Deloitte Case Interview (questions, process, prep)

Deloitte case interview

Deloitte interviews are pretty challenging compared to regular interviews at large companies. The questions are difficult and the interview format is specific to Deloitte.

But the good news is that with the right preparation it can actually become relatively straightforward to succeed at a Deloitte interview. We've put together this ultimate guide to maximise your chances of success.

Here's an overview of what we'll cover.

  • Introduction to Deloitte
  • Interview process
  • Regular case interviews
  • Group case interviews
  • Fit and PEI questions
  • Preparation plan

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

1. deloitte consulting is bigger than mckinsey + bcg.

Deloitte is a force to reckon with in consulting. In 2022, it generated ~$26bn in revenue from its consulting business line. This makes it about as big as McKinsey, Bain and BCG combined.

Deloitte Consulting grew through a series of acquisitions. As a result, it's a collection of relatively independent firms operating under the Deloitte Consulting umbrella. Each member firm is managed by local partners who are responsible for their P&L. This is why you get more variation across different offices and regions than you do at a firm such as McKinsey.

Deloitte Consulting has three main practice groups you need to be aware of when applying:

1. Strategy and Operations (S&O) focuses on topics such as corporate strategy, supply-chain improvement, business model transformation, process improvements, etc.

2. Technology consulting focuses on digital strategy, delivery of IT programmes, cyber risks management, designing and building tech-based solutions for clients, etc.

3. Human capital focuses on topics such as organisation transformation, change management, corporate learning and development, diversity and inclusion, etc.

In 2013, Deloitte acquired Monitor which was initially founded by Michael Porter, the father of Porter's five forces . Monitor is now part of Deloitte S&O and that brand is particularly strong in North America.

The type of work Deloitte S&O does is very similar to what you would do at McKinsey , BCG or Bain . If you'd like to learn more about how Deloitte (and the other Big 4 firms) compares to the MBB firms, check out our MBB vs. Big 4 guide . 

2. Deloitte interview process

Your interview process with Deloitte will depend on whether you're applying as an experienced or early career candidate. There is also some variation by country, so we recommend that you ask your local HR contact at Deloitte for more details.

Below is an outline of the most common interview process and will be correct for the majority of candidates.

2.1 Early career candidates 

As an early career candidate you can apply online. You'll need your educational qualifications to hand, and you'll need to meet the minimum requirements.

The next step is an "immersive online assessment". Here you'll be asked to look at work scenarios and answer how you would respond.

Once you've completed it, you'll receive a "bespoke feedback report about your strengths and abilities".

If you fail the assessment, you'll hear back within a couple of days, but if you pass it may take a week or two before Deloitte contacts you - so in this case, no news is good news!

If you pass, you'll go onto the next assessment step: the "job simulation". You’ll answer questions across formats that include writing, video, multiple choice and ranking. Make sure you're dressed correctly and are in a quiet place before starting the simulation.

After you’ve completed the simulation, you'll get an email letting you know how you did within four weeks.

If successful you would then have a "Final stage assessment", which is a video interview with a senior consultant or an online group exercise. This would be the last step in your interview process.

Click here for more information on the interview process for early career applicants.

2.2 Non-early career candidates

If you're an experienced candidate, or at least not an undergraduate or recent graduate, the interview process will probably consist of three steps:

  • Resume and cover letter screening
  • First round interviews
  • Second round interviews

2.2.1 Resume and cover letter screening

First, recruiters will look at your resume and assess if your experience matches the open position. This is the most competitive step in the process—we’ve found that 90% of candidates don’t make it past this stage.

You can use  this free resume guide  and this  free cover letter guide  to help tailor your application to the position you’re targeting. 

And if you’re looking for expert feedback, you can also get input from our  team of  ex-MBB recruiters , who will  cover what achievements to focus on (or ignore), how to fine tune your bullet points, and more.

2.2.2 First round interviews

Your interviewers at Deloitte will consist of a mix of senior consultants, managers and partners. First round interviews may be done in person or via video or phone call. They usually consist of:

  • one behavioural interview (30 to 45mins)
  • one or two case interviews (30 to 45mins each).

This is quite similar to what you could expect at other consulting firms.

2.2.3 Second round interviews

Second round interviews are similar to first round interviews, though the line of questioning can be a bit tougher. Your final interview is usually with a hiring partner, and before that you may face a group case interview.

  • One behavioral interview (30 to 45mins)
  • One case interview (30 to 45mins)
  • One group case interview (45mins - 1hr)

Now you've seen an overview of the interview process, let's take a detailed look at regular case interviews and group case interviews at Deloitte, and how you should prepare for them.

3. Deloitte case interview questions

Case interviews at Deloitte are candidate-led. The style is therefore similar to what you will experience in a BCG case interview or a Bain case interview . Our research and experience tells us that there 7 types of questions you need to prepare for in candidate-led case interviews:

  • Framework development
  • Framework exploration
  • Quant question – Data provided
  • Quant question – No data provided
  • Creativity question
  • Recommendation

You can learn more about case interviews and how to prepare in our free case interview guide . One unique thing about Deloitte case interviews is that they will occasionally (but not always) give candidates written materials and a few minutes to review before they start the interview. This type of scenario requires the kind of skills you could learn in our free written case interview guide .

Deloitte has produced some very useful material to help candidates prepare. Take a good look through this practice case .

Deloitte has also shared some example case studies that you can work through interactively:

  • Deloitte case study 1: Federal health agency needs to respond to Ebola epidemic (Advanced)
  • Deloitte case study 2: Talent management for the Civil Cargo Protection Bureau (Advanced)
  • Deloitte case study 3: Engagement strategy for a huge federal agency (Undergraduate)
  • Deloitte case study 4: Recreation Unlimited, a global apparel and sportswear company, must reverse declining market share (Undergraduate)
  • Deloitte case study 5: Federal benefits provider needs to formulate its 10-year vision (Undergraduate)

All these strategy cases can all be found on Deloitte's case interview prep tool, along with some Application Program Analyst cases and Business Technology Solution cases.

4. Deloitte group case interview

As mentioned above, Deloitte also uses group case interviews in its final round. Here is the key information you need to be aware of for this interview format:

  • Candidates get divided into groups of 4 to 6
  • Each group is given information about a case (i.e. a client facing a problem)
  • You are given 10mins to review the materials by yourself or with another person in your group
  • You are then asked to discuss a few questions about the case for 20mins with the rest of your group in front of your interviewers
  • The interviewers will ask a few questions to the group for 15 to 20mins

This type of case mainly tests your ability to work with others. Interviewers won't intervene during the group discussion. They will just observe the group dynamics and mark each participant based on how they are contributing to the discussion.

Here are the top 3 things you should aim to do in your Deloitte group interview:

  • Speak with a purpose. At the beginning of a group discussion, a lot of candidates will want to speak their mind as they know participating is important. But participating is not enough. The QUALITY of your input is crucial. Sometimes, it's better to let two or three people get the discussion started. And to then make a very thoughtful point based on how they started the discussion. Focus on the quality of your input, not the quantity.
  • Involve everyone. Another tip that's easy to apply is to keep an eye on who's participating in the conversation and who's not. If you identify a member of the group who's struggling to make themselves heard, you should not hesitate to help them be heard by saying something like: "We haven't heard everyone's opinion on this yet. John, Rebecca what do you think?"
  • Summarise. Finally, at the end of the 20 minutes group discussion it's a good idea to summarise the different points people have made. This will position you as the person bringing everyone together and making sure all candidates are on the same page. It is something some partners in consulting like doing with clients in real life and will therefore reflect positively on you.

