These 15 McKinsey interview questions make up over 95% of the questions you could possibly get asked in your McKinsey first round interviews or McKinsey final round interviews.

 

I’m a former MBB interviewer and in this article, I’ll walk you through the 15 most commonly asked McKinsey interview questions and teach you how to answer each of them step-by-step.

 

Before we get started, if you’re feeling uncomfortable with McKinsey case interviews, I highly recommend going through our step-by-step case interview course. These insider strategies have helped thousands of students get 3x better at case interviews in as little as a week.

 

McKinsey Interview Question #1: Tell Me About Yourself

 

This McKinsey interview question might be asked at the beginning of the interview, making it important to answer it well and create a strong first impression.

 

McKinsey interviewers ask this question to gain insight into two key areas:

 

• Your professional background and achievements: Interviewers may not have had time to review your resume, so they use this opportunity to get a high-level overview of your experience

 

• Your fit for consulting: Interviewers want to understand how your past accomplishments and the skills you've developed make you a strong candidate for consulting

 

To craft an outstanding answer, follow this approach:

 

• Start with a strong opening statement that highlights your areas of expertise and years of experience

 

• Showcase your most relevant and impressive accomplishments, beginning with the most recent

 

• Connect your experiences to your interest in consulting and the firm, demonstrating why you’d be a great fit

 

Example:

 

I am a marketing and strategy professional with over five years of experience in media and e-commerce.

 

Most recently, I worked at Activision Blizzard, where I led social media marketing efforts. I spearheaded campaigns that generated over $1 million in sales and developed a marketing strategy that reduced customer acquisition costs by 15%.

 

Before that, I spent three years at LinkedIn on the ads team, where I conducted customer surveys and focus groups to identify key pain points for ad buyers. This research led to the launch of over 50 targeted email campaigns, increasing conversion rates by 25%.

 

With my background in data-driven marketing and strategic planning, I believe I would be a strong fit for McKinsey’s Marketing and Sales practice.

 

McKinsey Interview Question #2: Personal Experience Interview, Personal Impact

 

All McKinsey interviews include a Personal Experience Interview (PEI). This McKinsey interview question is a critical part of the McKinsey interview process. It is designed to assess how candidates demonstrate key leadership and interpersonal skills in real-world situations.

 

One of the most important dimensions of the PEI is personal impact, which evaluates your ability to influence others, drive change, and navigate challenges effectively.

 

McKinsey values consultants who can persuade stakeholders, align teams, and drive meaningful change. Interviewers will ask for examples where you influenced a decision, changed someone’s mind, or navigated conflicting opinions to achieve a positive outcome.

 

To succeed in this part of the interview, you should:

 

• Showcase your ability to influence others: Demonstrate how you convinced a colleague, client, or senior leader to adopt a new idea or course of action

 

• Highlight a challenging situation: Select a moment where you had to overcome resistance, skepticism, or conflicting interests

 

• Use a structured approach: You may want to follow the STAR method (Situation, Task, Action, Result) to clearly outline the scenario, your role, what you did, and the final impact

 

Here are some common personal impact PEI questions you may encounter in your McKinsey interview:

 

• Tell me about a time when you had to convince someone to change their mind

 

• Describe a situation where you influenced a senior leader or key stakeholder

 

• Give an example of a time when you had to build consensus among a group with differing opinions

 

• Tell me about a time when you overcame resistance to implement an idea

 

• Describe a situation where you successfully persuaded a team to take a new approach

 

• Have you ever helped someone see a situation from a different perspective? What did you do?

 

• Tell me about a time when you had to gain buy-in from a difficult stakeholder

 

• Give an example of when you had to navigate a politically sensitive situation at work

 

• Describe a time when you had to change someone’s perspective without having direct authority over them

 

• Tell me about a time when you convinced a skeptical client or customer to trust your recommendations

 

McKinsey Interview Question #3: Personal Experience Interview, Entrepreneurial Drive

 

Another key dimension of McKinsey’s Personal Experience Interview is entrepreneurial drive. Interviewers seek candidates who are proactive, resilient, and results-oriented in asking this McKinsey interview question.

 

They want people who take initiative, push through challenges, and create impact even in uncertain or high-pressure situations.

 

Entrepreneurial drive is not just about starting a business. It’s about demonstrating perseverance, resourcefulness, and the ability to achieve ambitious goals despite obstacles.

