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Change Management Case Study Examples: Lessons from Industry Giants

Explore some transformative journeys with efficient Change Management Case Study examples. Delve into case studies from Coca-Cola, Heinz, Intuit, and many more. Dive in to unearth the strategic wisdom and pivotal lessons gleaned from the experiences of these titans in the industry. Read to learn about and grasp the Change Management art!

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In the fast-paced world of business, staying ahead means being able to adapt. Have you ever wondered how some brands manage to thrive despite huge challenges? This blog dives into a collection of Change Management Case Studies, sharing wisdom from top companies that have faced and conquered adversity through effective Change Management Activities. These aren’t just stories; they’re success strategies.

Each Change Management Case Study reveals the smart choices and creative fixes that helped companies navigate rough waters. How did they turn crises into chances to grow? What can we take away from their successes and mistakes? Keep reading to discover these inspiring stories and learn how they can reshape your approach to change in your own business. 

Table of Contents  

1) What is Change Management in Business? 

2) Top Examples of Case Studies on Change Management 

    a) Coca-Cola 

    b) Adobe 

    c) Heinz  

    d) Intuit  

    e) Kodak 

    f) Barclays Bank 

3) Conclusion

What is Change Management in Business?  

Change management in business refers to the structured process of planning, implementing, and managing changes within an organisation. It involves anticipating, navigating, and adapting to shifts in strategy, technology, processes, or culture to achieve desired outcomes and sustain competitiveness.  

Effective Change Management entails identifying the need for change, engaging stakeholders, communicating effectively, and mitigating resistance to ensure smooth transitions. By embracing Change Management principles and utilizing change management tools , businesses can enhance agility, resilience, and innovation, driving growth and success in dynamic environments.

Top Examples of Case Studies on Change Management  

Let's explore some transformative journeys of industry leaders through compelling case studies on Change Management: 

1) Coca-Cola  

Coca-Cola, the beverage titan, acknowledged the necessity to evolve with consumer tastes, market shifts, and regulatory changes. The rise of health-conscious consumers prompted Coca-Cola to revamp its offerings and business approach. The company’s proactive Change Management centred on innovation and diversification, leading to the launch of healthier options like Coca-Cola Zero Sugar.  

Strategic alliances and acquisitions broadened Coca-Cola’s market reach and variety. Notably, Coca-Cola introduced eco-friendly packaging like the PlantBottle and championed sustainability in its marketing, bolstering its brand image. 

Acquire the expertise to facilitate smooth changes and propel your success forward – join our Change Management Practitioner Course now!  

2) Adobe  

Adobe, with its global workforce and significant revenue, faced a shift due to technological advancements and competitive pressures. In 2011, Adobe transitioned from physical software sales to cloud-based services, offering free downloads or subscriptions.  

This shift necessitated a transformation in Adobe’s HR practices, moving from traditional roles to a more human-centric approach, aligning with the company’s innovative and millennial-driven culture. 

Discover the Impact of Change Management Salaries on Career Growth and Organizational Success!

3) Heinz 

Berkshire Hathaway and 3G Capital’s acquisition of Heinz led to immediate, sweeping changes. The new management implemented cost-cutting measures and altered executive perks.  

Additionally, it introduced a more insular leadership style, contrasting with 3G’s young, mobile, and bonus-driven executive team. 

Commence on a journey of transformative leadership and achieve measurable outcomes by joining our Change Management Foundation Course today!  

4) Intuit  

Steve Bennett’s leadership at Intuit marked a significant shift. Adopting the McKinsey 7S Model, he restructured the organisation to enhance decision-making, align rewards with strategy, and foster a performance-driven culture. His changes resulted in a notable increase in operating profits. 

Discover the Best Change Management Books ! Read our top picks and transform your organization today!

5) Kodak  

Kodak, the pioneer of the first digital and megapixel cameras in 1975 and 1986, faced bankruptcy in 2012. Initially, digital technology was costly and had subpar image quality, leading Kodak to predict a decade before it threatened their traditional business. Despite this accurate forecast, Kodak focused on enhancing film quality rather than digital innovation.  

Dominating the market in 1976 and peaking with £12,52,16 billion in sales in 1999, Kodak’s reluctance to adopt new technology led to a decline, with revenues falling to £4,85,11,90 billion in 2011.  

Get ready for your interview with our top Change Management Interview Questions .

In contrast, Fuji, Kodak’s competitor, embraced digital transformation and diversified into new ventures. 

Empower your team to manage change effectively through our Managing Change With Agile Methodology Training – sign up now!  

6) Barclays Bank  

The financial sector, particularly hit by the 2008 mortgage crisis, saw Barclays Capital aiming for global leadership under Bob Diamond. However, the London Inter-bank Offered Rate (LIBOR) scandal led to fines and resignations, prompting a strategic overhaul by new CEO Antony Jenkins in 2012.  

Changes included rebranding, refocusing on core markets, altering the business model away from high-risk lending, fostering a customer-centric culture, downsizing, and embracing technology for efficiency. These reforms aimed to strengthen Barclays, improve shareholder returns, and restore trust. 

Dive into the detailed Case Study on Change Management

Conclusion  

The discussed Change Management Case Study examples serve as a testament to the transformative power of adept Change Management. Let these insights from industry leaders motivate and direct you as you navigate your organisation towards a path of continuous innovation and enduring prosperity. 

Enhance your team’s ability to manage uncertainty and achieve impactful results – sign up for our comprehensive Risk Management For Change Training now!  

Frequently Asked Questions

The five key elements of Change Management typically include communication, leadership, stakeholder engagement, training and development, and measurement and evaluation. These elements form the foundation for successfully navigating organisational change and ensuring its effectiveness. 

The seven steps of Change Management involve identifying the need for change, developing a Change Management plan, communicating the change vision, empowering employees, implementing change initiatives, celebrating milestones, and sustaining change through ongoing evaluation and adaptation. 

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Alongside our diverse Online Course Catalogue, encompassing 17 major categories, we go the extra mile by providing a plethora of free educational Online Resources like News updates, Blogs , videos, webinars, and interview questions. Tailoring learning experiences further, professionals can maximise value with customisable Course Bundles of TKA .

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The Knowledge Academy offers various Change Management Courses , including the Change Management Practitioner Course, Change Management Foundation Training, and Risk Management for Change Training. These courses cater to different skill levels, providing comprehensive insights into Change Management Metrics .   

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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)

5. How to practise case interviews

We've coached more than 15,000 people for interviews since 2018. There are essentially three activities you can do to practice case interviews. Here’s what we've learned about each of them.

5.1 Practise by yourself

Learning by yourself is an essential first step. We recommend you make full use of the free prep resources on our consulting blog and also watch some mock case interviews on our YouTube channel . That way you can see what an excellent answer looks like.

Once you’re in command of the subject matter, you’ll want to practice answering cases. But by yourself, you can’t simulate thinking on your feet or the pressure of performing in front of a stranger. Plus, there are no unexpected follow-up questions and no feedback.

That’s why many candidates try to practice with friends or peers.

5.2 Practise with peers

If you have friends or peers who can do mock interviews with you, that's an option worth trying. It’s free, but be warned, you may come up against the following problems:

• It’s hard to know if the feedback you get is accurate
• They’re unlikely to have insider knowledge of interviews at your target company
• On peer platforms, people often waste your time by not showing up

For those reasons, many candidates skip peer mock interviews and go straight to mock interviews with an expert. 

5.3 Practise with experienced MBB interviewers

In our experience, practising real interviews with experts who can give you company-specific feedback makes a huge difference.

Find a consulting interview coach so you can:

• Test yourself under real interview conditions
• Get accurate feedback from a real expert
• Build your confidence
• Get company-specific insights
• Learn how to tell the right stories, better.
• Save time by focusing your preparation

Landing a job at a top consulting company often results in a $50,000 per year or more increase in total compensation. In our experience, three or four coaching sessions worth ~$500 will make a significant difference in your ability to land the job. That’s an ROI of 100x!

Click here to book case interview coaching with experienced MBB interviewers.

Related articles:

Short Case Study on Change Management

A short case study on change management can be very helpful in learning how to manage change effectively. In today’s business world, change is constantly happening and it can be very difficult to keep up.

Having a solid understanding of change management is essential for any manager or business owner.

A good case study will show you how one company successfully managed a major change and what lessons can be learned from their experience.

By studying short case study on change management, you will gain valuable insights into the importance of planning, communication, and employee involvement when managing change.

You will also learn about the different stages of change and how to overcome resistance to change.

These are all important topics that any manager or business owner should be familiar with. Learning about them through a short case study is an excellent way to gain a better understanding of these concepts.

Here are 05 short case studies on change management that offer you valuable insights on managing change.

1. Adobe- a transformation of HR functions to support strategic change

Many a times external factors lead to changes in organisational structures and culture. This truly happened at Adobe which has 11,000 employees worldwide with 4.5 billion $ yearly revenue.

Acrobat, Flash Player, and Photoshop are among the well-known products of Abode.

Due to new emerging technologies and challenges posed by small competitors Adobe had to stop selling its licensed goods in shrink-wrapped containers in 2011 and switched to offering digital services through the cloud. They gave their customers option of downloading the necessary software for free or subscribing to it every month rather than receiving a CD in a box.

The human resource (HR) function also took on a new role, which meant that employees had to adjust to new working practices. A standard administrative HR function was housed at Adobe’s offices. However, it was less suitable for the cloud-based strategy and performed well when Adobe was selling software items. 

HR changed its role and became more human centric and reduced its office based functions.

The HR personnel did “walk-ins,” to see what assistance they might offer, rather than waiting for calls. With a focus on innovation, change, and personal growth, Adobe employed a sizable percentage of millennials.

Instead of having an annual reviews, staff members can now use the new “check-in” method to assess and define their own growth goals whenever they find it necessary, with quick and continuous feedback. 

Managers might receive constructive criticism from HR through the workshops they conduct. The least number of employees have left since this changed approach of HR.

Why did Adobe’s HR department make this change? Since the company’s goals and culture have changed, HR discovered new ways to operate to support these changes.

2. Intuit – applying 7s framework of change management 

Steve Bennett, a vice president of GE Capital, was appointed CEO of Intuit in 2000. Intuit is a provider of financial software solutions with three products: Quicken, TurboTax, and QuickBooks, which have respective market shares of 73 percent, 81 percent, and 84 percent. 

Despite this market domination, many observers believed Intuit was not making as much money as it could.

Additionally, the business was known for making decisions slowly, which let rivals take advantage of numerous market opportunities. Bennett desired to change everything.

In his first few weeks, he spoke with each of the top 200 executives, visited the majority of Intuit’s offices, and addressed the majority of its 5,000 employees.

He concluded that although employees were enthusiastic about the company’s products, internal processes weren’t given any thought (based on Higgins, 2005).

He followed the famous Mckinsey 7S Model for Change Management to transform the organization. Let’s see what are those changes that he made:

By making acquisitions, he increased the products range for Intuit.

He established a flatter organizational structure and decentralized decision-making, which gave business units more authority and accountability throughout the whole product creation and distribution process.

To accomplish strategic goals, the rewards system was made more aligned to strategic goals.

He emphasized the necessity of a performance-oriented focus and offered a vision for change and also made every effort to sell that vision.

He acknowledged the commitment of staff to Intuit’s products and further strengthened process by emphasizing on quality and efficiency of his team.

Resources were allotted for learning and development, and certain selected managers were recruited from GE in particular skill categories, all to enhance staff capabilities concerning productivity and efficiency.

Superordinate goals:

Bennett’s strategy was “vision-driven” and he communicated that vision to his team regularly to meet the goals.

Bennett’s modifications led to a 40–50% rise in operating profits in 2002 and 2003.

8,000 people worked for Intuit in the United States, Canada, the United Kingdom, India, and other nations in 2014, and the company generated global revenues of nearly $5 billion.

