Some of the consultants were adept at applying old solutions to new problems. Ajay was not very sure if this would work for long. Some of the clients had complained about the performance of old and reputed consultants. Ajay was mulling over the following five solutions to tackle this problem.
1. Decrease time spent on client interaction and increase time spent for generating solutions.
2. Increase support staff to help consultants to remain updated.
3. Decrease the number of simultaneous projects handled by consultants.
4. Make it compulsory for consultants to work on inter-industry and inter-domain problems.
5. Recruit more consultants.
Which of the following would be the best sequence of decisions taken by Ajay (starting from immediate to distant)?
1. Decrease time spent on client interaction and increase time spent for generating solutions.
2. Increase support staff to help consultants to remain updated.
3. Decrease the number of simultaneous projects handled by consultants.
4. Make it compulsory for consultants to work on inter-industry and inter-domain problems.
5. Recruit more consultants.
Which of the following would be the best sequence of decisions taken by Ajay (starting from immediate to distant)?
Show Hint
- 3, 2, 1, 5, 4
- 4, 3, 2, 1, 5
- 5, 4, 3, 2, 1
- 2, 4, 5, 1, 3
- 1, 5, 4, 3, 2
The Correct Option is B
Solution and Explanation
No hiring or structural change is needed; assigning consultants to inter–industry / inter–domain problems quickly combats “old solutions” and sparks learning/innovation.
Short term — (3) reduce simultaneous projects.
Freeing consultants from overload creates time to think and learn, improving quality without extra headcount. This can be done by reprioritizing engagements.
Near term — (2) add support staff.
Analysts/research staff can keep consultants updated with latest knowledge; hiring/training a small support team is feasible after workload is eased.
Medium term — (1) rebalance client vs. solution time.
Only after (3) and (2) does it make sense to reduce client-facing time; otherwise delivery would suffer.
Distant — (5) recruit more consultants.
The passage states hiring is very difficult; hence expansion of consultants is the long-term step.
\[ \boxed{4 ⇒ 3 ⇒ 2 ⇒ 1 ⇒ 5} \]
After Ajay implemented some of the steps mentioned above, consultants wanted to renegotiate their contract with the organization. It seems that the organization had never mentioned that consultants have to work across industries and domains. Some of the old consultants were reluctant to change their ways, while many of the younger consultants were willing to follow Ajay’s advice. Which of the following decision can be taken by Ajay to handle this situation?
Show Hint
- Retrench old consultants and recruit young consultants.
- Pressurize non-conformists by giving preferential treatment to the conformists.
- Negotiate with the old consultants and communicate that the new rules would apply to the new consultants only.
- Do nothing and wait for a right solution to emerge, as with time resistance would die down.
- Discuss the issue in an open house and let solutions emerge democratically.
The Correct Option is
Solution and Explanation
The old consultants resisted change because the original contract never required them to work across industries/domains. Imposing this suddenly leads to dissatisfaction and renegotiation demands.
Step 2: Evaluating the options.
- (A) Retrenchment is drastic and unfair, damaging morale and reputation.
- (B) Pressurizing dissenters worsens conflict and leads to attrition.
- (C) Exempting old consultants from new rules creates a dual structure and long-term inefficiency.
- (D) Doing nothing risks prolonging dissatisfaction and instability.
- (E) An open house discussion allows all consultants to voice concerns, builds transparency, and creates democratic acceptance of solutions. This fosters ownership and minimizes conflict.
Step 3: Best choice.
The most sustainable way is to involve all stakeholders, balance perspectives, and find a consensus-based path forward. Hence, Ajay should choose an open house discussion (E).
