interview-guides

Interview Guides for Consulting Engagements

Interviews are the primary tool for understanding organizational reality. They reveal what actually happens (vs. what's supposed to happen), uncover pain points and workarounds, surface political dynamics, and build relationships with key stakeholders. Good interviews are disciplined and structured; poor interviews are rambling, biased, and generate unreliable insights. This skill covers designing, conducting, and synthesizing interviews.

Interview Types

Discovery/Diagnostic Interviews

Purpose: Understand current state, identify pain points, establish baseline understanding Duration: 45-60 minutes Frequency: 20-30 interviews across organization Who to interview: Cross-functional representatives—finance, operations, IT, customers, suppliers, frontline staff Question style: Open-ended, exploratory, hypothesis-generating Output: Pain point inventory, process understanding, organizational dynamics, hypothesis validation

Use when: Starting an engagement, need to understand lay of the land, validate scoping assumptions

Validation Interviews

Purpose: Test hypotheses, validate preliminary findings, pressure-test recommendations Duration: 30-45 minutes Frequency: 5-15 targeted interviews Who to interview: Key stakeholders affected by recommendations, subject matter experts Question style: More directive, testing specific assumptions Output: Refined recommendations, risk identification, refinement of approach

Use when: Have preliminary findings and want to pressure-test before refining recommendations

Expert/Deep-Dive Interviews

Purpose: Understand specialized area in depth Duration: 60-90 minutes Frequency: 3-7 interviews per domain Who to interview: Subject matter experts, senior practitioners, process owners Question style: Detailed, technical, exploratory Output: Detailed process understanding, technical requirements, constraints

Use when: Need deep expertise on specific area (e.g., detailed financial control requirements, complex IT architecture)

Executive Interviews

Purpose: Understand strategic context, get leadership perspective, test strategic fit of recommendations Duration: 30-45 minutes Frequency: 5-10 interviews with senior leaders Question style: Strategic, big-picture, business context Output: Strategic alignment, executive priorities, governance structure understanding

Use when: Engaging with C-suite or executive steering committee

Customer/Stakeholder Interviews

Purpose: Understand external perspective, customer needs, market dynamics Duration: 45-60 minutes Frequency: 5-20 interviews Who to interview: Current customers, prospective customers, partners, suppliers Question style: Exploratory, needs-focused Output: Customer requirements, market positioning, product/service strategy

Use when: Engagement involves customer experience, product strategy, or market changes

Question Design

Open-Ended vs. Closed Questions

Open-Ended Questions (Use 80% of the time)

• What? How? Why? Tell me about...
• "Tell me about how you currently process customer orders."
• "What are the biggest challenges in your role?"
• "How does this decision get made?"
• Advantages: Respondents give detailed answers, reveals thinking, unexpected insights
• Disadvantages: Takes longer, varies by respondent

Closed Questions (Use 20% of the time)

• Yes/no or multiple choice
• "Do you use the system every day?"
• "What's your biggest pain point: speed, accuracy, or cost?"
• Advantages: Quick, consistent, easy to compare across respondents
• Disadvantages: Limits responses, misses nuance, can introduce bias

Better approach: Closed question followed by open follow-up

• "Do you approve orders yourself?" [Yes]
• "Tell me about your approval process. What does it look like?"

Question Funnel Technique

Start broad, get specific. Narrow as you go.

Example funnel for understanding approval process:

1. Broad entry: "Walk me through how an order gets approved in your area."
   • Respondent provides overview
2. Specific funnel: "You mentioned it takes 2-3 days. Why does it take that long?"
   • Narrow to timeline and root causes
3. Deeper probe: "When you say you're waiting for finance, who specifically do you wait for? What are they checking?"
   • Narrow to specific bottleneck
4. Detail: "If you had to describe the ideal approval process, what would it look like?"
   • Move to solution-oriented thinking

Probing Follow-Ups

When you get a surface-level answer, probe deeper.

Probing techniques:

Technique	Example	When to Use
Silent pause	[Ask question, pause 3 seconds, listen]	Get fuller response, let them think
Clarifying probe	"Can you give me an example of that?"	Vague answers, need specifics
Expanding probe	"Tell me more about that."	Interesting answer, want depth
Chain probing	"Why? Why? Why?" (3x)	Get root cause, not symptoms
Emotional probe	"How does that make you feel?" "What frustrates you?"	Emotional content, real impact
Scenario probe	"Can you walk me through the last time that happened?"	Concrete example, not abstract
Hypothetical probe	"What would happen if the system went down?" "What would ideal look like?"	Testing ideas, exploring options

Example chain probing (getting to root cause):

• Q: "Orders take too long to process."
• P1: "Why does it take so long?" → A: "We have to wait for approvals."
• P2: "Why does approval take so long?" → A: "Finance isn't always available."
• P3: "Why isn't finance always available?" → A: "They're in meetings, or checking other things."
• P4: "What's the bottleneck specifically?" → A: "One person signs off on all large orders; we're waiting for their bandwidth."

