Mastering the

Case Interview
 Agenda
• Intro: What is a case interview?
• Case interview overview
– Interview protocol
– Example case

• Case interview framework

• Change models
• Activity/Work Product Example: Stakeholder analysis
• Case Study Exercise
• What’s next?
• Sample Cases (Appendix)
 Case Interview Definition

A structured dialogue
that “mimics” the work of a consultant:
listening to a client’s description of an organizational
need and responding to that need

What do you think the case interview

is designed to assess?
 Skills and Characteristics
• Business acumen
• Critical thinking
– Logical conclusions
– Connections between ideas
• Presentation skills
• Organizational skills
• Equanimity under pressure
• Flexibility
• Creativity
 It’s not about having the right answer…
it’s about demonstrating
to the recruiter that you
can handle the job.
40% content knowledge, critical thinking skills
60% personal presence, ability to articulate a point of view

What is personal presence?

 Case Interview Flow

Listen, ask
Talk Ask
clarifying Create a
Establish through questions
questions, response
rapport your and wrap-
paraphrase to the case
response up
back

Listen for
Populate Provide structure guidance in
Choose a Organize
your (intro, key points, the
framework your ideas summary) interviewer
framework
questions

Make it a conversation; not a test

 Case Framework
• What problem are you trying to help the client solve?
• What solutions could help solve the problem?
• What project phases are needed?
• What are the key activities? What will be delivered to the client?

Prepare Execute Sustain

(Assess) (Implement) (Measure)
Activities Activities Activities
Workstream 1 Work products Work products Work products
Workstream 2 Activities Activities Activities
Work products Work products Work products
Workstream 3 Activities Activities Activities
Work products Work products Work products

CHANGE Activities Activities Activities

Workstream Work products Work products Work products
 Types of Human Capital Work
Human Capital consulting aligns people strategies with business strategies and addresses the human factors affecting
an organization’s ability to deliver change interventions that enable organizational success

Type of work
M&A, Divestitures Address the integration or separation needs of M&A parties to be better prepared for Day One
1
and beyond

Organization Design Reconfigure an organization while also defining capabilities, talent, roles, and performance
2
metrics that must change in step with one another

3 Talent Strategy Create talent strategies and talent building processes that align a business and its workforce

Foster employee adoption of technology to allow a business to achieve a positive return on its
4 Technology Adoption
investment

5 Strategic Change Address change risks through strategic communication and a managed change experience

Deliver a breadth of services to assist a full transformation from business and technology
6 Business Transformation
strategy to capability-building and strategic change management

Identify and shape the learning and development experiences of employees to meet complex
7 Learning Solutions
business needs

8 Assess an organization’s culture, actively transform it, and systematically reinforce it through
Culture
recruitment, training, and rewards

Today’s business leaders face a new wave of HR, talent and organization priorities for which they need human capital
guidance including: addressing the increasing skills gap, managing contingent and contract workforces, improving
performance management, and maximizing adoption and return on technology investment

Excerpted from Kellogg Case Competition Casebook

 Example of a HC Case
Your client Morgan Stanley is a global financial services firm headquartered in
New York City serving a diversified group of corporations, governments, financial
institutions, and individuals. Morgan Stanley has just implemented a Client
Relationship Management (CRM) system. The goal is to give leadership a real time
view into the organization’s sales channel. For years, sales teams have maintained
client sales information in separate excel spreadsheets. This prevented leadership
from having visibility into and a holistic view of sales opportunities, which meant
sending multiple requests to sales teams for the latest and greatest information. By
the end of this fiscal year, all sales teams are expected to migrate their sales data onto
this new system, and use it to manage all sales information.

You are the change management lead for this project. What is
your strategy for making this an easy and successful transition
for the Morgan Stanley sales team?
 Exercise: Case Framework
Prepare/Plan Execute Sustain
(Assess) (Implement) (Measure)

How would you begin to fill out this chart?

Change Model Overview
12

Change is Driven by 4 Key Questions

WHY change?
Change to WHAT?
HOW will we make it happen?
WHO is impacted?
13
Example of a “What” Model
McKinsey 7 S

Gap Analysis
Enterprise level
Business Unit level
14
Example of a “What” Model
Burke Litwin
 Example of a “How” Model
Lewin’s Three-Stage Model
Example of a “How” Model
Kotter Eight Steps
Integrating Lewin + Kotter
18

Process Overview
Beckhard Harris Model
19

How Change Models Map Together

Kotter’s
8 Step
Process
1. Establish a Sense of
Urgency
2. Form a Powerful
Guiding Coalition
Lewin
3. Create a Change Vision Unfreeze
4. Communicate the
Change