And the top 3 things you should really avoid doing :

  • Looking nervous. Group interviews is the time to put your poker face on. Everyone is stressed in a group interview. But you need to try your best to come across as confident. A good way to do this is to focus on basic body language: look at people in the eye, sit confidently, don't cross your arms, etc.
  • Interrupting others. Consultants need to be client-friendly, and interrupting someone in a discussion is not client-friendly at all. You should listen carefully to what others are saying. Try to have a genuine interest in what they think. Before making your point, summarise their point to show that you understand what they mean.
  • Dominating the conversation. Finally, some candidates are so eager to participate in the conversation that they end up completely dominating the rest of the group without realising it. A good tip to avoid this is to keep an eye on how much time you talk. If you are in a 5-person group you should aim to speak 20% (1/5th) of the time and really no more than 25%.

Your performance in regular and group case interviews will play a big role in Deloitte's decision to give you an offer. If you'd like to learn more how to approach group interviews, check-out our  separate detailed  guide to group case interviews.

5. Deloitte behavioral questions

Behavioural interview questions asked at Deloitte fall into two categories:

  • Fit questions. These are generic questions such as “ Why consulting? ” or “ Why Deloitte? ”.
  • Personal Experience Interview (PEI) questions. These are questions such as “Tell me about a time when you led a team through a difficult situation.” Or “Tell me about a time where you had to manage a team conflict”

Here are the top 5 fit and PEI questions you should prepare for at Deloitte and other consulting firms.

Top 5 fit questions:

  • Why Deloitte?
  • Why consulting?
  • Walk me through your resume
  • Tell me about something not on your resume
  • Tell me about your greatest accomplishment

Top 5 PEI questions. Tell me about a time when ...

  • You led a team through a difficult situation
  • You worked in a team and had to manage a conflict
  • You had a disagreement with a colleague / boss
  • You had to change someone's / a group's mind
  • You overcame a really difficult challenge

Don't fall into the trap of under-preparing for these types of questions. While they may seem easier than the case interviews, they are extremely important to get right.

You’ll need to prepare several ”stories” or “examples” from your personal and professional experience to demonstrate that you have the traits that Deloitte is looking for.

To learn more, check out our guide to consulting fit / PEI questions .

6. Deloitte case interview preparation plan

Now that you know what to expect in Deloitte interviews, let's discuss the steps you should take to prepare.

6.1 Learn the case interview essentials

The best starting point for your case interview prep is our case interview prep guide . It'll take you through all the different types of questions you may be asked in your case interview, show you how to draw from different frameworks to structure your answer, and give you example cases to practise with.

6.2 Become really confident at maths

You don't have to have a perfect GPA or GMAT score to succeed at case interview maths. However, during your Deloitte  interviews, you will be expected to quickly perform accurate mental maths. 

In order to do this, it’s essential to know the formulas for common metrics, like return on investment or breakeven point. And it’s also helpful to know a few maths shortcuts to help you solve problems more quickly. To learn more about these topics, check out our free guide to case interview maths . 

In our experience, the most successful applicants start their interview preparation by practising maths skills, so make sure you prioritise this step.

6.3 Research the company

Deloitte interviewers want to hire candidates who are deeply motivated to work for their firm. Make sure you're up to date in the latest developments in the area of the company you're applying to join. Here are some useful links to get you started:

  • Deloitte's insights page
  • Deloitte's selection of business podcasts
  • Financial Times' news articles on Deloitte

In addition, do some networking so that you can show you've made the effort to reach out to current staff.

6.4 Do mock interviews

How you solve each case is important, but your interviewers will also be evaluating how you COMMUNICATE your answers. It's important to speak in a structured way that makes it easy to clearly understand your points.

The best way to hone your communication skills is to practise interviewing out loud, and you can do that in three main ways:

  • Interview yourself (out loud)
  • Practise interviewing with friends or family
  • Practise interviewing with ex-interviewers

To help you with this process, here is a  broad  list   of consulting interview questions  you can practice with.  Practising by yourself is a great way to get started, and can help you get more comfortable with the flow of a case interview. However, this type of practice won’t prepare you for realistic interview conditions.

After getting some practice on your own, you should find someone who can do a mock interview with you, like a friend or family member.

We’d also recommend that you practise 1-1 with ex-interviewers from Deloitte . This is the best way to replicate the conditions of a real case interview, and to get feedback from someone who understands the process extremely well. Meet our Deloitte ex-interviewers who’d love to work with you.

The IGotAnOffer team

Interview coach and candidate conduct a video call

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Sample Case Studys/Interviews from Deloitte S&O Partners

FinServConsultant's picture

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Anyone care to share thier experience in interviewing with Deloitte partners? Example of Case Studys? Questions? Body language and style?

JackDevlin's picture

I interviewed with an S&O Partner who was the, "I'm allowed to say eccentric things because I've put in my 20 years" type. I found it to be funny at the time. In retro; quite annoying. Anyways, this guy wouldn't stop talking about how I would be on call every second I existed. Seemed quasi interested in what I had to say. He had a bunch of weird hypotheticals he kept throwing out. I'm not sure if what I am saying qualifies as "lax" or "casual" but it definitely wasn't formal. He didn't administer the case study. In my exp., the partners never do. Questions included, "Who are you? Go." And, "What are you all about and why the hell would you want to enter this field?" But you'd be mistaken to judge an entire firm but one dude's antics. Just my experience with D.

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How Deloitte Reinvented Their Performance Management

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  • Team Leadership & Management

It has been 10 years since Weekdone started providing teams like yours with world leading  team management software .

We’ve been working hard to create something for team leaders everywhere. Weekdone Team Compass provides any great leader with a best practice based team management software and productivity tool-kit. It allows you to set and track goals, to review insightful weekly team reports and to run one-on-ones and pulse surveys. It helps to take your team management skills to the next level. Team Compass is free for small teams, offers a free trial and is just $29/month for larger teams!

Team Compass is your team management software that employees will love and use! Bring productivity, engagement, and organization to your team today.

This article on performance management was originally published on business.com .

Deloitte is the largest professional services network in the world in both revenue and number of professionals. In 2013–14, they earned a record of $34.2 billion USD in revenue. So, when one of the biggest companies in the world takes on reinventing performance management, they do it with a bang.

Marcus Buckingham and Ashley Goodall described the process and findings of the large-scale Deloitte  performance management survey in the Harvard Business Review . We also examine how Deloitte changed their approach to performance management. In addition, we review the practical takeaways from Deloitte’s case study. The goal is to reexamine our own performance management system and how we can change it.

Old vs. new approach to performance management

Deloitte found that their current approach to performance management, annual 360 feedback, was wasting a shocking 2 million hours per year. Even more significant, they realized that their system wasn’t engaging employees at all. Performance levels were also dropping drastically. In an effort to combat this, Deloitte built something much more nimble, real-time, and individualized. They wanted something that was focused on fueling performance in the present rather than assessing it in the past.

Performance management

First, let’s look at how Deloitte needed to change. You will find some of your own problems there. You should identify any issues. This is the first step to towards a useful solution.

With 360 feedback, goals were set once a year and reviewed once a year. The problem with this approach is that annual goals are too “batched” for real-time situations and a lot of time is wasted on performance ratings. Instead, this time should be spent on talking to people about their performance and careers consistently.

[Tweet “Insight: “Shift your performance evaluation focus from the past to the future””]

Their next realization was that assessing someone’s skills is always subjective.  The process says much more about the evaluator instead of the person being evaluated. This is called an idiosyncratic rater effect.

The discovery left Deloitte puzzled. They knew that in order to get the best feedback, it needs to come from a team leader. But how do you deal with the idiosyncratic rater effect?

[Tweet “Insight: “Ratings reveal more about the rater than they do about the ratee.””]

Before deciding how to deal with biased assessments, let’s take a look at another insight Deloitte discovered. They used the Gallup 1.4 million employee study to see what the similarities are between high and low performing teams .

The most powerful characteristic was that the high-performing team members felt they were doing their best to accomplish meaningful goals. On that basis, Deloitte identified 60 high-performing teams from their own ranks. Using these teams, they conducted a six-item survey to find out what their own high-performing teams had in common.

Insight: The most powerful commonality between Deloitte’s highest performing teams was the belief that “I have the chance to use my strengths every day.”

high performance team

When the results came back, the most common trend was that their own high performing team members felt that they had the chance to use their strengths every day.