Root cause: Process single-threaded to one person (not lack of process, availability to meetings)

Leading Questions to Avoid

Leading questions bias responses toward your preferred answer. Avoid:

Bad: "The current process is inefficient, right?" Better: "Tell me about the current process and how you view it."

Bad: "Don't you think the system is hard to use?" Better: "What's your experience using the system?"

Bad: "We've heard from others that cost is the biggest pain point. Is that true for you?" Better: "What's your biggest pain point?"

Bad: "Would you prefer Option A (good things) or Option B (bad things)?" Better: "Here are options A and B [equal weight]. What are pros and cons of each?"

Question Banks by Function

Finance

• Current state: Walk me through how you handle [transaction type]. What steps does it involve? How long does it take?
• Systems: What systems do you use? What data do you enter manually vs. automatically pulled?
• Controls: What controls do you have in place for [risk area]? How do you test/verify them?
• Pain points: What's the most frustrating part of your job? What takes up the most time?
• Decision-making: How do you decide [decision type]? Who do you consult? What information do you need?
• Future state: If you could redesign this process, what would you keep? What would you change?

Operations/Supply Chain

• Current state: Walk me through order fulfillment. What does the timeline look like? What are the steps?
• Challenges: Where do things get stuck? What slows us down? What requires rework?
• Variability: What percentage of orders go smoothly? What percentage have exceptions? What causes them?
• Customers: What do customers need from us? How do we measure success?
• Visibility: What information do you have on [process area]? What's missing? How do you get it?
• Improvement: What would make your job easier? What changes would improve speed/quality?

Technology/IT

• System architecture: Describe the current system landscape. What systems talk to each other? What's manual?
• Constraints: What are the technology constraints? What would be hard to change?
• Roadmap: What's already planned in IT roadmap? What's funded?
• Requirements: What would the ideal system architecture look like?
• Dependencies: What other systems or teams depend on this one?
• Performance: What are the performance/uptime requirements? Are we meeting them?

HR/Organization

• Current structure: Walk me through the organizational structure. Who reports to whom? What do people do?
• Roles: What does [role] do? What's their day-to-day? What skills do they need?
• Gaps: What skills are we missing? Where are we understaffed?
• Culture: How would you describe the culture? How do decisions get made? How do people collaborate?
• Change capability: How has the organization handled change in the past? What worked? What didn't?
• Talent: Where do you see high potential? Who would champion change?

Strategy/Executive

• Context: What's the strategic imperative driving this work? What's the competitive or financial pressure?
• Vision: What does success look like in 2-3 years? What needs to change to get there?
• Priorities: What are your top 3 priorities? How does this initiative fit?
• Constraints: What are the constraints—budget, timeline, organizational capacity?
• Governance: How do we make decisions? Who are the key decision-makers?
• Risks: What concerns you most about this initiative? What could derail it?

Sales/Customer Service

• Customer view: What do customers love about us? What frustrates them?
• Feedback: What's the #1 complaint you hear from customers?
• Process: Walk me through a customer interaction. What steps? How long? Where do things get stuck?
• Data: What information do you need that you don't have? What's hard to access?
• Improvement: What would improve customer satisfaction most?
• Process barriers: What prevents you from giving great customer service? What gets in the way?

Question Banks by Topic

Current State Assessment

• "Walk me through [process]. What are the steps? Who's involved? How long does it take?"
• "Who owns this process end-to-end? Who touches it along the way?"
• "What metrics do you track for [process]? What's your baseline? What's acceptable?"
• "What data feeds this process? Where does it come from? How accurate is it?"
• "What systems are involved? How do they talk to each other?"

Pain Points & Challenges

• "What's the most frustrating part of your job? What causes stress?"
• "Where do you see the biggest inefficiencies? Where do things break down?"
• "What percentage of [process] goes smoothly? What percentage has problems?"
• "When [problem] happens, what's the impact? How often?"
• "What would you change if you could change anything?"
• "What's the #1 thing holding us back? What would make the biggest difference?"

Future State & Vision

• "What would ideal look like? Describe your perfect process."
• "In 2-3 years, how would you want this to work?"
• "What capabilities do you need that you don't have today?"
• "If budget weren't a constraint, what would you build?"
• "What would be game-changing for your team? For the organization?"

Decision-Making & Governance

• "How do decisions get made around [topic]? Who decides? Who influences?"
• "When there's disagreement, how do you resolve it?"
• "What's the decision-making criteria? What matters most?"
• "Who would need to approve this? What would convince them?"
• "What's the history—what decisions have been made before? Why?"

