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51,416 slides across 1229 decks match.
Treemap Arc Catalog
What is your place on the playing field? M&A offensive vs. defensive strategies
Deloitte · 2022 · industry_trends
What is your place on the playing field? M&A offensive vs. defensive strategies
79% — Percentage of respondents
 What is your place on the playing field? M&A offensive vs. defensive strategies
Deloitte · 2022 · section_divider
What is your place on the playing field? M&A offensive vs. defensive strategies
 Most deskless workers feel burned out, and 43% are at risk of quitting
BCG · 2022 · problem_statement
Most deskless workers feel burned out, and 43% are at risk of quitting
43% — Turnover risk
 The UK has the highest proportion of deskless workers at risk of quitting
BCG · 2022 · problem_statement
The UK has the highest proportion of deskless workers at risk of quitting
49% — Percentage of deskless workers at risk of quitting
 Retail tops other industries for deskless workers at risk of quitting
BCG · 2022 · market_landscape
Retail tops other industries for deskless workers at risk of quitting
48% — Workers at risk of quitting
 Slight increase in French workers feeling burned out, with fewer recommending their employer to family/friends compared to other countries
BCG · 2022 · peer_benchmark
Slight increase in French workers feeling burned out, with fewer recommending their employer to family/friends compared to other countries
57% — Employee sentiment
 The youngest deskless workers are likelier to quit, to be less satisfied, and to be more burned out
BCG · 2022 · diagnosis
The youngest deskless workers are likelier to quit, to be less satisfied, and to be more burned out
70% — Burnout rate
 French deskless worker job satisfaction in line with other nations
BCG · 2022 · peer_benchmark
French deskless worker job satisfaction in line with other nations
58% — Job satisfaction
 One in four deskless French workers reported COVID negatively impacting their job satisfaction
BCG · 2022 · data_table
One in four deskless French workers reported COVID negatively impacting their job satisfaction
26% — Job satisfaction impact
 Deskless workers who have the least tenure are the readiest to quit
BCG · 2022 · analyze_data
Deskless workers who have the least tenure are the readiest to quit
52% — Percentage of workers looking for new jobs
 While global deskless workers say functional needs (e.g., pay, hours) are most important to them, emotional needs are what drive them to leave
BCG · 2022 · diagnosis
While global deskless workers say functional needs (e.g., pay, hours) are most important to them, emotional needs are what drive them to leave
0.29 — Correlation to 1 year attrition risk
 French deskless workers similarly driven by more emotional needs
BCG · 2022 · peer_benchmark
French deskless workers similarly driven by more emotional needs
0.3 — Correlation to 1 yr attrition risk
 One in four employees are dissatisfied with their manager
BCG · 2022 · data_table
One in four employees are dissatisfied with their manager
25% — Employee dissatisfaction rate
 Managers are critical and influence burnout, retention, and hiring
BCG · 2022 · diagnosis
Managers are critical and influence burnout, retention, and hiring
3.2x — Likelihood of negative outcomes
 Secure your future people experience
PwC · 2019 · cover
Secure your future people experience
 Leaders preparing for tomorrow's workforce face a world where the old preconceptions do not apply. Yesterday's assumptions about how workers behave and what they value are being upended.
PwC · 2019 · context
Leaders preparing for tomorrow's workforce face a world where the old preconceptions do not apply. Yesterday's assumptions about how workers behave and what they value are being upended.
