This definitive guide will not only answer that question by introducing a few common frameworks, but also tell you HOW to use those frameworks more effectively during case interviews, and what pitfalls you should be aware of. 1. Case Interview Frameworks – Overview What are case interview frameworks?
The big part of problem solving is about breaking down the problem in almost every step of the case. So in simple language, consulting frameworks provide templates and suggestions to break down problems and branches! What should I keep in mind when using consulting frameworks?
There isn’t an official name for this framework, but since it is used by McKinsey consultants when confronting an M&A issue, I’d just call it the “McKinsey M&A Framework”.
Because students have varied educational and cultural backgrounds, work experience, and familiarity with case analysis, we recommend that faculty members have students work on their first case using this new framework in small teams (two or three students). Additional analyses should then be solo efforts.
Teaching and learning frameworks are research-informed models for course design that help instructors align learning goals with classroom activities, create motivating and inclusive environments, and integrate assessment into learning.
A course framework consists of all the routine parts of the course that do not teach subject matter but that are nevertheless an essential part of the course.
The conceptual framework assumes that Professionalism is not a plateau but rather a career-long process of reflection and growth, an ongoing process whereby teachers constantly enhance their understanding of how Inquiry, Contextualism, and Partnership relate to the teaching-learning process.
This is why a curriculum framework is important. It sets the subjects within these wider contexts and shows how learning experiences within the subjects need to contribute to the attainment of the wider goals. A Curriculum framework is a supportive structure to help schools to plan and develop their own curriculum.
Conceptual FrameworkTeaching is Leading for the Future. ... Leadership (The Tenth Dimension) ... Dimension 1: General Knowledge. ... Dimension 2: Content Knowledge. ... Dimension 3: Pedagogical Knowledge. ... Dimension 4: Diversity. ... Dimension 5: Professional Collaboration. ... Dimension 6: Reflective Practice.More items...
6 steps to building a curriculumStep 1: Crack open the standards. ... Step 2: Create a scope and sequence for your units. ... Step 3: Develop the final assessment for each unit. ... Step 4: Develop lessons or activities. ... Step 5: Differentiate. ... Step 6: Do a mental walk through.
A Conceptual Framework is a guide for how a teacher education program is planned and organized. A coherent conceptual framework is a program's platform, summarizing its philosophical views of the roles of teaching and learning, and its essential understandings of how students become teachers.
CPE helps students achieve higher-order objectives. Learning to understand and apply helps students become good consumers, problem solvers and decision makers. CPE emphasizes higher-order learning and uses a self-management approach.
A conceptual framework provides a map of the world a researcher intends to study. It captures what researchers see and how they make sense of what they are exploring. Concept means ideas, perceived facts, beliefs, mental pictures, perceptions, and theories.
Curriculum is the outline of concepts to be taught to students to help them meet the content standards. Curriculum is what is taught in a given course or subject. Curriculum refers to an interactive system of instruction and learning with specific goals, contents, strategies, measurement, and resources.
Its main objectives are to: - Establish the principles on which decisions regarding school curriculum are based. - Indicate the values that are important to education and are to be encouraged and modelled. - Establish the essential competencies and skills needed for successful lifelong learning.
Instructors should use the second rubric provided to evaluate the revised press release (see Revision Guidelines and Rubric for 2nd Draft in Unit 3). Instructors may choose to distribute the 2nd rubric---in class or electronically---so that students have additional guidance in how they will be evaluated.
This activity is intended to serve as a mid-module check point to assess student gains in systems awareness and understanding. It allows the students to revisit their initial perceptions about storms, storm impacts, and risks and either add onto their original concept maps or else start over with a new map that better represents their current breadth of knowledge. Before beginning this activity, instructors may find it helpful to review the activities of Units 1 and 2, and have students list some of the key concepts from those activities.
While Unit 1 focuses on developing conceptual literacy, Unit 2 emphasizes relevant skill development. The activities encourage and promote data access, use, visualization, and analysis, as well as data-based writing. The lessons integrate the geophysical processes that create natural hazards with the social environment that creates risk. Through Unit 2, students learn how to employ the literacy in climate hazards, risks, and social response through emergency management and strategic planning to perform research tasks. In addition to building on their growing knowledge of the foundational concepts, students will find, evaluate, and relate geophysical data to case studies and their communities in the context of preparedness, response, and resilience. The unit helps students understand that for each storm, impacts and risk are part of a coupled natural and human system. Instructors may choose to end the Unit with students revisiting the concept map they created for Unit 1, by making changes that incorporate lessons learned in Units 1 and 2. The peer review process provides a low-stakes activity that reinforces systems thinking and the collaborative nature of risk assessment, management, and communication between experts and public officials. The opportunity to revise press releases at the end of Unit 2 reinforces the iterative nature of risk assessment, management, and communication. In addition, the process of identifying stakeholders and their roles helps prepare the students for the town-hall style debate at the end of the module.
Students should successfully complete Unit 1 of the Major Storms Module before beginning Unit 2. Students must also complete readings on the two selected case studies before the first class in Unit 2.
The PACADI framework is a six-step decision-making approach that can be used in lieu of traditional end-of-case questions. It offers a structured, integrated, and iterative process that requires students to analyze case information, apply business concepts to derive valuable insights, and develop recommendations based on these insights.
Sound business decisions may fail due to poor execution. To enhance the likeliness of a successful project outcome, students describe the key steps (activities) to implement the recommendation, timetable, projected costs, expected competitive reaction, success metrics, and risks in the plan.
These include the prototypical “paper cases”; live cases, which feature guest lecturers such as entrepreneurs or corporate leaders and on-site visits; and multimedia cases, which immerse students into real situations.
Business students must develop critical-thinking and analytical skills, which are essential to their ability to make good decisions in functional areas such as marketing, finance, operations, and information technology, as well as to understand the relationships among these functions.
Case interview frameworks are templates used to break down and solve business problems in case interviews. A framework can be off-the-shelf or highly customized for specific cases; it can also be tailored for certain functions/industries, or versatile enough for general problem-solving.
Profitability is the most common problem type in case interviews – that means the Profitability Framework is the first one to master for every prospective consultant. You have to absolutely nail it every time, there’s no way around it.
SWOT stands for Strengths, Weaknesses, Opportunities, Threats. This mini-framework is seldom used in case interviews and consulting work because it’s very generic; however, for a quick and easy evaluation of a company’s positioning within the industry context, the SWOT analysis works just fine.
In case interviews, the 4P/7P Framework is used to formulate and implement marketing strategies for the supposed client , such as in competitive situation or market entry cases.
The internal branch concerns the inside of the said entity, such as functions within a company; the external branch describes anything outside that entity.
In real life, consultants rarely use pre-defined frameworks to solve their client’s issues. Rather, they create unique frameworks based on the MECE principle specific to their problems. There are few things you should bear in mind to shortcut the way to your own framework. Be as MECE and structured as possible.
However, nowadays, case interviews are more similar to real business problems, where frameworks need a lot of customizations (you’ll see this word repeated a lot in this article) to be useful.