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3,403 slides across 891 decks match.
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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.
 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
 They should have a GAFA vision and grow business through third-party platforms
Accenture · 2019 · recommendation
They should have a GAFA vision and grow business through third-party platforms
 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.
 Firms should reconsider value propositions
Deloitte · 2024 · recommendation
Firms should reconsider value propositions
 Smart work (more remote, lower cost)
BCG · 2020 · strategic_options
Smart work (more remote, lower cost)
~40% — OPEX savings
 Understand changing demand and the impact on staff functions...
BCG · 2020 · process_diagram
Understand changing demand and the impact on staff functions...
 Pull key levers to accelerate org design for the new reality...
BCG · 2020 · org_design
Pull key levers to accelerate org design for the new reality...
 The DF9 could create momentum by using their combined spending on technology, innovation, and research to spur development and adoption of AI.
McKinsey · 2020 · key_messages
The DF9 could create momentum by using their combined spending on technology, innovation, and research to spur development and adoption of AI.
 Ensure the necessary talent is in place
McKinsey · 2020 · key_messages
Ensure the necessary talent is in place
41% — time spent using advanced technological skills
 Launch your Talent Reinvention journey
Accenture · 2023 · recommendation
Launch your Talent Reinvention journey
 Take specialized work to new places with abundant talent pools
Accenture · 2023 · recommendation
Take specialized work to new places with abundant talent pools
 Companies should increase the agility of their future talent supply.
Accenture · 2023 · recommendation
Companies should increase the agility of their future talent supply.
 Grow your strategic presence in tomorrow's knowledge clusters
Accenture · 2023 · recommendation
Grow your strategic presence in tomorrow's knowledge clusters
9.7% — Vietnam GDP CAGR 2022-28
 Companies should not wait to shift their talent portfolio into markets that are strongly positioned for growth.
Accenture · 2023 · recommendation
Companies should not wait to shift their talent portfolio into markets that are strongly positioned for growth.
 Reduce routine tasks to make more room for human ingenuity
Accenture · 2023 · recommendation
Reduce routine tasks to make more room for human ingenuity
$1.3 trillion — Generative AI market size by 2032
 Companies should get their highly skilled workers to help them redesign jobs, starting with tasks.
Accenture · 2023 · recommendation
Companies should get their highly skilled workers to help them redesign jobs, starting with tasks.
 Unlocking future growth with a highly skilled talent supply
Accenture · 2023 · key_takeaways
Unlocking future growth with a highly skilled talent supply
 FULL DEMONSTRATION OF MONTANA RENEWABLES
GoldmanSachs · 2024 · key_messages
FULL DEMONSTRATION OF MONTANA RENEWABLES
 Implementing family law opportunities
misc · 2018 · framework_2x2
Implementing family law opportunities
 A potential approach to family law case management
misc · 2018 · process_diagram
A potential approach to family law case management
 Next steps and requirements for implementation
misc · 2018 · implementation_plan
Next steps and requirements for implementation
 Building Momentum for Long-Term Growth as of 2027+
JPMorgan · 2025 · roadmap
Building Momentum for Long-Term Growth as of 2027+
€18.1bn — Net Sales
 Leveraging our Market-Leading Positions in CV and WH to Drive Further Growth Momentum
JPMorgan · 2025 · strategic_options
Leveraging our Market-Leading Positions in CV and WH to Drive Further Growth Momentum
36% — reduction in combined endpoint
 New Operating Model: Increased Focus, Quality, Productivity and Efficiency
JPMorgan · 2025 · org_design
New Operating Model: Increased Focus, Quality, Productivity and Efficiency
 Building Momentum for Long-term Growth as of 2027 while Managing LoE Transition
JPMorgan · 2025 · key_messages
Building Momentum for Long-term Growth as of 2027 while Managing LoE Transition
 Clear requirements and expectations, critical for supplier engagement
Barclays · 2024 · process_diagram
Clear requirements and expectations, critical for supplier engagement
 Project approach: This project is organized in 3 distinct phases
McKinsey · 2009 · roadmap
Project approach: This project is organized in 3 distinct phases
 The team followed an 8 step process to create streamlined and structured KPIs, dashboards, and review meetings
McKinsey · 2009 · process_diagram
The team followed an 8 step process to create streamlined and structured KPIs, dashboards, and review meetings
 3 steps ensure that emerging opportunities are incorporated in advocacy partners' plans and/or into the Framework Document
McKinsey · 2009 · process_diagram
3 steps ensure that emerging opportunities are incorporated in advocacy partners' plans and/or into the Framework Document
 There are 2 steps to get more relevant information, faster
McKinsey · 2009 · process_diagram
There are 2 steps to get more relevant information, faster
 Framework document needs to be refined and revised based on information received
McKinsey · 2009 · process_diagram
Framework document needs to be refined and revised based on information received
 4 steps lead to clear objectives, metrics and targets, as well as to required activities to deliver
McKinsey · 2009 · process_diagram
4 steps lead to clear objectives, metrics and targets, as well as to required activities to deliver
 For each high-level objective, audience groups, objectives, metrics, and targets have been defined (1/2)
McKinsey · 2009 · process_diagram
For each high-level objective, audience groups, objectives, metrics, and targets have been defined (1/2)
30 million — Target reach
 For each high-level objective, audience groups, objectives, metrics, and targets have been defined (2/2)
McKinsey · 2009 · kpi_dashboard
For each high-level objective, audience groups, objectives, metrics, and targets have been defined (2/2)
4 — Number of personal meetings with editors
 The team will finalize execution plans and align with other teams to ensure the right activities get done
McKinsey · 2009 · implementation_plan
The team will finalize execution plans and align with other teams to ensure the right activities get done
 The team conducted 4 workshops to revise the CFCS mission, objectives, selection and evaluation criteria
McKinsey · 2009 · process_diagram
The team conducted 4 workshops to revise the CFCS mission, objectives, selection and evaluation criteria
 The CFCS team can use 2 simple indicators to monitor performance against the objectives
McKinsey · 2009 · kpi_dashboard
The CFCS team can use 2 simple indicators to monitor performance against the objectives
2 — Performance indicators
 The selection template will allow the selection committee to assess if proposals aim to deliver against CFCS objectives
McKinsey · 2009 · kpi_dashboard
The selection template will allow the selection committee to assess if proposals aim to deliver against CFCS objectives
52 — Total score
 Implementing the selection and evaluation criteria would allow CFCS to fund the right proposals and more easily assess their impact
McKinsey · 2009 · implementation_plan
Implementing the selection and evaluation criteria would allow CFCS to fund the right proposals and more easily assess their impact
 The collaborative work with the MDR-TB Working Group is just beginning – overview of suggested next steps
McKinsey · 2009 · next_steps
The collaborative work with the MDR-TB Working Group is just beginning – overview of suggested next steps
 Project outlook – the next ~ 10 weeks will focus on implementing the solutions developed
McKinsey · 2009 · next_steps
Project outlook – the next ~ 10 weeks will focus on implementing the solutions developed
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