3. Barclays Bank – a change in ways of doing business

The financial services industry suffered heavily during mortgage crisis in 2008. In addition to significant losses, the sector also had to deal with strict and aggressive regulations of their investing activities.

To expand its business, more employees were hired by Barclays Capital under the leadership of its former chief executive, Bob Diamond, who wanted to make it the largest investment bank in the world. 

But Barclays Capital staff was found manipulating the London Inter-Bank Offered Rate (LIBOR) and Barclays was fined £290 million and as a result of this the bank’s chairman, CEO, and COO had to resign.

In an internal review it was found that the mindset of “win at all costs” needed to be changed so a new strategy was necessary due to the reputational damage done by the LIBOR affair and new regulatory restrictions. 

In 2012, Antony Jenkins became new CEO. He made the following changes in 2014, which led to increase of 8% in share price.

Aspirations

The word “Capital” was removed from the firm name, which became just Barclays. To concentrate on the U.S. and UK markets, on Africa, and on a small number of Asian clients, the “world leader” goal was dropped.

Business model

Physical commodities and obscure “derivative” products would no longer be traded by Barclays. It was decided that rather than using its customers’ money, the business would invest its own.

Only thirty percent of the bank’s profits came from investment banking. Instead of concentrating on lending at high risk, the focus was on a smaller range of customers.

In place of an aggressive, short-term growth strategy that rewarded commercial drive and success and fostered a culture of fear of not meeting targets, “customer first,” clarity, and openness took precedence. Investment bankers’ remuneration was also reduced.

Beginning in 2014, branches were shut, and 19,000 jobs were lost over three years, including 7,000 investment banking employees, personnel at high-street firms, and many in New York and London headquarters. £1.7 billion in costs were reduced in 2014.

There was an increase in customers’ online or mobile banking, and increased automation of transactions to lower expenses.  To assist customers in using new computer systems, 30 fully automated branches were established by 2014, replacing the 6,500 cashiers that were lost to this change with “digital eagles” who used iPads.

These changes were made to build an organization that is stronger, more integrated, leaner, and more streamlined, leading to a higher return on equity and better returns for shareholders. This was also done to rebuild the bank’s credibility and win back the trust of its clients.

4. Kodak – a failure to embrace disruptive change

The first digital camera and the first-megapixel camera were both created by Kodak in 1975 and 1986 respectively.

Why then did Kodak declare bankruptcy in 2012? 

When this new technology first came out in 1975, it was expensive and had poor quality of images. Kodak anticipated that it would be at least additional ten years until digital technology started to pose a threat to their long-standing business of camera, film, chemical, and photo-printing paper industries.

Although that prediction came true, Kodak chose to increase the film’s quality through ongoing advances rather than embracing change and working on digital technology.

Kodak continued with old business model and captured market by 90% of the film and 85% of the cameras sold in America in 1976. With $16 billion in annual sales at its peak, Kodak’s profits in 1999 was around $2.5 billion. The brand’s confidence was boosted by this success but there was complete complacency in terms of embracing new technology.

Kodak started experiencing losses in 2011 as revenues dropped to $6.2 billion. 

Fuji, a competitor of Kodak, identified the same threat and decided to transition to digital while making the most money possible from film and creating new commercial ventures, such as cosmetics based on chemicals used in film processing.

Even though both businesses had the same information, they made different judgments, and Kodak was reluctant to respond. And when it started to switch towards digital technology, mobile phones with in-built digital camera had arrived to disrupt digital cameras.

Although Kodak developed the technology, they were unaware of how revolutionary digitalization would prove to be, rendering their long-standing industry obsolete.

You can read here in detail Kodak change management failure case study.

5. Heinz   – a 3G way to make changes

Warren Buffett’s Berkshire Hathaway and the Brazilian private equity business 3G Capital paid $29 billion in 2013 to acquire Heinz, the renowned food manufacturer with $11.6 billion in yearly sales.

The modifications were made right away by the new owners. Eleven of the top twelve executives were replaced, 600 employees were let go, corporate planes were sold, personal offices were eliminated, and executives were required to stay at Holiday Inn hotel rather than the Ritz-Carlton when traveling and substantially longer work hours were anticipated. 

Each employee was given a monthly copy restriction of 200 by micromanagement, and printer usage was recorded. Only 100 business cards were permitted each year for executives.

Numerous Heinz workers spoke of “an insular management style” where only a small inner circle knows what is truly going on.

On the other side, 3G had a youthful team of executives, largely from Brazil, who moved from company to company as instructed across nations and industries. They were loyal to 3G, not Heinz, and were motivated to perform well to earn bonuses or stock options. 

“The 3G way,” a theory that 3G has applied to bring about change in prior acquisitions like Burger King, was the driving reason behind these modifications. Everything was measured, efficiency was paramount, and “nonstrategic costs” were drastically reduced. 

From this vantage point, “lean and mean” prevails, and human capital was not regarded as a crucial element of business success. It was believed that rather than being driven by a feeling of purpose or mission, employees were motivated by the financial gains associated with holding company stock.

Because it had been well-received by the 3G partners, those who might be impacted by a deal frequently saw a “how to” guide published by consultant Bob Fifer as a “must read.”

However, many food industry experts felt that while some of 3G’s prior acquisitions would have been ideal candidates for a program of cost-cutting, Heinz was not the most appropriate choice to “hack and slash.” The company had already undergone several years of improved efficiency and it was already a well-established player in the market.

In summarizing the situation, business journalists Jennifer Reingold and Daniel Roberts predicted that “the experiment now underway will determine whether Heinz will become a newly invigorated embodiment of efficiency—or whether 3G will take the cult of cost-cutting so far that it chokes off Heinz’s ability to innovate and make the products that have made it a market leader for almost a century and a half.” 

Final Words

A short case study on change management can be a helpful tool in learning how to effectively manage change. These case studies will show you how one company successfully managed a major change and what lessons can be learned from their experience. By studying these case studies, you will gain valuable insights into the importance of planning, communication, and employee involvement when managing change. These are all vital elements that must be considered when implementing any type of change within an organization.

About The Author

Tahir Abbas

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Five Case Studies of Transformation Excellence

November 03, 2014  By  Lars Fæste ,  Jim Hemerling ,  Perry Keenan , and  Martin Reeves

In a business environment characterized by greater volatility and more frequent disruptions, companies face a clear imperative: they must transform or fall behind. Yet most transformation efforts are highly complex initiatives that take years to implement. As a result, most fall short of their intended targets—in value, timing, or both. Based on client experience, The Boston Consulting Group has developed an approach to transformation that flips the odds in a company’s favor. What does that look like in the real world? Here are five company examples that show successful transformations, across a range of industries and locations.

VF’s Growth Transformation Creates Strong Value for Investors

Value creation is a powerful lens for identifying the initiatives that will have the greatest impact on a company’s transformation agenda and for understanding the potential value of the overall program for shareholders.

VF offers a compelling example of a company using a sharp focus on value creation to chart its transformation course. In the early 2000s, VF was a good company with strong management but limited organic growth. Its “jeanswear” and intimate-apparel businesses, although responsible for 80 percent of the company’s revenues, were mature, low-gross-margin segments. And the company’s cost-cutting initiatives were delivering diminishing returns. VF’s top line was essentially flat, at about $5 billion in annual revenues, with an unclear path to future growth. VF’s value creation had been driven by cost discipline and manufacturing efficiency, yet, to the frustration of management, VF had a lower valuation multiple than most of its peers.

With BCG’s help, VF assessed its options and identified key levers to drive stronger and more-sustainable value creation. The result was a multiyear transformation comprising four components:

• A Strong Commitment to Value Creation as the Company’s Focus. Initially, VF cut back its growth guidance to signal to investors that it would not pursue growth opportunities at the expense of profitability. And as a sign of management’s commitment to balanced value creation, the company increased its dividend by 90 percent.
• Relentless Cost Management. VF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its businesses through initiatives in sourcing, supply chain processes, and offshoring.
• A Major Transformation of the Portfolio. To help fund its journey, VF divested product lines worth about $1 billion in revenues, including its namesake intimate-apparel business. It used those resources to acquire nearly $2 billion worth of higher-growth, higher-margin brands, such as Vans, Nautica, and Reef. Overall, this shifted the balance of its portfolio from 70 percent low-growth heritage brands to 65 percent higher-growth lifestyle brands.
• The Creation of a High-Performance Culture. VF has created an ownership mind-set in its management ranks. More than 200 managers across all key businesses and regions received training in the underlying principles of value creation, and the performance of every brand and business is assessed in terms of its value contribution. In addition, VF strengthened its management bench through a dedicated talent-management program and selective high-profile hires. (For an illustration of VF’s transformation roadmap, see the exhibit.)

The results of VF’s TSR-led transformation are apparent. 1 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. Notes: 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. The company’s revenues have grown from $7 billion in 2008 to more than $11 billion in 2013 (and revenues are projected to top $17 billion by 2017). At the same time, profitability has improved substantially, highlighted by a gross margin of 48 percent as of mid-2014. The company’s stock price quadrupled from $15 per share in 2005 to more than $65 per share in September 2014, while paying about 2 percent a year in dividends. As a result, the company has ranked in the top quintile of the S&P 500 in terms of TSR over the past ten years.

A Consumer-Packaged-Goods Company Uses Several Levers to Fund Its Transformation Journey

A leading consumer-packaged-goods (CPG) player was struggling to respond to challenging market dynamics, particularly in the value-based segments and at the price points where it was strongest. The near- and medium-term forecasts looked even worse, with likely contractions in sales volume and potentially even in revenues. A comprehensive transformation effort was needed.

To fund the journey, the company looked at several cost-reduction initiatives, including logistics. Previously, the company had worked with a large number of logistics providers, causing it to miss out on scale efficiencies.

To improve, it bundled all transportation spending, across the entire network (both inbound to production facilities and out-bound to its various distribution channels), and opened it to bidding through a request-for-proposal process. As a result, the company was able to save 10 percent on logistics in the first 12 months—a very fast gain for what is essentially a commodity service.

Similarly, the company addressed its marketing-agency spending. A benchmark analysis revealed that the company had been paying rates well above the market average and getting fewer hours per full-time equivalent each year than the market standard. By getting both rates and hours in line, the company managed to save more than 10 percent on its agency spending—and those savings were immediately reinvested to enable the launch of what became a highly successful brand.

Next, the company pivoted to growth mode in order to win in the medium term. The measure with the biggest impact was pricing. The company operates in a category that is highly segmented across product lines and highly localized. Products that sell well in one region often do poorly in a neighboring state. Accordingly, it sought to de-average its pricing approach across locations, brands, and pack sizes, driving a 2 percent increase in EBIT.

Similarly, it analyzed trade promotion effectiveness by gathering and compiling data on the roughly 150,000 promotions that the company had run across channels, locations, brands, and pack sizes. The result was a 2 terabyte database tracking the historical performance of all promotions.

Using that information, the company could make smarter decisions about which promotions should be scrapped, which should be tweaked, and which should merit a greater push. The result was another 2 percent increase in EBIT. Critically, this was a clear capability that the company built up internally, with the objective of continually strengthening its trade-promotion performance over time, and that has continued to pay annual dividends.

Finally, the company launched a significant initiative in targeted distribution. Before the transformation, the company’s distributors made decisions regarding product stocking in independent retail locations that were largely intuitive. To improve its distribution, the company leveraged big data to analyze historical sales performance for segments, brands, and individual SKUs within a roughly ten-mile radius of that retail location. On the basis of that analysis, the company was able to identify the five SKUs likely to sell best that were currently not in a particular store. The company put this tool on a mobile platform and is in the process of rolling it out to the distributor base. (Currently, approximately 60 percent of distributors, representing about 80 percent of sales volume, are rolling it out.) Without any changes to the product lineup, that measure has driven a 4 percent jump in gross sales.

