competitors?

Each business of the company can be assessed on these two dimensions on a scale of low to high. This is what creates the 2x2 Matrix because it creates four different quadrants.

Each quadrant has a recommended strategy.

• Stars : These are businesses that have high market growth rate and high relative market share. These businesses should be heavily invested in so they can continue to grow.
• Cows :   These are businesses that have low market growth rate, but high relative market share. These businesses should be maintained since they are stable, profitable businesses.
• Dogs :   These are businesses that have low market growth rate and low relative market share. These businesses should not be invested in and should possibly even be divested to free up cash for other businesses.
• Unknown : These are businesses that have high market growth rate and low relative market share. The strategy for these businesses is not clear. With enough investment, these businesses could become stars. However, these businesses could also become dogs if the market growth slows or declines.

The McKinsey 7S Framework was developed by two former McKinsey consultants, Tom Peters and Robert Waterman. The 7S Framework identifies seven elements that a company needs to align on in order to be successful.

These elements are:

• Strategy : The company’s plan to grow and outcompete competitors
• Structure : The organization of the company
• Systems : The company’s daily activities and processes
• Shared values : The core beliefs, values, or mission of the company
• Style : The style of leadership or management used
• Staff : The employees that are hired
• Skills : The capabilities of the company’s employees

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Servicing administrative staff at healthcare providers achieved a 90-95% accuracy rate when accessing pre-service, medical eligibility, verification, authorization and referral information. 1

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IBM Consulting® works closely with clients to tailor solutions specific to their recruiting and skill needs, providing customized strategies across consulting, technology and managed services.. Clients might include those who are looking to address high turnover, enhance the recruiting technology stack, improve workforce productivity, address skills shortages or create an effective learning experience for a diverse workforce.

Gain insights to deliver more personalized care through a holistic view of the patient and caregiver by establishing an interoperable, democratized and trusted view of healthcare data across the healthcare continuum. Integrate clinical and nonclinical patient data from across vendor systems that can expose the data through FHIR or other formats and exchange protected health information within a trusted network to maintain compliance with all applicable laws.

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Andrew leads the vision, strategy, operation and execution of IBM Healthcare Consulting’s advisory services for the payer and provider industry segments, bringing over 30 years of healthcare industry experience. Prior to IBM, Andrew served in various executive leadership roles over the last 25 years for some of the nation’s largest health plan companies. He led national payer contracting and strategy divisions for 3 national health plans, and started, built, scaled and operated commercial and government program health plans focusing on value-based care. 

Patrick Spoletini is the Healthcare Industry Leader for North America with over 30 years of healthcare industry (payer and provider) and management consulting experience, ranging from strategy, operations and change management to regulatory compliance with contract negotiations, digital transformation, managed services, BPO and large-scale program management. 

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With over 25 years of experience as a clinician in the NHS, Mark’s focus is in the power of health technology to deliver better health outcomes. This has led him to work nationally for over 10 years in several leadership roles in the UK government. He has international experience in the technology industry and government health digital strategies.

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1   Case Study: Humana

2 Linkedin Article:  Elevance Health delivers exceptional experiences with AI & messaging

3  Case Study: Providence

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Self-Scheduling Boosts Access and Reduces Staff Burden

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Health system boosts reach with payer channel scheduling

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Cardiology IT Solutions Solve Workflow Issues

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Helping an Emergency Services Practice Streamline Accounting

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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)
• 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)

13. 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!

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• Case Studies

Medical Partnership Improves Its Leadership

The medical group had grown steadily to the point that it had 14 physician partners, 100 employees, and revenues of $12 million a year. Lately, however, it had hit a wall: the partners were unable to make decisions. One of the partners, a physician named Carol, contacted me and asked to meet for lunch.

“How did you hear about us?” I asked.

“My neighbor,” she said. “He told me you had a track record of solving tough organizational issues.”

She went on to describe the long-running feud between the group’s two founding partners, Isaac and Jack. Jack had named himself managing partner five years earlier – and managed the business side of the practice. But when Jack advocated for the firm to expand, Isaac threatened to quit and take his patients with him. Their rivalry had continued until the partners were forced to pick sides, resulting in the impasse. “I can’t believe how bad it has gotten,” she said. “I actually think they enjoy fighting each other.”

