KPMG Case Interview 2024: Format, Technique & Tips

KPMG is a highly desirable workplace for many people, making the competition to land a job quite fierce. One of the challenging assessments you must encounter to become an employee at KPMG is the KPMG case interview, a practical screening tool used to assess a candidate's analytical and problem-solving skills.

Overview of KPMG case interview

KPMG case interviews are often candidate-led. The candidate will be leading or taking control of every step ahead to solve the case. This includes structuring the problem, drawing frameworks, asking for data, synthesizing findings, and proposing solutions. 

The KPMG case interview occurs in the last stages of KPMG’s recruitment process and typically lasts 30-45 minutes.

kpmg strategy consulting case study

KPMG case interview occurs in the last stage of the recruitment process

There are three standard stages that occur during the KPMG recruitment process: Online application ⇒ Online assessments ⇒ Interviews.

Stage 1: Online application

The application stage for KPMG is relatively straightforward, which involves filling out an online form and submitting your resume and cover letter. These documents must showcase your relevant skills, educational background, and achievements in previous work. By that, KPMG can assess your potential and suitability for the job.

Stage 2: Online assessments

KPMG Online assessment is designed to assess potential candidates for their mental capability, problem-solving skills, and work personalities. There is no consistent test format across locations and positions; however, there are some common test formats, as follows:

Game-based behavioral assessment: psychometric games, such as “KPMG Ready” and “Cognify and Emotify”, assess the cognitive capability and decision-making style of candidates.

Aptitude test: a computer-based test type that comes in three parts: numerical, verbal, and inductive reasoning.

Scenario-based test: a situational judgment test including given scenarios and a series of questions, which tests your working behavior and personal fit.

Stage 3: Interviews

The KPMG interview stage typically consists of several rounds, depending on the location and specific role. These interviews are usually conducted in person or through video conferencing. However, regardless of interview formats, two types are always included in the KPMG interview stage: the case interview and the behavioral interview.

Case interview: often lasts 30-45 minutes, assessing a candidate’s ability to analyze and solve business problems.

Behavioral interview: often lasts 30-45 minutes, assessing a candidate’s experience, competencies, motivations, and personality fit.

What does KPMG look for in candidates?

During the KPMG case interviews, candidates should be able to demonstrate traits that align with KPMG's five values : Integrity, Excellence, Courage, Together, For Better. 

Integrity : Make decisions based on goodwill

Excellence : Keep learning and improving

Courage : Think and act decisively

Together : Respect and be ready to help each other

For Better : Do meaningful acts

KPMG case interview format is candidate-led

KPMG case interviews are candidate-led, where you are expected to take the lead. Specifically, candidates need to develop their own approaches to break down issues, identify the root causes, and gather data from the interviewer to test their hypotheses. 

Candidate-led cases focus less on being right

The primary goal of candidate-led cases is to examine HOW you solve problems rather than getting a specific solution. In candidate-led case interviews, you are asked to break down the problem independently, with little help from the interviewer. As a result, a higher margin of error is acceptable, unlike interviewer-led ones, where you are effectively guided through the process.

Candidate-led cases focus on one big problem

A candidate-led case interview involves solving a problem entirely rather than relying on breakdown questions like an interview-led case. To solve one big problem, you need to apply the top-down approach, which means breaking it down into smaller parts and tackling each. This is a regular consultant task, showcasing your organized and structured manner.

Candidate-led cases are flexible

In candidate-led case interviews, candidates can explore the case with their own strategy. The interviewer usually has a “universe” of information about the client and their problem, which the candidate can freely use to research. Additionally, the interviewer can “make up” new data to support your ideas if you develop new solutions and approaches.

kpmg strategy consulting case study

To ace the candidate-led case interview, you need to understand the fundamentals of a candidate-led case. Our Case Interview End-to-End Secrets Program features countless instant-result tips and techniques for case interviews to help you maximize your performance!

After learning the tips and some sample cases, you will need exclusive feedback. Book a meeting with our coaches at MConsultingPrep now! Those ex-consultants will help you practice specific candidate-led case interviews, give you the most detailed and concrete feedback, and suggest the most suitable improvement methods. 

Fundamental frameworks for KPMG case interview

To solve the KPMG case interview, you need to develop an issue tree to break down your case. To create a suitable issue tree, you can use five common frameworks for case interviews: Profitability framework, Business situation framework, McKinsey M&A framework, 4P/7P marketing mix, and Porter’s five forces model. 

To further enhance your case interview performance, you can also apply five effective tools (or mini-frameworks): External vs Internal, Quantitative vs Qualitative, Costs vs Benefits, 2x2 Matrix, and SWOT analysis. 

Five common frameworks for case interview

Profitability framework is mostly used to mathematically break down problems before switching to the qualitative framework for solutions. To use the profitability framework, candidates will split profits into revenues and costs.

Business situation framework is used to analyze a company situation in four area - Company, Competitor, Customer, Products (3C-1P). This 3C-1P framework is flexible for many purposes, however it may be too generic and need customization depending on the situations. 

McKinsey M&A framework is used to assess a proposed merger and/or acquisition on three aspects: standalone values of each involved company, their synergy, and other factors. This framework is MECE and promotes customizations, and is one of the best M&A frameworks. 

4P/7P marketing mix in marketing for tangible work analyzes the 4P - Product, Price, Place and Promotion; while in service marketing three other Ps will be added in - People, Process, and Physical evidence. This framework focuses on the marketing aspect, hence unsuitable for multi-function strategies. 

Porter’s five forces model analyzes the industry surrounding a business in five aspects - Suppliers, Customers, Competitors, New entrants, and Substitutes. This framework is used to get an industry overview and understand the client’s context.

Five effective tools for case interview

External vs Internal method is quick and easy to segment information about a particular entity. The internal branch concern what is inside or intrinsic of the said entity, and the external branch concerns the outside factors. 

Qualitative vs Quantitative mini-framework is used for evaluations. Dividing items into two MECE groups reduces confusion and minimizes the risk of missing an essential item. 

Cost vs Benefit in the decision-making process is very straightforward - if the benefits of an option outweigh its costs, that option can be chosen.

2x2 Matrix is a decision-making tool where options are examined using two criteria, each of which forms an axis of the matrix. 

SWOT analysis mini-framework is seldom used in case interviews for being too generic. However, it can be used for a quick and easy evaluation of a company’s positioning within the industry context. 

To have a deeper understanding of the common framework used in the case interview, you can check our free article on Case Interview Framework .

How to prepare for the KPMG case interview?

You can follow our five-step preparation to prepare for the KPMG case interview.

kpmg strategy consulting case study

Step 1: Familiarize with candidate-led case examples

To become familiar with KPMG candidate-led case interviews, you can look at some official examples on KPMG’s website.

Case study 1

Case study 2

Case study 3

You can also try out practice cases from other prestigious consulting firms like BCG or Bain . 

However, consulting companies only provide a minimal number of sample cases for your reference. Check out our Case Interview End-to-End Secrets Program , where you can find standardized exercises and deep-dive guides to ace any case, not just ones from KPMG!

Step 2: Practice consulting math

Consultants require math skills to handle massive amounts of quantitative data. Some tried-and-true math practice tips are:

Use Your Head: Do all your daily calculations mentally unless an EXACT answer is required.

Flatten the Learning Curve: At the beginning, a piece of scratch paper and a 5% margin of error may help; once you feel confident, throw the paper away and reduce the margin.

Establish a Routine: Allocate some time for daily practice. This may seem hard at first, but you can feel the improvement once you’ve overcome the inertia.

Step 3: Develop business intuition

Case interviews are easier to pass if you have good business sense. Getting better at business intuition takes time, so start early, practice every day, and be patient. Step by step, these business insights will begin to feel natural to you. You can improve your business sense in two ways:

Written Sources: I suggest reading business papers daily; you can also visit McKinsey, Bain, and BCG websites for their excellent articles. Beware though – it’s not the pages you read that count, but the insights you draw from them.

First-hand Experience and Observations: Don’t just come to your workplace to work; examine what senior managers are doing – what’s the rationale for their decision, and how has it impacted the organization?

Step 4: Learn the fundamentals and frameworks

To excel at case interviews, you’ll need a solid understanding of the fundamentals and structured approaches. Case interview fundamentals such as hypotheses , MECE , issue tree , and other frameworks are the backbone of any case, so try to master their application in case interviews.

Read more on our comprehensive Case Interview Guidebook to familiarize yourself with crucial terminologies, concepts, and problem-solving fundamentals.

Step 5: Perform mock interviews

The best strategy to prepare for a case interview is to practice as many mock cases as possible. During your practice, take time to study and review your cases thoroughly so that you can identify your areas of improvement and develop specific approaches for each question type.

The video below provides examples of candidate-led case interviews, the format used in the KPMG hiring process. This video also includes step-by-step instructions to help you understand this case type deeply:

Nine tips for the perfect KPMG case interview

Tip #1: understand the procedure of a candidate-led case interview.

There is a five-step procedure to approach the KPMG candidate-led case interview. 

Taking the case: You need to take notes on all information regarding the clients and the case situation. Keep your notes organized to refer back to them easier.

Clarifying: You will have time to gain more information and/or clarify the points you haven’t fully understood about the cases.