Throughout the process, management had a strong change-management effort in place. For example, senior leaders communicated the goals of the transformation to employees through town hall meetings. Cognizant of how stressful transformations can be for employees—particularly during the early efforts to fund the journey, which often emphasize cost reductions—the company aggressively talked about how those savings were being reinvested into the business to drive growth (for example, investments into the most effective trade promotions and the brands that showed the greatest sales-growth potential).

In the aggregate, the transformation led to a much stronger EBIT performance, with increases of nearly $100 million in fiscal 2013 and far more anticipated in 2014 and 2015. The company’s premium products now make up a much bigger part of the portfolio. And the company is better positioned to compete in its market.

A Leading Bank Uses a Lean Approach to Transform Its Target Operating Model

A leading bank in Europe is in the process of a multiyear transformation of its operating model. Prior to this effort, a benchmarking analysis found that the bank was lagging behind its peers in several aspects. Branch employees handled fewer customers and sold fewer new products, and back-office processing times for new products were slow. Customer feedback was poor, and rework rates were high, especially at the interface between the front and back offices. Activities that could have been managed centrally were handled at local levels, increasing complexity and cost. Harmonization across borders—albeit a challenge given that the bank operates in many countries—was limited. However, the benchmark also highlighted many strengths that provided a basis for further improvement, such as common platforms and efficient product-administration processes.

To address the gaps, the company set the design principles for a target operating model for its operations and launched a lean program to get there. Using an end-to-end process approach, all the bank’s activities were broken down into roughly 250 processes, covering everything that a customer could potentially experience. Each process was then optimized from end to end using lean tools. This approach breaks down silos and increases collaboration and transparency across both functions and organization layers.

Employees from different functions took an active role in the process improvements, participating in employee workshops in which they analyzed processes from the perspective of the customer. For a mortgage, the process was broken down into discrete steps, from the moment the customer walks into a branch or goes to the company website, until the house has changed owners. In the front office, the system was improved to strengthen management, including clear performance targets, preparation of branch managers for coaching roles, and training in root-cause problem solving. This new way of working and approaching problems has directly boosted both productivity and morale.

The bank is making sizable gains in performance as the program rolls through the organization. For example, front-office processing time for a mortgage has decreased by 33 percent and the bank can get a final answer to customers 36 percent faster. The call centers had a significant increase in first-call resolution. Even more important, customer satisfaction scores are increasing, and rework rates have been halved. For each process the bank revamps, it achieves a consistent 15 to 25 percent increase in productivity.

And the bank isn’t done yet. It is focusing on permanently embedding a change mind-set into the organization so that continuous improvement becomes the norm. This change capability will be essential as the bank continues on its transformation journey.

A German Health Insurer Transforms Itself to Better Serve Customers

Barmer GEK, Germany’s largest public health insurer, has a successful history spanning 130 years and has been named one of the top 100 brands in Germany. When its new CEO, Dr. Christoph Straub, took office in 2011, he quickly realized the need for action despite the company’s relatively good financial health. The company was still dealing with the postmerger integration of Barmer and GEK in 2010 and needed to adapt to a fast-changing and increasingly competitive market. It was losing ground to competitors in both market share and key financial benchmarks. Barmer GEK was suffering from overhead structures that kept it from delivering market-leading customer service and being cost efficient, even as competitors were improving their service offerings in a market where prices are fixed. Facing this fundamental challenge, Barmer GEK decided to launch a major transformation effort.

The goal of the transformation was to fundamentally improve the customer experience, with customer satisfaction as a benchmark of success. At the same time, Barmer GEK needed to improve its cost position and make tough choices to align its operations to better meet customer needs. As part of the first step in the transformation, the company launched a delayering program that streamlined management layers, leading to significant savings and notable side benefits including enhanced accountability, better decision making, and an increased customer focus. Delayering laid the path to win in the medium term through fundamental changes to the company’s business and operating model in order to set up the company for long-term success.

The company launched ambitious efforts to change the way things were traditionally done:

• A Better Client-Service Model. Barmer GEK is reducing the number of its branches by 50 percent, while transitioning to larger and more attractive service centers throughout Germany. More than 90 percent of customers will still be able to reach a service center within 20 minutes. To reach rural areas, mobile branches that can visit homes were created.
• Improved Customer Access. Because Barmer GEK wanted to make it easier for customers to access the company, it invested significantly in online services and full-service call centers. This led to a direct reduction in the number of customers who need to visit branches while maintaining high levels of customer satisfaction.
• Organization Simplification. A pillar of Barmer GEK’s transformation is the centralization and specialization of claim processing. By moving from 80 regional hubs to 40 specialized processing centers, the company is now using specialized administrators—who are more effective and efficient than under the old staffing model—and increased sharing of best practices.

Although Barmer GEK has strategically reduced its workforce in some areas—through proven concepts such as specialization and centralization of core processes—it has invested heavily in areas that are aligned with delivering value to the customer, increasing the number of customer-facing employees across the board. These changes have made Barmer GEK competitive on cost, with expected annual savings exceeding €300 million, as the company continues on its journey to deliver exceptional value to customers. Beyond being described in the German press as a “bold move,” the transformation has laid the groundwork for the successful future of the company.

Nokia’s Leader-Driven Transformation Reinvents the Company (Again)

We all remember Nokia as the company that once dominated the mobile-phone industry but subsequently had to exit that business. What is easily forgotten is that Nokia has radically and successfully reinvented itself several times in its 150-year history. This makes Nokia a prime example of a “serial transformer.”

In 2014, Nokia embarked on perhaps the most radical transformation in its history. During that year, Nokia had to make a radical choice: continue massively investing in its mobile-device business (its largest) or reinvent itself. The device business had been moving toward a difficult stalemate, generating dissatisfactory results and requiring increasing amounts of capital, which Nokia no longer had. At the same time, the company was in a 50-50 joint venture with Siemens—called Nokia Siemens Networks (NSN)—that sold networking equipment. NSN had been undergoing a massive turnaround and cost-reduction program, steadily improving its results.

When Microsoft expressed interest in taking over Nokia’s device business, Nokia chairman Risto Siilasmaa took the initiative. Over the course of six months, he and the executive team evaluated several alternatives and shaped a deal that would radically change Nokia’s trajectory: selling the mobile business to Microsoft. In parallel, Nokia CFO Timo Ihamuotila orchestrated another deal to buy out Siemens from the NSN joint venture, giving Nokia 100 percent control over the unit and forming the cash-generating core of the new Nokia. These deals have proved essential for Nokia to fund the journey. They were well-timed, well-executed moves at the right terms.

Right after these radical announcements, Nokia embarked on a strategy-led design period to win in the medium term with new people and a new organization, with Risto Siilasmaa as chairman and interim CEO. Nokia set up a new portfolio strategy, corporate structure, capital structure, robust business plans, and management team with president and CEO Rajeev Suri in charge. Nokia focused on delivering excellent operational results across its portfolio of three businesses while planning its next move: a leading position in technologies for a world in which everyone and everything will be connected.

Nokia’s share price has steadily climbed. Its enterprise value has grown 12-fold since bottoming out in July 2012. The company has returned billions of dollars of cash to its shareholders and is once again the most valuable company in Finland. The next few years will demonstrate how this chapter in Nokia’s 150-year history of serial transformation will again reinvent the company.

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Case Interview Examples (2024): A Collection from McKinsey and Others

Last Updated on November 20, 2024

Whenever you prepare for case interviews, you have to practice as realistically as possible and mimic the real case study interview at McKinsey , BCG , Bain , and others. One way to do this and make your preparation more effective is to practice real cases provided by the firms you apply to.

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• Shops – DEI strategy
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• Conservation Forever – Nature conservation

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Boston Consulting Group (BCG) Case interview Examples

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Florian spent 5 years with McKinsey as a senior consultant. He is an experienced consulting interviewer and problem-solving coach, having interviewed 100s of candidates in real and mock interviews. He started StrategyCase.com to make top-tier consulting firms more accessible for top talent, using tailored and up-to-date know-how about their recruiting. He ranks as the most successful consulting case and fit interview coach, generating more than 500 offers with MBB, tier-2 firms, Big 4 consulting divisions, in-house consultancies, and boutique firms through direct coaching of his clients over the last 3.5 years. His books “The 1%: Conquer Your Consulting Case Interview” and “Consulting Career Secrets” are available via Amazon.

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30 Change Management Consultant Interview Questions and Answers

Common Change Management Consultant interview questions, how to answer them, and example answers from a certified career coach.

In today’s fast-paced business environment, organizations must constantly adapt to stay ahead of the curve. This is where change management consultants come in, playing a vital role in guiding companies through significant transitions and ensuring that they’re able to achieve their strategic goals.

Landing a job as a change management consultant requires not only a deep understanding of organizational processes but also exceptional communication skills and the ability to influence key stakeholders. To help you prepare for your upcoming interview and demonstrate your expertise in this specialized field, we’ve put together a list of common change management consultant interview questions along with valuable insights on how to answer them effectively.

1. Can you describe your experience with change management methodologies, such as ADKAR or Kotter’s 8-Step Process?

Being well-versed in change management methodologies is critical for a consultant in this field, as these frameworks provide the foundation for implementing successful organizational change. By asking this question, interviewers want to gauge your familiarity with these methodologies, your ability to apply them in real-life scenarios, and your adaptability in choosing the most appropriate approach for a given situation. This demonstrates your competence in guiding organizations through the complexities of change while minimizing resistance and maximizing the chances of success.

Example: “Throughout my career as a change management consultant, I have had the opportunity to work with various methodologies, including ADKAR and Kotter’s 8-Step Process. In one of my recent projects, I utilized the ADKAR model to help an organization transition from a traditional hierarchical structure to a more agile, team-based approach.

I began by conducting an assessment to identify gaps in Awareness, Desire, Knowledge, Ability, and Reinforcement within the organization. Based on this analysis, I developed targeted interventions for each stage of the model. For example, we organized town hall meetings and workshops to create awareness about the benefits of the new structure and foster desire among employees to embrace the change. We also provided training sessions to equip them with the necessary knowledge and skills to adapt to their new roles effectively.

Similarly, I have used Kotter’s 8-Step Process in another project where we were implementing a new enterprise resource planning (ERP) system. The focus was on creating a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering employees, generating short-term wins, consolidating gains, and anchoring the changes into the corporate culture.

Both methodologies have proven effective in different contexts, and my experience with them has allowed me to tailor my approach based on the unique needs and challenges of each organization I work with.”

2. How do you assess an organization’s readiness for change?

Assessing an organization’s readiness for change is a crucial aspect of a change management consultant’s role. Interviewers want to know if you’re adept at evaluating company culture, employee attitudes, and other factors that may influence the success of a proposed change. Your answer should demonstrate your understanding of the importance of this process and your ability to effectively gauge the organization’s capacity to embrace and implement change.

Example: “Assessing an organization’s readiness for change involves evaluating several key factors that contribute to a successful change implementation. First, I analyze the company culture and leadership support, as these elements play a significant role in driving change initiatives. This includes understanding the leaders’ commitment to change, their communication style, and how they engage with employees.

Next, I evaluate the existing systems and processes within the organization to identify any potential barriers or areas of resistance. This may involve reviewing current workflows, technology infrastructure, and resource allocation to determine if they are aligned with the proposed changes.

Once I have gathered this information, I conduct interviews and surveys with employees across different levels and departments to gauge their perception of the change initiative. Their feedback helps me understand their concerns, expectations, and willingness to adapt to new ways of working.

Based on my findings, I can then develop a comprehensive assessment of the organization’s readiness for change, identifying strengths, weaknesses, and opportunities for improvement. This allows me to tailor my change management approach to address specific challenges and ensure a smoother transition for the organization.”

3. What are the key components of a successful change management strategy?

The interviewer wants to assess your understanding of change management and your ability to develop effective strategies for guiding organizations through transitions. Demonstrating your knowledge of the key components—such as clear communication, stakeholder involvement, leadership support, and employee training—shows that you can create tailored solutions to help clients navigate change successfully and achieve their desired outcomes.

