When interviewing for my first job in consulting, I spent a lot of my time practicing applying business frameworks to hypothetical case interview questions. I read Case in Point and Case Interview Secrets and spent a long time trying to find every last business framework via google.

I learned all the most popular ones: 5 C’s (company, customers, competitors, collaborators, climate), the 4 P’s (product, price, place, promotion), and basic profitability. I stumbled upon more abstract case frameworks and memorized how to respond when faced with a new market entry, acquisition, or cost-cutting case.

I was memorizing a lot, because I thought that’s what I had to do to be successful in the interview. I thought to myself, “These case interviews are interesting, but I wonder what I’ll use on the job day-to-day.”

Now, I know I got two things wrong:

  1. First, I was too dependent on the frameworks themselves. Case interviews are designed to test analytical and conceptual thinking. They are structured to showcase your communication skills, not your memorization skills. Though I’m not convinced that the case interview is the best method, I do know that simply regurgitating frameworks is not enough to get a job in consulting.
  2. Second, I wasn’t thinking long-term. Though the interview process is contrived, the case interview is meant to showcase what an actual consulting project is like. Consultants do use frameworks to guide their thinking, though not the laundry list you’ll see in case interview prep books.

Consultants Have A Shared Language

When I started working in consulting full-time, I realized that consultants aren’t successful just because they are smart. They have a shared language and understanding of processes. These two things transform a team of consultants from a mere group of smart individuals into a cohesive problem-solving machine.

Some of these frameworks are universal across industries and client contexts (e.g., MECE) while others are more specific to certain types of projects (e.g., Ansoff’s matrix for growth strategy). Some are so embedded into the way of thinking, that consultants don’t even think of them as frameworks or talk about them explicitly – they are just second nature.

I’ve outlined five of my favorite consulting frameworks that I believe will serve you well, no matter what job you have. I’ll break down what they are, why they matter, and how you might use them in the future.

Here’s the thing: you don’t need to be at a top consulting firm to benefit from these frameworks. And you certainly don’t need to shoe-horn them in when they don’t serve your work. But I find myself referencing them when I get started with a project or want to pressure test my thinking.

Framework #1: The MECE Principle Helped You Be A Clear Thinker

Of course, I am starting with MECE (Mutually Exclusive, Collectively Exhaustive). MECE is every consultant’s favorite framework or principle. It underpins all great communication and problem-solving. I’ll provide a short overview here, but I’ve also done deep dives MECE here and here:

  • Mutually Exclusive: No overlap between categories
  • Collectively Exhaustive: All possibilities are covered

It sounds simple (and might feel simple if you’re familiar with it), but can be difficult to master. MECE thinking separates good problem-solvers from great ones.

I once worked on a cost-cutting project where the client had divided their expenses into dozens of overlapping categories. It was a mess and completely unactionable. Applying MECE thinking, we reorganized the expenses into clear, non-overlapping categories that laddered up to three buckets: “direct costs,” “indirect costs,” and “overhead.” This simple restructuring made it much easier to identify and prioritize cost-saving opportunities, empowering the client to take action.

To apply MECE thinking:

  1. When breaking down a problem, constantly ask yourself: “Are these categories mutually exclusive? Do they collectively cover all possibilities?”
  2. If you find overlap, redefine your categories.
  3. If you find gaps, add new categories or expand existing ones.
  4. When in doubt, ask a co-worker if they can think of categories you haven’t covered or if they see any overlap. A fresh perspective usually helps.

And remember, you can (and should!) use MECE not just for problem-solving, but also for structuring your communication. MECE presentations are always more clear and more persuasive.

Framework #2: The McKinsey 7-S Framework Aligns Your Organization for Success

Imagine you’re trying to improve your company’s or team’s performance, but you’re not sure where to start. The McKinsey 7-S Framework can help. It’s like a Swiss Army knife for organizational analysis.

The 7 S’s are:

  1. Strategy
  2. Structure
  3. Systems
  4. Shared Values
  5. Style
  6. Staff
  7. Skills

Now I know that you might be thinking, “That’s just a list of business jargon.” But here’s the magic: these elements are all interconnected. Change one, and you affect them all.

For example, let’s say you decide to shift your strategy from being a cost leader to a premium brand. That’s going to impact your structure (maybe you need a new marketing department), your systems (you’ll need better quality control), your shared values (focus on quality over efficiency), and so on.

The real power of the 7-S framework is in asking the right questions:

  • How does our current strategy align with our structure?
  • Do our systems support or hinder our strategic goals?
  • Are our shared values reflected in our day-to-day operations?

I once worked with a tech company that was struggling with high turnover. They thought the problem was just about salary (which would fall under “Systems”). But when we questioned each bucket in the 7-S framework, we discovered that their “Shared Values” didn’t align with their “Strategy.” They were trying to be an innovative disruptor, but their culture was risk-averse and hierarchical. Realigning these elements (among other initiatives) helped reduce turnover and fostered innovation.

Remember, the goal isn’t to have all 7 S’s perfectly aligned at all times (that’s practically impossible in a dynamic business environment). The goal is to understand how changes in one area will impact the others, allowing you to make more holistic, effective decisions.

Framework #3 Porter’s Five Forces Decoded Industry Dynamics

If the 7-S framework is about looking inward, Porter’s Five Forces is about looking outward. It’s your lens for understanding the competitive landscape of any industry.