I explained that I would have to talk to each partner individually and gain my own understanding of the situation. “I can’t promise success,” I said, “but I will do whatever I can.”

From my interviews, I gleaned that there was real dissatisfaction with Jack’s management. I also learned that there had never been an official vote to make him a managing partner. I met with the partners to discuss my findings. I told them I had three main recommendations:

• First, you need to define what roles you need to run the firm. If you want a managing partner, which I recommend, then that role must be defined.
• Second, you need to acknowledge that Jack has served you well as managing partner. But he needs to stand for election, according to the rules you define.
• Third, you need to ensure that all the partners stay informed about the business. You need to write down specific commitments to that effect.

It was quiet in the room. One partner asked if I had any further recommendations. I said that if those changes were implemented, the medical group would be heading in the right direction. Another partner asked if my work was done. I said it depended on what they wanted.

I received a call a week later from Isaac asking if I would help them draft their Constitution. I prepared some draft language with a number of options for them to consider. Everyone attended the meeting, including Jack and Isaac. They agreed that the managing partner would be elected into a two-year term by the partners’ majority vote. They defined the delegation of authority to the managing partner. They discussed which decisions could only be made by a vote of the partners. Everyone left the meeting feeling satisfied with the work they had accomplished.

I spoke with all of the partners the following week. Jack asked me who I believed was most suitable to be managing partner. I told him I thought Carol was a good candidate. When Isaac asked me the same question, I delivered the same answer. And throughout all of these conversations, I was absolutely clear about the fact that my decision was based on what I thought was best for the firm.

Following this, I called Carol and informed her of my view. She responded, “I don’t want the headache of dealing with Isaac and Jack. I’m happy just being a doctor.”

“You should give it a chance,” I said. “You have the skills to be a good leader. Your colleagues trust you. I can’t guarantee that the feud will end, but I suspect that Jack and Isaac will put down their guns if you’re elevated to managing partner.”

At their next Board meeting, the partners adopted the new bylaws and elected Carol as managing partner. Over the next several months, she facilitated a number of key business decisions, including the decision to add a new doctor to the practice. Revenues and profits grew. Jack and Isaac learned to get along professionally. At a dinner six months later, Carol pulled me aside and said:

“You know, it’s like we got a dose of strong medicine. This whole experience has been surprising and rewarding.”

Read more Case Studies or view Examples of Client Experiences .

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Quantification supports amyloid-PET visual assessment of challenging cases: results from the AMYPAD-DPMS study

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Several studies have demonstrated the high agreement between routine clinical visual assessment and quantification, suggesting that quantification approaches could support the assessment of less experienced readers and/or in challenging cases. However, all studies to date have implemented a retrospective case collection and challenging cases were generally underrepresented.

Methods In this prospective study, we included all participants ( N =741) from the AMYPAD Diagnostic and Patient Management Study (DPMS) with available baseline amyloid-PET quantification. Quantification was done with the PET-only AmyPype pipeline, providing global Centiloid (CL) and regional z-scores. Visual assessment was performed by local readers for the entire cohort. From the total cohort, we selected a subsample of 85 cases 1) for which the amyloid status based on the local reader’s visual assessment and CL classification (cut-off=21) was discordant and/or 2) that were assessed with a low confidence (i.e. ≤3 on a 5-point scale) by the local reader. In addition, concordant negative ( N =8) and positive ( N =8) scans across tracers were selected. In this sample, ( N =101 cases: ([ 18 F]flutemetamol, N =48; [ 18 F]florbetaben, N =53) the visual assessments and corresponding confidence by 5 certified independent central readers were captured before and after disclosure of the quantification results.

Results For the AMYPAD-DPMS whole cohort, the overall assessment of local readers highly agreed with CL status (κ=0.85, 92.3% agreement). This was consistently observed within disease stages (SCD+: κ=0.82/92.3%; MCI: κ=0.80/89.8%; dementia: κ=0.87/94.6%). Across all central reader assessments in the challenging subsample, global CL and regional z-scores quantification were considered supportive of visual read in 70.3% and 49.3% of assessments, respectively. After disclosure of quantitative results, we observed an improvement in concordance between the 5 readers (κ baseline =0.65/65.3%; κ post-disclosure =0.74/73.3%) and a significant increase in reader confidence ( M baseline =4.0 vs. M post-disclosure =4.34, W =101056, p <0.001).