Example: “A successful change management strategy consists of several key components. First, it’s essential to have a clear vision and objectives for the change initiative. This includes understanding the reasons behind the change, its benefits, and how it aligns with the organization’s overall goals.

Another critical component is effective communication. It’s important to keep all stakeholders informed about the progress of the change initiative, addressing any concerns or resistance that may arise. Transparent communication helps build trust and ensures everyone understands their role in the process.

Lastly, monitoring and evaluation are vital to measure the success of the change initiative and make necessary adjustments along the way. Regularly assessing the impact of the changes on the organization and its employees allows for continuous improvement and ensures the desired outcomes are achieved.”

4. Describe a time when you had to manage resistance to change within an organization.

Change management consultants are often at the forefront of organizational transformations, and resistance to change is a common challenge they face. Employers want to gauge your ability to navigate through such resistance and achieve the desired outcomes. Demonstrating your experience in managing resistance showcases your adaptability, problem-solving skills, and capacity to maintain a positive and collaborative work environment during times of change.

Example: “During a previous project, I was tasked with implementing a new software system that would streamline internal processes and improve overall efficiency. However, some employees were resistant to the change due to concerns about job security and adapting to new technology.

To address this resistance, I first conducted a thorough analysis of the organization’s culture and identified key stakeholders who could act as change champions. I then organized workshops and training sessions for these individuals, equipping them with the necessary knowledge and skills to support their colleagues during the transition.

As we rolled out the new software, I maintained open lines of communication with all employees, addressing their concerns and providing regular updates on the progress and benefits of the change. This approach helped build trust and fostered a more positive attitude towards the new system, ultimately leading to successful adoption across the organization.”

5. How do you ensure that changes are sustainable and long-lasting?

Change management consultants are tasked with helping organizations navigate through periods of transition, often involving significant shifts in culture, processes, or strategy. Employers ask this question because they want to know that you have the foresight, experience, and techniques to ensure that the changes you implement don’t just provide short-term solutions, but create a lasting positive impact on the organization as a whole. This includes addressing potential resistance to change and fostering a culture of continuous improvement.

Example: “To ensure that changes are sustainable and long-lasting, I focus on two key aspects: stakeholder buy-in and continuous improvement. Firstly, involving stakeholders from the beginning of the change process is essential to create a sense of ownership and commitment. I work closely with them to understand their concerns, expectations, and needs, which helps in developing tailored solutions that address their specific requirements. This collaborative approach fosters trust and support for the proposed changes.

Secondly, I emphasize the importance of continuous improvement by establishing feedback loops and monitoring mechanisms. This involves setting up regular check-ins, progress reports, and performance metrics to track the effectiveness of the implemented changes. If any issues or deviations arise, we can quickly identify and address them, ensuring that the changes remain effective over time. Encouraging open communication and learning from both successes and setbacks creates an adaptive culture that embraces change as an ongoing process rather than a one-time event.”

6. What role does communication play in effective change management?

Change management consultants need to recognize that communication is a key element in facilitating successful transitions within an organization. Interviewers ask this question to gauge your understanding of the importance of clear, open, and transparent communication in engaging employees, addressing concerns, and maintaining momentum during times of change. They want to ensure you can create a strategy that keeps stakeholders informed and involved throughout the process.

Example: “Communication is a critical component of effective change management, as it helps to create understanding and buy-in among stakeholders. It serves to bridge the gap between the organization’s vision for change and the employees’ perception of that change.

To achieve this, communication should be clear, consistent, and transparent throughout the entire change process. This involves sharing the rationale behind the change, outlining its benefits, and addressing any concerns or questions that may arise. Engaging in open dialogue with employees allows them to feel heard and valued, which fosters trust and commitment to the change initiative.

Moreover, communication should be tailored to different stakeholder groups, taking into account their unique needs and perspectives. This ensures that each group receives relevant information and support, ultimately contributing to the successful implementation of the change strategy.”

7. Can you provide an example of a project where you successfully implemented organizational change?

Hiring managers are eager to hear about your real-world experience in driving successful change within an organization. Demonstrating your ability to navigate complex situations, engage stakeholders, and facilitate the adoption of new processes or structures is key to proving your value as a change management consultant. Sharing a specific example gives a clear indication of your capabilities and approach to handling similar projects in the future.

Example: “Certainly, I was once brought in to help a mid-sized manufacturing company that had recently acquired a smaller competitor. The challenge was to integrate the two companies’ operations and cultures while minimizing disruptions and maintaining employee morale.

I began by conducting an assessment of both organizations, identifying their strengths, weaknesses, and cultural differences. Based on this analysis, I developed a change management plan that included clear communication strategies, training programs, and milestones for measuring progress. One key aspect of the plan involved creating cross-functional teams composed of employees from both companies, which facilitated knowledge sharing and fostered collaboration.

Throughout the implementation process, I closely monitored progress and made adjustments as needed, ensuring that we stayed on track with our goals. In the end, the integration was successful, resulting in improved operational efficiency, cost savings, and high levels of employee satisfaction. This project demonstrated my ability to manage complex organizational changes while keeping stakeholders engaged and focused on achieving common objectives.”

8. How do you measure the success of a change management initiative?

Measuring the success of change management initiatives is a critical component of ensuring that the desired outcomes are met and sustained. Interviewers ask this question to gauge your understanding of the various metrics and methods used to evaluate the effectiveness of change efforts, as well as your ability to adapt and tailor these measurements to specific organizational needs and goals.

Example: “Measuring the success of a change management initiative involves both quantitative and qualitative assessments. Quantitatively, I track key performance indicators (KPIs) that are directly linked to the objectives of the change initiative. These KPIs may include metrics such as cost savings, increased efficiency, or improved customer satisfaction. It’s essential to establish baseline measurements before implementing changes and then monitor progress regularly to evaluate the impact.

Qualitatively, I gather feedback from employees and stakeholders throughout the process to gauge their perception of the change and its effectiveness. This can be done through surveys, focus groups, or one-on-one interviews. Assessing employee engagement, understanding, and adoption of the new processes or systems is vital in determining the overall success of the change management initiative. Combining both quantitative and qualitative data provides a comprehensive view of the initiative’s effectiveness and helps identify areas for improvement or further support.”

9. What strategies do you use to engage stakeholders throughout the change process?

Change is hard for people, and as a change management consultant, your role is to help organizations navigate through such transitions. Interviewers want to know if you have effective strategies for engaging stakeholders, ensuring they are informed, and addressing their concerns. They are looking for evidence of your ability to build trust, foster collaboration, and create a shared vision of success, ultimately leading to a smoother change process with lasting results.

Example: “To engage stakeholders effectively throughout the change process, I employ a combination of communication and involvement strategies. First, I establish open lines of communication by conducting regular meetings and updates with key stakeholders to keep them informed about the progress and any potential challenges. This helps build trust and ensures that they feel involved in the decision-making process.

Another strategy is to actively involve stakeholders in various stages of the project. I identify opportunities for collaboration, such as workshops or brainstorming sessions, where their input can be valuable. This not only provides me with diverse perspectives but also fosters a sense of ownership among stakeholders, making them more likely to support the change initiative.

Moreover, I tailor my communication style to suit each stakeholder’s preferences and needs, ensuring that they receive information in a way that resonates with them. This personalized approach demonstrates my commitment to understanding their concerns and addressing them effectively, ultimately leading to stronger engagement and successful change implementation.”

10. Describe a situation where you had to adapt your change management approach due to unforeseen challenges.

Change management consultants are expected to navigate complex organizational structures, personalities, and shifting circumstances. Interviewers ask this question to gauge your ability to adapt to unexpected challenges and remain flexible in your approach. Demonstrating your ability to modify your strategies while maintaining focus on the end goal is essential in ensuring the success of the change management process.

Example: “During a previous project, I was tasked with implementing a new software system for a client’s finance department. The initial plan involved a phased rollout, with training sessions and support materials provided to help employees adapt to the new system. However, shortly after we began the implementation process, the company announced an unexpected merger, which significantly impacted the timeline and scope of our project.

To address this challenge, I quickly reassessed the situation and adapted my change management approach. Instead of sticking to the original phased rollout, I shifted to a more agile strategy that allowed us to accommodate the evolving needs of the organization during the merger. This included prioritizing critical features of the new software, providing targeted training sessions for key users, and establishing clear communication channels to keep everyone informed about the progress and any changes in the plan.

Despite the unforeseen challenges, the flexibility and responsiveness of our revised approach enabled us to successfully implement the new software while minimizing disruption to the business operations. This experience reinforced the importance of being adaptable and responsive when managing change, especially in dynamic environments.”

11. How do you balance the need for quick wins with longer-term strategic goals during a change initiative?

Change management consultants need to demonstrate their ability to balance short-term and long-term outcomes, as it’s a critical aspect of their role. By addressing this question, interviewers aim to assess your understanding of the importance of achieving quick wins to build momentum and credibility while also maintaining focus on the overall strategic plan. Your response will showcase your ability to manage expectations, prioritize tasks, and ensure that both short-term and long-term objectives are met effectively.

Example: “Balancing quick wins and long-term strategic goals is essential for maintaining momentum and ensuring the success of a change initiative. To achieve this balance, I start by identifying both short-term objectives that can demonstrate immediate progress and longer-term goals that align with the organization’s overall strategy.

Quick wins are important to build credibility and create enthusiasm among stakeholders. I prioritize these early in the project, focusing on tasks that have visible results and require minimal resources. These successes help gain buy-in from team members and stakeholders, making it easier to tackle more complex challenges later on.

Simultaneously, I keep an eye on the bigger picture and ensure that all actions contribute to achieving the long-term strategic goals. This involves regular communication with stakeholders, monitoring progress, and adjusting plans as needed. Throughout the process, I emphasize the connection between short-term achievements and their impact on the larger vision, helping everyone stay focused on the ultimate objective while celebrating incremental progress.”

12. What is your experience with using technology to support change management efforts?

Change management is a dynamic field, and the effective use of technology is a critical element in facilitating organizational transformations. Interviewers want to know that you are well-versed in the latest tools and platforms that can support change initiatives. By asking this question, they are looking for evidence of how you’ve leveraged technology to enhance communication, streamline processes, and measure the success of your change management projects.

Example: “As a change management consultant, I have utilized various technology tools to support and streamline change management efforts. One example is when I worked with a client who was implementing a new enterprise resource planning (ERP) system. My role involved facilitating the transition from their old system to the new one while minimizing disruption to daily operations.

To achieve this, I employed project management software to track progress, assign tasks, and monitor deadlines. This allowed me to maintain clear communication with stakeholders and ensure that everyone stayed on schedule. Additionally, I used collaboration platforms for virtual meetings and document sharing, which enabled team members to work together efficiently despite being in different locations.

Another key aspect of my experience with technology in change management is leveraging data analytics tools to measure the success of change initiatives. In the ERP implementation project, I gathered and analyzed data related to employee adoption rates, process efficiency improvements, and cost savings. These insights helped us identify areas where additional training or support was needed and ultimately contributed to the successful completion of the project.”

13. How do you help employees develop new skills and competencies required by the change?

Change management consultants play a vital role in guiding organizations through transitions, and one of the key elements of a successful change is ensuring that employees can adapt to new processes, technologies, or ways of working. By asking this question, interviewers want to assess your ability to identify skill gaps, develop targeted training programs, and provide ongoing support to help employees embrace and thrive during change. They’re looking for evidence of your expertise in fostering growth and development among teams, which ultimately contributes to the organization’s overall success.

Example: “As a Change Management Consultant, I believe that employee development is essential for successful change implementation. To help employees develop new skills and competencies, I start by identifying the specific skill gaps in relation to the desired change. This involves analyzing the current state of the organization and comparing it with the future state we aim to achieve.

Once the skill gaps are identified, I work closely with management and HR to design targeted training programs tailored to address these gaps. These programs may include workshops, e-learning modules, or on-the-job coaching, depending on the nature of the required skills. Additionally, I encourage cross-functional collaboration and knowledge sharing among employees, as this can foster an environment where individuals learn from each other’s expertise.