 

In this part of the interview, McKinsey wants to see that you:

 

• Set and pursue ambitious goals: Show that you are driven to achieve meaningful results, even in challenging situations

 

• Overcome obstacles: Highlight moments where you faced setbacks, failure, or resistance and found ways to push forward

 

• Take initiative and ownership: Demonstrate how you identified opportunities, took action, and made things happen

 

Here are some common entrepreneurial drive PEI questions you might encounter:

 

• Tell me about a time when you set an ambitious goal and achieved it

 

• Describe a situation where you took initiative to drive change

 

• Give an example of a time when you faced a major challenge and overcame it

 

• Tell me about a time when you had to push forward despite resistance or failure

 

• Describe a time when you had to work outside your comfort zone to accomplish something important

 

• Have you ever pursued an opportunity that others thought was too risky or unlikely to succeed?

 

• Tell me about a time when you had to be resourceful to solve a problem

 

• Describe a situation where you kept going despite repeated setbacks

 

• Give an example of when you had to create something from scratch or build something with limited resources

 

• Tell me about a time when you had to self-motivate and persevere to complete a difficult task

 

McKinsey Interview Question #4: Personal Experience Interview, Inclusive Leadership

 

The next key dimension of McKinsey’s Personal Experience Interview is inclusive leadership.

 

Beyond just managing teams, McKinsey looks for candidates who can foster collaboration, bring out the best in diverse groups, and create an environment where everyone feels heard and valued.

 

Inclusive leadership is about your ability to lead diverse teams effectively, navigate different perspectives, and ensure that all voices contribute to the solution.

 

By asking this McKinsey interview question, interviewers want to see that you:

 

• Build strong, diverse teams: Demonstrate how you’ve successfully led or influenced a group with different backgrounds, perspectives, or expertise

 

• Encourage collaboration: Show how you helped align people with differing views toward a common goal

 

• Resolve conflicts diplomatically: Highlight a time when you mediated tensions, built consensus, or ensured that all voices were considered

 

• Empower others: Illustrate how you recognized and developed the strengths of those around you.

 

Examples of inclusive leadership PEI questions include:

 

• Give an example of a time when you led a team

 

• Tell me about a time when you managed someone

 

• Describe a situation where you had to motivate someone

 

• Tell me about a time when you showed initiative

 

McKinsey Interview Question #5: Personal Experience Interview, Courageous Change

 

The final key dimension of McKinsey’s Personal Experience Interview is courageous change. This McKinsey interview question assesses your ability to take bold actions in uncertain or challenging situations.

 

McKinsey looks for individuals who drive meaningful change, challenge the status quo, and demonstrate resilience in the face of obstacles.

 

McKinsey consultants often operate in high-stakes environments where they must make tough decisions and influence organizations to embrace change. In this part of the interview, McKinsey wants to see that you:

 

• Take initiative in uncertain situations: Show that you have the confidence to make decisions and act, even when the outcome is unclear

 

• Challenge existing norms: Demonstrate how you identified and pushed for a better way of doing things, despite resistance

 

• Overcome adversity: Illustrate how you faced obstacles and persisted through challenges

 

• Lead change with impact: Highlight a time when you successfully drove transformation in an organization, project, or team

 

Here are some common courageous change PEI questions you might encounter:

 

• Tell me about a time when you challenged the status quo

 

• Describe a situation where you took a significant risk to create a positive outcome

 

• Give an example of when you initiated a change that others were hesitant to adopt

 

• Tell me about a time when you had to persuade others to embrace a difficult change

 

• Describe a situation where you faced strong resistance to an idea or initiative you championed

 

• Tell me about a time when you made a difficult decision despite uncertainty

 

• Describe a moment when you had to push through setbacks to achieve a goal

 

• Have you ever introduced a new way of doing things that significantly improved results?

 

• Tell me about a time when you stood up for what you believed was right, even though it was unpopular

 

• Describe a time when you had to make a bold move to overcome a major challenge

 

McKinsey Interview Question #6: Profitability Case Interview

 

Among McKinsey interview questions, profitability cases are the most common type of case interview. These cases require you to analyze a company’s financial performance and determine how to improve its profitability.

 

There are two step to solve a profitability case.

 

First, determine the root cause of the profit decline. Since profit = revenue – costs, you need to analyze whether the drop in profitability is due to declining revenues, rising costs, or both.

 

If revenue has fallen, is it due to a decrease in price or a decline in quantity sold?

 

If quantity sold is the issue, is the decline concentrated in a specific product line, geography, or customer segment?

 

If costs have increased, break them down into fixed costs and variable costs to identify which is driving the problem.

 

Next, once you've pinpointed the numerical driver of the profit decline, you need to explore the underlying business factors contributing to the issue.

 

This typically involves analyzing customers, competitors, and the market.

 

• Customers: Have customer needs, preferences, or purchasing behaviors changed? Has the company’s brand perception shifted?