Conclusion In this prospective study enriched for challenging amyloid-PET cases, we demonstrate the value of quantification to support visual assessment. After disclosure, both inter-reader agreement and confidence showed a significant improvement. These results are important considering the arrival of anti-amyloid therapies, which utilized the Centiloid metric for trial inclusion and target-engagement. Moreover, quantification could support determining Aβ status with high certainty, an important factor for treatment initiation.

Competing Interest Statement

DISCLOSURES DA, IB, DVG, ILA, AP, and GBF report no relevant disclosures. LEC has received research support from GE Healthcare and Springer Healthcare (funded by Eli Lilly), both paid to institution. Dr. Collij s salary is supported by the MSCA postdoctoral fellowship research grant (#101108819) and the Alzheimer Association Research Fellowship (AARF) grant (#23AARF-1029663). GNB is funded by the Deutsche Forschungsgemeinschaft (DFG) Project ID 431549029 - SFB 1451 and partially by DFG, DR 445/9 1. MB is employed by GE HealthCare. RW is employed by IXICO ltd. RG is employed by Life Molecular Imaging AWS is employed by Life Molecular Imaging ZW has received research support from GE Healthcare. PS is employed by EQT Life Sciences team. AN has received consulting fee from H Lundbeck AB, AVVA pharmaceuticals and honoraria for lecture from Hoffman La Roche. JDG has received research support from GE HealthCare, Roche Diagnostics and Hoffmann La Roche, speaker/consulting fees from Roche Diagnostics, Esteve, Philips Nederlands, Biogen and Life Molecular Imaging and serves in the Molecular Neuroimaging Advisory Board of Prothena Biosciences. AD has received research support from: Siemens Healthineers, Life Molecular Imaging, GE Healthcare, AVID Radiopharmaceuticals, Sofie, Eisai, Novartis/AAA, Ariceum Therapeutics, speaker Honorary/Advisory Boards: Siemens Healthineers, Sanofi, GE Healthcare, Biogen, Novo Nordisk, Invicro, Novartis/AAA, Bayer Vital, Lilly Stock: Siemens Healthineers, Lantheus Holding, Structured therapeutics, Lilly. Patents: Patent for 18F JK PSMA 7 (Patent No.: EP3765097A1; Date of patent: Jan. 20, 2021). SM received speaker honoraria from GE Healthcare, Eli Lilly and Life Molecular Imaging. CB is employed by GE HealthCare. VG is supported by the Swiss national science foundation (project n.320030_185028 and 320030_169876), the Aetas Foundation, the Schmidheiny Foundation, the Velux Foundation, the Fondation privee des HUG. She received support for research and speakers fees from Siemens Healthineers, GE HealthCare, Janssen, Novo Nordisk, all paid to institution. GF is employed by GE HealthCare. FB is supported by the NIHR biomedical research centre at UCLH. Steering committee or Data Safety Monitoring Board member for Biogen, Merck, Eisai and Prothena. Advisory board member for Combinostics, Scottish Brain Sciences. Consultant for Roche, Celltrion, Rewind Therapeutics, Merck, Bracco. Research agreements with ADDI, Merck, Biogen, GE Healthcare, Roche. Co-founder and shareholder of Queen Square Analytics LTD.

Funding Statement

ACKNOWLEDGMENTS The project leading to this paper has also received funding from the Innovative Medicines Initiative 2 Joint Undertaking under grant agreement No 115952. This Joint Undertaking receives the support from the European Union s Horizon 2020 research and innovation programme and EFPIA. This communication reflects the views of the authors and neither IMI nor the European Union and EFPIA are liable for any use that may be made of the information contained herein.

Author Declarations

I confirm all relevant ethical guidelines have been followed, and any necessary IRB and/or ethics committee approvals have been obtained.