So, what can we learn from these results?

Deloitte set out a clear goal: “We want to spend more time helping people use their strengths.”

So, for a quick recap: Deloitte was able to recognize the strengths in performance. The concern came with evaluating it. They also now knew that the best insight comes from the immediate team leader, but how can they do provide it without the idiosyncratic effect getting in the way? That’s the million (or even a billion) dollar question.

Insight: “The key is that people rate other people skills inconsistently, but they are highly consistent when rating their own”

We also know that everyone rates other peoples’ skills inconsistently. To combat thisDeloitte did not ask team members what they think of each team member. Instead, they asked team leaders to rate their own future actions regarding each team member.

Here are the statements Deloitte asked leaders to select about an employee in order to overcome the idiosyncratic effect:

  • Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus – this measures overall performance and unique value.
  • Given what I know of this person’s performance, I would always want him or her on my team – this measures ability to work well with others
  • This person is at risk for low performance – this identifies problems that might harm the customer or the team on a yes-or-no basis
  • This person is ready for promotion today – this measures potential on a yes-or-no basis

[Tweet “Insight: In effect, they are asking what the team leaders would do, not what they think.”]

This evaluation is called “process performance snapshot.” The big difference is that it evaluates performance in real-time. Now they had the system to measure the performance. The question next became – how can we improve it?

Suggestions to reinvent performance management

One factor stood out the most from Deloitte case study – frequency. Deloitte points out that the optimal frequency of these new performance reviews should be weekly . They also suggest that the best way to ensure frequency is to have regular check-ins about near-time work initiated by team members.

Deloitte performance is also getting impact from a consumer technology platform that is designed to be simple, quick and above all, engaging. People tend to be interested in themselves – their own insights, achievements, and impact, so they believe that employing such a method would engage an employee around their own performance in a way they had not done before.

social software

We’ve sorted the reviewing, so what about the reviews? Most team members are rated on a single number, but Deloitte began to wonder if that was the easiest way of viewing personal performance.

Deloitte hasn’t found the answer yet. From our perspective, team members should get a weekly progress report where there are 4 different indicators that correlate into the weekly score. The weekly score takes into account the individual’s happiness, progress, overdue Plans, and Problems. We don’t know if this is what Deloitte might be looking for, but it is definitely a step forward in the right direction.

team dashboard

To conclude, Deloitte realized that traditional, once-a-year, 360-reviews were inefficient. They also do not give a transparent view of the current working situation. It is time to reinvent the performance management process . Ask your team leaders to assess their team members through statements that describe what they do, not what they think.

Employee performance snapshots should be regular and weekly. The technology should be designed to be simple, quick, and above all, engaging to use.

And if you’re looking for a world leading software tool to implement this try Team Compass for free.

Deloitte Case Interview: 6 Tips to Help You Ace Your Case

  • Last Updated January, 2022

What Does it Looks like?

6 Tips on Acing the Deloitte Case Interview

What to Expect?

Deloitte Group Case Interviews

Sample Deloitte Case Interviews

Deloitte Behavioral Interview

The Deloitte Case Interview: What to Expect

Deloitte Group Case Interview

Have an interview with Deloitte Consulting coming up? If so, you’ll want to know what to expect and how to prepare.

We’ve got you covered, including our 6 tips on how to ace your Deloitte case interview!

In this article, we’ll discuss:

  • What the Deloitte Consulting case interview process looks like,
  • The Deloitte case interview: what to expect,
  • Sample Deloitte case interviews,
  • Our 6 tips on acing the Deloitte case interview,
  • The Deloitte group case interview, and
  • The Deloitte behavioral interview question.

Let’s get started!

What the Deloitte Consulting Interview Process Looks Like

Initial application.

The Deloitte Consulting interview process has 4 steps:

  • Application
  • Online assessment
  • First round interviews
  • Final round interviews

If you’re a student, make sure you know if you need to apply directly to Deloitte Consulting or through your career center.

As part of your application, you’ll need to submit your resume and, for campus hires, your academic transcript. Research which office you want to apply for as you’ll need to state that at this stage.

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

Deloitte Online Assessment

The second stage of the Deloitte Consulting recruitment process is an online assessment. This assessment tests numerical reasoning and your situational judgment.

Information from recent candidates suggests there are 35 questions split over 5 distinct sections. We’ve got all you need to know about this part of the process in our article, Deloitte Online Assessment: What It Is & How To Pass .

Deloitte Consulting First Round Interviews

If you’re selected for a Deloitte interview you’ll be contacted via your campus career center or direct by the Deloitte recruiting team.

For campus hires, first-round interviews often take place on campus and include one or 2 interviews. These interviews include both case and behavioral interview questions. We’ve heard the cases include market-sizing as well as the non-profit sector.

The same types of interviews are used for non-campus hires.

Deloitte Consulting Final Round Interviews

Final round interviews may take place virtually, on campus, or in a Deloitte office. While the exact format depends on the position you’re applying to, expect both behavioral and case interviews at this stage. Candidates may also have a group case interview.

Deloitte will let you know the outcome of your application within a week of the final round interview.

Case interviews can feel daunting for many candidates. In this section, we’ll cover what type of cases Deloitte uses and how to approach them so you can feel confident in tackling them.

What Exactly Is a Case Interview?

A case interview is an interview conducted within a business context.

The interviewer will present information about a company and a business problem it faces. These 2 elements together are known as a case.

Case interviews can either be candidate-led or interviewer-led depending on who is expected to steer the order in which different aspects of the case are analyzed.

Deloitte case interviews are predominantly candidate-led which means they’ll be looking to you to take control of solving the case — breaking down the problem, choosing a suitable business framework, and asking for appropriate data to fill in the gaps.

What Type Of Cases Does Deloitte Consulting Use?

The branch of Deloitte Consulting you are applying for can influence the business context you receive in the case. There are 3 parts to Deloitte Consulting:

  • Strategy and Operations (S&O) focuses on corporate issues such as organizational strategy, supply-chain improvement, operating model transformation, and business process improvements.
  • Technology Consulting focuses on technology issues such as digital strategy, IT program delivery, infrastructure and software solutions, and cybersecurity.
  • Human Capital focuses on people issues such as organizational transformation, cultural change, knowledge management, and talent acquisition and development.

So, if you were applying for a Human Capital role you might get an organizational transformation case or, if you were applying to S&O you might get an organizational strategy case

Whichever branch you’re applying to, there are going to be certain skills Deloitte Consulting is looking to test through the case interview process.

What Skills Is Deloitte Consulting Looking to Assess?

Deloitte uses case interviews as a way to assess skills it values in its consultants.

  • Structured problem solving
  • Analytic skills
  • A balance of creativity and practicality

Structured Problem Solving

The ability to carefully think through a problem in a structured and logical way, is a key skillset for consultants. You’ll need to be able to break down a business problem to identify and analyze root causes and potential solutions.

Case interviews test this skill by providing lots of data for you to manage within an unfamiliar business context. Your ability to sort through information to pull out what’s most relevant to the issue will be assessed.

Analytic Skills

Deloitte Consulting will assess your numerical ability during the case interview. Make sure you brush up on your math skills in advance of the interview. Our article on Case Math tells you what to expect.

A Balance of Creativity and Practicality

Case interviews give Deloitte recruiters a chance to see how creative you are when searching for an answer to a thorny problem. Clients hire consultants to solve complex, multi-factor problems, not for mundane issues they can solve themselves.

However, innovative thinking needs to be balanced with good business sense. Suggesting solutions that aren’t viable or attractive to the client shows you lack practical business judgment.

Whatever your recommendation, make sure you highlight the risks associated with it and how those could be managed.

Case interviews can feel challenging — very like tackling a real-life client problem! They’re the perfect environment for interviewers to see how comfortable you are with ambiguity and how resilient you are when things get tough.

