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Hello everyone, how's it going? This is Julio speaking. Let's get going with the last of the analytical building blocks, chart interpretation.
Learn the 4-step approach to chart interpretation in case interviews, focusing on hypothesis testing, drawing conclusions, and recommending next steps.
Key Takeaways
- Chart interpretation tests your ability to draw conclusions and recommend next steps from complex data.
- You must connect the chart to the case hypothesis and explain what the data means for the case.
- Avoid simply describing the chart; always link insights to actionable recommendations.
- Think like a manager guiding a project, not just an analyst presenting data.
- Quantify your claims to impress interviewers and demonstrate consulting readiness.
What the video covers
- Chart interpretation is a key analytical skill in case interviews, focusing on drawing conclusions and recommending next steps from complex data.
- It simulates a consulting manager's role, where you interpret analysis results and guide clients or teams on what to do next.
- The task involves identifying the hypothesis the chart tests and evaluating whether the data supports or disproves it.
- Common mistakes include merely describing the chart without linking it to the case or failing to suggest actionable next steps.
- The video provides examples of typical chart interpretation questions and highlights frequent wrong answers.
- A structured 4-step approach is presented to help candidates correctly interpret charts and impress interviewers.
- The approach emphasizes understanding chart structure before analyzing numbers and connecting insights to the case framework.
- Quantifying claims and clearly stating implications for the case question are crucial to stand out in interviews.
- The skill tested is analogous to consulting tasks, reinforcing the importance of hypothesis-driven data analysis.
- Mastering these steps can place candidates in the top 1% of case interview performers.
Chapters
- 00:00Introduction to Chart Interpretation
- 01:54Role of Chart Interpretation in Consulting
- 03:53Managerial Perspective in Chart Interpretation
- 06:02Common Mistakes in Chart Interpretation
- 08:14Examples of Chart Interpretation Questions
- 12:32Step 1 & 2: Understanding Chart Structure
- 20:31Step 3: Reading the Numbers
- 24:00Step 4: Connecting Insights to Case and Next Steps
- 29:48Final Tips and Quantifying Claims
Full Transcript — Download SRT & Markdown
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Now, if you recall the previous modules from this course, you know that estimations were all about building a model, choosing assumptions, and reality checking. And then analysis were all about also building a model, but generally a more complex one, less
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intuitive, and also coming up with conclusions and next steps for whatever you do. Chart interpretation is a little bit different because it's all about the conclusion and the next steps. It's like someone's done the analysis for you and
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the results are a little bit more complex than just one number, sometimes a lot more complex than just one number. And now all you have to do is look at the results, understand them, and guide whoever made that analysis or whoever
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should benefit from that analysis. Which could be your client, could be your team of consultants under you or even above you.
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You know, it's good stuff, partner work, just chill, boss people around, hopefully sell a couple more projects.
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You're going to like this. Let's move on. First, you need to understand exactly what chart interpretation is. What is this task that you're going to perform?
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Why are they asking you this question? Why does this type of question exist? What are they testing, right? So, basically, like in an analysis, chart interpretation is data-driven hypothesis testing. What that means is that the exhibit that you got or the
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exhibit, sometimes there's more than one, is trying to prove or disprove a hypothesis that is relevant for the case using data. Therefore, this hypothesis either is or should have been in your initial framework.
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It's basically what gets done, what happens after an analysis is done. The exhibits that you get are the product of an analysis that someone did. Could be your client, could be you, could be your team, could be an external source.
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Right? And basically, case interview tasks are analogous to consulting tasks, as you might be tired of hearing by now.
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The situation in consulting that we are simulating is basically you are doing a project and a project is a set of hypotheses, all one next to the other, that will answer or help answer the initial question that you're trying
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to answer, right? And to test that hypothesis, you come up with a comparison that you need to do. And then you come up with an analysis that will allow you to do that comparison.
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And basically, you gather data, run a model, and in the end you end up with information rather than raw data.
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And that information is hardly ever just a single number. Most of the times, it's one or more exhibits with nuance and, you know, complex data that is related to one another, or complex charts.
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And the one thing that you need to do once you get to that point in the analysis is make a conclusion based on that chart.