The details of the IRB/oversight body that provided approval or exemption for the research described are given below:

All participants gave written informed consent. The trial was registered with EudraCT (2017-002527-21). The study was approved by the CCER (Commission Cantonale d Ethique de la Recherche) in Geneva Switzerland (#2017-01408).

I confirm that all necessary patient/participant consent has been obtained and the appropriate institutional forms have been archived, and that any patient/participant/sample identifiers included were not known to anyone (e.g., hospital staff, patients or participants themselves) outside the research group so cannot be used to identify individuals.

I understand that all clinical trials and any other prospective interventional studies must be registered with an ICMJE-approved registry, such as ClinicalTrials.gov. I confirm that any such study reported in the manuscript has been registered and the trial registration ID is provided (note: if posting a prospective study registered retrospectively, please provide a statement in the trial ID field explaining why the study was not registered in advance).

I have followed all appropriate research reporting guidelines, such as any relevant EQUATOR Network research reporting checklist(s) and other pertinent material, if applicable.

Data Availability

Data is available upon request through the ADDI platform

https://amypad.eu/

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Study links talc use to ovarian cancer — a potential boon for thousands suing J&J

New research published this week lends credence to the more than 50,000 lawsuits against Johnson & Johnson that allege its talc-based baby powder caused ovarian cancer.

The analysis , released Wednesday in the Journal of Clinical Oncology, found that applying talc powder to the genitals was associated with ovarian cancer — and that the association was greater for people who used the powder frequently or for long periods of time.

The researchers are from the National Institutes of Health, and their findings were based on data from the Sister Study, which enrolled more than 50,000 women in the U.S. from 2003 to 2009. The participants joined when they were between 35 and 74 years old, and each had a sister who’d been diagnosed with breast cancer, which might put them at increased risk for breast or ovarian cancer.

Lawsuits related to J&J’s talc-based baby powder date back to 1999, when a woman alleged that a lifetime of using it led to her mesothelioma, a rare cancer usually caused by exposure to asbestos — a known carcinogen. In 2009, another woman sued the company, alleging that its talc-based products caused her ovarian cancer. Since then, many thousands of others have filed claims over cases of ovarian cancer or mesothelioma that they say were caused by asbestos in J&J baby powder.

J&J has stood by the safety of its talc products and denies that they ever contained asbestos. The company has also argued that studies have not demonstrated a convincing link between ovarian cancer and talc-based products.

The new research could undermine that line of reasoning as the legal battles continue. Most of the lawsuits against J&J have been consolidated into a single federal case in New Jersey, with trial scheduled for December.

“This study is quite timely. We feel like it completely affirms and confirms the position taken by plaintiffs’ experts,” said Leigh O’Dell, a principal at Beasley Allen Law Firm. O’Dell is the co-lead counsel for the plaintiffs’ steering committee, a group of attorneys appointed to act on behalf of the many people with pending cases against J&J.

However, Erik Haas, J&J’s worldwide vice president of litigation, said the new analysis doesn’t establish causality or implicate a specific cancer-inducing agent.

“This study does not change the overwhelming evidence that talcum powder does not cause ovarian cancer,” he said.

Earlier this month, J&J proposed a payment of around $6.48 billion to resolve the lawsuits, but the deal would involve moving the cases to bankruptcy court and require 75% of claimants to vote in favor.

J&J has tried and failed twice to resolve talc lawsuits in bankruptcy court . The company created a subsidiary in 2021 that could assume liability for talc-related legal claims — a legal maneuver known as a Texas two-step. But thus far, courts have dismissed the bankruptcy filings on the grounds that the subsidiary is not in financial distress.

O’Dell said her team “would like to see these women offered a reasonable and fair resolution outside of bankruptcy.”

“Any effort to file another bankruptcy, we believe, is just yet another abuse of the bankruptcy system,” she said.

The potential harms of talc products

The new study asked women how often they used talc powder on their genitals from ages 10 to 13 and during the year before they enrolled in the study. NIH researchers followed up with surveys from 2017 to 2019 that asked women about their lifetime use of talc powder.

Based on the responses, the researchers estimated that up to 56% of the women used talc powder on their genitals at some point. These women were more likely to be Black, less educated and live in the South compared with people who didn’t use talc powder.

