Interview prep

Deloitte

{"nbformat_minor": 0, "cells": [{"source": "<h2>Deloitte Interview</h2>\n<a id=\"top\"></a>\n\n1. [Why Deloitte?](#deloitte) (What do they do?)\n2. [Why this job?](#job) (Senior Associate profile)\n3. [Why you?](#personal) (Personal questions)\n4. Statistical techniques for competition consulting (Compass Lexecon)\n5. Issues in NHS consulting (Deloitte briefings + my work)", "cell_type": "markdown", "metadata": {}}, {"source": "<a id=\"deloitte\"></a>\n<h3>Why Deloitte?</h3>\n\nMy reasons for choosing Deloitte:\n\n1. Personal references - friends who have conveyed positive experiences both from Germany and the London office\n2. Size - allows for larger variety in client projects, potentially better long-term fit as one can carve out niche within the business\n3. Fit - econ consulting team seems very engaged in NHS projects and public sector work, which is interesting to me personally\n4. Related: compared to other jobs (Economist at Compass Lexecon, Associate at CRA, Economist at Monitor, Research Officer at NERA) Deloitte offers more flexibility and a more interesting range of clients.\n\n<h4>What does the Economic Consulting practice do?</h4>\n\nThe [Economic Consulting practice](http://www2.deloitte.com/uk/en/pages/financial-advisory/solutions/economic-consulting.html)  applies microeconomic theory alongside econometric and financial expertise to provide solutions to business, consumer and regulatory issues, working in the areas of \n\n- Regulatory economics and finance\n- Competition and disputes\n- Economic modelling and data analytics\n- Economics of strategy", "cell_type": "markdown", "metadata": {}}, {"source": "<a id=\"job\"></a>\n<h3>Why this job?</h3>\n\nThe [Senior Associate Economic Consulting](http://www.glassdoor.com/job-listing/deloitte-senior-associate-economic-consulting-specialist-advisory-JV_IC2671300_KO0,65_IE2763.htm?jl=1375525885) role allows me to make a contribution from day one, while at the same time allowing me to develop and enhance my professional skills in the process of working with highly skilled and motivated colleagues.\n\nAccording to the job posting, Deloitte is looking for sharp minds who are eager to implement emerging economic theory in a commercial context to benefit both private and public sector clients. Areas of work include regulatory and competition economics, cost analysis, price optimisation and value profitability analysis.\n\nA Senior Associate in the Economic Consulting team can:\n\n- Gain experience in a range of technical areas including economic analysis, market analysis, business modelling, strategy, policy appraisal, economic modelling, valuation and financial analysis\n- Apply your analytical skills to solve complex problems\n- Work in a challenging environment with like-minded people at the leading edge of economic thinking\n- Work on a varied mix of challenging engagements on a project basis\n- Develop solutions through debate and discussion in teams and with clients\n- Develop report writing, team working, project management skills and the commercial application of economic theory\n- Continue with your professional development throughout your career through a training investment\n- Work with leading high profile clients in the UK and on a global basis\n- Work on potential secondments within the firm and with client organisations\n\nTo qualify for the role you must have:\n\n- PhD/MPhil/MSc in Economics from a leading university or equivalent qualification or experience\n- Excellent verbal and written communication skills\n- The desire to apply analytic and financial and/or economic skills to real life problems\n- Commercial acumen and an awareness of key business issues\n", "cell_type": "markdown", "metadata": {}}, {"source": "<a id=\"personal\"></a>\n<h3>Why you?</h3>\n\n- I have a PhD & MSc in Economics, excellent verbal and written communication skills, desire to apply analytic and economic\nskills to real life, and awareness of key business issues -> I fit the bill\n- Team player, willing and able to work in project-based environment to tight deadlines\n- Brings experience in consulting and business to the table, including project management and team leadership\n- Good working knowledge and keen interest in key aspects of UK health economy\n- Excellent data analysis and visualisation skills, honed in three+ years of working with survey panel data in various statistical packages and programming languages\n- Strong written communication skills, as evidenced by excellent GMAT & GRE verbal scores\n- Good verbal communication and presentation skills, as evidenced by two undergraduate teaching awards, voted for by students\n\nSome personal questions that might come up (found [here](http://www.interview-skills.co.uk/free-information/interview-guide/competency-based-interviews.aspx):\n\n\n<h4>Communication</h4>\nCommunicates effectively, listens sensitively, adapts communication to audience and fosters effective communication with others  \n\n*Verbal*\n\n- Describe a situation where you had to explain something complex to a colleague or a client. Which problems did you encounter and how did you deal with them?  \n  Practically all the time in teaching, solution was usually found by re-phrasing, explaining using different metaphors, step-by-step instructions and, where necessary, one-to-one sessions after group meetings\n- What is the worst communication situation that you have experienced?  \n  ?\n- How do you prepare for an important meeting?  \n  Writing out notes, as detailed as possible, as a kind of mind map.\n- Tell us about a situation when you failed to communicate appropriately.  \n  ?\n- Demonstrate how you vary your communication approach according to the audience that you are addressing.  \n  Most important aspect in teaching, especially when teaching diverse groups such as new Masters' intake. Important to vary level of detail and intuition in delivery, based on assessed skillset of \n- Describe a situation when you had to communicate a message to someone, knowing that you were right and that they were wrong and reluctant to accept your point of view.  \n  Again, happens all the time in teaching, best way is to go step-by-step, making sure we're on the same page, work from the same set of assumptions and if so determine why conclusions might differ.\n\n*Listening*\n\n- Give us an example where your listening skills proved crucial to an outcome.  \n  Survey design - pilot studies have to be analysed much more quantitatively than the final product, eliciting possible biases in survey responses.\n- Tell us about a time when you were asked to summarise complex points.\n  All the time during the PhD.\n- Tell us about a time when you had trouble remaining focused on your audience. How did you handle this?  \n  ?\n- What place does empathy play in your work? Give an example where you needed to show empathy.  \n  All the time in teaching, plus during workshops with salespeople.\n- Describe a situation where you had to deal with an angry customer.  \n  When submitting intermediate results during one of our surveys, the customer noticed an apparent inconsistency, that turned out to be a transcription error on my part which slipped through the cracks. The only way forward here was to apologize unreservedly, take the blame, retract all results for double-checking and make a credible promise to tighten up quality control.\n\n*Written*\n  \n- What type of writing have you done? Give examples. What makes you think that you are good at it?  \n  PhD thesis, Masters' thesis, Bachelors' thesis, numerous reports during internship and jobs, GRE & GMAT verbal tests\n- How do you feel writing a report differs from preparing an oral presentation?  \n  An oral presentation should contain a more clearly spelled out, and more often referenced, structure to ensure isteners can follow along. \n- What positive and negative feedback have you received about your writing skills? Give an example where one of your reports was criticised. \n  I honestly don't have one, but if we count some advise I've been given, this would be that I often tend to be too detailed and verbose in an effort not to miss anything.\n- How do you plan the writing of a report?  \n  Writing out a structure beforehand.\n\n\n**Planning and organizing**\n\n- Describe a project you took part in or were responsible for running.  \n  Implementation of cross-country customer suvey over a 6 month period\n- Tell me about an obstacle you encountered and how you dealt with it.  \n  Team tried to renegotiate terms of contract close to the end of survey, pushing us against the deadline, in the end had to accomodate most of demands, learned lessons for the future.\n- What would you do differently?\n  Plan in more buffer time, think more closely about work streams that can be prepared concurrently, be more detailed and specific when dealing with clients and co-workers.\n\n\n**Goal orientation**\n\n- Tell me how you personally organize yourself when you have a lot of work.\n  Lists, lists and lists\n- Where do you start?  \n  Start from the end - what tasks are necessary to complete goal?\n- On what basis did you make your decisions?  \n  Which decisions?\n- What do you do to ensure that it all gets done?  \n  Monitor\n- How do you feel inside when you have so much to do?  \n  Can be overwhelming, but chipping away at things one at a time usually helps.\n\n- Describe an occasion when you had to prepare in advance for meeting or project.\n- What did you do?\n- How much time did you have to prepare?\n- What could you have prepared better? \n\n- Give me an example of when you had to work to an important deadline.\n- How manageable were your timescales?\n- What did you do to ensure that the deadline was met?\n- How would you organize your activities differently next time? \n\n- Describe the last time you missed a deadline.\n- Why did this happen?\n- How responsible were you for this?\n- What did you do to try to overcome this problem? \n\n- Tell me about the last project plan you had to produce piece of work or event you had to organize).\n- What did you do specifically that was effective?\n- How did you prepare and plan for it?\n- What timescales did you set?\n- What could you have done to be more effective in your planning?\n- How do your planning skills compare with those of your peers?\n- What are the key stages in project planning as you see them? \n\n- Describe a recent situation where you had to set clearly defined objectives.