A riddle has been making the rounds online, introduced as a question posed in a Huawei job interview: “A buffalo weighs 800 kg and a bridge weighs 700 kg. How can the buffalo cross the bridge?”
At first glance it looks like a physics trap. In reality, it’s a compact test of reasoning, business sense, and on-the-spot communication.

Why the riddle hooks people

Most readers instinctively assume “700 kg” is the bridge’s load limit and conclude the buffalo cannot cross. That assumption isn’t stated. The puzzle exploits our tendency to fill gaps with familiar logic—exactly the kind of bias hiring managers want to surface in high-pressure conversations.

As the question went viral, playful answers poured in—float the buffalo across, attach hydrogen balloons, or, tongue-in-cheek, “put the buffalo on a 996 schedule until it weighs less.” Amusing as they are, the best responses go beyond cleverness and frame the scenario as a market problem with strategic options.

The standout answer: treat it as a business model problem

One seasoned candidate reportedly reframed the riddle like this:

• The buffalo = the product. Its “weight” stands for price or cost.

• The bridge = the distribution channel. Its “weight” stands for channel capacity.

• The mismatch = go-to-market friction. The product, as priced, exceeds what the channel can bear.

From that lens, the task isn’t to force the buffalo across; it’s to align product economics and channel capacity. The candidate proposed three classic playbooks:

1) Strengthen the channel (reinforce the bridge)

Invest to increase throughput—upgrade the “bridge” so it can carry heavier “products.” In practice: build new partners, train resellers, improve logistics, negotiate co-marketing, or digitize fulfillment. Upfront capex rises, but higher volume can amortize those costs and expand market coverage.

2) Reduce product “weight” (optimize cost/price)

Trim features or redesign to lower unit cost; repackage into tiers; or price/promote for faster movement through the existing channel. The trade-off is margin. Done well, though, leaner SKUs and price architecture unlock broader demand without overloading distribution.

3) Add value to change the economics (attach “balloons”)

Increase perceived value—bundles, warranties, services, financing, ecosystem integrations—so the market tolerates a higher price or slower velocity. You’re not making the buffalo lighter; you’re making the crossing worth more to everyone involved.

What interviewers are really testing

• Assumption hygiene: Do you challenge unstated constraints or get trapped by them?

• Structured thinking under time pressure: Can you define the problem, generate options, and weigh trade-offs in minutes?

• Commercial intuition: Do you naturally connect product, price, and channel—and articulate a credible path to market?

• Communication: Can you translate a quirky prompt into clear business language without getting flustered?

Lessons for candidates

1. Clarify before solving. Restate the problem and surface assumptions (“Are we talking load limit or mass?”).

2. Frame, then plan. Map actors (product, channel, customer), constraints, and levers. Offer multiple routes, not a single “gotcha” answer.

3. Quantify where possible. Even rough numbers (cost to reinforce, margin impact of a lighter SKU, attachment-rate needed for value-add) show commercial maturity.

4. Close with risk and rollout. Note operational risks, pilots, metrics, and a decision gate. It signals you think like an operator, not just a puzzle-solver.

The bigger takeaway

The “buffalo and bridge” riddle endures because it compresses a real-world executive problem into one line: fit-for-channel. Great companies win not only by building compelling products, but by matching those products to distribution that can carry their economic weight—or by reshaping one to fit the other.

So, how does the buffalo cross the bridge?
Either make the bridge stronger, make the buffalo lighter, or make the crossing more valuable.
The best answer isn’t the wittiest—it’s the one that reveals how you think.