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• Forest and Wildlife Resources Class 10 Case Study Social Science Geography Chapter 2

Last Updated on September 3, 2024 by XAM CONTENT

Hello students, we are providing case study questions for class 10 social science. Case study questions are the new question format that is introduced in CBSE board. The resources for case study questions are very less. So, to help students we have created chapterwise case study questions for class 10 social science. In this article, you will find case study for CBSE Class 10 Social Science Geography Chapter 2 Forest and Wildlife Resources. It is a part of Case Study Questions for CBSE Class 10 Social Science Series.

Table of Contents

Case Study Questions on Forest and Wildlife Resources Class 10

Read the following passage and answer the questions:

Nature worship is an age old tribal belief based on the premise that all creations of nature have to be protected. Such beliefs have preserved several virgin forests in pristine form called Sacred Groves (the forests of God and Goddesses). These patches of forest or parts of large forests have been left untouched by the local people and any interference with them is banned.

Certain societies revere a particular tree which they have preserved from time immemorial. The Mundas and the Santhal of Chota Nagpur region worship mahua (Bassia latifolia) and kadamba (Anthocaphalus cadamba) trees, and the tribals of Odisha and Bihar worship the tamarind (Tamarindus indica) and mango (Mangifera indica) trees during weddings. To many of us, peepal and banyan trees are considered sacred.

Indian society comprises several cultures, each with its own set of traditional methods of conserving nature and its creations. Sacred qualities are often ascribed to springs, mountain peaks, plants and animals which are closely protected. You will find troops of macaques and langurs around many temples. They are fed daily and treated as a part of temple devotees. In and around Bishnoi villages in Rajasthan, herds of blackbuck, (chinkara), nilgai and peacocks can be seen as an integral part of the community and nobody harms them.

Q. 1. How is nature worship an age old tribal belief ? Ans. Nature worship is an age old tribal belief as it is based on the promise that all creations of nature have to be protected. Such beliefs have preserved several virgin forests in pristine form called Sacred groves. These patches of forests, have been left untouched by the local people and any interference with them is banned.

Q. 2. Which tribal societies used to worship tress during weddings? Ans. The Mundas and the Santhal of Chota Nagpur region worship mahua (Bassia latifolia) and Kadamba trees. The tribes of Odisha and Bihar worship the tamarind and mango trees during weddings.

Q. 3. Name the animals that are treated as a part of temple devotees and the community. Ans. The animals that are treated as a part of temple devotees and the community are macaques and langurs while the herds of blackbuck, nilgai and peacocks can be seen as an integral part of community in and around Rajasthan.

• Power Sharing Class 10 Case Study Social Science Political Science Chapter 1
• Resources and Development Class 10 Case Study Social Science Geography Chapter 1
• The Making of a Global World Class 10 Case Study Social Science History Chapter 3

Nationalism in India Class 10 Case Study Social Science History Chapter 2

The rise of nationalism in europe class 10 case study social science history chapter 1, topics from which case study questions may be asked.

• Examine the importance of conserving forests and wild life and their interdependency in maintaining the ecology for the sustainable development of India.
• Analyse the role of grazing and wood cutting in the development and degradation
• Comprehends the reasons for conservation of biodiversity in India under sustainable development.

We humans along with all living organisms form a complex web of ecological system in which we are only a part of and very much dependent on this system for our own existence. Forests play a key role in the ecological system as these are also the primary producers on which all other living beings depend.

The famous Chipko movement in the Himalayas has not only successfully resisted deforestation in several areas but has also shown that community afforestation with indigenous species can be enormously successful.

Frequently Asked Questions (FAQs) on Forest and Wildlife Resources Class 10 Case Study

Q1: what are case study questions.

A1: Case study questions are a type of question that presents a detailed scenario or a real-life situation related to a specific topic. Students are required to analyze the situation, apply their knowledge, and provide answers or solutions based on the information given in the case study. These questions help students develop critical thinking and problem-solving skills.

Q2: How should I approach case study questions in exams?

A2: To approach case study questions effectively, follow these steps: Read the case study carefully: Understand the scenario and identify the key points. Analyze the information: Look for clues and relevant details that will help you answer the questions. Apply your knowledge: Use what you have learned in your course to interpret the case study and answer the questions. Structure your answers: Write clear and concise responses, making sure to address all parts of the question.

Q3: What are the benefits of practicing case study questions from your website?

A3: Practicing case study questions from our website offers several benefits: Enhanced understanding: Our case studies are designed to deepen your understanding of historical events and concepts. Exam preparation: Regular practice helps you become familiar with the format and types of questions you might encounter in exams. Critical thinking: Analyzing case studies improves your ability to think critically and make connections between different historical events and ideas. Confidence: Practicing with our materials can boost your confidence and improve your performance in exams.

Q4: What do you know about ‘Permanent forest estates’?

A4: Reserved and protected forests are also called as ‘Permanent forest estates’. These forest estates are maintained for the purpose of producing timber and other forest produce and for other protective reasons.

Q5: What is the main reason for the depletion of flora and fauna?

A5: Insensitivity to our environment is the main reason for the depletion of flora and fauna.

Q6: What is flora and fauna?

A6: Plants of particular region or period are referred to as flora. Species of animals of particular region or period are referred as fauna.

Q7: Why is it necessary to increase the area of forest in India?

A7: It is necessary to increase the area of forest in India due to the following reasons: (i) Forests play a key role in the ecological systems these are the primary producers on which all other living beings depend. (ii) Many forest dependent communities directly depends on them for food, drink, medicine, culture, spirituality, etc. (iii) Forest provide us timber. (iv) Forests also provide bamboo, wood for fuel, grass, charcoal, fruits, flowers, etc.

Q8: What is Joint Forest Management Programme? Which was the first state to adopt this programme?

A8: A programme which involves local communities in the management and restoration of degraded forests is called Joint Forest Management Programme. It involves local communities and land managed by forest department. Its major purpose is to protect the forests from encroachments, grazing, theft and fire and also to improve the forests in accordance with an approved Joint Forest Management Plan. This programme was first adopted in 1988 by the state of Odisha.

Q9: Which agency manages forests in India? Name three broad categories in which the forests are classified.

A9: The forests in India are owned and managed by the government through the Forest Department. They are classified under the following categories: (i) Reserved Forests (ii) Protected Forests (iii) Unclassed Forests

Q10: Explain the role of human in resource development.

A10: Human is at the centre of resource development. Actually all resources become resources only when they are put to use by humans. It is human who makes natural things usable with the help of technology. Had no technology been there, development would not have been possible. There are regions where natural resources are in abundance but the regions are not developed, e.g., Africa. But if humans are developed, they make the region developed with technology, e.g., Japan.

Q11: Are there any online resources or tools available for practicing “ Forest and Wildlife Resources” case study questions?

A11: We provide case study questions for CBSE Class 10 Social Science on our  website . Students can visit the website and practice sufficient case study questions and prepare for their exams.

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Opera as Art: Philosophical Sketches

Paul Thom, Opera as Art: Philosophical Sketches , Lexington Books, 2023, 218pp., $39.99 (pbk), ISBN 9781666914252.

Reviewed by Nina Penner, Brock University

Paul Thom’s  Opera as Art provides a sketch of a philosophy of opera informed by twelve case studies from Claudio Monteverdi’s Orfeo (1607) to Alban Berg’s Wozzeck (1925). Thom defines opera as a performing art involving “the human voice, language, movement, instrumental music, and visual display.” What differentiates opera from other performing arts that involve some of these ingredients is opera’s use of accompanied singing to represent “characters engaging in dramatic action” (2).

The ontology that underpins Thom’s account generally conforms to what David Davies (2011) refers to as the “classical paradigm.” Opera performances are performances of pre-existing works authored by composers and librettists. As such, the performers’ aim is to faithfully present these works to audiences and, ideally, do so in a way that also articulates artistic statements of their own. Operatic performances ought to be judged by their faithfulness to the work, which includes its music, sung text, and (controversially) stage directions (10). Additionally, opera audiences ought to be interested in “the creativity that the interpretation displays, by way of reinterpreting the work’s instructions in a metaphorical sense, or by way of making substantial additions to them” (176).

Not all operatic works are art, according to Thom. For an opera to be art, the work must possess a theme that is “worthy of reflective consideration,” and which is “present in all levels” of the opera’s structure (4). Accordingly, pasticcios such as Handel’s Catone (1732) or Jeremy Sams’s The Enchanted Island (2011) are operas, but they are not art, because they fail to articulate a unifying theme. Thom also argues that some opera productions (e.g., Peter Stein’s staging of Pelléas et Mélisande at the Welsh National Opera in 1992) are rightly regarded as artworks, if they are preserved in “an enduring medium” and possess artistic properties beyond those of the work being performed (178).

From the foregoing summary, philosophical readers may expect the book to be made up of a series of chapters on the medium of opera, the evaluation of operatic works, the relationship between operatic works and their performances, the evaluation of operatic performances, and the conditions under which such performances ought to be regarded as works in their own right. Instead, Thom presents the foregoing claims rather briskly in the book’s Introduction and Conclusion. The book’s core is structured as a historical survey of opera like Joseph Kerman’s Opera as Drama (1956) or Carolyn Abbate and Roger Parker’s A History of Opera (2012).

Each of Thom’s twelve main chapters focuses on an opera subgenre (e.g., opera seria, opera buffa, bel canto) in a chronological progression. Thom first shows how the subgenre arose from “a particular historical conception of art” (5). Some of these discussions, such as the relationship between Johann Mattheson’s doctrine of the affections and opera seria, will be familiar to students of opera history or the work of Peter Kivy (especially Osmin’s Rage: Philosophical Reflections on Opera, Drama, and Text , which Thom curiously never mentions). Others, such as the relationship between Kant’s idea of free beauty and bel canto’s liberation of vocal music from “any obligation to serve the words,” strike this reader as both novel and persuasive (79).

Thom selects one representative work of each subgenre and describes how its composer and librettist communicate a unifying theme through their poetry, music, and intended staging. Along the way, Thom raises present-day debates in philosophy and opera studies at relevant moments. For example, in connection with Debussy’s many revisions to Pelléas et Mélisande (1902), Thom considers the conditions under which a work ought to be regarded as finished. At the end of each chapter, Thom describes a recent production of the opera and how it interprets or reinterprets the work’s theme. Due to the book’s modest length and dozen chapters, Thom is unable to consider some of its philosophical questions in as much depth as philosophers may expect. For instance, the discussion of completeness may have benefitted from consideration of work by Stephen Davies (2007),Kelly Trogdon, and Paisley Livingston (2014).

The book’s intended audience is unclear to me. I suspect that my philosophical colleagues may be confused by its chronological rather than topical organization as well as its lack of substantive engagement with previous work in the philosophy of the performing arts. Thom assumes rather than explicitly argues for the applicability of the classical paradigm to opera, despite its incongruence with some of the productions he discusses. For example, Thom makes the following observation about Barrie Kosky’s 2017 production of Die Meistersinger : “Wagner’s opera can be seen as one among many ‘ingredients’ from which the production is made. To this extent the production should be assessed primarily for its achievements as an artwork in its own right, rather than for its fidelity to Wagner’s opera” (116–17). From what Thom says about Kosky’s production, this sounds right. But Opera as Art doesn’t provide readers with the theoretical resources to understand and appreciate an opera performance that is not a performance of a preexisting work.

