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https://deloitte.wsj.com/cmo/2020/03/11/to-be-agile-love-the-problem-not-the-solution/
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To Be Agile, Love the Problem, Not the Solution
As the pace of change increases, how can marketers become more adaptable? A popular tech industry maxim can provide a starting point.
“Fall in love with the problem, not the solution,” is a common saying in the tech community.
What does it mean in practice, however? The idea is to develop a deep understanding of a given challenge before seeking to solve it with a particular technology or business protocol. Jumping too quickly to a solution—simply because it’s available—can lead business leaders to lose sight of the nuances of the problem.
“People fall in love with the solution because they want easy answers and seek magic bullets,” says Ed Greig, chief disruptor at Deloitte Digital UK. “Unfortunately, magic bullets don’t exist.”
The maxim is especially relevant for today’s marketing leaders, who are under pressure to adapt quickly and may be tempted to accept easy answers as the function becomes more data-driven, the marketing organization changes shape, and customers expect real-time responsiveness.
One way marketers can become more adaptable—and avoid falling in love with solutions—is to adopt agile practices that are better suited to the nature of work today, says Jon Smart, partner and leader of business agility, Deloitte UK. “Organized human endeavor has fundamentally changed from mass production to knowledge work,” he says. “In the digital age, being agile is critical—because the work is emergent, and the pace of change is faster.”
So what does it mean to be agile? It’s all about maximizing flow—reducing lead time, understanding end users better, and taking an iterative approach to problem solving. Agile organizations harness multidisciplinary teams, which work together in short bursts to solve a given problem. Teams begin by identifying the specific needs of end users, whether they are customers, employees, or partners. They then create a hypothetical solution and test it repeatedly, adjusting the design along the way as new data comes in. “The result should be a faster feedback loop, so that teams are looking at data more frequently and acting on it more often,” Smart says.
“ People fall in love with the solution because they want easy answers and seek magic bullets. Unfortunately, magic bullets don’t exist. ”
By contrast, many marketing organizations follow a traditional “waterfall” approach to project management, in which workers operate in distinct groups divided by area of expertise. Each group hands the project off to the next in a strict, linear pattern, a process that can take months or even years.
“Now, with the ability to get near-real-time analytics, organizations can quickly test, learn from, and optimize the performance of marketing messages or social engagement—if they have agile, cross-functional teams,” says Andrew Jolly, partner and COO, Deloitte Digital UK. “The traditional waterfall approach does not allow organizations to react fast enough.”
In other words, being agile can allow teams to focus on the problem, rather than the solution—and to work quickly, flexibly, and in a way that engages multiple disciplines within an organization. In a marketing context, Jolly notes, teams are often most successful when they include people who can drive engagement across earned, paid, and owned media.
Learn, Test, Solve
Ultimately, the goal is to create a solution that truly addresses the problem. As an example of an agile approach, Greig points to recent work by Deloitte Digital, which experimented with 3D-printed prosthetic devices as part of wider research into the ways new technologies are adopted in health care. The team started by focusing on just one person—Phoebe, an 8-year-old girl who loves the character Poppy from the Trolls movie, roots for Manchester United, and was born without a left hand.
The team created a 3D-printed prosthesis for Phoebe and encouraged her to color it at home. She liked the ability to customize it so much, they created another one—and this time, they asked Phoebe to sketch the design first. “We didn’t understand the real problem when we started the project,” Greig says. “We thought it was how to make a functional prosthesis using 3D printing. But the real problem was how to make a functional prosthesis, using 3D printing, that someone actually wants to wear.”
Had the team fallen in love with the solution, they might have spent their time experimenting with the technology, focusing on ways to make the hand lighter or stronger. Instead, they started with Phoebe, involving her in the design process and encouraging her to customize her prosthesis.
For today’s leaders, such a user-centered approach can be critical to maintaining closer relationships with customers and adapting more easily in a disruptive, fast-paced environment. “It’s not necessarily about reacting in real time—it’s giving customers what they need and connecting with them in the ways that are most relevant to them,” Greig says.
Being agile is about solving problems for users, he continues—and that makes it a natural fit for the marketing function. “With their deep understanding of audience, marketers can drive change across the entire organization, shifting a business to focus on users and their problems rather than simply selling the latest product or solution,” he says.
—by Jennifer D. Fisher, writer, Deloitte Insights for CMOs
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How to Solve Problems
- Laura Amico
To bring the best ideas forward, teams must build psychological safety.
Teams today aren’t just asked to execute tasks: They’re called upon to solve problems. You’d think that many brains working together would mean better solutions, but the reality is that too often problem-solving teams fall victim to inefficiency, conflict, and cautious conclusions. The two charts below will help your team think about how to collaborate better and come up with the best solutions for the thorniest challenges.
First, think of the last time you had to solve a problem. Maybe it was a big one: A major trade route is blocked and your product is time sensitive and must make it to market on time. Maybe it was a small one: A traffic jam on your way to work means you’re going to be late for your first meeting of the day. Whatever the size of the impact, in solving your problem you moved through five stages, according to “ Why Groups Struggle to Solve Problems Together ,” by Al Pittampalli.
Pittampalli finds that most of us, when working individually, move through these stages intuitively. It’s different when you’re working in a team, however. You need to stop and identify these different stages to make sure the group is aligned. For example, while one colleague might join a problem-solving discussion ready to evaluate assumptions (Stage 3), another might still be defining the problem (Stage 1). By defining each stage of your problem-solving explicitly, you increase the odds of your team coming to better solutions more smoothly.
This problem-solving technique gains extra power when applied to Alison Reynold’s and David Lewis’ research on problem-solving teams. In their article, “ The Two Traits of the Best Problem-Solving Teams ,” they find that highly effective teams typically have a pair of common features: They are cognitively diverse and they are psychologically safe. They also exhibit an array of characteristics associated with learning and confidence; these teammates tend to be curious, experimental, and nurturing, for example.
As you and your colleagues consider these ideas, think about the last problem you had to solve as a team. First, map out what you remember from each step of your problem-solving. Were all of you on the same page at each stage? What aspects of the problem did you consider — or might you have missed — as a result? What can you do differently the next time you have a problem to solve? Second, ask where your team sees themselves on the chart. What kinds of behaviors could your team adopt to help you move into that top-right quadrant?
- Laura Amico is a senior editor at Harvard Business Review.
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- Problem Solving
What is Problem Solving?.
Quality Glossary Definition: Problem solving
Problem solving is the act of defining a problem; determining the cause of the problem; identifying, prioritizing, and selecting alternatives for a solution; and implementing a solution.
- The problem-solving process
- Problem solving resources
Problem Solving Chart
The Problem-Solving Process
In order to effectively manage and run a successful organization, leadership must guide their employees and develop problem-solving techniques. Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below.
1. Define the problem
Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes .
The sections below help explain key problem-solving steps. These steps support the involvement of interested parties, the use of factual information, comparison of expectations to reality, and a focus on root causes of a problem. You should begin by:
- Reviewing and documenting how processes currently work (i.e., who does what, with what information, using what tools, communicating with what organizations and individuals, in what time frame, using what format).
- Evaluating the possible impact of new tools and revised policies in the development of your "what should be" model.
2. Generate alternative solutions
Postpone the selection of one solution until several problem-solving alternatives have been proposed. Considering multiple alternatives can significantly enhance the value of your ideal solution. Once you have decided on the "what should be" model, this target standard becomes the basis for developing a road map for investigating alternatives. Brainstorming and team problem-solving techniques are both useful tools in this stage of problem solving.
Many alternative solutions to the problem should be generated before final evaluation. A common mistake in problem solving is that alternatives are evaluated as they are proposed, so the first acceptable solution is chosen, even if it’s not the best fit. If we focus on trying to get the results we want, we miss the potential for learning something new that will allow for real improvement in the problem-solving process.
3. Evaluate and select an alternative
Skilled problem solvers use a series of considerations when selecting the best alternative. They consider the extent to which:
- A particular alternative will solve the problem without causing other unanticipated problems.
- All the individuals involved will accept the alternative.
- Implementation of the alternative is likely.
- The alternative fits within the organizational constraints.
4. Implement and follow up on the solution
Leaders may be called upon to direct others to implement the solution, "sell" the solution, or facilitate the implementation with the help of others. Involving others in the implementation is an effective way to gain buy-in and support and minimize resistance to subsequent changes.
Regardless of how the solution is rolled out, feedback channels should be built into the implementation. This allows for continuous monitoring and testing of actual events against expectations. Problem solving, and the techniques used to gain clarity, are most effective if the solution remains in place and is updated to respond to future changes.
You can also search articles , case studies , and publications for problem solving resources.
Innovative Business Management Using TRIZ
Introduction To 8D Problem Solving: Including Practical Applications and Examples
The Quality Toolbox
Root Cause Analysis: The Core of Problem Solving and Corrective Action
One Good Idea: Some Sage Advice ( Quality Progress ) The person with the problem just wants it to go away quickly, and the problem-solvers also want to resolve it in as little time as possible because they have other responsibilities. Whatever the urgency, effective problem-solvers have the self-discipline to develop a complete description of the problem.
Diagnostic Quality Problem Solving: A Conceptual Framework And Six Strategies ( Quality Management Journal ) This paper contributes a conceptual framework for the generic process of diagnosis in quality problem solving by identifying its activities and how they are related.
Weathering The Storm ( Quality Progress ) Even in the most contentious circumstances, this approach describes how to sustain customer-supplier relationships during high-stakes problem solving situations to actually enhance customer-supplier relationships.
The Right Questions ( Quality Progress ) All problem solving begins with a problem description. Make the most of problem solving by asking effective questions.
Solving the Problem ( Quality Progress ) Brush up on your problem-solving skills and address the primary issues with these seven methods.
Refreshing Louisville Metro’s Problem-Solving System ( Journal for Quality and Participation ) Organization-wide transformation can be tricky, especially when it comes to sustaining any progress made over time. In Louisville Metro, a government organization based in Kentucky, many strategies were used to enact and sustain meaningful transformation.
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Making the Connection In this exclusive QP webcast, Jack ReVelle, ASQ Fellow and author, shares how quality tools can be combined to create a powerful problem-solving force.
Adapted from The Executive Guide to Improvement and Change , ASQ Quality Press.
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- Miles Anthony Smith
- Sep 12, 2022
- 12 min read
The Ultimate Problem-Solving Process Guide: 31 Steps and Resources
Updated: Jan 24
GOT CHALLENGES WITH YOUR PROBLEM-SOLVING PROCESS? ARE YOU FRUSTRATED?
prob·lem-solv·ing noun -the process of finding solutions to difficult or complex issues. It sounds so simple, doesn’t it? But in reality problem-solving is hard. It's almost always more complex than it seems. That's why problem-solving can be so frustrating sometimes. You can feel like you’re spinning your wheels, arguing in circles, or just failing to find answers that actually work. And when you've got a group working on a problem, it can get even muddier …differences of opinions, viewpoints colored by different backgrounds, history, life experiences, you name it. We’re all looking at life and work from different angles, and that often means disagreement. Sometimes sharp disagreement. That human element, figuring out how to take ourselves out of the equation and make solid, fact-based decisions , is precisely why there’s been so much written on problem-solving. Which creates its own set of problems. Whose method is best? How can you possibly sift through them all? Are we to have one person complete the entire problem-solving process by themselves or rely on a larger team to find answers to our most vexing challenges in the workplace ? Today, we’re going to make sense of it all. We’ll take a close look at nine top problem-solving methods. Then we’ll grab the best elements of all of them to give you a process that will have your team solving problems faster, with better results , and maybe with less sharp disagreement. Ready to dive in? Let’s go!
