The office visit "Blitz" lasts about half a day. You usually get an option to pick early morning (7am start session) and an afternoon (1pm start). HR meets you in the lobby and brings you up to your designated conference room and the interviweres come to you. The conference room has a whiteboard and dry erase markers,- which you should feel free to use liberally during your interview to help illustrate your points. You are not allowed to leave the conference room, other than for a potty break ( on which you are chaperoned). They take security really seriously there. They bring you food, coffee and water, paper supplies, etc. They also have someone ( not the interviewer) come to check- in on you between interviews, to make sure you are ok, and have everything. The chaperone will take you to their cafeteria. To pass time between interviews, you are given a computer to check out Bridgewater culture tapes, papers and videos. The reason you sign an NDA is so that you dont disclose the names of people mentioned in the culture tapes, who are real people. Most interviews sessions involve three people: you, the interviewer, and another BW person. I am not sure what the role of the third person in the interview is, maybe an observer? The observer doesnt talk much, if at all. The four interview sessions all have different interviewers. All sessions are recorded. Session 1: Debating your weaknesses ( here the point is for you and the interviewers to reach a consensus on what your weaknesses are. The interviewers will point out weaknesses they see in you , and ultimately you have to agree with the intervieweres that you have these weaknesses, and that they are right for poinitng them out. If at the end, you do not agree with the interviewers on the weaknesses they have pointed out , focusing on different weaknesses instead that you think are more apt, the interviweres will penalize you for it. What the interviwers really want is that at the end of the day you agree with their asessment of your weaknesses, if you want a job there.) Session 2: Debating a philosophical point of view ( Here the goal is for you and the interviewer to reach consensus on what is right given the arguements you've laid out. The interviewer acts as a devils advocate. Make no mistake, the interviewer already knows what the right answer to that question is based on BW philosophy. If you do not arrive at that correct answer with your reasoning, then you will be penalized for it. ) Session 3: Asking questions and discussing the different positions at BW and your interest in the company. ( This session is a lot more informal, but the goal is for you and the interviewer to come to a consensus about you being offered a job and if you want it) Session 4; Case Study - here you get to explain your reasoning about something that is in relation to BW current operations. I felt like the case study is the most difficult part, because they push you to move really fast on it, after the initial 5 to 8 minutes you have to contemplate it. I wasnt really able to step back, and revaluate the case study after it was in the "solving mode" , b/c the interviewer would constantly push me to make quick decisions on details, instead of giving me time to think about big picture. It is not like your consulting case studies, and I wish I had done some practice cases ahead of time. (The goal is for you and interviewer to reach consensus on how to solve the case study) . At the end of the interview, they ask you to fill out a an HR feedback form , which would be helpful if I had rememembered the names of all the interviewers. I never had an agenda ahead of time with a list of people who I was talking with, and none of the interviewers had any business cards on them, so that made giving feedback difficult. Overall advice would be that, BW does want you to ask questions, and to disagree and to debate, but ultimately they want to reach a consesus. And if they think you are not reaching consesus with them fast enough, within the time alotted, they will penalize you for not being able to reach consensus quick enough. But if you reach consensus too quickly, that is also not good. So if you want a job there, figure out what the interviewer thinks the rght answer is, and then pretend to reason to reach that conclusion/consensus.