Whether that’s grappling with a tricky calculation, or struggling to see how the pieces fit together, make sure you don’t give up. Take a breath and give yourself a moment to clear your head. Then jump back in and keep going.

How Do I Tackle a Deloitte Consulting Case Interview?

There are 4 key stages to tackling any case interview:

  • Opening . Make sure you fully understand the client’s problem. Repeat back to the interviewer your understanding of the issue so they have a chance to guide you if you’ve misunderstood. Ask any clarification questions you need.
  • Structure . Brainstorm all the issues or factors related to the client’s problem that need to be considered. Be explicit about any underlying assumptions you are making to check their accuracy with your interviewer. Organize your thoughts into a logical sequence to make sure you tackle all of them in your analysis.
  • Analysis . Gather and review all the data available to you. Data can be communicated directly by your interviewer or come in the form of exhibit. Complete any calculations required. Identify the most important issues and use this to formulate a recommendation.
  • Conclusion . Present your findings to the interviewer and give your final recommendation. State any risks associated with the recommendation and how you’d mitigate them. Outline the next steps and the expected result of taking them.

For more information on using these 4 steps to tackle case interviews see Our Ultimate Guide to Case Interview Prep .

Once you’ve got the 4 stages nailed, it’s time to practice! Doing the thinking is only half the battle in a case interview, you’ve also got to effectively communicate your thoughts.

Practicing with friends, people in your network who are also going through the process, or with former consultants who can coach you through it, is critical to your confidence and success.

Links to Sample Deloitte Case Interviews

You can find links to several Deloitte case interviews in our Case Interview Examples article, as well as dozens of cases from other major consulting firms. The Footloose example has a lot of data exhibits so it’s a good one for practicing how to effectively manage information.

In addition, Deloitte has a very helpful tool on their site that helps you practice case interviews. Each of these cases is 15–20 minutes long and presents you with a real-life business problem and a number of questions.

You can prepare your answers to these cases then compare your thoughts to the Deloitte model answers provided.

Our 6 Tips on Acing the Deloitte Case Interview

Tip 1: keep organized notes.

Deloitte case interviews can last up to an hour and have a lot of information to review. Make sure you take organized notes throughout so you don’t forget anything important or miss something in your analysis.

Neat and logical notes also show you can manage large amounts of data effectively.

Tip 2: Ask Questions to Fill In the Gaps

It’s important to fully understand the problem you’re trying to solve. Don’t be afraid to ask clarification questions or for more data to fill in any gaps in your analysis. Asking questions gives the interviewer insight into how you’re approaching the problem.

Tip 3: Take Time to Organize Your Thoughts

Make sure you take your time during the interview to compose yourself and structure your thoughts. It’s tempting to launch into responding straight away but give yourself space to think through your answer first to make sure you don’t miss something or forget an important point.

Tip 4: Utilize a Framework and Develop a Hypothesis

Using a business framework or an issue tree helps you drill down into the heart of the problem. This means you’re more likely to develop a hypothesis that solves the key issue the client is facing.

Keep referring back to your issue tree and hypothesis during your Deloitte interview to make sure your analysis is logical and hasn’t gone down a rabbit hole!

Tip 5: Structure Your Recommendation

Present your analysis in a clear and structured way. Start with the main takeaway — your recommendation. Then walk your Deloitte interviewer through your analysis in a logical way, highlighting the most important points and explaining how they led you to draw the conclusion you have.

Share any assumptions you’ve made to reach your recommendation and also any associated risks. This shows you’ve thought more broadly about the problem in the context of the business as a whole.

Tip 6: Don’t Forget to Breathe!

While case interviews can feel daunting, try not to panic. Viewing the case as a business conversation that showcases your ability to think through a problem, rather than as something that must be solved, can ease the pressure.

As part of the final round assessment, Deloitte Consulting uses group case interviews.

As many of the top consulting firms don’t use group case interviews, candidates can be unsure of what to expect. But, don’t worry, we’ve got you covered!

What Happens In the Deloitte Group Case Interview

In Deloitte group case interviews you’ll be organized into a group with 3-6 other candidates. The group will be presented with information about a case that they’ll need to work together to solve.

  • For the first 10 minutes, you’ll work alone, or in a pair, to review the information and prepare your thoughts.
  • The group will then discuss the problem for 20 minutes, sharing analysis, and preparing a recommendation for the client. During this discussion, interviewers will observe the group to see how you interact with each other.
  • For the final 20 minutes, interviewers will ask questions of the group.

Our Top Tips for the Deloitte Group Interview

Group case interviews are your opportunity to stand out against other candidates. Interviewers will be observing the group dynamics and looking for great communication skills, strong analysis, and leadership.

Here are our top tips:

  • Add value with your contribution . Everyone knows interviewers are looking for participation but it’s not enough just to speak up during the group case interview — what you say matters. Your contribution should add fresh insights to what’s already been said. This shows good listening and analysis skills.
  • Showcase your leadership ability . Leadership isn’t just about speaking first or dominating the conversation. Facilitate the conversation and bring other team members into the discussion if they haven’t had a chance to speak. This shows you value the contribution of others, which links to one of Deloitte’s core values: foster inclusion . Do be proactive about proposing points for discussion, managing time, and bringing the group back on track if you lose focus.
  • Recognize others as teammates . While demonstrating leadership is important, it’s equally important to remember you’re trying to deliver value to the client. Make contributions that bring the group closer to a recommendation — don’t sidetrack the discussion just to stand out. Acknowledge the great ideas of others — which shows confidence — and then add to them.
  • Summarize the discussion . At the end of the group discussion, summarize the main points of the conversation and state the group’s recommendation. You can also do this throughout the interview, any time when a lot of points have been discussed and a quick recap would be helpful.

This is important as it shows good communication skills and the ability to synthesize large amounts of data. It also makes sure that everyone’s on the same page and clear about the next steps, which is critical when dealing with real-life clients.

For more information on how to ace the group case interview, check out our article .

Deloitte Consulting Behavioral Interview Question

The Deloitte behavioral interview has 2 types of questions: fit questions and personal experience questions.

Fit questions help interviewers judge whether you’d fit into the Deloitte culture. Personal experience questions help them judge whether your skills and personal qualities match those they’re looking for in a consultant.

Top 3 Fit Questions and How To Ace Them

1. Why Do You Want To Work For Deloitte Consulting?

This is the top fit question and for good reason. Deloitte Consulting cares about recruiting people who really want to work there and value its specific culture and approach. 

Consulting firms invest heavily in developing their new recruits and they need you to stay long enough to make that investment worth it. So they’re expecting you to join the firm with eyes wide open.

Tackle this question by having a few good reasons why Deloitte is the company for you. The best answers are personal to you. 

Maybe you’ve been inspired by someone you’ve met from the firm. Or there’s something about Deloitte core values that really matters to you. That’s what recruiters want to hear about.

Deloitte Consulting’s core values are:

  • Lead the way
  • Serve with integrity
  • Take care of each other
  • Foster inclusion
  • Collaborate for measurable impact

2. Why Consulting?

Consulting can be intense, so consulting firms are genuinely concerned that you understand what’s required of you and have the potential to meet the challenge. This question is your chance to explain why consulting is the career for you.

Whether that’s because you get to work with senior management early in your career or you’re excited about the opportunity to make a difference, make sure you’re clear on your motivation.

3. Tell Me Something About You That’s Not On Your Resume.

It’s easy to curate a polished, professional profile on paper. But interviewers are interested in who you are outside of work too.

This question provides an opportunity for you to talk about something you’re passionate about, and show a more human side. Bear in mind the Deloitte Consulting core values when you’re considering how you’d tackle this question.

For example, maybe you organize a community garden to provide food to local families. Or you spend time as a reading volunteer at your local care home.

Contributions you make as a volunteer can demonstrate your leadership capability as well as other ways you create a positive impact in your daily life.

Personal Experience Questions And How to Approach Them

A typical personal experience question starts with “Tell me about a time when…”

They help the interviewer see how your experience has helped you build the skills that make you suitable for consulting.

