A framework is your structured approach to breaking down a business problem into analyzable pieces. Good frameworks are MECE (mutually exclusive, collectively exhaustive), customized to the specific case, and presented clearly in 2-3 minutes.
| Purpose | Organize your analysis systematically |
| Presentation Time | 2-3 minutes (candidate-led cases) |
| Ideal Buckets | 3-4 main areas with 2-3 sub-points each |
| Key Principle | MECE (no overlaps, no gaps) |
| Common Mistake | Using memorized frameworks without customization |
| Aspect | Good Framework | Memorized Template |
|---|---|---|
| Customization | Tailored to the case prompt | Same structure every time |
| Language | Uses case-specific terms | Generic business buzzwords |
| First Bucket | Addresses the core issue | Always starts with "market" |
| Impression | Thoughtful, consultant-like | Robotic, under-prepared |
These are building blocks, not scripts. Adapt them to each case:
Profit = Revenue - Costs
"A regional grocery chain is seeing declining profits despite stable revenue. The CEO wants to know why and what to do."
"Since revenue is stable but profits are declining, I'll focus on the cost side. I want to understand:"
Why it works: Acknowledges what we know (revenue stable), focuses on the likely issue (costs), uses grocery-specific language.
3-4 is ideal. Fewer than 3 is too shallow. More than 5 is unfocused and hard to remember. Each bucket should have 2-3 sub-points you can explore.
Less critical, but still helpful. McKinsey interviewers typically guide you through specific questions. However, having a mental framework helps you organize your thoughts when they ask "what factors would you consider?"
Yes, and good candidates do. If your analysis reveals something unexpected, acknowledge it: "Based on what we've found about costs, I want to add competitive pricing as a new area to explore."
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