1. +
MBA Consulting
Curriculum 2011-12:
Continuing Feedback
Creative Problem Solving for
Case Interviews: Introduction to
practical tools and techniques
J-P Martins
Head of Consulting Careers
October 2011

2. +
Introduction
n This was a 90 minute presentation, originally scheduled to kick off the
Creative Problem Solving course, but shifted to a position after the Booz
workshop due to DPO and other scheduling constraints
n As a result (and no regrets!) the presentation focused not on introducing
cases, but rather on a series of practical tools and techniques, principally
revolving around alternative ways of structuring problem solving
approaches
n The presentation was held in LT6, scheduled from 11:15 to 12:45. However, it
started 5 minutes late as students took time to arrive and settle, and was
interrupted 10 minutes early by a faculty member wanting to use the lecture
theatre
n I did not manage to cover the materials I had set out AND leave time for
questions at the end – as a result I added a specific question to the usual
feedback questions to canvass how students would like this handled in future
n Despite comment otherwise, we did finish before 12:45

3. +
Summary
n Both events were excellently received
n 100% of respondents would recommend the ½ day Problem Solving
Workshop
n The Case Book Launch works well as an event, but there remains
room for fine tuning
n Communication remains a challenge – some students remain
unaware of the Consulting Curriculum and how the events fit
together
n The original concept of a 1 day problem solving workshop might
have legs if it can be kept ‘fresh’ throughout the day
n Some students still want lots more frameworks and detail – they
are missing the point

4. +
‘Practical Tools’: 86% would
recommend it strongly
0% 25% 50% 75% 100%
The format and content of the 5 26 6
presentation were excellent
The presenter was engaging and 1 27 9
informative
The event was well organised - logistics 2 26 9
and venue were appropriate
I would strongly recommend this event to 1 4 16 16
next year's first year MBA students
Disagree Strongly Disagree Agree Agree Strongly
Response rate: 37/110 (34%)

5. +
Strong preference to keep all the
content, most would like more time
‘This event did not run to time (sincere apologies). Should we:’
18
Reschedule to a longer time slot or slots
Run through the content more quickly, allowing
11
time for questions and finishing within the 90
minutes
Reduce the content to make it more interactive 5
and keep to 90 minutes
4
Other

6. +
Comments

7. +
Comments:
Format and Content Logistics and Venue
n The session was good but not n Ran into my lecture at 12.45, we
excellent need to finish earlier please
n I think this session should be n Venue was a bit on the small side
braked into 2 to make more time
for each slide n The presentation needed more
time, especially for Q&A
n I sat at back - my fault - and really
struggled to read any slides lot of Overall recommendation
info in small font
n [Agree strongly] but provided they
n It was ok. Excellent is a push... had been to the workshop before
n Recommend the slides not sure I’d
recommend strongly attending the
peer to peer learning wasn't great

8. +
‘Other’ suggestions for better
managing the time issue:
n Longer time slots where we can run through a less familiar
industry, such as B2B solutions
n Might help starting on time or even 10 mins earlier
n Do not recap the content of the Booz session! (e.g. first
example should not be Profit but different framework)
n Run it a few times in smaller groups

9. +
‘What should we do differently
next time?’
Timing, pace, interaction, resource centre Nothing!
n A bit longer time slot or faster pace n .
n Engage less the public during the n n/a
presentation and leave room for questions in
n .
the end
n More time
n Finish on time
n Either move quicker through the content, or
reduce some of the content (but keep it on the
slides so people can read//refer to it later
n More interaction with audience test us for a
few minutes
n I think it is of help for inexperienced students
to access to a 'resource centre' with all the
useful tools available there

10. +
‘What should we do differently
next time?’
More examples, frameworks
n Solve and develop more examples
n Use a business to business example (too)
n Discuss more examples similar to actual cases from interviews
n Use a business to business example (too)
n Discuss more examples similar to actual cases from interviews
n A bit more industry-specific "denominators" for a wider range of industries
n Discuss more frame works and usage

11. +
‘What should we do differently next
time?’ – comments I will ignore…
n Spend a little more time explaining 'structure'. If that’s the foundation for your The whole session was
solution, guidance on 'how to go about approaching structure' would be useful about structure
n The restaurant business is quite easy to grasp & solve problems for. The
The point is to learn
challenge is in encountering more complex/unfamiliar business which are not
using an industry
consumer-centric & where specialised industry knowledge might be useful...
everyone is familiar with!
would be helpful if there were tips on how to tackle such cases
n Solve and develop more examples We did three on Friday,
n I have a feeling that we spend significantly more time (and more people) than I you have links to many
would have in real life, so the solution doesn't seem very true to life for me. I examples online, the
would like to know more true life examples of how the case was solved during Casebook has 12, and
the actual interview or see videos of the "stories of success". I still don't quite there are still group
understand the process of the interview as well (what and how is being workshops and 1:1s to
assessed) come!
n Something that can perhaps be done is to circulate the restaurant problem Again, the point is to that
(case) to all attendees a day in advance so they can think about a structure you haven’t seen a case
before they come for the session. That way, the session may run faster and the beforehand!
understanding of approach deeper
n Do not cover any of the content that Booz has explained I didn’t think I did!
n Also, maybe do a role play to show how a case is tackled in the interview
Did this on Friday!

12. +
‘What should we keep the same?’
Format and Content
n Content (x 2) n Information about frameworks
n . (x 2) n The restaurant example, with all the various
sub-questions incorporating various
n Good mix of examples and theory.
framework was a good illustration
Appreciated the clear messaging. A big
improvement on earlier Consulting sessions n The style of presenting with examples was
very useful
n Same problem, different angles. Not covering
exactly what Booz had previously n Covering the frameworks
n Please maintain the same case through the n Example tools and working through the case
various frameworks to highlight the example
importance of frames – thanks
n Content is great
n The way of presenting and analyzing the
n The example that you went through and its
examples
variations depending on the tools you wanted
n The content is really strong to show-case was very good and I think gave
pretty good insights to people not familiar
n The first framework (P&L) with all the various with these types of cases/solving problems
level of detail and granularity was excellent
n Explain how to use drivers and differentiators
instead of just general frameworks