The analysis can’t prove that talc causes ovarian cancer, nor does it identify a brand or chemical driving the association. Dale Sandler, one of the study’s authors and the chief of the epidemiology branch at the National Institute of Environmental Health Sciences, said there probably isn’t a way to prove causality in human studies.

“You can’t do a clinical trial and randomize people to ‘powder’ and ‘no powder.’ So we’re going to need to look to other types of research,” she said.

At the very least, the findings should prompt women to rethink their use of talc products, said Katie O’Brien, the lead author of the analysis and an epidemiologist at the National Institute of Environmental Health Sciences.

“We’re not aware of any medically necessary reasons why someone would need to use talcum,” she said.

Current formulations of J&J baby powder use cornstarch, not talc. The company pulled the talc-based versions from the North American market in 2020, citing waning demand and “misinformation around the safety of the product,” and discontinued the product internationally last year.

Talc and asbestos are found in close proximity in nature, so some raw talc collected via mining may be contaminated with asbestos , according to the Food and Drug Administration.

A 2018 Reuters investigation suggested that J&J knew some of its baby powder was contaminated with small amounts of asbestos as early as the 1970s. But J&J denies asbestos was ever present in its products.

O’Brien said asbestos might not be the only reason for an association between talc and cancer. Some talc products may also contain phthalates — chemicals that disrupt hormones in the body and have been linked to ovarian cancer . Plus, talc itself can be abrasive, she added, so it may cause inflammation in the areas where it’s applied. Inflammation is independently associated with the development of cancer.

A debate over the science

Debates over the research linking talc and ovarian cancer will almost certainly be a focus of upcoming litigation in the J&J case.

The New Jersey federal court ruled in March that the company can contest findings that link ovarian cancer to talc.

To support its position, J&J has pointed to research that O’Brien and Sandler published in 2020 , which did not find a statistically significant association between ovarian cancer and the use of talc powder.

But O’Brien said that older study may not have been set up to detect small changes in risk because it did not ask women about their lifetime use or factor in the chance that people might misremember their past habits. Sandler said the new study accounts for those two variables.

“This newer analysis sort of tips the balance by accounting for all these possible ways that reporting could have been incomplete in the prior literature,” she said.

How talc may have played into body shame

J&J started selling talc-based baby powder in 1894.

Although many women have used it to keep their genitals dry, there’s no need to use powder to get rid of moisture in that area, said Alexandra Scranton, director of science and research at Women’s Voices for the Earth, a nonprofit that aims to eliminate chemicals that negatively affect women’s health.

“Moisture in this part of the body is a very healthy thing,” Scranton said. “This part of the body is covered in mucous membranes. It’s supposed to be moist.”

According to O’Brien’s research, some women in the 2000s — often those in their 20s and 30s — also used talc powder on their genitals to feel clean and reduce odor. That application isn’t advised by health experts, either, since the vagina is self-cleaning and good bacteria inside of it naturally produce a slight odor.

Companies like J&J were “basically creating and promoting this myth that this part of your body — your genitals, your vagina — are inherently dirty and that they’re inherently odorous, and therefore inherently shameful,” Scranton said.

J&J said it disagrees with that characterization.

Some women continue to use baby powder on their genitals or have adopted new products like vaginal washes or scented body deodorants.

“It’s so ingrained and so part of the way they take care of their bodies that they can’t imagine not doing it,” Scranton said. “They’ve got their mom’s voice in their head: ‘This is what you do to be a respectable woman.’”

Aria Bendix is the breaking health reporter for NBC News Digital.

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Gagarin Cup Preview: Atlant vs. Salavat Yulaev

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Gagarin cup (khl) finals:  atlant moscow oblast vs. salavat yulaev ufa.

Much like the Elitserien Finals, we have a bit of an offense vs. defense match-up in this league Final.  While Ufa let their star top line of Alexander Radulov, Patrick Thoresen and Igor Grigorenko loose on the KHL's Western Conference, Mytischi played a more conservative style, relying on veterans such as former NHLers Jan Bulis, Oleg Petrov, and Jaroslav Obsut.  Just reaching the Finals is a testament to Atlant's disciplined style of play, as they had to knock off much more high profile teams from Yaroslavl and St. Petersburg to do so.  But while they did finish 8th in the league in points, they haven't seen the likes of Ufa, who finished 2nd. 

