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51,416 slides across 1229 decks match.
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Economic Policy Uncertainty Has Risen to Near All-Time Highs
MorganStanley · 2025 · industry_trends
Economic Policy Uncertainty Has Risen to Near All-Time Highs
 4Q24 Earnings Scorecard: Materials Lead Improvement in Cyclicals
MorganStanley · 2025 · kpi_dashboard
4Q24 Earnings Scorecard: Materials Lead Improvement in Cyclicals
62% — Positive-negative surprise metric spread
 A Continued Manufacturing Recovery Should Benefit SMID Segments
MorganStanley · 2025 · industry_trends
A Continued Manufacturing Recovery Should Benefit SMID Segments
 Equities Expected to Continue to Dominate Returns in a Balanced Strategy
MorganStanley · 2025 · industry_trends
Equities Expected to Continue to Dominate Returns in a Balanced Strategy
 Bank Loans Continue to Deliver Strong Performance
MorganStanley · 2025 · industry_trends
Bank Loans Continue to Deliver Strong Performance
3.4% — Performance
 Mortgage-Backed Securities: Brightest Bright Spot in Fixed Income?
MorganStanley · 2025 · market_landscape
Mortgage-Backed Securities: Brightest Bright Spot in Fixed Income?
 Europe: The Underdog
MorganStanley · 2025 · industry_trends
Europe: The Underdog
 Adding European Equity Exposure
MorganStanley · 2025 · recommendation
Adding European Equity Exposure
14% — EPS growth expectations
 Overweight European Construction
MorganStanley · 2025 · market_landscape
Overweight European Construction
 A Turning Point for Real Estate
MorganStanley · 2025 · industry_trends
A Turning Point for Real Estate
 Agile is extending!
KPMG · 2019 · key_takeaways
Agile is extending!
70% — Agile adoption rate
 Remain relevant in the digital era through agility
KPMG · 2019 · context
Remain relevant in the digital era through agility
 Respondents expect to transition from Agile pilots towards Agile at enterprise-level within 3 years time
KPMG · 2019 · industry_trends
Respondents expect to transition from Agile pilots towards Agile at enterprise-level within 3 years time
63% — Strategic priority
 Jan-Willem Burema: realising agility through the needs of the team
KPMG · 2019 · case_study
Jan-Willem Burema: realising agility through the needs of the team
 Guillermo Tolosa: about facing the company transformation to compete in the digital space.
KPMG · 2019 · case_study
Guillermo Tolosa: about facing the company transformation to compete in the digital space.
 Agility as an operating model challenge
KPMG · 2019 · framework_other
Agility as an operating model challenge
 Warning. There are challenges up ahead
KPMG · 2019 · pain_points
Warning. There are challenges up ahead
 An Enterprise Architecture of a bank impacts agility
KPMG · 2019 · case_study
An Enterprise Architecture of a bank impacts agility
 Impact on the Operating Model – Scaling beyond teams: The death of the demand-supply model
KPMG · 2019 · industry_trends
Impact on the Operating Model – Scaling beyond teams: The death of the demand-supply model
45% — IT operating model adoption
 No Agile transformation without a culture transformation
KPMG · 2019 · case_study
No Agile transformation without a culture transformation
 Agile: not whether but when, where and how
KPMG · 2019 · key_takeaways
Agile: not whether but when, where and how
 Each approach has its own goals, scope and relations to standards
KPMG · 2019 · appendix
Each approach has its own goals, scope and relations to standards
 In our 2024 consumer survey, telcos are ranked among the three most trusted entities when it comes to data security, with 53% of broadband and 50% of wireless respondents finding their respective providers trustworthy.
Accenture · 2025 · data_table
In our 2024 consumer survey, telcos are ranked among the three most trusted entities when it comes to data security, with 53% of broadband and 50% of wireless respondents finding their respective providers trustworthy.
53% — Trustworthiness rating for safeguarding personal data
 Trust is a critical variable for customer loyalty, but only in conjunction with two others: experience and engagement.
Accenture · 2025 · framework_other
Trust is a critical variable for customer loyalty, but only in conjunction with two others: experience and engagement.
 Telcos fall short on consumer expectations of a simplified, personalized experience.
Accenture · 2025 · pain_points
Telcos fall short on consumer expectations of a simplified, personalized experience.
70% — Consumers frustrated by lack of consistent service across telcos' contact channels
 Consumers are looking for engaging services beyond connectivity, and telcos can play and win in this area.
Accenture · 2025 · market_landscape
Consumers are looking for engaging services beyond connectivity, and telcos can play and win in this area.
60% — Drivers to choose bundled digital services from CSPs (sum of top 2)
 Use AI to radically transform customer experience
Accenture · 2025 · recommendation
Use AI to radically transform customer experience
 Vodafone's Voxi Mobile implementation of generative AI shows how integrating and analyzing data from all customer touchpoints can enhance customer experience. By leveraging AI, Vodafone delivers real-time, personalized interactions across various channels, including its conversational assistant.