The five forces are:

  1. The threat of new entrants
  2. Bargaining power of suppliers
  3. Bargaining power of buyers
  4. Threat of substitute products or services
  5. Rivalry among existing competitors

Competition isn’t just about who has the best product at the best price or who is available in what distribution channels. It’s easy to fixate on one specific element of a competitor (like price or distribution) and lose the forest for the trees. Using Porter’s Five Forces really forces (no pun intended) you to take a step back, which is often exactly what we need when we’re facing competition.

Here’s a real-world example. Imagine a player in the soft drink industry. It’d be natural to fixate on their direct competitors (rivalry among existing competitors). On one hand, this makes sense: soft drink companies have had the same few competitors for years.

But the bigger threat might actually be from outside the traditional industry: the rising popularity of healthier beverages (threat of substitute products).

If I were working with the CEO of our hypothetical soft drinks player, I’d suggest they use Porter’s 5 Forces like this:

  1. Start by clearly defining the industry. Is it “beverages” generally, “all carbonated soft drinks” specifically, or “carbonated sugar drinks”?
  2. For each force, list out specific factors. For example, under “Threat of new entrants,” they might consider factors like economies of scale, brand loyalty, or government regulations.
  3. Rate each force as high, medium, or low in terms of its impact on industry profitability.
  4. Identify the most significant forces and brainstorm strategies to address them.

The beauty of Porter’s Five Forces is that it’s not just a snapshot – it’s a tool for anticipating future changes in your industry. By regularly revisiting this analysis, you can stay ahead of industry shifts and make proactive strategic decisions.

This framework forces you to think beyond the obvious. It’s not just about your direct competitors, but about the entire ecosystem your business operates in.

Framework #4: The BCG Growth/Share Matrix Helps You Balance Your Product Portfolio

If you’ve ever felt overwhelmed trying to manage multiple products or consider multiple business units, the BCG Matrix will help you. Developed by the Boston Consulting Group, this framework helps you visualize and balance your product portfolio.

The matrix categorizes products into four quadrants:

  1. Stars: High growth, high market share
  2. Cash Cows: Low growth, high market share
  3. Question Marks: High growth, low market share
  4. Dogs: Low growth, low market share

It’s easy to bring this to life imagining a consumer goods company. Conglomerates like Unilever and Procter & Gamble often play in dozens of categories and have multiple brands within each category they compete in. Each brand and category is often managed as an independent business with its own P&L. An individual brand might be profitable while the category it’s a part of or even the company as a whole is struggling with profitability.

In a situation like this, it can be difficult to know what to prioritize. Applying the brands to a matrix like this might reveal that certain cash cows (stable & profitable) are being neglected in favor of question marks (unproven products in growing markets).

To use the BCG Matrix effectively:

  1. Plot your products or business units on the matrix based on their market growth rate and relative market share.
  2. Analyze the balance of your portfolio. Do you have enough cash cows to fund the development of potential stars?
  3. Develop strategies for each category. For example, you might decide to invest heavily in stars, milk your cash cows for profit, selectively invest in question marks with high potential, and divest from dogs.
  4. Regularly update your matrix as market conditions change.

Remember, the goal isn’t to eliminate all dogs or question marks. It’s about finding the right balance for sustainable growth and profitability.

Framework #5: The Ansoff Matrix Helps You Chart Your Growth Strategy

If the BCG Matrix is about managing your current portfolio, the Ansoff Matrix is about plotting your future growth. It’s the GPS for your company’s expansion strategy.

The matrix presents four growth strategies:

  1. Market Penetration: Existing products, existing markets
  2. Product Development: New products, existing markets
  3. Market Development: Existing products, new markets
  4. Diversification: New products, new markets

Each strategy comes with its own level of risk and potential reward. Market penetration is typically the safest bet, while diversification is often the riskiest (but potentially most rewarding).

I had a friend who worked at a successful regional grocery chain that was hitting a growth plateau. They were fixated on market penetration, trying to squeeze more sales out of their existing stores. By expanding their thinking (and likely using a matrix like this one), they realized there were greater opportunities in market development (expanding to neighboring states) and product development (launching a line of premium, organic products).

To leverage the Ansoff Matrix:

  1. Start by clearly defining your current products and markets.
  2. Evaluate each growth strategy in terms of potential returns and risks.
  3. Consider your company’s resources and capabilities. Do you have what it takes to enter new markets or develop new products?
  4. Choose a primary growth strategy, but don’t ignore the others. The most successful companies often pursue multiple strategies simultaneously.

The power of the Ansoff Matrix lies in its simplicity. It forces you to think systematically about growth opportunities and the risks associated with each path.

Putting It All Together

These five frameworks – the McKinsey 7-S, Porter’s Five Forces, the BCG Matrix, the Ansoff Matrix, and the MECE principle – are more than just business school theory. They’re practical tools that can transform the way you approach business challenges.

But here’s the thing: these frameworks aren’t panaceas. They’re tools, and like any tool, their effectiveness depends on how skillfully you use them. The real power comes from knowing when and how to apply each framework, and often, how to combine them for deeper insights.

For example, you might use Porter’s Five Forces to understand your industry dynamics, then use that insight to inform your growth strategy using the Ansoff Matrix. Or you might use the BCG Matrix to analyze your product portfolio, then use the 7-S framework to ensure your organization is aligned to support your highest-potential products.

The key is practice. Start applying these frameworks to your own business challenges. Use them in your team meetings. Teach them to your colleagues. The more you use them, the more natural they’ll become, and the sharper your strategic thinking will get.

Remember, at the end of the day, success with these tools lies in asking the right questions, breaking down complex problems into manageable pieces, and seeing the forest through the trees.

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