Structuring: You will need to break down the case business problem into smaller components to create the issue tree , allowing you to solve it in an effective and cohesive manner.

Hypothesizing: You must develop the hypothesis based on evidence and available data about the problems and find the root cause. If the initial hypothesis in a branch of the issue tree no longer makes sense, go to the next branch. If the hypothesis matches, stick to it to find the root causes and solutions.

Pitching: The pitch is your case interview's final product, where you summarize all findings and recommendations to solve the case. You need to deliver the pitch in a structured, top-down manner.

Tip #2: Have a perfect case opening

There are four reasons to make a good case opening while you deliver your case interview:

First, it shows you have complete control of the upcoming problem-solving process, which is critical in candidate-led cases.

Second, you can demonstrate your whole leadership and relationships with proactiveness - aligning yourself with KPMG’s qualities mentioned above.

Third, a good case opening creates a great first impression. Consultants are expected to perfect everything from the beginning to the end, so this could make a good head start for a 30-minute interview.

Finally, this is an opportunity to align during the interview. After the interviewer has outlined the case details, explain the case to the interviewer in your own words to ensure you grasp the issue and align with the interviewer.

Watch more: How to open a case perfectly?

Tip #3: Map your next moves

Pause occasionally to summarize where you are and where you’re going next. It gives you a sense of direction and authority; additionally, you get plus points in the interview for an organized approach. 

This also gives your interviewer a chance to help you with your mistake. If your interviewer gives you advice, take it – assume it’s intended to be helpful.

Tip #4: Be consistent with your intended hypotheses

Always speak with the current hypothesis in mind, and that hypothesis must be in the issue tree. The sole purpose of the hypothesis-driven approach is to have your efforts and problem-solving steps guided and structured. 

Therefore, to avoid being overwhelmed by piles of data in your case interview, do a sanity check by returning to your issue tree. If your action does not correspond to your present place on it, go back immediately!

Tip #5: Deliver your pitch in one structured manner

This is the most important tip because you need to show that you own the consultant qualities - being structured and straight to the point. Present your analyses in a perfect, insightful, top-down, concise, and captivating final pitch.

Find a way to structure the problem; this will guide your discussion with the interviewer. Briefly explain the framework you plan to use, allowing the interviewer to comment. In general, the simpler the framework, the better. Once the interviewer endorses your framework, stick to it.

To structure your speech:

Begin with a summary line that states the key takeaway/intention.

Separate what you want to say into distinct sections. As much as possible, avoid jumping back and forth between items.

Number your items so you and your interviewer can keep track of them. It's even better to specify how many things you'll be discussing beforehand.

Make your recommendation based on the conclusions you reached from your discussion, even if you are unsure with so little data and time to discuss all the issues.

Tip #6: Make a personalized script

Make a script of what you will say and rehearse it a hundred times. Practice all of the formulaic phrases, such as the opening or data request. With enough practice, those lines will become second nature to you.

The secret to seeming professional in a case interview is to talk in a systematic and formal manner. Using scripts also saves brainpower, which you will undoubtedly want in case interviews.

Tip #7: Keep your notes organized

Neat note-taking greatly assists with your train of thought, making storing and organizing information easier. You're also demonstrating to the interviewer that you're well-organized and meticulous.

Divide your notes into three categories to make them easier to read and interpret: data, presentation, and scratch paper. When the interview begins, take three pieces of paper and name them appropriately. Here is the content that should be on each type of note:

Datasheet: note down and process any data the interviewer gives you and your calculations.

Presentation sheets: draft things you’ll say to the interviewer.

Scratch paper: anything else you need to write, such as brainstorming ideas.

Tip #8: Avoid long pauses

Take a minute to think; don't be afraid of the silence. If you need silence to think, ask for a timeout or announce think-out-loud mode. However, taking it too long will backfire, especially if you can’t come up with something worthy of the long wait. Use the pause prudently, and always try to think as fast as possible while still being “correct”. 

Tip #9: Find and ask for more insights

Try your best to be in-depth and comprehensive with your analysis. Always ask yourself, “Am I overlooking something?” and “Can I drill down further?”. 

This is also helpful when you are stuck in your analysis. You can try asking for insights from the interviewer (remember to state your purpose clearly) like this:

If you have a piece of data and don’t know what to make of it, ask for benchmarks to put the data into perspective.

If you are unsure which framework to employ, consider "segmentation" - look at how the customer or the industry often segments that item. If you need to know how they do it, ask the interviewer.

When you cannot see the problems in the case (probably resulting from the “MECE” of your issue tree), ask the interviewer nicely for a way out.

However, remember to manage your time well. If you take too long, the interviewer might force you to move on, and you will lose the time to solve the case holistically.

Find a former consultant to support your practice; they've been through numerous case interviews, so they understand what's expected of a candidate. Our experts from prestigious consulting firms will give detailed feedback on your performance, a personalized study plan, and reliablxe training resources for case interviews. Book a coach right now to make practicing easier!

Want to explore more candidate-led case examples? Sign up now for our Case Interview End-to-End Secrets Program and discover reliable, standardized mock cases along with detailed instructions. In this program, you also have a chance to get instant-result tips as well as a complete study plan to ace KPMG case interviews.

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Hacking The Case Interview

Hacking the Case Interview

KPMG case interviews

For those interviewing for KPMG advisory or consulting roles, KPMG interviews consist of case interviews, a written case interview, and behavioral or fit interview questions. There are typically three rounds of interviews that candidates go through before receiving a KPMG job offer, but the interview process slightly varies by office.

Typically, you should expect an interview process similar to the following:

  • First round : Two 30-minute interviews. One interview will be focused on a case interview while the other is focused on behavioral or fit interview questions.
  • Second round : A 30- to 40-minute behavioral or fit interview, a 30- to 40-minute case interview, and a 60-minute written case interview for a total of three interviews.
  • Third round : Some candidates may be given a third round of interviews. Expect two to three 30- to 40-minute interviews. These interviews are typically focused on behavioral or fit interview questions, but you may also be given case interviews.

If you have an upcoming KPMG advisory or consulting interview or are expecting to interview with them, we have you covered.

While KPMG does provide  eight KPMG interview tips , their advice is fairly generic and not that useful. In this article, we’ll go into more detail on exactly what to expect in your KPMG advisory or consulting interview. We’ll cover:

  • The 4 steps to solve any KPMG case interview
  • KPMG case interview examples
  • How to ace the KPMG written case interview
  • The 10 most common KPMG behavioral or fit interview questions
  • Recommended KPMG case interview resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

The 4 Steps to Solve Any KPMG Case Interview

A case interview, also known as a case study interview, is a special type of interview that nearly every single consulting firm uses. KPMG case interviews simulate what the consulting job will be like by placing you in a hypothetical business situation in which you are asked to solve a business problem.

You will need to ace every single case interview in order to land a KPMG job offer.

KPMG case interviews are all candidate-led. You will be in the driver’s seat of the case interview and will be expected to ask the right questions, perform the right analyses, and decide the direction of the case.

Follow these four steps to solve any KPMG case interview or case study interview:

1. Understand the case

The case will begin with the interviewer giving you the case information. While the interviewer is speaking, make sure that you are taking meticulous notes on the most important pieces of information. Focus on understanding the context of the situation, the company, and the objective of the case.

Don’t be afraid to ask clarifying questions if you do not catch something. If you are not familiar with the industry, it is completely acceptable to ask how it works. Sometimes, repeating the information back to the interviewer is helpful to confirm your understanding of the case.

Finally, make sure to verify the objective of the case. Not addressing the right business question is the quickest way to fail a case interview.

2. Structure the problem

Develop a framework to help you tackle the business problem. A framework is a tool that helps you structure and break down complex problems into smaller, more manageable components. With a framework, you’ll be brainstorming different ideas and organizing them into different categories.

It is completely acceptable to ask the interviewer for a moment of silence so that you can collect your thoughts and think about the problem.

Once you have identified the major issues or areas that you need to explore, walk the interviewer through your framework. They may ask a few questions or provide some feedback.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

3. Solve the problem

Once you have developed a framework, you can begin to solve the problem. To solve the case, you’ll likely need to answer a mix of quantitative and qualitative questions.

When solving quantitative problems, make sure to walk the interviewer through your approach before doing any math. Check if the interviewer has any further information for you before making your own assumptions. Finally, neatly label your calculations and write out all numbers so that the interviewer knows exactly what you are doing. 

When answering qualitative questions, try to structure your answer in a logical way to make it easier to brainstorm or communicate your point of view.

For both quantitative and qualitative questions, make sure to go beyond just answering the question. Think about how your answer impacts the answer to the case. Always try to tie the implications of your answers to the case objective. This will help you develop a hypothesis for what a potential recommendation could be.

4. Make a recommendation

In the last step of the case interview, you’ll present your recommendation and provide the major reasons that support it. You do not need to recap everything that you have done in the case, so focus on summarizing only the facts that are most important.

It is also good practice to include potential next steps that you would take if you had more time or data. These can be areas of your framework that you did not have time to explore or lingering questions that you do not have great answers for.

KPMG Case Interview Examples

Below are some examples of KPMG case interviews or case study interviews that past candidates have received. These should give you an idea of the types of cases you may see on your interview day.

