Frameworks are traps disguised as paths

Over the years, frameworks have become the go-to approach for interview questions like guesstimates, product design, and case studies. While they provide structure, they often divert focus from the core problem.

Consider this question: Guesstimate the ad revenue for Netflix in India and decide if Netflix should pursue this strategy.

Most candidates start by estimating from India’s 1.4 billion population, breaking it into a TAM, and using that to propose a decision. However, this approach often overlooks critical factors:

1. Would businesses want to advertise on Netflix? Platforms like Spotify often promote their own premium offerings rather than hosting external ads. Understanding advertiser behavior is crucial when projecting revenue potential.
2. Does Netflix’s content suit an ad-based model? Live content like sports attracts bulk viewership and allows for ad placements that align with brands’ positioning, making ads more effective. Netflix’s bingeable, long-form content may not offer the same advantages, requiring careful evaluation of its alignment with advertisers’ goals.

Mentioning such nuances in interviews isn’t about providing final answers but about demonstrating strategic thinking. It sets you apart, showing that you can evaluate problems beyond numbers and frameworks. This thought process not only impresses interviewers but also equips you to craft strategies when required.