Struggling with framework analysis paralysis here. Saw a thread where ex-MBB folks debated 7S vs Five Forces in actual client cases – apparently 7S crushed it in a post-merger culture clash situation. Would love concrete examples of when you’ve prioritized 7S over standard market analysis tools. What red flags signal it’s time to switch frameworks mid-case?
pro tip: if the interviewer says ‘culture issues’ or ‘restructuring’, maybe reach for 7s. otherwise you’re just flexing textbook knowledge. saw a candidate bomb using five forces on an org design case bc they missed the obvious people/process angles. frameworks are tools, not religions
wait how do u even spot framework cues quickly? like if they mention profit decline, is that auto five forces or? #panicking
The 7S framework becomes critical when alignment issues surface. In a recent practice case, a retail client’s market share loss seemed like a Five Forces play, but digging deeper revealed leadership misalignment between regional units. We used 7S to map governance gaps – that depth secured the offer. Always ask: Is this structural or strategic?
You’re asking the right questions! Keep analyzing those case breakdowns – your framework intuition will sharpen! 
Had a mock where I forced Five Forces on an ops case – coach stopped me cold and said ‘This is why McKinsey people get stereotyped.’ Switched to 7S mid-flow and suddenly saw the real IT system alignment issues. Felt like magic… after the initial humiliation 
Analysis of 85 consulting war games shows 7S application spiked 42% in cases involving leadership changes or M&A. Look for stakeholder mentions beyond customers – especially board dynamics or departmental silos. Five Forces remains dominant (61%) for pure market-entry cases.