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

Example #1: National Zoo

Your client is one of the oldest national zoos in the United States. The zoo hosts over 2,000 animals in its 150-acre park. Your client is looking to increase revenues and profits and is considering purchasing a giant panda from China to place in its newest exhibit. You have been hired to help them make this decision. What would you recommend?  

Example #2: Brewing Company

Our client is the largest American beer brewing company. The American beer market is dominated by three large players. The rest of the market is comprised of small mom and pop breweries.

What would happen to our client if the second largest and third largest American brewing companies decided to merge?

Example #3: Chemical Company

Your client is a privately owned chemical manufacturing company that specializes in producing car wash chemicals. After a series of aggressive acquisitions, your client has become the market leader in car wash chemicals, but revenue growth has been flat over the past few years.

Your client is looking to increase revenues by 20% without reducing profit margins over the next two years. How would you go about achieving this?

Example #4: Yoga Studio

Your client is Ms. Johnson, the proud owner of an up-scale yoga studio in New York City. Her yoga studio is known for high quality instruction and a relaxing atmosphere. Ms. Johnson has been operating the studio for the past five years.

Over the past year, your client has made a few major investments, but has noticed that her profits have been declining. How would you determine what is causing the decline in profits and what should be done to address it?

Example #5: Pharmaceutical Company

Your client is Pfizer, an American pharmaceutical company that develops and produces medicines and vaccines in a wide range of therapeutic areas. The CEO is worried about the company’s financial performance five years from now, when three of their blockbuster drugs come off patent.

What can Pfizer do to ensure that it continues to grow and be profitable?

Example #6: Insurance Company

Our client is an American auto insurance company. They are the second largest auto insurer in the United States and provide coverage for more than 30 million motor vehicles and more than 20 million policy holders.

Until recently, most car insurance is sold to car owners by insurance brokers. Insurance companies pay brokers a commission for each policy sold. Recently, car owners have started buying insurance directly from insurance companies over the phone.

You have been hired to help our client determine whether they should invest more in selling policies direct to customers over the phone.

How to Ace the KPMG Written Case Interview

Here’s how the KPMG written case interview works:  

  • The interviewer will give you a packet of 20 – 40 pages of graphs, charts, tables, notes, and other text
  • You’ll have anywhere between 45 - 60 minutes to analyze the information in the packet and make slides to present your analysis and recommendation
  • Afterwards, you will present your slides to the interviewer who will ask follow-up questions on your analysis and findings

Follow the steps and tips below to ace your KPMG written case interview.

1. Understand the business problem and case objective

The first step in completing a written case interview is to understand what the objective is. What is the primary business question you are trying to answer with the data and information provided?

Answering or solving the wrong business problem is the quickest way to fail a written case interview. Therefore, the first thing you should do is to read the instructions and the case background information so that you clearly understand the primary question you are trying to answer.

2. Read the list of major questions

Some written case interviews will provide you with a list of 3 – 4 key questions that you will be expected to address or answer.

Once you understand the overall business problem and case objective, read through the list of key questions. This will tell you what the most important areas of the case are. These will be the questions that you want to investigate and answer first.

If the written case interview is more open-ended and does not provide you with a list of key questions, skip this step and move onto the next step.  

3. Quickly flip through the material to identify what information exists

The next step is to flip through the information packet that is provided to see what information is available. Identify what data you have and what data you do not have.

If the written case interview has provided you with pre-filled slide templates, make sure to flip through those as well.

The goal in this step is not to read and analyze every slide. That would take too much time.

Instead, you want to get a sense of what data and information is out there. This will help you decide and prioritize which slides are most important to read and analyze in more detail later.

4. Create a framework

Before you begin reading and analyzing the information in the slides in more detail, you should create a basic framework to help guide your analysis.

Select 3 to 4 broad areas that you think are the most important to analyze. In other words, what are the 3 to 4 things you need to know to answer the primary question of the written case interview?

If the written case interview has provided you with a list of 3 – 4 key questions, make sure to include these important areas in your framework.

Sometimes, these 3 – 4 key questions are your entire framework and you will not need to add anything else. Other times, you may identify important areas from flipping through the slides that you want to add to your framework in addition to these 3 – 4 key questions.

If the written case interview has provided you with pre-filled slide templates, these slides often provide clues on what the most important areas are.

5. Match information that exists to areas in your framework

Now that you have a solid framework to guide your analysis, the next step is to identify what information you can use to answer each area of your framework.

Since you have already flipped through the material and catalogued what information exists, you can match different pieces of information that exist to areas in your framework.

6. Read and analyze the material

The framework you created tells you what questions you need to answer. From the previous step, you know which slides the information is in to answer each question. All that is left to do is to read and analyze the information that is relevant to each area of your framework.

As you answer the major questions in your framework, make sure to write a one or two sentence summary of the key takeaway or answer. This will help you remember the work that you have done and make it easier to decide on a recommendation.

7. Decide on a recommendation

Once you have finished reading and analyzing all of the important and relevant material, you should have a list of key takeaways or answers to the major areas of your framework.

In this step, you’ll read through the key takeaways and decide on what recommendation they collectively support.

You should not expect every key takeaway to support your recommendation. Often, you’ll have key takeaways that support your recommendation, but also key takeaways that go against your recommendation.

If this is the case, you’ll need to mediate conflicting insights and decide on which insights are the most important. Remember that there is typically no right or wrong recommendation. As long as your recommendation is supported by data and evidence, you will be in great shape.

8. Structure your presentation slides

When you have decided on a recommendation and have the supporting data and evidence for it, you’ll want to create a structure for your presentation slides.

A simple, but effective structure you can use is:

  • Slide 1: Present your recommendation and the three reasons that support it
  • Slide 2: Present your first reason and the data that supports it
  • Slide 3: Present your second reason and the data that supports it
  • Slide 4: Present your third reason and the data that supports it
  • Slide 5: Summarize everything that you’ve covered so far
  • Slide 6: Present potential next steps

If the written case interview has already provided you with pre-filled slide templates, the structure of your presentation slides may already be decided for you. If not, you can incorporate the pre-filled slide templates into your overall presentation structure.

9. Fill in your slides

Once you have the structure of your presentation slides, the next step is to fill in the slides with content.

When filling in slides, make sure you use descriptive slide titles that clearly communicate the main message of the slide.

Additionally, try to make your slides easy to digest. Each slide should have one key message.

10. Review your slides and prepare for potential questions

If you have time remaining, review your slides one more time to check for any mistakes or errors. You can also spend some time cleaning up the slides to make them look neat and polished.

Afterwards, you can brainstorm potential questions the interviewer may ask you during your presentation. They may want to know how you performed your analysis or reached your conclusions. They may also challenge your assumptions or interpretations of the data.

Preparing for potential questions that could be asked will help your presentation go much more smoothly and you’ll feel much more confident while presenting.

For a full guide on written case interviews, check out our consulting written case interview step-by-step guide .

The 10 Most Common KPMG Behavioral or Fit Interview Questions

In addition to case interviews, you will likely be asked a few behavioral or fit interview questions. There are ten questions that are most commonly asked.

1. Why are you interested in working at KPMG?

How to answer: Have at least three reasons why you’re interested in working at KPMG. You could mention that you loved the people that you have met from KPMG so far. You can talk about KPMG’s massive global presence and expertise in nearly every industry and function. You can speak to KPMG’s work culture and their emphasis on work life balance. Finally, you can mention their investment in their consultant’s professional development through their Continuing Professional Education (CPE) courses.

2. Why do you want to work in consulting?

How to answer: Again, have three reasons why you’re interested in consulting. You could mention the fast career growth opportunity, the opportunity to develop soft and hard skills, or the level of impact that you can make by working with large companies on their most challenging issues.

3. Walk me through your resume

How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on emphasizing your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting.

4. What is your proudest achievement?

How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work.

5. What is something that you are proud of that is not on your resume?

How to answer: This is a great opportunity to highlight an accomplishment that is not related to your professional work experience. Perhaps there is a non-profit that you volunteer at, a side project or business that you work on, or a hobby that you have won awards or recognition for. Choose something that is impressive and interesting.

6. Tell me about a time when you led a team.

How to answer: If possible, choose a time when you directly managed a person or a team. For this question and the following questions, make sure that you structure your answer. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work. This is known as the STAR method and is commonly used to answer behavioral or fit interview questions.

7. Give an example of a time when you faced conflict or a disagreement.

How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak to the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you are a great mediator and that you can handle conflict in a constructive way.

8. Tell me about a time when you had to persuade someone.

How to answer: Choose a time when you were able to change someone’s mind. Focus on emphasizing the steps that you took to persuade that person and what impact and results this had. Interviewers want to know that you are a great communicator and a good people person.

9. Describe a time when you failed.

How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. Focus on emphasizing what you learned from the experience and how you used that experience to deliver even better results in the next opportunity that you got. Interviewers want to see that you don’t get discouraged from failure and that you treat those experiences as learning opportunities.

10. What questions do you have for me?

How to answer: This is a great opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting or their career. Express genuine interest in what they have to show and ask follow-up questions. The more you can get the interviewer talking about themself, the more likely they will have a positive impression of you.

