3.1 Candidate-Led Cases
In a candidate-led case, you take substantial responsibility for deciding where the analysis should go. After receiving the prompt, you clarify the objective, develop a structure, identify a priority, and request information needed to investigate it.
The challenge is knowing what to examine next. Avoid mechanically working through every branch of your structure. Use each finding to determine the highest-value next question.
3.2 Interviewer-Led Cases
In an interviewer-led case, the interviewer controls more of the sequence. You may be asked a series of distinct questions involving structuring, calculations, exhibits, brainstorming, or synthesis.
Do not mistake greater interviewer direction for less need to think independently. You still need to structure individual questions, explain your reasoning, and connect findings to the overall client problem.
3.3 McKinsey-Style Cases
McKinsey currently describes its case component as a Problem-Solving Interview based on a client scenario. Its official preparation materials emphasize structuring ambiguous challenges, identifying important issues, analyzing facts and data, and developing conclusions and recommendations.
McKinsey-style cases are commonly associated with a relatively interviewer-directed sequence of questions. Prepare to solve each question rigorously rather than trying to force the entire interview through one predetermined framework.
3.4 BCG-Style Cases
BCG describes its case interview as a realistic business challenge in which candidates structure an approach, ask questions, analyze data, perform calculations, and identify the most important factors. It explicitly emphasizes logical thinking, business intuition, creativity, and clear communication.
BCG cases may provide a significant opportunity to drive the analysis yourself. Be prepared to explain where you want to go next and why, while remaining responsive to interviewer guidance.
3.5 Bain-Style Cases
Bain states that consulting candidates are likely to complete case interviews based on client problems. Its current recruiting guidance highlights logical and structured thinking, sensible assumptions, quick math, creativity, and the ability to build constructively on another person’s ideas.
For preparation purposes, expect a conversational business problem rather than a test of memorized terminology. Keep the discussion practical and results-oriented.
3.6 Cases at Other Strategy Firms
Other strategy firms frequently use similar combinations of business problems, quantitative analysis, exhibits, and recommendations. The degree of interviewer guidance varies.
Best approach: Learn the firm’s stated format, but avoid over-specializing. Strong fundamentals transfer across firms much better than memorizing supposed firm-specific scripts.
3.7 Cases at Big Four and Specialist Consultancies
Big Four and specialist firms may use cases that reflect the practice you are joining. A technology candidate may face a digital transformation problem, while a healthcare candidate may encounter a healthcare-specific situation.
Domain knowledge can help, but the core requirement remains structured reasoning. Know enough about your target practice to understand its common business problems and terminology.
3.8 Written Cases
A written case gives you a packet of information to analyze independently. You may receive charts, financial information, market data, emails, or background material and then answer questions or prepare a recommendation.
Key skill: Prioritization. Do not read every page with equal intensity. Identify the decision you must make, then search the materials for evidence relevant to that decision.
3.9 Presentation Cases
Presentation cases require you to analyze information and then present your conclusions. You may have substantially more preparation time than in a conversational case.
A strong presentation should be answer-first: recommendation, supporting evidence, risks, and next steps. Expect follow-up questions that test whether you genuinely understand your analysis.
3.10 Group Cases
Group cases involve solving a problem with other candidates. Your individual contribution matters, but so does how you interact.
Strong behavior: Advance the analysis, listen to others, build on good ideas, invite useful contributions, and help the group reach a conclusion. Dominating the conversation is not the same as demonstrating leadership.
3.11 Virtual Case Interviews
Virtual cases generally test the same skills as in-person cases. McKinsey, for example, states that it aims for virtual interviews to closely match the in-person experience.
Prepare your environment beforehand. Test your camera, microphone, internet connection, and workspace. Practice looking at the interviewer while still taking notes and doing calculations comfortably.
3.12 Online and Digitally Administered Cases
Some recruiting processes include digital assessments before or alongside interviews. These may test numerical reasoning, data interpretation, critical thinking, or problem solving. McKinsey notes that some client-facing applicants may complete a test or game, while Bain also uses online assessments for certain roles and locations.
Treat these as separate assessment formats. Read the instructions carefully rather than assuming the techniques for a live case transfer exactly.
3.13 Cases for Experienced Hires
Experienced hires may encounter standard cases, but expectations can be higher for commercial judgment, practicality, and communication. Interviewers may also expect you to draw intelligently on relevant professional experience.
Avoid turning every problem into your specialty. Use your experience when useful while remaining open to the facts of the case.
3.14 Private Equity and Commercial Due Diligence Cases
Private equity and commercial due diligence cases usually focus on whether a business or market is attractive. Typical questions involve market growth, competitive position, customer behavior, profitability, risks, and opportunities for value creation.
Key mindset: Think like an investor. Identify what would make the investment succeed, what could undermine the thesis, and which facts would most change the decision.
3.15 Operations, Organization, Implementation, and Other Specialized Cases
Not every case is about profitability or market entry. You might be asked how to increase manufacturing capacity, redesign an organization, improve a process, implement a transformation, or solve a public-sector problem.
Do not panic when the case does not resemble a familiar framework. Return to first principles: define the objective, identify the drivers, build a logical structure, analyze the highest-priority issues, and translate your findings into action.
The format may change from interview to interview, but the foundation does not. Candidates who master the underlying problem-solving skills can adapt to almost any case format they encounter.
