How can you discuss your business strategy experience during an interview?

Don't be afraid to talk about the times it didn't go according to plan. When you realized something was 'off' and you had to adjust the strategy on the fly. Or when you struggled to implement it for whatever reason. So many times in interviews we want to show only the positives and successes, but I want to hire people who understand that a business strategy is a living, breathing thing. Yes, keep your goals and vision front of mind but the route you take to get there will always have curves and T-junctions. How did you pivot for changing conditions and make adjustments; how did you build contingencies into the plan; and what were your biggest takeaways? That's what makes a really interesting answer and helps you stand out from the crowd.

To discuss your business strategy experience during an interview use projects that you developed and scenarios that you have worked through showing your ability in decision making process and as problem solver.

To discuss your business strategy experience in an interview refer to your experience and achievements. Showcase successful strategies that you have implemented in the past and suggest some points that can be included in the employer's strategy moving forward. Endorse, by example, your ability to find lucrative solutions to problems and fast thinking in decision-making.

Strategy and change champions are valuable team players, the ones who see a gap, find efficiencies, focused on value creation, self starters that treat a job like their own business and truly want to see the most successful outcome. If you are strategic, discuss why that’s important to you and why you want that seat at the table. And if that is really what you want, make sure that you ask if the platform exists to support it. Certain ‘leaders’ may not value this level of contribution and if so, they won’t be the right fit for you.

Achieving a successful business strategy is not a one-man show, rather a shared effort. I find useful to share not only the whole strategy details and the candidate individual impact, but also what were the processes and the routines that made the team successful.

Questions What role are you being interviewed for? Who is interviewing - a closely related line manager or a senior in HRM? Why are you there? Is this a final interview? Do you have company contacts? Do you believe there are gaps in your profile? As well as researching the company these questions all have a bearing on your interview and prospects But don’t interview determined to get all your key points across. Listen very carefully to what you are being asked and if something is unclear don’t hesitate to seek clarity.

Always demonstrate knowledge of the key industry KPIs and levers that impact ROE, Operational Efficiency and the overall Customer Experience.

Start out always by doing research on the company you are applying to. This is important because it helps you develop a trust that they are good for your career future and in turn an interviewer will take you more seriously and trust you as a viable candidate by committing that time. Interviewers are often too looking for those who can contribute the most in the shortest period of time, particularly when applying for leadership positions. Examples of how you contributed to the bottom line, operational efficiency, or other metrics often used at companys will connect the dots for the interviewer and help you to become a top candidate.

Acredito que é fundamental estar seguro de si mesmo, transparecer isso. Mesmo que seja necessário ir além dos cases de sucesso, ou seja, falar de suas vulnerabilidades, como que ao longo de sua experiência conseguiu lidar com os "fracassos", e como eles por sua vez, permitiram criar motivação suficiente para dar a volta por cima, a partir da dor criar novas estratégias extraordinárias. Mais que se vender, é importante que o entrevistador enxergue em você aquilo que ele procura, por isso ser você e demonstrar bem suas habilidades profissionais e interpessoais será o grande diferencial. Por fim, deixe claro o quanto se identifica com o negócio, diga que se vê nele fazendo a diferença e agregando o máximo valor possível ao mesmo.

The issues illustrated above warrant thought process which must include analytical wisdoms to characterise (a) broad spectrum of the candidates’ expertise, (b) strategic thought process, (c) analysis of the key result areas(KRA) and (d) finally draw up a clear picture in the decision making process to “go or no-go” regarding the prospect! Once its have made a decision to follow up, then present yourself accordingly convincingly why you are the right candidate for the position! Cheers!

STAR. Situation,Task,Action, Result. When interviewing I’ve used this framework to see how the applicant thinks, as well as see their track record. Situation lets me know they understand the question and that their answer is applicable. Task- Let’s me know how they problem solve, that they take direction, can delegate if need be as well as choose efficient and effective methods. Action. What’s the sense of urgency. Do they plan or collect data before starting? Who do they involve? Do they communicate? Ask permission? Do they have a timeline? What ensures their action is the best? Result. Probably most important. Was the project/task successful. What was learned? Was a course correction needed? Did they hit their target?

Look at your past strategic management experience and try to define what approach(es) you used. Process-Oriented Approaches, Analytical and Conceptual Approaches, Leadership and Visionary Approaches, or External Environment and Adaptive Approaches. Naming what you did will structure your thoughts and show some of your thoughts processes, which are also on the judgement bench when interviewed.

A hugely underappreciated framework in today's globally connected world is the use of cultural insight tools. My favorite is Globesmart, offering benchmark dimensions that give insight in to the general preferred working styles colleagues we may engage with that do not share our cultural heritage. It can be a beginning of a rich conversation that builds trust and understanding of contrasting cultures

Frameworks help exemplify your values and priorities, they are not just a mode of arranging insights smartly. No framework is better than another, they just need to be relevant to your objective. It also helps you anchor and control the conversation, to an extent, which in an interview situation, is critical

Always try to quantify the benefits as this is something people can relate to and can understand. Any strategic decision will have some financial impact event those that don't go exactly to plan.