Accenture · 2025 · case_study
Vodafone's Voxi Mobile implementation of generative AI shows how integrating and analyzing data from all customer touchpoints can enhance customer experience. By leveraging AI, Vodafone delivers real-time, personalized interactions across various channels, including its conversational assistant.
 Innovate and integrate relevant digital services to become customers' digital advisor
Accenture · 2025 · recommendation
Innovate and integrate relevant digital services to become customers' digital advisor
 Are there others in this space? Why shouldn't customers turn to an e-commerce provider or a device manufacturer for these offerings? Because as our research confirms, customers prefer CSPs (see Figure 7).
Accenture · 2025 · market_landscape
Are there others in this space? Why shouldn't customers turn to an e-commerce provider or a device manufacturer for these offerings? Because as our research confirms, customers prefer CSPs (see Figure 7).
62% — Preference for wireless/mobile provider as bundled digital services provider
 To date, CSPs have explored various tactical and capital intensive models to increase consumer engagement by rendering adjacent and new services wrapped with their core connectivity services
Accenture · 2025 · framework_other
To date, CSPs have explored various tactical and capital intensive models to increase consumer engagement by rendering adjacent and new services wrapped with their core connectivity services
 Third-party governance and risk management The threats are real
Deloitte · 2017 · cover
Third-party governance and risk management The threats are real
 Risk powers performance.
Deloitte · 2017 · quote_slide
Risk powers performance.
 Mind the execution gap
Deloitte · 2017 · problem_statement
Mind the execution gap
94.3% — respondents with low to moderate confidence
 Treading the aspirational path to excellence (by industry segment):
Deloitte · 2017 · framework_2x2
Treading the aspirational path to excellence (by industry segment):
 Treading the aspirational path to excellence
Deloitte · 2017 · framework_2x2
Treading the aspirational path to excellence
 The 'best-in-class' organizations are those that are able to leverage their third-party ecosystem more extensively. They are also the organizations that are in a more mature stage of implementation with related governance and risk management mechanisms.
Deloitte · 2017 · key_messages
The 'best-in-class' organizations are those that are able to leverage their third-party ecosystem more extensively. They are also the organizations that are in a more mature stage of implementation with related governance and risk management mechanisms.
 The drivers for third-party engagement are progressively shifting from a focus on cost to a focus on value, reflecting organizational recognition of the strategic opportunity that third-parties can create for them.
Deloitte · 2017 · industry_trends
The drivers for third-party engagement are progressively shifting from a focus on cost to a focus on value, reflecting organizational recognition of the strategic opportunity that third-parties can create for them.
44.9% — percentage of respondents
 Increased monitoring and assurance activity over third-parties is believed to significantly reduce third-party risk.
Deloitte · 2017 · key_takeaways
Increased monitoring and assurance activity over third-parties is believed to significantly reduce third-party risk.
59.7 — percentage of respondents
 Organizational commitment to third-party risk management is not supported by confidence in the related technology and processes.
Deloitte · 2017 · diagnosis
Organizational commitment to third-party risk management is not supported by confidence in the related technology and processes.
78.1 — Confidence level
 Third-party risk is starting to feature consistently on the board agendas with CEO/board-level responsibility in the more progressive organizations or those operating in highly regulated environments.
Deloitte · 2017 · key_messages
Third-party risk is starting to feature consistently on the board agendas with CEO/board-level responsibility in the more progressive organizations or those operating in highly regulated environments.
39% — Board agenda frequency
 Visits to third-party locations are considered the most effective method to gain assurance over third-party management.
Deloitte · 2017 · diagnosis
Visits to third-party locations are considered the most effective method to gain assurance over third-party management.
69.5 — percentage of respondents
 Most organizations are mandating consistent third-party governance standards amidst increasing decentralization of operating units.
Deloitte · 2017 · industry_trends
Most organizations are mandating consistent third-party governance standards amidst increasing decentralization of operating units.
86% — Percentage of respondents
 A Very Successful Business
CreditSuisse · 2018 · case_study
A Very Successful Business
11% — CAGR
 Putting Our Key Priorities to Work
CreditSuisse · 2018 · strategic_options
Putting Our Key Priorities to Work
 1) Delivering One U.S. Bank
CreditSuisse · 2018 · client_example
1) Delivering One U.S. Bank
 Continued positive momentum in H1 2023
DeutscheBank · 2023 · executive_summary
Continued positive momentum in H1 2023
€15.1bn — Revenues
 Well-positioned franchise across divisions
DeutscheBank · 2023 · key_messages
Well-positioned franchise across divisions
24% — Operating leverage
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