Examples include:

  • Tell me about a time you disagreed with someone and how you worked through the problem.
  • Tell me about a time when you led a team to solve a problem.
  • Give me an example of when you had to deal with adversity. How did you resolve it?
  • Tell me about a time when you changed someone’s mind on an important topic.
  • How did you go about deciding on your class project recommendation?

The best approach to tackling a personal experience question is to tell stories. Stories are engaging and stick in the interviewer’s mind even after a long day.

However, like everything else in the case interview, your answer should be well-thought-through and structured. Don’t just launch into your story without thinking.

We recommend using the A STAR(E) framework to make sure your story is impactful and covers all the main points.

Using the A STAR(E) Framework

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

  • Answer . Start with a clear, short answer to the question.
  • Situation . Give your story some context. Who were the people involved in the story? When and where did it take place?
  • Tension . What was the problem you faced? The conflict or challenge?
  • Action . What action did you take to resolve the issue?
  • Result . What happened as a result of your action?
  • Effect . What did you learn?

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

Remember the behavioral interview is also an important opportunity to learn more about Deloitte so you can feel confident you’re making the right choice.

In fact, that’s one of 6 key things Deloitte Consulting encourages candidates to bear in mind when tackling the behavioral interview:

  • Share personal experiences to illustrate your critical skills and achievements.
  • Describe experiences and career/life periods reflected in your resume.
  • Focus on the positives of all your past experiences and remain optimistic.
  • Use this discussion to learn more about Deloitte Consulting.
  • Relax, be yourself, and help us get to know you.
  • Use your time wisely; it’s your time, make sure you get your points across.

Learn more about the A STAR(E) framework or about tackling the Fit/Behavioral Interview in our article on Consulting Behavioral Interviews.

In this article, we’ve covered:

  • The stages of the Deloitte Consulting interview process,
  • What to expect from the Deloitte Consulting case interview,
  • Some examples of Deloitte case interviews,
  • Our top 6 tips for tackling the Deloitte case interview,
  • How to ace the Deloitte group case interview, and
  • How to answer Deloitte behavioral interview questions.

Still have questions?

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

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

  • Our Ultimate Guide to Case Interview Prep
  • The Big 4: How Do They Fit Into the Consulting Industry
  • Group Case Interview
  • Behavioral Interviews
  • Deloitte Government & Public Services Case Interview

Help with Consulting Interview Prep

Thanks for turning to My Consulting Offer for advice on Deloitte case interview prep. My Consulting Offer has helped almost 85% 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 Lindsay was able to get her offer from Deloitte.

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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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deloitte s&o case study

VALKEEN

Deloitte’s roadmap to Resource Portfolio Management (RPM)

A valkeen project case study | management summary | initial situation | approach and solution design | measurable benefit | business case, management summary.

The years 2018 and 2019 were exceptionally successful for Deloitte. The company was able to maintain its industry leadership in absolute and relative terms, staying ahead of PWC , EY and KPMG . However, there was another side to this growth: Despite an annual increase in employees of 21%, Deloitte was only to a limited extent able to cope with the disproportionate increase in new initiatives.

Elmar Lotz, Deloitte’s IT portfolio manager, outlines the challenges and problems that arose from bottlenecks and unplanned project delays and offers insights into how these were addressed through a complete process transformation in PPM and a tool-side realignment – a process that was accompanied by Valkeen via a complete implementation in 4 steps. In the first year after implementing our solution, Deloitte’s IT department was able to record the following quantitative benefits:

  • Implement 55% more projects
  • Save 70% time on high-priority fast tracks
  • Set a global standard for resource and portfolio management
  • Anticipate bottlenecks and proactively manage bottlenecks
  • Assign employees cross-functionally and across locations

deloitte s&o case study

Case Studies | Wissen

Mehr über unsere Projekte und Kunden Best Practice

Where we started

Challenges in resource management and PPM have increased steadily since 2015, and initiated the start of Deloitte’s optimization process in 2017. In that year, the company’s interactions could be described in a simplified form using the following 3 processes:

Increased project quantity and complexity

The number of new project inquiries doubled year on year, while the complexity of the demands also increased significantly. Pure implementation projects became much more complex programs that involved a high degree of specialization and cross-functional collaboration.

Scarce resources and growth

An increasing number of bottleneck resources and conflicts led to unplanned project delays, costs and showstoppers at the portfolio level. It was difficult to do justice to the enormous increase in personnel in a targeted manner in terms of bottleneck management (capacity management).

No central process and insufficient tool landscape

Deloitte’s PPM process has become increasingly complex over time. On one hand, this has led to less and less penetration and adaptation by the stakeholders, an on the other the process lacked resource management process integrated into the PPM process ,including feasibility analysis. Meanwhile, on the technological side, Excel, Sharepoint lists, the introduction of the MS Project Server and the implementation of Meisterplan were initially unsuccessful in providing a central and robust resource database for simulations which also provided an UI with a high level of usability and user acceptance for resource planning (project & line) and time tracking.

The challenges mentioned above also had strong negative interdependencies, and the increasing volume of project inquiries and their growing complexity meant the recruitment of new employees. The increased complexity of the activities made it more difficult to identify bottlenecks in order to reduce them accordingly, and the process complexity and lack of user acceptance of the implemented tools compounded the problem. Projects were often managed by simply bypassing the necessary processes, which meant that resource deployment plans and capacities for portfolio management were not particularly resilient.

Bottlenecks

Capacity Management

Resource planning with a capacity standard for cross-dimensional staffing

Portfolio simulation & forecasting, validate strategies, feasibility and prioritization.

Process & Governance

Integration of portfolio, project and resources

deloitte s&o case study

Valkeen Consulting | Infographs

Approach and solution design

It was clear that these challenges could no longer be met by the recruitment of additional staff, and that the company would have to optimize the use of its existing resources. Our goal at Deloitte’s: To use available resources, skills and capacities more efficiently and in accordance with the strategy.

Our approach to resource management implementations includes procedural, methodical and technical (tool) components. And that’s exactly the order in which we rolled out the roadmap for Deloitte: The process specified the solution design, the methodology and the tools used.

Deloitte and Valkeen were able to establish a profound resource portfolio management (RPM) process over a time horizon of approximately 15 months – from the initial meeting, through the technical conception to the go-live and an initial, quantitative measurement of benefits. Our 4-step roadmap to Resource Portfolio Management (RPM) was made up of the following factors:

Stakeholder Analysis

Solution design (process, methodology & tool)

Proof-of-Concept solution design with Tempus Resource

Iterative implementation

“The solution to bottlenecks is usually not (only) in hiring additional staff, but in optimizing the use of resources. “

(Marc Neckermann, CEO, Valkeen)

deloitte s&o case study

Spotlight Skillmanagement

Alles was Sie heute wissen sollten | Ressourcenmanagement Blog

Step 1: Stakeholder analysis

Firstly, representative employees were identified in the areas of team and department heads, project managers, PMO and PPM. Using our fast-track interview process, the stakeholders were asked about PPM and resource management. This first step is one that we recommend to all companies before starting the conception phase, because the results of this analysis will be used as the starting point for change management in the project and at the same time as the anchor for continuous improvement and buy-in. Because we, as an external consulting firm, conducted the interviews anonymously, we were able to create a communication platform on which everyone was free to express themselves with us, and even the core team members heard many things for the first time.

Step 2: Solution design (process, methodology and tool)

Based on the results of the stakeholder analysis and proven best practices, Valkeen developed a draft process that sets clear responsibilities, addresses the wishes of the stakeholders and, above all, is “lean” and understood by everyone.

The success factors of our process were

(A) the 2-stage approval process: initiatives were only planned in detail if they had previously been feasibility checked using simulation and scenario analysis. The prioritization is also based on best-practice factors. Only projects relating directly to the approved portfolio scenario are allowed to go forward into the second phase of planning, with the aim of significantly reducing the overheads of the detailed planning of initiatives that are either not useful, not important, not urgent, or simply not feasible.