 

• Competitors: Have new competitors entered the market? Have existing competitors made strategic moves that impact market dynamics? Are competitors also facing declining profitability?

 

• Market: Are there broader technological, regulatory, or economic shifts affecting profitability? How do these trends impact the business?

 

By following this structured approach, you’ll be able to logically diagnose the issue and propose targeted solutions to restore profitability.

 

McKinsey Interview Question #7: Market Entry Case Interview

 

Among McKinsey interview questions, market entry cases are the second most common type of case interview. These cases require you to determine whether a company should expand into a new market.

 

To recommend entering a new market, four key conditions should ideally be met:

 

• The market is attractive: The industry is growing, and there is strong demand

 

• Competition is weak: There are few strong competitors, or the company has a competitive advantage

 

• The company has the capabilities to enter: The company possesses the necessary resources, expertise, and infrastructure

 

• The company will be profitable: Entering the market will generate a positive return on investment

 

By following this structured approach, you can logically assess whether market entry is a smart strategic move.

 

McKinsey Interview Question #8: Growth Strategy Case Interview

 

Growth strategy case interviews test your ability to identify opportunities for business expansion and create actionable strategies. These are another common type of McKinsey interview question.

 

These cases often involve market expansion, product diversification, or other strategic initiatives. Examples of growth strategy cases include:

 

• Market expansion: Develop a growth strategy for a clothing retailer looking to expand into new regions

 

• User acquisition: Propose ways for a tech startup to increase its user base

 

• Product diversification: Recommend growth strategies for a financial services firm aiming to diversify its offerings

 

• New product development: Suggest a plan for a beverage company to enter a new product category

 

• Market share growth: Create a strategy for an e-commerce platform to boost its market share

 

McKinsey Interview Question #9: Merger & Acquisition Case Interview

 

Merger and acquisition (M&A) cases are another common type of McKinsey interview question. These cases require you to determine whether a company or a private equity firm should acquire another company.

 

For these cases, it’s important to first understand the motivation behind an acquisition.

 

• For a company acquiring another company: The goal is typically to enter a new market, expand its customer base, or increase revenues and profits

 

• For a private equity firm acquiring a company: The objective is usually to grow the acquired company and sell it later for a high return on investment

 

To recommend an acquisition, four key conditions should ideally be met:

 

• The market is attractive: The industry has strong growth potential and favorable dynamics

 

• The acquisition target is an attractive company: The target company has a strong competitive position, valuable assets, or high growth potential

 

• The acquisition would generate synergies: The deal would create cost savings or revenue growth opportunities that wouldn’t exist otherwise

 

• The acquisition makes financial sense: The purchase price is reasonable, and the deal is expected to generate a strong return on investment

 

By systematically evaluating these factors, you can determine whether an acquisition is a smart strategic move.

 

McKinsey Interview Question #10: New Product Case Interview

 

New product cases are another common type of McKinsey interview question. These cases require you to determine whether a company should develop and launch a new product.

 

They are similar to market entry cases but focus specifically on product development and commercialization.

 

To recommend launching a new product, four critical conditions should ideally be met:

 

• The market is attractive: There is strong demand, growth potential, and favorable industry dynamics

 

• The product meets customer needs and outperforms competitors: It provides clear value and differentiation in the market

 

• The company has the necessary capabilities: The firm has the resources, technology, and expertise to develop and successfully launch the product

 

• The product will be profitable: The pricing, cost structure, and expected sales make financial sense

 

By systematically evaluating these factors, you can determine whether launching the new product is a smart strategic decision.

 

McKinsey Interview Question #11: Pricing Case Interview

 

Pricing cases are another common type of McKinsey interview question. These cases require you to determine the optimal price for a product or service.

 

To solve a pricing case, you should be familiar with three primary pricing approaches:

 

• Cost-based pricing: Setting a price based on the cost of producing the product or delivering the service, ensuring profitability

 

• Competition-based pricing: Setting a price relative to what competitors charge for similar offerings

 

• Value-based pricing: Setting a price based on the perceived benefits to customers and how much they are willing to pay

 

Cost-based pricing establishes the minimum price required to avoid losing money.

 

Value-based pricing sets the upper limit, what customers are willing to pay based on perceived benefits.

 

Competition-based pricing helps position the price within the market by balancing affordability with competitive positioning.

 

By combining these three approaches, you can determine a pricing strategy that maximizes profitability while remaining attractive to customers.

 

McKinsey Interview Question #12: Operations Case Interview

 

Operations case interviews test your ability to improve a company’s efficiency and effectiveness. These cases require analyzing processes, identifying bottlenecks, and proposing solutions to optimize performance.