For more help on KPMG behavioral or fit interview questions, check out our complete guide on consulting behavioral interview questions .

Recommended KPMG Case Interview Resources

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  • Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
  • Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
  • The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
  • Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
  • Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
  • Resume Review & Editing : Transform your resume into one that will get you multiple interviews

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Hi, does anyone have any advice for a kpmg case interview, overview of answers.

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I recently interviewed with them for their management consulting practice at one of their Canadian offices.

First round was the usual case interview, fit questions + a candidate-led case. Although the cases were easier compared to MBB.

Final round was a written case where they gave me a case study and I had to use excel and pivot tables to analyze some data, and then synthesize it on PowerPoint slides. There was a presentation and a Q&A to panel at the end.

Hi, can you please give more details about this written case? how much data you had to analyze? was it only about data analyzing and synthesize?

I think KPMG's case interview is very different as compared to traditional strategy consulting firms. I applied 2 years ago and got the offer. They would give you a topic, ask you to prepare for it for about 5 days and come back for a 10-minute presentation. Then, it's Q&A both on the topic and also competency-based questions.

Preparing strategy cases would help with your communication and commercial awareness, but generally it does not directly contribute to your performance at a Big 4 interview.

P.S. I applied to London 2 years ago - not sure if they have changed the structure now.

I have recently applied in KPMG in strategy consulting and got the offer.

There were several stages: online tests, written case, HR interview and 3 case interviews with Managers.

Written case was a market entry case, for live case interviews there were brainteasers, market-sizing questions and also 2 market-sizing cases.

The resources, such as "Case in Point" by Marc Casetino, "Secrets of Case interview" by Victor Cheng and articles and tutorials here, in PrepLounge were actually very helpful.

Best regards.

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KPMG Case Interview – Questions to Expect

  • Last Updated July, 2021

KPMG’s Values & Culture

The kpmg case interview, the kpmg recruiting process, 4 tips on acing the kpmg case interview, the kpmg fit interview.

Are you recruiting with KPMG Advisory? Wondering what to expect, how to apply, and how to ace your KPMG interviews and get an offer?

We’re here to help!

We’re a team of former consultants and consulting industry recruiters and have helped 85% of our clients receive offers from management consulting firms. We want you to be our next success story!

In this article, we’ll discuss:

  • KPMG’s values and culture.
  • The KPMG recruiting process.
  • The KPMG fit interview.
  • The KPMG case interview.
  • 4 tips for acing the KPMG case interview.

Let’s get started!

KPMG’s purpose and values are incredibly important and are put front and center in KPMG’s culture.

“Heads Up Thinking” is KPMG’s vision for the way they work. This means looking people in the eye, making connections, and collaborating on ideas. It means staring down challenges, facing them with candor and courage.

During the recruiting process, it’s expected that you understand the KPMG values and have considered why you’re a good fit for their culture. 

Behavioral interviews are given more weight at KPMG than other big firms as finding a good fit between the business and new recruits is so important.

The KPMG values are:

  • Integrity . We do what is right.
  • Excellence . We never stop learning and improving.
  • Courage . We think and act boldly.
  • Together . We respect each other and draw strength from our differences.
  • For Better . We do what matters.

Make sure you consider the KPMG values in every question that you answer. Talk about how the values appeal to you and give examples of how you feel your past actions align well with the KPMG culture.

For example, perhaps you were asked to lead a complicated project with a diverse team. Explain how you learned about, recognized, and leveraged the strengths of the group to deliver a successful outcome. 

Or perhaps you’ve had an experience where you had to act with courage even though it was difficult. 

Maybe you had to call out the behavior of a team member or line manager because you knew it was the right thing to do. Or maybe you pointed out a flaw in a process even though that was the way it’d always been done.

Showing that you can act with integrity even when it’s challenging is an important attribute of a successful KPMG consultant.

KPMG is not striving to be the biggest professional services firm, but its goal is to be the best professional services firm. They see living their values as a significant differentiator from other firms and believe it adds value for their clients.

The KPMG recruiting process has 3 stages:

Application

  • Digital assessment
  • Video interview

To start the KPMG recruiting process, search the job listings on their website. 

You have to apply for a specific post and location so make sure to do your research on the locations and roles that interest you upfront.

If you’re unsure where to apply, you can reach out directly to a KPMG recruiter or attend one of KPMG’s virtual events.

KPMG says the application process should take around 10 minutes. Students will need a current resume and their college transcript. Application deadlines are shown for each job individually and you can only interview for one role at a time.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

KPMG Pymetrics Assessment

As part of the application process, you’ll be invited to complete a digital assessment created by Pymetrics. This consists of 12 gamified exercises that assess your suitability for KPMG.

It should take around 25 minutes to complete and there are no right or wrong answers. The Pymetrics assessment judges the cognitive, social, and emotional attributes of candidates against the attributes of successful KPMG consultants. After completing the assessment, the results are shared with you.

For more information on Pymetrics’s digital assessments, check out the article we wrote about what to expect on the Pymetrics test and how BCG uses Pymetrics to assess its candidates. 

For more helpful hints, check out this article we wrote on how to prepare for online consulting tests .

Video Interview

If you are successful with the digital assessment, you will be invited to move on to the interview process. You will need to tackle at least 2 live video interviews with KPMG practice leaders as part of this stage. 

Both behavioral and case interview questions should be expected. For more information, check out our article on acing video interviews .

Given how strongly KPMG values fit, expect to be asked behavioral questions in at least one, if not both, video interviews.

Behavioral questions are used because recruiters believe how you acted in the past gives a strong indication of future behaviors. This offers them insight into how you might tackle challenging situations within a work environment.

Fit questions often start with the phrase, “Tell me about a time when” or “Give me an example of.”

Typical KPMG Behavioral Interview Questions

  • Why KPMG? Why Advisory? Unsurprisingly, given their emphasis on cultural fit, KPMG will expect candidates to have strong reasons for both applying to KPMG and their chosen practice area.

Example questio ns:

What made you choose KPMG over other firms? What is it about Advisory that most interests you? What are the key strengths you would bring to the Advisory practice?

  • Teamwork . One of the KPMG values is “Together” so they’ll want to understand how you work within a team.

While it’s important to recognize and appreciate the different approaches of team members, you’re also expected to “do what’s right.” This might involve challenging other team members who aren’t pulling their weight.

Example KPMG questions:

Tell me about a time you had to manage an ineffective team member. What would you do if your team members weren’t focused on delivering quality work? Tell me about a time where you had to demonstrate flexibility in your approach. Describe your most successful effort in promoting teamwork within a group.

  • Personal history . KPMG is particularly interested in you as an individual, what experiences you’ve had to date, and how that’s shaped who you are.

They want to know how your past has influenced you, what you’ve learned from it, and how it’s brought you to where you are now. The recruiting team will be looking for candidates who are self-reflective and able to articulate what they’ve learned both from positive and more challenging past experiences. This is part of  their value of “Excellence.”

Tell me about yourself. Tell me about something impactful you’ve done that’s not on your resume. What classes have you taken and how have they influenced your career path? Tell me about someone you consider a mentor and how they’ve shaped your career. Describe a situation where your work or idea was criticized. How did you respond?

  • Motivation . KPMG works hard to keep its employees engaged and promote an effective work-life balance. However, the work is still demanding and KPMG needs its people to be goal-oriented and resilient.

The recruiting team will be looking for individuals who offer examples of self-motivation, hard work, and diligence. They’ll also be on the lookout for those that can pick themselves up after something hasn’t gone to plan and use disappointment to motivate themselves to achieve.

Where do you see yourself in 5 years? Give me an example of a time you failed and its effect on you. Describe a goal that you’ve set for yourself over the past year. What do you consider your greatest accomplishment and how did you achieve it?

How to Tackle KPMG Behavioral Interview Questions

In answering behavioral questions, talk honestly and authentically. 

KPMG suggests building an “elevator pitch” to describe your personal history and answer the question, “Tell me about yourself.” 

This is a short 20–30 second speech describing a few relevant pieces of information about you, your history, and how your history has shaped your aspirations for the future. 

Answer behavioral questions using stories. Stories are more engaging and relatable and allow more of your personality to shine through. 

Make sure you explain the emotional elements of your examples — how you felt and what impact that had — not just the bare facts. Remember to show the learning you’ve taken from events that have happened and how it’s influenced your career path.

A framework such as the A STAR(E) model can be helpful for structure your answers. 

For more information and extra tips read our article on successfully tackling behavioral questions .

KPMG is a large professional services firm. The format and technical nature of the KPMG interview are dependent on the practice area you are applying for. For Advisory applicants, this will be a case interview.

What Is a Case Interview?

A case interview is a discussion of a business problem between a candidate and interviewer. They typically cover problems that are similar to those the company sees their clients struggle with. Case interviews are used to assess problem-solving ability, creativity, and business acumen in candidates.

Sales of drinks in Coffee Bean cafes are decreasing. What is causing the sales decrease?

Turnover of store employees at Burger R’Us restaurants has increased over prior years. What would you advise the company to do?

You need to offer a solution to the given problem using logical reasoning. There may well be data provided in the form of charts or graphs that you’ll need to interpret and use to give weight to your solution.