9 PROFITABLE PROBLEM-SOLVING TECHNIQUES AND METHODS
While there are loads of methods to choose from, we are going to focus on nine of the more common ones. You can use some of these problem-solving techniques reactively to solve a known issue or proactively to find more efficient or effective ways of performing tasks. If you want to explore other methods, check out this resource here . A helpful bit of advice here is to reassure people that you aren’t here to identify the person that caused the problem . You’re working to surface the issue, solve it and make sure it doesn’t happen again, regardless of the person working on the process. It can’t be understated how important it is to continually reassure people of this so that you get unfiltered access to information. Without this, people will often hide things to protect themselves . After all, nobody wants to look bad, do they? With that said, let’s get started...
1. CREATIVE PROBLEM SOLVING (CPS)
Alex Osborn coined the term “Creative Problem Solving” in the 1940s with this simple four-step process:
Clarify : Explore the vision, gather data, and formulate questions.
Ideate : This stage should use brainstorming to generate divergent thinking and ideas rather than the random ideas normally associated with brainstorming.
Develop : Formulate solutions as part of an overall plan.
Implement : Put the plan into practice and communicate it to all parties.
2. APPRECIATIVE INQUIRY
Source: http://www.davidcooperrider.com/ai-process/ This method seeks, first and foremost, to identify the strengths in people and organizations and play to that “positive core” rather than focus our energies on improving weaknesses . It starts with an “affirmative topic,” followed by the “positive core (strengths).” Then this method delves into the following stages:
Discovery (fact-finding)
Dream (visioning the future)
Design (strategic purpose)
Destiny (continuous improvement)
3. “FIVE WHYS” METHOD
This method simply suggests that we ask “Why” at least five times during our review of the problem and in search of a fix. This helps us dig deeper to find the the true reason for the problem, or the root cause. Now, this doesn’t mean we just keeping asking the same question five times. Once we get an answer to our first “why”, we ask why to that answer until we get to five “whys”.
Using the “five whys” is part of the “Analyze” phase of Six Sigma but can be used with or without the full Six Sigma process.
Review this simple Wikipedia example of the 5 Whys in action:
The vehicle will not start. (the problem)
Why? - The battery is dead. (First why)
Why? - The alternator is not functioning. (Second why)
Why? - The alternator belt has broken. (Third why)
Why? - The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
Why? - The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)
4. LEAN SIX SIGMA (DMAIC METHOD)
While many people have at least heard of Lean or Six Sigma, do we know what it is? Like many problem-solving processes, it has five main steps to follow.
Define : Clearly laying out the problem and soliciting feedback from those who are customers of the process is necessary to starting off on the right foot.
Measure : Quantifying the current state of the problem is a key to measuring how well the fix performed once it was implemented.
Analyze : Finding out the root cause of the problem (see number 5 “Root Cause Analysis” below) is one of the hardest and least explored steps of Six Sigma.
Improve : Crafting, executing, and testing the solution for measureable improvement is key. What doesn’t get implemented and measured really won’t make a difference.
Control : Sustaining the fix through a monitoring plan will ensure things continue to stay on track rather than being a short-lived solution.
5. ROOT CAUSE ANALYSIS
Compared to other methods, you’ll more often find this technique in a reactive problem-solving mode, but it is helpful nonetheless. Put simply, it requires a persistent approach to finding the highest-level cause, since most reasons you’ll uncover for a problem don’t tell the whole story.
Most of the time, there are many factors that contributed to an issue. The main reason is often shrouded in either intentional or unintentional secrecy. Taking the time to drill down to the root of the issue is key to truly solving the problem.
6. DEMING-SHEWHART CYCLE: PLAN-DO-CHECK-ACT (PDCA)
Named for W. Edwards Deming and Walter A. Shewhart, this model follows a four-step process:
Plan: Establish goals and objectives at the outset to gain agreement. It’s best to start on a small scale in order to test results and get a quick win.
Do: This step is all about the implementation and execution of the solution.
Check: Study and compare actual to expected results. Chart this data to identify trends.
Act/Adjust: If the check phase showed different results, then adjust accordingly. If worse than expected, then try another fix. If the same or better than expected, then use that as the new baseline for future improvements.
7. 8D PROBLEM-SOLVING
While this is named “8D” for eight disciplines, there are actually nine , because the first is listed as step zero. Each of the disciplines represents a phase of this process. Its aim is to implement a quick fix in the short term while working on a more permanent solution with no recurring issues.
Prepare and Plan : Collecting initial information from the team and preparing your approach to the process is a necessary first step.
Form a Team : Select a cross-functional team of people, one leader to run meetings and the process, and one champion/sponsor who will be the final decision-maker.
Describe the Problem : Using inductive and deductive reasoning approaches, lay out the precise issue to be corrected.
Interim Containment Action : Determine if an interim solution needs to be implemented or if it can wait until the final fix is firmed up. If necessary, the interim action is usually removed once the permanent solution is ready for implementation.
Root Cause Analysis and Escape Point : Finding the root of the issue and where in the process it could’ve been found but was not will help identify where and why the issue happened.
Permanent Corrective Action : Incorporating key criteria into the solution, including requirements and wants, will help ensure buy-in from the team and your champion.
Implement and Validate the Permanent Corrective Action : Measuring results from the fix implemented validates it or sends the team back to the drawing board to identity a more robust solution.
Prevent Recurrence : Updating work procedure documents and regular communication about the changes are important to keep old habits in check.
Closure and Team Celebration : Taking time to praise the team for their efforts in resolving the problem acknowledges the part each person played and offers a way to move forward.
8. ARMY PROBLEM SOLVING PROCESS
The US Army has been solving problems for more than a couple of centuries , so why not take a look at the problem-solving process they’ve refined over many years? They recommend this five step process:
Identify the Problem : Take time to understand the situation and define a scope and limitations before moving forward.
Gather Information : Uncover facts, assumptions, and opinions about the problem, and challenge them to get to the truth.
Develop Screening and Evaluation Criteria :
Five screening items should be questioned. Is it feasible, acceptable, distinguishable, and complete?
Evaluation criteria should have these 5 elements: short title, definition, unit of measure, benchmark, and formula.
Generate, Analyze, and Compare Possible Solutions : Most fixes are analyzed, but do you compare yours to one another as a final vetting method?
Choose a Solution and Implement : Put the fix into practice and follow up to ensure it is being followed consistently and having the desired effect.
9. HURSON'S PRODUCTIVE THINKING MODEL
Tim Hurson introduced this model in 2007 with his book, Think Better. It consists of the following six actions.
Ask "What is going on?" : Define the impact of the problem and the aim of its solution.
Ask "What is success?" : Spell out the expected outcome, what should not be in fix, values to be considered, and how things will be evaluated.
Ask "What is the question?" : Tailor questions to the problem type. Valuable resources can be wasted asking questions that aren’t truly relevant to the issue.
Generate answers : Prioritize answers that are the most relevant to solutions, without excluding any suggestion to present to the decision-makers.
Forge the solution : Refine the raw list of prioritized fixes, looking for ways to combine them for a more powerful solution or eliminate fixes that don’t fit the evaluation criteria.
Align resources: Identify resources, team, and stakeholders needed to implement and maintain the solution.
STEAL THIS THOROUGH 8-STEP PROBLEM-SOLVING PROCESS
Now that we’ve reviewed a number of problem-solving methods, we’ve compiled the various steps into a straightforward, yet in-depth, s tep-by-step process to use the best of all methods.
1. DIG DEEP: IDENTIFY, DEFINE, AND CLARIFY THE ISSUE
“Elementary, my dear Watson,” you might say.
This is true, but we often forget the fundamentals before trying to solve a problem. So take some time to gain understanding of critical stakeholder’s viewpoints to clarify the problem and cement consensus behind what the issue really is.
Sometimes it feels like you’re on the same page, but minor misunderstandings mean you’re not really in full agreement.. It’s better to take the time to drill down on an issue before you get too far into solving a problem that may not be the exact problem . Which leads us to…
2. DIG DEEPER: ROOT CAUSE ANALYSIS
This part of the process involves identifying these three items :
What happened?
Why did it happen?
What process do we need to employ to significantly reduce the chances of it happening again ?
You’ll usually need to sort through a series of situations to find the primary cause. So be careful not to stop at the first cause you uncover . Dig further into the situation to expose the root of the issue. We don’t want to install a solution that only fixes a surface-level issue and not the root. T here are typically three types of causes :
Physical: Perhaps a part failed due to poor design or manufacturing.
Human error: A person either did something wrong or didn’t do what needed to be done.
Organizational: This one is mostly about a system, process, or policy that contributed to the error .
When searching for the root cause, it is important to ensure people that you aren’t there to assign blame to a person but rather identify the problem so a fix can prevent future issues.
3. PRODUCE A VARIETY OF SOLUTION OPTIONS
So far, you’ve approached the problem as a data scientist, searching for clues to the real issue. Now, it’s important to keep your eyes and ears open, in case you run across a fix suggested by one of those involved in the process failure. Because they are closest to the problem, they will often have an idea of how to fix things. In other cases, they may be too close, and unable to see how the process could change.
The bottom line is to solicit solution ideas from a variety of sources , both close to and far away from the process you’re trying to improve.
You just never know where the top fix might come from!
4. FULLY EVALUATE AND SELECT PLANNED FIX(ES)
Evaluating solutions to a defined problem can be tricky since each one will have cost, political, or other factors associated with it. Running each fix through a filter of cost and impact is a vital step toward identifying a solid solution and hopefully settling on the one with the highest impact and low or acceptable cost.
Categorizing each solution in one of these four categoriescan help teams sift through them:
High Cost/Low Impact: Implement these last, if at all, since t hey are expensive and won’t move the needle much .
Low Cost/Low Impact: These are cheap, but you won’t get much impact.
High Cost/High Impact: These can be used but should be second to the next category.
Low Cost/High Impact: Getting a solid “bang for your buck” is what these fixes are all about. Start with these first .
5. DOCUMENT THE FINAL SOLUTION AND WHAT SUCCESS LOOKS LIKE
Formalize a document that all interested parties (front-line staff, supervisors, leadership, etc.) agree to follow. This will go a long way towards making sure everyone fully understands what the new process looks like, as well as what success will look like .
While it might seem tedious, try to be overly descriptive in the explanation of the solution and how success will be achieved. This is usually necessary to gain full buy-in and commitment to continually following the solution. We often assume certain things that others may not know unless we are more explicit with our communications.
6. SUCCESSFULLY SELL AND EXECUTE THE FIX
Arriving at this stage in the process only to forget to consistently apply the solution would be a waste of time, yet many organizations fall down in the execution phase . Part of making sure that doesn’t happen is to communicate the fix and ask for questions multiple times until all parties have a solid grasp on what is now required of them.
One often-overlooked element of this is the politics involved in gaining approval for your solution. Knowing and anticipating objections of those in senior or key leadership positions is central to gaining buy-in before fix implementation.
7. RINSE AND REPEAT: EVALUATE, MONITOR, AND FOLLOW UP
Next, doing check-ins with the new process will ensure that the solution is working (or identity if further reforms are necessary) . You’ll also see if the measure of predefined success has been attained (or is making progress in that regard).
Without regularly monitoring the fix, you can only gauge the success or failure of the solution by speculation and hearsay. And without hard data to review, most people will tell their own version of the story.
8. COLLABORATIVE CONTINGENCIES, ITERATION, AND COURSE CORRECTION
Going into any problem-solving process, we should take note that we will not be done once the solution is implemented (or even if it seems to be working better at the moment). Any part of any process will always be subject to the need for future iterations and course corrections . To think otherwise would be either foolish or naive.
There might need to be slight, moderate, or wholesale changes to the solution previously implemented as new information is gained, new technologies are discovered, etc.
14 FRUITFUL RESOURCES AND EXERCISES FOR YOUR PROBLEM-SOLVING JOURNEY
Want to test your problem-solving skills?
Take a look at these twenty case study scenario exercises to see how well you can come up with solutions to these problems.
Still have a desire to discover more about solving problems?
Check out these 14 articles and books...