Thom cites James Hamilton (2007) but does not outline Hamilton’s “ingredients model” by which theatre performances are works in their own right, ones that may or may not employ preexisting works as ingredients. Such a theoretical framework may have helped readers come to a deeper understanding of the productions by Barrie Kosky and Peter Konwitschny which Thom describes. Other productions Thom discusses are more coherent under a modified version of the classical paradigm, such as David Davies’s (2011, 112) suggestion that presenting a performance of a work of theatre is better understood as being true to its “emplotted point” rather than as following all its performance directions. In Penner (2020), I argue that contemporary opera performance admits of two paradigms: some productions like Kosky’s fit Hamilton’s ingredients model, others a version of the classical paradigm according to which opera performances are faithful to the work’s point, in Davies’s sense, conveyed through a “moderately faithful performance of the work’s plot and score, as defined by the performing practices for which it was written” (178). Thom’s case that certain productions are rightly regarded as works would have been more robust and persuasive if Thom had drawn more explicitly from previous work on theatre and considered productions that not only contain cuts or reinterpreted stage directions but different music (discussed in Cowgill (2012), Poriss (2009), and Penner (2020)).

At various points in Opera as Art , Thom stipulates that works must endure. This is a requirement other philosophers, such as Andrew Kania (2011), have made (though Kania uses it to reject the idea that jazz performances are works). It’s not precisely clear how Kosky’s Meistersinger endures. Thom remarks that Trisha “Brown’s (1998) production of Orfeo can be seen as itself a work for performance. Its performance instructions were instilled into the memory of the performers during the rehearsal process and endured in that form for the length of the run of performances, until the memories gradually faded” (17). With other productions, Thom mentions that a video recording was made, and that is presumably how he came to such detailed knowledge of at least some of these productions. Are recordings ways opera performance-works can endure? Engagement with philosophical work on jazz and dance may have strengthened this portion of Thom’s argument.

Given the book’s chronological presentation and focus on analyzing operas as opposed to philosophical concepts, perhaps its primary audience is a musicological one. There are a few reasons why I may hesitate to recommend this book to my colleagues in musicology. Thom draws deeply from musicological writing about the works he discusses. But because of his choice of works, his book ends up feeling rather disconnected from current discourses in musicology today.

There is nothing in Thom’s definition of opera that would exclude American musicals or Chinese opera, yet the only works he considers are European operas from the seventeenth to the early twentieth centuries. To be clear, my issue lies not with Thom’s definition or even with his decision to focus on a particular operatic tradition, but rather with his taking a Eurocentric focus for granted in 2023. His privileging of Italian and German works from the long nineteenth century makes sense when one considers the value he places on coherence and unity. Within the past twenty years, the appropriateness of using values rooted in nineteenth-century German aesthetics to evaluate works composed outside of this tradition has been questioned, leading to reevaluations of composers such as Puccini and entire subgenres such as operetta. More recently, there has been an increasing amount of work on opera outside of Europe and North America (e.g., André 2018, Budasz 2019, Ingraham, So, and Moodley eds. 2016).

Although Thom’s emphasis on opera production responds to the performative turn in opera studies that began about twenty years ago, Thom doesn’t engage with the substantive body of work on singers (e.g., Aspden 2013, Henson 2015, Poriss 2009, Rutherford 2006, White 2018). Opera as Art provides little sense of opera as a living artform in which new works are not only created through the ingenious interpretations of directors but also by living composers and librettists. For these reasons, I conclude that the primary audience for this book is less opera scholars than lovers of common-practice European opera interested in the connections between this body of works and various philosophical ideas.

At the outset of Opera as Art , Thom states that “a philosophy of opera should give an account of the nature of operatic practices, of the ways they are linked with one another, of the ways they differ from the practices of other performing arts, and of the specific character of operatic art” (1). Opera as Art contributes to all of these topics. Because of its organization and emphasis, however, Thom is only able to provide “sketches” of these arguments rather than the deeper dive philosophers may seek. Nonetheless, given that the multimedia musical arts remain a neglected area within the philosophy of music, Opera as Art is a welcome contribution. As a musicologist invested in building bridges between musicology and philosophy, it was encouraging to see Thom draw more deeply from my field than is typical among philosophers. Thom’s engagement with work in opera studies brings depth to his analysis of the works under consideration as well as historical and contemporary practices of performing these works.

Abbate, Carolyn, and Roger Parker. A History of Opera . New York: Norton, 2012.

André, Naomi. Black Opera: History, Power, Engagement . Urbana: University of Illinois Press, 2018.

Aspden, Suzanne. The Rival Sirens: Performance and Identity on Handel’s Operatic Stage . Cambridge: Cambridge University Press, 2013.

Budasz, Rogério. Opera in the Tropics: Music and Theater in Early Modern Brazil . Oxford: Oxford University Press, 2019.

Cowgill, Rachel. “Mozart Productions and the Emergence of Werktreue at London’s Italian Opera House, 1780–1830.” In Operatic Migrations: Transforming Works and Crossing Boundaries , edited by Roberta Montemorra Marvin and Downing A. Thomas, 145–86. Burlington: Ashgate, 2006.

Davies, David. Philosophy of the Performing Arts . Malden: Wiley-Blackwell, 2011.

Davies, Stephen. “Versions of Musical Works and Literary Translations.” In Philosophers on Music: Experience, Meaning, and Work , edited by Kathleen Stock, 79–92. Oxford: Oxford University Press, 2007.

Hamilton, James R. The Art of Theater . Malden: Wiley-Blackwell, 2007.

Henson, Karen. Opera Acts: Singers and Performance in the Late Nineteenth Century . Cambridge: Cambridge University Press, 2015.

Ingraham, Mary I., Joseph K. So, and Roy Moodley, eds . Opera in a Multicultural World: Coloniality, Culture, Performance . New York: Routledge, 2016.

Kania, Andrew. “All Play and No Work: An Ontology of Jazz .” Journal of Aesthetics and Art Criticism 69, no. 4 (2011): 391–403.

Kerman, Joseph. Opera as Drama . Rev. ed. Berkeley: University of California Press, 1988.

Kivy, Peter. Osmin’s Rage: Philosophical Reflections on Opera, Drama, and Text . Rev. ed. Ithaca: Cornell University Press, 1999.

Penner, Nina. Storytelling in Opera and Musical Theater . Bloomington: Indiana University Press, 2020.

Poriss, Hilary. Changing the Score: Arias, Prima Donnas, and the Authority of Performance . Oxford: Oxford University Press, 2009.

Rutherford, Susan. The Prima Donna and Opera, 1815–1930 . Cambridge: Cambridge University Press, 2006.

Trogdon, Kelly, and Paisley Livingston. “The Complete Work.” Journal of Aesthetics and Art Criticism 72, no. 3 (2014): 225–33.

White, Kimberly. Female Singers on the French Stage, 1830–1848 . Cambridge: Cambridge University Press, 2018.

• Hacking the Case Interview

Accenture interviews are comprised of case interviews and behavioral or fit interview questions. If you are interviewing for Accenture’s Strategy group, you will also be given a special type of interview called the Accenture Potentia Interview.

If you have an upcoming Accenture interview, we have you covered. We’ll cover in detail:  

• The Accenture interview process
• What is an Accenture case interview?
• What does an Accenture case interview assess?
• How to solve Accenture case interviews
• The common types of Accenture case interviews
• Accenture case interview examples
• Accenture case interview tips
• How to prepare for Accenture case interviews
• How to ace the Accenture Potentia Interview
• Accenture behavioral and fit interview questions
• Recommended Accenture case interview resources

The Accenture Interview Process

Accenture is a massive professional services firm that provides management consulting, IT consulting, and back office outsourcing. Within management consulting, Accenture is broken down into three groups: Strategy, Operations, and Digital.

Accenture Strategy is the group that is most similar to McKinsey, BCG, and Bain in the type of work that they do. The Operations and Digital group is focused more on implementation rather than on pure strategy.

Depending on the office and group that you are applying for, there will be two to three rounds of interviews. Each round will have anywhere from one to three 1-hour interviews. Your interviews will be a mix of case interviews and behavioral or fit interview questions.

Below is an example of what your interview process could look like:

• Accenture first round interview : Two 40-minute interviews. The first 10 minutes will be spent on behavioral or fit interview questions and the remaining 30 minutes will be spent on an Accenture case interview.
• Accenture final round interview : Three 1-hour interviews. One interview will be focused on behavioral or fit interview questions. The other two interviews will be focused on Accenture case interviews.

One important thing to note is that if you are applying for a role in Accenture Strategy, one of your interviews will be a special type of interview called the Potentia interview.

You’ll be interviewed by more senior people as you go through the different rounds of interviews. In the first round, you’ll be interviewed by consultants or managers. In the final round, you’ll be interviewed by managing directors and senior managing directors.

We’ll cover all of the different types of interview questions in detail in the next few sections.

What is an Accenture Case Interview

An Accenture case interview, also known as a “case” for short, is a 30 to 60-minute exercise in which you and the interviewer work together to develop a recommendation or answer to a business problem.

These business problems can be anything that real companies face:

• How can Amazon increase its profitability?
• What can Apple do to increase customer retention?
• How should Tesla price its new electric vehicle?
• Where should Disney open another Disneyland theme park?

Accenture case interviews simulate what the consulting job will be like by placing you in a hypothetical business situation. Cases simulate real business problems that consulting firms solve for their clients. Many Accenture case interviews are based on actual projects that interviewers have worked on.

While consulting projects typically last between 3 to 9 months, case interviews condense solving the business problem into just 30 to 45 minutes.

Accenture case interviews can cover any industry, including retail, consumer packaged goods, financial services, energy, education, healthcare, government, and technology.

They can also cover a wide range of business situations, including entering a new market, launching a new product, acquiring a company, improving profitability, and growing revenues.

Although Accenture case interviews cover a wide range of industries and business situations, no technical or specialized knowledge is needed.

Unless you are interviewing for a consulting firm that specializes in a particular industry or function, cases are designed to be solved by someone that has general business knowledge.

Nailing your Accenture case interviews is critical to get a job at Accenture. There is no way to get a Accenture job offer without passing your case interviews.

What Does an Accenture Case Interview Assess?

Accenture case interviews assess five different qualities or characteristics: logical and structured thinking, analytical problem solving, business acumen, communication skills, and personality and cultural fit.

1. Logical and structured thinking : Consultants need to be organized and methodical in order to work efficiently.

• Can you structure complex problems in a clear, simple way?
• Can you take tremendous amounts of information and data and identify the most important points?
• Can you use logic and reason to make appropriate conclusions?

2. Analytical problem solving : Consultants work with a tremendous amount of data and information in order to develop recommendations to complex problems.

• Can you read and interpret data well?
• Can you perform math computations smoothly and accurately?
• Can you conduct the right analyses to draw the right conclusions?

3. Business acumen : A strong business instinct helps consultants make the right decisions and develop the right recommendations.

• Do you have a basic understanding of fundamental business concepts?
• Do your conclusions and recommendations make sense from a business perspective?

4. Communication skills : Consultants need strong communication skills to collaborate with teammates and clients effectively.

• Can you communicate in a clear, concise way?
• Are you articulate in what you are saying?

5. Personality and cultural fit : Consultants spend a lot of time working closely in small teams. Having a personality and attitude that fits with the team makes the whole team work better together.

• Are you coachable and easy to work with?
• Are you pleasant to be around?

All of these five qualities can be assessed in just a 30 to 60-minute Accenture case interview. This is what makes case interviews so effective in assessing consulting candidates.

How to Solve Accenture Case Interviews

Accenture case interviews, also known as case study interviews, are candidate-led. This means that you will be expected to drive the case. You will be suggesting what areas to explore, what analyses to do, and what next steps should be.