While you should expect a conventional case (market sizing questions or profitability questions, etc.) in all KPMG Advisory interviews, be prepared to expand on relevant technical drivers depending on the specific area you’re applying to. For example, value-chain analysis if you’re applying to the Operations Advisory practice.

What Is the KPMG Case Interview Format?

At the moment, KPMG is recruiting predominantly through video interviews. However, this may change back to face-to-face interviewing this fall. 

KPMG case interviews are candidate-led and positioned as a dialogue between the candidate and the recruiting team — as if you were working as part of a team to prepare for a client presentation.

Once the problem is presented, you’re given time to work through supporting information and prepare your thoughts. After that, you’ll offer a recommendation to the recruiting team and answer follow-up questions.

To tackle any case interview, use a 4-part approach:

  • Opening – Make sure you’re clear on the problem that the client is facing.
  • Structure – Brainstorm all the relevant aspects of the problem and organize your thoughts about how to tackle the case to ensure you cover everything in a logical manner.
  • Analysis – Gather and analyze all the relevant data, prioritizing factors that will be most important to the client. Use this data to create a recommendation.
  • Conclusion – Deliver your recommendation to the client (the recruiting team) in a well-thought-out and persuasive manner.

1. Opening: Understand the Problem

Ask clarifying questions about the client’s problem, including about any specific goals (e.g., increase revenues by at least 10% or have a payback period of 3 years or less.)

Reflect back to the recruiting team what you believe the problem to be to make sure you’ve understood it correctly. You don’t want to waste time coming up with an answer to the problem you think they want to solve — or one you wished you’d been asked!

2. Structure: Take Your Time When Organizing Your Approach to the KPMG Case

We get it! You can feel under a lot of pressure during a case interview, especially if there’s a lot of information to sift through. 

Make sure you take the time to clearly plan how you’re going to tackle solving the problem. 

Using business frameworks can be a helpful way to organize your thoughts and can help you decide what data you want to concentrate on. An issue tree is another way to structure your thinking.

Check out our article on how to use business frameworks effectively for more information.

3. Analysis: Take the Interviewer through your Structured Approach Step-by-Step

Consulting interviewers are looking for structured problem solvers. Take the approach to solving the case that you’ve developed and lead the interviewer through it, sign-posting as you transition from one step to the next. Explain your thinking at each step along the way.

You might receive data relevant to the case question requiring further analysis. If so, structure any math calculations and walk your interviewer through those as well.

4. Recommendation: Be Clear and Confident

Plan the key points that you want to make during your presentation to the recruiting team. 

Cover the main highlights from any data you were given that has shaped your analysis. Then clearly present your recommendation for the next steps. 

Make sure that you also point out any risks associated with the recommendation and any assumptions you’ve made.

For more information check out our step-by-step guide on case interview preparation .

Does KPMG Use Written Cases?

Before the shift to video interviews, many candidates also had to complete a written case as part of the KPMG interview process. 

Even though KPMG is currently using video interviews, this may change, so it’s worth checking with your local recruiting team and preparing for a written case if you’re unsure.

A written case is similar to a verbal case interview. Recruiters are still interested in your ability to solve business problems by thinking clearly and logically. Information is presented via a pack of slides containing charts, graphs, text, or photographs.

You’ll have to sift through the information to find relevant and compelling data that helps answer the problem presented. Then you’ll need to create 3-5 slides that provide a clear recommendation for the client.

You will then present those slides to the recruiting team and take questions.

For more information, see our article on tackling written cases .

In this article, we’ve covered:

  • The importance of KPMG’s values and culture.
  • How the KPMG recruiting process works.
  • How to tackle the KPMG behavioral interview.
  • How to prepare for the KPMG case interview.
  • Our top tips for KPMG interview success.

Still have questions?

If you have more questions about the KPMG case interview, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

Other people prepping for KPMG case interview found the following pages helpful:

  • Our Ultimate Guide to Case Interview Prep
  • The Big 4: How Do They Fit Into the Consulting Industry
  • Accenture Case Interview
  • Written Case Interview

Help with Consulting Interview Prep

Thanks for turning to My Consulting Offer for advice on your KPMG Advisory interview. My Consulting Offer has helped almost 85% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Hannah was able to get her offer from Accenture.

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kpmg strategy consulting case study

  • The Strategy Group

Graduate Programme

  • Graduate >
  • Deal Advisory >

On the Strategy Group programme you’ll join a dynamic and fast-growing business area where, along with the support of your team, you’ll work through complex and challenging issues facing our clients today. You’ll have the opportunity to work with people at all levels including senior management, offering strategic advice on business and operating models to our corporate, public sector and private equity clients. We offer advice in both an organic growth and transaction-related setting. It is an exciting time to join this team as we drive momentum and enhance our presence in our priority sectors. Your career aspirations and initiative can help make a meaningful and positive difference for the businesses and communities we serve.

The Strategy Group Graduate Programme is designed to give you a broad and varied experience from both a sector and proposition perspective, and develop your consulting skills to help you to accelerate your career. You will build your commercial understanding and business acumen to deliver real value to our clients straight away.

You could gain exposure and experience across:

  • Deal Execution - From helping to plan and implement strategic change to measurably increasing portfolio value, our Deal Execution team focuses on delivering tangible results.
  • Centres of Excellence - Our CoEs offer deep functional specialist knowledge across all sectors, in both the deal and non-deal environment. They go to market both as part of a team with Deal Execution and Strategy & Performance Transformation, or directly to clients.
  • Climate Risk & Strategy - We help our clients to identify and quantify climate-related risks and opportunities to ensure that they balance their environmental responsibilities with economic success to deliver effectively for all stakeholders.
  • Strategy & Performance Transformation - We support organisations and executive teams in defining their ambition and developing innovative strategies that embed the agility, customer- centricity and operational excellence needed to thrive in dynamic markets.

You’ll be helping to support clients and businesses across the globe, right from the start. You’ll enjoy exposure to a wide variety of client and internal work such as business development, thought leadership and proposition development. The type of projects you could work on include developing a new operating model across Europe for a major consumer goods producer, or undertaking market analysis across a multitude of sectors to help clients identify growth opportunities. 

You will need the adaptability and flexibility to work in different roles with a diverse range of people, often under challenging deadlines, to help our clients solve their most complex strategic issues. Whichever sector you’re working in or project you support, you’ll work closely with people across KPMG’s global network of firms. As part of our diverse KPMG community, you’ll have the chance to feed your curiosity and work with some of the brightest minds who’ll support you grow and build your career.

Our firm’s hybrid working model balances the flexibility of working from home with the importance of collaborating and learning in offices or at client sites. We trust our people to be where our clients need them to be, with our client-facing colleagues working together in person as often as needed. You’ll be empowered by the technology that supports us to work flexibly and our collaborative offices spaces, building friendships and shared experiences, innovating and learning together.

Programme summary

Programme overview.

Capability: Deal Advisory

Programme length: 3 years

Qualifications: CIMA

Entry requirements

At KPMG, everyone brings a unique perspective, and we want to ensure that you have the best opportunity to demonstrate your potential. We want to discover your individual strengths and attributes to help us to know whether you’ll enjoy working here and how you’ll thrive. That’s why we operate an open access policy and an application process that will assess both your qualifications and your qualities.

Generally, you’ll be expected to demonstrate the following grades (*or equivalents), to show that you’re able to successfully study for professional qualifications. If you are a few grades or points short, we would still encourage you to apply, as your application will be reviewed together with your performance in our assessments. You‘ll also have the opportunity to provide additional information for us to assess your application and potential in the context of your socio-economic background and/or any extenuating circumstances, which may have a positive uplift on your academic achievements through contextual recruitment. You can find out more here .

  • GCSE Maths Grade 5 or B*
  • GCSE English Language Grade 5 or B*
  • 120 UCAS points* from your ‘top’ 3 A Level grades, excluding General Studies
  • 2:1 undergraduate degree in any discipline.

Throughout the recruitment process we will be looking to learn more about your strengths.

To be successful on this programme, you will be required to demonstrate the strengths that we look for in our graduates at KPMG.

Learn more about what we look for and how to apply   here .

Training and development

The training and development of our people is critical to the future success of our business. We want to empower you to grow in your own way, to feed your curiosity and embrace a growth mindset in an environment where learning is continuous. Therefore, we have created a rich curriculum and learning community to help you build your skills and fulfil your potential. This ranges from an immersive 5-day induction experience to help you transition to the world of work, formal training courses, leadership knowledge bites, learning journals, online courses and networking events – all aligned to our ‘learn for a lifetime’ strategy designed to help you gain an advantage for life.

In addition, in Deal Advisory - The Strategy Group, we currently offer the CIMA qualification through an apprenticeship route, with the potential for future development via other relevant certifications and/or accreditations. The CIMA qualification uses innovative technology and is delivered via a blend of Online Classroom Live and recorded courses, in addition to in-centre classroom courses. It also has wrap-around support which consists of dedicated professional coaches, online portal content and live and recorded additional study sessions, which means there is a form of support for your every need.