1. THE LEAN SIX SIGMA POCKET TOOLBOOK: A QUICK REFERENCE GUIDE TO NEARLY 100 TOOLS FOR IMPROVING QUALITY AND SPEED
This book is like a Bible for Lean Six Sigma , all in a pocket-sized package.
2. SOME SAGE PROBLEM SOLVING ADVICE
The American Society for Quality has a short article on how it’s important to focus on the problem before searching for a solution.
3. THE SECRET TO BETTER PROBLEM SOLVING: HARVARD BUSINESS REVIEW
Wondering if you are solving the right problems? Check out this Harvard Business Review article.
4. PROBLEM SOLVING 101 : A SIMPLE BOOK FOR SMART PEOPLE
Looking for a fun and easy problem-solving book that was written by a McKinsey consultant? Take a look!
5. THE BASICS OF CREATIVE PROBLEM SOLVING – CPS
If you want a deeper dive into the seven steps of Creative Problem Solving , see this article.
6. APPRECIATIVE INQUIRY : A POSITIVE REVOLUTION IN CHANGE
Appreciative Inquiry has been proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy. Review this book to join the positive revolution.
7. PROBLEM SOLVING: NINE CASE STUDIES AND LESSONS LEARNED
The Seattle Police Department has put together nine case studies that you can practice solving . While they are about police work, they have practical application in the sleuthing of work-related problems.
8. ROOT CAUSE ANALYSIS : THE CORE OF PROBLEM SOLVING AND CORRECTIVE ACTION
Need a resource to delve further into Root Cause Analysis? Look no further than this book for answers to your most vexing questions .
9. SOLVING BUSINESS PROBLEMS : THE CASE OF POOR FRANK
This solid case study illustrates the complexities of solving problems in business.
10. THE 8-DISCIPLINES PROBLEM SOLVING METHODOLOGY
Learn all about the “8Ds” with this concise primer.
11. THE PROBLEM-SOLVING PROCESS THAT PREVENTS GROUPTHINK HBR
Need to reduce groupthink in your organization’s problem-solving process ? Check out this article from the Harvard Business Review.
12. THINK BETTER : AN INNOVATOR'S GUIDE TO PRODUCTIVE THINKING
Tim Hurson details his own Productive Thinking Model at great length in this book from the author.
13. 5 STEPS TO SOLVING THE PROBLEMS WITH YOUR PROBLEM SOLVING INC MAGAZINE
This simple five-step process will help you break down the problem, analyze it, prioritize solutions, and sell them internally.
14. CRITICAL THINKING : A BEGINNER'S GUIDE TO CRITICAL THINKING, BETTER DECISION MAKING, AND PROBLEM SOLVING!
LOOKING FOR ASSISTANCE WITH YOUR PROBLEM-SOLVING PROCESS?
There's a lot to take in here, but following some of these methods are sure to improve your problem-solving process. However, if you really want to take problem-solving to the next level, InitiativeOne can come alongside your team to help you solve problems much faster than you ever have before.
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Ethics at Deloitte
It starts with integrity.
At Deloitte, integrity is fundamental. Deloitte’s ethics program helps build ethical sensitivity, encourages consultation and supports ethical decision-making.
Leading Ethics at Deloitte
Respected organizations around the world trust Deloitte member firm professionals to execute their most ambitious projects, manage highly confidential information and develop ideas and approaches that can alter the course of their businesses. That trust has been – and continues to be – earned thousands of times each day by Deloitte member firm practitioners.
Ethical behavior among Deloitte professionals is fundamental and not negotiable. That’s why DTTL’s Global Chief Ethics Officer and the Global Ethics team work with member firm leaders and Ethics Officers to implement the organization's ethics program and build a culture of integrity. Together, they help keep a continuous spotlight on ethics by communicating expectations of behavior and working to embed ethical decision-making into key processes and initiatives.
“Integrity is the foundation of our businesses,” says Debbie Rheder, Deloitte Global Chief Ethics Officer. “At Deloitte, we aim to do the right thing even – and especially – when it is difficult to do so. As Deloitte’s Global Ethics Leader, I am responsible for ensuring that all of our member firms build and sustain an ethical culture which supports the highest standards of professional behavior. To that end, we continue to raise the bar on our ethics programs, policies and standards, to uphold our member firm clients’ trust in us.“
Deloitte’s commitment to ethics
The Deloitte network of member firms conducts business in accordance with applicable laws, regulations and professional standards, providing quality service to clients and building trust and confidence in global markets. In addition, Deloitte member firms implement internal policies and standards to address important professional behavior that may not be governed by professional requirements.
The Global Principles of Business Conduct (“ Global Code ”) for the Deloitte network outlines the commitments that each of us make. Based on our Shared Values, the Global Code reflects our core belief that, at Deloitte, ethics and integrity are fundamental and not negotiable.
The Global Code is supplemented by member firm ethics programs which provide support to build ethical judgment and decision-making skills in all Deloitte people. Each member firm has an appointed Ethics Officer, and provides ethics training and channels for consulting on difficult issues and reporting suspected misconduct. Each member firm in the Deloitte network commits to the Global Code and, as appropriate, builds on it through more detailed local codes of conduct.
Consultation goes to the heart of the Deloitte culture, and avoids our people having to resolve a difficult ethical situation alone. Individuals are encouraged to consult with their colleagues, line managers, leaders or through their member firm’s normal work channels. In addition, formal ethics reporting channels are available for those who seek a confidential route for consultation.
Deloitte’s Shared Values
Our purpose – to make an impact that matters – and our aspiration – to be the undisputed leader in professional services – define us. At the root of these goals are our Shared Values. These Shared Values are timeless and they describe the distinctive Deloitte culture.
Lead the way
With our unmatched scale, scope, skill, and service excellence, Deloitte is not only leading the profession, but reinventing it for the future. And we are putting those same attributes to work in our communities, creating opportunity and leading the way to a better, stronger, and more sustainable world.
Serve with integrity
By acting ethically and with integrity, and serving as role models in our communities, Deloitte has earned the trust of clients, regulators, and the public. Upholding that trust is our single most important responsibility – the reason we do what is right, always.
Take care of each other
At the heart of Deloitte culture is the understanding that “we are all in this together.” We look out for one another and prioritize respect, fairness, development, and well-being.
Foster inclusion
We are at our best when we foster an inclusive culture and embrace diversity in all forms. We know this attracts top talent, enables innovation, and helps deliver well-rounded client solutions. We are committed to empowering all people to grow and achieve, accelerating diversity in leadership, and building balance for better.
Collaborate for measurable impact
We approach our work with a collaborative mindset, teaming across businesses, geographies, and skill sets to deliver tangible, measurable, attributable impact. We measure our success not only by metrics, but by the strength of the relationships we build, the level of innovation we bring to solving problems, and the company we keep as we deliver the best of Deloitte to the world.
Recommendations
Global principles of business conduct, report an ethics concern, deloitte supplier code of conduct.
Lean Events and Training / Forms and Templates
Forms and Templates
Downloads for A3 problem solving, standard work , project management, and value stream mapping .
Problem Solving Templates
A3 Action Plan Form (from Getting the Right Things Done)
- The action plan template helps define the who, what, when, where, and how of a plan on one page.
- Helps track progress and highlight problems so action can be taken.
A3 Status Review Form (from Getting the Right Things Done)
- Top box provides an overview with respect to our critical end-of-pipe metrics.
- Second box provides an overview of activities, and usually reflects what’s been prescribed on the action plan of the right side of the strategy A3.
A3 Strategy Form (from Getting the Right Things Done)
- A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps tell the strategy “story.”
- Logic flows from top left to bottom right, and each box leads to the next one.
Detailed A3 Template (from Managing to Learn)
- Print this A3 template out to remind you of each section of the problem-solving A3 as you are creating your own.
PDSA A3 Template (from On the Mend)
- A3 Template, in Excel, following the PDSA cycle.
Problem Definition Worksheet
- This worksheet can help you breakdown the problem into a clearly defined gap as well as see how the problem aligns to the needs of the business or your True North purpose.
Root Cause Template
- This template gives you space to record the problem as well as the direct causes and underlying causes.
Four Types of Problems
Art Smalley
Managing to Learn: Using the A3 management process
Perfecting Patient Journeys
Beau Keyte , Tom Shuker and Judy Worth
Getting the Right Things Done
Pascal Dennis
Standard Work Templates
Standard Work Operator Balance Chart (OBC)
- The operator balance chart helps create continuous flow in a multi-step, multi-operator process by distributing operator work elements in relation to takt time.
Standard Work Process Study Sheet
- The Process Study Sheet is used to define and record the time for work elements in a process.
Standard Work Production Analysis Board
- A Production Analysis Board is a display that must be located at the exit of the cell (or the line) to show actual performance compared with planned performance on an hourly basis.
Standard Work Skills Training Matrix
- The Skills Training Matrix shows the required and attained skills of every operator.
- The training schedule also should be shown.
Standardized Work Chart
- The standardized work chart shows operator movement and material location in relation to the machine and overall process layout.
- It should show takt time, work sequence, and standard WIP.
Standardized Work Combination Table
- The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence.
- This form is a more precise process design tool than the Operator Balance Chart.
- It can be very helpful to identify the waste of waiting and overburden, and to confirm standard.
Standardized Work Job Instruction Sheet
- The job instruction sheet is used to train new operations.
- It lists the steps of the job, detailing any special knack that may be required to perform the job safely with utmost quality and efficiency.
- It can also be useful for experienced operators to reconfirm the right operations.
Standardized Work Process Capacity Sheet
- The Process Capacity Chart is used to calculate the capacity of each machine to confirm true capacity and to identify and eliminate bottlenecks.
- Processing capacity per shift will be calculated from the available production time, completion time, and tool-change time (and other factors as necessary) for each work piece.
Waste Walk Template (from Perfecting Patient Journeys)
- Taking a “waste walk” is one way to make the waste visible again.
- A waste walk is simply a planned visit to where work is being performed to observe what’s happening and to note the waste. It differs from go-see activities in that you are specifically looking for waste.
Kaizen Express
Toshiko Narusawa and John Shook
Lean Lexicon 5th Edition
Lean Enterprise Institute
Training Within Industry (TWI) Templates and Downloads
8-step TWI problem solving card - as presented by IBM
- 8-steps to problem solving handy pocket card printable.
Solving Problems with TWI
- Solving problems with TWI deployment graphic.
Template of Job Breakdown Sheet
- Job breakdown sheets are created to list the steps and highlight the main factors or key points that go into completing a job.
- It also provides reasons for these key points.
TWI Job Instruction Card
- TWI Job Instruction card in a handy pocket printable.
TWI Job Methods Card
- TWI Job Methods Card in a handy pocket printable.
TWI Job Relations Card
- TWI Job Relations Card in a handy pocket printable.
Lean Solutions
James (Jim) Womack, PhD and Dan Jones
Lean Thinking, 2nd Edition
Project Management Templates
Master Schedule and Action Plan Template for One Goal (from Perfecting Patient Journeys)
- Use this template in your project tracking center so you can track both goals and action items on the same form.
End of Project Review Template (from Perfecting Patient Journeys)
- The following template will help you capture your end-of-project reflections and make decisions about what to do next.
Master Schedule Template (from Perfecting Patient Journeys)
- This template will help you answer this question by letting you include the project goals with space to indicate whether each goal is on track as originally planned and whether the scheduled progress review has taken place.
Team Board Form (from Getting the Right Things Done)
- A team board is a window on both routine and improvement work.
- The board on this template addresses both daily production and strategic issues, and is organized according to SQDCM—safety, quality, delivery, cost, and morale.
Value Proposition Template (from Perfecting Patient Journeys)
- Align the stakeholders around what will be included in addressing the problem,
- Identify the stakeholders who will be added to the project team and actively engaged in creating the current- and future-state value-stream maps,
- Identify additional stakeholders necessary to drive the implementation of the future state,
- Serve as an agreement—a proof of consensus—on the specific problem to be solved, and with the problem statement serve as authorization for the entire project.