5. Empower Others to Act

on the Vision
6. Plan for and Create
Lewin
Short Term Wins Change
7. Consolidate
Improvements and
Make More Change

Lewin
8. Institutionalize New
Approaches-make It Stick
Refreeze
Quiz: What kind of model? What or How?

http://www.vega.co.uk/images/Change-Management-methodology.jpg
 One Activity in a Framework:
Stakeholder Analysis
 Analyze Stakeholders
1. Discuss/identify current level of commitment:

Approve Approves part or all of project

Support Provide critical resources, information, expertise, etc.
Inform Lets the project proceed but should be kept informed.
Questions Has questions, reservations, or concerns or is actively resisting the
project implementation.
Not aware Unaware of project effort.

2. Discuss/identify desired level of commitment.

3. Document in stakeholder management template.

4. Design implementation plan for addressing gaps.

5. Monitor progress periodically.

 Managing Stakeholders
Throughout the Change
(Applies to both leader and enterprise levels)
Iterative process throughout the project

Analyze Create Plan Execute

Identify key Map & Assess Plan key stakeholder Define key Execute stakeholder
stakeholders Stakeholders activities messages management plans
• Define key
• Identifykey • Map positions and look
• Planactions to messages.
for clustering extremes • Monitorkey
stakeholders leverage
(internal and • Plan stakeholders.
• Collect
and analyze influencers,
external) communication
information on position mitigate barriers. • Prepare
feedback
schedule and align
and issues. with mechanisms.
• Identify
new
• Assess data,
segment behaviors. communication • Revisit
stakeholder
stakeholders, define strategy. positions.
expectations and • Escalate potential
• Target leadership • Reviewand update
issues. risks.
actions with key Stakeholder
• Identifyresistance in Global HRIS Management Plan.
terms of causes, activities.
severity.
 Exercise:
Where Does Stakeholder Analysis Belong?

Prepare/Plan Execute Sustain

(Assess) (Implement) (Measure)
Cases

Sample Cases
 Potential Case Topics
Case Type Possible Considerations/Workstreams Example Case
Mergers & Org design, culture, change management, internal & external Walters & Walters
Acquisitions communication, systems integration

Organization & Current state analysis, change readiness, process design, business Paper Mills
Change drivers & goals, culture, communication

Talent Strategy Recruitment, learning & development, retention, succession strategy, Vanderbilt Logistics
leadership, culture

Technology Change management, org design, process, technology, training, TransitPlus

Adoption communication

Business Gap analysis, training, decision processes, change management, Edoceo

Transformation change champions, key stakeholders, communication

NOTE: The provided case responses are samples and are intended as guidance only. There is not a right or wrong
response to human capital cases, but a strong responses will demonstrate understand the business problem and key
issues, develop a logical approach, and form conclusions that tie to assumptions and analysis.

Excerpted from Kellogg Case Competition Casebook

Walters & Walters
Case: Walters & Walters
Type: Mergers & Acquisitions

Case Question

It is January 30th and Walters and Walters, a global private real estate firm out of New York City, has been approved to
acquire John and John at the end of the year. John and John is a local real estate company in Washington, D.C. Walters
and Walters wants a seamless integration of the two firms, so that on day one they are operating as one firm. You have
been hired to make sure that this happens. The head of human resources has also expressed his desire to have a
reduction in costs for human resources without reducing the headcount. How would you go about ensuring that Walters and
Walters has a seamless integration and meets the above objectives?

Clarifying answers to provide

• W&W and J&J each have HR Processes and Policies; however, discrepancies exist between the two given the
different operating environments
• W&W’s office culture is perceived as traditional and mired in red tape by employees at J&J

Candidate reflections / initial hypothesis should include

• HR cost reduction without reducing headcount will require efficiencies in systems or processes
• Integration will require a new org design and change management activities and may face cultural resistance
 Walters & Walters
A model framework may include the following
Due Diligence
• Understand current HR
technology capabilities and
HR Integration
desired future state
• Identify overlap HR activity
• Understand activities performed
in each role and
Organization Design interdependencies between
functions and departments
• Design future state org structure
Compensation & Benefits • Calculate current state labor
costs
• Perform culture assessment of
both companies
Culture • Determine degree of integration
of future cultures (i.e. integrated
or differentiated)
• Assess impact and determine
change readiness of both
Change Management
organizations
And Communications
• Gain leadership alignment on
future state strategic vision
Integration Planning Integration Execution
• Deliver HR technology trainings
• Monitor HR technology users
• Implement processes aligned to
• Implement feedback mechanism
shared technology
• Perform role selection
• Determine knowledge sharing • Announce new organization
required and transition timeline • Monitor activity & responsibility
for roles with changing activities transitions
& responsibilities
• Monitor labor costs associated
with candidate selection
• Provide new offer letters for
decisions
talent in changing roles
• Consider retention incentive for
key talent
• Implement new policies &
• Define policies and practices
practices as well as feedback
aligned to future state culture
mechanism(s)
supporting the business strategy
• Monitor & support
• Engage stakeholders and
identify “change champions”
• Celebrate integration milestones
• Deliver frequent communications
to both organizations
Case: Walters & Walters
Type: Mergers & Acquisitions
 Suggested conclusion
Overview