Accenture cases last between 30 to 45 minutes. They tend to be based on real business situations, often drawn from an actual project that your interviewer worked on.

In  Accenture’s case interview workbook , they state that success in their case interviews does not depend on finding the correct answer. Instead, you are assessed on:

• How clearly you define the problem
• How logically you structure the analysis
• How strong your quantitative analysis skills are
• How well you communicate your thoughts to the interviewer

In addition to these hard skills, there are also soft skills that you will be assessed on. These are:

• Poise : your confidence, ability to perform well under pressure, and how you handle making mistakes
• Communication : your listening skills and how articulate you are in presenting your process and conclusions
• Flexibility : how well you can adapt your thinking to changing circumstances
• Other  intangibles : your energy and drive, initiative, time management, decisiveness, and genuine interest in consulting and the firm

Accenture suggests following six different steps to solve an Accenture case interview.

(Source: Accenture Case Interview Workbook)  

1. Listen to the case

In this step, the interviewer will give you a description of the case problem. This description can be as short as a few sentences or as long as a full page of detailed information.

During this step, make sure you are taking notes on the most important pieces of information. You should focus on understanding the context, company, and the objective.

2. Clarify the problem

Understanding the business problem and objective is imperative to successfully solving the case. Answering or addressing the wrong business problem is the quickest way to fail a case interview.

Therefore, ask clarifying questions to better understand the business situation and issue. Afterwards, make sure that you confirm or verify the objective of the case with the interviewer. This ensures that you will start the case on the right track.

3. Decompose the problem

Next, you’ll need to break down the problem in an exhaustive and logical way. You can do this by creating an issue tree or framework.

A framework is a tool that helps you structure and break down complex problems into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them neatly into different categories.

Accenture provides a few examples of frameworks that you can use to get you started thinking about how to solve different types of cases.

  (Source: Accenture Case Interview Workbook)  

We recommend that you do not just memorize these frameworks and use them in your interviews. Instead, use these frameworks as background knowledge to help you make your own frameworks that are tailored to the specific case that you are solving for.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

4. State your hypotheses

After decomposing the problem, you should list out potential hypotheses that answer or address the business problem. A hypothesis is an educated guess on the answer based on the data and information that you have so far.

A hypothesis helps guide your analysis and keeps you on track. It ensures that you are spending your time answering the right questions and conducting the right analyses.

5. Test your hypotheses

Once you have a hypothesis, you’ll answer questions or conduct analyses to refine your hypothesis.

Sometimes, your hypothesis will be completely wrong and you’ll need to develop another hypothesis to test. Other times, your hypothesis will be generally right and you’ll need to refine and narrow down your hypothesis further.

This is an iterative process. Your hypothesis should be constantly changing and becoming more refined as you progress through the case. Once you have developed meaningful support for your hypothesis, you will move onto the final step.

6. Summarize your findings

In this step, you’ll present your recommendation and provide the major reasons that support it. It is also good to include potential next steps that you would take if you had more time or data.

Afterwards, the interviewer may tell you what actually happened with the case or project that they worked on. Don’t worry if your methodology or answer does not match what actually happened. Remember, you are not assessed on your answer, but the overall process.

Learn case interviews in 30 minutes

We've compiled all of the different steps of solving an Accenture case interview into a more easily digestible 30-minute video. We highly recommend watching the video below in its entirety.

The Common Types of Accenture Case Interviews

Accenture states that there are three types of cases you may see in your interviews:

• The “Great Unknown”
• The “Parade of Facts”
• The “Back of the Envelope”

The “Great Unknown” and “Back of the Envelope” are the most common types of cases.

The “Great Unknown” Case

For this type of case, very little information will be provided to you on the case background. For “Great Unknown” cases, you’ll be tested on your ability to probe for details, which requires having a structured framework.

Examples of cases:  

• Your client is a leading manufacturer of prefabricated kitchen furnishings. They have been steadily losing market share over the past two years. You have been hired to help them understand why this is happening and what they can do to improve their market standing.
• A major furniture retailer has experienced declining profits for four quarters, but has experienced a 25% growth in sales and has opened many new stores during this time. Why are profits declining?
• A fast food company is thinking about putting a franchise in an airport. Should they do this?
• A bread division of a large food company is facing increasing competition in the market. Should they exit the market?
• A car company is interested in developing a new car. What marketing related issues should it consider before making the investment?
• What factors influence the revenue potential of a new pharmaceutical product?
• Citibank is considering purchasing another credit card company, which would give them access to 100,000 new card holders. What is the estimated value of this acquisition?
• A commercial bank is re-evaluating the number of branches it operates and whether they should increase the number of branches or close some down. How should they make this decision?
• A large conglomerate company is facing declining profits in its railroad company division and is considering shutting it down. Is this the right course of action? What are potential alternatives?
• New York City has hired you to determine what optimal route or what destination taxi drivers should go to when they do not have a customer.

The “Parade of Facts” Case

For this type of case, a significant amount of details on the case background will be provided to you, some of them unnecessary. For “Parade of Facts” cases, you’ll be tested on the ability to synthesize and identify key issues.

Example of a case:

• Your client is a food company that wants to develop a freshly prepared meal business
• There is a trend among customers towards fresher foods with no artificial preservatives or coloring
• Consumers are currently purchasing $5B of frozen meals and there is a trend towards more upscale products
• A fresh meal plate combines a protein, vegetable, and starch and is delicately arranged in a sealed plastic dome package
• Nitrogen gas flushing is used to extend shelf life
• Product is currently in limited consumer testing at $5.50 to $8.50 per meal
• Shelf life of product is 14 days
• Product will spoil in 21 days, potentially causing food poisoning
• Client wants to know if they can make money in this business
• Client wants to know if the market is big and how will they keep competition out
• Client wants a consultant to assist in building a business case for them

The “Back of the Envelope” Case

This type of case asks a market sizing or estimation question. Very little information will be provided, but a clear question will be asked.

“Back of the Envelope” cases primarily test your analytic abilities. It requires a structured, logical thought process and competency in working with numbers and making calculations.

Examples of cases:

• Estimate the total number of dry cleaners in Philadelphia
• How much money could Continental Airlines save by giving customers half a can instead of a whole can of Sprite?
• What is the estimated value of a taxi medallion in New York City?
• Discuss what is wrong with the following statistic: The Volvo is the safest car on the road because a recent study has shown that Volvos have the fewest number of accident deaths per mile driven
• Estimate the change in the price of oil in the year 2000 from today’s price. Will it increase or will it decrease?
• Estimate the number of attendees for a free concert for U2 in Central Park in New York City

Accenture Case Interview Examples

We've compiled additional examples of Accenture case interviews below. These case interviews were actual cases given in previous Accenture interviews.

Example #1 : A consumer electronics company is looking to introduce a new smartwatch to the market. How should they launch this new product?

Example #2 : A global logistics company wants to streamline its supply chain operations. How can they lower their costs?

Example #3 : A pharmaceutical company is considering discontinuing a particular drug from its portfolio. Evaluate the reasons behind the decision and assess the financial implications.

Example #4 : A non-profit organization focusing on wildlife conservation is facing funding challenges. Recommend initiatives to enhance long-term sustainability of fundraising.

Example #5 : A financial services firm is considering adopting blockchain technology for its operations. What are some considerations that they should think through?

Example #6 : A leading e-commerce platform wants to enhance its customer experience. How can they improve customer satisfaction and loyalty?

Example #7 : A software company that currently serves small and medium-sized businesses wants to expand into the enterprise market. Should they enter this new market?

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

Accenture Case Interview Tips

Below are six of the most useful Accenture case interview tips for acing your case interviews.

Tip #1: Take your time and don’t rush into speaking

Structure your ideas and thinking before you start talking. If needed, talk through the problem out loud so that the interviewer can follow your thought process.

Tip #2: Be flexible

There may be times when the case will take a different direction than anticipated. You may also need to completely change your approach or hypothesis. It is important that you are open-minded and adaptable throughout the case.

Tip #3: Use visual aids

To make your communication even more clear and easy to follow, use visual aids to your advantage. When presenting your framework, turn your paper around so that it faces the interviewer. When outlining a process, use a whiteboard if there is one available.

Tip #4: Be 80/20

The 80/20 principle states that 80% of the results comes from 20% of your effort. You will not have the time to answer every single question in a case interview. Therefore, take an inventory of all of the information that you have and focus on diving deeper into the areas that will have the greatest impact.

Tip #5: Pay attention to cues from the interviewer

Remember that case interviewers are meant to be collaborative. You should listen closely to what the interviewer has to say. They may provide you with hints to help you out. They may also give you feedback on your approach or structure to help steer you in the right direction. Don’t dismiss what interviewers have to say.

Tip #6: Showcase your individuality

A case interview is an opportunity to showcase your personality and experiences. If you have unique insights based on your previous work experiences, make sure that you bring it up. This can help separate your answer from other candidates.

How to Prepare for Accenture Case Interviews

There are seven steps to preparing for Accenture case interviews.

1. Understand what a case interview is

The first step in preparing for Accenture case interviews is to understand exactly what case interviews are.

When you are familiar with what case interviews are, it is important to know what a great Accenture case interview performance looks like.

Knowing what a great Accenture case interview performance looks like will facilitate how quickly you learn case interview strategies in the next step.

Before continuing onto the next step, you should be familiar with:

• The overall objective of a case interview
• The structure and flow of a case interview
• The types of questions you could get asked
• What a great case interview performance looks like

2. Learn the right strategies

Now that you have sufficient background knowledge, the next step in preparing for Accenture case interviews is to learn the right strategies to build good case interview habits.

It is much more effective to learn the right case strategies the first time than to learn poor strategies and try to correct them later.

The quickest, most efficient way to learn these strategies is to go through our Comprehensive Case Interview Course .

If you prefer reading case interview prep books instead, the three I recommend are:

• The Ultimate Case Interview Workbook
• Case Interview Secrets

Hacking the Case Interview provides strategies on exactly what to do and what to say in every step of the case interview. It is a concise and straight to the point guide. I recommend this book as the first book to read for beginners.

Case Interview Secrets teaches core concepts such as the issue tree , drill-down analysis, and a hypothesis driven approach. It illustrates these concepts through stories and anecdotes. If you have read Hacking the Case Interview, I recommend also reading this book to get perspectives from a second author. Check out our full review of Case Interview Secrets .

Case in Point provides a ton of specific and complex frameworks. However, you likely won’t be using many of these in an actual case interview because many of them are overly complex and specific. If you have time, it may be useful to skim through this book. Check out our full review of Case in Point .

At the bare minimum, read either the first or second book. If you have the time, read the first two books so that you can get strategies from two different authors.

Make sure to spend sufficient time learning the right strategies before starting to practice cases. It is ineffective to practice cases if you have no idea what strategies to practice and refine.

Before moving onto the next step, you should at least have strategies for the following parts of a case interview:

• Developing unique and tailored frameworks
• Solving quantitative problems
• Answering qualitative questions
• Delivering a recommendation

3. Practice 3-5 cases by yourself

Once you have learned the right strategies, the next step in Accenture case interview prep is to practice.

When practicing case interviews, it is usually better to practice with a case interview partner than to practice by yourself . Casing with a partner better simulates the real case interview experience.

However, when you are just starting to practice, I recommend doing the first 3 – 5 cases by yourself.