Action Planning Template (from Perfecting Patient Journeys)
- Identify the specific changes that need to be made and translate those changes into clearly stated goals and actions (i.e., the means) to achieve those goals.
- Identify the specific methods and action steps you think will help you achieve the goals. These action steps and targets constitute the action plan to achieve a specific goal.
Value-Stream Mapping Templates
Value-stream Mapping Icons for Excel
- At the request of some of our readers we have posted the most commonly used mapping icons so that they can be downloaded for Excel spreadsheets.
Learning to See
Mike Rother and John Shook
VSM Getting Started Set
Lean Enterprise Institute , Mike Rother and John Shook
Mapping to See: Value-Stream Improvement Workshop
Beau Keyte , Jim Luckman , Kirk Paluska , Guy Parsons , John Shook , Tom Shuker and David Verble
Improvement Kata / Coaching Kata
Improvement Kata Learner's Storyboard
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Privacy overview.
Deloitte interviews are comprised of case interviews, a group case interview, and behavioral or fit interview questions. In this article, we’ll cover exactly what to expect in your upcoming Deloitte interview and how to best answer all of the different types of questions you may be asked.
Although most case interviews follow a similar structure, each consulting firm runs their interviews in a slightly different way.
We’ll cover in detail:
- The Deloitte interview process
- The 5 steps to solving Deloitte case interviews or case study interviews
- The 3 types of Deloitte case interviews
- 6 examples of Deloitte cases
- 8 Deloitte case interview tips
- How to ace the Deloitte group case interview
- The 10 most common Deloitte behavioral and fit interview questions
Deloitte Interview Process
Deloitte is a massive company with over $46B in annual revenue, with about 40% of that coming from their consulting practice. They are the largest and arguably most prestigious firm of the Big Four. Some consider Deloitte to be the next best consulting firm after McKinsey, BCG, and Bain.
Given its size, Deloitte interviews may vary depending on the country of the office that you are interviewing for. However, the most common interview process consists of two rounds of interviews.
In the first round of interviews, you will have one 30 to 45-minute behavioral interview and one or two 30 to 45-minute case interviews.
In the second or final round of interviews, you will have a 30 to 45-minute behavioral interview, a 30 to 45-minute case interview, and a one hour group case interview.
We’ll cover exactly how to answer each of these types of interview questions in the following sections.
Deloitte Case interview
Deloitte case interviews are candidate-led. You will be in the driver’s seat of the case interview and will be expected to ask the right questions, probe for data, and propose each next step to solve the case.
In a Deloitte case interview, you are not assessed on whether or not you have the correct answer. Instead, Deloitte uses case interviews to assess six different qualities:
- Problem solving : Can you decompose a problem into smaller, more manageable questions?
- Analytical ability : Can you draw the right insights from data and information?
- Strategic thinking : Do you have a sharp business acumen and practical business judgment?
- Logical thinking : Are you structured, organized, and rational in the way that you think?
- Creativity : Can you generate interesting or unique ideas and solutions?
- Professional demeanor : Are you calm, confident, and articulate?
The Five Steps to Solve a Deloitte Case Interview
Deloitte recommends taking these five steps to solve a case interview:
1. Understand the issue and ask clarifying questions
The most important part of the case interview is to make sure you understand the business issue and the objective of the case. The quickest way to fail a case interview is to answer or address the wrong business problem.
Therefore, if either the business issue or objective of the case is unclear, make sure to ask clarifying questions.
2. Identify the underlying assumptions
Next, you’ll need to decompose the overall business problem into smaller, more manageable issues. Identify what would need to be true in order for you to recommend a particular course of action.
To do this, it will be helpful to put together a framework, which is a tool that helps you organize your ideas and thoughts into different categories. To learn how to create outstanding frameworks, review this comprehensive case interview framework guide .
3. Summarize specific issues and findings
Afterwards, you’ll begin investigating different issues or areas of your framework. After investigating each one, it is important that you summarize the key takeaways or insights that you uncovered.
Connect these findings back to the overall business problem and explain how your findings impact your potential recommendation.
4. State your recommendations
Once you have gathered enough evidence and support for your recommendation, you will need to present your recommendation in a clear and concise way.
Start by giving a firm recommendation. Then, provide the three major reasons that support your recommendation. This should summarize most of the important findings from the case.
5. Outline next steps and the expected results or impact
After delivering a recommendation, you should propose potential next steps that you would take if you had more time or data. What would you need to know to further strengthen your recommendation or make you more confident in your answer?
You can also talk about the expected results or impact of your recommendation. This may also have implications on potential next steps, such as analyzing the risks or quantifying the financial benefits.
Types of Deloitte Cases
Deloitte consulting is broken down into three groups:
- Strategy & Operations : primarily focused on corporate strategy, supply-chain improvement, business model transformation, and process improvements. The work that this group does is most similar to the work that McKinsey, BCG, and Bain do
- Technology : primarily focused on digital strategy, delivery of information technology programs, and building tech-based solutions for clients
- Human Capital : primarily focused on organization transformation, change management, corporate learning and development, and diversity and inclusion
The type of case that you get depends on what group you are interviewing with.
For example, If you are interviewing with the Strategy & Operations group, you’ll get a strategy or operations case. If you are interviewing with the Technology group, you’ll get a technology or IT case.
Deloitte Practice Cases
Below are practice cases created by Deloitte. We recommend working through these so that you know exactly what to expect in your Deloitte case interview.
Strategy & Operations cases:
- Retail strategy practice case : Business strategy case focused on helping a warehouse club retailer decide between two different business models. This case provides great practice for interpreting charts and graphs and practicing case math.
- Finance strategy practice case : Non-profit case focused on helping a Federal Health Agency manage the financial activities related to eliminating Ebola.
- Extreme Athletes World Games practice case : General business strategy case focused on helping an Organizing Board develop a strategic plan for hosting the Extreme Athlete World Summer Games.
- Footloose practice case : Strategy case focused on helping a footwear company decide whether to focus on growing in the work boot sector of the market or the casual boot sector of the market. This case provides great practice for interpreting multiple different pieces of data simultaneously.
Technology cases:
- Green Apron practice case : Operations case focused on helping a grocery chain redesign and implement a new e-commerce platform
Human capital cases:
- Technology Institute of the West practice case : Post-merger integration case focused on helping an educational institution realign employee and leadership roles after merging six sister institutions.
Deloitte Case Interview Tips
Deloitte provides the eight tips below to help you improve your case interview performance.
Tip #1: Take notes
While the interviewer is providing you with the case background information, take notes on the most important pieces of information. Pay particularly close attention to the context, company, and case objective.
Tip #2: Make sure you understand the case question
Answering or addressing the wrong business problem is the quickest way to fail a case interview. The most important thing is understanding what the business issue is and what overall question you’ll be expected to answer at the end of the case.
Tip #3: Ask questions
Do not be afraid to ask questions. You will not be penalized for asking questions that are important and relevant to the case.
Great questions to ask include asking for the definition of an unfamiliar term, asking questions that clarify the objective of the issue, and asking questions to strengthen your understanding of the context or company.
Tip #4: After you develop a framework, develop an initial hypothesis
A hypothesis is an educated guess on the answer based on the data and information that you have so far. It helps guide your analysis and keeps you on the right track.
After developing a framework, try to develop a hypothesis to help you decide what area of your framework you should explore first.
Tip #5: Take time to structure your thoughts
When asked a question in a case interview, don’t always start answering immediately. Instead, take the time to process the question and develop an organized and structured way to answer it. It is acceptable to ask the interview for a brief moment to collect your thoughts.
Your answer will likely be much stronger if you give yourself time to think.
Tip #6: Present a clear, logical story for your recommendation
Remember that consultants need to convince clients to follow their proposed recommendations. Being articulate and persuasive are necessary skills for consultants.
When you deliver your recommendation, try to make it a coherent story. This will make your recommendation easier to follow and more compelling.
Tip #7: Walk the interviewer through your thinking and explain assumptions
You do not get any points for the ideas and thinking that you do not communicate. Therefore, you should make every effort to talk through your thoughts out loud.
Walk the interviewer through what you are thinking. Explain why you have made particular decisions. State your assumptions. This makes it easier for the interviewer to provide feedback or hints to help you out.
Tip #8: Engage the interviewer in a business conversation
Remember that a case interview is a collaborative exercise. You should not be dismissing the feedback and suggestions that the interviewer provides you. They may be trying to help steer the case in the right direction or provide you with hints when you get stuck.
Treat the interviewer as your teammate and turn the case interview into a business conversation.
Deloitte Group Case Interview
Deloitte is one of the few consulting firms that uses group case interviews in their final round of interviews. They conduct group case interviews because Deloitte’s work culture has a huge emphasis on teamwork and culture fit.
Here’s what to expect:
- You’ll be put into a group with 3 to 5 other candidates
- The interviewer will hand out case materials
- You’ll be given 10 minutes to review the case materials and prepare
- The group will have a discussion for 20 minutes
- During this discussion, interviewers will be observing candidates and will not interfere
- Afterwards, the interviewer will ask the group specific questions for another 20 minutes
Group case interviews can be challenging to prepare for because it is difficult to replicate the exact conditions to practice them. However, if you prepare for case interviews well, you will be in a great position to succeed in group case interviews.
Your goal in a group case interview is to add value to the group. There are six different ways that you can add value:
- Lead or facilitate the discussion : You can propose what topics to discuss, the order they should be discussed in, and how much time should be allocated towards each topic. If the group gets off track, you can bring the group’s focus back together.
- Expand upon other people’s ideas : If a group member suggests a great idea or raises a good point, build upon it and make it even better.
- Synthesize information : You can summarize information that other people have said and reconcile different viewpoints and ideas together.
- Keep track of time : You can volunteer to keep track of time and make sure that the group is on track.
- Play devil’s advocate : You can help your group develop strong ideas by testing the team’s thinking by considering potential risks or downsides of their ideas.
- Take notes: You can keep track of what other people are saying so that you can recall what has been discussed if any group members have questions.
Deloitte Group Case Interview Tips
Follow these five tips to shine during your Deloitte group case interview.
Tip #1: Treat your group members as teammates, not competition
The group case interview is not an exercise in which you are competing with others. Interviewers are trying to assess whether you would be a great teammate. Multiple people or even all people in your group can receive job offers.
Therefore, focus on adding value to the group rather than making yourself look better than your teammates.
Tip #2: Don’t speak too much, but don’t speak too little
If you speak too much, this may be seen as being too aggressive or controlling. If you speak too little, you may come off as shy or timid.
If you were to rank all of the members in your group by how much each person spoke, you would want to be roughly in the middle. This would be the perfect balance of speaking and listening.
Tip #3: Don’t interrupt or talk over your group members
Interrupting others when they are speaking is rude and disrespectful. You do not want to be inconsiderate or a jerk. Be nice and respectful to your group members.
Tip #4: Involve other people
If you observe that someone has not spoken much, ask them for their thoughts or opinions. If you notice that someone has been cut off when they were speaking, ask them to finish their thoughts after the person interrupting them has finished what they have to say.
These are easy ways to show interviewers that you are a considerate and helpful teammate.
Tip #5: Speak only if you are adding value to the group
Just because you are speaking a lot during the group case interview does not mean that you are doing well. Interviewers are not assessing you purely on the quantity of what you say. They care more about the quality.
Great teammates know when to speak and when to listen. Therefore, you should speak only if you are adding some kind of value to the group. Interviewers can tell when people are speaking for the sake of getting air time.
Deloitte Behavioral and Fit Interview Questions
In addition to case interviews, you will likely be asked a few behavioral or fit interview questions. There are ten questions that are most commonly asked.
1. Why Deloitte?
How to answer: Provide your three biggest reasons why you’re interested in working at Deloitte. You could mention that you loved the people that you have met from Deloitte so far. You can talk about Deloitte’s massive global presence, their expertise in nearly any industry or function, or their professional development opportunities.