A good answer involves a structured response to the proposed expansion of the company. The interviewee should
establish and integrate teams on both sides. He or she should also identify key people within Walter and Walter and John
and John who can help make this a smooth transition.

Risks

1. Difficulty integrating HR systems

2. Resistance to change
3. Conflicting cultures
4. Misaligned communication

Next steps

1. Review J&J’s people, processes, and systems to identify skills gaps, people redundancy, system differences, etc.
2. Assess cultural differences and build action plans to address the gaps
3. Identify critical talent workforce
4. Design organization structure to match strategy
5. Align leadership and develop communication plan with a feedback loop

Case: Walters & Walters

Type: Mergers & Acquisitions
 Case: Paper Mills
Type: Organization & Change

Case Question

Our client is an industrial manufacturing company working in paper mills, recycling and consumer product goods. The
company which has been based in the same hometown for 75 years and 75% of its operations are in the US. The company
has 3-4k employees in St. Louis and 40k total employees in 300 locations globally. Recently, the company has experienced
a decline in earnings. In response, the company is exploring two major change initiatives: 1) an SAP implementation and 2)
a 10% headcount reduction in 3-4 years. As a consultant, you have been brought in to 1) identify the organizational risks
and 2) determine a change strategy. What would you suggest?

Clarifying answers to provide A model framework may include the following

• There have been headcount reduction rumors and Assess Build Execute
some employees are getting anxious
• Hands-on training close to the “go-live” and relevant to Strategic Assess impact/ Engage Demonstrate
Change readiness stakeholders wins
employees’ jobs tends to be most effective
• Currently, global business units function relatively Select,
Org Identify gaps & Design
independently Communicate,
Design opportunities structure/roles and measure

Candidate reflections / initial hypothesis should include Workforce Assess current Build action Monitor and
Transition & future state plans measure

• Reducing headcount will require retaining targeted Analyze Create go live Deliver and
Tech
people in critical roles assess
Adoption skills/tech gap plan/training productivity
• SAP implementation requires investment in change
management to overcome barriers to adoption and Communication Plan – identify stakeholders and develop
achieve forecasted ROI consistent messaging throughout integration
 Case: Paper Mills
Type: Organization & Change

Overview

A good response should start by analyzing a decline in earnings including understanding the competitive marketplace and
revisiting the organization’s short and long-term strategy. Then the interviewee should address the decline in the workforce
by determining whether to retain headcount or not, and if not, recognize the need to develop a workforce transition strategy
and build a communication plan. Finally, the response should address the variability in transition and considerations such
as knowledge capture and potential to lose talent, interruptions in day-to-day operations in the long term, and
inefficiencies/redundancies with changes in processes.

Risks

1. SAP implementation often means a workforce decrease

2. Variability and interruptions in work
3. Decline in earnings
4. Impact on local community (external stakeholders)

Next steps

1. Begin by conducting a current state analysis including: critical talent (roles, capabilities, redundancies), current org
structure, formal and informal networks, and communication channels (what is effective and what is not)
2. Define new org structure based upon strategic objectives and findings from current state analysis, include definition of
roles and responsibilities as well as decision-making processes
3. Build a workforce transition strategy including critical roles and talent as well as communication plan
 Case: Vanderbilt Logistics
Type: Talent Strategy

Case Question

Vanderbilt Logistics is a global company with shipping and terminal operations business lines. Vanderbilt has 80,000
employees and operates in 40 countries globally. Headquartered in the US, Vanderbilt was a family-owned company for 80
years before going public a decade ago. The shipping business is an industry leader with long-tenured captains and
engineers. The terminal operations business is growing and wants to be known as innovative organization and the top
terminal operator in the world. Facing increased oil costs and a weakened economy, Vanderbilt is trying to increase
efficiencies in it shipping business and grow its terminal business in emerging markets. The Head of HR at Vanderbilt has
asked you to develop a talent management strategy for Vanderbilt going forward while identifying risks in implementation.