\[ \boxed{E \text{ is the most appropriate decision.}} \]
Ajay was to retire in five years and he wanted to leave behind a legacy. Order the following activities, from the most important to the least important, that Ajay should undertake in the next five years:
1. Do nothing.
2. Set a future direction for the organization in these challenging times.
3. Benchmark performance with respect to the best consulting company in industry.
4. Empower senior consultants and at the same time seek opinion of all others for handling future challenges.
5. Infuse fresh thinking by hiring outsiders.
Choose the best option from the following sequences:
2. Set a future direction for the organization in these challenging times.
3. Benchmark performance with respect to the best consulting company in industry.
4. Empower senior consultants and at the same time seek opinion of all others for handling future challenges.
5. Infuse fresh thinking by hiring outsiders.
Choose the best option from the following sequences:
Show Hint
- 1, 2, 3, 4
- 2, 3, 4, 5
- 3, 4, 2, 1
- 2, 5, 3, 1
- 2, 5, 4, 3
The Correct Option is B
Solution and Explanation
Since Ajay wishes to retire in five years while leaving a strong legacy, his focus should be on long-term institutional strengthening, not on short-term fixes or passivity. Step 2: Evaluate the activities.
- (1) Do nothing: This is completely unsuitable because it will damage Ajay’s legacy.
- (2) Set a future direction: This is the first and most important step. A clear vision ensures stability and purpose for the organization.
- (3) Benchmarking performance: After setting direction, Ajay must compare with industry best practices to maintain competitiveness.
- (4) Empower senior consultants: Once standards are set, empowering leaders ensures sustainability after Ajay’s retirement.
- (5) Infuse fresh thinking: Finally, bringing in outsiders is valuable but comes after internal direction and empowerment.
Step 3: Order the activities.
The logical sequence is:
\[ 2 \; ⇒ \; 3 \; ⇒ \; 4 \; ⇒ \; 5 \] \[ \boxed{2, 3, 4, 5} \]
Top Questions on Reading Comprehension
No one argues that the rich should be rich because they were born to wealthy parents. Critics of inequality may complain that those who would abolish inheritance taxes, say, are implicitly endorsing hereditary privilege. But no one defends hereditary privilege outright or disputes the principle that careers should be open to talents.
Most of our debates about access to jobs, education, and public o ce proceed from the premise of equal opportunity. Our disagreements are less about the principle itself than about what it requires. For example, critics of a rmative action in hiring and college admissions argue that such policies are inconsistent with equality of opportunity, because they judge applicants on factors other than merit. Defenders of a rmative action reply that such policies are necessary to make equality of opportunity a reality for members of groups that have suffered discrimination or disadvantage.
At the level of principle at least, and political rhetoric, meritocracy has won the day. In democracies throughout the world, politicians of the center-left and center-right claim that their policies are the ones that will enable all citizens, whatever their race or ethnicity, gender or class, to compete on equal terms and to rise as far as their efforts and talents will take them. When people complain about meritocracy, the complaint is usually not about the ideal but about our failure to live up to it: The wealthy and powerful have rigged the system to perpetuate their privilege; the professional classes have gured out how to pass their advantages on to their children, converting the meritocracy into a hereditary aristocracy; colleges that claim to select students on merit give an edge to the sons and daughters of the wealthy and the well-connected. According to this complaint, meritocracy is a myth, a distant promise yet to be redeemed.- XAT - 2025
- Verbal and Logical Ability
- Reading Comprehension
Look how you turned on
the ceiling fan—it’s too high,
see how it shakes and trembles.