To ensure the effectiveness of these development initiatives, I establish clear goals and performance metrics to track progress. Regular feedback sessions are conducted to provide employees with constructive insights into their performance and areas for improvement. Ultimately, my goal is to empower employees to embrace change confidently and contribute effectively to the organization’s overall success.”

14. In your opinion, what are the most common reasons why change initiatives fail?

Change management consultants are often brought in to help organizations navigate through transitions, and a key aspect of your role is understanding the obstacles that can derail the process. By asking about the most common reasons for change initiative failures, interviewers want to gauge your knowledge and expertise in identifying potential challenges, and they are interested in how you might apply this insight to prevent or address issues that could arise during the change process.

Example: “From my experience as a change management consultant, I believe that one of the most common reasons why change initiatives fail is inadequate communication. When stakeholders are not well-informed about the purpose and benefits of the proposed changes, they may resist or disengage from the process. It’s essential to develop clear messaging and maintain open lines of communication throughout the entire change initiative.

Another common reason for failure is insufficient leadership support. Change initiatives require strong commitment from top-level executives who can champion the cause and drive the necessary resources and support. Without this backing, it becomes difficult to overcome resistance and achieve desired outcomes. Ensuring executive buy-in and active involvement in the change process is critical to success.”

15. How do you handle competing priorities and multiple change initiatives within an organization?

When you’re managing change, it’s essential to understand that organizations are often juggling multiple projects and priorities simultaneously. Your potential employer wants to know if you can effectively navigate these complex environments while maintaining a focus on ensuring successful change implementation. They’re looking for evidence of your ability to adapt, prioritize, and balance the needs of various stakeholders, all while keeping the company’s objectives at the forefront.

Example: “When faced with competing priorities and multiple change initiatives, I first focus on understanding the organization’s strategic objectives and how each initiative aligns with those goals. This involves collaborating with key stakeholders to gather insights and assess the urgency and impact of each change effort.

Once I have a clear understanding of the priorities, I develop a comprehensive plan that outlines the necessary resources, timelines, and communication strategies for each initiative. This plan helps ensure that all efforts are coordinated effectively and that potential conflicts or resource constraints are addressed proactively. Additionally, I maintain open lines of communication with stakeholders throughout the process, providing updates and adjusting plans as needed to accommodate any changes in organizational priorities or unforeseen challenges. This approach allows me to manage multiple change initiatives simultaneously while ensuring that the organization remains focused on achieving its overall business goals.”

16. What role does company culture play in the change management process?

Company culture is the heartbeat of any organization—it’s the collection of shared values, practices, and beliefs that define how employees work together and interact with each other. When discussing change management, it’s essential to recognize that company culture can either be a facilitator or an obstacle to change. Interviewers want to see your understanding of the relationship between company culture and change, as well as your ability to navigate and leverage cultural dynamics to drive successful transformations.

Example: “Company culture plays a significant role in the change management process, as it directly influences how employees perceive and respond to organizational changes. A strong, positive company culture can foster adaptability and resilience among employees, making them more open to embracing new initiatives and adjusting their behaviors accordingly.

To effectively manage change, it’s essential to understand the existing company culture and identify any potential barriers or enablers for the proposed change. This may involve assessing communication styles, decision-making processes, and employee engagement levels within the organization. Once these factors are understood, tailored strategies can be developed to address cultural challenges and leverage strengths, ultimately facilitating a smoother transition during the change management process.”

17. Describe your experience working with cross-functional teams during a change initiative.

Change management is a complex process that often involves collaboration across various departments and levels within an organization. Interviewers want to know about your experience in working with cross-functional teams and how effectively you can bring together diverse perspectives to drive successful change. This demonstrates your ability to navigate the intricacies of organizational dynamics, build relationships, and foster collaboration, all critical skills for a change management consultant.

Example: “During my tenure as a Change Management Consultant, I led a change initiative for a manufacturing company that was implementing a new enterprise resource planning (ERP) system. The project involved working closely with cross-functional teams, including IT, finance, operations, and human resources.

To ensure effective collaboration, I established regular communication channels such as weekly meetings and progress reports to keep everyone informed about the project’s status. Additionally, I facilitated workshops and training sessions to help team members understand their roles in the change process and how it would impact their respective departments. This approach helped create a sense of ownership among the stakeholders and fostered a collaborative environment where each department could contribute effectively to the success of the change initiative.

Throughout the project, I focused on addressing any concerns or resistance from team members by actively listening to their feedback and providing timely solutions. As a result, we were able to successfully implement the ERP system within the projected timeline and budget, ultimately improving overall business efficiency and interdepartmental cooperation.”

18. How do you maintain momentum and enthusiasm for change among employees?

Change management consultants are often tasked with helping organizations navigate through transitions, whether it’s implementing new technology or restructuring departments. Ensuring that employees remain engaged and motivated throughout the process is essential for the success of any change initiative. By asking this question, interviewers seek to understand your strategies and techniques for maintaining momentum, fostering a positive work environment, and minimizing resistance to change.

Example: “Maintaining momentum and enthusiasm for change among employees is essential to ensure a successful transformation. One way I achieve this is by establishing clear communication channels from the beginning of the project. This involves sharing the vision, objectives, and expected outcomes with all stakeholders, as well as providing regular updates on progress and milestones achieved. Transparency helps build trust and keeps everyone informed about the reasons behind the change.

Another key aspect is celebrating small wins along the way. Recognizing and rewarding individual or team achievements during the change process fosters a positive atmosphere and encourages continued engagement. Additionally, involving employees in decision-making processes and giving them opportunities to contribute their ideas can create a sense of ownership and commitment to the change initiative. This collaborative approach not only maintains enthusiasm but also leverages diverse perspectives to improve the overall outcome.”

19. Can you provide an example of a time when you had to pivot your change management strategy mid-project?

Change management consultants are often faced with unexpected challenges and evolving situations. Your ability to pivot your strategy mid-project and adapt to new circumstances is a key skill that interviewers want to evaluate. By sharing an example, you’ll demonstrate your flexibility, creativity, and resilience in the face of change, which are essential qualities for a successful change management consultant.

Example: “Certainly, I was working on a project to implement a new software system for a client’s finance department. We had developed a comprehensive change management strategy that included training sessions, communication plans, and support resources. However, midway through the project, the software vendor released a major update with significant changes to the user interface and functionality.

Recognizing the potential impact of this update on our initial plan, we quickly reassessed the situation and adapted our strategy. We collaborated closely with the software vendor to understand the new features and how they would affect the end-users. Based on this information, we revised our training materials and extended the training schedule to accommodate additional sessions focused on the updated functionalities.

We also adjusted our communication plan to keep stakeholders informed about the changes and their implications. This proactive approach helped us maintain trust and credibility with the client while ensuring a smooth transition to the new system despite the unexpected challenges. Ultimately, the project was successful, and the client appreciated our ability to adapt and respond effectively to unforeseen circumstances.”

20. What techniques do you use to identify potential risks and obstacles during a change initiative?

Change management consultants are often brought in to help businesses successfully navigate periods of transition. Identifying risks and obstacles is a key part of this process. By asking about your techniques for spotting potential pitfalls, interviewers want to gauge how effective you are at anticipating challenges, addressing them proactively, and ensuring a smooth implementation of change initiatives. Your answer will reveal your analytical skills, creativity, and adaptability in dealing with complex and uncertain situations.

Example: “To identify potential risks and obstacles during a change initiative, I employ a combination of techniques that involve both quantitative and qualitative analysis. First, I conduct a thorough risk assessment by analyzing the project scope, objectives, and available resources. This helps me understand the complexity of the change and anticipate any challenges that may arise.

One technique I use is the SWOT analysis, which allows me to evaluate the strengths, weaknesses, opportunities, and threats related to the change initiative. This provides valuable insights into internal and external factors that could impact the success of the project. Additionally, I engage in stakeholder analysis to identify key individuals or groups who might be affected by the change, as well as their level of influence and interest in the project. This helps me determine potential resistance points and develop strategies to address them effectively.

Another important aspect is conducting workshops and interviews with team members and stakeholders to gather their perspectives on potential risks and obstacles. This not only ensures that all concerns are taken into account but also fosters a sense of ownership and involvement among participants, ultimately contributing to the success of the change initiative.”

21. How do you involve employees in the decision-making process during a change initiative?

In any change management project, it’s essential to ensure employees feel included and heard. Asking about your approach to involving employees in the decision-making process demonstrates your ability to foster a sense of ownership and commitment among team members, leading to more successful outcomes. Your response will signal your capacity to create an open, collaborative environment where employees are more likely to embrace change and contribute to its success.

Example: “To involve employees in the decision-making process during a change initiative, I first ensure that there is open communication and transparency about the reasons for the change. This helps create an environment where employees feel comfortable sharing their thoughts and concerns.

One effective method I use to engage employees is by organizing workshops or focus groups with representatives from different departments and levels within the organization. These sessions provide opportunities for employees to voice their opinions, ask questions, and contribute ideas on how the change can be implemented effectively. Additionally, I encourage managers to hold regular team meetings to discuss progress and gather feedback throughout the change process.

Another approach is to establish a cross-functional change committee consisting of employees who are directly affected by the change. This committee serves as a platform for discussing potential challenges, brainstorming solutions, and providing input on key decisions. Involving employees in this manner not only fosters a sense of ownership but also increases the likelihood of successful change implementation, as they become active participants in shaping the outcome.”

22. Describe your experience facilitating workshops or training sessions related to change management.

Navigating change can be challenging for organizations, and as a change management consultant, you play a vital role in guiding teams through this process. Interviewers want to understand your experience in developing and delivering workshops or training sessions that effectively communicate change management strategies. This helps them gauge your ability to engage and educate various stakeholders, ensuring a smoother transition and greater success in implementing organizational changes.

Example: “As a Change Management Consultant, I have facilitated numerous workshops and training sessions to help organizations navigate through change. One notable experience was when I led a series of workshops for a mid-sized company undergoing a significant digital transformation. The goal was to ensure that employees understood the reasons behind the change, were equipped with the necessary skills, and felt supported throughout the process.

I began by conducting a needs assessment to identify the specific areas where employees required guidance and support. Based on this analysis, I designed customized workshop content tailored to address these concerns. During the workshops, I employed various interactive techniques such as group discussions, role-plays, and case studies to engage participants and encourage active learning. Additionally, I provided follow-up resources and offered one-on-one coaching sessions to reinforce key concepts and address individual challenges.

These workshops not only helped employees adapt to new technologies but also fostered a positive attitude towards change within the organization. As a result, the company experienced increased productivity and smoother transitions during their digital transformation journey.”

23. How do you stay current on best practices and trends in change management?

As a change management consultant, staying up-to-date with industry trends and best practices is critical to providing the most effective solutions to clients. Hiring managers want to know that you are proactive and resourceful in continuously learning and improving your skills, ensuring that your clients benefit from the latest knowledge and strategies to successfully navigate change. This question also speaks to your dedication to professional growth and your ability to adapt to the ever-evolving world of change management.

Example: “To stay current on best practices and trends in change management, I actively engage in continuous learning through various channels. Firstly, I subscribe to industry-leading publications and blogs that provide insights into the latest developments and case studies in change management. This helps me understand how other organizations are successfully implementing changes and adapting to new challenges.

Another way I keep up-to-date is by participating in professional networks and attending conferences or webinars focused on change management. These events offer opportunities to learn from experts in the field, share experiences with peers, and discuss emerging trends and methodologies. Additionally, I invest time in expanding my knowledge through relevant courses and certifications, which not only enhance my skills but also ensure that I am well-versed in the most recent best practices.”

24. What is your approach to managing change in a remote or virtual work environment?

The shift to remote work has become increasingly prevalent in recent years, and managing change in this context presents unique challenges. Interviewers want to gauge your adaptability and understanding of the nuances of virtual work environments. Demonstrating your ability to navigate remote work dynamics and manage change effectively can be a key indicator of your success in this role.

