Brainstorming in action -Raghav (L) Mridul (R) mapping out key buckets and drivers structuring strategy framework.
“Congratulations, buddy! We made it. We’re advancing to the finals!”
These words hit like a jolt of adrenaline. Sitting at my desk, drowning in back-to-back work calls, I was in sheer disbelief. Mridul, the relentless force who kept us going even when the outcome was unclear, had just dropped the biggest news of our journey.
Four part-time MBA students — Mridul Mohta, Sai Nagarjuna Ankala, Hirak Buch and me — had just become the first team from the Kellogg Evening & Weekend Program – and the only North American team – to secure a spot in the 2024 London Business School Impact Case Competition finals. We had been juggling demanding careers, evening classes, late-night study sessions and the grueling pace of an elite competition. This wasn’t just another milestone — this was our moment.
The weight of the moment was undeniable and the challenge ahead was as exhilarating as it was humbling. In just a short time, we would be standing on an international stage, presenting our strategic recommendations before a panel of Strategy& consultants and competing against elite MBA teams from globally-renowned institutions.
But this was more than a competition. It was a proving ground that demanded intellectual rigor and the agility to thrive in the high-stakes consulting environment. A sandbox to test our resilience and strategic ingenuity. A crucible where we would push our limits and refine our skills to step into the future we had been preparing for.
CONFRONTING THE CHALLENGE: A NATION AT THE DIGITAL CROSSROADS
The case presented us with a complex societal challenge: develop a comprehensive strategy for the leadership of a rapidly-growing, digitally connected nation facing dual cybersecurity crises. This included an increase in cyberbullying among teenagers and a rise in sophisticated phishing attacks targeting the elderly population. The challenge resonated deeply with our team. We recognized that these weren’t merely hypothetical scenarios, but reflections of urgent real-world issues affecting vulnerable demographics and the role of digital systems in rapidly evolving societies.
What made this challenge particularly compelling was its multifaceted nature. It required solutions that balanced technological interventions, policy frameworks, educational initiatives, and cultural considerations. We quickly realized that a one-dimensional approach would be insufficient.
The 10-day timeframe presented a significant challenge. Our team was committed to delivering more than just a theoretical deck — we wanted to develop actionable recommendations grounded in real insights. This meant conducting primary research alongside our demanding day jobs and evening classes. More than once, we pulled all-nighters in the study room, whiteboards crowded with notes, laptops glowing past midnight only to catch a few hours of rest before heading straight to our day jobs.
Uncovering insights at the intersection of data and behavior Mridul (L ) and Hirak (R) analyzing trends, digital footprints, and cyber incidents across age groups.
STRATEGIC IMMERSION: APPLYING ACADEMIC FRAMEWORKS TO REAL-WORLD PROBLEMS
Instead of treating the case as an abstract exercise, we applied the Mutually Exclusive, Collectively Exhaustive (MECE) problem-solving framework. This is something we had practiced extensively in our experiential classes, the Deans Consulting Alliance, and client-driven field studies. This methodology was invaluable in identifying unique problems within the overarching complex challenge.
Also, rather than relying solely on secondary research, we leveraged our network within the Kellogg community, connecting with fellow students who were parents of teenagers, cybersecurity professionals, and individuals who worked with elderly populations. These conversations revealed the deeply human and user-centric nature of the problem, providing crucial insights that sharpened our understanding and shaped our approach. One particularly striking insight came from a conversation with a cybersecurity professional who highlighted how elderly individuals often struggle with distinguishing between legitimate and fraudulent digital communications. This reinforced the urgency of designing intuitive security solutions. In our final pitch, we emphasized the need for simple, accessible digital literacy tools, ones that would empower both seniors and parents of teenagers to navigate the online world safely.
We identified all parties involved in both cyberbullying and elderly phishing scenarios. These ranged from government agencies and technology platforms to schools, community organizations, and families. This comprehensive stakeholder analysis revealed potential intervention points that might otherwise have been overlooked. We recognized that effective solutions in highly-developed digital ecosystems might be inappropriate for nations still building their technological infrastructure and digital literacy.