There are three reasons for this:

• You can get the hang of the case interview structure and format much more quickly working by yourself rather than having to wait to schedule a time with a partner
• There are many aspects of case interviews that you can practice without a partner, such as structuring a framework and solving quantitative problems. You can get much more practice working through these parts by yourself
• You may have difficulty finding a case interview partner if you are a complete beginner. Without having done any cases, you likely won’t know how to properly give a case or provide good feedback

4. Practice 5-10 cases with a partner

The next step in preparing for Accenture case interviews is to case with a partner.

Casing with a partner is the best way to simulate a real case interview. There are many aspects of case interviews that you won’t be able to improve on unless you practice live with a partner.

When practicing cases with a partner, ensure you are spending enough time after cases to deliver feedback.

For a case that takes around 30 – 40 minutes, spend at least 15 – 20 minutes for feedback. Much of your learning and improvement will come from these feedback sessions.

Do not move onto the next step until you have done at least 5 – 10 cases and are beginning to feel comfortable with case interviews.

5. Practice with a former or current consultant

At this point, I highly recommend asking former or current consultants to give you a practice case. This will significantly help you prepare for case interviews.

Doing a mock case with a former or current consultant is highly advantageous because they know exactly how to run cases and give feedback. You’ll receive incredibly helpful feedback that your previous case partners likely missed.

If you feel that you are plateauing with your case partner, that is a sign you should do a mock case interview with a former or current consultant.

You can find former or current consultants among:

• People you met during the consulting recruiting process
• Your broader LinkedIn network

I would not ask a consultant that is involved with the consulting recruiting process for a case too prematurely. Although these practice cases are not evaluative, some firms will actually make note of how well you perform during the practice case.

At this point, you will have accumulated a long list of improvement areas from all of the different people you have cased with.

6. Work on your improvement areas

In this step of preparing for Accenture case interviews, you will work on strengthening and fine-tuning your improvement areas. Examples of common improvement areas include:

• Creating a more complete and mutually exclusive framework
• Performing math calculations quicker or more smoothly
• Providing more structure to your qualitative answers
• Leading the case more proactively
• Delivering a more succinct recommendation

Try to focus on improving one thing at a time. This is much more effective than trying to improve everything at once.

For some areas, such as math, it will be better to work independently. For other areas, such as learning to proactively lead the case, it will be better to work with a case partner.

If you are looking for more cases, look at the resources listed in step four. If you are looking for specific drills or practice problems for a particular part of a case interview, check out The Ultimate Case Interview Workbook .

Do not move onto the next step until you have finished working on all of your improvement areas.

7. Stay sharp

If you have progressed this far, congratulations! You have almost finished preparing for Accenture case interviews.

Once you feel that you have no more improvement areas to work on, the key is to not burn yourself out by doing too many unnecessary cases.

While each case that you do makes you slightly better, there is a point when doing too many cases can create case fatigue right before your interview. Case fatigue can negatively impact your interview performance.

On the other hand, you also don’t want to go weeks without having done a case. You may end up forgetting strategies or become rusty and slow.

Once you have achieved case mastery, I recommend doing no more than 2 cases per week in the weeks leading up to your interview. This ensures that you remain sharp for case interviews, but don’t have case fatigue.

How to Ace the Accenture Potentia Interview

The Accenture Potentia interview is a 1-hour interview given to candidates that are applying for a role in Accenture Strategy. Here is the structure of the Accenture Potentia Interview:

• You’ll be given a short paragraph of text about a business topic with a problem statement. Topics are diverse and may not be work-related. Examples of topics include blood diamonds in Africa or intellectual property on the Internet
• You’ll have 5 minutes to prepare and think through the problem statement
• You’ll have a 45 to 60-minute conversation with the interviewer in which you’ll present your thoughts and the interviewer will ask follow-up questions

The purpose of the Potentia interview is to challenge your strategic thinking. There is no right or wrong answer. There are also no calculations or math involved.

Instead, the interviewer is assessing you on the structure and organization of your answer and your creativity.

Tips for the Accenture Potentia Interview:  

• Use a framework or structure for your answer : Remember that you are being assessed on how you structure and organize your answer. Therefore, instead of listing random ideas that come to mind, develop a framework to structure your ideas.
• Brainstorm as many ideas as you can : Use your framework to help you brainstorm effectively. Your framework should have three to five different areas. Meticulously think through each area and try to generate at least three ideas in each.
• Have a mix of practical and ambitious ideas : You are being assessed on creativity, so make sure you include ideas that are ambitious and impactful. However, you also want to show sound business judgment, so you will need to include ideas that are practical and easier to implement. You should have a mix of these two types of ideas.
• Bring in ideas that you learned from your prior work experience : One way to demonstrate creativity is to take ideas or solutions in one industry and apply them to another. Therefore, if there is an opportunity to leverage learnings from your prior work experience, you should definitely bring it up.
• Make it a conversation : Remember that the Accenture Potentia interview is meant to be a two-way conversation. Make sure you are listening to the feedback or questions that the interviewer has and responding accordingly.

Accenture 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 are you interested in working at Accenture?

How to answer: Have at least three reasons why you’re interested in working at Accenture. You could mention that you loved the people that you have met from Accenture so far. You can talk about Accenture’s massive global presence and expertise in nearly any industry or function. You can speak to how Accenture provides strategy and implementation, so you can see the impact of your work.

2. Why do you want to work in consulting?

How to answer: Again, have three reasons why you’re interested in consulting. You could mention the fast career growth opportunity, the opportunity to develop soft and hard skills, or the level of impact that you can make by working with large companies on their most challenging issues.

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.

4. What is your proudest achievement?

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.

5. What is something that you are proud of 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. Choose something that is impressive and interesting.

6. Tell me about a time when you led 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 questions, make sure that you structure your answer. Structure your answer by providing 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 commonly used to answer behavioral or fit interview questions.

7. Give an example of a time when you faced conflict or a disagreement.

How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak to the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you are a great mediator and that you can handle conflict in a constructive way.

8. Tell me about a time when you had to persuade someone.

How to answer: Choose a time when you were able to change someone’s mind. Focus on emphasizing the steps that you took to persuade that person and what impact and results this had. Interviewers want to know that you are a great communicator and a good people person.

9. Describe a time when you failed.

How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. 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 don’t get discouraged from failure and that you treat those experiences as learning opportunities.

10. What questions do you have for me?

How to answer: This is a great opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting or their career. Express genuine interest in what they have to show and ask follow-up questions. The more you can get the interviewer talking about themself, the more likely they will have a positive impression of you.

For a step-by-step guide on how to best answer all of these questions and more, check out our complete guide on consulting behavioral interview questions .

Recommended Accenture Interview Resources

Here are the resources we recommend to land an Accenture consulting offer:

For help landing consulting interviews

• Resume Review & Editing : Transform your resume into one that will get you multiple consulting interviews

For help passing case interviews

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Case Interview Coaching : Personalized, one-on-one coaching with a former Bain interviewer.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.

For help passing consulting behavioral & fit interviews

• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer.
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

The Accenture Case Interview: A Comprehensive Guide for 2024

• Updated May, 2024

Former Accenture

Accenture Consulting’s Recruitment Process

Mco’s 5 tips on how to ace the accenture case interview, the accenture potentia interview.

Fit / Behavioral Interview

Case Interview: A Step-by-Step Guide

Consulting’s Recruitment Process

Does it feel like there’s so much to try to understand about tackling Accenture case interviews? Are you unsure where to even start?

Don’t worry, we’ve been there. No, seriously, we actually have been there . And we made it through to the other side, job offer in hand.

Which makes us perfectly placed to walk you through it, step-by-step, in our comprehensive guide.

In this article, we’ll discuss:

• What the Accenture recruitment process looks like,
• The Accenture Potentia interview,
• The Accenture case interview – a step-by-step guide,
• MCO’s 5 tips on acing the Accenture case interview, and
• The Accenture Consulting fit/behavioral interview.

Let’s get started!

The Accenture recruitment process is similar to that of other consulting firms. Since 2021, more and more of the process is being conducted virtually. There are 4 main elements which we’ll cover here:

• The Online Application
• The Digital Assessment
• The Phone Interview
• Assessment Day

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

Accenture’s Online Application

The first stage is to submit an online application form. Make sure this is tailored to the service and location you’re interested in applying to. You can use Accenture’s job descriptions to make sure you cover the main elements recruiters are looking for.

Need more help? Read our comprehensive guide to preparing your consulting resume .

The Accenture Digital Assessment

Depending on the role, the next stage after your application’s been accepted is an online assessment. This is an opportunity for the recruiting team to test your numeracy, logic, and decision-making skills and to identify areas of natural strength.

You can find out all you need to know about the Accenture Digital Assessment in our article.

Phone Interview

The phone interview is your first chance to really connect with the recruiting team. They’ll be looking to understand your motivation for joining Accenture Consulting and how your skills match what they’re looking for.

This is your opportunity to show how enthusiastic you are about Accenture, so referencing something unique to the company that’s sparked your interest — how its values align with yours, how it supports advances in technology, or your interest in the company’s corporate social responsibility work — is a smart move.

Accenture Assessment Day

For graduate hires, the final stage is an assessment day. This may be in-person, though many offices now hold virtual assessment days.

During the assessment day, there will be both group and individual elements including leadership activities, case study discussions, and 1:1 interviews. The 1:1 interviews will include both a behavioral/fit interview and a case interview.

Experienced hires won’t have an assessment day. Instead, they’ll have either a virtual or face-to-face case and fit interview.

Worried about how to tackle a virtual case interview ? We’ve got 7 top tips to help you ace them.

Accenture is a big firm. As well as management consultancy, they also provide IT consultancy and outsourcing services for business support operations.

The management consultancy part of the business is divided into 3 parts: Accenture Strategy, Digital, and Operations. Accenture Strategy is the arm of the company that competes against top consulting firms such as Bain, BCG, and McKinsey.

If you’re applying for a role within Accenture Strategy, you’ll complete a unique interview called the Potentia interview.

How Is the Accenture Potentia Interview Different from a Regular Case Interview?

Don’t be thrown by the name. At its heart, the Potentia interview is a case interview. The main difference is that it focuses more on assessing the creative thinking of Accenture Strategy candidates.

We’ll be taking you through the nuts and bolts of a case interview below so, for now, here are a few tips to approach this unique Accenture interview.

Our Top Tips For the Potentia Interview

The Potentia interview is a 1-hour long interview about a broad business topic. You’ll be given a short piece of text providing some context to the topic and a problem statement.

Topics are diverse, such as the mining of blood diamonds in Africa or who owns the intellectual property of the internet.

You have 5 minutes to read through the information and prepare your thoughts. After that, there’s a 45-60 minute conversation with the interviewer where you present your thoughts and answer their follow-up questions. There’s no math required during the Potentia interview.

Here are our top tips:

• Use a framework to organize your thoughts . While the interviewer is assessing your creativity, how you present your thoughts should be logical and structured. Outline your core ideas and then expand on the key strengths and weaknesses of each.
• Don’t try and ‘solve’ the problem . These are complex real-life topics that don’t have an easy solution. Focus on presenting innovative ideas that could create real benefit. But, don’t forget good business sense. Evaluate your ideas for practicality, risk, and ease of implementation.
• Adapt your experience . If you have previous work experience that gives you insight into how to approach the problem, use it! Adapting something that’s worked in one context for use in another shows flexibility and a creative mindset.

The Accenture Case Interview: A Step-by-Step Guide

Let’s now look at the Accenture case interview in detail – what types of case you might face, how to approach them, and a real-life work example.

Types of Cases

There are 3 types of cases you might face during your Accenture case interviews. These are called:

• The “Great Unknown”
• The “Parade of Facts”
• The “Back of an Envelope”

Each of the types has different attributes, as shown below. Of the 3 types, the “Great Unknown” and the “Back of the Envelope” are more common than the “Parade of Facts”.

