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51,416 slides across 1229 decks match.
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OEMs and suppliers are currently suffering huge resource gaps, putting pressure on ramp-up targets
RolandBerger · 2024 · problem_statement
OEMs and suppliers are currently suffering huge resource gaps, putting pressure on ramp-up targets
60% — Resource gap percentage
 A big majority - two-thirds - of companies still perceive supply chain disruption as severe
RolandBerger · 2024 · industry_trends
A big majority - two-thirds - of companies still perceive supply chain disruption as severe
66% — Level of severity
 Tier-1 suppliers are worst affected by disruption because of their complex portfolio of procured products
RolandBerger · 2024 · diagnosis
Tier-1 suppliers are worst affected by disruption because of their complex portfolio of procured products
76% — Severity of supply chain disruption
 Companies that primarily procure aerostructure parts and materials are most exposed to severe supply chain disruption
RolandBerger · 2024 · market_landscape
Companies that primarily procure aerostructure parts and materials are most exposed to severe supply chain disruption
95% — Severity of supply chain disruption
 The majority of companies are still at the lowest, firefighting stage of tackling disruption
RolandBerger · 2024 · diagnosis
The majority of companies are still at the lowest, firefighting stage of tackling disruption
38% — Share of companies
 Most measures launched to address supply chain disruption focus on firefighting and stabilization, not resilience
RolandBerger · 2024 · problem_statement
Most measures launched to address supply chain disruption focus on firefighting and stabilization, not resilience
 Ratings remain low and little improved, suggesting the aerospace supply chain is ill-equipped for another crisis
RolandBerger · 2024 · kpi_dashboard
Ratings remain low and little improved, suggesting the aerospace supply chain is ill-equipped for another crisis
 Only around 50% of companies have changed or plan to change their supply chain set-up
RolandBerger · 2024 · market_landscape
Only around 50% of companies have changed or plan to change their supply chain set-up
50% — Percentage of companies changing supply chain
 Almost half of companies now favor local suppliers, which results suggest reduces the impact of supply chain disruption
RolandBerger · 2024 · industry_trends
Almost half of companies now favor local suppliers, which results suggest reduces the impact of supply chain disruption
46% — procurement spend
 To limit the impact of severe disruptions, the aerospace supply chain must adopt best-practice solutions
RolandBerger · 2024 · recommendation
To limit the impact of severe disruptions, the aerospace supply chain must adopt best-practice solutions
 Financial services is more likely than other sectors to take a data-centric approach to responding to market risks with agility
KPMG · 2025 · recommendation
Financial services is more likely than other sectors to take a data-centric approach to responding to market risks with agility
50% — Data-centric decision making
 Financial services' proportion of AI-driven profitability, including subsectors, compared with the cross-sector average
KPMG · 2025 · industry_trends
Financial services' proportion of AI-driven profitability, including subsectors, compared with the cross-sector average
94% — AI-driven profitability
 Proportion of financial services in the top two levels of data maturity (influential or embedded) compared with the cross-sector average across nine key data management categories
KPMG · 2025 · benchmark_peers
Proportion of financial services in the top two levels of data maturity (influential or embedded) compared with the cross-sector average across nine key data management categories
28% — Data maturity
 The financial services sector should consider these challenges with urgency. We recommend the following actions, derived from analysis on the performance of global leaders:
KPMG · 2025 · recommendation
The financial services sector should consider these challenges with urgency. We recommend the following actions, derived from analysis on the performance of global leaders:
 Focusing on simplification and modernization can help organizations reduce complexity, streamline processes, and build a more flexible and resilient technology environment. We suggest financial services companies focus on four key actions:
KPMG · 2025 · recommendation
Focusing on simplification and modernization can help organizations reduce complexity, streamline processes, and build a more flexible and resilient technology environment. We suggest financial services companies focus on four key actions:
 Podcast 2020 ad revenues: a benchmark for sellers; a way to discover white space for brands
misc · 2021 · context
Podcast 2020 ad revenues: a benchmark for sellers; a way to discover white space for brands
$842m — U.S. Podcast advertising revenue
 Opportunities on the buy and sell-side to fuel ongoing growth
misc · 2021 · strategic_options
Opportunities on the buy and sell-side to fuel ongoing growth
 2020 Podcast ad revenues grew 19% (to $842m) despite a shrinking economy
misc · 2021 · market_sizing
2020 Podcast ad revenues grew 19% (to $842m) despite a shrinking economy
$842m — Podcast ad revenue