A pivotal moment came on day six when we realized our initial approach was too fragmented.
During a late-night discussion, Mridul pointed out that our solutions tackled isolated symptoms such as warning seniors about online scams or advising parents on teen social media habits rather than addressing the deeper root cause: a lack of accessible, ongoing digital literacy education. That realization hit hard, and our efforts felt disjointed, and we knew we needed a more holistic approach.
Drawing on the systems thinking concepts, we restructured our entire framework to create an integrated solution that addressed root causes rather than symptoms. Instead of just offering one-off tips, we focused on proposing an intuitive, cross-generational platform that empowered users to adapt to evolving digital risks. This decision meant discarding significant portions of our work, but the cohesive strategy that emerged proved far stronger.
Eyes on the data minds on the strategy – Hirak ( L), Raghav (Center) and Mridul (R) engage in discussion around research findings and early hypothesis.
THE 10-DAY MARATHON: DEDICATION BEYOND DEADLINE
The competition’s 10-day timeline demanded exceptional time management and resilience. We established a rigorous schedule: morning for individual research before work, evenings for team alignment sessions, and late nights for collaborative development—where ideas were debated, prototypes were refined, and our strategy evolved in real-time. Fueled by determination and countless cups of coffee, these brains-storming sessions pushed us to our limits, ensuring every piece of our solution was deliberate and impactful. There was a shared grit in the room—everyone carried each other through the lows, debated fiercely over ideas, and celebrated the small wins that came from clarity after chaos.
What sustained us through this intense period was our shared commitment to problem-solving and the challenge’s social importance. This wasn’t merely an academic exercise, but an opportunity to address issues that had real-world implications. The high-impact, high-empathy mindset cultivated in the classroom permeated our approach. Ideas were valued based on their merit rather than their source, and each team member willingly took on whatever necessary tasks regardless of formal roles.
The final 48 hours were particularly grueling. After a full workday followed by an evening class, we gathered in a study room to integrate our components and refine our presentation. We worked continuously until 5:00 a.m., drove home to shower and change, and then reported to our day jobs. Despite the exhaustion, there was unmistakable energy driving us forward — the belief that we were creating something meaningful.
Mridul ( L ) and Sai (R) reflecting on themes emerging from conversations with stakeholders and cybersecurity professionals.
EMERGING WITH A STRONGER CONSULTING MINDSET
From these efforts, our team came away with three takeaways:
Understanding the Challenge: This experience reminded us of the importance of spending adequate time understanding the challenge before rushing to solutions. By thoroughly analyzing the problem and breaking it into organized buckets, we were able to develop more effective and targeted strategies. By thoroughly analyzing the challenge prompt, breaking it into structured, manageable components, and identifying the underlying root causes, we were able to develop more effective and targeted strategies.
Value of Primary Research and Stakeholder Engagement: We learned the value of primary research and stakeholder engagement in developing nuanced insights. Engaging directly with stakeholders allowed us to gather critical information that informed our approach and ensured our solutions were grounded in real-world needs.
Balancing Analytical Frameworks with Creative Thinking: Finally, we recognized the need to balance structured analytical frameworks with creative thinking. This balance enabled us to approach problems from multiple angles, fostering innovative solutions that set us apart in the competitive consulting landscape.
The competition revealed that effective consulting isn’t about having all the answers immediately, but rather about asking the right questions and following a disciplined problem-solving approach. The MECE framework we applied is identical to methodologies used by leading consulting firms, providing practical experience that classroom exercises alone cannot replicate.
We broke the problem into four key focus areas, Digital Literacy, Cybersecurity Ecosystem, Governance Policy Gaps, and Support-Recovery Systems. Each category addressed a distinct yet essential aspect of the challenge, separating individual behaviors from systemic issues. This approach allowed us to design solutions that combined education-centered empowerment with public-private partnership-driven digital ecosystems. Adopting this structured framework we weren’t just checking boxes—we were peeling back layers, uncovering hidden connections, and crafting a solution that felt both ambitious and deeply practical. It was a demanding process, but one that transformed complexity into clarity and ideas into impact.