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Actually say what it means to the hypothesis that you're trying to test. So, you must be able to identify what hypothesis that exhibit is trying to test because, well, since you didn't build it, you don't exactly know, and
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that is exactly the point of this type of question in case interviews. And you need to be able to tell what that means to that hypothesis. Does it mean that it's true? Does it mean that it's bad? And how does this affect the
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initial case question? And most importantly, what do we do now based on that? Differently than the other building blocks, in this one, in chart interpretation, it's like you are the manager. You're not an analyst or consultant running analysis,
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coming up with ideas. You're the manager. You just got new slides from your analysts or from your consultants, and they're asking you what they should do. What's next? Or maybe you got them from the client, and the client's asking
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you, you know, what do I do with this? And it's your job as the manager, as the one that is guiding that project, to tell them right away what is the next step based on that. What does that mean
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and what should they do? The way we simulate this in a case interview is you're doing a case, and in the middle of the case you get an exhibit, and you get asked what you think about it. Now, most people just
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say what they see. They'll say something like, "Oh, A is higher than B. This line that represents X is growing." But as you can imagine, that wouldn't go well in the situation that we're simulating. Imagine that the client brings in new information in
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forms of slides to the McKinsey manager, and they look at it and say, "Oh, A is higher than B," or whatever.
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They, whoever brought them that slide, whoever brought them that exhibit or that data, knows exactly what the data shows. They can say, but what they want you to do, what they want the consulting firm, in you representing the consulting firm, to do
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is tell them what that means to them and what they should do based on that. That is how the consulting firm adds value, and that's what they're testing. If you can do that, you can be a consultant.
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And if you can't, well, there's no point in bringing you to work with them, and whoever's interviewing you, in their mind. There's no point in bringing you to work with them because they're going to have to teach you this crucial skill
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to consulting, and so they'd rather take someone who can do this. Okay? Now, I want to jump in a couple of examples of potential case questions, potential chart interpretation questions, and show you how those could be wrong. What are
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the most common ways people answer them wrong. Before I show you what interviewers are looking for, the elements that a right answer need to have, how often these types of questions appear, and then show you a step-by-step method so that you can
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correctly interpret every single chart that you get in case interviews, and not only that, but also impress your interviewer in your path. Okay? Let's take a look at three examples. So, let's say that you get a table comparing
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different countries that Nestlé could invest in on expansion. And then the interviewer tells you, "What do you think?" Or maybe you get a graph charting effectiveness, addressable population, and cost of different public policies to reduce childhood obesity in a specific
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location, geography, could be country, city, or region, right? And then the interviewer asks you again, "What do you think?" Or let's say that they give you a more complex chart showing the iron ore supply and demand curves with prices
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and volumes of all main global suppliers and buyers. And then the interviewer asks you, "What do you think?" These are the types of questions that you can get in chart interpretation questions. Now, what do wrong answers sound like? Let's say that
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you get the first question here. You get a table comparing different countries that Nestlé could invest in expansion.
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Now, you can imagine that there's a table over here with several different countries and their market sizes, their growth, information on competition, likelihood of consumers to accept our products, and more.
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There are three common ways that candidates screw these types of questions up. Common wrong way to answer this, number one.
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They don't connect the exhibit to the case at all. They solely talk about the exhibit. This is the A is higher than B situation that I mentioned before, and it's the most common mistake of all. Imagine the candidate looks at
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the exhibit and says, "Oh, Colombia has a lot more growth. Mexico has a larger market, and Brazil has less competition." What you would get with this answer in a real-life situation, the situation that we are simulating, is a blank look from whoever showed you the
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table that thinks, "Really? Is that what we're paying you for? Is that what we're paying Bain or BCG this much money for?" What we really expect from you is a conclusion, not simple readings of the chart. They expect you to say what it means to the
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case and what they should do next, right? Uh wrong answer, num
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And that happens when you really don't understand the exhibit. So, in tables, sometimes you don't understand one or two terms, or even most of them. But you decide to speak about them anyway, you decide to kind of guess what that means
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because you can't [snorts] remain quiet, they've asked you a question, and you feel like asking what that means sounds bad. In charts, it's generally when you don't understand what the chart is. In consulting, that's it's fairly common to
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get really complicated charts that you're not used to seeing because they try to synthesize a lot of information in a single slide. And so, you might get charts with five or six different data sets for each data point, right? And so, things can
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get complicated. It's common to get a chart that you've never seen before. And if you don't fully understand it, then you're definitely going to screw up.