 Your people experience is at risk
PwC · 2019 · context
Your people experience is at risk
 Time to take action
PwC · 2019 · section_divider
Time to take action
 Tackle 'burnout' and boost vitality
PwC · 2019 · section_divider
Tackle 'burnout' and boost vitality
 Not enough life support
PwC · 2019 · problem_statement
Not enough life support
78% — Percentage of respondents
 Workers under pressure to be ‘always on’
PwC · 2019 · industry_trends
Workers under pressure to be ‘always on’
30% — Percentage of respondents agreeing it is acceptable to disconnect
 Mandatory leave at Buffer
PwC · 2019 · case_study
Mandatory leave at Buffer
56% — employees taking 15+ days of leave
 Let employees choose when and where they work
PwC · 2019 · context
Let employees choose when and where they work
67% — companies with policies for physical and mental well-being
 Provide an ecosystem of workspace
PwC · 2019 · case_study
Provide an ecosystem of workspace
71% — importance of remote and virtual working
 Build social resilience
PwC · 2019 · section_divider
Build social resilience
 Failing to make vital connections
PwC · 2019 · diagnosis
Failing to make vital connections
79% — Percentage of respondents
 Build the ‘big ideas crowd’
PwC · 2019 · context
Build the ‘big ideas crowd’
45% — survey respondents
 Facilitate the ‘regenerative community’
PwC · 2019 · key_messages
Facilitate the ‘regenerative community’
15% — respondents 'strongly agree' they have work-life balance policies that reflect diverse family arrangements and caring responsibilities
 Nurture agility and adaptability
PwC · 2019 · section_divider
Nurture agility and adaptability
 Not enough opportunities to grow
PwC · 2019 · diagnosis
Not enough opportunities to grow
78% — Percentage of respondents
 Set the expectation that change is a constant
PwC · 2019 · case_study
Set the expectation that change is a constant
73% — importance of identifying and building future skills
 Foster internal mobility
PwC · 2019 · case_study
Foster internal mobility
 Offer career customisation
PwC · 2019 · client_example
Offer career customisation
26% — respondents
 Support 'intrapreneurship'
PwC · 2019 · section_divider
Support 'intrapreneurship'
 Wanted: support for good ideas
PwC · 2019 · industry_trends
Wanted: support for good ideas
56% — Percentage of respondents taking action to support intrapreneurs
 Provide autonomy
PwC · 2019 · section_divider
Provide autonomy
 Not enough freedom
PwC · 2019 · market_landscape
Not enough freedom
45% — Percentage of respondents agreeing they have autonomy
 Balance autonomy with accountability
PwC · 2019 · case_study
Balance autonomy with accountability
70% — importance of worker autonomy
 Do what's best for you
PwC · 2019 · key_messages
Do what's best for you
 Capturing the full electricity efficiency potential of the U.K.
McKinsey · 2012 · cover
Capturing the full electricity efficiency potential of the U.K.
 The project has been structured in 5 phases
McKinsey · 2012 · process_diagram
The project has been structured in 5 phases
 The scope of the project was very focused
McKinsey · 2012 · context
The scope of the project was very focused
 The U.K.'s 2010 electricity demand was 328 TWh, of which the residential sector was largest
McKinsey · 2012 · market_sizing
The U.K.'s 2010 electricity demand was 328 TWh, of which the residential sector was largest
328 TWh — Electricity demand (TWh)
 Underlying U.K. electricity demand is projected to be ~411 TWh in 2030, excluding the impact of current or future policy
McKinsey · 2012 · situation_overview
Underlying U.K. electricity demand is projected to be ~411 TWh in 2030, excluding the impact of current or future policy
411 TWh — Electricity demand (TWh)
 Electricity demand growth is expected to be driven by the commercial and industrial sectors
McKinsey · 2012 · industry_trends
Electricity demand growth is expected to be driven by the commercial and industrial sectors
411 — TWh
 The combined impact of scenarios on EV and electrification of heating could lead to a ~6-14% increase in total U.K. electricity demand¹
McKinsey · 2012 · scenario_analysis
The combined impact of scenarios on EV and electrification of heating could lead to a ~6-14% increase in total U.K. electricity demand¹
6-14% — Total U.K. electricity demand increase
 If implemented in full, electricity efficiency measures have the potential to reduce UK electricity demand by ~146 TWh per annum by 2030
McKinsey · 2012 · impact_sizing
If implemented in full, electricity efficiency measures have the potential to reduce UK electricity demand by ~146 TWh per annum by 2030
146 TWh — Electricity demand reduction
 Almost all energy efficiency measures have net savings from a societal point of view ...
McKinsey · 2012 · framework_other
Almost all energy efficiency measures have net savings from a societal point of view ...
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