Whichever case you face, make sure you fully understand all the facts and what you are being asked to do before trying to “solve” it.

How to Approach the Case Interview

1) make sure you understand the question.

Fully understanding the question asked is the 1st step in our tried-and-tested method of approaching case interviews.

You don’t want to spend 45 minutes crafting a great answer to the wrong question. Take a moment to consider the problem statement and then repeat it back to the interviewer in your own words to make sure you’ve got it nailed down.

2) Take Time to Think Things Through

Once you understand the problem, it’s helpful to break it down into smaller parts to help you uncover the issues that might be driving it. An issue tree is a helpful tool to identify the root cause of problems.

Once you’re clear on what the problem is, take a moment to figure out what approach you’re going to take to “solve” it and what clarification questions you want to ask the interviewer. 

At this stage, you might want to think about familiar frameworks you’ve studied during your case study preparation and how they can help frame your thoughts. 

For more information on some classic business frameworks, see Case Interview Frameworks .

3) Ask Insightful Questions

At this point, you should be clear on the problem and have figured out your approach to “solving” it. Share this with the interviewer so they can follow your thought process and ask any clarification questions that you need.

Asking pertinent questions and probing for more information should then allow you to form one or more hypotheses of what could solve the problem.

Testing your hypotheses against what you know about the client and by using a relevant business framework will allow you to identify the strengths and weaknesses of each, until you finalize your preferred recommendation.

4) Summarize Your Findings

In this final stage, you’ll summarize your findings and present recommendations to the client.

Make sure you provide a clear and direct answer to the problem statement and outline any next steps you recommend the client takes. 

Highlight any risks associated with your recommendations and options for mitigating them.

The Accenture Case Interview: A Worked Example

Let’s go through an example “Great Unknown” case to see how this all fits together.

As is typical in a “Great Unknown” case, there’s not much information given so asking great questions is key to cracking this case.

Issue Tree 

After considering the problem statement, remember to reflect back to the interviewer what you understand to be the problem, in your own words.

Next, create an issue tree to break the problem down and into component parts.

Using an issue tree helps you to quickly identify several things the client needs to consider when evaluating how to distribute the vaccine including the following issues: infrastructure, staffing, procedures and training, communications and technology, funding, and procurement.

This is also the time to ask clarification questions and probe for more information where there are gaps in your current understanding of the problem.

Building A Hypothesis for How to Quickly and Efficiently Vaccinate the Philadelphia Population 

Depending on the information given, now is the time to narrow the focus and create a hypothesis.

Once you have a strong hypothesis of where the vaccine should be distributed, you still need to address the other infrastructure needs for the vaccination center as well as the other components of your framework. Go through them one-by-one.

Presenting Your Recommendation

Now you’ve considered all the facts, built, and tested your hypothesis. At this stage you should summarize your findings, noting any assumptions you’ve made. 

Conclude your presentation by offering clear recommendations to the client directly addressing the problem statement. Note any risks associated with your recommendation.

Here are our top 5 tips to help you feel confident tackling the case interview:

Tip 1: Think before you dive into the case

Depending on the type of case, there can be a lot of information to manage. Make sure you’ve got it all clear in your head before you begin to tackle the case.

Equally, don’t be thrown if there’s not a lot of information. Take a moment to think through how you’ll approach the problem from beginning to end.

Tip 2: Ask questions

Don’t be afraid to probe for more information where you’ve identified there are gaps. And do clarify anything you don’t understand, such as acronyms or terms you’re not familiar with.

Tip 3: Share your thoughts

It’s no good to listen to the problem statement, scribble frantically on some paper for 45 minutes and then present the “answer.” Interviewers want to understand your thought process, how you handle information, and what assumptions you’ve made. Share your framework for approaching the case with your interviewer and walk them through each step as you address it.

Tip 4: Pay attention to cues

Sharing your thoughts gives the interviewer an opportunity to guide the conversation. Make sure you follow any feedback they offer on your approach and listen closely for any hints about where to go next.

Be aware, however, that some partners like to stress-test final round candidates to ensure they can defend their answers. If you think you’re right, stick to your recommendation.

Tip 5: Be yourself

No one else shares your story. The case interview is an opportunity to show creative thinking and offer insights based on your individual experiences. Your unique perspective is important and helps separate you from other candidates.

For even more tips on acing case interviews, check out 7 Tips To Help You Land A Consulting Offer .

Accenture Fit / Behavioral Interview

This Accenture interview concentrates on 2 types of questions: fit questions and personal experience questions.

Top 3 Fit Questions and How To Ace Them

1) why do you want to work for accenture.

Or the fact they have both strategy and implementation functions so you can see the tangible difference your client recommendations make. Or how the great people you’ve met so far have reinforced that this is the company for you.

The best answers are personal stories. Don’t share generic reasons for joining the firm. Instead show why the reasons you present matter to you. For more on this, see our article “ Why Accenture? ”

2) Why Do You Want to Work in Consulting?

3) tell me something about you that’s not on your resume., typical personal experience questions and how to approach them.

• Tell me about a time you disagreed with someone and how you managed that.
• Tell me about a time when you led a team through a challenging situation.
• Tell me about a time when you persuaded someone to change their mind.
• Tell me about a time when you overcome something you personally found difficult.

Using the A STAR(E) Framework

The A STAR(E) framework covers the following points:

• Answer. Give a clear 1-sentence answer to the question.
• Situation. When and where did the story happen? Who was involved?
• Tension. What was the problem, conflict, or challenge you faced?
• Action. What did you do to solve the problem?
• Result. What happened as a result of the action you took?
• Effect. What effect did this have on you? What did you learn?

The (E) is in parentheses because this won’t be relevant to every story.

For a detailed guide to tackling the Fit/Behavioral Interview, see our article on Consulting Behavioral Interviews .

In this article, we’ve covered:

• What makes up the Accenture recruitment process,
• What the Accenture Potentia interview is,
• Our step-by-step approach to tackling an Accenture case interview,
• Our top tips for success in your Accenture case interviews, and
• What’s covered during the Accenture behavioral interview.

Still have questions?

If you have more questions about Accenture case interviews, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

Other people prepping for the Accenture case interview found the following pages helpful:

• Top IT Consulting Firms
• Our Ultimate Guide to Case Interview Prep
• How to answer the “Why Accenture?” question
• How to answer Market Sizing questions

Help with Consulting Interview Prep

Thanks for turning to My Consulting Offer for advice on consulting interview prep. My Consulting Offer has helped almost 89.6% of the people we’ve worked with to get a job in management consulting . We want you to be successful in your consulting interviews too. For example, here is how Ruhani was able to get her offer from Accenture.

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3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

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April 23, 2019

“Pivot to the Future,” New Book from Accenture, Provides Roadmap to Help Business Leaders Navigate Continuous Disruption

Accenture experts provide a modern playbook for harnessing groundbreaking technologies and entering and defending new markets

NEW YORK; April 23, 2019 – Traditional responses to business disruption, such as one-off business transformation and fast-follower approaches, are outdated and won’t be enough to help companies achieve sustainable growth and weather the challenges that lie ahead, according to a new book by Accenture (NYSE: ACN).

“ Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World ” argues that the emergence of a new wave of technologies — including artificial intelligence, virtual and augmented reality, 5G and quantum computing — requires businesses to continuously reinvent themselves using new management and capital-allocation strategies. Built on Accenture’s rigorous multiyear study of thousands of businesses across 30 industries, a candid account of its own reinvention, and insights from its extensive work with its global clients, “Pivot to the Future” provides new practical approaches to help business leaders make bold, sometimes contrarian, strategic decisions that can unlock millions of dollars trapped in today’s core businesses — value that can be used for the disruptive innovation that drives future prosperity. Published by PublicAffairs, a division of Hachette Book Group, “Pivot to the Future” is written by Accenture executives Omar Abbosh , group chief executive of the company’s Communications, Media & Technology business and former chief strategy officer; Paul Nunes , global managing director of thought leadership; and Larry Downes , senior fellow with Accenture Research and a best-selling business book author. “Rapid recent advances in technology are forcing leaders in every business to rethink long-held beliefs about how to adapt to emerging technologies and new markets,” Abbosh said. “We’re offering a proven strategy for perpetual innovation that has worked not just for Accenture, but for many of our most successful clients. It is applicable to any company that seeks to thrive in a world changed by technology-fueled disruption.” “Pivot to the Future” has received early acclaim from leading business executives, including Best Buy Chairman Hubert Joly, who said: “Every company is seeking to reinvent itself. ‘Pivot to the Future’ provides powerful and stimulating concepts, ideas and examples that can help guide these efforts. It is a must read for anyone who is looking for help on the journey.” Michael Dell, chairman and CEO of Dell Technologies, said: “In ‘Pivot to the Future,’ Omar Abbosh and his co-authors make a powerful case that successful innovation is a long-term game that requires constant pivots to evolve and change. ‘Pivot to the Future’ will excite, energize and empower leaders, helping them innovate intelligently, keep moving forward and always be future-ready.” Wise Pivot “Pivot to the Future” includes more than 100 case studies showing how some of the world’s most prestigious companies are reinventing themselves through what the book refers to as the “wise pivot” —repeated renewal and reinvention through a series of strategic shifts, where innovation is applied equally in old, current and emerging businesses. The book’s pragmatic frameworks show organizations how to get the most from their core businesses through strategic investments in new technologies and “fueling up” to make continuous wise pivots at precisely the right times. The book calls on executives to fight the urge to prematurely abandon legacy businesses and to nurture rather than simply exploit today’s “cash cows.” With the additional value they uncover, companies can fuel their future by embracing the start-up mentality of scaling rapidly as new technologies and markets appear, often suddenly. Speaking from Experience The book also includes the story of Accenture’s own wise pivot, in which the company nearly doubled its market capitalization in five years to more than US$100 billion. Recognizing that professional services and outsourcing were on course to commoditization, in the early 2010s Accenture invested heavily in five then-up-and-coming digital capabilities — interactive, mobile, analytics, cloud and cybersecurity — with the potential to deliver major benefits to clients and high growth to the company. “It has become abundantly clear that, in the digital age, conventional wisdom about business transformation no longer works,” said Nunes, one of the book’s co-authors. “Business leaders don’t need more theories on how to innovate — they need new wisdom and a modern playbook that will help their organizations find their most profitable futures.” Co-author Larry Downes said, “The positive feedback from the global business community is really exciting. Our book shares a proven approach for finding and releasing trapped value — unlocked by bridging the gap between what is technologically possible and how technologies are actually being used today. It provides a blueprint for leaders who are courageous enough to turn the threats of today and tomorrow into sustainable growth — and who understand that a wise pivot is not a one-time event, but a commitment to constant reinvention.” The book includes a preface written by Pierre Nanterme, Accenture’s former chairman & CEO, who died earlier this year. “This is really a tribute to Pierre’s legacy,” Abbosh said. “We are honored to contribute net royalties to the Hôpital Européen Georges-Pompidou, where Pierre received care.” “Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World” is available in hardcover, e-book, and audio through all major retailers.” About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 477,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com . # # # Contacts: Sean Conway Accenture +1 917 592 5744 [email protected] Tourang Nazari Accenture +1 703 947 1947 [email protected] Andy Rowlands Accenture +44 20 8396 3871 [email protected]

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47 case interview examples (from McKinsey, BCG, Bain, etc.)