This series will be a challenge for the underdog, because unlike some of the other KHL teams, Ufa's top players are generally younger and in their prime.  Only Proshkin amongst regular blueliners is over 30, with the work being shared by Kirill Koltsov (28), Andrei Kuteikin (26), Miroslav Blatak (28), Maxim Kondratiev (28) and Dmitri Kalinin (30).  Oleg Tverdovsky hasn't played a lot in the playoffs to date.  Up front, while led by a fairly young top line (24-27), Ufa does have a lot of veterans in support roles:  Vyacheslav Kozlov , Viktor Kozlov , Vladimir Antipov, Sergei Zinovyev and Petr Schastlivy are all over 30.  In fact, the names of all their forwards are familiar to international and NHL fans:  Robert Nilsson , Alexander Svitov, Oleg Saprykin and Jakub Klepis round out the group, all former NHL players.

For Atlant, their veteran roster, with only one of their top six D under the age of 30 (and no top forwards under 30, either), this might be their one shot at a championship.  The team has never won either a Russian Superleague title or the Gagarin Cup, and for players like former NHLer Oleg Petrov, this is probably the last shot at the KHL's top prize.  The team got three extra days rest by winning their Conference Final in six games, and they probably needed to use it.  Atlant does have younger regulars on their roster, but they generally only play a few shifts per game, if that. 

The low event style of game for Atlant probably suits them well, but I don't know how they can manage to keep up against Ufa's speed, skill, and depth.  There is no advantage to be seen in goal, with Erik Ersberg and Konstantin Barulin posting almost identical numbers, and even in terms of recent playoff experience Ufa has them beat.  Luckily for Atlant, Ufa isn't that far away from the Moscow region, so travel shouldn't play a major role. 

I'm predicting that Ufa, winners of the last Superleague title back in 2008, will become the second team to win the Gagarin Cup, and will prevail in five games.  They have a seriously well built team that would honestly compete in the NHL.  They represent the potential of the league, while Atlant represents closer to the reality, as a team full of players who played themselves out of the NHL. 

• Atlant @ Ufa, Friday Apr 8 (3:00 PM CET/10:00 PM EST)
• Atlant @ Ufa, Sunday Apr 10 (1:00 PM CET/8:00 AM EST)
• Ufa @ Atlant, Tuesday Apr 12 (5:30 PM CET/12:30 PM EST)
• Ufa @ Atlant, Thursday Apr 14 (5:30 PM CET/12:30 PM EST)

Games 5-7 are as yet unscheduled, but every second day is the KHL standard, so expect Game 5 to be on Saturday, like an early start. 

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Savvino-storozhevsky monastery and museum.

Zvenigorod's most famous sight is the Savvino-Storozhevsky Monastery, which was founded in 1398 by the monk Savva from the Troitse-Sergieva Lavra, at the invitation and with the support of Prince Yury Dmitrievich of Zvenigorod. Savva was later canonised as St Sabbas (Savva) of Storozhev. The monastery late flourished under the reign of Tsar Alexis, who chose the monastery as his family church and often went on pilgrimage there and made lots of donations to it. Most of the monastery’s buildings date from this time. The monastery is heavily fortified with thick walls and six towers, the most impressive of which is the Krasny Tower which also serves as the eastern entrance. The monastery was closed in 1918 and only reopened in 1995. In 1998 Patriarch Alexius II took part in a service to return the relics of St Sabbas to the monastery. Today the monastery has the status of a stauropegic monastery, which is second in status to a lavra. In addition to being a working monastery, it also holds the Zvenigorod Historical, Architectural and Art Museum.

Belfry and Neighbouring Churches

Located near the main entrance is the monastery's belfry which is perhaps the calling card of the monastery due to its uniqueness. It was built in the 1650s and the St Sergius of Radonezh’s Church was opened on the middle tier in the mid-17th century, although it was originally dedicated to the Trinity. The belfry's 35-tonne Great Bladgovestny Bell fell in 1941 and was only restored and returned in 2003. Attached to the belfry is a large refectory and the Transfiguration Church, both of which were built on the orders of Tsar Alexis in the 1650s.  