2. Why consulting?
How to answer: Again, provide three reasons for why you’re interested in consulting. You could mention the fast career progression opportunities, the learning opportunities to develop soft and hard skills, or the level of impact that you can make right away in consulting.
3. Walk me through your resume.
How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on emphasizing your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting and why you would be a great fit for Deloitte.
4. What accomplishment are you most proud of?
How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work. Explain why the accomplishment is so meaningful to you and what qualities that reveals about you as a person.
5. Tell me about something that is not on your resume.
How to answer: This is a great opportunity to highlight an accomplishment that is not related to your professional work experience. Perhaps there is a non-profit that you volunteer at, a side project or business that you work on, or a hobby that you have won awards or recognition for. Select an accomplishment that is impressive and interesting.
6. Tell me about a time when you had to lead a team.
How to answer: If possible, choose a time when you directly managed a person or a team. For this question and the following similar questions, make sure that you structure your answer. Provide information on the situation, the task, the actions you took, and the results of your work. This is known as the STAR method and is the most common way of answering behavioral or fit interview questions.
7. Describe a time when you faced conflict or disagreement.
How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak about the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you can handle conflict in a constructive way.
8. Give an example of a time when you successfully persuaded someone.
How to answer: Choose a time when you were able to change someone’s mind who originally disagreed with you. Focus on emphasizing the steps that you took to persuade that person and what impact this had on the organization. Interviewers want to know that you are a great communicator and have strong people skills.
9. Tell me about a time when you failed.
How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. You do not want to pick a failure that is too big or embarrassing. Focus on emphasizing what you learned from the experience and how you used that experience to deliver even better results in the next opportunity that you got. Interviewers want to see that you strive to learn from your past failures and are always working to get better.
10. Are there any questions that you have for me?
How to answer: This is a fantastic opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting. Ask what their favorite case was or what they are looking to do next in their career. The more you can get the interviewer talking about themself, the more likely they will be to have a positive impression of you. People love talking about themselves, so make sure to listen attentively and ask follow-up questions.
Land your Dream Consulting Job
If you found this article helpful, you’ll love our comprehensive case interview course. The material in the course has helped 6,000+ students across 13+ countries land offers at top-tier consulting firms such as McKinsey, BCG, Bain, and Deloitte.
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Deloitte Case Interview: 6 Tips to Help You Ace Your Case
- Last Updated January, 2022
What Does it Looks like?
6 Tips on Acing the Deloitte Case Interview
What to Expect?
Deloitte Group Case Interviews
Sample Deloitte Case Interviews
Deloitte Behavioral Interview
The Deloitte Case Interview: What to Expect
Deloitte Group Case Interview
Have an interview with Deloitte Consulting coming up? If so, you’ll want to know what to expect and how to prepare.
We’ve got you covered, including our 6 tips on how to ace your Deloitte case interview!
In this article, we’ll discuss:
- What the Deloitte Consulting case interview process looks like,
- The Deloitte case interview: what to expect,
- Sample Deloitte case interviews,
- Our 6 tips on acing the Deloitte case interview,
- The Deloitte group case interview, and
- The Deloitte behavioral interview question.
Let’s get started!
What the Deloitte Consulting Interview Process Looks Like
Initial application.
The Deloitte Consulting interview process has 4 steps:
- Application
- Online assessment
- First round interviews
- Final round interviews
If you’re a student, make sure you know if you need to apply directly to Deloitte Consulting or through your career center.
As part of your application, you’ll need to submit your resume and, for campus hires, your academic transcript. Research which office you want to apply for as you’ll need to state that at this stage.
Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.
Deloitte Online Assessment
The second stage of the Deloitte Consulting recruitment process is an online assessment. This assessment tests numerical reasoning and your situational judgment.
Information from recent candidates suggests there are 35 questions split over 5 distinct sections. We’ve got all you need to know about this part of the process in our article, Deloitte Online Assessment: What It Is & How To Pass .
Deloitte Consulting First Round Interviews
If you’re selected for a Deloitte interview you’ll be contacted via your campus career center or direct by the Deloitte recruiting team.
For campus hires, first-round interviews often take place on campus and include one or 2 interviews. These interviews include both case and behavioral interview questions. We’ve heard the cases include market-sizing as well as the non-profit sector.
The same types of interviews are used for non-campus hires.
Deloitte Consulting Final Round Interviews
Final round interviews may take place virtually, on campus, or in a Deloitte office. While the exact format depends on the position you’re applying to, expect both behavioral and case interviews at this stage. Candidates may also have a group case interview.
Deloitte will let you know the outcome of your application within a week of the final round interview.
Case interviews can feel daunting for many candidates. In this section, we’ll cover what type of cases Deloitte uses and how to approach them so you can feel confident in tackling them.
What Exactly Is a Case Interview?
A case interview is an interview conducted within a business context.
The interviewer will present information about a company and a business problem it faces. These 2 elements together are known as a case.
Case interviews can either be candidate-led or interviewer-led depending on who is expected to steer the order in which different aspects of the case are analyzed.
Deloitte case interviews are predominantly candidate-led which means they’ll be looking to you to take control of solving the case — breaking down the problem, choosing a suitable business framework, and asking for appropriate data to fill in the gaps.
What Type Of Cases Does Deloitte Consulting Use?
The branch of Deloitte Consulting you are applying for can influence the business context you receive in the case. There are 3 parts to Deloitte Consulting:
- Strategy and Operations (S&O) focuses on corporate issues such as organizational strategy, supply-chain improvement, operating model transformation, and business process improvements.
- Technology Consulting focuses on technology issues such as digital strategy, IT program delivery, infrastructure and software solutions, and cybersecurity.
- Human Capital focuses on people issues such as organizational transformation, cultural change, knowledge management, and talent acquisition and development.
So, if you were applying for a Human Capital role you might get an organizational transformation case or, if you were applying to S&O you might get an organizational strategy case
Whichever branch you’re applying to, there are going to be certain skills Deloitte Consulting is looking to test through the case interview process.
What Skills Is Deloitte Consulting Looking to Assess?
Deloitte uses case interviews as a way to assess skills it values in its consultants.
- Structured problem solving
- Analytic skills
- A balance of creativity and practicality
Structured Problem Solving
The ability to carefully think through a problem in a structured and logical way, is a key skillset for consultants. You’ll need to be able to break down a business problem to identify and analyze root causes and potential solutions.
Case interviews test this skill by providing lots of data for you to manage within an unfamiliar business context. Your ability to sort through information to pull out what’s most relevant to the issue will be assessed.
Analytic Skills
Deloitte Consulting will assess your numerical ability during the case interview. Make sure you brush up on your math skills in advance of the interview. Our article on Case Math tells you what to expect.
A Balance of Creativity and Practicality
Case interviews give Deloitte recruiters a chance to see how creative you are when searching for an answer to a thorny problem. Clients hire consultants to solve complex, multi-factor problems, not for mundane issues they can solve themselves.
However, innovative thinking needs to be balanced with good business sense. Suggesting solutions that aren’t viable or attractive to the client shows you lack practical business judgment.
Whatever your recommendation, make sure you highlight the risks associated with it and how those could be managed.
Case interviews can feel challenging — very like tackling a real-life client problem! They’re the perfect environment for interviewers to see how comfortable you are with ambiguity and how resilient you are when things get tough.
Whether that’s grappling with a tricky calculation, or struggling to see how the pieces fit together, make sure you don’t give up. Take a breath and give yourself a moment to clear your head. Then jump back in and keep going.
How Do I Tackle a Deloitte Consulting Case Interview?
There are 4 key stages to tackling any case interview:
- Opening . Make sure you fully understand the client’s problem. Repeat back to the interviewer your understanding of the issue so they have a chance to guide you if you’ve misunderstood. Ask any clarification questions you need.
- Structure . Brainstorm all the issues or factors related to the client’s problem that need to be considered. Be explicit about any underlying assumptions you are making to check their accuracy with your interviewer. Organize your thoughts into a logical sequence to make sure you tackle all of them in your analysis.
- Analysis . Gather and review all the data available to you. Data can be communicated directly by your interviewer or come in the form of exhibit. Complete any calculations required. Identify the most important issues and use this to formulate a recommendation.
- Conclusion . Present your findings to the interviewer and give your final recommendation. State any risks associated with the recommendation and how you’d mitigate them. Outline the next steps and the expected result of taking them.
For more information on using these 4 steps to tackle case interviews see Our Ultimate Guide to Case Interview Prep .
Once you’ve got the 4 stages nailed, it’s time to practice! Doing the thinking is only half the battle in a case interview, you’ve also got to effectively communicate your thoughts.
Practicing with friends, people in your network who are also going through the process, or with former consultants who can coach you through it, is critical to your confidence and success.
Links to Sample Deloitte Case Interviews
You can find links to several Deloitte case interviews in our Case Interview Examples article, as well as dozens of cases from other major consulting firms. The Footloose example has a lot of data exhibits so it’s a good one for practicing how to effectively manage information.
In addition, Deloitte has a very helpful tool on their site that helps you practice case interviews. Each of these cases is 15–20 minutes long and presents you with a real-life business problem and a number of questions.
You can prepare your answers to these cases then compare your thoughts to the Deloitte model answers provided.
Our 6 Tips on Acing the Deloitte Case Interview
Tip 1: keep organized notes.
Deloitte case interviews can last up to an hour and have a lot of information to review. Make sure you take organized notes throughout so you don’t forget anything important or miss something in your analysis.
Neat and logical notes also show you can manage large amounts of data effectively.
Tip 2: Ask Questions to Fill In the Gaps
It’s important to fully understand the problem you’re trying to solve. Don’t be afraid to ask clarification questions or for more data to fill in any gaps in your analysis. Asking questions gives the interviewer insight into how you’re approaching the problem.
Tip 3: Take Time to Organize Your Thoughts
Make sure you take your time during the interview to compose yourself and structure your thoughts. It’s tempting to launch into responding straight away but give yourself space to think through your answer first to make sure you don’t miss something or forget an important point.
Tip 4: Utilize a Framework and Develop a Hypothesis
Using a business framework or an issue tree helps you drill down into the heart of the problem. This means you’re more likely to develop a hypothesis that solves the key issue the client is facing.
Keep referring back to your issue tree and hypothesis during your Deloitte interview to make sure your analysis is logical and hasn’t gone down a rabbit hole!
Tip 5: Structure Your Recommendation
Present your analysis in a clear and structured way. Start with the main takeaway — your recommendation. Then walk your Deloitte interviewer through your analysis in a logical way, highlighting the most important points and explaining how they led you to draw the conclusion you have.
Share any assumptions you’ve made to reach your recommendation and also any associated risks. This shows you’ve thought more broadly about the problem in the context of the business as a whole.
Tip 6: Don’t Forget to Breathe!
While case interviews can feel daunting, try not to panic. Viewing the case as a business conversation that showcases your ability to think through a problem, rather than as something that must be solved, can ease the pressure.
As part of the final round assessment, Deloitte Consulting uses group case interviews.
As many of the top consulting firms don’t use group case interviews, candidates can be unsure of what to expect. But, don’t worry, we’ve got you covered!
What Happens In the Deloitte Group Case Interview
In Deloitte group case interviews you’ll be organized into a group with 3-6 other candidates. The group will be presented with information about a case that they’ll need to work together to solve.
- For the first 10 minutes, you’ll work alone, or in a pair, to review the information and prepare your thoughts.
- The group will then discuss the problem for 20 minutes, sharing analysis, and preparing a recommendation for the client. During this discussion, interviewers will observe the group to see how you interact with each other.
- For the final 20 minutes, interviewers will ask questions of the group.
Our Top Tips for the Deloitte Group Interview
Group case interviews are your opportunity to stand out against other candidates. Interviewers will be observing the group dynamics and looking for great communication skills, strong analysis, and leadership.