Clarifying answers to provide A model framework may include the following

• Talent supply of engineers is less than the job demand • Benchmark span of control
• Culture described by some as stuffy and old but with Assess • Analyze skills gap
good values of taking care of the people around you • Identify critical talent
• Attrition rates at Vanderbilt have been increasing • Align on key external messages
• Vanderbilt has some leadership development Attract • Define key recruiting channels
programs, but do not feel they have been effective • Implement competitive compensation
• The business units are siloed • Develop external communications
Develop • Build internal skills training
• Encourage manager feedback
Candidate reflections / initial hypothesis should include
• Involve business teams
• VL will need to identify the critical skills needed for Engage • Gather feedback
strategic success in the terminal business and utilize • Monitor productivity
recruiting and/or training to build optimal workforce
• Detect flight risks
• VL can strengthen and publicize the favorable parts of Prepare • Develop succession plans
its culture that will attract and retain talent • Refresh training to meet business need
 Case: Vanderbilt Logistics
Type: Talent Strategy

Overview

A good response should consider a corporate talent strategy and then tailor that strategy for each business to meet its
respective objectives. The interviewee should also recommend 3-4 talent initiatives and support prioritizing them with
business reasons.

Risks

1. Current management/employee base resisting culture change

2. Increased cost in recruiting structure
3. Difficulties in creating a unified talent management strategy across 80k employees/40 countries

Next steps

1. Establish an understanding of what each business is trying to do:

1. Shipping – increase efficiencies
2. Terminals – grow in emerging markets and be best operator in the world
2. Assess talent processes to understand what is going on at every stage of the talent lifecycle:
1. Attract: How does Vanderbilt identify, select and recruit talent currently?
2. Develop: What sorts of training and development programs does the firm have?
3. Engage: Does the firm have an effective feedback and performance management process?
3. Identify possible improvements to how Vanderbilt attracts, develops, and engages talent, possibly:
1. Develop concrete corporate talent brand that aligns with business strategy
2. Source talent from non-traditional sources; idea of open talent economy
3. Implement development programs across the organization to help train, develop skills and increase engagement
4. Implement internal social media platforms for information sharing
5. Find or develop talent in local emerging market economies
 Case: TransitPlus
Type: Technology Adoption

Case Question

TransitPlus, a public transit company with 8,000 employees, is facing higher costs, lower investment from the local county,
and decreased efficiencies. TransitPlus operates trains, buses and taxis that are out of date. Tech systems are out of date
and most work gets done via informal processes. There is a growing distrust among employees of the management team.
TransitPlus recently hired a new CEO who has hired you to help implement a new ERP system. He would like to use the
ERP system to help build a green, innovative brand for TransitPlus. What does the CEO need to do to ensure the ERP
helps achieve TransitPlus' goals of lower costs and higher efficiencies?

Clarifying answers to provide A model framework may include the following

• Employees generally like the new CEO Pre Go Live Post

• Most employees have a HS degree and are paid hourly
• The CTO will be the client contact and supports the Leadership Build action Engage Champion
Alignment plans and align leadership successes
change, the CEO and CFO are driving the change
• The CEO has no intention of cutting staff Engage
Change Assess impact/ Assess
Mgmt readiness stakeholders adoption

Candidate reflections / initial hypothesis should include Align on key Reinforce

Comm- Provide
messages and using multiple
unications share vision channels updates
• The new CEO of TransitPlus will need to be highly
Develop Deliver Support
visible and active in communication the new vision and Training training, Train training ongoing
re-building trust in the direction of the company the trainer/s
• TransitPlus will need to balance costs and quality while Create success Align Assess
Measure-
trying to implement a new ERP while facing higher ment metrics incentives productivity
cost and decreased efficiencies
 Case: TransitPlus
Type: Technology Adoption

Overview

A good response should consider beginning with an analysis of existing processes and roles. Then identify who is impacted
by the change and who will influence success in the change. Finally, the discussion should move to preparing an approach
for change including elements like a change readiness and communications plan.

Risks

• Business interruption in public transit

• Turnover due to resistance of new systems
• Costs of implementation

Next steps

1. Stakeholder analysis and leadership alignment

• Identify who will be impacted by the change and the related impacts
2. Systems and roles analysis
• Analyze how work gets done today and how responsibilities will change
3. Communications plan
• Assess the communication channels across the transit system (including reaching drivers)
• Communicate the CEO vision of green, innovative and efficient
• Align the key messages to the appropriate stakeholder audiences
• Base the plan on key project milestones
4. Change readiness plan and training
• Measure the readiness of the organization to change and develop ERP training
• Track adoption and feedback at various project milestones
 Case: Edoceo
Type: Business Transformation

Case Question

Edoceo is a leading global provider of integrated information solutions to business and professional customers. Edoceo
provides information solutions across a broad range of industries and disciplines. Edoceo decided to outsource select HR
processes and is working with one of Deloitte’s competitors to implement the outsourcing transition. The initiative’s objective
is to realize cost savings (10%-20%) of total current annual costs over five years, while maintaining equivalent levels of
service. In parallel, Edoceo intends to transform the retained HR organization, creating internal Centers of Excellence (COE)
and developing HR Business Partners (HRBP) to support with outsourced services. How would you design and implement
optimal COEs and HR business partner capability for this organization and how would you structure the project?