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

• McKinsey examples
• BCG examples
• Bain examples
• Deloitte examples
• Other firms' examples
• Case books from consulting clubs
• Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

• Beautify case interview (McKinsey website)
• Diconsa case interview (McKinsey website)
• Electro-light case interview (McKinsey website)
• GlobaPharm case interview (McKinsey website)
• National Education case interview (McKinsey website)
• Talbot Trucks case interview (McKinsey website)
• Shops Corporation case interview (McKinsey website)
• Conservation Forever case interview (McKinsey website)
• McKinsey case interview guide (by IGotAnOffer)
• Profitability case with ex-McKinsey manager (by IGotAnOffer)
• McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

• Foods Inc and GenCo case samples  (BCG website)
• Chateau Boomerang written case interview  (BCG website)
• BCG case interview guide (by IGotAnOffer)
• Written cases guide (by IGotAnOffer)
• BCG live case interview with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG associate director - Public sector case (by IGotAnOffer)
• BCG mock case interview: Revenue problem case (by IGotAnOffer) - See below

3. Bain case interview examples

• CoffeeCo practice case (Bain website)
• FashionCo practice case (Bain website)
• Associate Consultant mock interview video (Bain website)
• Consultant mock interview video (Bain website)
• Written case interview tips (Bain website)
• Bain case interview guide   (by IGotAnOffer)
• Digital transformation case with ex-Bain consultant
• Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

• Engagement Strategy practice case (Deloitte website)
• Recreation Unlimited practice case (Deloitte website)
• Strategic Vision practice case (Deloitte website)
• Retail Strategy practice case  (Deloitte website)
• Finance Strategy practice case  (Deloitte website)
• Talent Management practice case (Deloitte website)
• Enterprise Resource Management practice case (Deloitte website)
• Footloose written case  (by Deloitte)
• Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

• Case interview workbook (by Accenture)
• Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

• Leisure Club case example (by OC&C)
• Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

• Wumbleworld case sample (Oliver Wyman website)
• Aqualine case sample (Oliver Wyman website)
• Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

• Promotion planning case question (A.T. Kearney website)
• Consulting case book and examples (by A.T. Kearney)
• AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

• Presentation overview with sample questions (by Strategy& / PWC)
• Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

• Case interview example video walkthrough   (L.E.K. website)
• Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

• Transit oriented development case webinar part 1  (Roland Berger website)
• Transit oriented development case webinar part 2   (Roland Berger website)
• 3D printed hip implants case webinar part 1   (Roland Berger website)
• 3D printed hip implants case webinar part 2   (Roland Berger website)
• Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

• Case interview example video walkthrough  (Capital One website)
• Capital One case interview guide (by IGotAnOffer)

12. EY Parthenon case interview examples

• Candidate-led case example with feedback (by IGotAnOffer)

14. Consulting clubs case interview examples

• Berkeley case book (2006)
• Columbia case book (2006)
• Darden case book (2012)
• Darden case book (2018)
• Duke case book (2010)
• Duke case book (2014)
• ESADE case book (2011)
• Goizueta case book (2006)
• Illinois case book (2015)
• LBS case book (2006)
• MIT case book (2001)
• Notre Dame case book (2017)
• Ross case book (2010)
• Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

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Evolving the Scaled Agile Framework:

Update to SAFe 5

Guidance for organizing around value, DevSecOps, and agility for business teams

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CASE STUDY: Accenture

Key accenture learnings on scaled and distributed agile delivery.

In the provided case study, Accenture shares its insights on addressing process, organization, and tool challenges, including:

• Solution misalignment between teams
• Integration of Agile with Waterfall
• Different timezones, customs, and cross-team activities
• Different DevOps tools between teams

As many companies struggle to implement Agile at scale in distributed environments, this case study describes Accenture’s experience enabling faster delivery and speed-to-market by implementing Agile programs using SAFe, along with adoption of DevOps principles. The early benefits are compelling:

Early Quantitative Benefits

• 50% improvement in merge and retrofit (based on the actual effort tracked)
• 63% improvement in software configuration management (effort to support SCM activities)
• 59% improvement in quality costs (percentage of defects attributed to SCM and deployment)
• 90% improvement in build and deployment (process and effort to raise deployment requests)

“ Enhanced SAFe processes are key to attaining solution alignment between different scrum teams. ”

“ SAFe is critical to the alignment of delivery timelines.”

Early Qualitative Benefits

• Improved demand management and traceability from portfolio through to Agile delivery teams
• Granular configuration management and traceability
• Integration with Agile life cycle tools to allow story-based, configuration management driven from meta data
• Real-time traceability of status for build and deployment
• Automated build and deployments, including “one-button deployment”
• Developer efficiencies as a consequence of improved tool interaction times and processes

Download Accenture Case Study

Many thanks to Accenture’s Mirco Hering, APAC lead for DevOps and Agile, Andrew Ball, senior manager, and Ajay Nair, APAC Agile lead for Accenture Digital, for taking the time to share their insights and learnings. Their story is an inspiration to all of us in the SAFe community. 

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KEY RESULTS

Increase in Brand Awareness

Increase in Brand Consideration

Increase in Brand Usage

Marketing Objectives

Accenture is a leading global professional services company , providing a broad range of services in strategy and consulting, interactive, technology and operations.

In 2021, Accenture set out to gain market share and fuel growth by updating perceptions about what it can do. Its target clients were C-suites and senior business decision-makers who were looking to transform their businesses through innovation.

In the run-up to the launch of its new brand message “ Let there be change ”, Accenture wanted to convince these business leaders that it had the end-to-end solutions to help them. It aimed to achieve competitive stand-out by becoming known for its research and perspectives and by illustrating its market leadership.

The Financial Times reaches 52% of C-suites in Accenture’s key markets, the highest amongst our competitors. Accenture saw that the FT could help it reach exactly the right audience; drive buzz with high-profile thought leadership content; and ensure that its new brand expression would be seen throughout Europe.

Our Solution

The FT devised a research-based multi-touchpoint campaign across Europe that promoted Accenture’s story to the FT audience and showcased its brand message in a credible environment, aligning it with high-profile FT editorial series, webinars and newsletters. Accenture had 100% share of voice across the series.

To get deeper insights before creating the campaign , the FT research team carried out a Management Consultancy Global Impact Study among over 550 of the world’s leading C-suites. This allowed us to understand the audience’s needs and see where Accenture currently stood among its competitive set.

We knew from the brief and our GIST findings that we needed to position Accenture around specific topics of interest.

• The focus of the campaign was the ‘ Economists Exchange ’ article series, exploring what a post-Covid recovery will look like. It featured top FT commentators like Martin Wolf and Gillian Tett in conversation with 12 world-leading economists, from Kristalina Georgieva to Raghuram Rajan and Jeffrey Sachs.

• We brought the topics to life in three co-hosted webinars , featuring high-calibre speakers such as Rolls Royce CEO Warren East.

• We launched an Accenture-sponsored mini-series on the ‘Tech Tonic’ podcast, exploring the big ideas driving innovation.

• Accenture also aligned with key topics of interest by sponsoring an FT Special Report ‘ The Cloud ’ and two premium newsletters: Tech FT and Coronavirus Business Update .

In an FT media first, we ran a campaign called ‘ Accenture Voices ’ to promote Accenture’s key influencers. The marketing team combined sponsorship of all native and display advertising units on the homepage across all key regions. Bespoke Promoted Content Units , served across FT.com, used semantic profiling to ensure contextual relevance and audience reach. A bespoke marketing campaign included paid social promotion, Linkedin targeting to Accenture employees, and 500,000 co-branded traffic driving impressions across FT.com

The campaign delivered exceptional results for Accenture, positioning it strongly as a leader in change.

• The Economists Exchange series reached over 102,000 known unique readers

• 1,200 senior business decision-makers attended the associated webinars, generating leads for Accenture

• With 10 touchpoints, this single campaign reached 502,191 unique FT readers and 92,000 unique C-Suite readers

• Accenture Voices saw over 4.4 million impressions and over 4,100 clicks

• Newsletter sponsorships delivered over 3.5 million impressions and 1,262 clicks

• The Special Report The Cloud reached 350,000 unique users

At the end of the campaign, the FT ran another Management Consultancy Global Impact Study to assess the impact of these results against the initial pre-campaign study. Across EMEA, Accenture had managed to increase its brand awareness by 60% . In Europe, it ranked highest as a firm that is a leader in digital development and innovation, and usage of the firm had increased by 27% . What’s more, 52% more senior decision-makers said they will be using Accenture in the next 12-24 months.

The post-campaign brand uplift study showed Accenture as the joint highest-scoring unaided first choice brand for management consultancy firms , while consideration saw an uplift of 31% between the control group and those that had seen the ads.

More case studies

Aberdeen Standard Investments

Using an engaging multimedia content series on a striking brand hub, Aberdeen Standard Investments (ASI) wanted to raise its profile as a leading asset manager in ESG and UK equities. Its main target audience was UK wholesale advisers; its secondary one was institutional investors and C-suites of FTSE 350 companies

A cost-per-hour campaign gave Opayo the high viewability they needed to raise awareness of their rebrand among specific audience segments.

In an effort to build brand awareness, this contemporary auction house in New York City sought to develop a fully-integrated campaign, connecting with our affluent audience of art enthusiasts.

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CASE STUDY Mondelēz International

Reinventing snacking

Snacking made right through a data-driven, consumer-centric vision

3-MINUTE READ

Becoming an AI leader

It’s almost impossible to browse the grocery store snack aisle without encountering Mondelēz International’s products, whether you know it or not. The company—which empowers people to “snack right” in 150 countries—is behind the widely popular Oreo cookies, Ritz crackers and Toblerone chocolate, to name but a few of their products.

To make huge strides towards its goal to be the “leader of snacking,” Mondelēz International knew that it needed an even stronger growth strategy to keep up with customer demands. With Accenture’s help, the company developed a roadmap for a data-driven transformation to strengthen its digital core, drive growth and optimize operations.

In global large-scale enterprises, I’ve found that there is generally a trigger for change, the key is recognizing it and being able to embrace a new mindset.

Javier Polit / Former Chief Information and Digital Officer – Mondelēz International

The impetus for becoming an AI leader

Aware of the enormous potential of the data and AI to help the organization sense market changes, understand and influence its consumers and proactively adapt to emerging technologies, the company had already invested in cloud-enabled capabilities.

“The time was right because we had been preparing from a business perspective and from a technology perspective,” said Javier Polit, Former Chief Information and Digital Officer, Mondelēz International. “We had the right foundation in place.” Javier spoke with Venky Rao, Accenture’s North America Consumer Goods and Services industry lead about how Mondelēz International approached their transformation.

From the importance of talent and establishing a dynamic learning culture and organization to creating value with velocity to the six pillars of an AI strategy, Javier shared his insights on how Mondelēz International advanced their AI maturity.

Building a clear data and AI strategy

The company started its journey by studying and understanding its challenges and the opportunities arising from specific pain points. Then, it built a clear strategy and vision, and joined forces with strategic partners, including Accenture, to help it build the capabilities it needed.

As part of its data and AI strategy, the team implemented a central data analytics service to drive a holistic data-driven strategy. The team acts as a steward of data within the enterprise as well as data coming from outside the enterprise from different sources.

The team also knew that, for their long-term strategy to be sustainable, it needed people with the right skill sets, expertise and capabilities to create and sustain maximum value from the company’s data-science capabilities. Mondelēz International wanted to retain, attract and engage the right talent and provide the skills to drive success. The company didn’t want to stop with digital literacy—it wanted to drive digital fluency across the enterprise.