\n- How did you go about setting your objectives?\n- In hindsight, how realistic were your objectives?\n- What areas do you think you need to work on in terms of your objective setting?\n- How does your objective-setting compare with that of your colleagues?\n- What do you see as being the key to setting realistic objectives? \n\n- Thinking of a specific example, how have you ... about helping others with planning their work in the past\n- What kind of advice did you give them?\n- What feedback have you had on your ability to set plans for others?\n    How do you think your skills in this area compare to your colleagues?\n    How do you think you could you improve your planning for other people? \n\n    Using a recent example, describe how you have developed actions for achieving an objective.\n    How useful were your actions when it came to achieving your objectives?\n    What would you like to improve on in terms of your action planning?\n    How do your action planning skills compare with those of your colleagues?\n    What do you think are the key things to remember when developing action plans? \n\n    Tell me about a time when it was necessary for you to plan several alternative courses of action in response to a change in an organization's direction.\n    How did you re-prioritize?\n    How far did you plan ahead?\n    How did you monitor the progress of the plans? \n\n    Tell me about a time when you have had to translate a strategy into actions and plans.\n    What did you specifically do that was effective?\n    How did you know that your plans were clear enough to be implemented?\n    How do you break down strategy into manageable tasks?\n    What would you do differently in hindsight? \n\n    When have you considered strategic issues when developing goals?\n    Why was this important?\n    What advice do you give others on strategic implications for goal-setting?\n    What is the impact of failing to align goals with an organization's strategy?\n    How might you address this? \n\n\n**Influencing**\nAbility to convince others to own expressed point of view, gain agreement and acceptance of plans, activities or products.\n\n- Describe a situation where you were able to influence others on an important issue. What approaches or strategies did you use?  \n  Survey design - convinced client to alter parts of the survey, plus convinced them to run a trial survey concurrently at little extra cost. Strategies were quantitative (showed high correlation between survey items, low significance of others) and seeking compromise\n- Describe a situation where you needed to influence different stakeholders who had different agendas. What approaches or strategies did you use?  \n  Stumped\n- Tell us about an idea that you manage to sell to your superior, which represented a challenge.\n  Stumped\n- What is your worst selling experience?  \n  Stumped\n- Describe the project or idea that you were most satisfied to sell to your management.  \n  New survey design\n- Describe a time where you failed to sell an idea that you knew was the right one.\n  New survey design\n\n**Judgement**\n\n- Provide an example of when you made a decision based on logical, rational thinking.\n- What did you need to decide upon? \n- What were your potential options? \n- What made you decide upon your course of action? \n- How difficult was it to reach a decision? \n- What was the result of this decision? \n- To what extent did rational thinking improve the result? \n- Would you make this decision again if in a similar scenario? \n- Describe a situation which required you to adopt multiple points of view. \n- Why was adopting multiple viewpoints necessary? \n- How significantly did points of view differ? \n- Did others recognise you as adopting their points of view? \n- What was the result? \n- How has adopting multiple viewpoints in this instance effected your future decisions? \n- Tell me about a decision you had made objectively, despite your own personal bias. \n- What decision needed to be made? \n- In what way were you personally biased? \n- Why did you need to be objective in your decision making? \n- What made your decision making objective? \n- What was the result of your decision? \n- How did you prevent acting on bias? \n- Has personal bias influenced your decision making since? \n\n**Commercial awareness**\n\nYou will need to know some basic commercial principles to be able to answer general commercial awareness questions, such as being able to describe private equity or explain the difference between a private limited company and a public limited company. You will also need to know about any current major global economic issues, and their impact, or potential impact, on your employer's business sector. Employers are looking for you to demonstrate your knowledge of their company, their marketplace/competitors, and an understanding of trends in their industry.\n\n- Describe a company you think is doing well/badly and explain why you think this is so.\n- What do you think are key qualities for a company to have to be successful?  \n  As much as it sounds like a cliche, it's the people, in consulting more than anything else. This, coupled with a good internal structure and a working organisational memory that allows employees to draw on past experiences\n- What significant factors have affected this industry in recent years? (The Sarbanes-Oxley Act is a key factor for accounting and especially audit.)\n- What do you understand of the role this firm plays in this industry?\n- Tell me of a time when you were given the task of improving a service or product?  \n  Survey Design in Indonesia.\n- Tell me about a time you provided excellent customer service.\n  Hard to be specific here.\n- Tell me of a time when you have been responsible for a budget.\n  Survey implementation in South East Asia. \n\n**Career motivation**\n\n- Why do you want to work for our firm?  \n  See above\n- Why do you want to work in the service line to which you have applied?\n  See above\n- What can you tell me about us and the service line to which you have applied?  \n  See above\n\n\n**Conflict management**\nEncourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.\n\n- Tell us about a time when you felt that conflict or differences were a positive driving force in your organisation. How did handle the conflict to optimise its benefit?  \n  When for the first time one of our teams blew up, it encouraged us to think much more deeply about contract design and selection processes.\n- Tell us about a time when you had to deal with a conflict within your team.\n  Referenced above, a team in Malaysia wanted to renegotiate their salary and threatened withholding of reports in the run-up to a tight deadline.\n- Tell us about a situation where conflict led to a negative outcome. How did you handle the situation and what did you learn from it?\n  Referenced above. \n- Give us an example where you were unable to deal with a difficult member of your team.\n  Referenced above. \n\n**Creativity and Innovation**\nDevelops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes.\n\n- Tell us about a project or situation where you felt that the conventional approach would not be suitable. How did you derive and manage a new approach? Which challenges did you face and how did you address them?\n- Tell us about a situation where you trusted your team to derive a new approach to an old problem. How did you manage the process?\n- Tell us about a time when you had to convince a senior colleague that change was necessary. What made you think that your new approach would be better suited?\n\n**Decisiveness**\nMakes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions.\n\n- What big decision did you make recently. How did you go about it?\n- How did you reach the decision that you wanted to change your job?\n- Give an example of a time when you had to delay a decision to reflect on the situation.\n- What is the decision that you have put off the longest? Why?\n- When is the last time that you have refused to make a decision?\n- Give us an example of a situation where you had to make a decision without the input of key players, but knowing that these key players would judge you on that decision (i.e. superior unavailable at the time).\n- Tell us about a time when you had to make a decision without knowledge of the full facts.\n- Tell us about a situation where you made a decision that involuntarily impacted negatively on others. How did you make that decision and how did you handle its consequences?\n- Tell us about a decision that you made, which you knew would be unpopular with a group of people. How did you handle the decision-making process and how did you manage expectations?\n- Tell us about a situation where you made a decision too quickly and got it wrong. Why made you take that decision?\n\n**Delegation**\nAble to make full and best use of subordinate, providing appropriate support.\n\n- What type of responsibilities do you delegate? Give examples of projects where you made best use of delegation.\n- Give an example of a project or task that you felt compelled to complete on your own. What stopped you from delegating?\n- Give an example of a situation where you reluctantly delegated to a colleague. How did you feel about it?\n- Give an example where you delegated a task to the wrong person? How did you make that decision at the time, what happened and what did you learn from it?\n- How do you cope with having to go away from the office for long periods of time (i.e. holidays). Explain how you would delegate responsibilities based on you current situation.\n\n**External Awareness**\nUnderstands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders' views; is aware of the organisation's impact on the external environment.\n\n- Describe through examples drawn from your experience how you measure and take account of the impact of your decisions on external parties.\n- Give an example where you underestimated the impact of your decisions on stakeholders external to your organisation.\n\n**Flexibility**\nModifies his or her approach to achieve a goal. Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.\n\n- Describe a situation where you had to change your approach half-way through a project or task following new input into the project.\n- Describe a situation where you started off thinking that your approach was the best, but needed to alter your course during the implementation.