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It's not as common as the A is higher than B situation, but it's quite common.
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Wrong answer type number three is not having next steps. So, you do connect the exhibit to a hypothesis, and you do tell the interviewer what that means to the hypothesis, but you don't tell them what you do next based on that. This is
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not so bad as not connecting not as bad as not connecting the exhibit to the framework, but it makes you just miss such a great opportunity of being impressive. It's so easy to impress your interviewer just by simply adding what
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you would do next, that it's such a low-hanging fruit. It's something everyone should do.
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Because basically, I've said this a ton of times, and I'm going to say it another ton of times because this really should be inside your mind after you finish watching this video or this module, and that is these next steps is exactly where the
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consulting firm adds value. Even if you're giving next steps that are not the best, the interviewer is going to understand that you're someone who is biased towards action. You want to do something to solve that problem. And even if you're not doing the correct
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thing, they can teach you the exact right thing to do, but they're not necessarily able to teach you the attitude of always working towards solving the problem rather than just looking to the past. Now, if you feel like all of this is overwhelming, don't
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worry. I'm going to show you in a little bit a step-by-step process that will ensure that you can do this for any exhibit you get, even the most complicated and data-heavy ones.
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Now that you understand exactly what a chart interpretation question is, what it looks like, and what wrong answers sound like, and what they have, you can understand what exactly interviewers are looking for. Basically, they want to see that you can make
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conclusions from organized data. Only with this skill you can decide to create those charts in the first place, which is what you're going to be doing a lot of the time. So, if you can look at a chart and connect it to a hypothesis,
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then that also means that you can look at a hypothesis and connect to a chart. They're also testing this in other ways in the case interview, but this is one of the things that they're testing in this type of question. They
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also want to see that you're able to use data to decide something and to make conclusions. And you can use charts to communicate that data and to prove that your decision is right. And a lot of the work that a consulting firm
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does is not only deciding what is right for the client, but also proving to them that that decision is right. Many times the consulting firm is just hired to prove them that the decision that they do want to take is correct. So, you really need
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to be able to do that. Okay? And you want to show that that you understand the business problem and that you can draw conclusions directed to solving it, not just random conclusions given any data that you get. And that
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your conclusions are biased towards action meaning you can know what something mean, but you can also know what you should do now.
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Right? And also, they're looking for someone who is able to read exhibits that they've never seen before, and they want to test that in you. And that's why you so often get exhibits that you've never seen before in case interviews. In
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consulting, that happens, I don't know, like twice a week you'll get a new exhibit. So, you really need to have this skill.
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Now, let me tell you three elements that a right answer must have. First, you must understand the entire exhibit.
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Keep in mind that a consultant will never talk about something if they don't understand the situation. So, they will ask questions about everything that they don't understand in an exhibit, and you are definitely expected to do the same
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in a case interview. They're going to ask questions, and so are you, about the labels, about the numbers, about the axes, about anything that they are not sure they understand.
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Second element is you can draw obvious and non-obvious [snorts] insights from an exhibit that you get that are all connected to the business situation.
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And third element, those insights are guided towards action. You don't only know the conclusion, you also know what should each part of the team and each department of the client do with this new information. What should they do now based on what we've learned? How
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should they act differently? Because you as a consultant are an agent of change. And if you're an agent of change, you must be able to say what will change based on the new information, right? And just so you
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know, you're going to get this type of question somewhere between in one every two cases and in every case. Of course, you don't have that many interviews. Even if you're doing 10 or 15 interviews, there's a lot of
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variability in that. So, it could be anywhere in between those boundaries. Now, let's move on to the technique part of this video, cuz I think that's what everyone's looking forward to. I couldn't give you all of this before
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explaining to you the principles of this question, because honestly, if you have only the principles, you might already get everything right. But with these techniques, you're going to get a bulletproof system so that you can be impressive in every chart
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interpretation that you get. Because basically, chart interpretation questions are mostly easy to solve, but also very easy to be undersold in them. And if you master these techniques, you're not only going to solve all of the questions, even the tough ones, but you're also
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going to be impressive rather than undersold in the majority of them. And if you practice these techniques enough, you will have absolutely zero surprises.