(B) a resource request and approval process that was fully integrated into the PPM process to plan along with team leaders based on a single-source-of-truth.

(C) the integration of Fast-Tracking for high-priority initiatives that would create quick customer benefits, so that there would be no need to steer them past the existing process.

deloitte s&o case study

Source: Deloitte

Step 3: PoC solution design with Tempus Resource

One of the main requirements for the evaluation of a possible system was that only those systems that had been purpose-built for resource management should be considered, rather than PPM tools that also covered resource management. The reason behind this was that Deloitte was aiming for a high level of maturity in resource management and had already had too many negative experiences with previous tools. The main criteria were:

Must criteria

  • Process support
  • Simulation and scenario analysis without changing the real data
  • Simple and intuitive (Excel-like) interface for resource deployment planning on projects and lines
  • Resource planning simultaneously on several projects and/or line activities
  • Integrated time tracking

Nice-to-have criteria

  • Addressing further wishes/problems of the stakeholder analysis
  • Integrated report management
  • Project finance and cost planning
  • Controlling and budget management

After an initial product demo, Tempus Resource was selected as the tool for a PoC. The PoC (using real data) only took 3 weeks in total, since Tempus 1. has a drag-and-drop Excel import connector and 2. offers a standard connector to MS Project Server. The resource, project and allocation data were migrated into Tempus after a 30-minute call so that they could be directly used for testing. All of the must and can criteria were met, and the PoC was able to offer a good idea of what further implementation phases and the potential for expansion (such as project management, financial planning, skill management) would look like.

Step 4: Iterative implementation

After the PoC had been successfully completed, the implementation process involved replacing the Microsoft Project Server for project resource planning, an in-house development for timesheets and Meisterplan for portfolio and capacity simulation with Tempus Resource and beginning iteratively with the first phase of implementation. Strict attention was paid to finding a good mix between what would be reasonable for the organization and what would actually create benefits rather than creating new work. The results of the stakeholder analysis carried out at the beginning of the project could therefore be continuously checked for fulfillment.

I. Benefit “Throughput and Time-to-market”

After just over a year, an initial quantitative benefit measurement was drawn up, and the result was considered to be very satisfactory for all participants.

Reports and evaluations of the throughput times and throughput amounts before and after implementation provided data for measurement.

It should be emphasized that 55% more projects were implemented because the available capacities were used in a more targeted and efficient manner, and at the same time unwanted project delays and bottlenecks have become less very likely to arise. The potential of the hoped-for cross-functional and cross-site deployment of employees throughout Germany was also realized.

The throughput time of high-priority projects with direct customer benefit was tracked, and a 70% time saving was foudn.

Central IT , which in the past had more of a reputation as a cost center, is now perceived as a “professional partner” of the business units at Deloitte and now accounts for a large proportion of the company’s added value.

deloitte s&o case study

II. Benefit “Portfolio Handling and Tempus Resource”

Tempus Resource now enables Deloitte to perform complex simulation and scenario analysis and directly answer critical questions within minutes, such as:

  • What if a project is postponed?
  • What if a resource drops out?
  • What if we try to start this project next week?

The most important thing here is that the data is consistently reliable because the planning and forecast data is entered using an intuitive interface and that the employees themselves benefit from it. Meanwhile, Tempus Resource, as a tool specially developed for resource management, takes over almost all the methodologies by itself, supporting uniform capacity management, dynamically adapting role concepts and easily managing a shared resource pool.

The benefits speak for themselves: The solution design of the IT in combination with Tempus Resource on the tool side is now being rolled out in many other business areas in Germany and is seen worldwide as a potential “standard solution” for resource and portfolio management at Deloitte.

Your Resource Portfolio Management business case

Contact us if you want to assess the quantified potential of your resource management implementation and use it as a communication tool. Use our business case , in which you can enter selected parameters to directly simulate your own company’s potential.

deloitte s&o case study

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How to Prepare for Deloitte Management Consulting Case Interviews?

Looking to ace your Deloitte management consulting case interview? Our comprehensive guide covers everything you need to know to prepare for this challenging process, including tips on case study analysis, problem-solving techniques, and effective communication strategies.

Posted August 17, 2023

deloitte s&o case study

Featuring Nick V.

Leaping into Consulting

Friday, march 1.

12:00 AM UTC · 45 minutes

Deloitte is one of the world's leading management consulting firms, known for its excellence in advising global businesses and organizations. If you're aspiring to become a Deloitte consultant, you'll need to prepare thoroughly to ace your interview, which will include management consulting case questions.In this article, we'll take a deep dive into the Deloitte management consulting case interview, including the structure, essential tips for acing it, what to expect, how to research and prepare, key skills you'll need to excel, best practices for answering questions, sample questions and scenarios, common mistakes to avoid, tips on staying calm and confident, how to follow up after your interview, insights from former Deloitte consultants, and resources and tools to help you prepare.

Understanding the Deloitte management consulting case interview structure

The Deloitte case interview usually lasts for about an hour and has two parts. The first part typically includes questions about your resume, your background, your interests, and your experiences. The second part of the interview includes case questions, which are designed to test your problem-solving skills, analytical abilities, and communication skills.The case typically presents a business problem that requires a solution, and you'll be expected to come up with a strategic plan to solve it. The interviewer will assess your ability to gather and analyze information, develop a hypothesis, identify critical issues, and communicate your ideas effectively. You may need to use math, charts, and visuals to support your analysis and recommendations.

In addition to the case questions, Deloitte may also include behavioral questions in the interview. These questions are designed to assess your personality, work style, and ability to work in a team. You may be asked to describe a time when you faced a difficult situation at work and how you handled it, or to give an example of a time when you had to work with a difficult team member.It's important to prepare for the Deloitte case interview by practicing with sample cases and behavioral questions. You should also research the company and its culture, as well as the industry and market trends. This will help you to demonstrate your knowledge and understanding of the business world, and to show that you are a good fit for Deloitte's consulting team.

Essential tips for acing your Deloitte case interview

To ace your Deloitte case interview, follow these essential tips:

  • Practice, practice, practice: Practice with as many case questions as possible, read case studies, and engage in mock interviews with friends, family, or advisors.
  • Be clear and concise: Use clear and concise language, avoid jargon, and explain your ideas in a structured and logical way.
  • Be creative: Think outside the box and develop innovative solutions that differentiate you from others.
  • Be curious: Ask insightful and relevant questions to clarify the problem, gather more information, and show your interest.
  • Be confident: Believe in your abilities, speak clearly and confidently, and maintain eye contact.

Aside from the above tips, it is also important to research and understand the company's values, culture, and recent projects. This will help you tailor your solutions to fit the company's goals and objectives.

Furthermore, it is crucial to listen carefully to the interviewer's feedback and adjust your approach accordingly. This shows that you are receptive to feedback and can adapt to different situations.

What to expect during a Deloitte management consulting case interview

During your Deloitte case interview, you can expect to encounter scenarios such as:

  • A company facing declining revenue or declining market share, and you're asked to identify the root cause and recommend ways to improve the situation.
  • A new market opportunity emerging and you're asked to develop a market entry strategy.
  • An operational challenge arising, such as a supply chain disruption or a product quality issue, and you're asked to diagnose the problem and propose solutions.
  • A merger or acquisition taking place, and you're asked to assess its financial and strategic implications, and suggest recommendations.

Additionally, during the Deloitte case interview, you may also be asked to analyze a company's financial statements and identify areas for improvement or growth. You may also be presented with a hypothetical scenario where a client is considering a major business decision, and you're asked to provide a recommendation based on the available information.

How to research and prepare for a Deloitte case interview

To prepare for your Deloitte case interview, you need to:

  • Research the company: Understand Deloitte's business model, its services, its clients, its culture, and its values.
  • Research the industry: Research and analyze the industry trends, the competitive landscape, the opportunities, and the challenges.
  • Build your knowledge: Read business books, attend business conferences, and engage in case discussions with professionals to build your business acumen.
  • Practice with case questions: Solve practice cases, read case studies, and engage in mock interviews with experts.

