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首页 Wharton - McKinsey Case Workshop 2002.ppt

Wharton - McKinsey Case Workshop 2002.ppt

Wharton - McKinsey Case Worksho…

上传者: anny1101 2013-07-25 评分 3 0 32 4 145 暂无简介 简介 举报

简介:本文档为《Wharton - McKinsey Case Workshop 2002ppt》,可适用于战略管理领域,主题内容包含McKinseyCaseInterviewWorkshopMcKinseyCaseInterviewWorkshopWHARTONSCHOOLOFB符等。

McKinseyCaseInterviewWorkshopMcKinseyCaseInterviewWorkshopWHARTONSCHOOLOFBUSINESSThisreportissolelyfortheuseofclientpersonnelNopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinseyCompanyThismaterialwasusedbyMcKinseyCompanyduringanoralpresentationitisnotacompleterecordofthediscussionOctoberNCZZGVaughRCpptTOPICSTOPICSUniquerelationshipwiththeWhartonSchoolCaseinterviewoverviewPurposeTypesSuggestedapproachSuggestedproblemsolvingprocessUNIQUERELATIOSHIPWITHTHEWHARTONSCHOOLUNIQUERELATIOSHIPWITHTHEWHARTONSCHOOLWeareproudofthefollowingfacts:WhartonisatopbusinessschoolrecruitingsourceforMcKinseyandistheFirm’ssecondlargestsourceofMBAhiresTherearemorethanWhartonalumniatMcKinseyOverthelastfiveyearsofMcKinsey'stotalMBAfulltimehirescomefromtheWhartonCurrently,therearepartners,withintheFirm,whoareWhartonalumniMcKinseycontinuestobeWharton’slargestfulltimeemployerMcKinseyunitesindividualsfromanextraordinaryrangeofnational,academic,andprofessionalbackgrounds–manyofwhomareWhartonSchoolalumniWharton'srigorousacademicprogramandfocusonteambasedproblemsolvingmakegraduateswell–suitedforacareeratMcKinseyRESUMEANDCASEINTERVIEWS–WHATFIRMSARELOOKINGFORRESUMEANDCASEINTERVIEWS–WHATFIRMSARELOOKINGFORFromyourresumeWorkexperienceAdvancementfasterthannormSelectionbysuperiorstoleadimportantprojectsspecialrecognitionEvidenceofleadershipandteamworkEducationAcademicexcellenceSignificantleadershiprolesPersonalinitiativeOutsideinterestsAthleticculturalachievementsCommunityactivitiesDriveperseveranceFromthecaseApproachGenuineinterestinsolvingcomplexproblemsStructured,logicalapproachCuriosity,creativityLogical,probingquestionsSynthesisandconclusionsSkillsComfortwithambiguitypoiseunderpressureBroadfunctionalskillsAnalyticalrigorQuantitative,numericalagilityPracticalityJudgment,commonsenseBusinessacumeninstinctClear,logicalcommunicationEvidenceofexcellenceProblemsolvingabilityTYPESOFCASESTYPESOFCASESBusinesscases“WhatwilltheimpactofindustryconsolidationbeoncompanyX”“ShouldcompanyXenterexitanewoldmarket”“HowshouldcompanyXreacttoanewentrant”“ShouldcompanyXaddcapacity”Estimationcases“HowbigwouldtheIvyGardensapartmentcomplexhavetobeforeveryoneonEarthtolivethere”“WhatisthesizeoftheskateboardmarketintheUS”“WhatdoyouthinkannualresidentialrealestatecommissionsareinAtlanta”ResponsesshoulddemonstrateBigpictureperspectiveAbilitytostructureBroadfunctionalskillsComfortwithdetails,analysisResponsesshoulddemonstrateComfortwithambiguityAbilitytostructureFacilitywithnumbersPoiseWHATTOREMEMBERWHENAPPROACHINGACASEWHATTOREMEMBERWHENAPPROACHINGACASEThereisnorightanswerbuttherearewronganswersThegoalistodemonstrate“howyouthink”IgnoringorforgettingimportantfactsNotrecognizingthatsomematerialmaybeextraneousDefendingimpracticalsolutionsForcefittingaframeworkthatjustdoesnotworkSUGGESTEDAPPROACHFORCASESSUGGESTEDAPPROACHFORCASESWhattodoListentointroduction–donotthinkaheadtoyouranswersAskclarifyingquestions,ifnecessarytakeafewnotesifyoulikedonotexpecteverypieceofdatatobeavailableOrganizeyourthoughtsandstructuretheproblemPickonebranchtoprobe,develophypotheses,askforafewrelevantfacts,defendrefinehypothesesbasedonnewinformation,probefurther,anddescribeimplicationsyouseePickanotherbranchandcontinue(Makesureyouareprioritizingyourresponses)Putitalltogether:trytoanswertheoverallquestion(bigpicture)withareasonable,actionableconclusionReviewwhatyouknowClarifywhatyoudonotunderstandSolidifyandtenderrecommendationWhatnottodoPlayquestionsAssumeframeworkfitsallCoverissuewithoutmentioningandprioritizingallkeyissuesDigyourheelsinHidefromthedetails(orthenumbers)GetfrustratedConductapostmortemintheinterviewFIVEEASYSTEPSTOBULLETPROOFPROBLEMSOLVINGStepStatetheproblemStepDisaggregatetheissuesStepEliminateallnonkeyissuesStepConductcriticalanalyses,porpoisebetweendataandhypothesesStepSynthesizefindingsandbuildargumentClearstatementofproblemtobesolvedorissuetoberesolvedSTEP:STATETHEPROBLEMLEMCharacteristicsofagoodproblemstatementAleadingquestionorfirmhypothesisSpecificnotgeneralNotastatementoffactornondisputableassertionActionableFocusesonwhatthedecisionmakerneedstomoveforwardInterviewerstatestheproblemProblemhasbeenclearlystated,andyouunderstanditProblemhasNOTbeenclearlystated,oryoudon’tunderstanditYoumustclearlyunderstandtheproblemParaphrasetheproblemtomakesureyouhaveitrightAskquestionstoclarifytheissueStepYouareresponsibleforensuringtheclarityoftheproblemSTEP:DISAGGREGATETHEISSUESSTEP:DISAGGREGATETHEISSUESWhyuselogictreesTobreakaproblemintocomponentpartssothatProblemsolvingworkcanbedividedintointellectuallymanageablepiecesPrioritiescanbesetamongthepartsResponsibilitiescanbeallocatedtoindividualsToensurethattheintegrityoftheproblemsolvingismaintainedSolvingthepartswillreallysolvetheproblemThepartsaremutuallyexclusiveandcollectivelyexhaustive(ie,nooverlaps,nogaps)SuggestionsDescribeyourapproachtotheinterviewerasyouproceedDonotassumetheyknowwhatyouarethinking!StateyourhypothesesascrisplyaspossibleOnlyuseframeworksiftheyareappropriatedonotforcefitTheideasareimportant,nottheframework“Ithinkweshouldlookatthepowerofbuyersandindustrycompetitiveness”isbetterthan“I’dliketoapplypartofthePorterFiveForcesframework”STEP:ELIMINATEALLNONKEYISSUESSTEP:ELIMINATEALLNONKEYISSUESWhyFirststepinconstant,interactiverefinementprocessFocusesyoureffortonwhatismostimportantDo’sDon’tsAlwaysaskyourself“sowhat”butalsoaskyourselfwhatyoumighthavemissedTelltheinterviewerwhatyouarecuttingandwhyProblemstatementIssueIssueIssueIssueSTEP:CONDUCTCRITICALANALYSISSTEP:CONDUCTCRITICALANALYSISDo’sBehypothesisdrivenandendproductsoriented“Porpoise”frequentlybetweenhypothesisanddataKeeptheanalysesassimpleasyoucanBesuspiciousofhugelinearprogramsandtheirilkDoorderofmagnitudeestimatesbeforeyoustartdetailedanalysesUseandbackofenvelopethinkingDonotbeafraidtobecreativeDon’tsDonotjust“runthenumbers”–askyourself“whatquestionamItryingtoanswer”DonotchaseyourtailDoyoureallyneedtocalculatetheWACCDon’tmisstheforestforthetreesBewareof“polishingdirt”LookforbreakthroughthinkingSTEP:SYNTHESIZEFINDINGSANDBUILDARGUMENTSTEP:SYNTHESIZEFINDINGSANDBUILDARGUMENTYesActionNoActionYesActionNoActionComplicationSituationResolutionUsesituation,complication,resolutionformatPyramidstructureordecisiontreeMainassertionSupportingdataSupportingdataSupportingdataSupportingdataQuestionSubassertionSubassertionQuestionQuestionStatetheconditionsatpointofproblemFleshoutbarrierstoimprovingsituationLayoutpossiblesolutionpathINTERVIEWINGSTYLESFORCASESINTERVIEWINGSTYLESFORCASESFromoneextremeDetailedintroductionSpecificproblemtobesolvedAfewstarterfactsLotsmorefactsavailable,ifaskedConversationalfeelthroughouttheinterviewWhyTestanalyticalabilityTestabilitytosortoutkeyfactsandstayfocussedtotheotherBriefintroductionVerybroaddescriptionofproblem(egpoorperformance)Few,ifany,factsavailable‘Whatdoyouthink”responsestomostquestionsWhyTestoverallproblemstructuring,hypothesisgeneratingabilityTestforcreativityandbusinessinstinctLookforcomfortwithambiguityIMPROVINGCASEPERFORMANCEIMPROVINGCASEPERFORMANCEIndirectlythroughclassesPolicyStrategicframeworksBusinessinstinctIndustrystructureEconomicsfinanceVariablevsfixedcoststructuresEvaluatinginvestmentopportunities(ROI,CostofCapital,…)IncomeStatementBalanceSheetCashFlowStatementthinkingValuechainthinkingMarketingCustomersegmentationChannelmanagementBrandmanagementOperationsQualityLeadtimecompetitionHavingtherightkindofflexibilityDirectlythroughpracticecasesStudenttoStudentClasscasesCasesfrompreBschoolorsummerexperienceCasesfromnewsstoriesFictionalcasesCompanysponsoredworkshopsConsultingClubcaseprepguideOthercaseprepguidesOnyourownwithpaperandpenINTERVIEWINGWITHMcKINSEYWHATWEARELOOKINGFORWHATWEARELOOKINGFORProblemsolvingIntellectualcapacityCreativityPracticalapproachandbusinessjudgmentQuantitativecomfortPersonalimpactPresenceEmpathyDriveaspirationDriveforexcellenceEnergylevelperseveranceLeadershipPersonalinitiativeEntrepreneurshipMcKinseyprofileRESUMERELATEDQUESTIONSRESUMERELATEDQUESTIONSFocusedQuestions“Describeasituationinwhichyou’veledaprojecttosuccess”“Whatstrengthsandweaknesseswouldyourteammatesrecognizeinyourworkabilities”“Describeasituationinwhichyou’vehadtoovercomeobstaclestoreachadesiredoutcome”WhyEvidenceofexcellencePersonalgrowthplanLogicalcareerplanDepthofpreparationforinterviewOpenEndedQuestions“Tellmeaboutyourself”“WhydidyouchooseFuqua”WhyClearunderstandingofpersonalsellingpointsAbilitytoclearlycommunicateinastructuredwayCLASSOFINTERVIEWSCLASSOFINTERVIEWSRecruitingcoordinator:KristyArrington,WhartonRecruiterkristyarringtonmckinseycomAdditionalinformationandresources:wwwmckinseycomRoundDateLocationOctoberOncampusOctoberOncampusVariesAtofficebyofficeInvitationstointerviewreflectourbestinitialefforttofindtherightpeopleforMcKinseyRecognizingthelimitationsofthisprocess,interviewerswillconsiderstudentswhobidforopenslotsnodifferentlythanthosewhowereinvitedIfyouhaveastronginterestinMcKinseyandarenotincludedontheclosedlist,bidfortheslot!OfficeAllAsia(or)Allother

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