You walk into this room
with your hot ideas
and the ceiling fan has to work harder
to cool down the room
for us. You walk into this room
with your crazy eyes
and the ceiling fan
wants to y loose. It dreams
of becoming a spider lily.- XAT - 2025
- Verbal and Logical Ability
- Reading Comprehension
Recently, a team of social scientists launched an experiment to test that hypothesis. They recruited 1,500 entrepreneurs in West Africa—a mix of women and men in their 30s, 40s, and 50s—who were running small startups in manufacturing, service, and commerce. They randomly assigned the founders to one of three groups. One was a control group: they went about their business as usual. The other two were training groups: they spent a week learning new concepts, analyzing them in case studies of other entrepreneurs, and applying them to their own startups through role-play and re section exercises. What differed was whether the training focused on cognitive skills or character skills. In cognitive skills training, the founders took an accredited business course created by the International Finance Corporation. They studied nance, accounting, HR, marketing, and pricing, and practiced using what they learned to solve challenges and seize opportunities. In character skills training, the founders attended a class designed by psychologists to teach personal initiative. They studied proactivity, discipline, and determination, and practiced putting those qualities into action. Character skills training had a dramatic impact. After founders had spent merely ve days working on these skills, their rms’ pro ts grew by an average of 30 percent over the next two years. That was nearly triple the bene t of training in cognitive skills. Finance and marketing knowledge might have equipped founders to capitalize on opportunities, but studying proactivity and discipline enabled them to generate opportunities. They learned to anticipate market changes rather than react to them. They developed more creative ideas and introduced more new products. When they encountered nancial obstacles, instead of giving up, they were more resilient and resourceful in seeking loans. Along with demonstrating that character skills can propel us to achieve greater things, this evidence reveals that it’s never too late to build them … Character doesn’t set like plaster—it retains its plasticity. Character is often confused with personality, but they’re not the same. Personality is your predisposition—your basic instincts for how to think, feel, and act. Character is your capacity to prioritize your values over your instincts. Knowing your principles doesn’t necessarily mean you know how to practice them, particularly under stress or pressure. It’s easy to be proactive and determined when things are going well. The true test of character is whether you manage to stand by those values when the deck is stacked against you. If personality is how you respond on a typical day, character is how you show up on a hard day. Personality is not your destiny—it’s your tendency. Character skills enable you to transcend that tendency to be true to your principles. It’s not about the traits you have—it’s what you decide to do with them. Wherever you are today, there’s no reason why you can’t grow your character skills starting now.
- XAT - 2025
- Verbal and Logical Ability
- Reading Comprehension
This uidity and situational dependence is uniquely human. In other species, in-group/outgroup distinctions re ect degrees of biological relatedness, or what evolutionary biologists call “kin selection.” Rodents distinguish between a sibling, a cousin, and a stranger by smell—xed, genetically determined pheromonal signatures—and adapt their cooperation accordingly. Those murderous groups of chimps are largely made up of brothers or cousins who grew up together and predominantly harm outsiders. Humans are plenty capable of kin-selective violence themselves, yet human group mentality is often utterly independent of such instinctual familial bonds. Most modern human societies rely instead on cultural kin selection, a process allowing people to feel closely related to what are, in a biological sense, total strangers. Often, this requires a highly active process of inculcation, with its attendant rituals and vocabularies. Consider military drills producing “bands of brothers,” unrelated college freshmen becoming sorority “sisters,” or the bygone value of welcoming immigrants into “the American family.” This malleable, rather than genetically xed, path of identity formation also drives people to adopt arbitrary markers that enable them to spot their cultural kin in an ocean of strangers—hence the importance various communities attach to ags, dress, or facial hair. The hipster beard, the turban, and the “Make America Great Again” hat all fulfill this role by sending strong signals of tribal belonging. Moreover, these cultural communities are arbitrary when compared to the relatively axed logic of biological kin selection. Few things show this arbitrariness better than the experience of immigrant families, where the randomness of a visa lottery can radically reshu e a child’s education, career opportunities, and cultural predilections. Had my grandparents and father missed the train out of Moscow that they instead barely made, maybe I’d be a chain smoking Russian academic rather than a Birkenstock-wearing American one, moved to tears by the heroism during the Battle of Stalingrad rather than that at Pearl Harbor. Scaled up from the level of individual family histories, our big-picture group identities—the national identities and cultural principles that structure our lives— are just as arbitrary and subject to the vagaries of history.