Example: “Managing change in a remote or virtual work environment requires clear communication, collaboration, and adaptability. My approach begins with understanding the specific needs of the organization and its employees during the transition. I then develop a tailored change management plan that addresses these unique requirements.

To ensure effective communication, I utilize various digital tools such as video conferencing, instant messaging, and project management platforms to keep everyone informed and engaged throughout the process. This helps maintain transparency and fosters trust among team members. Additionally, I schedule regular check-ins and feedback sessions to address concerns, monitor progress, and make any necessary adjustments to the plan.

Collaboration is key in a remote setting, so I encourage cross-functional teamwork by creating opportunities for employees to connect and share ideas. This not only promotes a sense of unity but also allows for diverse perspectives to be considered when implementing changes. Ultimately, my goal is to create an inclusive and supportive environment where employees feel empowered to embrace change and contribute to the overall success of the organization.”

25. How do you ensure that the benefits of a change initiative are realized and tracked over time?

Change management consultants must demonstrate their ability to not only implement change, but also to monitor its ongoing impact and success. By asking this question, interviewers want to gauge your understanding of the importance of tracking the outcomes of implemented changes and your ability to develop and utilize metrics, key performance indicators, and other tools to assess the benefits and ensure they align with the organization’s goals. This reflects your ability to provide sustainable, long-term solutions that contribute to the company’s success.

Example: “To ensure that the benefits of a change initiative are realized and tracked over time, I start by establishing clear objectives and key performance indicators (KPIs) during the planning phase. These KPIs should be aligned with the overall business goals and directly linked to the desired outcomes of the change initiative.

Once the change is implemented, I set up regular monitoring and reporting mechanisms to track progress against these KPIs. This may involve creating dashboards or reports that provide real-time insights into how well the change is being adopted and its impact on the organization’s performance. Regularly reviewing this data allows me to identify any areas where adjustments might be needed to maximize the benefits of the change.

Furthermore, it’s essential to maintain open communication channels with stakeholders throughout the process. Gathering feedback from employees and other affected parties helps gauge their perception of the change and address any concerns or resistance they may have. This collaborative approach not only ensures that the change is more readily accepted but also contributes to the long-term success and sustainability of the initiative.”

26. Describe a situation where you had to manage change within a highly regulated industry.

Navigating the complexities of a highly regulated industry is a key skill for change management consultants. By asking this question, interviewers want to know if you have experience managing change within strict guidelines and adapting to the unique challenges that come with such environments. They’re interested in your ability to balance compliance with innovation, while still achieving the desired outcomes for the organization.

Example: “I once worked with a pharmaceutical company that was implementing a new enterprise resource planning (ERP) system. The challenge in this highly regulated industry was to ensure compliance with strict regulations while managing the change process effectively.

To address this, I first conducted a thorough analysis of the existing processes and identified areas where the new ERP system would impact regulatory compliance. I then collaborated with the quality assurance team and other stakeholders to develop a comprehensive change management plan that included training programs, communication strategies, and risk mitigation measures.

Throughout the implementation, we closely monitored progress and made adjustments as needed to maintain compliance. We also established feedback channels for employees to voice their concerns and suggestions, which helped us identify potential issues early on and adapt our approach accordingly. Ultimately, the project was successful, and the organization was able to transition smoothly to the new system without compromising regulatory compliance or disrupting operations.”

27. What is your experience with mergers and acquisitions, and how does change management play a role in these situations?

Navigating the complexities of mergers and acquisitions calls for effective change management skills. Interviewers want to understand your experience in guiding organizations through such transitions, and how you’ve applied change management principles to ensure a smooth integration of processes, systems, and cultures. Demonstrating your ability to mitigate risks, manage resistance, and facilitate clear communication during these transformations is essential to showcase your expertise and adaptability as a change management consultant.

Example: “I have had the opportunity to work on several mergers and acquisitions throughout my career as a change management consultant. In one notable project, I was part of a team that facilitated the integration of two companies in the pharmaceutical industry. Our primary goal was to ensure a smooth transition while minimizing disruptions to ongoing operations.

Change management plays a critical role in mergers and acquisitions by addressing the human side of organizational changes. We focused on understanding the cultural differences between the two organizations and developed strategies to align their values and working styles. This involved conducting workshops, providing training sessions, and establishing clear communication channels for employees at all levels.

Furthermore, we worked closely with leadership teams from both organizations to develop a unified vision and strategic plan for the merged entity. This helped create a sense of shared purpose among employees and fostered collaboration across departments. Ultimately, our change management efforts contributed significantly to the successful integration of the two companies and enabled them to achieve their desired synergies and business objectives.”

28. Can you provide an example of a project where you successfully managed change across multiple locations or countries?

Navigating the complexities of change across diverse locations, cultures, and time zones is a critical skill for a change management consultant. Interviewers ask this question to assess your ability to understand and address the unique challenges that arise in such situations, demonstrating your capacity to lead large-scale change initiatives effectively and adapt your approach to suit different environments.

Example: “Certainly, I was once involved in a project where our client, a multinational corporation, needed to implement a new enterprise resource planning (ERP) system across their offices in three different countries. The goal was to streamline operations and improve communication between departments.

To manage this change effectively, we first conducted an assessment of the existing processes and systems in each location, identifying key differences and potential challenges. We then developed a tailored change management strategy that took into account cultural nuances, language barriers, and varying levels of technological proficiency among employees. This included creating customized training materials, setting up local support teams, and establishing clear lines of communication with stakeholders in each country.

Throughout the implementation process, we closely monitored progress and gathered feedback from employees at all levels. This allowed us to make necessary adjustments and address any concerns promptly. As a result, the ERP system was successfully implemented across all locations, leading to increased efficiency, better collaboration, and ultimately, improved business performance for the client.”

29. How do you handle communication challenges during a change initiative, such as language barriers or cultural differences?

Change management consultants must be skilled in navigating a variety of communication challenges to ensure a smooth transition during any change initiative. Interviewers ask this question to assess your adaptability and resourcefulness when faced with communication barriers, as well as your ability to empathize with and engage stakeholders from diverse backgrounds. Demonstrating your capacity to overcome such challenges showcases your value as a consultant who can effectively guide an organization through change.

Example: “Effective communication is essential during change initiatives, and addressing language barriers or cultural differences requires a proactive approach. First, I make sure to familiarize myself with the cultural norms and expectations of the organization and its employees. This helps me understand their perspectives and tailor my communication style accordingly.

To overcome language barriers, I collaborate with bilingual team members or use translation services when necessary. Additionally, I ensure that all written materials are available in the languages spoken by the employees involved in the change initiative. Visual aids, such as diagrams and flowcharts, can also be helpful in conveying complex ideas across different languages and cultures.

When facilitating meetings or workshops, I encourage open dialogue and create an inclusive environment where everyone feels comfortable sharing their thoughts and concerns. This allows me to address any misunderstandings promptly and ensures that all stakeholders feel heard and understood throughout the change process.”

30. In your opinion, what qualities make a successful change management consultant?

As a change management consultant, your job involves guiding organizations through significant transformations—a process that requires a unique blend of skills and attributes. Interviewers want to know that you possess the qualities necessary to be effective in this role, such as adaptability, strong communication skills, empathy, strategic thinking, and the ability to influence and motivate others. Your answer will demonstrate your understanding of the role and your ability to excel as a consultant.

Example: “A successful change management consultant possesses a combination of strong interpersonal skills and technical expertise. First and foremost, they must be excellent communicators who can effectively convey the rationale behind proposed changes to various stakeholders. This includes active listening, empathy, and the ability to tailor their message according to the audience’s needs.

Another essential quality is adaptability, as consultants often work in dynamic environments with shifting priorities. They should be able to adjust their approach based on new information or changing circumstances while maintaining focus on the overall objectives. Additionally, analytical thinking and problem-solving skills are vital for identifying potential obstacles and developing effective strategies to overcome them.

Furthermore, a successful change management consultant demonstrates strong leadership qualities, such as confidence, resilience, and the ability to inspire trust among team members. They should also possess a deep understanding of organizational culture and human behavior, which enables them to design interventions that resonate with employees and facilitate lasting change.”

30 Dental Manager Interview Questions and Answers

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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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The Ultimate Guide to Change Management Interview Questions & Expert Answers

How to conquer change management interviews.

Land that dream change management job with confidence!

This Ultimate Guide to Change Management Interview Questions & Expert Answers equips you with everything you need to excel in your organizational change management interviews. We explore the diverse range of change interview questions on change management you might encounter, from theoretical concepts to real-world scenarios.

Our expert answers provide insightful strategies and practical tips to showcase your change knowledge and problem-solving skills.  Get ready to impress your change management interviewer and kickstart your successful career in organizational change management!

Watch a summary below:

The Multifaceted Challenge of Change Management Interviews

Navigating a change management interview presents several challenges due to the multidimensional nature of the discipline. From defining change management to detailing various change models, the breadth of interview questions on change management can be daunting. Interviewees may encounter change management questions ranging from theoretical concepts to practical scenarios, testing their understanding and ability to apply knowledge.

Tailored Responses for Mastering the Change Management Interview

To prepare effectively, candidates must delve into the specifics of the company and its practices, familiarize themselves with popular change models, and rehearse responses to a diverse array of interview questions. Researching the company’s background demonstrates initiative and enables candidates to tailor their answers accordingly. Understanding change models showcases adaptability and expertise in navigating change processes. Models such as:

• Prosci ADKAR
• and Kotter 8-Step Model

In addition to technical proficiency, candidates must exude a positive attitude and confidence during the interview. Non-verbal cues, such as posture and demeanor, play a crucial role in shaping the interviewer’s perception. Preparation extends beyond knowledge acquisition to encompass presentation skills, ensuring a well-rounded candidacy.

Equipped for Success: Behavioral Questions and Change Management Essentials

Behavioral interview questions, focused on past experiences and problem-solving abilities, offer insight into a candidate’s practical skills and interpersonal dynamics. By rehearsing responses to such questions, candidates can articulate their strengths and achievements effectively.

Preparation is key to success in a change management interview. Candidates must equip themselves with a thorough understanding of change management principles, company-specific information, and adept communication skills to navigate the interview process successfully.

Change Management Interview Questions and Answers from Change Managers. Everything You Need

Throughout my tenure as a Change Management Lead (Consultant), I often have to interview with clients for change management opportunities. I have also interviewed and hired lots of change practitioners to work on projects that I am supporting.

When I was at Apple, I established the firm’s first-ever business-to-business change management practice to support Apple’s enterprise sales organization. At Intel, I established and grew the firm’s first ever supply chain change management team.

The change manager interview questions, change management stakeholder interview questions, and general questions on change management that are outlined below are all designed to help you prepare for a change management interview.

And if you are a hiring manager who is interviewing change candidates, these questions will empower you to ask the right questions and quickly identify the top candidates from the long list of candidates.

Ogbe Airiodion Sr. Change Management Lead End-to-End Change Management (Strategic & Tactical)

Who is this Organizational Change Questions and Answers Guide Designed for?

This step-by-step guide on the most popular list of change management interview questions (as well as answers) has been published for change practitioners that are interviewing for a change manager job. It is also designed for directors and hiring managers that are seeking to hire a change resource and would like to know the best change manager interview questions to ask.

In addition, project managers and program leads can also find value in these change interview questions and answers.

If you’re interviewing for a job in change management, then you’ll want to study the potential change management questions and answers that may be asked. That way, you’ll be ready for anything that’s thrown at you. And if you are looking to hire a change resource, then this guide provides you with the best change management questions to ask to help you find a suitable candidate.

Don’t Miss: Free Change Management Templates

Get your free templates that include a change management questions and answers PDF associated with this change management guide

Table of Content

Below are the sections covered in this end-to-end change manager interview questions guide. You can scroll down and read each section, or you can click any of the links below to be taken directly to the section that is of interest to you. 

