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
51,416 slides across 1229 decks match.
Treemap Arc Catalog
Organizational Simplicity
BCG · 2016 · case_study
Organizational Simplicity
10% — EBIT
 Capital Efficiency
BCG · 2016 · case_study
Capital Efficiency
$450 million — Cash release
 Cost Reduction
BCG · 2016 · case_study
Cost Reduction
$650 million — Capital Employed
 FUNDING THE JOURNEY
BCG · 2016 · case_study
FUNDING THE JOURNEY
30% — cost reduction
 This chapter draws on the following BCG publications:
BCG · 2016 · appendix
This chapter draws on the following BCG publications:
 2. Winning in the Medium Term
BCG · 2016 · section_divider
2. Winning in the Medium Term
 Rethinking the Core Business Model
BCG · 2016 · context
Rethinking the Core Business Model
 A GLOBAL INSURER IMPLEMENTS A VALUE-BASED TRANSFORMATION (CONTINUED)
BCG · 2016 · case_study
A GLOBAL INSURER IMPLEMENTS A VALUE-BASED TRANSFORMATION (CONTINUED)
25% — headcount reduction
 Repositioning the Corporate Portfolio
BCG · 2016 · context
Repositioning the Corporate Portfolio
 Retooling Go-to-Market Processes
BCG · 2016 · other
Retooling Go-to-Market Processes
 Expanding Geographically
BCG · 2016 · industry_trends
Expanding Geographically
 Launching Digital Initiatives
BCG · 2016 · context
Launching Digital Initiatives
 Revising the Target Operating Model
BCG · 2016 · other
Revising the Target Operating Model
 Bernd Waltermann, David Michael, Ulrich Pidun, Sebastian Stange
BCG · 2016 · appendix
Bernd Waltermann, David Michael, Ulrich Pidun, Sebastian Stange
 THE BOSTON CONSULTING GROUP
BCG · 2016 · filler
THE BOSTON CONSULTING GROUP
 3. Organizing for Sustained Performance
BCG · 2016 · section_divider
3. Organizing for Sustained Performance
 needs to be. Often, leaders try to motivate people through carrots and sticks (mostly sticks). Far too often, leaders expect people to perform at higher levels while working in an environment that does not foster and enable higher performance on a sustainable basis. Given these obstacles, how can leaders transform organizations so that their people feel empowered and energized?
BCG · 2016 · context
needs to be. Often, leaders try to motivate people through carrots and sticks (mostly sticks). Far too often, leaders expect people to perform at higher levels while working in an environment that does not foster and enable higher performance on a sustainable basis. Given these obstacles, how can leaders transform organizations so that their people feel empowered and energized?
 Organizational Imperatives
BCG · 2016 · key_messages
Organizational Imperatives
 ORGANIZING FOR SUSTAINED PERFORMANCE
BCG · 2016 · key_messages
ORGANIZING FOR SUSTAINED PERFORMANCE
 Organizing for Sustained Performance
BCG · 2016 · case_study
Organizing for Sustained Performance
 Organizing for Sustained Performance
BCG · 2016 · framework_other
Organizing for Sustained Performance
 Organizing for Sustained Performance
BCG · 2016 · other
Organizing for Sustained Performance
 ORGANIZING FOR SUSTAINED PERFORMANCE
BCG · 2016 · other
ORGANIZING FOR SUSTAINED PERFORMANCE
 60
BCG · 2016 · filler
60
 PART II: TAKING THE TRANSFORMATION JOURNEY
BCG · 2016 · section_divider
PART II: TAKING THE TRANSFORMATION JOURNEY
 THE BOSTON CONSULTING GROUP
BCG · 2016 · filler
THE BOSTON CONSULTING GROUP
 4. Leading Transformation
BCG · 2016 · section_divider
4. Leading Transformation
 LEADING TRANSFORMATION
BCG · 2016 · context
LEADING TRANSFORMATION
 THE BOARD'S ROLE IN A TRANSFORMATION
BCG · 2016 · key_messages
THE BOARD'S ROLE IN A TRANSFORMATION
 THE BOARD'S ROLE IN A TRANSFORMATION (CONTINUED)
BCG · 2016 · other
THE BOARD'S ROLE IN A TRANSFORMATION (CONTINUED)
 LEADING TRANSFORMATION
BCG · 2016 · context
LEADING TRANSFORMATION
 LEADING TRANSFORMATION
BCG · 2016 · other
LEADING TRANSFORMATION
 THE BOSTON CONSULTING GROUP
BCG · 2016 · filler
THE BOSTON CONSULTING GROUP
 5. Managing Change
BCG · 2016 · section_divider
5. Managing Change
 Executional Certainty
BCG · 2016 · other
Executional Certainty
 Exhibit 3 | Personal Checklist for Becoming an Effective Champion of Change
BCG · 2016 · implementation_plan
Exhibit 3 | Personal Checklist for Becoming an Effective Champion of Change
 The initiative roadmap
BCG · 2016 · other
The initiative roadmap
 WHY IT'S SMART TO RIGOR TEST
BCG · 2016 · context
WHY IT'S SMART TO RIGOR TEST
20% to 30% — share of milestones with impacts attached
 WHY IT'S SMART TO RIGOR TEST (CONTINUED)
BCG · 2016 · framework_other
WHY IT'S SMART TO RIGOR TEST (CONTINUED)
 Is rigor testing worth it?
BCG · 2016 · other
Is rigor testing worth it?
130% — Value capture of rigor-tested roadmaps
 EXCEPTION-BASED REPORTING IN ACTION
BCG · 2016 · case_study
EXCEPTION-BASED REPORTING IN ACTION
120 — miners needed to launch new shift
 Managing Change
BCG · 2016 · other
Managing Change
 NEVER SHUT OUT THE NAYSAYERS
BCG · 2016 · case_study
NEVER SHUT OUT THE NAYSAYERS
30% to 40% — workforce reduction
 MANAGING CHANGE
BCG · 2016 · other
MANAGING CHANGE
1% — share of employee base targeted for focused engagement
 Managing Change
BCG · 2016 · other
Managing Change
 Exhibit 5 | The Components of a Governance Structure for a Significant Change Program
BCG · 2016 · org_design
Exhibit 5 | The Components of a Governance Structure for a Significant Change Program
 THE BOSTON CONSULTING GROUP
BCG · 2016 · filler
THE BOSTON CONSULTING GROUP
 6. Building Capabilities
BCG · 2016 · section_divider
6. Building Capabilities
Next page →