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You'll be ready for any tough questions. And when your interviewer gives you a chart interpretation question, where they show you an exhibit, you're going to sigh in relief because you know that that's the moment where you differentiate where you
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set yourself apart from other candidates, because you know that everyone else is going to either not understand that exhibit, not be able to draw case-relevant conclusions from it, and not give next steps. But you're the different one. You're the one who's
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going to do all that. And that's what I'm going to teach you right now.
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Now, remember and keep in mind during all of this that your goal when interpreting charts is turning exhibits into action for the case that you're doing and for the client that you're serving, right? And remember that the principles behind this the single
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principle behind this is data-driven hypothesis testing. Data-driven means your actions must be based on the data that you're giving.
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The hypothesis part means that you should be able to connect that chart to the initial framework. And the testing part tells you that you should take a conclusion for it. So, you not only connected it to the hypothesis, but
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it's either saying go this way or go that way when it comes to that hypothesis.
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So, what are these four steps anyway? Here are the four steps. Step number one, mapping the territory. Step number two, reading the nuance. Step number three, reading the data. And step number four, interpreting the data.
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Before I get into what each one of those specifically means and how to do them and how to practice them, I want you to understand the logic behind this. What you're going to see is that we start with the metadata.
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In the first two steps, we forget about the data, and we only try to understand the structure of the chart and the details of the chart without looking at what the numbers actually say.
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And then we move on to the data on step number three, reading the data. But we don't want to do that like a fifth grader could, like this is larger than that or two times that. That any fifth
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grader could do that. And remember, we're emulating a consulting project here. So, we don't want to do fifth grader stuff only. And that's why we don't stop at the data, and we move on on step number four, interpreting the
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data to the meanings of that data in the real world and what you and your team and your client should do based on that.
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Now, enough with this. Let's start with step number one, mapping the territory. What you're going to do is look at the chart, but forget the numbers. Imagine that chart completely empty. All right?
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Then you look at the axes, the information that they're giving you, and ask yourself, given these axes, given the type of data that this chart can tell me, what could it tell me? What information could it relay depending on what the data said?
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And you're going to get to several different many times, almost all the times, opposite answers cuz the chart can tell you, "This is a really good market. This is a really bad market." It's the same chart. The data is what's changing. The
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chart could tell you this business is thriving or this business is failing and it's the same chart. All that changes is the data. And so, that's what you want to ask yourself.
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And then you want to ask yourself, "What would this chart look like if it were going to tell you each one of those things?" So, if the chart says the business is failing, what does it look like? If the
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chart says the business is thriving, what does it look like? And what do these scenarios in the middle look like as well? And are there answers if there are two?
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All right? And this is mapping the territory. It's understanding what the chart would look like depending on what type of information it gave you.
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Just as a curiosity, this is the type of skill that consultants used when they created things like the BCG matrix.
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They'll look at a empty chart and say, "Points that are in this quadrant are cash cows." It's the skill of looking at an empty chart and understanding what it would look like if it were to tell you each of the possible answers that it
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could tell you. Now, let's move on to step two, reading the nuance. Most candidates are in such a rush to finish the interview that once they understand the axis, they look at the numbers and they start blurting out
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conclusions. And the problem is everything in an exhibit is there for a reason. The footnotes are there because they absolutely needed to be there. The labels, the legends, the colors, everything is there because they needed to be there for some reason. They are
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communicating something that is potentially important or it they're addressing an objection for the chart or something like that. And so, that's why you absolutely cannot ignore them and that's why step number two is a time that you'll take to specifically
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read the footnotes, read the legends, read the colors, the labels, read everything that's on the chart that's not necessarily the axis that you read on the previous step so that you be sure that you understand everything in it
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before you start talking about it. And this is going to keep you from making mistakes that the rookies will all make, which is taking conclusions based on data that they don't fully understand, and then, of course, making wrong
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conclusions. And this is something you must do before looking at the numbers at all because it might change the territories that you just mapped a little bit. Okay?
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And this is also the point where you're going to ask questions if you need to ask questions. This is another thing that trips up so many good candidates.