Additionally, it is important to understand the different types of case interviews that Deloitte may conduct. These can include market sizing cases, profitability cases, and business strategy cases. It is important to practice and prepare for each type of case to ensure you are fully prepared for any scenario. It may also be helpful to seek guidance from current or former Deloitte employees to gain insight into their interview experiences and tips for success.

Key skills required to excel in a Deloitte management consulting case interview

To excel in your Deloitte case interview, you'll need to demonstrate the following key skills:

  • Problem-solving: Demonstrate your ability to solve complex business problems using data, logic, and creative thinking.
  • Analytical skills: Demonstrate your ability to analyze data, identify insights, and develop hypotheses.
  • Communication skills: Demonstrate your ability to communicate your ideas in a clear, concise, and structured way, using visuals and math where appropriate.
  • Leadership skills: Demonstrate your ability to lead and inspire others, to work in a team, and to influence stakeholders.

Additionally, it is important to showcase your adaptability and flexibility in the face of changing circumstances. Deloitte is known for its fast-paced and dynamic work environment, and being able to adjust to new situations quickly is a valuable skill.

Another key skill to demonstrate is your attention to detail. In consulting, even the smallest mistake can have significant consequences, so it is important to show that you have a meticulous approach to your work and can catch errors before they become bigger problems.

Best practices for answering Deloitte case interview questions

To answer your Deloitte case interview questions, follow these best practices:

  • Clarify the problem: Understand the problem statement, ask relevant questions to clarify any ambiguities, and define the scope of your analysis.
  • Develop a structure: Develop a logical and structured approach to analyze the problem, outlining your analysis into an issue tree.
  • Collect data: Gather relevant data, be it quantitative or qualitative, to support your analysis and hypothesis.
  • Analyze data: Analyze the collected data, identify trends and patterns, and use any data points that support your hypothesis in your analysis.
  • Develop a hypothesis: Develop a hypothesis that is rooted in data-driven analysis and is tailored to address the problem you clarified earlier.
  • Draw conclusions: Use your analysis to draw insightful conclusions that are relevant to the problem statement.
  • Recommend solutions: Develop actionable and creative recommendations that address the root cause of the problem and are aligned with the constraints of the case.

Sample questions and scenarios you might encounter during a Deloitte case interview

Here are some examples of questions you might encounter during your Deloitte case interview:

  • Why Deloitte?
  • How would you advise a Fortune 500 company on its marketing strategy for a new product launch?
  • If you were the CEO of a retail pharmacy chain, what would you do to improve the profitability of your operations?
  • How would you structure a feasibility study to determine whether a leading e-commerce company should enter the luxury fashion market?
  • If a manufacturing company is experiencing declining sales, what are the key questions you would ask to identify the root cause?

Common mistakes to avoid during a Deloitte management consulting case interview

To avoid common mistakes during your Deloitte case interview, avoid:

  • Jumping to conclusions without analyzing the data thoroughly.
  • Being too rigid in your analysis and not adjusting your approach when needed.
  • Not clearly articulating your thought process or hypothesis.
  • Being overly confident or aggressive in your communication style.
  • Not asking relevant questions to clarify the problem or gather more information.
  • Being too focused on finding the "right" answer instead of demonstrating your problem-solving skills and reasoning.

Tips on how to stay calm and confident during your Deloitte case interview

To stay calm and confident during your Deloitte case interview, you can:

  • Practice deep breathing or visualization exercises to reduce anxiety and stress.
  • Remind yourself that you've prepared extensively and are ready for this challenge.
  • Use positive affirmations to boost your confidence, such as "I am a creative problem-solver" or "I can communicate my ideas effectively."
  • Focus on the process, not the outcome, and enjoy the challenge of solving a complex problem.
  • Use humor or storytelling to break the tension, engage the interviewer and demonstrate your personality.

How to follow up after your Deloitte management consulting case interview

To follow up after your Deloitte case interview, you should:

  • Send a thank-you note to the interviewer, expressing gratitude for the opportunity and reiterating your interest in the position.
  • Reaffirm your strengths and skills in the thank-you note, highlighting any relevant experiences that you didn't mention in the interview.
  • Ask for feedback on your interview performance, and use that feedback to improve your future performance.
  • Keep in touch with the interviewer or the Deloitte recruiter, and demonstrate your ongoing interest in the firm and its culture.

Insights from former Deloitte consultants on how they prepared for their interviews

Here are some insights from former Deloitte consultants on how they prepared for their interviews:

  • Spend time researching the latest trends in the industry, and get comfortable with market analyses and other types of data.
  • Practice interviewing with other consultants or former interviewees, and ask for constructive feedback about your approach and delivery.
  • Brush up on your technical skills in math and statistics, as you may be required to apply them in your analysis.
  • Use frameworks to organize your problem-solving approach and make it easy for the interviewer to follow your logic.
  • Stay relaxed and confident, and don't be afraid to admit when you don't know something.

Resources and tools to help you prepare for your Deloitte management consulting case interview

To help you prepare for your Deloitte management consulting case interview, here are some useful resources and tools:

How to Answer the "Why Deloitte?" Interview Question

  • The Deloitte Case Interview Prep Guide
  • The Deloitte Consulting Online Practice Tool
  • The Vault Guide to Deloitte Consulting
  • The McKinsey Case Interview Prep Guide (McKinsey is a competitor to Deloitte in the consulting industry)
  • The Case Interview University (an online platform that offers coaching and practice questions for case interviews)
  • The Case in Point book by Marc Cosentino (a classic in the industry that offers a comprehensive guide to case interviews)

With these tips, strategies, and resources, you can confidently prepare for your Deloitte management consulting case interview and maximize your chances of success. Good luck!

For expert tips on how to prepare for interviews at other top-tier consulting firms, check out these resources:

  • How to prepare for Accenture management consulting case interviews
  • How to prepare for PwC management consulting case interviews?
  • How to prepare for EY management consulting case interviews?
  • How to prepare for Boston Consulting Group management consulting case interviews?

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Deloitte Case Study Interview

I was wondering if anyone has experienced the case study interview at Monitor Deloitte UK? Next week, I have one coming up; it's an hour-long interview with 30 minutes to prep and then 45 minutes case with the manager. 

I would love to discuss the format and your experience. 

Overview of answers

  • Date ascending
  • Date descending

This seems the standard Monitor Deloitte written case, I helped a few candidates for it.

The key areas you will have to cover to prepare for a written case are the following.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

1. Define your action plan and allocate time

The first thing you should do in a written case is to  define a plan and allocate your time in the best possible way . Most candidates mismanage time as usually you have a lot of material to go through (this is a key difference compared to the standard case interview).

If you have 30 minutes for the analysis, a good approach would include:

  • 2 min – Read the questions
  • 10-15 min – Read the material
  • 3 min – Structure the approach
  • 5-10 min – Perform math/ Identify answers/ Create slides
  • 5 – Final review

You should practice to stick to the time allocated to maximize your performance.

2. Practice graph interpretation

You will likely have to analyze graphs as part of the data provided. The best way to practice is to  take graphs from online sources and use a timer to test in how much time you can understand the key message . McKinsey PST graphs are a good practice for that.

3. Work on quick reading and quick understanding of key information

You won’t have time to read and prioritize everything, therefore you have to understand where to focus. The ideal way to practice is to use long cases such as HBS ones. You should then learn to absorb the key information of the case.

4. Practice quick math

You will likely have some math to do as part of the data analysis.  GMAT and McKinsey PST math should work well  to prepare for this.

5. Learn how to communicate your slides/answers

To present your findings in the second part, I would suggest the same structure used for a conclusion in a live interview, that is:

  • Summarize the main questions  you have to answer
  • Present your proposed answers  and detail the motivation behind
  • Present risks and next steps  for the areas you have not covered

Since you will not be able to double-check hypotheses with the interviewer when you prepare the presentation, you should clearly state when you are making hypotheses and that you will have to verify them with further analysis.