THE ULTIMATE SOLUTION
What ultimately distinguished our team from the rest, I believe, was our commitment to understanding the human dimension of the challenge. We recognized that behind every data point were real people: teenagers struggling with online harassment and elderly individuals vulnerable to financial exploitation. This empathetic perspective, combined with analytical rigor, produced recommendations that were both technically sound and implementable.
One of our key recommendations was to embed digital literacy, emotional intelligence, and online etiquette into the national curriculum. It would be reinforced by annual school-led workshops and targeted social media engagement. Even more, it would be modeled on Finland’s proven approach, designed to reach 80% of teenagers, with the goal of reducing reported cyberbullying cases by 30% within 5 years.
Another core recommendation targeted the development of a robust national cybersecurity ecosystem through a public-private partnership (PPP) model. It would leverage GenAI tools powered by Natural Language Processing (NLP) and sentiment analysis to monitor, detect, and flag cyberbullying and phishing incidents in real time. In the process, it would strengthen both prevention and support-recovery systems for vulnerable groups, particularly teenagers and the elderly at an estimated implementation cost equivalent to 0.16% of annual GDP.
A late night moment of stillness – ( from left to Right ) Raghav, Mridul, Hirak, Sai Anchored in purpose and place.
A LOOK AHEAD
This experience has cemented both my own and our team’s desire to pivot into consulting. The intensity of the competition — diving deep into complex problems, synthesizing diverse perspectives and developing actionable recommendations under tight deadlines — mirrors the consulting experience. I personally have gained confidence in my ability to navigate ambiguity and structure problems systematically. Working alongside Mridul, Sai and Hirak has reinforced the power of collaboration, adaptability, and strategic thinking. These skills are essential in successful consulting engagements.
As I continue my journey at Kellogg, I carry forward a deeper appreciation for collaborative problem-solving and the power of diverse perspectives. The competition demonstrated that the most robust solutions emerge when we combine analytical frameworks with genuine stakeholder engagement — a lesson our team will apply throughout our consulting careers.
The London Business School Impact Case Competition transformed us from students into strategic thinkers. While the academic knowledge from Kellogg provided our foundation, it was the school’s emphasis on practical application and collaborative problem-solving that enabled us to translate classroom theories into a competitive strategy.
We were one of six finalist teams selected from a pool of 151 entries—and the only team representing a North American school to reach the finals. We had the opportunity to present our recommendations to a panel of Strategy& Middle East consultants—a high-caliber audience that challenged us to think critically and defend our approach with precision. The presentation was well-received, with the panel recognizing our global lens, real-world research grounded in FBI and World Bank data, and the strategic coherence of our recommendations. While we didn’t finish in the top two, the experience tested our ability to collaborate under pressure, sharpened our thinking, and strengthened our storytelling. Most of all, it reaffirmed the strength of our ideas—and the power of tackling complex problems with curiosity, discipline, and heart.
Team Bios:
Raghav Mallavarapu | Product Launch & Strategy
A systems thinker and natural orchestrator who leads end-to-end product journeys from concept to life, aligning cross-functional teams across global supply chains to deliver complex innovations.
Mridul Mohta | Telecom & Emerging Tech
A forward-looking telecom leader and admiral of the team who rallies teams around complex challenges, leveraging emerging technologies to deliver high-impact, revenue-generating solutions.
Hirak Buch | Pre-Construction & Project Leadership
A seasoned project leader and steady executor who unites teams on-site and on-paper to deliver efficient, high-impact outcomes and scalable infrastructure through hands-on leadership.
Sai Nagarjuna Ankala | Software & Product Management
A detail-driven technologist and navigator by instinct who charts clear product paths, blending engineering depth with product sense to deliver secure, scalable solutions.
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