This blended approach enables you to study and learn the content at a pace suited to your learning style, but ensures all are at the right technical level prior to stepping into revision elements, so you can focus on your exam technique before the exam. The structure of the programme is delivered via an apprenticeship route which really enables you to learn on the job and apply your knowledge to the workplace. It equally means that your learning and examinations are spread over the lifetime of the training contract, so that you are able to build up your technical knowledge, and can gradually apply what you are learning in training to your workplace experience.

Additional important information

Please visit our Applying to KPMG page to discover more about our application process.

Visit our International Students page to find out more about visas and requirements.

For anything else, please refer to our FAQ section .

Rani Edit

Rani initially gained an insight into KPMG through our undergraduate programmes when she was an Economics student at the University of Birmingham and found she enjoyed the culture of the firm.

“In the first year of my degree, I attended the KPMG Insight Programme. I especially liked how people-centred the firm is. It was through that programme that I was offered an internship which I also really enjoyed.  That led me onto the graduate scheme.    

I like having different tasks and trying things that are completely new to me. I’m working in Transaction Services, which is focused on the early stages of a deal. A typical example of our work is when a client asks us to help them sell their company, we’ll look into the accounts, do due diligence and produce a report to give to the buyers.

Our partners often ask you to research a company. That involves searching across everything from news to relevant mergers – to then share back with them. I find it really interesting.  It’s great to have that kind of responsibility and partners are genuinely interested in what you think.

View other programmes in Deal Advisory

Climate risk & sustainability.

Programme Length:

Qualifications:

Data Analytics and Technology

  • Deal Advisory

Corporate Finance

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kpmg strategy consulting case study

Addressing the Strategy Execution Gap in Sustainability Reporting

As global businesses face increasing regulatory pressure to disclose information about environmental, social and governance impacts, risks and opportunities, organizations are set to spend more on sustainability initiatives over the next three years. However, most organizations view sustainability engagement not only as a compliance issue but also as a valuable tool for enhancing financial performance both now and in the future. Despite this realization, organizations are facing real challenges in delivering against this objective.

KPMG conducted a deep dive on where organizations are investing in the coming years with an eye towards maximizing financial value, while complying with disclosure requirements. Key findings include a focus on investing in sustainability talent, prioritizing sustainability data and analytics, managing supply chain sustainability, and completing an sustainability risk assessment. Enhancing data management is seen as the top way to integrate sustainability goals with overall business objectives, but organizations still face challenges integrating sustainability strategy into their broader business structure due to resourcing constraints and internal silos between departments.

Download the Deck

In the companion deck to this study, we dive further into the details on how organizations are structuring to meet looming sustainability challenges overall and at the sector-specific level.

Investment in sustainability capabilities is top priority

of organizations will increase their sustainability investment in the next 3 years

are dedicated sustainability personnel, sustainability-specific software and sustainability-related employee training and education

There is a disconnect between perception and preparedness… Many organizations believe they are ahead of peers regarding sustainability reporting, but almost half still use spreadsheets to manage their sustainability data

Data management is critical to integrating sustainability goals with overall business objectives

of leading organizations use advanced data systems for sustainability reporting

of organizations plan to improve sustainability data collection with artificial intelligence

see improving data management and reporting capabilities as helpful in integrating sustainability goals with business objectives

anticipate an increase in sustainability integration across roles

Structural challenges hinder ability to integrate a sustainability strategy into broader business goals

insufficient resources or capacity to collaborate effectively, internal silos and limited communication between departments, and divergent priorities or goals across functions

are planning to restructure teams to better align sustainability goals with business strategy

of core sustainability reporting activities are currently or are planned to be outsourced in the next 3 years

Timely and accurate reporting of sustainability information is key for businesses to make strategic business decisions and meet regulatory reporting guidelines, which lead to preservation and growth of financial value.

kpmg strategy consulting case study

Maura Hodge

Sustainability Reporting Leader, KPMG LLP

Investment in sustainability reporting capabilities is top priority

With impending regulatory reporting requirements, organizations are increasing investments in many areas of the sustainability reporting process.

Significant areas of investment by sustainability reporting activity

Data mangement is critical to integrating sustainability goals with overall business objectives

Most organizations plan on enhancing their sustainability data collection and management systems because the use of advanced software, automation and AI/ML tools can significantly improve sustainability reporting efficiencies

Measures being undertaken to be perceivably ahead of others in maintaining transparent sustainability reporting

Our Sustainability Organization Survey underscores the critical role of data in driving sustainability objectives forward and seamlessly integrating these into the overall business strategy.

rob

US Sustainability Leader, Partner Advisory, KPMG LLP

Capacity constraints and internal silos are the top two challenges organizations are facing

Challenges that impede cross-functional collaboration on sustainability matters

Organizational restructuring to better align sustainability goals with overall business strategy in the coming years

Sustainability strategy and reporting efforts need to be aligned, therefore organizations are restructuring to achieve this coordination

Yes, definitely - we are planning for a major restructuring to align sustainability goals with business strategy

Yes, somewhat - minor adjustments or adaptations in our organization are expected

Maybe - it depends on changes in sustainability regulations and market demands

No, not at all - our current organizational structure already aligns sustainability goals with business strategy

Unsure - we have not discussed organizational restructuring related to sustainability alignment at this time

Steps you can take to improve Sustainability reporting & strategic integration across your business:

  • Set your sustainability ambitions:  Collectively agree upon a sustainability strategy for each of your material sustainability topics, establish action plans and determine how to measure success. These actions link sustainability to your business strategy and this information is required for regulatory reporting.
  • Invest in sustainability talent, including training and education for employees:  Improve sustainability reporting capabilities by investing in dedicated sustainability personnel who can manage and oversee reporting processes, data collection, and analysis. Broaden access to sustainability information by creating a culture of sustainability awareness across all departments through employee training and education programs. This knowledge will help you execute on sustainability goals within the broader business context.
  • Design a holistic sustainability technology architecture:  Sustainability information needs are ever evolving and having a structured, but flexible sustainability data architecture, like a data lake, will allow you to adjust efficiently to new and changing reporting requirements.
  • Restructure teams to better align sustainability goals with business strategy:  Address structural challenges by redefining roles and responsibilities and identifying leaders and subject matter experts for effective implementation and efficient reporting.
  • Seek external support:  To support internal capabilities and accelerate progress, consider outsourcing core sustainability reporting responsibilities.

How KPMG can help

With extensive experience in reporting and sustainability consulting, KPMG can help organizations streamline their Sustainability reporting processes, develop a sustainable governance structure, and integrate Sustainability goals into their overall business objectives. KPMG’s dedicated team of professionals can provide tailored services to help organizations navigate complex Sustainability standards, optimize data collection and analysis processes, drive sustainable and responsible business practices, and create long-term value.

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Deloitte and KPMG: The War for Talent

By: Sanjeev Prashar, Amitabh Deo Kodwani, Mukesh Kumar

In 2016, India witnessed an intense war for talent acquisition in consulting when Deloitte Touche Tohmatsu India LLP (Deloitte) poached 20 partners and their teams-around 300 people in total-from…

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  • Publication Date: Jun 28, 2017
  • Discipline: Organizational Behavior
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In 2016, India witnessed an intense war for talent acquisition in consulting when Deloitte Touche Tohmatsu India LLP (Deloitte) poached 20 partners and their teams-around 300 people in total-from KPMG India (KPMG). Deloitte offered a higher compensation to attract KPMG executives and lured partners with a salary jump in proportion to the number of team members they could bring from KPMG. The rivalry between the firms was fuelled by their desire to challenge Ernst & Young Global Limited, the market leader, which had 125 partners in its advisory vertical. This was the biggest poaching attempt in the industry since 2011 and the third time in the span of a year that KPMG partners had quit to join rival companies. For KPMG, it was a big blow, as the company lost many partners from the vertical that was leading its growth globally. KPMG management was now confronted with the challenge of defending against any such future poaching attempts by its competitors and retaining existing employees. The firm needed to engage its existing employees and boost their motivation to avoid further damage.

The authors Sanjeev Prashar and Mukesh Kuma affiliated with Indian Institute of Management Raipur. Amitabh Deo Kodwani is affiliated with Indian Institute of Management Indore.

Learning Objectives

This case focuses on employee engagement, and can be used in courses on human resource or talent management in management programs at the post-graduate level. After working through the case and assignment questions, students should be able to do the following: Describe the dynamics of the talent market in the light of cutthroat competition. Explain the nuances of poaching and raids in a human resources context. Propose strategies companies can use to retain employees and stop attrition.

Jun 28, 2017

Discipline:

Organizational Behavior

Geographies:

Industries:

Business consulting services, Scientific and technical services

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kpmg strategy consulting case study

Consultingcase101

Wells Ice Cream Profits Down 20 Percent

Case Type: improve profitability . Business Concepts Tested: Cost analysis ; Competitive landscape ; Creativity ; Mental math . Consulting Firm: KPMG Advisory first round full time job interview. Industry Coverage: food & beverage ; retail . Quantitative Difficulty: Very Easy; Qualitative Difficulty: Medium; Overall Difficulty: Medium

Case Interview Question #01384: Our client Wells Enterprises, Inc. is a mid-sized ice cream store chain in the United States southeast region, based … Read the rest

National Zoo to Buy 2 Giant Pandas from China

Case Type: investment ; math problem . Consulting Firm: KPMG Advisory first round full time job interview. Industry Coverage: leisure & recreation .

