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51,416 slides across 1229 decks match.
Treemap Arc Catalog
Telcos have achieved a high degree of digitization—but not everywhere
BCG · 2024 · industry_trends
Telcos have achieved a high degree of digitization—but not everywhere
100 — Digitization KPI
 The top performers are well ahead of the pack on key metrics
BCG · 2024 · peer_benchmark
The top performers are well ahead of the pack on key metrics
 Telcos have made significant improvements in many key processes, particularly in product and technology management
BCG · 2024 · kpi_dashboard
Telcos have made significant improvements in many key processes, particularly in product and technology management
 But participants have seen much less progress—and often, a backslide—in customer service and interaction
BCG · 2024 · diagnosis
But participants have seen much less progress—and often, a backslide—in customer service and interaction
402 — Handling time
 Challenges in increasing self-service have put pressure on call centers, which still account for the majority of customer support interactions
BCG · 2024 · industry_trends
Challenges in increasing self-service have put pressure on call centers, which still account for the majority of customer support interactions
53.7 — Percentage of interactions
 Two years into the generative AI era, companies face a pivotal moment—transitioning from piloting into scaling AI companywide—with pressure mounting to quantify potential returns and justify the spend.
KPMG · executive_summary
Two years into the generative AI era, companies face a pivotal moment—transitioning from piloting into scaling AI companywide—with pressure mounting to quantify potential returns and justify the spend.
4-18% — EBITDA
 A new inflection point for GenAI
KPMG · context
A new inflection point for GenAI
91% — ROI expectation
 Over 3 billion data points
KPMG · context
Over 3 billion data points
3 billion — Data points
 A conservative approach to opportunity sizing
KPMG · market_sizing
A conservative approach to opportunity sizing
$5.9T — TAM
 The size of the GenAI opportunity can be substantial
KPMG · market_sizing
The size of the GenAI opportunity can be substantial
$136M — Annual GenAI opportunity
 The GenAI opportunity equates to 4-18% of EBITDA and 19-23% of salary cost annually, across sectors.
KPMG · impact_sizing
The GenAI opportunity equates to 4-18% of EBITDA and 19-23% of salary cost annually, across sectors.
18% — EBITDA and salary cost impact
 On average, the Sales and Front Office*, IT, and Supply Chain functions exhibit the highest potential for GenAI value across all sectors.
KPMG · segmentation
On average, the Sales and Front Office*, IT, and Supply Chain functions exhibit the highest potential for GenAI value across all sectors.
50% — GenAI value opportunity
 For each company, we can break down opportunities by function and department, and recommend high-value use cases
KPMG · process_diagram
For each company, we can break down opportunities by function and department, and recommend high-value use cases
$136M — GenAI workforce capacity value
 Sample estimated GenAI impact by role
KPMG · case_study
Sample estimated GenAI impact by role
31% — Time saved
 The 3 phases of value capture maturity
KPMG · framework_other
The 3 phases of value capture maturity
3 — Maturity phases
 Focus on 3 layers of the organization
KPMG · process_diagram
Focus on 3 layers of the organization
 Overcoming 3 key barriers on the path to value
KPMG · pain_points
Overcoming 3 key barriers on the path to value
85% — barrier prevalence
 Quantifying GenAI's impact for a Fortune 500 telco company
KPMG · case_study
Quantifying GenAI's impact for a Fortune 500 telco company
800K+ — Opportunity Hours/month
 Accelerating AI adoption for a Fortune 100 tech company
KPMG · case_study
Accelerating AI adoption for a Fortune 100 tech company
$96M — GenAI value at stake
 Shaping AI strategy for a PE-PortCo in Manufacturing
KPMG · case_study
Shaping AI strategy for a PE-PortCo in Manufacturing
360K — Hours saved
 There was a sharp decline in deal volume and value for crypto fundraising and M&A in 2019, and investments have been shifted towards Asia / EMEA and into more diversified sectors
PwC · 2020 · key_takeaways
There was a sharp decline in deal volume and value for crypto fundraising and M&A in 2019, and investments have been shifted towards Asia / EMEA and into more diversified sectors
662 — Deal volume
 The crypto industry continued to consolidate and mature in 2019, with funds going to later stage companies
PwC · 2020 · key_takeaways
The crypto industry continued to consolidate and mature in 2019, with funds going to later stage companies
662 — Deal count
 3 Trends to watch for in 2020
PwC · 2020 · industry_trends
3 Trends to watch for in 2020
 Consolidation in the crypto ecosystem continued in 2019 with almost half of the M&A activity in the sector being driven by existing crypto market participants looking to expanding the range of services they offer.