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There's a dichotomy here, right? Candidates are usually afraid to ask questions, so they talk with half-assed understanding of the terms and the jargons that are used in the chart.
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Consultants, on the other hand, are afraid to talk without understanding the terms because consultants are often talking to people that are more senior than them that have a long time in the industry.
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When they talk, if they don't fully understand the jargon that they're talking about or the that they're answering or the terms or acronyms, the other person can see it clearly. So, that makes talking about a term or a
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jargon without understanding it 10 times worse than asking what it means right away. And that's why consultants always ask before they talk if they don't understand. And that's also why they're going to judge you on whether you can
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ask questions to understand what you don't know. So, basically, the point I'm trying to say here is if you're not sure what a term or an acronym means when you see a chart, ask.
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Always ask. All right? Now, let's move on to step number three, reading the data. This is where things start getting cool.
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This step is basically what everyone thinks chart interpretation is all about. This is what everyone thinks the interviewer is looking for when they give you a chart. It's not, okay? It's absolutely necessary to do what they want, but it's not exactly what they're
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looking for. Basically, this step is reading the numbers in the chart. What do they tell you? Where do they fall in the territory that you mapped? You're going to start with the simple conclusions like A is greater than B.
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This line over here is going up. This line over here is going down. And then you can connect those simple conclusions like A is greater than B, but B grows a lot faster, so it will reach A in X
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years. There seems to be a correlation between this line going down, this line going up, and this might be the causation.
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And then, once you do that, you're going to make a bullet list next to the chart with those conclusions cuz this is going to be super [snorts] important for the next step, which is what the interviewers are really looking for.
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Now, most candidates stop here. They come up with these conclusions. They read charts like 5-year-olds, fifth graders, and interviewers will just roll their eyes at that because, of course, that's not what they wanted to see. That's something that they can see themselves.
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Anyone can see by themselves. And no client would hire a consultant for that. And so, this is where you're going to set yourself apart from the rookie candidates and this is where you'll start to do exactly what the interviewer
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wants you to do. And you're not going to do this by having a partner's mind inside a candidate's body. It's not magic. It's all about the technique. And now I'm going to show you exactly how to get to
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the best insights in a case in step four. Step number four is interpreting the data.
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This is when you start moving outside of the exhibit and inside the case and really start solving the problem that you got at hand.
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We're going to do this in two parts. Part number one is connecting those insights to the case and part number two is coming up with next steps based on that. All right? So, let's start with connecting that those insights to the
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framework. What you want to do right now is ask yourself how those insights that you came up with in the chart connect to the case question. Right? That bulleted list with what the data says, where does it go in the framework? In what
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direction does it point? What does it mean to the initial case question that we're dealing with? You're going to repeat those questions for each chart insight that you came up with.
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There's a almost mechanical way to do that. You're going to have to use your intelligence and creativity, sure, but you're also going to have a method behind you to make sure that you're in the right direction.
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First, you take your framework paper and you put it next to the chart paper where you drafted the list of insights. Now, of course, you must have a good framework behind you and you must have it right there with you. So, I highly
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encourage that before you start practicing with a chart interpretation question, you create the framework for the case at hand and keep it with you.
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All right? Now, after you have both pages, draw lines connecting the bullet list of insights to the framework issues that you raised. So, which questions are each of the chart insights answering? And what's the answer? Given this answer,
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what does it mean to the initial case question? Of course, all insights must mean something to the case. Otherwise, you can just cross them out. Either they are in your framework or they should be. And if they should be, then you just add
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them in there anyway. All right? And then, you can word those chart insights as answers to the questions of the framework.
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Now, this is what the interviewers are looking for. This is already going to place you in the top 1% in the skills that they're testing for in chart interpretation questions. So, once you get those insights regarding the case
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and not only the chart, you can already synthesize them and communicate them to the interviewer. But what I'm going to show you now is what you can do to go beyond and get the interviewers to fight for you, not only approve you in the
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case, but fight for you because they want you in their team right now. So, we're going to do now part two of step four, which is coming up with next steps.
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This is actually really simple to do if you've done the previous step correctly. Just basically, for each of the chart case-related insights that you created, state what you, your team, or your client should do based on this.
