Explore

Slice the corpus on any axis.

Filter by firm, year, function, metric or slide category — then see the result as a narrative arc, a treemap of slide types, or a catalog of slides.

clear
Active filters: density: balanced ×
24,060 slides across 1215 decks match.
Treemap Arc Catalog
The labor market dynamic has shifted, ushering in an era of tight conditions
BCG · 2024 · industry_trends
The labor market dynamic has shifted, ushering in an era of tight conditions
 For the deskless workforce, younger, lower-tenure, and more-diverse employees most likely to be looking for a new job
BCG · 2024 · market_landscape
For the deskless workforce, younger, lower-tenure, and more-diverse employees most likely to be looking for a new job
64% — Percentage of respondents looking for a new job
 Individual contributors feel significantly less connected and supported than managers
BCG · 2024 · problem_statement
Individual contributors feel significantly less connected and supported than managers
+27% — Employee sentiment
 Overall, individual contributors enjoy work tasks less than managers
BCG · 2024 · data_table
Overall, individual contributors enjoy work tasks less than managers
83 — Average Joy Score
 In light of the pandemic, global CEOs believe purpose is more powerful and relevant than ever
KPMG · 2020 · case_study
In light of the pandemic, global CEOs believe purpose is more powerful and relevant than ever
79% — CEO sentiment on purpose
 Saudi Arabia-based CEOs see people as central to purpose
KPMG · 2020 · benchmark_peers
Saudi Arabia-based CEOs see people as central to purpose
21% — CEO strategic priority
 70% of Saudi Arabia-based CEOs say there is still a huge amount to do to build gender diversity on boards
KPMG · 2020 · case_study
70% of Saudi Arabia-based CEOs say there is still a huge amount to do to build gender diversity on boards
70% — Saudi Arabia-based CEOs gender diversity sentiment
 Accelerating digital growth
KPMG · 2020 · case_study
Accelerating digital growth
75% — Digital transformation progress
 77% of global CEOs will continue to build on their use of digital collaboration and communication tools
KPMG · 2020 · case_study
77% of global CEOs will continue to build on their use of digital collaboration and communication tools
77% — CEO digital collaboration adoption
 68% of global CEOs said their communications with employees have improved during the crisis.
KPMG · 2020 · quote_slide
68% of global CEOs said their communications with employees have improved during the crisis.
68% — CEO communication improvement
 Global CEOs see the pandemic as an opportunity to rethink the way we work and communicate
KPMG · 2020 · industry_trends
Global CEOs see the pandemic as an opportunity to rethink the way we work and communicate
77% — CEO sentiment
 What brings customers together sets them apart
Accenture · 2019 · context
What brings customers together sets them apart
47,000 — customers surveyed
 Our study identified several patterns among consumers, which we distilled into five key findings:
Accenture · 2019 · key_takeaways
Our study identified several patterns among consumers, which we distilled into five key findings:
~50% — Consumers expecting integrated propositions
 See similarity to understand difference
Accenture · 2019 · section_divider
See similarity to understand difference
 They should become key players in ecosystems that deliver integrated propositions around a customer need.
Accenture · 2019 · recommendation
They should become key players in ecosystems that deliver integrated propositions around a customer need.
 Building ecosystems is a vital part of becoming a living business, and doing it effectively relies upon a number of key technologies.
Accenture · 2019 · recommendation
Building ecosystems is a vital part of becoming a living business, and doing it effectively relies upon a number of key technologies.
 They should actively target customers interested in personalized services with experiences that strengthen their brand values at every touchpoint.
Accenture · 2019 · recommendation
They should actively target customers interested in personalized services with experiences that strengthen their brand values at every touchpoint.
 They should consider creating stronger incentives to encourage customers to share their data.
Accenture · 2019 · recommendation
They should consider creating stronger incentives to encourage customers to share their data.
 Providers should invest in and communicate clearly on measures to protect customer data.
Accenture · 2019 · recommendation
Providers should invest in and communicate clearly on measures to protect customer data.
 Consumers feel issues/concerns over data security would lead to them leaving their current provider.
Accenture · 2019 · analyze_data
Consumers feel issues/concerns over data security would lead to them leaving their current provider.
55% — % of consumers citing reason to leave provider
 The ability to deliver a consistent level of service across all channels is an increasingly important competitive differentiator for financial providers.
Accenture · 2019 · section_divider
The ability to deliver a consistent level of service across all channels is an increasingly important competitive differentiator for financial providers.
61% — Pioneers willing to trust tech/telco firms with long-term financial well-being