Here are our top tips:
- Add value with your contribution . Everyone knows interviewers are looking for participation but it’s not enough just to speak up during the group case interview — what you say matters. Your contribution should add fresh insights to what’s already been said. This shows good listening and analysis skills.
- Showcase your leadership ability . Leadership isn’t just about speaking first or dominating the conversation. Facilitate the conversation and bring other team members into the discussion if they haven’t had a chance to speak. This shows you value the contribution of others, which links to one of Deloitte’s core values: foster inclusion . Do be proactive about proposing points for discussion, managing time, and bringing the group back on track if you lose focus.
- Recognize others as teammates . While demonstrating leadership is important, it’s equally important to remember you’re trying to deliver value to the client. Make contributions that bring the group closer to a recommendation — don’t sidetrack the discussion just to stand out. Acknowledge the great ideas of others — which shows confidence — and then add to them.
- Summarize the discussion . At the end of the group discussion, summarize the main points of the conversation and state the group’s recommendation. You can also do this throughout the interview, any time when a lot of points have been discussed and a quick recap would be helpful.
This is important as it shows good communication skills and the ability to synthesize large amounts of data. It also makes sure that everyone’s on the same page and clear about the next steps, which is critical when dealing with real-life clients.
For more information on how to ace the group case interview, check out our article .
Deloitte Consulting Behavioral Interview Question
The Deloitte behavioral interview has 2 types of questions: fit questions and personal experience questions.
Fit questions help interviewers judge whether you’d fit into the Deloitte culture. Personal experience questions help them judge whether your skills and personal qualities match those they’re looking for in a consultant.
Top 3 Fit Questions and How To Ace Them
1. Why Do You Want To Work For Deloitte Consulting?
This is the top fit question and for good reason. Deloitte Consulting cares about recruiting people who really want to work there and value its specific culture and approach.
Consulting firms invest heavily in developing their new recruits and they need you to stay long enough to make that investment worth it. So they’re expecting you to join the firm with eyes wide open.
Tackle this question by having a few good reasons why Deloitte is the company for you. The best answers are personal to you.
Maybe you’ve been inspired by someone you’ve met from the firm. Or there’s something about Deloitte core values that really matters to you. That’s what recruiters want to hear about.
Deloitte Consulting’s core values are:
- Lead the way
- Serve with integrity
- Take care of each other
- Foster inclusion
- Collaborate for measurable impact
2. Why Consulting?
Consulting can be intense, so consulting firms are genuinely concerned that you understand what’s required of you and have the potential to meet the challenge. This question is your chance to explain why consulting is the career for you.
Whether that’s because you get to work with senior management early in your career or you’re excited about the opportunity to make a difference, make sure you’re clear on your motivation.
3. Tell Me Something About You That’s Not On Your Resume.
It’s easy to curate a polished, professional profile on paper. But interviewers are interested in who you are outside of work too.
This question provides an opportunity for you to talk about something you’re passionate about, and show a more human side. Bear in mind the Deloitte Consulting core values when you’re considering how you’d tackle this question.
For example, maybe you organize a community garden to provide food to local families. Or you spend time as a reading volunteer at your local care home.
Contributions you make as a volunteer can demonstrate your leadership capability as well as other ways you create a positive impact in your daily life.
Personal Experience Questions And How to Approach Them
A typical personal experience question starts with “Tell me about a time when…”
They help the interviewer see how your experience has helped you build the skills that make you suitable for consulting.
Examples include:
- Tell me about a time you disagreed with someone and how you worked through the problem.
- Tell me about a time when you led a team to solve a problem.
- Give me an example of when you had to deal with adversity. How did you resolve it?
- Tell me about a time when you changed someone’s mind on an important topic.
- How did you go about deciding on your class project recommendation?
The best approach to tackling a personal experience question is to tell stories. Stories are engaging and stick in the interviewer’s mind even after a long day.
However, like everything else in the case interview, your answer should be well-thought-through and structured. Don’t just launch into your story without thinking.
We recommend using the A STAR(E) framework to make sure your story is impactful and covers all the main points.
Using the A STAR(E) Framework
The A STAR(E) framework covers the following points:
- Answer . Start with a clear, short answer to the question.
- Situation . Give your story some context. Who were the people involved in the story? When and where did it take place?
- Tension . What was the problem you faced? The conflict or challenge?
- Action . What action did you take to resolve the issue?
- Result . What happened as a result of your action?
- Effect . What did you learn?
The (E) is in parentheses because this won’t be relevant to every story.
Remember the behavioral interview is also an important opportunity to learn more about Deloitte so you can feel confident you’re making the right choice.
In fact, that’s one of 6 key things Deloitte Consulting encourages candidates to bear in mind when tackling the behavioral interview:
- Share personal experiences to illustrate your critical skills and achievements.
- Describe experiences and career/life periods reflected in your resume.
- Focus on the positives of all your past experiences and remain optimistic.
- Use this discussion to learn more about Deloitte Consulting.
- Relax, be yourself, and help us get to know you.
- Use your time wisely; it’s your time, make sure you get your points across.
Learn more about the A STAR(E) framework or about tackling the Fit/Behavioral Interview in our article on Consulting Behavioral Interviews.
In this article, we’ve covered:
- The stages of the Deloitte Consulting interview process,
- What to expect from the Deloitte Consulting case interview,
- Some examples of Deloitte case interviews,
- Our top 6 tips for tackling the Deloitte case interview,
- How to ace the Deloitte group case interview, and
- How to answer Deloitte behavioral interview questions.
Still have questions?
If you have more questions about Deloitte case interview prep, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.
Other people prepping for the Deloitte case interview found the following pages helpful:
- Our Ultimate Guide to Case Interview Prep ,
- Group Case Interview ,
- Behavioral Interviews , and
- Deloitte Government & Public Services Case Interview .
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Deloitte Online Assessment Overview
Deloitte Online Assessment is the second round in the recruitment process, taking place after a potential candidate successfully passes the resume screening. This test is used to verify applicants’ logical and critical thinking, as well as personality fit with the firm. The exact format and contents of the Assessment vary across offices and positions. This article will provide the overview of the test, break down of popular question types and a comprehensive preparation guide.
Deloitte online assessment overview
What is deloitte online assessment.
Deloitte Online Assessment is a screening test to help the firm filter out unqualified applicants before the interviews. The test is designed specifically for Deloitte to assess candidates on verbal reasoning, numerical reasoning, situational strength and personality traits. To serve this purpose, the Online Assessment is normally divided into two main parts:
Unlike consulting standardized tests like the McKinsey PST or BCG Potential Test , the Deloitte Online Assessment test format varies from place to place and from position to position , making the preparation process more demanding. However, the underlying principles for test-taking are consistent. Therefore, there is a general approach to help you prepare for those tests.
Deloitte recruitment process
The core recruitment process can be divided into five separate parts: Online Application, Online Assessment, Job Simulation, Virtual Assessment Center and Final Interview . Each Deloitte office will decide on their own recruiting protocols, so they vary widely. For example, the selection process in China involves only four stages while the UK office requires candidates to go through five stages. The Online Assessment takes place between the Online Application and the Job Simulation step. This test is used to eliminate the obviously ineligible applicants, saving expensive resources spent organizing later rounds. No prior business knowledge is required as this round is used to assess solely your behavioral traits and reasoning capability.
Deloitte online assessment cut-off rate
The cut-off score for the Deloitte Online Assessment is estimated at roughly 70-80%, with as much as 60% of the candidates being eliminated in this round, according to our field reports. In the next part, we will dig deeper in the various test formats used by Deloitte and an optimal preparation strategy.
Deloitte game-based assessment
What is deloitte game-based assessment.
The Game-based Assessment is a personality test. It is designed specifically for Deloitte to examine their candidates’ traits and behavioral styles, which are difficult to extract from standardized tests or interviews. Based on required characteristics, Deloitte measures applicants’ suitability for a role. The test is taken online, either via mobile app or website. An invitation to join this test will be sent to your email if you successfully pass the first resume round. Each Deloitte office will have full authority on whether game-based tests are used or not and which game is played. The most common game used by Deloitte is Cosmic Cadet, developed by Arctic Shores Limited. In Australia, Deloitte worked with Talegent Gamify to develop their own recruitment game.
Which criteria is used to assess a candidate?
Deloitte worked with game developers to identify job-relevant competencies, which are designed into the game logic to be tested. Here are some traits that are assessed in a candidate using this test format:
Deloitte aptitude test
Test format and questions types.
There are two separate aptitude test formats, varying by locations, as follows:
There is no time limit for the tests, but it is required that the candidates complete them in one sitting. On average, it takes around 80-100 minutes to finish the entire test. In this section, we will address some common question formats found in a Deloitte Aptitude test.
What is the Deloitte aptitude test?
Deloitte Aptitude Test follows the format of a standardized aptitude test, used to determine a candidate’s skill or propensity. No prerequisite knowledge is required. The test contains three main parts: numerical reasoning test, situational strengths test, verbal reasoning test. In each part, there are 25 questions, so the question tally is 75. The test is rated by prior test-takers as difficult , so landing a job would require extensive advance preparation.
Deloitte situational strength tests
A Situational Strength Test presents candidates with different hypothetical workplace scenarios and potential response options. Candidates are asked to select their most likely response or rank their preference. The tricky part is every answer seems like a good idea, so the answer will depend on what is considered a key priority. Deloitte uses this test to understand a candidate’s problem-solving approach, as well as the working style and culture fit. To nail this test, it’s important to keep in mind all the criteria Deloitte uses to assess their candidates and factor in some common sense.
Deloitte verbal reasoning tests
Read more: An Introduction to Verbal Reasoning Tests Deloitte Verbal Reasoning Test is a mixture of question types used to assess different verbal skills, including grammar, vocabulary, sentence improvement, reading comprehension. The most common type found in the Deloitte test is reading comprehension questions, which provide a passage of text and questions in the form of multiple choice or True/False/Not Given. Most questions are reviewed to be time-consuming and challenging. So it is important to familiarize yourself with the question type beforehand by intensively practicing.
Deloitte numerical reasoning tests
Read more: Numerical Reasoning Tests Overview In the Deloitte Numerical Reasoning Test, tables and charts are presented with corresponding multiple-choice questions. Candidates are required to quickly analyse the information given and calculate the answers. Normally a calculator is allowed, though make sure to double-check with the office you are applying to.
This table shows your predicted sales figures for this month and the percentage of these sales expected to come from each department. Half way through the month, London has only achieved 29% of their target for Beauty. How much more will they need to sell to achieve this target? A. £47,850 B. £165,000 C. £63,800 D. £117,150 E. £71,000
Deloitte online immersive assessment
What is deloitte online immersive assessment.
Deloitte Immersive Online Assessment is a form of online aptitude test , used to test different aspects of a candidate’s mental capability. In this test, situational, verbal and numerical tests are blended together in scenarios given in passages, images or charts. Candidates are required to locate the data and information themselves, which is slightly different from standard aptitude tests with one passage and a corresponding question. There are some variations to the test format depending on department, role and office location. Your performance on this test is assessed against the Deloitte competencies criteria, including communication, achievement of goals, commercial awareness, career motivation, planning and organizational skills, adaptability, problem solving. Although the assessment does not have a time limit, one should commit about 80-100 minutes to do it.
Deloitte online immersive assessment format
One typical blended assessment will consist of 35 situational judgement, numerical reasoning and logical questions divided across 5 different sections as follows:
How to prepare for Deloitte online assessment?
Step 1: verify the test format.
Each Deloitte office has full authority on which test format they use. So m ake sure you prepare for the right one. Try your best to find out as many details about your tests as possible. Make full use of your Deloitte connection, directly contact your target office to get most accurate and up-to-date information. Careful research can only serve you well in your preparation process.
Step 2: Familiarize yourself with test principles, rules and contents
Once you’ve gathered enough information about your test version, start preparing right away. First thing first, carefully go over the test principles and formats. Getting familiar with the upcoming test helps you craft the best preparation strategy, especially when the time is limited. If you find your target office uses an unfamiliar test version, then only being familiar with the test formats can put you at a major advantage to other applicants.