Strategic acumen is hard to fake. When I’m interviewing somebody for a strategic role, my power question is this: “Tell me about a time when you conceived of and tested an idea from concept through execution, even if it was ultimately not successful. And tell me what you learned.” It’s surprising how many people … even those at very senior levels … can’t fully answer this question. It really helps to distinguish managers from leaders and resume builders from innovators.

I entirely agree on it, This kind of ground touching questions will really give a pitch to test the wisdom and strategic mindset.

When discussing our business strategy experience, it's crucial to acknowledge that we've faced challenges and missteps along the way. However, these setbacks have been pivotal learning moments, prompting us to reassess and refine our strategies for better alignment with market demands. By embracing flexibility, enhancing our market analysis, and implementing targeted changes, we've not only overcome these hurdles but have also fostered resilience and sustainable growth within our business. This journey underscores our commitment to continuous learning and adaptation, key drivers behind our evolving success.

Good question, but depending on age and size of their prior employers, it might penalize those who come from large organizations, which likely don’t vest much authority or autonomy to folks outside the C-Suite.

Dear She/Her - Sorry. I don’t agree. Tell me more. I’ve just been interrupted and told that I have a minimum word count to have my response even displayed so I have to write more in this note or it will be rejected to the wood pile and nobody will see it. Well, I guess there is one more Issue. Oops! I went too far. Too many words. Sh. .

We can miss a plum candidate when we go outside of the accepted interviewing playbook. Perhaps this more sophisticated approach should come after the hire when people know each other a little.

Veamos la estrategia como la coordinación de recursos en pós de un objetivo. La creatividad se dá en la combinación original de esos recursos, sin necesidad de ser sofisticados, y de la aplicación novedosa en el contexto que nos toca. En mi primer trabajo fui testigo de errores y demoras en la carga manual de pedidos de venta. Me costaba dejarlo así, sabiendo de los problemas que generaba durante los meses siguiente con la producción. Armé una base de datos local y compré lectores de codigo de barra, convencí a mis jefes, capacité a las personas y fui adaptándolo con el tiempo. Supe que funcionó un par de años, a pesar de sus puntos débiles.

It also suggests STRONGLY that you may be asking a superior mind a stupid question it simply finds is a waste of time and a total lack of imagination on the part of the interviewer. And you call your question a “POWER QUESTION?” How many people just get up and walk out because they see the whole company revealed through the lens of your mind.

Exploring the prospective employer's mission, values and goals help you position yourself relevantly to the other party. In the process , you may also understand your fitment in the firm for a long term. It also gives a sense of familiarity to the interviewers, which is an element of building trust amongst you.

Develop your cultural IQ Context is everything! If your sentence is taken out of context it is meaningless. Interviewers provide insights into the organizational culture, the hierarchy, and leadership style: An interviewer who dominates the conversation might reflect a top-down hierarchical culture or an autocratic leadership style within the organization. Pay attention to the communication style, and actively listen. In my book about the impact of context on strategy and leadership, I interviewed highly experienced individuals who struggled in their roles due to team dynamics, organizational culture, and conflicting leadership styles. The book reveals the importance of cultural fit in hiring, especially for senior positions.

To pose insightful questions during an interview, it is crucial to prepare diligently. This involves thoroughly researching the company, including a deep dive into their website and any relevant materials about the job opportunity. With this groundwork, relevant and thoughtful questions will naturally emerge. When you ask these questions, critically assess the responses provided. If the answers are not comprehensive or leave certain aspects unclear, don’t hesitate to delve deeper into the topic. Maintaining an honest and open dialogue is key. Take detailed notes throughout the conversation, as this not only aids in your understanding but also demonstrates your engagement and interest in the role. Be curious it is extremely positive!

Don't just wait till the end to ask questions; the entire interview is an opportunity for both parties to figure out if the other is a good fit for them. This should provide plenty of chances to bring up your strategical experience. If they haven't already mentioned anything, ask about what they're working on right now. Once they explain, you can ask how they plan to implement it, adding that you have an interest in strategy and have been lucky enough to build up some experience from previous roles. This should open up another line of questioning from the interviewers if they're interested.

Chat to the person on reception when you arrive, they're the face of the company and its culture and you'll learn something. Likewise they'll learn something about you 'outside' of the interview. If you give them the brush off, you'll look arrogant or superior. Lencioni's Ideal Team Player assessment is a useful tool - are you hungry, humble and adaptable?

In interviews, it’s vital to openly discuss your motivations and requirements. This transparency allows for an authentic representation of yourself, fostering an engaging dialogue. When interviewers express curiosity about your background, seize the opportunity to build rapport, demonstrating mutual interest in a potential future collaboration. Preparation is key. Aim to devise at least one tailored question for each interviewer. This personalized approach shows you’ve done your homework and value their unique perspectives. After posing a question, actively listen to their response, taking notes for accuracy and comprehension. If a response isn’t entirely clear, don’t hesitate to ask follow-up questions.

None of the above as it all looks like trying too hard - just have a casual conversation about what you have done, where, when, for whom, and how - and what was the outcome - anecdotes tell all about your experience and capabilities and style of operation

Totally understand the nature of the business and the key people in the company, then prepare your interview to reflect what you have learned.