 They should leverage their physical footprint and integrate physical and digital services to meet customer needs more effectively.
Accenture · 2019 · recommendation
They should leverage their physical footprint and integrate physical and digital services to meet customer needs more effectively.
78% — customers who never use mobile app or website to contact bank
 Overall, trust in banks and insurers is high: Seventy-seven percent of respondents say they trust their bank to look after their long-term financial well-being, while 68 percent trust their insurer to do the same.
Accenture · 2019 · section_divider
Overall, trust in banks and insurers is high: Seventy-seven percent of respondents say they trust their bank to look after their long-term financial well-being, while 68 percent trust their insurer to do the same.
77% — Respondents who trust their bank for long-term financial well-being
 A head start for bankers and insurers
Accenture · 2019 · section_divider
A head start for bankers and insurers
 How can banks and insurers get a head start on building a living business model? By following these steps:
Accenture · 2019 · recommendation
How can banks and insurers get a head start on building a living business model? By following these steps:
 Find the segment of one: Offering personalized experiences tailored to personas
Accenture · 2019 · recommendation
Find the segment of one: Offering personalized experiences tailored to personas
 The ability to respond with agility to individual consumer needs is a critical aspect of becoming a living business: one that continuously evolves its core business model and extends its offer beyond the traditional boundaries of banking and insurance.
Accenture · 2019 · recommendation
The ability to respond with agility to individual consumer needs is a critical aspect of becoming a living business: one that continuously evolves its core business model and extends its offer beyond the traditional boundaries of banking and insurance.
 Clients are driving industry change
Deloitte · 2024 · industry_trends
Clients are driving industry change
68% — investor preference
 Firms that modernize to meet client needs will win, others will lose
Deloitte · 2024 · key_messages
Firms that modernize to meet client needs will win, others will lose
56% — investor switching intent
 Technology is redefining the role of the advisor
Deloitte · 2024 · industry_trends
Technology is redefining the role of the advisor
60% — Investor preference for digital solutions
 Advisors will need to offer more value
Deloitte · 2024 · industry_trends
Advisors will need to offer more value
63% — investor value perception
 RBC Wealth Management: Advisors alive and well at a universal bank with a holistic approach
Deloitte · 2024 · case_study
RBC Wealth Management: Advisors alive and well at a universal bank with a holistic approach
 Technology will make advisors more productive...
Deloitte · 2024 · industry_trends
Technology will make advisors more productive...
80% — Adoption of digital advisory tools
 ...and align advisor supply and demand
Deloitte · 2024 · industry_trends
...and align advisor supply and demand
60% — Advisor experience change
 The hybrid advisory model will become the norm
Deloitte · 2024 · industry_trends
The hybrid advisory model will become the norm
67% — Adoption of hybrid advisory models
 Hyper-personalization will be a prerequisite
Deloitte · 2024 · industry_trends
Hyper-personalization will be a prerequisite
42% — Investor preference
 By 2027, the next generation will come into sharper focus
Deloitte · 2024 · industry_trends
By 2027, the next generation will come into sharper focus
$15 trillion — Generational focus
 Appealing to younger generations
Deloitte · 2024 · industry_trends
Appealing to younger generations
74% — Investor preference percentage
 Building business across the wealth curve
Deloitte · 2024 · industry_trends
Building business across the wealth curve
49% — firm strategy focus
 Data enables firms to see clients in technicolor
Deloitte · 2024 · key_takeaways
Data enables firms to see clients in technicolor
66% — firm adoption of data analytics
 HSBC: Harnessing data to personalize at scale
Deloitte · 2024 · case_study
HSBC: Harnessing data to personalize at scale
 Firms are rapidly advancing in digital
Deloitte · 2024 · industry_trends
Firms are rapidly advancing in digital
90 — Weighted average
 Technology is becoming a core competence for providers
Deloitte · 2024 · industry_trends
Technology is becoming a core competence for providers
24% — Technology sourcing strategy
 Outsourcing will continue to play a key role
Deloitte · 2024 · industry_trends
Outsourcing will continue to play a key role
69% — Outsourcing percentage
 Firms are digitizing their middle and back offices...
Deloitte · 2024 · industry_trends
Firms are digitizing their middle and back offices...
65% — Investment priority
 ...and using technology to deal with regulatory change
Deloitte · 2024 · industry_trends
...and using technology to deal with regulatory change
54% — Percentage of firms prioritizing regulatory response
 Providers will invest in more specialized technologies
Deloitte · 2024 · industry_trends
Providers will invest in more specialized technologies
64% — Investment percentage
 AI is a game-changer for the wealth industry
Deloitte · 2024 · industry_trends
AI is a game-changer for the wealth industry
69% — Executive sentiment on AI impact
Next page →