Note: By frameworks we mean memorized ways of addressing specific business scenarios.

Many casebooks will often include a ton of frameworks to memorize for the case interview, whether it’s “Top 12 Business Scenarios,” the 7 Q’s, the 5 D’s, etc. I think that these frameworks might be useful to read (especially if you have no business experience whatsoever), but at the end of the day, trying to do crack the case by memorizing a set of frameworks is wrong for several reasons:

1)     It may misguide you

When you memorize a lot of frameworks, it is easy to become myopic and even overconfident. (more…)

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A lot of people get stuck when it comes to the case because they have no idea what questions to ask in order to gather data and crack the case. Once you’ve set up your structure, you move onto “data gathering and analysis”. But what exactly does “analysis” mean? If you have a well-formed structure, the ambiguous problem should be segmented into pretty clean buckets such as customers and competitors, but then what? What questions should you ask about customers? Here’s how you should go about thinking about it:

Analysis = Breaking the problem apart to identify the specific source of the problem

For example, when you think about customers, you should not just ask about the total number of customers and the revenue they generate. That only keeps your thinking on the surface level. (more…)

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