Organizational Dynamics & Politics

• "How would you characterize the relationship between [function A] and [function B]?"
• "Who's influential in this organization? Whose opinion matters?"
• "Who would support a change like this? Who would resist? Why?"
• "What's the culture like? How do people collaborate? How do conflicts get resolved?"
• "What's the appetite for change? Has the organization handled change well in the past?"

Interview Protocol

Standard interview structure is 50 minutes total:

Structure

Intro & Rapport (2 minutes)

• Introduce yourself and the engagement
• Clarify confidentiality: "What you share will be used to inform recommendations; I won't attribute comments to you in reports"
• Establish rapport: Small talk, find common ground if possible
• Set expectations: "I want to understand your perspective on X. I'll ask questions, take notes, and we'll wrap in 50 minutes. Does that work?"

Context Setting (3 minutes)

• Briefly explain why you're interviewing: "We're trying to understand the order-to-cash process and identify opportunities to improve it"
• Acknowledge their role: "You're [title]; you've been here [time]. Your experience in [domain] is valuable"
• Confirm their willingness: "I appreciate you taking the time. Any questions before we start?"

Core Questions (30 minutes)

• Ask 5-7 core open-ended questions
• Use funnel technique: broad → specific
• Follow-up with probing when appropriate
• Let natural flow of conversation guide (don't feel locked to questions)

Probing (10 minutes)

• Dig deeper on interesting/unexpected responses
• Use chain probing for root causes
• Explore scenarios: "What happens if...?" "What would happen if we changed...?"
• Test any preliminary hypotheses gently

Wrap-Up (5 minutes)

• "Is there anything I haven't asked that you think is important?"
• "If you could tell the leadership team one thing, what would it be?"
• "May I follow up if I need clarification?"
• "Who else should I talk to?" (referral source for next interviews)
• Thank them sincerely
• Clarify next steps

Note-Taking Best Practices

During the Interview:

1. Structured template (top of page):

   • Date, time, person's name/role, company/department
   • Engagement name and purpose
   • Interviewer name

2. Three-column approach:

   • Left: Their key points (bullets, shorthand)
   • Middle: Your observations/interpretations (can write during or after)
   • Right: Questions for follow-up/later interviews

3. Verbatim capture:

   • Put quotes in quotation marks for good quotes
   • "We spend 40% of our time on exceptions"
   • "Finance is the bottleneck"
   • Useful for illustrating findings later

4. Real-time coding:

   • Mark important points: ⭐ (key insight), ❌ (pain point), ? (unclear, needs follow-up)
   • Allows quick scanning later

5. Emotion notes:

   • Tone: frustrated, enthusiastic, cautious?
   • Energy: high engagement or check-out?
   • Helpful context later: "Finance leader seemed defensive about approval process"

After the Interview (within 24 hours):

1. Clean up notes (if handwritten, type up)
2. Fill in middle column: Your interpretations and questions
3. Add summary box at bottom:
   • Top 3 themes they raised
   • Top 2 pain points mentioned
   • Key quotes
   • Follow-up questions
   • Referrals for next interviews

Note-Taking Template:

DATE: March 10, 2024 | TIME: 2:00-2:50 PM
NAME: Sarah Chen | ROLE: Senior Operations Manager
COMPANY: ABC Inc Finance | DEPARTMENT: Order Fulfillment
ENGAGEMENT: Order-to-Cash Process Improvement
INTERVIEWER: [Your name]

THEIR POINTS | MY INTERPRETATION/QUESTIONS | FOLLOW-UP
---|---|---
"We process 500 orders/day" | High volume; at what cost? | How many staff needed? Headcount trends?
"Approval takes 2-3 days" ⭐ | Key bottleneck | Who's bottleneck? Why? How often?
"We have workarounds for everything" ❌ | Process very broken | Examples? Workarounds causing problems?
"I spend 40% of my time on exceptions" ❌ | High rework; significant cost | What drives exceptions? What would reduce them?
"Finance is our constraint" | Cross-functional issue | Need to talk to finance to understand their constraints

SUMMARY
Key Themes: High volume, broken process, workarounds, capacity constraints
Pain Points:
1. Approval bottleneck (2-3 days) - caused by single approval resource
2. Exception handling (40% of time) - driven by system limitations
Top Quote: "We have workarounds for everything"
Follow-up: Get examples of workarounds; understand impact
Referrals: Talk to James (Finance approval authority), Maria (IT system owner)

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References

For detailed templates, frameworks, and field-level guidance, read:

• references/interview-guides-reference.md — Complete framework details, templates, and examples

Read this file when the task requires:

• Cross-Interview Synthesis
• Presenting Interview Findings
• Common Interview Mistakes
• Interview Sampling Strategy
• Interview Guides Deliverables