Way fewer than I thought. I learned more from adapting a few structures than memorizing 20.
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How many frameworks do I actually need for the cases?
Way fewer than I thought. I learned more from adapting a few structures than memorizing 20.
I know basic profitability and market entry frameworks, but I am worried about sounding memorized. How can I tell when a standard framework is a useful starting point versus when it is making my structure too generic for the specific case?
Mayank G.CoachA standard framework hurts when it makes you answer a familiar case type instead of the client problem you were actually given. The warning sign is that your buckets could fit almost any company.
I know revenue minus cost is useful for profit problems, but I sometimes reach for it automatically. What kinds of cases should make me step away from a profitability framework completely?
Mayank G.CoachDo not use a profitability framework when profit is not the core decision the client is trying to make.
How should I progress from easier cases to harder case interviews? I want a more detailed way to build up my practice.
Mayank G.CoachProgress by adding complexity one layer at a time rather than sorting cases only by industry or label.