\n- Describe a situation where one of your projects suffered a setback due to an unexpected change in circumstances.\n- Describe a situation where you were asked to do something that you had never attempted previously.\n- Give us an example of a situation where your initial approach failed and you had to change tack.\n- Describe your strongest and your weakest colleagues. How do you cope with such diversity of personalities?\n- If we gave you a new project to manage, how would you decide how to approach it?\n\n**Independence**\nActs based on his/her convictions and not systematically the accepted wisdom\n\n- When did you depart from the \"party line\" to accomplish your goal?\n- Which decisions do you feel able to make on your own and which do you require senior support to make?\n- Describe a situation where you had a disagreement or an argument with a superior. How did you handle it?\n- When do you feel that it is justified for you to go against accepted principles or policy?\n- Which constraints are imposed on you in your current job and how do you deal with these?\n- When did you make a decision that wasn't yours to make?\n- Describe a project or situation where you took a project to completion despite important opposition.\n- When have you gone beyond the limits of your authority in making a decision?\n\n\n\n**Leadership**\nActs as a role model. Anticipates and plans for change. Communicates a vision to a team.\n\n- Tell us about a situation where you had to get a team to improve its performance. What were the problems and how did you address them?\n- Describe a situation where you had to drive a team through change. How did you achieve this?\n- Describe a situation where you needed to inspire a team. What challenges did you meet and how did you achieve your objectives?\n- Tell us about a situation where you faced reluctance from your team to accept the direction that you were setting.\n- Describe a project or situation where you had to use different leadership styles to reach your goal.\n- Tell me about a time when you were less successful as a leader than you would have wanted to be.\n\n\n**Resilience and Tenacity**\nDeals effectively with pressure; remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. Stays with a problem/line of thinking until a solution is reached or no longer reasonably attainable.\n\n- Tell us about a situation where things deteriorated quickly. How did you react to recover from that situation?\n- Tell us about a project where you achieved success despite the odds being stacked against you. How did you ensure that you pulled through?\n- Give us an example of a situation where you knew that a project or task would place you under great pressure. How did you plan your approach and remain motivated?\n- Give us an example of a situation where you worked under pressure.\n- Under what conditions do you work best and worst?\n- Which recent project or situation has caused you the most stress? How did you deal with it?\n- When is the last time that you were upset with yourself?\n- What makes you frustrated or impatient at work?\n- What is the biggest challenge that you have faced in your career. How did you overcome it?\n- Tell us about a time when you successfully pushed one of your ideas despite strong opposition.\n- Which course or topics have you found most difficult? How did you address the challenge?\n\n**Risk-taking**\nTakes calculated risks, weighing up pros and cons appropriately\n\n- Tell us about risks that you have taken in your professional or personal life. How did you go about making your decision?\n- What is the biggest risk that you have taken? How did you handle the process?\n- Describe one of your current or recently completed projects, setting out the risks involved. How did you make decisions? How do you know that you made the correct decisions?\n- What risks do you see in moving to this new post?\n\n**Sensitivity to others/empathy**\nAware of other people and environment and own impact on these. Takes into account other peoples\u2019 feelings and needs.\n\n- What problems has one of your staff or colleagues brought to you recently? How did you assist them?\n- Tell us about an unpopular decision that you made recently? What thought-process did you follow before making it? How did your colleagues/clients react and how did you deal with their reaction?\n- When is that last time that you had an argument with a colleague?\n- When did you last upset someone?\n- What steps do you take to understand your colleagues' personalities? Give an example where you found it hard to adjust to one particular colleague.\n\n**Teamwork**\nContributes fully to the team effort and plays an integral part in the smooth running of teams without necessarily taking the lead\n\n- Describe a situation in which you were a member of team. What did you do to positively contribute to it?\n- Tell us about a situation where you played an important role in a project as a member of the team (not as a leader).\n- How do you ensure that every member of the team is allowed to participate?\n- Give us an example where you worked in a dysfunctional team. Why was it dysfunctional and how did you attempt to change things?