Case Interview Question #01330: Your client the National Zoological Park, commonly known as the National Zoo, is one of the oldest zoos in the United States. It is a 163-acre (66 ha) urban park located at Rock Creek Park in Northwest Washington, D.C. Founded in 1889, its … Read the rest

Miller Brewing Company to Merge with Molson Coors

Case Type: mergers and acquisitions (M&A) ; marketing . Consulting Firm: KPMG Advisory first round full time job interview. Industry Coverage: food & beverages ; tobacco & alcohol .

Case Interview Question #01282: Our client Miller Brewing Company is an American beer brewing company headquartered in Milwaukee, Wisconsin. The American beer market is dominated by three major players: Anheuser-Busch InBev with 45% market share, our client Miller Brewing Company with … Read the rest

Mobile Toilet Maker To Enter Luxury Porta-Potty Market

Case Type: new product ; market sizing . Consulting Firm: KPMG Advisory first round full time job interview. Industry Coverage: manufacturing .

Case Interview Question #01182: A portable toilet or mobile toilet or porta-potty is a toilet that may easily be moved around. They may be toilets that can be brought on site, such as a festival or building construction site, to quickly provide sanitation services. Some are re-usable and … Read the rest

Car Wash Chemical Company to Increase Sales by 30%

Case Type: increase revenues ; pricing ; math problem . Consulting Firm: KPMG Advisory final round full time job interview. Industry Coverage: chemicals .

Case Interview Question #01179: Your client is Walter Black Industries Inc., a privately owned chemical manufacturing company based in Albuquerque, New Mexico, United States. The chemical company specializes in producing car wash chemicals. The client has two major products, Car Wash A and Truck Wash A.… Read the rest

Board Game Distributor to Optimize Inventory Allocation

Case Type: reduce costs ; operations strategy ; supply chain optimization . Consulting Firm: KPMG Advisory first round full time job interview. Industry Coverage: sports, leisure & recreation ; entertainment .

Case Interview Question #01177: Our client Board Games Company (BGC) is a small board game distributor in the U.S. A board game is a tabletop game that involves counters or pieces moved or placed on a pre-marked surface or … Read the rest

How to Prepare for a Case Interview at the Big 4 Firms

If you are applying for a role within management consulting for one of the Big 4; Deloitte, EY, KPMG or PwC, you may be asked to undertake a case interview. A case interview is a type of job interview in which you will be presented with a specific business situation, and asked to answer questions on how you would handle this specific situation. It may be a situation you are likely to encounter in your day to day job or it could be a question unrelated to your role. For example, you may be asked how you would determine the market for a new product launch, and you’d need to be able to ask questions and extract information to be able to determine this. Case interviews can be complex, but it is important to take a deep breath and think things through carefully before you start.

Interviewer Expectations

A case interview may be different to what you’ve done before, and as such, it can be difficult to know exactly what is expected of you from the interviewers. The good news is that there isn’t really a right or wrong answer to the question, the interviewer is looking to see how you reach your solution. This includes the questions you ask and the logic you use. They are looking for you to ask questions which will help you reach a solution and to carefully consider the information you have to reach a final conclusion.

Case Interview Topics

As you are being interviewed for a management consulting role, there are general case interview topics which will usually be used by most organisations. These include:

Business Analysis – the question may be related to your ability to analyse a specific business. This may include understanding its market potential, profitability, growth etc. For instance, you may be asked whether the company should start exporting to a specific country. In this case, you would need to determine the cost, and calculate the profitability to reach a conclusion. This type of question would come down to your ability to ask the right questions, to make calculations and to problem solve.

Estimations – it is not always easy to know the answer in business. For example, you might be asked to estimate the company profits over the next 5 years’. In this case, the interviewer is looking for your ability to extract information, calculate, problem solve and reach a conclusion, without having hard facts on hand. There is no way of knowing exactly what you will be asked during the case interview, but by looking up business case studies, you’ll get a good idea of how to work out the answer. It’s more about structure and problem solving, than anything else. If you can reach a strong conclusion, all the better.

How Do You Succeed in Case Interviews?

Case interviews, especially with one of the Big 4; Deloitte, KPMG, EY or PwC can be challenging, but there are some steps you can take to prepare for these. Practice

Like most things in life, practice makes better and by understanding exactly what is expected of you, you’ll be in a better position to be able to answer the questions. Reading cases and practicing online case study tests will help you get prepared for the interview. If you can get a buddy to help you practice, this will also benefit you. Ask for feedback from a friend, as this will give you a better understanding of what you’re doing right and what you need to work on. If you can’t find a buddy, practice by reading the cases aloud. The key to success with the case interviews is preparation and practice. It is also a good idea to practice calculations too, as this may be part of the process during case interviews. You may need to work out numbers and it’s important to have an understanding of how to work these out, especially when you’re on the spot.

Confirm the question

Make sure you completely understand the question before you start, as if not, you may go down the completely wrong track with your calculations and answer. The interviewers will not be concerned if you need clarification of the question. They would much rather that you communicate with them and ensure you understand everything before you start. This approach is the one they’d expect you to take with a client, so don’t feel like you’ll mess it up by asking for reassurance.

Slow and steady

Candidates often think that they shouldn’t take their time when it comes to interviews, and rushing through them usually ends with making mistakes. There’s no need to rush through the case interview, it is much better if you take your time and carefully consider the question. If you rush, you are more likely to make mistakes. If you go slowly and carefully, you will make better progress with the interview. If you don’t understand anything at any point, just ask for clarification.

Ask questions

The interviewer will start by giving you details about the case. They will then usually ask if you have questions – always say ‘yes’ to this. This is your only chance to obtain as much information as you need to be able to answer with clarity. Make sure you understand what the situation and problem is. If anything is unclear, ask for clarification. If you show you are genuinely interested in the case, you will come across well to the interviewer. Think about it more in real terms than just trying to pass your interview, and ensure your listening skills are as good as your verbal communication skills. The interviewer will be expecting you to ask questions to be able to reach your conclusion. Don’t worry about asking questions, the interviewer will be more concerned if you don’t ask anything.

Engage with the interviewer

Try and think about the case interview as a conversation between two people. Use positive language and try to build rapport with the interviewer. The more you engage with the interviewer, the more likely they will be to give you additional information and maybe even some clues. In the Big 4 organisation; Deloitte, PwC, KPMG and EY, you will be expected to be able to engage well with a wide range of different people. It is important that this comes across during the interview.

Follow a Structure

In order to deal with a case correctly, it is a good idea to follow a structure. The interviewer will be looking for you to follow a logical process and to figure out your answer from this structure, not just ‘winging it’ to get a result. It will also make it much easier for you to reach a conclusion. For example, if you were asked how to determine the market for a product. You might start by defining the characteristics of the product and asking related questions to break down the answer into components. This will make it easier for you to draw a conclusion. If you get to the end and you decide that the answer isn’t right or you need more information, you will still have a basic format to work with, rather than having to start from the beginning again. Even with case interviews for the Big 4; EY, PwC, Deloitte and KMPG, the interviewers are not specifically looking for a ‘right’ answer, they are looking to understand how you reach your conclusion. This is often more important than the answer itself.

What are interviewers looking for?

The case study interview is firstly, about your ability to communicate – both listening, speaking and writing. The interviewer is looking for your ability to engage and extract the right information. Don’t just ask questions for the sake of it, ask questions which will help with problem solving and reaching a conclusion. The interviewer is also looking to see a desire and motivation to problem solve. For example, establishing the most relevant information, connecting facts together with evidence to reach a conclusion. They will want to see that you are questioning yourself and A strong structure will also be important to the interviewer and your ability to make calculations. It is highly likely that your case study will include problem solving and numerical abilities, as ultimately, business success comes down to profit and loss.

The Structure

A good way to create a structure for the case interview is to look at the problem or the question you are trying to answer. This is the first part of the building blocks. An issue tree can be a good way to break your problem down to sub-problems, in order to reach your conclusion. For example, should we sell our product in China? This can be further divided into what the product is, what the market is for the product, what the demographics are in China, what the cost would be etc. The structure is about dividing each issue into further issues until you reach a final conclusion. Then you should make recommendations based on this. It might not just be one straightforward answer, you may have many different recommendations based on your studies.

The state of AI in early 2024: Gen AI adoption spikes and starts to generate value

If 2023 was the year the world discovered generative AI (gen AI) , 2024 is the year organizations truly began using—and deriving business value from—this new technology. In the latest McKinsey Global Survey  on AI, 65 percent of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey just ten months ago. Respondents’ expectations for gen AI’s impact remain as high as they were last year , with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead.

About the authors

This article is a collaborative effort by Alex Singla , Alexander Sukharevsky , Lareina Yee , and Michael Chui , with Bryce Hall , representing views from QuantumBlack, AI by McKinsey, and McKinsey Digital.

Organizations are already seeing material benefits from gen AI use, reporting both cost decreases and revenue jumps in the business units deploying the technology. The survey also provides insights into the kinds of risks presented by gen AI—most notably, inaccuracy—as well as the emerging practices of top performers to mitigate those challenges and capture value.