If you have to  prepare slides  I would recommend to take into account the following :

A) Order of the slides

Normally the structure for a 5-slide presentation is the following:

  • 1st slide – summary  of the questions and your answers
  • 2nd, 3rd and 4th slides - supporting arguments  for the first slide
  • 5th slide - risks and next steps

B) Content of each slide

There are 3 basic components for most slides:

  • Written content 
  • Graphs / Tables

Many candidates structure the title as a mere description of what the chart is about.

A great title instead shows the implication of the graph as well.

Example: say the graph is showing a cost structure for a division.

  • A bad title would be:  Cost structure from 2005 to 2015 .
  • A good title would be:  Cost structure of Division XYZ is not sustainable”.
  • A great title would be  Cost structure of Division XYZ is not sustainable due to ABC , assuming you have insights on that.

The rule of thumb is that if you read all the titles of the slides together you should get a clear idea of the message of the presentation.

C) Present the slides

When you present, I would suggest the following steps for each slide:

  • Introduce the slide:  “ Let’s move to slide 2, which will show us why we have an issue with this division ”
  • Present the main message  of the slide: “ As you can see, we have a cost structure which makes it unfeasible to be competitive in this market ”
  • Provide details : “ The graph, indeed, shows how our fix cost is XYZ, while competitors can benefit from economies of scale. Indeed… ”

In terms of how to prepare,  I do a session exactly on that.

Before the session,  I can send you the data source  to work on. We can then  simulate the presentation during the class , reviewing step-by-step all the improvements needed.

Please feel free to PM me in case you have any questions.

Yes, I've helped numerous candidates here. Feel free to reach out for support.

There are two topics here. The first is IT/Tech. (I've worked in IT/Tech and Consulting for the past 10 years and supported candidates across Monitor Deloitte, BCG Platinion, McKinsey Digital, etc.)

I've written a few Tech-based cases. Feel free to take a look to get a better idea of what to expect.

https://www.preplounge.com/en/management-consulting-cases/interviewer-led-mckinsey-style/advanced/mckinsey-digital-bcg-platinion-oil-gas-upstream-technology-196

https://www.preplounge.com/en/management-consulting-cases/candidate-led-usual-style/intermediate/roma-solutions-senior-expert-level-tech-case-240

https://www.preplounge.com/en/management-consulting-cases/candidate-led-usual-style/intermediate/yodaphone-195

The second is a Written Case . For this, feel free to reach out as I have about a dozen real written cases from which we can pull to practice.

all coaches can prepare you for the interview with Deloitte, I would recommend check out profiles and reviews to choose one. 

All the best,

Was this answer helpful?

Hi, feel free to send me a direct message to discuss your preparation & support required. I can advice better once I understand your background & specific role you have applied for.

I am ex-Deloitte and have helped many candidates get in. I can also put you in touch with those made in to Monitor Deloitte at London , Belgium & Germany.

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Interview highlights

How alabama's ruling that frozen embryos are 'children' could impact ivf.

Ailsa Chang

Headshot of Alejandra Marquez Janse.

Alejandra Marquez Janse

Justine Kenin headshot

Justine Kenin

deloitte s&o case study

The decision stems from a case brought by three couples that had pursued in vitro fertilization treatment. Sang Tan/AP hide caption

The decision stems from a case brought by three couples that had pursued in vitro fertilization treatment.

Frozen embryos are people and you can be held legally responsible if you destroy them, according to a ruling by the Alabama Supreme Court on Friday .

The decision could have wide-ranging implications for in vitro fertilization clinics and for hopeful parents.

All Things Considered host Ailsa Chang speaks to UC Davis Professor of Law Mary Ziegler, who breaks down the possible downstream legal implication for how IVF is performed.

Abortion pills that patients got via telehealth and the mail are safe, study finds

Shots - Health News

Abortion pills that patients got via telehealth and the mail are safe, study finds.

This interview has been lightly edited for length and clarity.

Interview high lights

Ailsa Chang: Before we get to the actual ruling, can you just briefly explain the situation that led to the lawsuit, which was eventually brought to the state supreme court in Alabama?

Mary Ziegler: Absolutely. There were three couples that had pursued in vitro fertilization treatment at a clinic in Mobile, Alabama. And at a point in 2020, a hospital patient — the hospital was operated by the same clinic — entered the place where frozen embryos were stored, handled some of the embryos, burned his hand, dropped the embryos and destroyed them. And this led to a lawsuit from the three couples. They had a variety of theories in the suit, one of which was that the state's "wrongful death of a minor" law treated those frozen embryos as children or persons. And the Alabama Supreme Court agreed with them in this Friday decision.

Alabama Supreme Court rules frozen embryos are 'children' under state law

Alabama Supreme Court rules frozen embryos are 'children' under state law

Chang: It's worth noting that this lawsuit, it was a wrongful death lawsuit, meaning it was brought by couples who are mourning the accidental destruction of the embryos and wanting to hold someone responsible for that destruction. That said, what do you see as the wider-ranging or perhaps unintended consequences for IVF clinics in Alabama?

Ziegler: Well, if embryos are persons under this ruling, that could have pretty profound downstream complications for how IVF is performed. So, in IVF, generally more embryos are created than are implanted — they're stored, sometimes they're donated or destroyed, depending on the wishes of the people pursuing IVF. If an embryo is a person, it's obviously not clear that it's permissible to donate that embryo for research, or to destroy it. It may not even be possible to create embryos you don't implant in a particular IVF cycle.

So in other words, some anti-abortion groups argue that if an embryo was a person, every single embryo created has to be implanted, either in that person who's pursuing IVF, or some other person who "adopts the embryo." So as a result of that, it may radically change how IVF works, how cost effective it is, and how effective it is in allowing people to achieve their dream of parenthood.

'Something needs to change.' Woman denied abortion in South Carolina challenges ban

'Something needs to change.' Woman denied abortion in South Carolina challenges ban

Chang: Can you offer some examples, some expectations that you think we might see in how IVF providers in Alabama might change the way they operate?

Ziegler: Well, if Alabama IVF providers feel obligated to implant every embryo they create, that's likely to both reduce the chances that any IVF cycle will be successful. It also might make it a lot more expensive. IVF is already very expensive. I think the average being between about $15,000 and $20,000 per IVF cycle. Many patients don't succeed with IVF after one cycle. But if you were not allowed to create more than one embryo per cycle, that's likely to make IVF even more financially out of reach for people who don't have insurance coverage, and who struggle to pay that hefty price tag.

Chang: And what is the likelihood of this case heading to the U.S. Supreme Court?

Ziegler: It's pretty low, because of the way the Alabama Supreme Court framed its decision. It grounded very firmly in Alabama state constitutional law. And so I think this is the kind of ruling that could eventually have some reverberation at the U.S. Supreme Court, but it's very unlikely to be appealed directly to the U.S. Supreme Court.

Bayer makes a deal on popular contraceptive with Mark Cuban's online pharmacy

Bayer makes a deal on popular contraceptive with Mark Cuban's online pharmacy

Chang: If the ruling in this case was very much confined to Alabama state law, as you describe, what are the wider implications of this ruling for people who don't live in Alabama? What do you see?

Ziegler: I think there's been a broader strategy — the sort of next Roe v. Wade , if you will — for the anti-abortion movement. It is a recognition that a fetus or embryo is a person for all purposes, particularly for the purposes of the federal constitution. And while this isn't a case about the federal constitution, I think you'll see the anti-abortion movement making a gradual case that the more state courts — the more state laws — recognize a fetus or embryo as a person for different circumstances and reasons, the more compelling they can say is the case for fetal personhood under the constitution. The more compelling is their argument that a fetus is a rights holder and that liberal abortion laws or state abortion rights are impermissible.

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