Step 3: Practice fast reading and verbal reasoning
The average time you have for one question is approximately 60 – 90 seconds, and there is a lot of information to process. In both the situational judgement and verbal reasoning questions, you have to consume long passages of texts. So to ace the Deloitte test, fast reading is one essential skill. In the Speed Reading Techniques article , I have identified two methods for better scanning texts:
Step 4: Practice numerical reasoning and mental math
There’s no way you can escape math in your Deloitte Online test. The only way to get over math problems is to master them with practice. Numerical reasoning questions are more than mental math, but accuracy in your calculation is one step closer to getting the correct and fast answers. Mental math capability depends largely on the amount of time spent practicing. Getting a grasp of the basic tips and guidelines can help you get started on practicing.
Step 5: Practice answering the questions correctly and quickly
Speed and accuracy is both the key to passing the Deloitte online tests. It’s crucial to get as many correct answers as possible. Finishing the test quickly does not mean anything if you didn’t get the right answers. So first of all, try the practice tests without time pressure, take your time to really understand the logic behind each question. Once you’ve mastered the logic and nailed almost every question with ease, it’s the time for speed improvement. The more you practice, the faster you get. Also, it’s important to embrace some test-taking tips and techniques to finish faster.
Step 6: Perform full mock test in simulated condition
The real tests require more than just good knowledge preparation. There are many factors contributing to a successful test: the pressure, the external condition, the mentality of the test-takers,… So it’s important to simulate the real test-taking condition and practice full mock tests several times before the real one. Deloitte does not provide full mock tests. You need to piece together some question types, with the same number and difficulty. Mock tests also help you to adapt and develop your own test-taking strategy. And based on the mock tests results, you can direct the amount of practicing time and effort accordingly.
What comes after Deloitte online assessment?
If you successfully pass the online assessment, it is important to get a peek of what’s waiting for you ahead. As I have stated, the recruitment process varies across locations. So here is a list of the most common tests coming next.
Versant test
Deloitte Versant Test is an automated spoken language test, taken on the telephone or the computer. Candidates are required to listen to the questions and answer accordingly. This test is used to evaluate candidates on skills such as fluency, pronunciation, listening and comprehension of English language with consistency and accuracy.
Job simulation assessment
The Deloitte Job Simulation Assessment consists of questions in a variety of formats: written response, multiple choice, ranking and the most prominent one is short video responses. All questions involve hypothetical scenarios you might face in your working role at Deloitte. In preparation, keep in mind that you have to record yourself answering questions, so dress professionally and practice both verbal and non-verbal communication. This assessment format is more often used for graduate recruitment.
Deloitte assessment center
Candidates can be invited to join a full-day or half-day event of the Deloitte Assessment Center at the office. The event may have the following activities: written exercise, group discussion, case study presentation and first interview with a member of the HR team.
Deloitte fit interview and case interview
In many Deloitte offices, passing the online tests will lead to the Interview Round. The total number of interviews for a candidate depends on two things: (1) whether you are applying as an experienced professional or as a fresh graduate and (2) the country/office that you are applying for. The Interviews can take place either online or offline, but the offline format is preferred for direct interactions. The Interview is the most intense and severe round. And if you are expecting to join the Consulting service line, brave yourself for some intensive case interviews with Deloitte managers.
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Deloitte Case Interview
Eyeing a career at Deloitte? You’ll have to ace the feared Deloitte case interview. What is Deloitte? Deloitte is one of the Big 4 firms with offerings spanning Tax, Audit, M&A, Risk, and Consulting. Out of all the Big 4 firms, Deloitte is generally considered to have the most prestigious consulting offering. The firm is one of the largest consulting firms by revenue globally and, as such, has significant volume and breadth of work. Unlike companies like McKinsey, Bain, and BCG whose consulting services historically focused on strategy, Deloitte’s offerings span:
- Strategy & Analytics (formerly known as Strategy & Operations) – this group is most comparable to McKinsey, Bain, and BCG and is the most common practice group candidates apply to if they are looking to get into traditional strategy roles. Management Consulted considers Deloitte Strategy & Analytics as the best non-MBB option in consulting.
- Core Business Operations
- Customer & Marketing
- Enterprise Technology & Performance
- Human Capital
Deloitte differentiates itself in its ability to serve clients holistically from strategy through operations while also transforming their clients’ workforces and enabling their clients’ underlying technology.
The Deloitte case interview is designed to mirror a real-world consulting project and is used to test the candidate’s problem solving and analytical skills. The cases are also designed to test business judgment and logic.
Generally, the Deloitte case interview follows similar structures to those from other consulting firms (e.g., BCG, Bain, Oliver Wyman). However, within the interview process, Deloitte typically includes one group interview which is less typical for other firms.
Let’s jump in.
Table of Contents:
Keys to the deloitte case study interview, the deloitte recruiting process, core skills to showcase to deloitte, deloitte case interview framework, deloitte case interview questions, deloitte interview case study examples, deloitte group case interview, deloitte strategy and analytics consulting case interview, deloitte human capital consulting case interview, deloitte enterprise technology and performance consulting case interview, deloitte federal consulting case interview.
There are multiple keys to the Deloitte case study interview.
Clarify the question when needed: It is extremely important to answer the question being asked during the case interview. You will not be “docked” or judged for clarifying the question; however, if you answer the wrong question, you will not do well.
Develop a MECE framework: The framework should be tailored to the case and not a carbon copy out of a case book.
Structure, structure, and structure your answers: Deloitte is known for its market sizing questions. In these cases, it is especially important to write out and verbalize your structure before moving to solve the problem. Read our market sizing guide for more tips.
Mental Math
Practice mental math: The cases will include some quantitative questions – full stop. It is important to practice mental math ahead of time to solve the problems quickly and accurately. Utilize our free math drills to help you prepare.
Note Taking
Write notes throughout the case and keep your notes organized: Throughout the case, you will be given A LOT of facts. It may be hard to know what information is critical as you look back on your notepad. It can be helpful to put stars or boxes around the most critical facts, so you can easily reference them as needed
Synthesize your interim findings and clearly state how you got to your answer: At the end of each question, it is important to state your key conclusions and the supporting points.
Confident Recommendation
Provide a recommendation, and follow it with next steps: At the end of the case, you will be asked for a recommendation. It is critical to take a clear stance on the problem rather than a wishy washy answer or an “I don’t know.” To add more nuance to your answer, it is helpful to include the next steps the client will need to take.
Market Knowledge
Read about industry / market trends: Superstar candidates will link the themes in the case to real life applications and trends in the industry. It is helpful to have a broad understanding of trends going on in the market and tie them into the case, when relevant. For example, in 2022, key trends can include: shift towards e-commerce, supply chain shortages, focus on wellbeing, rising interest rates, etc.
Stay calm and take your time, when needed: Ultimately, it is important to keep your composure throughout the process (even if things don’t go right) and take a deep breath!
Ultimately, the key to mastering these skills is practice, practice, and more practice. Resources to practice Deloitte case interviews are included below.
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Your Deloitte case study interview will also depend on the part of the recruiting process you are in. The process typically involves 3 steps:
- Resume / Cover Letter Screening
- 1st Round Interviews
- 2nd Round Interviews
The 1st round of interviews usually involves one 30-45 minute behavioral interview and one or two 30-45 minute case interviews. Your interviewer will be a consultant or lower level manager.
The 2nd round of interviews is notably different at Deloitte compared to other consulting firms. Typically, candidates will go through one behavioral interview, one case interview, and a group case interview .
Deloitte, like any consulting firm, is looking for:
- Problem solving skills
- Analytical skills
- Strategic and logical thinking
- Common sense
- Comfort with ambiguity
There are several ways to showcase these skills throughout the case interview:
Problem Solving Skills
Generally, candidates can showcase problem solving skills when developing the case framework. Specifically, the firm is looking for candidates to create a mutually exclusive and collectively exhaustive (“MECE”) framework. In addition, good problem solvers understand the “so what” implications from their findings and can link the implications to the client’s problem statement. For example, let’s say the case is centered around a top CPG player (think Proctor & Gamble) whose sales have been declining YoY.
For the framework, a superstar candidate will want to look at buckets like: market environment; competitive environment; client’s products; client’s capabilities (e.g., talent; e-commerce; marketing). In addition, during the interview the candidate may uncover that trendier brands are gaining market share vis a vis more traditional brands. A superstar candidate will then show the “so what” associated with the takeaway – for example, a potential implication is that the client should consider acquiring smaller, trendier brands or even setting up an incubator that can give the client first access to more innovative brands.
Analytical Skills
Deloitte typically tests analytical skills through the quantitative questions in a case. These quantitative questions include: interpreting graphs, performing mental math, and more detailed math questions. Market sizing questions are typically great ways to showcase your analytical skills, given you can break down an ambiguous problem into its discrete parts and complete detailed math problems to size the market. Superstar candidates perform the math correctly (and within a reasonable amount of time). They also check to make sure their answers make sense. Put the answer into context – for example, if a candidate sizes a market at $1T, a good candidate will communicate that the market size is likely too large and go back through and check their math.
Strategic and Logical Thinking
Strategic and logical thinking refers to the ability to push the problem forward in a logical way. Specifically, it’s important to understand what the insights are from the case and ask additional questions that build on the learnings (rather than ignore the learnings). For example, going back to the CPG example, imagine that the candidate learned that the client (a legacy CPG company) is losing market share because it is losing share on ecommerce purchases (the client is doing well in stores).
A logical next step would be to ask for more information around the ecommerce market and understand why the client is losing share in that channel. Asking questions about the client’s performance in stores would be viewed as a non-strategic question given performance in stores is not driving the client’s underperformance. In a true consulting engagement, there will be so many areas to dig into to understand the root of the client’s performance. However, given there is a limited amount of time to get to the root of the problem, it is important to use the 80/20 rule and not “boil the ocean.”
Common Sense
Common sense is similar to strategic and logical thinking. Here, Deloitte is looking for candidates to provide answers that are logically plausible. The answers don’t need to be correct, but they need to be reasonable. By testing for common sense, Deloitte is looking whether they can put you in front of a senior client.
Deloitte will be asking the same question to tens to hundreds of different candidates. At times, the answers will start to blur together. Superstar candidates will include responses that the interviewers may not have heard before. For example, going back to the prior prompt, let’s say the CPG client is losing out on Gen Z’s share of wallet and is looking for ways to increase market share. Creative answers to this question include:
- Acquiring trendier, smaller CPG companies
- Creating an incubator to develop CPG companies
- Evaluating the client’s digital marketing capabilities and bringing in new talent, as needed
- Partnering with Gen Z Tik Tok influencers to promote the legacy brands
- Running additional campaigns on Tik Tok / Instagram
Comfort with Ambiguity
As a consultant (especially a consultant at a generalist firm like Deloitte), you will be placed into new cases that may be out of your area of expertise. Although you may not be an expert on XYZ industry/functional area, you need to rely on your business acumen and problem solving skills to first dissect what you are being asked and then leverage your consulting toolkit to break down the problem. Translating this into a case interview context, it is important to show confidence throughout the case study interview and to not get flustered even if the questions are out of your comfort zone. In addition, you should never say “I don’t know” to any of the questions. Instead, press into the ambiguity and utilize your problem solving skills to provide a logical hypothesis
Additional skills to show throughout the interview include:
Communication
Communication can take a few different forms, e.g.,
Top-Down Communication
Top-down communication is also known as pyramid principle communication. The pyramid principle refers to starting with the answer to the question and then providing the supporting information afterwards. For example, if you are recommending your client (a CPG company) to acquire a specific target, a top-down answer could be: “I believe our client should acquire the target for 3 reasons. First… and so on. The key point here is that the answer (acquiring the target) was at the beginning of the response. For more on the pyramid principle and top-down communication, see Management Consulted’s overview here.