 Q4 revenue share increased 4 pts YoY
misc · 2021 · financial_analysis
Q4 revenue share increased 4 pts YoY
35% — Q4 revenue share
 Revenues are expected to exceed $1b this year, and $2b by 2023
misc · 2021 · market_sizing
Revenues are expected to exceed $1b this year, and $2b by 2023
$2,188.7 — Total Market Podcast Revenues
 The shift to dynamically-inserted ads reflected the need for messaging agility
misc · 2021 · industry_trends
The shift to dynamically-inserted ads reflected the need for messaging agility
67% — Revenue share by delivery mechanism
 Announcer-read/pre-produced and supplied ads offered buyers more messaging control
misc · 2021 · industry_trends
Announcer-read/pre-produced and supplied ads offered buyers more messaging control
35% — Revenue Percentage Share
 Investment shifted to remnant from longer-commitment annual buys
misc · 2021 · market_landscape
Investment shifted to remnant from longer-commitment annual buys
27% — Revenue share by buy type
 Over 90% of revenues were based on CPM buys
misc · 2021 · data_table
Over 90% of revenues were based on CPM buys
93% — Revenue share by pricing model
 News continued to own market share as both Science and Health & Fitness saw big gains
misc · 2021 · market_landscape
News continued to own market share as both Science and Health & Fitness saw big gains
22% — Podcast Advertising Revenue Share
 DTC held top market share while pharmaceuticals and entertainment grew
misc · 2021 · market_landscape
DTC held top market share while pharmaceuticals and entertainment grew
19% — Podcast Advertising Revenue Share
 Health/Wellness remained the top category within DTC
misc · 2021 · market_landscape
Health/Wellness remained the top category within DTC
19% — Podcast Advertising Revenue Share
 Share has shifted from direct response to branding campaigns
misc · 2021 · industry_trends
Share has shifted from direct response to branding campaigns
51% — Revenue share by campaign type
 Half of Podcast ads were longer than 30 seconds
misc · 2021 · data_table
Half of Podcast ads were longer than 30 seconds
50% — Podcast advertising inventory
 Mid-roll placements continued to account for three-fourths of revenues
misc · 2021 · market_landscape
Mid-roll placements continued to account for three-fourths of revenues
76% — Revenue share by placement
 Video Podcasts accounted for less than 10% of revenues
misc · 2021 · market_landscape
Video Podcasts accounted for less than 10% of revenues
9% — Revenue share
 Blurred lines: How FinTech is shaping Financial Services
PwC · 2016 · cover
Blurred lines: How FinTech is shaping Financial Services
20% — business at risk
 FinTech is shaping FS from the outside in
PwC · 2016 · context
FinTech is shaping FS from the outside in
 The epicentre of disruption
PwC · 2016 · market_landscape
The epicentre of disruption
28% — Business at risk
 1.1 Disruption targets mostly consumer banking and payments
PwC · 2016 · industry_trends
1.1 Disruption targets mostly consumer banking and payments
78% — Likelihood of disruption
 1.2 Asset management and insurance are also on the disruption radar
PwC · 2016 · industry_trends
1.2 Asset management and insurance are also on the disruption radar
74% — Percentage of respondents identifying industry disruption
 1.3 Customer centricity is fuelling disruption
PwC · 2016 · industry_trends
1.3 Customer centricity is fuelling disruption
75% — Percentage of respondents identifying impact areas
 2.1 Banks are going for a renewed digital customer experience
PwC · 2016 · framework_other
2.1 Banks are going for a renewed digital customer experience
 2.2 Fund transfer and payments priorities are security and increased ease of payment
PwC · 2016 · matrix_2x2
2.2 Fund transfer and payments priorities are security and increased ease of payment
 2.3 Asset and wealth management shifts from technology-enabled human advice to human-supported technology-driven advice
PwC · 2016 · industry_trends
2.3 Asset and wealth management shifts from technology-enabled human advice to human-supported technology-driven advice
 2.4 Insurers leverage data and analytics to bring personalised value propositions while proactively managing risk
PwC · 2016 · industry_trends
2.4 Insurers leverage data and analytics to bring personalised value propositions while proactively managing risk
 Usage-based insurance is becoming more relevant
PwC · 2016 · industry_trends
Usage-based insurance is becoming more relevant
 2.5 Blockchain: an untapped technology is rewriting the FS rulebook
PwC · 2016 · industry_trends
2.5 Blockchain: an untapped technology is rewriting the FS rulebook
83% — Familiarity with blockchain
 How the financial sector can benefit from blockchain
PwC · 2016 · key_messages
How the financial sector can benefit from blockchain
56% — survey respondents
 So what? – An area worth exploring
PwC · 2016 · key_messages
So what? – An area worth exploring
 An industry under siege
PwC · 2016 · problem_statement
An industry under siege
20% — Estimated share of business at risk
 3.2 A rebalancing of power
PwC · 2016 · industry_trends
3.2 A rebalancing of power
67% — Percentage of respondents identifying threat
 3.3 FinTech, a source of opportunities
PwC · 2016 · industry_trends
3.3 FinTech, a source of opportunities
73% — Percentage of respondents
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