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Now, these conclusions could be finishing the branch of your framework that the insight is related to. Of course, you're not going to say finish this branch. You're going to say what actually needs to be done. That also could be closing that branch with a
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conclusion that you're going to state and then moving on to the next branch. And of course, you're also not going to say I'm moving on to the next branch.
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You're going to say what you're actually doing next. Sometimes, if the insights are not in your framework, but they're relevant, you're going to create an entire new branch and you're going to start working on it.
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And another possible conclusion is just closing the case and start moving on to execute. And then you should, of course, say what is the next thing that you would do in terms of execution.
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If the previous step is well done and your framework is in front of you, this is going to be obvious, right? If you know what the conclusions are to the case, then you're going to have a really easy time coming up with what exactly
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you should do next. But, this is not obvious to people who don't know that you can do this. And if consultants see you doing this, they're going to be super happy and they're going to feel like they're talking to another consultant because
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that's what they're doing every single day. They're taking a chart, they're interpreting it based on the case that they're getting, and they're coming up with what should I, the client, and my team do next based on this.
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This is such a simple step that I am going to be bold here and tell you to never ever not do this or screw this step or negative. Always do this every single chart interpretation question you get and analysis for that matter.
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Always come up with next steps after coming up with your chart with your case-related insight. Okay? Now, I'm going to show you a secret sauce that's going to make consultants in your interviewer ask you where you work in
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consulting before joining the firm because this is something that consultants do all the time when they speak and that other people who are not consultants usually don't. And that is quantifying your arguments.
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You know, there's one thing that is a pet peeve for all consultants in the world, probably. And that is when someone says a unquantified claim. So, the consultant's talking to a client and the client says, "Oh, this market is so much bigger."
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The consultant will instantly get annoyed and ask, "By how much? How much bigger?" They want to know if it's 50% larger or if it's 10 times larger or 2% larger.
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Consultants are inherently skeptical because when they're they're making their claims, when they're making their slides, when they're making their answers to the projects that they're working on, they can't make up numbers.
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So, they need to ask because they're going to use that somewhere and they're going to do math with that. So, they can't really work with just this market is bigger.
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So, when you're doing cases, always always always quantify your claim. This is going to get you a instant spot in your interviewer's heart. And honestly, they probably won't even know why cuz I don't think this is something that they
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are actively looking for and crossing boxes. They're This is just something that's going to make them feel like they're talking to one of their kind. So, the way you do this is you don't say A is larger than B, you say A is 30% larger
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than B. You don't say that B grows a lot more, you say that B grows twice or three times as much. Or even better, you'll say that B will reach A in X years, for example. So, that's how you
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quantify your claims and this is going to I guarantee this is going to get you a spot in your interviewer's heart when you do it. All right? Now, before I let you go from this video, I want to drop a
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quick few words on how to practice these steps. There are just a couple really important points that I want to drive home here.
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And they are first, you 100% depend on your framework. So, always make sure that you have next to you a high-quality framework for the next case that you're going to use for practice of chart interpretation questions. Right?
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Second, run these steps, these four steps, thoroughly even if it takes a while. Like if you have each drill is taking you 20 minutes, it doesn't matter. Remember, you're practicing like a pro athlete. You're practicing a skill that you don't necessarily have right
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now, but you want to develop. It's going to take longer at first, but you're going to get better with time. The principle we're following here is getting good before you get fast. The other path, getting fast before you get
Speaker A
good, is just really not possible. Just look at any of the other skills you could learn. That's not how it's done.
Speaker A
Now, it might take a while until they're internalized, but once these steps are internalized, you're going to be a top 1% candidate.
Speaker A
What's going to happen is once you get an exhibit in a case, you're almost going to laugh in excitement because you know at that moment that you've got it.
Speaker A
That is where you set yourself apart. That's where you get the benefit of the doubt from the interviewer even if you've made a couple of mistakes. That's when you get a spot in their heart and you get them to fight for you in their
Speaker A
meeting to decide whether you go forward or not. All right, guys. This is it for this one video. I'm going to leave you right now to practice with the drills that are coming.
Topics:case interviewchart interpretationconsulting skillshypothesis testingdata analysiscase interview preparationconsulting interviewbusiness chartsnext stepsCraftingCases
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