To the left of the belfry is another, smaller, refectory which is attached to the Trinity Gate-Church, which was also constructed in the 1650s on the orders of Tsar Alexis who made it his own family church. The church is elaborately decorated with colourful trims and underneath the archway is a beautiful 19th century fresco.

Nativity of Virgin Mary Cathedral

The Nativity of Virgin Mary Cathedral is the oldest building in the monastery and among the oldest buildings in the Moscow Region. It was built between 1404 and 1405 during the lifetime of St Sabbas and using the funds of Prince Yury of Zvenigorod. The white-stone cathedral is a standard four-pillar design with a single golden dome. After the death of St Sabbas he was interred in the cathedral and a new altar dedicated to him was added.

Under the reign of Tsar Alexis the cathedral was decorated with frescoes by Stepan Ryazanets, some of which remain today. Tsar Alexis also presented the cathedral with a five-tier iconostasis, the top row of icons have been preserved.

Tsaritsa's Chambers

The Nativity of Virgin Mary Cathedral is located between the Tsaritsa's Chambers of the left and the Palace of Tsar Alexis on the right. The Tsaritsa's Chambers were built in the mid-17th century for the wife of Tsar Alexey - Tsaritsa Maria Ilinichna Miloskavskaya. The design of the building is influenced by the ancient Russian architectural style. Is prettier than the Tsar's chambers opposite, being red in colour with elaborately decorated window frames and entrance.

At present the Tsaritsa's Chambers houses the Zvenigorod Historical, Architectural and Art Museum. Among its displays is an accurate recreation of the interior of a noble lady's chambers including furniture, decorations and a decorated tiled oven, and an exhibition on the history of Zvenigorod and the monastery.

Palace of Tsar Alexis

The Palace of Tsar Alexis was built in the 1650s and is now one of the best surviving examples of non-religious architecture of that era. It was built especially for Tsar Alexis who often visited the monastery on religious pilgrimages. Its most striking feature is its pretty row of nine chimney spouts which resemble towers.

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leadership research findings practice and skills dubrin

Leadership: Research Findings, Practice, and Skills | 8th Edition

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Perfect for instructors who take a practical, skill-building approach to teaching leadership, the eighth edition of LEADERSHIP provides an ideal balance of essential theory and real-world applications. Andrew DuBrin, a highly respected author and consultant, incorporates the latest research on leadership and current business practices from academic journals and popular periodicals. The text provides students with a strong practical foundation by introducing leaders they can relate to and reinforcing their knowledge with frequent skill-building activities. Key updates include new opening vignettes and end-of-chapter cases, numerous additional skill-building exercises, and a role-playing or other experiential activity linked to all end-of-chapter cases. In addition, LEADERSHIP is available with MindTap for the first time. Mindtap is a personalized, fully online digital learning platform of authoritative Cengage Learning content, assignments, and services that engages students with interactivity while offering you a choice in the configuration of course work and enhancement of the curriculum. MindTap guides students through the course curriculum via an innovative Learning Path Navigator where they complete interactive self-assessments reading assignments, annotate your readings, complete homework, and engage with quizzes and assessments.

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Leadership: Research Findings, Practice, and Skills 2nd Edition

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• Publisher ‏ : ‎ Houghton Mifflin; 2nd Edition (January 1, 1998)
• Language ‏ : ‎ English
• ISBN-10 ‏ : ‎ 0395856647
• ISBN-13 ‏ : ‎ 978-0395856642
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About the author

Andrew j. dubrin.

Andrew J. DuBrin is a Professor Management emeritus at the Saunders College of Business at the Rochester Institute of Technology, where he has taught courses in organizational behavior, leadership, and career management. He received his PhD in industrial/organizational psychology at Michigan State University.

DuBrin has business experience in human resource management, and consults with organizational and individuals. His specialties include leadership, organizational politics including influence tactics and impression management, and career development. He is an established author of professional books, text books, and trade books, and also contributes to professional journals.

Many of the examples and cases in his book stem from personal contacts, including family members, friends, and his experiences as a customer.

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