PwC · 2020 · market_landscape
Consolidation in the crypto ecosystem continued in 2019 with almost half of the M&A activity in the sector being driven by existing crypto market participants looking to expanding the range of services they offer.
114 — Deal count
 Creating value beyond the deal: we deliver pre, during and post-deal expertise ensuring you leave no value on the table
PwC · 2020 · other
Creating value beyond the deal: we deliver pre, during and post-deal expertise ensuring you leave no value on the table
 Commercial Banking – executing a proven strategy
JPMorgan · 2022 · key_messages
Commercial Banking – executing a proven strategy
21% — ROE
 JPMorgan Chase platform drives competitive advantage and unmatched value to clients
JPMorgan · 2022 · context
JPMorgan Chase platform drives competitive advantage and unmatched value to clients
 Delivering the #1 investment bank to CB clients
JPMorgan · 2022 · strategic_options
Delivering the #1 investment bank to CB clients
$5.1bn — Commercial Banking gross investment banking revenue
 Comprehensive payments solutions drive deep relationships and core operating deposits
JPMorgan · 2022 · financial_analysis
Comprehensive payments solutions drive deep relationships and core operating deposits
14% — CAGR
 Maintaining risk discipline – C&I
JPMorgan · 2022 · diagnosis
Maintaining risk discipline – C&I
87% — Net charge-off rate
 Maintaining risk discipline – CRE
JPMorgan · 2022 · financial_analysis
Maintaining risk discipline – CRE
2bps — Net charge-offs
 Significant investment in the franchise while maintaining strong expense discipline
JPMorgan · 2022 · financial_analysis
Significant investment in the franchise while maintaining strong expense discipline
$4.6 — CB adjusted expense
 Focused, strategic investments to capture organic growth and deepen client relationships
JPMorgan · 2022 · process_diagram
Focused, strategic investments to capture organic growth and deepen client relationships
 Organic expansion in Middle Market Banking
JPMorgan · 2022 · market_landscape
Organic expansion in Middle Market Banking
$2,000 — Revenue
 Replicating our proven strategy internationally
JPMorgan · 2022 · market_landscape
Replicating our proven strategy internationally
$148T — Market opportunity
 Specialized industries model drives superior client value and risk management
JPMorgan · 2022 · other
Specialized industries model drives superior client value and risk management
~5,000 — Prospects
 Disciplined, focused Private Equity coverage
JPMorgan · 2022 · strategic_options
Disciplined, focused Private Equity coverage
4.1k — U.S. MM M&A deals
 Focused, strategic investments to capture organic growth and deepen client relationships
JPMorgan · 2022 · process_diagram
Focused, strategic investments to capture organic growth and deepen client relationships
 Building an unmatched client coverage team with data-driven tools, insights and training
JPMorgan · 2022 · other
Building an unmatched client coverage team with data-driven tools, insights and training
~16% — banker productivity
 Capturing tremendous value from our cloud-based, client-focused data platform
JPMorgan · 2022 · process_diagram
Capturing tremendous value from our cloud-based, client-focused data platform
365 — Terabytes
 Investing to enhance our offerings and adapt to emerging and unmet client needs
JPMorgan · 2022 · strategic_options
Investing to enhance our offerings and adapt to emerging and unmet client needs
30k — active users
 Investing to deliver powerful solutions to our CRE client franchise
JPMorgan · 2022 · market_landscape
Investing to deliver powerful solutions to our CRE client franchise
$500B — Annual rental payments
 Relentless focus on client experience and operational excellence
JPMorgan · 2022 · process_diagram
Relentless focus on client experience and operational excellence
 Setting new targets to continue driving strong, consistent returns for shareholders
JPMorgan · 2022 · kpi_dashboard
Setting new targets to continue driving strong, consistent returns for shareholders
$4.0B — Revenue targets
 CB is positioned for continued success over the near, medium & long term
JPMorgan · 2022 · key_takeaways
CB is positioned for continued success over the near, medium & long term
18% — ROE
 Building a Better Financial Services Ireland: Accelerate to Elevate
MorganStanley · 2025 · cover
Building a Better Financial Services Ireland: Accelerate to Elevate
 Ireland's rise as a Financial Services Hub
MorganStanley · 2025 · market_landscape
Ireland's rise as a Financial Services Hub
91.2% — Index Score
 Ireland's Banking Sector: A Foundation for Growth amid Emerging Opportunities and Challenges
MorganStanley · 2025 · quote_slide
Ireland's Banking Sector: A Foundation for Growth amid Emerging Opportunities and Challenges
6% — CAGR
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