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51,416 slides across 1229 decks match.
Treemap Arc Catalog
Where Do Companies Go Wrong?
BCG · 2016 · diagnosis
Where Do Companies Go Wrong?
 A Comprehensive Definition
BCG · 2016 · framework_other
A Comprehensive Definition
 Ten Key Practices for Systematically Building Capabilities
BCG · 2016 · other
Ten Key Practices for Systematically Building Capabilities
 A TECHNOLOGY COMPANY BUILDS A NEW PRICING CAPABILITY (CONTINUED)
BCG · 2016 · case_study
A TECHNOLOGY COMPANY BUILDS A NEW PRICING CAPABILITY (CONTINUED)
~$50 million — new revenue from pricing capability
 Exhibit 2 | Ten Practices for Systematically Building Capabilities
BCG · 2016 · initiative_list
Exhibit 2 | Ten Practices for Systematically Building Capabilities
10 — practices
 AN AUTO MANUFACTURER BUILDS DIGITAL CAPABILITIES (CONTINUED)
BCG · 2016 · case_study
AN AUTO MANUFACTURER BUILDS DIGITAL CAPABILITIES (CONTINUED)
13 weeks — time to deliver full working product via agile
 Building Capabilities
BCG · 2016 · other
Building Capabilities
 Implications for Leaders
BCG · 2016 · other
Implications for Leaders
 Building Capabilities
BCG · 2016 · other
Building Capabilities
 Building Capabilities for Transformation That Lasts
BCG · 2016 · other
Building Capabilities for Transformation That Lasts
 PART III: DISTINCTIVE TYPES OF TRANSFORMATION
BCG · 2016 · section_divider
PART III: DISTINCTIVE TYPES OF TRANSFORMATION
 The Boston Consulting Group
BCG · 2016 · filler
The Boston Consulting Group
 7. Digital Transformation
BCG · 2016 · section_divider
7. Digital Transformation
 Crystallize
BCG · 2016 · recommendation
Crystallize
 Reshaping the Customer Experience
BCG · 2016 · other
Reshaping the Customer Experience
 Digital Transformation
BCG · 2016 · case_study
Digital Transformation
8 months vs 18 months — Product release time
 Accelerate
BCG · 2016 · other
Accelerate
10% to 20% — marketing spending reduction
 Digital Transformation
BCG · 2016 · other
Digital Transformation
 A GLOBAL BANK REVAMPS ITS ORGANIZATION MODEL
BCG · 2016 · case_study
A GLOBAL BANK REVAMPS ITS ORGANIZATION MODEL
30% — reduction in management layers and workforce in marketing, product management, and digital channels
 Digital Transformation
BCG · 2016 · key_takeaways
Digital Transformation
 The Boston Consulting Group
BCG · 2016 · filler
The Boston Consulting Group
 8. Turnaround and Restructuring
BCG · 2016 · section_divider
8. Turnaround and Restructuring
 Triage and Assessment
BCG · 2016 · context
Triage and Assessment
 Exhibit 2 | Components of a Turnaround or Restructuring Program
BCG · 2016 · framework_other
Exhibit 2 | Components of a Turnaround or Restructuring Program
 Winning in the Medium Term
BCG · 2016 · case_study
Winning in the Medium Term
$700 million — Savings generated in first year
 Organizing for Sustained Performance
BCG · 2016 · other
Organizing for Sustained Performance
 9. Transformation in Emerging Markets
BCG · 2016 · section_divider
9. Transformation in Emerging Markets
 Transforming Local Operations
BCG · 2016 · context
Transforming Local Operations
10% — MNCs with full capabilities to win overseas
 Transformation in Emerging Markets
BCG · 2016 · other
Transformation in Emerging Markets
 More and more, companies are asking such questions as, What is the investment risk in each of our markets?
BCG · 2016 · context
More and more, companies are asking such questions as, What is the investment risk in each of our markets?
20% — local competitor cost advantage
 Funding the Journey with a Leaner Organization
BCG · 2016 · financial_analysis
Funding the Journey with a Leaner Organization
~5% — Profit margin (%)
 Establishing the Right Teams, Platforms, and Behaviors
BCG · 2016 · other
Establishing the Right Teams, Platforms, and Behaviors
 Getting Started—One Country at a Time
BCG · 2016 · other
Getting Started—One Country at a Time
13% — Executives confident in taking on local competitors
 Transformation in Emerging Markets
BCG · 2016 · context
Transformation in Emerging Markets
730 million — China internet users
 To take advantage of lessons learned in the first country or countries, companies should use the same templates and tools.
BCG · 2016 · other
To take advantage of lessons learned in the first country or countries, companies should use the same templates and tools.
 Transformation in Emerging Markets
BCG · 2016 · filler
Transformation in Emerging Markets
 Note to the Reader
BCG · 2016 · appendix
Note to the Reader
 Note to the Reader
BCG · 2016 · appendix
Note to the Reader
 Authors
BCG · 2016 · team_bio
Authors
 Note to the Reader
BCG · 2016 · team_bio
Note to the Reader
 Bernd Waltermann
BCG · 2016 · team_bio
Bernd Waltermann
 Note to the Reader
BCG · 2016 · team_bio
Note to the Reader
 Acknowledgments
BCG · 2016 · appendix
Acknowledgments
 TRANSFORMATION
BCG · 2016 · cover
TRANSFORMATION
 Insurance reimagined:
PwC · 2025 · cover
Insurance reimagined:
 Contents
PwC · 2025 · table_of_contents
Contents
 Foreword
PwC · 2025 · other
Foreword
 Where are we now?
PwC · 2025 · context
Where are we now?
$1.4tn — global protection gap
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