• What’s In It For You? 
• Challenges Involved with Answering Questions about Change Mgt

List of Change Management Interview Questions and Answers

Here’s how you should prepare for a change management interview.

• Change Management Competency Questions
• Detailed Interview Questions and Answers – Change Management

General Organizational Change Management Interview Questions with Answers

• Behavioral Interview Questions Change Management Managers Ask
• Change Management Stakeholder Interview Questions

Contact us if you have any questions or feedback about this guide on organization change questions and answers. Also, let us know if you have additional change manager interview questions that you would like listed on this page to help other change management practitioners.

What’s In It For You? Interview Questions on Change Management

In this OCM Solution organizational change management article, we’re going to give you a complete list of the top organizational change management interview question with answers, including competency-based interview questions about change management.

We’ve taken them from a variety of areas of change management, including stakeholder management, impacts, adoption tracking, change readiness, coaching, training change management competency questions, and more.

Whether you’re asked to explain how teams manage change or given some change management scenarios to solve, these change management interview questions and answers should help you be well prepared for your next interview.  And if you are a hiring manager and planning to interview candidates, then these questions will also help you to be better prepared.

Challenges Involved with Answering Questions about Change Management

Change management is one of those disciplines that includes multiple facets, which can make preparing for change management questions in an interview more challenging.  During a change manager interview, you could be asked anything from “Describe change management” to “List three well-known change models.”

Delivering organizational change management programs involves everything from conducting change impact assessments, developing change plans, managing stakeholders, communications, resistance management, coaching, and more. This leaves a wide swath of potential change management interview questions that you could be asked.

You may also be given change management scenarios (use cases) and asked how you would handle them.

Change management scenarios are often tricky types of change management questions because they may not have a traditionally “right” or “wrong” answer. Still, it is often the type of behavioral interview questions change management hiring directors ask, and so you should be prepared.

Do you have any questions or feedback about leadership and change management questions and answers? We’d love to hear from you. Reach out here.

• Make a case for why change management is needed – what are the benefits of change mgt? ( Sample answers )
• What are key success factors for organizational change management? ( Sample answers )
• Name 3 things that attracted you to our company? ( Sample answers )
• How do you manage change interview questions ( Sample answers )
• What are the various types of change? ( Sample answers )
• What does a change manager do? ( Sample answers )
• What are the key change management steps that change practitioners should complete? ( Sample answers )
• What are some common change models that are used in change management? ( Sample answers )
• Explain how teams manage change ( Sample answers )
• How would you ensure that the key players from the project get timely information? ( Sample answers )
• How do you initiate a change management project when there is no senior management support? ( Sample answers )
• If you were added to the team, how would you align the executives in the first week? ( Sample answers )
• What are some of the KPIs you use with a change project? ( Sample answers )
• What type of information is included in a change project assessment? ( Sample answers )
• What’s the point of an impact assessment? ( Sample answers )
• What are some of the biggest challenges of a change project? ( Sample answers )
• When do you consider the change project completed? ( Sample answers )
• What are some of the common reasons that stakeholder employees and managers resist change? ( Sample answers )
• What’s the best way to approach a stakeholder or user training plan? ( Sample answers )
• What’s the purpose of a Change Champions Network? ( Sample answers )
• Are managers or employees the most important stakeholders when guiding change? ( Sample answers )
• Is it better to manage stakeholder resistance proactively or reactively? ( Sample answers )
• What techniques do you use to motivate stakeholders and manage multiple stakeholders to support a change? ( Sample answers )
• How can you tell if your communications about the change are effective? ( Sample answers )
• How can you identify potential resistance to change? ( Sample answers )
• What information do you track when you’re doing stakeholder analysis? ( Sample answers )

Typical behavioral interview questions are listed below

• Tell me about a time you were in a difficult situation and you found a solution. 
• Describe a situation where you’ve had a personality clash. How did you handle it? 
• What can we expect from you in your first month on the job?
• Describe your leadership style.
• Tell me about a time when a mistake helped you learn something that made you better at your job. 
• What did you like/dislike about your previous job?
• Describe how you’d deal with the conflict between two employees.
• What are your strengths and weaknesses? 
• Why should we hire you over other candidates?
• Tell me about the most difficult change you’ve had to make in your professional career.
• Describe a success with moving a particularly resistant person towards supporting a change. 

Other helpful topics, interview questions (change management), and answers can be found on the following pages:

• Organizational Change Management Tasks for Change Managers | (Step-by-Step)
• A Proven Change Approach to Managing Organizational Change
• Benefits of Organizational Change Management
• Change Management Success Factors
• Change Management Methodologies
• Change Management Processes
• Best Change Management Articles
• Change Management Strategic Playbook
• Change Curve
• Implementing an Organizational Wide Culture Change
• Change Management Steps & Tasks
• Top Change Management Approach
• OCM Phase 1 (Overview)
• OCM Phase 2 (Overview)  
• OCM Phase 3 (Overview)

Would you like to receive content related to managing change interview questions? Sign up for our monthly newsletter filled with OCM tips and knowledge .

Preparing for a change management interview will include becoming familiar with the company you’re interviewing with and knowing in full the answer to, “What does a change manager do?”

You’ve also got to be prepared in regards to the experience you’ll need and your understanding of how to react in different change management scenarios. Hiring managers often ask change management case study interview questions, as well as team management interview questions.

Here are some steps for preparing for a change management interview.

Research the Company Giving the Interview

Some telling questions that some interviewers ask are, “Have you looked over our website?” or “Are you familiar with what we do?” Answering “no” to either of those questions can ruin your chances of getting the job because they show a lack of initiative. Sometimes interviewers will ask you to name 3 things that attracted you to their company.

Take time to look over the website and become familiar with the company that you’re interviewing with. Learn a few facts that you might be able to use with change management scenarios, such as, “I saw your company recently won a sustainability award. I approach change projects from a sustainable perspective.”

Become Familiar with Popular Change Models

Some companies always use a specific change model for their projects; others just use best practices of change management. To ensure you’re prepared for either scenario and the potential stakeholder management interview questions that may come your way, study change management methodology and change models.

It’s a good idea to be able to identify the basics of some of these popular models to show you’re flexible and have a good grasp of change management:

• The Prosci ADKAR ® Model
• Kurt Lewin Change Model
• Kotter 8-Step Model
• Bridges Transition Model
• McKinsey 7S Model

Study Change Management Interview Questions with Answers

Part of your preparation is studying the different types of potential change management questions and answers that could be part of your interview. Being prepared will go a long way towards reducing your anxiety before the interview and helping you make a great impression.

In this article, we’ve included some of the following types of interview questions about change management with answers:

• Change management competency questions with answers
• Common organizational change management interview questions and answers
• Stakeholder management interview questions and answers
• Behavioral interview questions change management interviewers ask

Go in with a Positive Attitude

Being able to effectively answer the questions about change is great. However, your demeanor in the interview – how nervous you look, whether you slouch or sit up straight, how confident you are – are all just as important because they tell an interviewer a lot more about you beyond a change management questionnaire.

If you’re doing an interview over video, then take some time to prepare things like the lighting and background so you present a positive image. You’ll also want to be in a quiet place with no distracting background noise that could make it hard for the interviewer to hear you clearly.

You can get yourself prepared mentally by listening to empowering music or re-reading compliments you’ve received from others on your work before going in for your interview.

Being prepared for questions about change management helps make you a good candidate, but having confidence and a positive attitude can make all the difference to making you a great candidate, and helping you stand out from other candidates.

Business Change Management Competency Questions

We’re going to begin by going over three key change management competency questions that cover the often asked “how do you manage change interview questions”.

If you are a change director or hiring manager, change competency questions are important change management questions to ask. The change manager or practitioner’s responses to your “how do you manage change” interview question will show you how well the candidate being interviewed understands the main concepts of change management.

For change manager interviewees, we’ll explain each competency question in detail below so you’ll have a good body of knowledge to reference should you be asked any “how do you manage change” interview questions. These questions are:

• What are the types of change?
• What does a change manager do?
• What are the change management steps?

After we go through the detailed answers to the change management competency questions, we’ll get into the change management interview questions with answers, stakeholder management interview questions, and more.

Do you have any additional “how do you manage change” interview questions or answers that you would like us to include in this article, that can help other change management candidates? If so, contact us . 

What Are the Types of Change? Competency- Based Leading Change Interview Questions and Answers

There are a few different types of changes that organizations can go through. There is no hard or fast rule for answering “types of change” questions which means this can be answered differently by different people.

However, when you describe change management and explain how teams manage change, it makes sense to differentiate a transformational change from a personnel change from an unexpected change. The type of change that’s happening may slightly alter how the change management steps are laid out. For example, an unexpected change is reactive, whereby a change designed to make a company better is proactive.

Here are 5 common types of change that organizations go through that can help you when responding to questions on change management types.

1. Transformational Change

Companies often look for ways to improve themselves and keep a competitive edge. A transformational change is designed to make a company better and more efficient in some way. An example would be if a company was adopting a new ERP system to streamline its business workflow.

Transformational change is typically planned well in advance and has undergone risk/benefit analysis in advance of the change project being approved.

2. Organization-Wide Incremental Change

An organization-wide change can also be one of the other types of change (i.e., unexpected or transformational). This type of change is when the change management steps are done incrementally because of the large scope of the project. For example, the change project may be spread out over the years to reduce disruption during a large organizational change.

3. Personnel or Culture Change

When the main change has to do with a staff or team, it’s known as a personnel change. This can be due to a merger or acquisition that is causing layoffs due to combining job duties. It can also be a change related to expansion and opening new divisions that need staffing.

Changes having to deal with personnel will require more attention to the stakeholder management areas of change management than usual in most cases.

4. Unplanned Change

An excellent example of an unplanned change that many companies around the world went through at the beginning of 2020 was the need to adapt to the stay-at-home orders due to the coronavirus pandemic.

This is a change that a company didn’t plan for and, in many cases, didn’t anticipate. It’s a time when the change team will be playing catch up to help everyone adjust to the new working environment.

5. Remedial Change

A remedial change is a change designed to fix a problem or address poor company performance. For example, if a company has a major data breach, a remedial change may be needed to improve its data security practices. A remedial change is usually planned, similar to a transformational change.

Keeping all these examples in mind will help you answer the “What are the various types of change?” interview questions on change management.

Do you have any additional leading change interview questions and answers that you would like to see listed in this guide to help other change practitioners? If so, reach out to us . 

What Does a Change Manager Do? Competency- Based Leading Change Interview Questions and Answers

If you are an Interviewer, one of the most popular organizational change management interview questions to ask is, “What does a change manager do?”

This can be answered either in a short overview way in which the interviewing change manager or change resource describes change management in general. It can also be answered in more detail, listing some of the specific duties of a change manager.

If you are an Interviewee, the best way to prepare to answer, “What does a change manager do?” is to refer to the job description and see how they’re describing the position, then put it into your own words and add your own thoughts.

If you get change management questions related to what a change manager does, here is a short answer and an answer that is a little more detailed.

Short Overview Answer: What Does a Change Manager Do?

A change manager is in charge of leading organizational change, a big part of which includes using change management best practices to guide users through the change successfully to achieve the desired results.

Change Management Questionnaire

Longer, More Detailed Answer: What Does a Change Manager Do?

A change manager is in charge of leading organizational change. This encompasses things like creating a project roadmap , working with others to implement the change, and ensuring the change is reinforced and sustained.

This includes a variety of steps, such as using a change model or methodology as a framework to structure the change project, like the Prosci ADKAR or Lewin models. One of the biggest parts of managing change is managing the users going through the transition, addressing resistance to change , and overcoming any barriers.

Change managers work with a wide array of people at all organizational levels while implementing the change project, which includes coaching leaders on how to support the change and recruiting a Change Champions Network of employees in the organization to help drive the change.

Keeping track of change project metrics to keep the project on track and problem solving are both important parts of what a change manager does.