- XAT - 2025
- Verbal and Logical Ability
- Reading Comprehension
- Work, for many on the career track, is greedy. The individual who puts in overtime, weekend time, or evening time will earn a lot more—so much more that, even on an hourly basis, the person is earning more.…The greediness of work means that couples with children or other care responsibilities would gain by doing a bit of specialization. This specialization doesn’t mean catapulting back to the world of Leave It to Beaver. Women will still pursue demanding careers. But one member of the couple will be on call at home, ready to leave the o ce or workplace at a moment’s notice. That person will have a position with considerable exibility and will ordinarily not be expected to answer an e-mail or a call at ten p.m. That parent will not have to cancel an appearance at soccer practice for an M \& A. The other parent, however, will be on call at work and do just the opposite. The potential impact on promotion, advancement, and earnings is obvious. The work of professionals and managers has always been greedy. Lawyers have always burned the midnight oil. Academics have always been judged for their cerebral output and are expected not to turn their brains off in the evenings. Most doctors and veterinarians were once on call 24/7. The value of greedy jobs has greatly increased with rising income inequality, which has soared since the early 1980s. Earnings at the very upper end of the income distribution have ballooned. The worker who jumps the highest gets an ever-bigger reward. The jobs with the greatest demands for long hours and the least exibility have paid disproportionately more, while earnings in other employments have stagnated. Thus, positions that have been more di cult for women to enter in the rst place, such as those in nance, are precisely the ones that have seen the greatest increases in income in the last several decades. The private equity associate who sees the deal through from beginning to end, who did the di cult modeling, and who went to every meeting and late-night dinner, will have maximum chance for a big bonus and the sought-after promotion. Rising inequality in earnings may be one important reason why the gender pay gap among college graduates has remained at in the last several decades, despite improvements in women’s credentials and positions. It may be the reason why the gender earnings gap for college graduates became larger than that between men and women in the entire population in the late 1980s and early 1990s. Women have been swimming upstream, holding their own but going against a strong current of endemic income inequality. Greedy work also means that couple equity has been, and will continue to be, jettisoned for increased family income. And when couple equity is thrown out the window, gender equality generally goes with it, except among same-sex unions. Gender norms that we have inherited get reinforced in a host of ways to allot more of the childcare responsibility to mothers, and more of the family care to grown daughters. 68. Which of the following statements CANNOT be inferred from the passage?
- XAT - 2025
- Verbal and Logical Ability
- Reading Comprehension
Questions Asked in XAT exam
Match the following renowned Indian personalities with their respective awards.
Names Award 1. Shri Ratan Naval Tata A. Dadasaheb Phalke Award 2. Manmohan Singh B. Grammy Awards 3. Zakir Hussain C. Carnegie Medal of Philanthropy 4. Shyam Benegal D. World Statesman Award - XAT - 2025
- Famous personalities and their contributions
Match the following authors with their respective works.
Authors Books 1. Andy Weir A. Dune 2. Cixin Liu B. The Time Machine 3. Stephen Hawking C. The Brief History of Time 4. HG Wells D. The Martian 5. Frank Herbert E. The Three Body Problem - XAT - 2025
- Books and Authors
Match the following airlines with the countries where they are headquartered.
Airlines Countries 1. AirAsia A. Singapore 2. AZAL B. South Korea 3. Jeju Air C. Azerbaijan 4. Indigo D. India 5. Tigerair E. Malaysia - XAT - 2025
- Business and Economy
The diagram below represents a road network connecting five towns, namely Meeren, Lannisport, Winterfell, Oldtown, and Gulltown. The maximum speed limits along any stretch of road are as shown in the diagram. The straight road that connects Meeren to Gulltown passes through Oldtown. Another straight road, running west to east, connecting Meeren to Winterfell, passes through Lannisport. Further, two straight roads, one from Lannisport to Oldtown and another from Winterfell to Gulltown, are perpendicular to the road joining Meeren to Winterfell, and run from south to north.
Consider a car always travelling at the maximum permissible speed, and always taking the shortest route. It takes 1 hour to reach Oldtown from Meeren, 2 hours to reach Gulltown from Oldtown, and 45 minutes to reach Winterfell from Gulltown. (For this problem, always consider the shortest route in terms of distance.)
- XAT - 2025
- Logical and Analytical Reasoning Skills
The plots below depict and compare the average monthly incomes (in Rs. ’000) of males and females in ten cities of India in the years 2005 and 2015. The ten cities, marked A-J in the records, are of different population sizes. For a fair comparison, to adjust for inflation, incomes for both the periods are scaled to 2025 prices. Each red dot represents the average monthly income of females in a particular city in a particular year, while each blue dot represents the average monthly income of males in a particular city in a particular year. The gender gap for a city, for a particular year, is defined as the absolute value of the average monthly income of males, minus the average monthly income of females, in that year.
- XAT - 2025
- Data Interpretation