\n- Give an example of a time when you had to deal with a conflict within your team. What did you do to help resolve the situation?\n- How do you build relationships with other members of your team?\n- How do you bring difficult colleagues on board? Give us an example where you had to do this.", "cell_type": "markdown", "metadata": {}}, {"source": "<a id=\"methods\"></a>\n<h3>Statistical Methods in Competition Economics</h3>\n\nThese are mainly taken from a Compass Lexecon summary document, which is summarised [here](http://webspace.qmul.ac.uk/ngudat/NHS/CompetitionAnalysis.html#/). Relevant techniques are:\n\n- Price Correlation Analysis:  \n  Idea of substitutes; if two prices move together, this indicates shared market. Uses correlation coefficient, problem is to determine thresholds and spurious correlation due to e.g. common inputs.\n- Stationarity Analysis:  \n  Check whether relative price series is stationary, as this would indicate that prices don't diverge over the long run. Takes care of spurious correlation, but requires non-stationary price series and enough data for tests to work.\n- Price Elasticity Analysis:\n  Basis of the SSNIP test, important concept is the own-price elasticity of residual demand. Would a monopolist over a collection of goods find a small but significant increase in prices significant? If so, the market can be considered a relevant market (own-price elasticity is low), if not, the market definition needs to be broadened. Problem is the cellophane fallacy: the own-price elasticity might be high if a company is *already* exerting market power (as the monopolist always operates on the elastic part of the demand curve), so that other products appear to be substitutes but wouldn't actually be substitutes at the product's competitive price. Cross-price elasticities can give some indication as to whether two goods are within a market, but might be misleading for products with large number of weaek substitutes. High data requirements.  \n- Critical Loss Analysis:  \n  This is the operationalisation of the SSNIP test - how much would sales of a product have to fall to make a price increase unprofitable? Formally:\n  $$\n  CL = 100\\frac{\\Delta p}{\\Delta p + (p - AVC)},\n  $$\n  where the critical loss is given in percentage terms. Problems include the fact that high gross margins in itself might stem from uncompetitive behavior (cp. cellophane fallacy), or nonlinearities in effects of price changes (e.g. segmented demand side, where small increase in price leads to large fall in sales, but additional increases have very small effects on sales).\n- Switching analysis:  \n  How much sales are lost to product B when product A increases in price? Calculate diversion ratio from own- and cross price elasticities. Under some simplifying assumptions, the diversion ratio is simply the cross-price elasticity between the two goods divided by the own price elasticity of the good under consideration. Here the same caveats as above apply. A less sophisticated version would be a survey to elicit consumers' anticipated switching behavior from surveys.\n- Merger Simulation:  \n  Estimate all own- and cross-price elasticities in the market and assuming Bertrand competition solve the optimization problem of a hypothetical post-merger firm to find optimal post-merger price. The method requires very exact estimates of elasticities to give credible results, furthermore it has to be established that price is actually the relevant strategic variable in the market. \n- Price/Concentration Analysis:  \n  Check whether high concentration in certain markets leads to higher prices; if this is not the case there might be other constraints on firms with large market share preventing them from capitalising on it. This idea can be extended for specific merger cases by checking whether a firm's prices are significantly lower in markets where it competes directly with a certain competitor. Sometimes margin/concentration analysis might be more meaningful, if multiple products are under consideration, price indices can be computed. \n- Shock Analysis:  \n  RD design where market reaction to exogenous event (such as strikes, regulatory changes, unexpected plant shutdowns, exchange rate movements,...) is considered.\n- Bidding Studies:\n  Relevant concept in markets where firms bid for highly specialized contracts, so that \"prices\" and \"products\" cannot easily be observed. Check whether two firm frequently bid for same contracts and whether they submit the two most competitive bids. Requires lots of detailed data and controlling for difference in contracts. If customer only negotiates with one bidder, potential outside bids might be important as threats. \n  ", "cell_type": "markdown", "metadata": {}}, {"execution_count": null, "cell_type": "code", "source": "", "outputs": [], "metadata": {"collapsed": true, "trusted": true}}], "nbformat": 4, "metadata": {"kernelspec": {"display_name": "Python 2", "name": "python2", "language": "python"}, "language_info": {"mimetype": "text/x-python", "nbconvert_exporter": "python", "version": "2.7.7", "name": "python", "file_extension": ".py", "pygments_lexer": "ipython2", "codemirror_mode": {"version": 2, "name": "ipython"}}}}