Structured Communication
Structured communication refers to the ability to group your answers into categories. For example, if you are listing off the supporting evidence for your point of view, you can say that you believe “x, y, and z for 3 reasons.” Then, before delving into each supporting point, you can enumerate the point, i.e., “first; second; third.” By grouping your supporting reasons into categories, it is easier for your interviewer to follow your logic and see your problem solving skills.
Oftentimes candidates rush through their answers (especially given interview nerves). It is important to go slow and breathe throughout the entire interview process.
While delving into your arguments, avoid upspeak (raising your voice at the end of the sentence)
Executive Presence
Throughout the interview, it is important to show that you can be around / hold your own with senior level clients (e.g., C-suite). Executive presence comes out in many forms including your communication skills, posture, dress code, and word choice. Avoid words like “like” and “umm.”
What to Expect in a Deloitte Case Interview
If you’ve never experienced a case interview, it can be a little unnerving not knowing what to expect. Take a deep breath, that’s completely normal! We’re going to outline below what you should be prepared for. If you do your prep work, especially if you work with an expert case coach, you can walk into your interview in a much more confident demeanor. But just as an overview, here are some things you can expect:
- Your interviewer isn’t trying to trick you. They genuinely want to see your business acumen, problem solving skills, and demeanor.
- Yes, math is important. You should have command of basic math skills in your head. If this is a challenge for you, then you’ll want to check out our math drills or full article on mental math .
Deloitte values candidates with the ability to develop tailor-made MECE frameworks that reflect the specific case interview question. There is no cookie cutter framework that can be used. Utilize your business acumen and creativity to build a custom structure for the business problem in the case.
Deloitte case interview questions can span a wide variety of industries and topics, reflecting Deloitte’s breadth of work. For specific Deloitte case interview questions, please refer to Deloitte’s case interview prep tool here .
In addition, practice with Deloitte case studies in our comprehensive case library here .
Deloitte Case Interview Behavioral / Fit Questions
While the case interview is important for the Deloitte interview, the behavioral / fit portion of the case is also critical to prepare for. Unlike McKinsey which expects candidates to provide longer-form responses, the Deloitte fit interview mirrors that of BCG and Bain. Types of questions you can be asked include:
- For details on Deloitte’s culture and what sets it apart, see our firm profile here
- Why Strategy and Analytics / Enterprise Technology & Performance, Human Capital, etc.?
- Tell me about a time you influenced someone
- Tell me about a time you exhibited leadership
- Tell me about a time you failed
- Tell me about a time when you faced adversity
- Tell me about a time when you worked as a team
- What are your biggest strengths?
- What are your biggest weaknesses?
- Walk me through your resume
- Tell me something that is not on your resume
- What questions do you have for the interviewer?
For an overview of consulting fit interviews, please see here . For 1:1 fit interview coaching with an ex-MBB consultant, go here .
Deloitte Case Interview Prep
Deloitte case interview prep is similar to MBB firms. The biggest mistake you could make, is not preparing adequately, and missing out on nailing your interview. You’ll want to give yourself enough time to really grasp the frameworks to be able to build your own to fit the case. If you need to brush up on your quant skills, then focus on that as well. The power move is to get an expert coach early, so that you know from the start what you’re weak and strong in. Don’t waist time doing things you don’t need to, and spend most of your energy bolstering those weak areas. Going through example cases is helpful for a lot of people, but you have to actually engage in casing yourself rather than just watching or readying about them.
Deloitte provides a handful of practice cases that are helpful depending on the consulting division you are interested in. These are actual Deloitte interview case study examples, and are provided through the Deloitte or third party websites.
- Tech Consulting case interview
- Strategy & Operations case interview
- Human Capital case interview
- Retail Strategy case question
- Finance Strategy case question
- Footloose case question
Deloitte Case Interview Practice
Again, the most helpful way to prepare for Deloitte case interviews is to practice out-loud with a partner (e.g., an ex-consultant or an expert coach ). Reading about cases or watching others case will only go so far. To become an effective “caser”, you have to put boots on the ground and get your hands dirty.
Deloitte Case Interview Variations
The group case interview at Deloitte is the part of the recruiting process that is most challenging to prepare for. This is simply because it’s difficult to simulate a group interview, while of course practicing mock one-on-one case interviews requires just one other person.
During the group case interview, you and 3-5 other candidates will be given a case study to examine. You are given 10 minutes to review the materials and then asked to discuss questions about the case for 20 minutes with the rest of your group. Interviewers from Deloitte will be watching the whole time and will conclude the interview by asking the group questions for another 20 minutes.
This part of the interview is markedly different from other consulting firms. Your goal should not be to outshine or dominate the conversation – instead, do your best to show a collaborative spirit while speaking with a purpose when it’s your turn to talk. Deloitte places a high emphasis on teamwork and culture fit, so it’s important to show that you can be a great colleague.
Deloitte Strategy and Analytics case interviews mimic the cases you will see at other strategy-focused firms (e.g., BCG, Bain). If you are prepped for MBB cases, you will be well prepared for the Deloitte Strategy and Analytics consulting case interview.
The Deloitte Human Capital case interview will, not surprisingly, focus on human capital related issues. Topics can include:
- Workforce transformation
- Organization design
- HR transformation
Similar to the Deloitte Human Capital case interview, the Deloitte Enterprise Technology and Performance case interview will be more likely focused on topics in which the group focuses. These topics can include:
- Technology strategy and transformation
- ERP solutions
- Supply chain and network operations
Again, the Deloitte Federal Consulting case interviews will likely be focused on public sector issues. Topics that could be covered include:
- Federal health
- Defense and security
- Civil government
Preparing for these case variations doesn’t differ in most respects. You just need to be aware of the sectors that your role is engaged in. What specific issues does that sector encounter? Immerse yourself in that sector and get a firm grasp on those issues, as there will undoubtedly be questions related to those issues.
Concluding Thoughts
The Deloitte case interview is designed to mimic a real-life consulting case. To be a superstar candidate, you should show distinctive problem solving skills, business acumen, analytical skills, and creativity; you should also be able to deliver the case in a top-down way. For 1:1 coaching to prep for a Deloitte interview, book an hour with an expert coach here.
Related Content:
- Deloitte Online Assessment
- 3 Reasons To Work For Deloitte
- Case Interview: Complete Prep Guide
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Deloitte Harvard Case Solution & Analysis
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- Deloitte offers multiple services in the field of Audit, taxation, risk, financial advisory, consultancy and legal matters. It has a vast array of servicesrelated to accounting and finance.It has been the top performingcompany in 2015 with revenues exceeding 13067 million. The company has a large hierarchy with maximum concentration IT, HR and Accounting department.The three main practices of Delliotte are
- Human resourceenrichment - to ensure it has the pool of right talent which it could utilize in any turbulent situation. Whilealso to maintain and retain the existing employees, becauseemployees and their skills are the core important elements of the company’s success.
- Innovation- theCompany practices innovation, which is why it continually look for methodsandtechniques that couldreduce the discrepancy on one system and a technique which reduces the cost in future. The company believes in being a disruption in the market and thusadopts change easily while also sustain it for a longer time.
- Strategy and Operations - the company aims to help itsemployees with complexproblemsand thus look and searches for a better solution in the field if accounting and finance. The company believe that sine time is passing and there is need to be more efficient in offering the service to the client, the company has to take good measurers to facilitatetheoperationsthus easing the path of solving complex problem. In doing so, the company adopts on regular internal new softwares andsystems that could make the functions efficient and less difficult.In addition, with passing time and increasing number of operations and functions, the company seeks to integrate the departments so to avoid any kind of discrepancy and for that its employees multiple software’s to do the job.
- The company offers multiple services in the field of accounting and Audit. The major operations lies in the Audit and financial advisory, which requires great analysis and strong book keeping in order to offer a reliableand exact audit or financial solution. The company though offers other services too like taxationand legal advisers, yet it is known as the top accounting firm.
Deloitte Harvard Case Solution & Analysis
In order to sustain in the turbulent market, the company seeks to adopt and innovateitself. The aim works in two ways, first it want to make problems easier for its employees by eliminating the hurdle andcomplexities of the problem, while on other hand, urges to cater the clients by offering an exact, correct analysis and financial solution in efferent way with strong understanding.so in order to cater the mission and goal of the company, Delliotte employed fresh books software, which landed the market in 2016.The system offers a unifiedintegrated book-keeping system which keeps a real time, timetracking which enables the company to manage its time allocated to the project. Thesystemnotifies the management, the executiveworking o the systemand the supervisor about the deadlines .Thisenables the company to keep thetrack of work and also helps in keeping the important client in loop, without the dependence on assistant to notify the management.in addition the software offers easy invoicing, which helps it to managethe clients on the very same platform bacsue it incorporates.........................
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Ten Business Problem Solving Principles Amplify human engagement with The Deloitte Greenhouse® Breakthrough Manifesto Today's teams are a different animal from the teams of the past, as digital places and spaces become the new office. Teams are also growing, shrinking, interconnecting, and recombining in surprising ways.
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The Problem-Solving Process In order to effectively manage and run a successful organization, leadership must guide their employees and develop problem-solving techniques. Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below. 1. Define the problem
It starts with an "affirmative topic," followed by the "positive core (strengths).". Then this method delves into the following stages: Discovery (fact-finding) Dream (visioning the future) Design (strategic purpose) Destiny (continuous improvement) 3. "FIVE WHYS" METHOD. The 5 Whys of Problem-Solving Method.
Here are the basic steps involved in problem-solving: 1. Define the problem The first step is to analyze the situation carefully to learn more about the problem. A single situation may solve multiple problems. Identify each problem and determine its cause. Try to anticipate the behavior and response of those affected by the problem.
Deloitte recruitment process consists of three main stages: (1) online application and resume screening, (2) online cognitive tests, and (3) fit interviews and case interviews. The whole process can take up to 2-3 months, for a job starting 6-12 months after application. Newer offices can speed up the process to meet their higher HR demands.
Consultation goes to the heart of the Deloitte culture, and avoids our people having to resolve a difficult ethical situation alone. Individuals are encouraged to consult with their colleagues, line managers, leaders or through their member firm's normal work channels.
A3 Action Plan Form (from Getting the Right Things Done) The action plan template helps define the who, what, when, where, and how of a plan on one page. Helps track progress and highlight problems so action can be taken. Download.
The Five Steps to Solve a Deloitte Case Interview Deloitte recommends taking these five steps to solve a case interview: 1. Understand the issue and ask clarifying questions The most important part of the case interview is to make sure you understand the business issue and the objective of the case.
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Deloitte Recruitment Process The core recruitment process can be divided into five separate parts: Online Application, Online Assessment, Job Simulation, Virtual Assessment Center and Final Interview. Each Deloitte office will decide on their own recruiting protocols, so they vary widely.
Deloitte (Fall 2022) MGTO 30300 — Business Problem Solving (Harms/Balko) How to Get Help Need help? Ask a Business Librarian! Ask a Business Librarian Mahaffey Business Library L001 Mendoza College of Business University of Notre Dame Notre Dame, IN 46556 (574) 631-9098 [email protected] Business Library Website Librarians Pete Pietraszewski
Core Skills to Showcase to Deloitte Deloitte, like any consulting firm, is looking for: Problem solving skills Analytical skills Strategic and logical thinking Common sense Creativity Comfort with ambiguity There are several ways to showcase these skills throughout the case interview: Problem Solving Skills
Chairman and CEO | Deloitte Consulting LLP. [email protected] +1 571 882 8308. Dan is chair and chief executive officer of Deloitte Consulting LLP, where he leads a growing team of 80,000+ professionals who help clients innovatively face today's most complex issues.
Part: I. Deloitte offers multiple services in the field of Audit, taxation, risk, financial advisory, consultancy and legal matters. It has a vast array of servicesrelated to accounting and finance.It has been the top performingcompany in 2015 with revenues exceeding 13067 million. The company has a large hierarchy with maximum concentration IT ...
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