Would you like to receive content centered around answers to change management questions? If so, sign up for our monthly newsletter filled with OCM tips and knowledge .

What Change Management Steps Do Change Practitioners Need to Complete?

The change management steps taken to move a project from start to finish can be dictated by a particular change model that is being used.

The Prosci ADKAR model, which is one of the most popular, has 3 phases of change management. Those phases help describe change management in a systematic way and act as a framework for the steps to take.

This provides a great example to use if asked on a change management questionnaire or in an interview about the steps a change manager should take. It also provides helpful change management questions to ask, if you are interviewing a change management candidate.

Phase 1: Preparing for change

• Project assessment
• Stakeholder assessment
• Readiness assessment
• Impact assessment
• Structure the change management team
• Change project plan

Phase 2: Managing change

• Leadership coaching
• Communications plan
• Training plan
• Resistance management
• Celebrate milestones

Phase 3: Reinforcing change

• Measuring changes in behavior
• Corrective action plans
• Reinforcement mechanisms
• Individual and group recognition
• After-action review

Contact us if you have any questions or feedback about this guide on managing change interview questions. In addition, let us know if you have questions about change management in general.

Detailed Change Management Interview Questions and Answers

Now we’ll get into some of the most leading change management questions and answers that you’ll get during an interview for a change management position.

These won’t include stakeholder management interview questions, as we’ll go through those in the next section. If you are interested in how do you manage multiple stakeholders’ interview questions, you can click here to be taken directly to the change management stakeholder interview questions section.

Some of these organizational change management interview questions and answers come from interviewee input on Glassdoor. We’ve included these because they’re based on real change management questions asked by employers.

Note: We’re providing suggested answers to these questions on change management; however, these answers are designed to be a guide. You should put each answer into your own words based upon your change management knowledge and experience.

Question:  What are some common change models that are used in change management?

Sample Answer:

One of the most popular change models is the Prosci ADKAR model , which describes 5 stages that stakeholders impacted by a change must be guided through for the change to become successful. (Awareness, Desire, Knowledge, Ability, Reinforcement)

The Lewin model looks at change as three states, unfreeze (unfreeze old behaviors), change, and freeze (reinforce new behaviors).

There is also the Kotter model , which emphasizes maintaining urgency and momentum throughout a change and the Bridges model, which is about the emotions users feel as they’re going through a change.

Question: Explain how teams manage change.

Change is managed through a series of steps, which includes doing assessments of change readiness and the impact a change will have on the stakeholders. During the planning stages, the various tasks are divided between the members of the change team.

The team also relies on leaders that they coach to help support the change in their divisions or departments and a Change Champions Network of employees that help support the change throughout the organization.

Change begins with individual behavior being changed, so guiding individuals and managing resistance is a big part of how teams manage change.

Question:  How would you ensure that the key players from the project get timely information?

I would communicate to all parties with a summary of the pertinent information, either using email or a team communication platform (like Teams or Slack), creating a project-specific channel to keep all parties updated.

Using a communications plan helps ensure communications are put out regularly.

Question: How do you initiate a change management project when there is no senior management support?

If there is no senior management support, then a change project will most likely fail because the change will not be sustained by those leading the organization.

The best way to overcome this resistance is by doing a project assessment to provide details on why the change is needed, how it will benefit the organization, and how it will benefit each senior manager individually.

Winning over their support is critical to the success of the change project.

Question:  If you were added to the team, how would you align the executives in the first week?

I would provide an introduction, review the parameters of the change project plan with executives, and focus on how my role will help the organization and each person working there.

Question: What are some of the KPIs you use with a change project?

Some of the change management KPIs and metrics used with a change project include:

• Percentage of stakeholder awareness of the change
• Level of support for the change
• Knowledge and skill levels as employees go through training
• Impact of training on user proficiency
• Percentage of users using the new processes after “go live”
• Adherence to timeline and budget

Question:  What type of information is included in a change project assessment?

Sample Answer: 

Some of the things that are included in a change project assessment are:

• The scope and scale of the project
• The problem the project is solving
• The benefits and advantages the project will bring
• The budget of the project
• The project timeline
• Resources needed for the project

Question:  What’s the point of an impact assessment?

An impact assessment allows a change manager to gauge which stakeholders are being impacted by the change and the level of the impact. The stakeholders being impacted the most will need more attention and guidance through the change than those being impacted minimally.

The impact assessment helps guide where to focus resources during the change project implementation.

Question:  What are some of the biggest challenges of a change project?

The change project can be challenged by stakeholder resistance to change, by setbacks based upon software or training, or budget problems.

The best way to handle setbacks is to be prepared and proactive about which problems may occur so you can meet them head-on and already have a plan to resolve them.

Question: When do you consider the change project completed?

It’s important to make sure a change is reinforced. An organizational change is never completed on the “go-live” date. After the change has officially been made / deployed, there should be a support and check-in process in place to support users, make sure they’re not having any problems, and ensure people aren’t falling back into the old ways of doing things.

After additional support has been implemented to reinforce the change and a post-project assessment has been completed to gauge the success of the project, then the change project can be closed out. Read more here: Change Reinforcement | Phase 3 | Everything You Need to Know .

Next, in the section below, we’ll cover key stakeholder management interview questions and answers.

Contact us if you have any questions or feedback about this guide on leading change interview questions and answers.

Stakeholder Management Interview Questions and Answers

Change management stakeholder interview questions will be about the “people” side of change in particular. They’ll be related to how you manage stakeholders and guide them through the change.

Some of these can be similar to behavioral interview questions change management interviewers ask, because they’re often connected to your leadership or management engagement style and how you handle interpersonal relationships.

For a detailed overview and understanding of answers to “how do you manage multiple stakeholders interview questions,” stakeholder management examples for your interview, and competency-based interview questions and answers on stakeholder management, click here: Best Stakeholder Engagement Guide for Change Managers. 

The following are some common stakeholder management interview questions and examples.

Question:  What are some of the common reasons that stakeholder employees and managers resist change?

Change resistance can come from a number of places, but it’s typically an emotional response to change. It can be caused by things such as:

• Fear someone won’t be able to handle the new process
• Anger that their job duties are being changed
• Past negative experiences with a change
• Confusion about why something has to change

Getting to the heart of the feelings behind the resistance is key to addressing the issue and moving someone past it to a supporting state.

Question:  What’s the best way to approach a stakeholder or user training plan?

The best way to ensure a training plan is accomplishing its objective is to continually test users after each training session to gauge their proficiency. The goal is to see improvement in knowledge and proficiency after each session. If people aren’t progressing, it lets you know that you need to adjust the training plan.

Question :  What’s the purpose of a Change Champions Network?

The Change Champions Network helps the change manager understand any resistance that users may be feeling, but not sharing with the change management team. The change champions also help support the change by answering questions from their co-workers and providing assistance where they can.

Change has been shown to fail if it was only driven from the top executives down. To give a change project its best chance at success, you need to have those at all levels in an organization promoting the change. This is where the change champions help greatly.

One of the biggest assets of the Change Champions Network is that it helps infuse an organization with excitement about a change.

Question:  Are managers or employees the most important stakeholders when guiding change?

All stakeholders are important when it comes to a change project; however, managers and other supervisors can often influence the attitudes of their direct reports when it comes to a change.

That’s why it’s important to ensure leaders fully understand the benefits of the change project, “what’s in it for them,” as well as how to support the change among the teams they direct.

Question:  Is it better to manage stakeholder resistance proactively or reactively?

Both proactive and reactive resistance management is important in change management. You want to be proactive to anticipate things that may cause resistance, such as asking stakeholders about their past experience with change and whether it was positive or negative.

However, it’s inevitable that unexpected resistance will arise during a project since resistance is a natural reaction to change. So, you need to also be prepared to reactively manage resistance.

Question:  Explain how teams manage change by guiding stakeholders through the change.

There are a number of phases that stakeholders have to be guided through for a change project to be successful. The ADKAR model gives the best description of this, which is that users need to:

• Be aware of the change
• Have a desire to support the change
• Have knowledge of how to change
• Develop the ability and skillset for the change
• Have the change reinforced, so it becomes the new way of doing things

Question:  What techniques do you use to motivate stakeholders and manage multiple stakeholders to support a change?

It’s important to have a strong vision statement that explains the change project in one or two sentences. This clarifies what the change is about and helps dispel ambiguity about the change.

One of the biggest motivators is also the WIIFM (what’s in it for me) factor. You need to explain to stakeholders not only how the change is going to benefit the organization as a whole, but also how it’s going to make their job easier or their working life better.

Question:  How can you tell if your communications about the change are effective?

User engagement is an important gauge of how well your communications are hitting the mark. If you don’t receive much-requested feedback or participation in webinars or presentations is low, that’s an indicator you’re not properly communicating the benefits of the change and how each person plays a part in a successful change.

Its helpful to set up a metric or two by which you’ll gauge communications success, such as how many stakeholders took the desired action the communication directed, whether emails are being opened, or percentage of increase in awareness of the change.

Question:   How can you identify potential resistance to change?

Not everyone is vocal about their resistance to change, so you have to look for certain signals that may indicate they’re resistant.

These include things like:

• Not showing up to training
• Not participating in feedback requests
• Lack of excitement when in meetings about the change
• No interest in reading information about the change

Question: What information do you track when you’re doing stakeholder analysis?

When doing stakeholder analysis , some of the information you track includes:

• Basics of their name, email, job title, supervisor, department
• How much impact they can have on the project (e.g., if they can slow it down)
• Whether they’re a manager, change champion, or another type of stakeholder
• Their state of acceptance or resistance to the change (which is tracked throughout the project)
• Whether or not they’ve had past experience with change and if it was good or bad
• Their training knowledge and proficiency during the project

For a detailed overview and understanding of answers to the “how do you manage multiple stakeholders” interview question click here: Best Stakeholder Engagement Guide for Change Managers.

Behavioral Interview Questions Change Management Hiring Directors Ask

Now, we’ll go over some of the behavioral “managing change” interview questions that hiring directors and managers often ask.

These don’t have specific set answers, because they’ll be personal to your experience or what you’d do in a particular situation.

Behavioral Change Management Interview Questions

These often include change management scenarios, where you’re asked to fill in the blanks on how you would handle things. Knowing these behavioral change management interview questions can help you be prepared if asked any of these.

Typical Behavioral Managing Change Interview Questions:

• Tell me about a time you were in a difficult situation and you found a solution.
• Describe a situation where you’ve had a personality clash. How did you handle it?
• Tell me about a time when a mistake helped you learn something that made you better at your job.
• What are your strengths and weaknesses?
• Describe a success with moving a particularly resistant person towards supporting a change.

Conclusion: Top Change Management Interview Questions and Answers

When interviewing for a position in change management, there is a wide array of potential change management questions and answers you could run across.

You’ll most likely get the standard behavioral interview questions change management HR people ask as well as change-specific questions, like “What does a change manager do?” or “Explain how teams manage change.”

Practicing answers to questions about change management scenarios can be helpful, so you won’t be caught blank when asked out of the blue how you’d handle a hypothetical situation.

Preparing ahead of time is important, so you’ll be ready for any type of change management questionnaire or live managing change interview questions you may encounter during an interview.

We hope that these change management interview questions and answers help you knock your interview out of the park! Don’t forget to let us know if you have additional managing change interview questions and answers that can be included in this comprehensive guide.

OCM Solution is a community of, by, and for change management and project management professionals. We’re here to help you succeed!

What are change management interview questions and answers?

Change management interview questions include questions like: Tell me about a time you were in a difficult change management situation and you found a solution, describe a situation where you’ve had a personality clash during a change management program, and how did you handle it? What can we expect from you in your first month on the job as a change management practitioner? What are your change management strengths and weaknesses? ..... read more

What are examples of stakeholder management interview questions?

Stakeholder management interview questions include questions like: Is it better to manage stakeholder resistance proactively or reactively? What techniques do you use to motivate stakeholders and manage multiple stakeholders to support a change? Read more ....

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