Clarifying answers to provide A model framework may include the following

• Cost reductions in Finance and IT are to follow HR Organization Change

• Inefficiency and complexity of the existing HR org were Design Management
the driving forces of the outsourcing COE & HRBP Stakeholder/Change
Plan
• The functions intended for COEs are: benefits, comp, Strategy Assessment
recruiting, talent mgmt & learning & development
• The vision for the HRBP is business partners “broker” Design COE & HRBP Op Comms & Change
technical talent from the COEs to deliver HR solutions Model & Structure Strategy
• Retained positions will face considerable job redesign
Build Design processes & Comms/training plan
roles, select talent & development
Candidate reflections / initial hypothesis should include
Implement Transition to new
Deliver Training
roles/processes
• It is important to collect additional information about
the existing organization, its recent changes, and Integrate & Integration with
challenges going forward Sustain Assess effectiveness
other functions
 Type:
Case: Business
Edoceo Transformation
Type: Business Transformation

Overview

This case involves a broad number of topics within human capital. A successful outcome should discuss the business
perspective and specifically the role of retained HR in an outsourced environment. The design of the optimal organizational
structure should be followed by strategic change management activities.

Risks

1. Loss of key talent/turnover due to lack of alignment with/desire to fill redesigned jobs
2. HR service disruption to business due to new internal operating model and performance of outsourcing vendor
3. Performance/morale issues due to fears about job security and requirement to change way of working
4. Interdependencies between HR, Finance and IT cost reduction as well as outsourcing initiative

Next steps

1. Plan COE and business partner strategy and assess stakeholders and change readiness
2. Design new HR processes and structure
• Process design, COE and business partner operating model and organization structure development
• Build implementation plan and communication, change and training materials
3. Build & implement structure
• Build out processes designs, define COE and HRBP roles and select talent to fill roles
• Deliver training materials for the new positions and processes
4. Support & integrate through training and reinforcement
• Ensure effective interactions with outsourced functions and larger organization
Let’s Practice: Case Analysis
 Interview Protocol
1. Establish rapport
2. Listen to case; take notes
3. Paraphrase back essence of case
– One sentence description of the organization
– Current state (including pain points)
– Future state
– What you are tasked to do
4. Request time to develop solution
5. Complete your framework (5-6 minutes)
6. Speak your solution (5-6 minutes)
– Intro
– Body
– Summary
7. Ask questions
8. Wrap-up
– Thanks
– Next steps
– Business card
 Your client Morgan Stanley is a global financial services firm
headquartered in New York City serving a diversified group of corporations,
governments, financial institutions, and individuals. Morgan Stanley has just
implemented a Client Relationship Management (CRM) system. The goal is to
give leadership a real time view into the organization’s sales channel. For
years, sales teams have maintained client sales information in separate excel
spreadsheets. This prevented leadership from having visibility into and a
holistic view of sales opportunities, which meant sending multiple requests to
sales teams for the latest and greatest information. By the end of this fiscal
year, all sales teams are expected to migrate their sales data onto this new
system, and use it to manage all sales information.

You are the change management lead for this project. What is
your strategy for making this an easy and successful transition
for the Morgan Stanley sales team?
 Exercise: Case Framework
Prepare/Plan Execute Sustain
(Assess) (Implement) (Measure)

Change Strategy

How would you begin to fill out this chart?

 Human Capital Brainteasers
• Why should a company that is implementing a new technology to save money
prioritize change management during the implementation process?
• How can you reduce people-driven overhead cost?
• How does employee turnover affect the success of the business?
• What is the difference between labor cost and human resources cost?
• Can you name examples of how talent management initiatives can affect both the
top (revenue) and bottom (income) line?
• If you want to reduce operating cost, how do you determine whether you should
hire or fire employees?
• How can people capital impact operating margins?
• Can you think of ways to improve employee efficiency without negatively affecting
operating margins?
• Does strategic communication drive shareholder value? Why or why not?
• If you had to reduce headcount by 10%, how would you do it and what would be
your decision criteria?