Transformation in any large company can only succeed if leadership effectively communicates the strategy throughout the whole organization. Mondelēz International’s key message that “data matters” and that the company “will win with data” had the support, first, of the C-Suite. The team then worked with early adopters across the organization to build broader support that others could then get behind.

A never-ending journey

As the company evolved into an AI-focused and data-driven organization with an innovative culture, it also pivoted to become a dynamic learning organization. And the company knows that the transformation journey is always ongoing—especially as new capabilities emerge.  “You set a strategy and a vision, and you say, “Okay, it's a three-year horizon,” explained Polit. “I always say that after the second year, you start figuring out what your next three-year horizon is going to be. It's something that is just never done.”

Related insights

• Lion's transformation into a digital organization
• Getting expert DIY advice from generative AI

Accenture Strategy Final Round Case Interview

I have my Accenture final round case interview day next week and have been preparing a broad range of cases and setting up frameworks (MBB Style Case interviews). Since I am applying at Accenture strategy I heard there will be a potentia Interview but I can‘t find any resources to really prepare for it. Is anybody familiar with the process and could share some insights?

Much appreciated,

I helped someone interview and ultimately join the Accenture Strategy team. Last I recall it also involved a combination of case and fit questions, very similar to MBB.  I would prepare as you would for any other consultancy.  I wish you the best of luck!

I am myself in the recruiting process for two positions at Accenture Strategy (DACH Region). I was told by HR that each team is very flexible in the way that they organize their interviews. For one position, I was told that there are 3-4 interviews with 2-3 case studies in total. For the other position, there are only 2 interviews with no full case study, but rather a few technical questions during the interview. So my best advice to you is to reach out the the HR person in charge and ask them directly.

Thanks a lot for the helpful insights, I was informed that there will be two case interviews, and they informed me that I will get further details one day before the interview. Are you maybe interested in exchanging a bit more on case preparations?

By the sound of it, you've focused mostly on the case part of the interview for now. I'd reach out to the recruiter if I were you to understand whether the next round will also contain a personal fit part. Then I suggest you test out your answers to potential personal fit questions with other candidates and then do a session with an expert to polish your answers. 

First of all, I am very concerned . If you have not heard of a case before (and don't even know what to ask) then you are nowhere close to being ready! You need to get a coach . You also should try to delay this final round. It's very hard to go from 0 to ready in casing in just 1 week!

Now, in terms of general advice for 2nd round:

#1 Fix your weaknesses

#2 Be prepared for anything (build your fleibility/adaptability)

Some reading for the case: https://www.preplounge.com/en/articles/how-to-shift-your-mindset-to-ace-the-case

Some reading for fit: https://www.preplounge.com/en/articles/tell-me-about-yourself-interview-question

Fit/Behavioral

You should be more prepared for a pretty in-depth fit interview. I highly recommend you expect "loose" or "random" questions and practice this scenario with a coach. They are less likely to just ask you 20 "tell me about a time" questions. They may have a bit more of a chat, ask you to brainstorm, ask things like "How would you setup x type of project", etc. etc. You need to prepare to be flexible here!

Broader topics/case variability

In terms of being MECE, try out a wide range of "unique" questions to test your MECE structure!

For example, if you were a farmer and had to pick between buying a cow, chicken, or pig, how would you think about which to buy?

Or, if you were a thief, which store between a, b, c would you rob?

Practice breaking these down into MECE structures so that the concept really hits home.

I don't actually understand the question. Are you asking whether you should expect a difference between 1st and 2nd round? In general, the answer is no - in theory... 

Because it's with more senior people (APs, Partners, or even Senior Partners), they often take liberty to divert from the script. To the average candidate, this may feel a bit erratic.

Bottom line, expect same as 1st round but be prepared for anything!

Hope this helps a bit. Best of luck!

Hi Moritz, Thanks for the answer, Accenture strategy has a type of case interview called Potentia Interview, which is somewhat different from the traditional case interview. Unfortunately, I am unable to find Potentia practise cases. Best, Jacob

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35 Case Interviews Examples from MBB / Big Four Firms

Studying case interview examples is one of the first steps in preparing for the  management consulting  recruitment process. If you don’t want to spend hours searching the web, this article presents a comprehensive and convenient list for you – with 35 example cases, 16 case books, along with a case video accompanied by detailed feedback on tips and techniques.

A clear understanding of “what is a case interview” is essential for effective use of these examples. I suggest reading our  Case Interview 101  guide, if you haven’t done so.

McKinsey case interview examples

Mckinsey practice cases.

• Diconsa Case
• Electro-Light Case
• GlobaPharm Case
• National Education Case

What should I know about McKinsey Case interviews?

At McKinsey, case interviews often follow the interviewer-led format , where the interviewer asks you multiple questions for you to answer with short pitches.

How do you nail these cases? Since the questions can be grouped into predictable types, an efficient approach is to master each question type. However, do that after you’ve mastered the case interview fundamentals!

For a detailed guide on interviewer-led cases, check out our article on McKinsey Case Interview .

BCG & Bain case interview examples

Bcg practice cases.

• BCG – Written Case – Chateau Boomerang

Bain practice cases

• Bain – Coffee Shop Co.
• Bain – Fashion Co.
• Bain – Mock Interview – Associate Consultant
• Bain – Mock Interview – Consultant

What should I know about BCG & Bain case interviews?

Unlike McKinsey, BCG and Bain case interviews typically follow the candidate-led format – which is the opposite of interviewer-led, with the candidate driving the case progress by actively breaking down problems in their own way.

The key to acing candidate-led cases is to master the case interview fundamental concepts as well as the frameworks.

Some BCG and Bain offices also utilize written case interviews – you have to go through a pile of data slides, select the most relevant ones to answer a set of interviewer questions, then deliver those answers in a presentation.

For a detailed guide on candidate-led cases, check out our article on BCG & Bain Case Interview .

Deloitte case interview examples

Deloitte practice cases.

Undergrad Cases

• Human Capital – Technology Institute
• Human Capital – Agency V
• Strategy – Federal Benefits Provider
• Strategy – Extreme Athletes
• Technology – Green Apron
• Technology – Big Bucks Bank
• Technology – Top Engine
• Technology – Finance Agency

Advanced Cases

• Human Capital – Civil Cargo Bureau
• Human Capital – Capital Airlines
• Strategy – Club Co
• Strategy – Health Agency
• Technology – Waste Management
• Technology – Bank of Zurich
• Technology – Galaxy Fitness

What should I know about Deloitte case interviews?

Case interviews at Deloitte also lean towards the candidate-led format like BCG and Bain.

The Deloitte consultant recruitment process also features group case interviews , which not only test analytical skills but also place a great deal on interpersonal handling.

Accenture case interview examples

Accenture divides its cases into three types with very cool-sounding names.

Sorted in descending order of popularity, they are:

These are similar to candidate-led cases at Bain and BCG. albeit shorter – the key is to develop a suitable framework and ask the right questions to extract data from the interviewer.

These are similar to the market-sizing and guesstimate questions asked in interviewer-led cases – demonstrate your calculations in structured, clear-cut, logical steps and you’ll nail the case.

These cases have you sort through a deluge of data to draw solutions; however, this type of case is rare.

Capital One case interview examples

Capital One is the odd one on this list – it is a bank-holding company. Nonetheless, this being one of the biggest banks in America, it’s interesting to see how its cases differ from the consulting ones.

Having gone through Capital One’s guide to its cases, I can’t help but notice the less-MECE structure of the sample answers. Additionally, there seems to be a greater focus on the numbers.

Nonetheless, having a solid knowledge of the basics of case interviews will not hurt you – if anything, your presentation will be much more in-depth, comprehensive, and understandable!

See Capital One Business Analyst Case Interview for an example case and answers.

Other firms case interview examples

Besides the leading ones, we have some examples from other major consulting firms as well.

• Oliver Wyman – Wumbleworld
• Oliver Wyman – Aqualine
• LEK – Cinema
• LEK – Market Sizing
• Kearney – Promotional Planning
• OC&C – Imported Spirits
• OC&C – Leisure Clubs

Consulting clubs case books

In addition to official cases, here are a few case books you can use as learning materials.

Do keep in mind: don’t base your study on frameworks and individual case types, but master the fundamentals so you can tackle any kind of case.

• Wharton Consulting Club Case Book
• Tuck Consulting Club Case Book
• MIT Sloan Consulting Club Case Book
• LBS Consulting Club Case Book
• Kellogg Consulting Club Case Book
• INSEAD Consulting Club Case Book
• Harvard Consulting Club Case Book
• ESADE Consulting Club Case Book
• Darden Consulting Club Case Book
• Berkeley Consulting Club Case Book
• Notre-Dame Consulting Club Case Book
• Illinois Consulting Club Case Book
• Columbia Consulting Club Case Book
• Duke Consulting Club Case Book
• Ross Consulting Club Case Book
• Kearney Case Book

Case interview example – Case video

The limitation of most official case interview examples is that they are either too short and vague, or in text format, or both.

To solve that problem for you, we’ve extracted a 30-minute-long, feedback-rich case sample from our Case Interview End-to-End Secrets Program .

This is a candidate-led, profitability case on an internet music broadcasting company called Pandora.

In 30 minutes, this candidate demonstrates the exact kind of shortcoming that most candidates suffer during real case interviews – they come in with sharp business senses, then hurt their own chances with inadequate techniques.

Here are seven notable areas where the candidate (and you) can improve:

Thanking Throughout the case, as especially in the opening, he should have shown more appreciation for the time the interviewer spent with him.

Structured opening The candidate’s opening of the case feels unstructured. He could have improved it by not mixing the playback and clarification parts. You can learn to nail the case in a 3-minute start through this video on How to Open Any Case Perfectly .

Explicitness A lot of the candidate’s thought process remains in his head; in a case interview, it’s better to be as explicit as possible – draw your issue tree out and point to it as you speak; state your hypothesis when you move into a branch; when you receive data, acknowledge it out loud.

Avoiding silence The silence in his case performance is too long, including his timeout and various gaps in his speech; either ask for timeout (and keep it as short as possible) or think out loud to fill those gaps.

Proactivity The candidate relies too much on the interviewer (e.g: asking for data when it can easily be calculated); you don’t want to appear lazy before your interviewer, so avoid this.

Avoiding repeating mistakes Making one mistake twice is a big no-no in consulting interviews; one key part of the consulting skill set is the ability to learn, and repeating your mistakes (especially if the interviewer has pointed it out) makes you look like someone who doesn’t learn.

Note-taking Given the mistakes this candidate makes, he’s probably not taking his notes well. I can show you how to get it right if you watch this video on Case Interview Note-Taking .

Nonetheless, there are three good points you can learn from the candidate:

The candidate sums up what he’s covered and announces his upcoming approach at the start and at key points in the case – this is a very good habit that gives you a sense of direction and shows that you’re an organized person.

The candidate performs a “reality check” on whether his actions match the issue tree; in a case interview it’s easy to lose track of what you’re doing, so remember to do this every once in a while.

The candidate prompts the interviewer to give out more data than he asked for; if anything, this actually matches a habit of real consultants, and if you’re lucky, your interviewer may actually give out important pieces you haven’t thought of.

These are only part of the “ninja tips” taught In our Case Interview E2E Secrets Program – besides the math and business intuition for long-term development, a key feature is the instant-result tips and techniques for case interviews.

Once you’ve mastered them, you can nail any case they throw at you!

For more “quality” practice, let’s have a mock case interview with former consultants from McKinsey, BCG, Bain, Oliver Wyman, Strategy& and many other consulting firms. They will help you identify your problem areas and give you actionable feedback, making your preparation much easier and faster.

Hi! This is Kim and welcome to another performance in the Tips & Techniques part of our amazing End-to-end program. You are about to hear a really interesting performance.

There is a common Myth that Profitability cases are easier. Well, for beginners, that’s may make sense, but I would argue that Profitability cases can be really tricky and candidates without good foundation will make about the same level of mistakes regardless of type of cases given.

The profitability case we are about to watch will show that. It’s a very unconventional

Profitability. It started out like a typical one but getting more and more tricky toward the end.

The candidate is fairly good in term of business intuition, but the Tips & Techniques aspect needs a lot of fine tune! Now let’s go ahead and get started! 

It’s actually a little better to playback the case information and ask clarifications. The candidate does not distinguish between the two and do both at a same time. Also, the candidate was asking these clarifications in an unorganized and unstructured fashion. This is not something terrible, but could have been better, especially when this is the very first part of the case, where the crucial first impression is being formed.

My pitch would sound like this:

“That’s a very interesting problem and I am happy to get the chance to solve it. First of all let me tell you my understanding of the case context and key objectives. Then I would like to ask a few clarifying questions regarding a few terminology and concepts. Both of these are to make sure that I will be solving the right problem.

So here is my understanding of the case: The client is ABC. Here are some DEF facts about the situation we just talked about. And the key case question is XYZ.

Does that correctly and adequately summarize the case?”

Once the interviewer confirms, I would move to the clarification part as follows: “Now I would like to ask a few clarification questions. There are three of them: No 1, … No 2, … and No 3, …”

You may see above pitch as obvious but that’s a perfect example of how you should open any cases. Every details matters. We will point out those details in just a second. But before we do that, it’s actually very helpful if you can go back, listen carefully to the above pitch, and try to point out the great components yourselves. Only after that, go back to this point and learn it all together.

Alright, let’s break down the perfect opening.

First of all, you hear me say: “That’s a very interesting problem and I am happy to get a chance to solve it”. This seems trivial but very beneficial in multiple ways:

1. I bought myself a couple of seconds to calm down and get focused. 2. By nature, we as human unconsciously like those who give us compliments. Nothing better than opening the case with a modest compliment to the interviewer.

And (c) I showed my great attitude towards the case, which the interviewer would assume is the same for real future consulting business problems.

You should do that in your interviews too. Say it and accompany it with the best smile you can give. It shows that you are not afraid of any problems. In fact, you love them and you are always ready for them.

Secondly, I did what I refer to as the “map habit”, which is to always say what you are about to do and then do it. Just like somebody in the car showing the drivers the route before cruising on the road. The driver would love it. This is where I said: “Let me tell you my understanding of the case context and key objectives. Then ABC…”.

Third, right at the beginning of the case, I try to be crystal clear and easy to follow. I don’t let the interviewer confused between playing the case vs. asking clarification questions. I distinguish between the two really carefully. This habit probably doesn’t change the outcome of how the case goes that much, but it certainly significantly changes the impression the interviewer has of me.

Fourth, in playing back the case, each person would have a different way to re-phrase. But there are three buckets to always include:

1. Who is the client 2. The facts regarding the client and the situation and (c) The key question and the objective of the case.

Fifth, after playing the case context and objectives, I pause for a second and ALIGN with the interviewer: “Does it correctly and adequately summarize the case?”. This is a habit that every consulting manager loves for young consultants to do. Nobody wants first-year folks to spend weeks of passion and hard-work building an excel model that the team can’t use. This habit is extensively taught at McKinsey, Bain and BCG, so therefore interviewers would love somebody that exhibits this habit often in case interview.

Lastly, when asking clarification questions, you hear me number them very carefully to create the strong impression that I am very organized and structured. I said I have three clarifying questions. Then I number them as I go through each. No.1, No.2, and No.3.

Sometimes, during interviews it’s hard to know exactly how many items you are going to get. One way is to take timeout often to carefully plan your pitch. If this is not possible in certain situations, you may skip telling how many items you have; but you should definitely still number your question: No.1, No.2; and so on. 

Just a moment ago, the candidate actually exhibited a good habit. After going through his clarification questions, the candidate ended by asking the “is there anything else” question. In this case, I actually give out an important piece of data.

Though this is not very common as not every interviewer is that generous in giving out data. But this is a habit management consultants have to have every day when talking to experts, clients, or key stakeholders. The key is to get the most data and insights out of every interview and this is the type of open-ended question every consultant asks several times a day.

To show of this habit in a case interview is very good!

There are three things I would like you to pay attention to:

First, it took the candidate up to 72 seconds to “gather his thoughts”. This is a little too long in a case interview. I intentionally leave the 72 seconds of silence in the recording so you get an idea of how long that is in real situations. But it’s worth-noting here is not only that. While in some very complicated and weird cases, it’s ok to take that long to really think and gather ideas. In this case, the approach as proposed by the candidate is very simple. For this very approach, I think no more than 15 to 20 seconds should be used.

No.2, with that said, I have told I really like the fact that this candidate exhibits the “map” habit. Before going straight to the approach he draws the overall approach first.

No.3. You also see here that the candidate tried to align the approach with me by asking my thoughts on it. As I just said on the previous comment, this is a great habit to have. Not only does it help reduce chance of going into the wrong direction in case interviews, but it also creates a good impression. Consulting interviewers love people doing it often!

Here we see a not-really-bad response that for sure could be much better. The candidate was going into the first branch of the analysis which is Revenue. I would fix this in 3 aspects:

First, even though we just talked about the overall approach, it’s still better to briefly set up the issue tree first then clearly note that you are going into one branch.

Second, this is not a must, but I always try to make my hypothesis as explicitly clear as possible. Here the candidate just implicitly made a hypothesis that the problem is on the revenue side. The best way to show our hypothesis-driven mindset is to explicitly say it.

Third, you hear this a ton of times in our End-to-End program but I am going to repeat it again and again. It is better to show the habit of aligning here too. Don’t just go into revenue, before doing that, give the interviewer a chance to agree or to actually guide you to Cost.

So, summarizing the above insights, my pitch would sound something like this:

“So as we just discussed, a profit problem is either caused by revenue or by cost. Unless you would like to go into cost first, let’s hypothesize that the problem is on revenue side. I would like to look deeper into Revenue. Do we have any data on the revenue?”

And while saying this, you should literally draw an issue tree and point to each as you speak.

There is an interesting case interview tip I want to point out here. Notice how the candidate responds after receiving two data points from me. He went straight into the next question without at least acknowledging the data received and also without briefly analyzing it.

I am glad that the candidate makes this mistakes… well, not glad for him but for the greater audience of this program. I would like to introduce to you the perfect habit of what you should react and do every time you have any piece of data during case interviews. So three things you need to do:

Step 1: Say … that’s an interesting piece of data. This helps the interviewer acknowledge that you have received and understand the data. This also buys you a little time. And furthermore, it’s always a good thing to give out modest compliments to the interviewer.

Step 2: Describe the data, how it looks, is there any special noteworthy trend? In this case, we should point out that revenue actually grew by more than 50%.

Also notice here that I immediately quantified the difference in specific quantitative measurement (in this case, percentage). Saying revenue went up is good, but it’s great to be able to say revenue went up by more than 50%.

Step 3: Link the trend identified back to the original case question and the hypothesis you have. Does it prove, disprove, or open up new investigation to really test the hypothesis? In this case, this data piece actually opened up new investigating areas to test the hypothesis that the bottleneck is within revenue.

My sample pitch for this step 3 would sound like this: “It’s interesting that revenue went up quite a bit. However, to be able to fully reject our hypothesis on the revenue, I would like to compare our revenue to that of the competitors as well.”

Then only at this point, after going through 3 steps above, I ask for the competitors’ revenue like the candidate did.

Notice here that I ended up asking the same question the candidate did. This shows that the candidate does have a good intuition and thought process. It’s just that he did all of these implicitly on his head.

In consulting case interview, it’s always good to do everything as explicitly as possible. Not only is it easier to follow but it helps show your great thought process.

… the rest of the transcript is available in our End To End Case Interview

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Preparing for case interviews is a hard task when you only have 1 week, so the first part you need to learn during this time is fundamentals of case interview

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A case interview is where candidates is asked to solve a business problem. They are used by consulting firms to evaluate problem-solving skill & soft skills

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• March 9, 2024
• AI Case Studies

Case Study: Accenture’s Strategic Embrace of AI

Accenture, a global leader in professional services, has undertaken a transformative journey to integrate artificial intelligence (AI) across its operations and service offerings. This case study explores Accenture’s strategic initiatives to harness AI, including the launch of Accenture LearnVantage, its collaboration with Cohere, the establishment of a generative AI studio in Dublin, and its overarching commitment to AI education and workforce upskilling. These efforts collectively aim to empower clients and their employees to navigate and thrive in the AI-driven economy.

Key Takeaways

• Accenture is heavily investing in AI, signifying its critical role in future business transformations.
• The acquisition of Udacity and the launch of Accenture LearnVantage underscore a commitment to upskilling the workforce in AI and technology skills.
• Collaborations with AI startups and technology giants enrich Accenture’s AI capabilities and offerings.
• The establishment of a generative AI studio and global investments in AI development and application showcase Accenture’s proactive approach to exploring and leveraging AI technology.

Accenture’s approach to embedding AI across its operations is multi-faceted, focusing on internal capability building, strategic acquisitions, partnerships, and client-focused innovation. By investing over $1 billion annually in employee training and acquiring Udacity, Accenture aims to scale its educational offerings in technology and AI. Collaborations with leading AI startups and technology firms further amplify Accenture’s ability to deliver cutting-edge AI solutions to clients. The creation of a generative AI studio and significant investments in AI research and development signify a forward-looking stance on AI exploration and application.

Implementation

Accenture’s acquisition of Udacity and the launch of Accenture LearnVantage are central to its strategy for addressing the IT skills gap and preparing its workforce and clients for the AI economy. These initiatives aim to deliver personalized, industry-relevant learning experiences, leveraging AI to curate and recommend content.

Accenture’s partnerships with AI startups like Cohere and engagements with Amazon Web Services, Google Cloud, and Microsoft enhance its AI solution offerings. These collaborations enable Accenture to integrate advanced AI models and tools into its services, providing clients with innovative solutions tailored to their needs.

The establishment of a generative AI studio in Dublin represents Accenture’s commitment to pioneering in the AI space. This facility serves as a hub for AI experimentation and solution development, focusing on the responsible application of generative AI technologies.

Accenture’s strategic AI initiatives have yielded significant outcomes, including the enhancement of its internal training capabilities, expansion of its AI services portfolio, and strengthening of its position as a leader in the AI domain. The firm’s investments in AI education and workforce upskilling are poised to address the critical skills shortage in the technology sector, thereby empowering employees and clients to leverage AI for business innovation and growth.

Challenges and Barriers

Despite its successes, Accenture faces challenges such as keeping pace with the rapid evolution of AI technology, ensuring the relevance and effectiveness of its educational programs, and navigating the complex ethical considerations associated with AI deployment and use.

Future Outlook

Accenture’s future in AI looks promising, with plans to further expand its AI capabilities, deepen its collaborative efforts with technology partners, and continue its investments in AI research and workforce development. As AI technologies evolve, Accenture’s proactive and strategic approach positions it to lead in the AI-driven transformation of businesses and industries worldwide.

Sources: $1 Billion AI Education Platform Aims to Upgrade Employee Skills Accenture boosts AI learning offering with Udacity deal Accenture partners with Cohere to bring generative AI to enterprises Accenture Launches Accenture LearnVantage

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