AI adoption surges

Interest in generative AI has also brightened the spotlight on a broader set of AI capabilities. For the past six years, AI adoption by respondents’ organizations has hovered at about 50 percent. This year, the survey finds that adoption has jumped to 72 percent (Exhibit 1). And the interest is truly global in scope. Our 2023 survey found that AI adoption did not reach 66 percent in any region; however, this year more than two-thirds of respondents in nearly every region say their organizations are using AI. 1 Organizations based in Central and South America are the exception, with 58 percent of respondents working for organizations based in Central and South America reporting AI adoption. Looking by industry, the biggest increase in adoption can be found in professional services. 2 Includes respondents working for organizations focused on human resources, legal services, management consulting, market research, R&D, tax preparation, and training.

Also, responses suggest that companies are now using AI in more parts of the business. Half of respondents say their organizations have adopted AI in two or more business functions, up from less than a third of respondents in 2023 (Exhibit 2).

Gen AI adoption is most common in the functions where it can create the most value

Most respondents now report that their organizations—and they as individuals—are using gen AI. Sixty-five percent of respondents say their organizations are regularly using gen AI in at least one business function, up from one-third last year. The average organization using gen AI is doing so in two functions, most often in marketing and sales and in product and service development—two functions in which previous research  determined that gen AI adoption could generate the most value 3 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. —as well as in IT (Exhibit 3). The biggest increase from 2023 is found in marketing and sales, where reported adoption has more than doubled. Yet across functions, only two use cases, both within marketing and sales, are reported by 15 percent or more of respondents.

Gen AI also is weaving its way into respondents’ personal lives. Compared with 2023, respondents are much more likely to be using gen AI at work and even more likely to be using gen AI both at work and in their personal lives (Exhibit 4). The survey finds upticks in gen AI use across all regions, with the largest increases in Asia–Pacific and Greater China. Respondents at the highest seniority levels, meanwhile, show larger jumps in the use of gen Al tools for work and outside of work compared with their midlevel-management peers. Looking at specific industries, respondents working in energy and materials and in professional services report the largest increase in gen AI use.

Investments in gen AI and analytical AI are beginning to create value

The latest survey also shows how different industries are budgeting for gen AI. Responses suggest that, in many industries, organizations are about equally as likely to be investing more than 5 percent of their digital budgets in gen AI as they are in nongenerative, analytical-AI solutions (Exhibit 5). Yet in most industries, larger shares of respondents report that their organizations spend more than 20 percent on analytical AI than on gen AI. Looking ahead, most respondents—67 percent—expect their organizations to invest more in AI over the next three years.

Where are those investments paying off? For the first time, our latest survey explored the value created by gen AI use by business function. The function in which the largest share of respondents report seeing cost decreases is human resources. Respondents most commonly report meaningful revenue increases (of more than 5 percent) in supply chain and inventory management (Exhibit 6). For analytical AI, respondents most often report seeing cost benefits in service operations—in line with what we found last year —as well as meaningful revenue increases from AI use in marketing and sales.

Inaccuracy: The most recognized and experienced risk of gen AI use

As businesses begin to see the benefits of gen AI, they’re also recognizing the diverse risks associated with the technology. These can range from data management risks such as data privacy, bias, or intellectual property (IP) infringement to model management risks, which tend to focus on inaccurate output or lack of explainability. A third big risk category is security and incorrect use.

Respondents to the latest survey are more likely than they were last year to say their organizations consider inaccuracy and IP infringement to be relevant to their use of gen AI, and about half continue to view cybersecurity as a risk (Exhibit 7).

Conversely, respondents are less likely than they were last year to say their organizations consider workforce and labor displacement to be relevant risks and are not increasing efforts to mitigate them.

In fact, inaccuracy— which can affect use cases across the gen AI value chain , ranging from customer journeys and summarization to coding and creative content—is the only risk that respondents are significantly more likely than last year to say their organizations are actively working to mitigate.

Some organizations have already experienced negative consequences from the use of gen AI, with 44 percent of respondents saying their organizations have experienced at least one consequence (Exhibit 8). Respondents most often report inaccuracy as a risk that has affected their organizations, followed by cybersecurity and explainability.

Our previous research has found that there are several elements of governance that can help in scaling gen AI use responsibly, yet few respondents report having these risk-related practices in place. 4 “ Implementing generative AI with speed and safety ,” McKinsey Quarterly , March 13, 2024. For example, just 18 percent say their organizations have an enterprise-wide council or board with the authority to make decisions involving responsible AI governance, and only one-third say gen AI risk awareness and risk mitigation controls are required skill sets for technical talent.

Bringing gen AI capabilities to bear

The latest survey also sought to understand how, and how quickly, organizations are deploying these new gen AI tools. We have found three archetypes for implementing gen AI solutions : takers use off-the-shelf, publicly available solutions; shapers customize those tools with proprietary data and systems; and makers develop their own foundation models from scratch. 5 “ Technology’s generational moment with generative AI: A CIO and CTO guide ,” McKinsey, July 11, 2023. Across most industries, the survey results suggest that organizations are finding off-the-shelf offerings applicable to their business needs—though many are pursuing opportunities to customize models or even develop their own (Exhibit 9). About half of reported gen AI uses within respondents’ business functions are utilizing off-the-shelf, publicly available models or tools, with little or no customization. Respondents in energy and materials, technology, and media and telecommunications are more likely to report significant customization or tuning of publicly available models or developing their own proprietary models to address specific business needs.

Respondents most often report that their organizations required one to four months from the start of a project to put gen AI into production, though the time it takes varies by business function (Exhibit 10). It also depends upon the approach for acquiring those capabilities. Not surprisingly, reported uses of highly customized or proprietary models are 1.5 times more likely than off-the-shelf, publicly available models to take five months or more to implement.

Gen AI high performers are excelling despite facing challenges

Gen AI is a new technology, and organizations are still early in the journey of pursuing its opportunities and scaling it across functions. So it’s little surprise that only a small subset of respondents (46 out of 876) report that a meaningful share of their organizations’ EBIT can be attributed to their deployment of gen AI. Still, these gen AI leaders are worth examining closely. These, after all, are the early movers, who already attribute more than 10 percent of their organizations’ EBIT to their use of gen AI. Forty-two percent of these high performers say more than 20 percent of their EBIT is attributable to their use of nongenerative, analytical AI, and they span industries and regions—though most are at organizations with less than $1 billion in annual revenue. The AI-related practices at these organizations can offer guidance to those looking to create value from gen AI adoption at their own organizations.

To start, gen AI high performers are using gen AI in more business functions—an average of three functions, while others average two. They, like other organizations, are most likely to use gen AI in marketing and sales and product or service development, but they’re much more likely than others to use gen AI solutions in risk, legal, and compliance; in strategy and corporate finance; and in supply chain and inventory management. They’re more than three times as likely as others to be using gen AI in activities ranging from processing of accounting documents and risk assessment to R&D testing and pricing and promotions. While, overall, about half of reported gen AI applications within business functions are utilizing publicly available models or tools, gen AI high performers are less likely to use those off-the-shelf options than to either implement significantly customized versions of those tools or to develop their own proprietary foundation models.

What else are these high performers doing differently? For one thing, they are paying more attention to gen-AI-related risks. Perhaps because they are further along on their journeys, they are more likely than others to say their organizations have experienced every negative consequence from gen AI we asked about, from cybersecurity and personal privacy to explainability and IP infringement. Given that, they are more likely than others to report that their organizations consider those risks, as well as regulatory compliance, environmental impacts, and political stability, to be relevant to their gen AI use, and they say they take steps to mitigate more risks than others do.

Gen AI high performers are also much more likely to say their organizations follow a set of risk-related best practices (Exhibit 11). For example, they are nearly twice as likely as others to involve the legal function and embed risk reviews early on in the development of gen AI solutions—that is, to “ shift left .” They’re also much more likely than others to employ a wide range of other best practices, from strategy-related practices to those related to scaling.

In addition to experiencing the risks of gen AI adoption, high performers have encountered other challenges that can serve as warnings to others (Exhibit 12). Seventy percent say they have experienced difficulties with data, including defining processes for data governance, developing the ability to quickly integrate data into AI models, and an insufficient amount of training data, highlighting the essential role that data play in capturing value. High performers are also more likely than others to report experiencing challenges with their operating models, such as implementing agile ways of working and effective sprint performance management.

About the research

The online survey was in the field from February 22 to March 5, 2024, and garnered responses from 1,363 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 981 said their organizations had adopted AI in at least one business function, and 878 said their organizations were regularly using gen AI in at least one function. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

Alex Singla and Alexander Sukharevsky  are global coleaders of QuantumBlack, AI by McKinsey, and senior partners in McKinsey’s Chicago and London offices, respectively; Lareina Yee  is a senior partner in the Bay Area office, where Michael Chui , a McKinsey Global Institute partner, is a partner; and Bryce Hall  is an associate partner in the Washington, DC, office.

They wish to thank Kaitlin Noe, Larry Kanter, Mallika Jhamb, and Shinjini Srivastava for their contributions to this work.

This article was edited by Heather Hanselman, a senior editor in McKinsey’s Atlanta office.

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