The Two Types of Case Openings

Watch enough candidates open a case, and you’ll see two distinct approaches. The first, and by far the most common, is the “laundry list.” After the prompt, the candidate recites a generic framework. “To analyze this profitability problem, I’d like to look at revenues and costs. On the revenue side, we can look at price and volume. On the cost side, we have fixed and variable costs…” It’s not wrong, but it’s weak. It demonstrates memory, not insight.

The second type of candidate—the one who gets the offer—does something radically different. After a moment of silence, they state a clear, testable hypothesis. “My initial hypothesis is that the profit decline is primarily driven by a significant increase in variable costs, likely tied to a specific raw material, as the prompt mentioned recent supply chain volatility. To test this, I’d like to start by analyzing the trend of cost-of-goods-sold as a percentage of revenue over the last three years.”

See the difference? The first is a student. The second is a consultant.

Why a Hypothesis is Non-Negotiable

Starting with a hypothesis isn't about being a cowboy or making a wild guess. It’s the bedrock of efficient, structured problem-solving. Here’s why it’s critical:

• It Demonstrates Business Acumen: Forming a smart, initial hypothesis shows the interviewer you can synthesize information, identify likely drivers, and apply business judgment from the outset. You’re not just a framework robot.
• It Creates Structure: Your hypothesis dictates your framework, not the other way around. Your framework becomes a tool to systematically prove or disprove your initial assertion. This is inherently more structured than a generic checklist.
• It Drives the Case Forward: A hypothesis gives you a destination. Every question you ask, every piece of data you request, is in service of testing that hypothesis. You are in the driver's seat, pulling information from the interviewer, not waiting for them to push it to you.

How to Formulate and Deploy Your Hypothesis in 60 Seconds

This isn’t magic. It’s a process. When the interviewer finishes the prompt, don’t start talking immediately.

1. The Structured Pause (30 seconds): Take a moment. Re-read the prompt. What are the key facts? What industry is it? Are there any specific buzzwords (e.g., “private equity,” “fierce competition,” “new regulation”)? These are your clues.
2. Generate the 80/20 Hypothesis (15 seconds): Based on the clues, what is the most likely cause of the issue? In a profitability case for a manufacturing client mentioning supply chain issues, cost is the 80/20 driver. In a market entry case for a saturated consumer goods market, the challenge will likely be distribution or differentiation, not the product itself. Form a simple sentence: "My initial hypothesis is that X is causing Y because of Z."
3. State and Align (15 seconds): Articulate your hypothesis clearly. Then, lay out the immediate analysis you need to do to test its most critical assumption. "To begin testing this, I'd like to understand..." This signals to the interviewer that you are methodical.

“But What If I’m Wrong?”

This is the single biggest fear candidates have, and it’s completely misplaced. A consultant's job is not to be right the first time. It is to find the right answer efficiently. Disproving a hypothesis is not failure; it is progress.

Being wrong is a powerful move if you handle it correctly. Here's the script:

“That’s interesting. The data shows that costs have actually decreased, which invalidates my initial hypothesis. This is valuable information because it tells us the problem must lie on the revenue side. Therefore, I’d like to pivot and investigate a potential drop in sales volume. My new hypothesis is that we are losing market share to a new competitor.”

Executing this pivot calmly and logically is one of the strongest signals you can send. It shows you are data-driven, flexible, and resilient—the core attributes of a top-tier consultant.

The Bottom Line

Stop opening cases by listing possibilities. Start by identifying the most probable answer and building a plan to test it. The goal of the first five minutes is not to explore the entire universe of potential issues. It is to earn the right to solve the case by demonstrating that you think like a consultant. Start with the answer.