Here's how you can approach common strategy interview questions.

For strategy interviews, use the STAR method to answer experience-based questions, showing clear steps and results. Emphasize analytical skills, prioritization methods, and adaptability. Highlight your approach to market analysis, strategy development, and measuring success. Ensure alignment between strategic goals and operations through communication and regular reviews.

I remember the learning I got during our placement prep from seniors, Before moving ahead first and foremost thing to do is make no assumptions and clearly understanding the problem statement.

Comprender el contexto es fundamental en cualquier entrevista de estrategia. Antes de abordar cualquier pregunta, siempre investigo a fondo la empresa y su industria. Esto incluye conocer su situación actual, portafolio, alcance y potenciales desafíos. En mi experiencia como CEO de Suricata Labs, he aprendido que esta preparación me permite hacer preguntas más informadas y relevantes, lo que demuestra un interés genuino, genera empatía con el empresario y una capacidad de pensamiento más acertada.

Drawing a map of the concept in the mind is essential while comprehending the strategy for the interview. And pondering over the cause and effect is the other dimension to absorb the conceptual understanding.

Analizar problemas requiere descomponerlos en partes manejables y utilizar modelos mentales efectivos. En Suricata Labs, aplicamos modelos mentales como el de “Primeros Principios”, descomponiendo problemas hasta sus componentes básicos y construyendo soluciones desde cero. Por ejemplo, ayudamos a los clientes a mejorar su propuesta de valor utilizando el framework “Jobs to be Done”. Desglosamos el problema para entender qué trabajo "job" fundamental realizan los clientes con su producto desde lo funcional, lo emocional y lo social. Al identificar estos trabajos "jobs", redefinimos su propuesta de valor para alinearla mejor con las necesidades reales de sus clientes, resultando en una oferta más relevante y atractiva.

" There is always a way to do it better.... find it" - Thomas Edison This aptly instills the notion that there is a scope of thinking better and doing better while problem-solving. Problems arise due to the practical failure of the plan executed or the falling of inescapable or unforseen. And to pull out the solutions you need to determine the root-cause, available routes and have to chose the best alternative which is aligning with the company's goals and objectives.

In the last few years, I changed my approach to presentations. I now start with the outcome. I paint the picture of their future based on the changes that will be addressed in the presentation. I've found people become engaged immediately.

Communicating clearly calls for the incorporation of lucid terms, examples, plan of execution and the summing of the whole idea for digging the transparent route.

When sharing your response to a strategy question, ensure you relate your example based on your actual experience. Articulate your answers step by step based on the example you have given so that the interviewer will be able to understand the approach you have taken. Share the what, why and how it’s connected to the broader vision and strategy of the organisation or company.

Preparation Material: Networking and Fireside Chats with Mckinsey, BCG, AT Kearney, Bain, PWC (M&A, TAS), Gallup, Cedar, (Harvard, Wharton, Columbia) Consulting Club Case Preparation Material and Interview Guides Interviews: BCG, Hewitt Associates, Cedar, Deutsche Bank, IBM,Gallup Questions: Failures, French Electric Meters, Finance Basics, Middle East Comfort Level with Primary and Secondary Research (Approach), Team, Communication Skills, Leadership & Low to High-Level Data Interpretation Level Test (Assumption CAT DI Level is 10, this 7-8), Verbal (CAT Levels-10) Result: 7-15 Day Re-application on no visa extensions Top 2 strategy consulting firm HR Director not to allow my skillset in consulting (Later visa extension accepted)

Anecdotes and evidence to show your thinking and rationale - it’s not about getting it right, but about breaking down the issue presented, your assumptions based on experience and the data available and crafting a solution that you can crisply and clearly articulate with the supporting rationale of “why”

Non-Chronological Step Approach (Past exp: I did 2 GD/Writtens and 5 Interviews with a few on strategy consulting organizations, Consulting Projects - Non-Management - 10 & {Management - 10, Unsuccessful - 5, with pay cuts and Fines} 1. Overview (Lucky if I get an engineering forte case to speak about - SULZER, UHDE, Thermax, Chemtech, Schlumberger, etc - worth a thought) 2. Follow Basics (Google or IIM Free to All Case Material) 3. Networking and showing empathetic requests for reference but not in interviews 4. Join MCA 5. Talk with students representing consulting bodies president's feedback and past interview experience 6. Types: estimates, 4C, 4P, Ops, marketing start Finance etc 7. Profitability Metrics Only Models 8. NewUpgrade