 

Examples of these types of McKinsey interview questions include:

 

• Supply chain optimization: Identify ways to streamline the supply chain of a consumer goods company

 

• Manufacturing process improvement: Suggest enhancements to improve the efficiency of a manufacturing plant

 

• Distribution strategy: Propose strategies to enhance the efficiency of a retail chain’s distribution network

 

• Service operations: Analyze a call center’s operations and recommend ways to reduce wait times

 

• Inventory management: Develop a plan to optimize the inventory management system of an electronics retailer

 

To succeed in these cases, focus on breaking down operational workflows, identifying inefficiencies, and recommending data-driven, practical solutions.

 

McKinsey Interview Question #13: Why McKinsey?

 

McKinsey interviewers often ask why you are interested in working at their specific firm to assess whether your interest is genuine.

 

Before extending job offers, McKinsey wants to ensure that candidates are truly invested in their company and have a strong likelihood of accepting an offer. Hiring candidates who see the firm as a backup option is a costly mistake, leading to wasted resources.

 

To answer this McKinsey interview question effectively, you need to demonstrate that McKinsey is your top choice and clearly articulate why.

 

Structure your response as follows:

 

• State that McKinsey is your top choice

 

• Provide three compelling reasons to support your interest

 

• Reiterate that the firm best aligns with your professional goals

 

Example:

 

McKinsey is my top-choice consulting firm for three key reasons.

 

First, I am passionate about the government and education sectors, and McKinsey is the industry leader in these areas. The firm’s deep expertise and strong client relationships provide an unparalleled learning opportunity for me.

 

Second, McKinsey’s global staffing model excites me. The chance to work with diverse teams across different regions aligns perfectly with my desire to collaborate with and learn from top talent worldwide.

 

Third, many of my mentors—whom I deeply respect—have worked at McKinsey. Their positive experiences and strong endorsements have reinforced my belief that McKinsey is the best place to develop my skills and advance my career.

 

For these reasons, I am confident that McKinsey is the firm that best fits my professional aspirations.

 

McKinsey Interview Question #14: Why Consulting?

 

Consulting is a demanding career, and many consultants leave before completing their first year. For McKinsey, hiring and training someone only to see them depart within months is a significant drain on resources.

 

The “why consulting?” interview question is designed to assess both your understanding of and enthusiasm for the role.

 

This McKinsey interview question evaluates two key factors:

 

• Your awareness of the job: The better you understand the realities of consulting, the more likely you are to stay, minimizing the risk of early turnover

 

• Your passion for consulting: Enthusiasm signals to interviewers that you're committed to the work and willing to put in the effort required to succeed

 

To craft a strong response, structure your answer as follows:

 

• State that consulting is your top career choice

 

• Provide three compelling reasons to support your interest

 

• Reaffirm that consulting aligns best with your professional aspirations

 

Example:

 

Consulting is my top career choice for three key reasons.

 

First, I want to make a meaningful impact by working with executives at leading companies to solve their most complex business challenges. The opportunity to drive real change excites and motivates me.

 

Second, I am deeply interested in the energy sector, having worked at ExxonMobil. Consulting offers a unique opportunity to deepen my expertise in this field while also developing critical business and analytical skills that will shape my future career.

 

Third, I thrive in team-based environments and enjoy working alongside bright, driven individuals. I look forward to building strong professional relationships and learning from my colleagues.

 

At this point in my career, no other path aligns better with my professional goals and aspirations than consulting.

 

McKinsey Interview Question #15: Do You Have Any Questions?

 

Almost all McKinsey interviews end with the interviewer giving you a chance to ask questions. This is a McKinsey interview question that can definitely be prepared for in advance.

 

This is a valuable opportunity to leave a lasting, positive impression and further demonstrate your enthusiasm for both consulting and the firm.

 

Asking well-thought-out questions can help you build rapport with the interviewer and make you more memorable. Conversely, asking weak or generic questions may leave little impact or a negative impression.

 

To make the most of this opportunity, prepare a few insightful and meaningful questions in advance. Examples of strong questions to ask:

 

• What was the most challenging case you’ve worked on?

 

• Which case has been your favorite so far?

 

• What do you enjoy most and least about your job?

 

• Looking back at your first year in consulting, what would you have done differently?

 

• What qualities make someone a highly successful consultant?

 

• What advice would you give to a new consultant starting at the firm?

 

• What are the biggest opportunities or challenges currently facing the firm?

 

• How do the firm’s core values shape the way employees collaborate and serve clients?

 

By asking thoughtful questions, you can leave the interviewer with a strong final impression and gain valuable insights about the role and company.

 

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