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2,748 slides across 634 decks match.
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REALIZING PRODUCTIVITY GAINS THROUGH TECH
IPSOS · 2023 · process_diagram
REALIZING PRODUCTIVITY GAINS THROUGH TECH
 COVID-19 will be a journey with three distinct phases requiring an integrated perspective
BCG · 2020 · process_diagram
COVID-19 will be a journey with three distinct phases requiring an integrated perspective
 Understand changing demand and the impact on staff functions...
BCG · 2020 · process_diagram
Understand changing demand and the impact on staff functions...
 Companies leverage flexible work models in three dimensions
BCG · 2020 · framework_other
Companies leverage flexible work models in three dimensions
 Leadership with head, heart, and hands
BCG · 2020 · framework_other
Leadership with head, heart, and hands
 Link purpose, strategy, and culture to succeed in the new reality
BCG · 2020 · framework_other
Link purpose, strategy, and culture to succeed in the new reality
3x — Performance multiplier
 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...
 Leaders need to assess current capabilities and strategic importance as they chart their priorities
BCG · 2020 · framework_2x2
Leaders need to assess current capabilities and strategic importance as they chart their priorities
 To determine economic impact, must derive depth (from economic starting point) and factor-in length of crisis
BCG · 2020 · process_diagram
To determine economic impact, must derive depth (from economic starting point) and factor-in length of crisis
 The DF9 could focus on key verticals
McKinsey · 2020 · framework_other
The DF9 could focus on key verticals
 21st century value chains must adapt to multi-dimensional challenges
Cognizant · 2022 · framework_other
21st century value chains must adapt to multi-dimensional challenges
 The HFS healthcare provider value chain spans three dimensions of care aligned to three market segments
Cognizant · 2022 · value_chain
The HFS healthcare provider value chain spans three dimensions of care aligned to three market segments
 The HFS OneOffice™—digital transformation in action
Cognizant · 2022 · framework_other
The HFS OneOffice™—digital transformation in action
 The OneOffice Emerging Tech Platform—powering the journey to the OneOffice
Cognizant · 2022 · framework_other
The OneOffice Emerging Tech Platform—powering the journey to the OneOffice
 Healthcare challenges are attracting participants across multiple heritages that will inspire the most effective solutions
Cognizant · 2022 · framework_other
Healthcare challenges are attracting participants across multiple heritages that will inspire the most effective solutions
 Horizon 1 is in the rear-view mirror, and Horizon 3 is unfolding right now, driving the urgency to act on critical use cases
Cognizant · 2022 · framework_other
Horizon 1 is in the rear-view mirror, and Horizon 3 is unfolding right now, driving the urgency to act on critical use cases
 Primary care will become more subscription-based, disrupting traditional health plan-provider contracting
Cognizant · 2022 · framework_other
Primary care will become more subscription-based, disrupting traditional health plan-provider contracting
 Chargemaster on Google driven by price transparency rules is about to append healthcare from funding to care delivery
Cognizant · 2022 · matrix_nxn
Chargemaster on Google driven by price transparency rules is about to append healthcare from funding to care delivery
 Heritage sets the orientation as service providers reinvent themselves to position toward success in the HCP market
Cognizant · 2022 · framework_other
Heritage sets the orientation as service providers reinvent themselves to position toward success in the HCP market
 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
 Pipeline Replenishment in Full Swing, Driven by New Innovation Model
JPMorgan · 2025 · process_diagram
Pipeline Replenishment in Full Swing, Driven by New Innovation Model
 New Operating Model: Increased Focus, Quality, Productivity and Efficiency
JPMorgan · 2025 · org_design
New Operating Model: Increased Focus, Quality, Productivity and Efficiency
 Aluminium Stewardship Initiative (ASI) covering all ESG aspects of our value chain
Barclays · 2024 · framework_other
Aluminium Stewardship Initiative (ASI) covering all ESG aspects of our value chain
 Clear requirements and expectations, critical for supplier engagement
Barclays · 2024 · process_diagram
Clear requirements and expectations, critical for supplier engagement
 We think about performance in terms of both processes and enablers –(1) Processes
McKinsey · 2009 · framework_other
We think about performance in terms of both processes and enablers –(1) Processes
 We think about performance in terms of both processes and enablers –(2) Enablers
McKinsey · 2009 · framework_other
We think about performance in terms of both processes and enablers –(2) Enablers
 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
 The information received from an active and extended network needs to be filtered across 4 criteria
McKinsey · 2009 · process_diagram
The information received from an active and extended network needs to be filtered across 4 criteria
 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
 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
 As a first step, the team clarified the CFCS mission and defined objectives to deliver this mission
McKinsey · 2009 · process_diagram
As a first step, the team clarified the CFCS mission and defined objectives to deliver this mission
 Barclays UK: Progress to Simpler, Better and More balanced
Barclays · 2025 · process_diagram
Barclays UK: Progress to Simpler, Better and More balanced
51 — tNPS Score
 Barclays Private Bank and Wealth Management: Progress to Simpler, Better and More balanced
Barclays · 2025 · process_diagram
Barclays Private Bank and Wealth Management: Progress to Simpler, Better and More balanced
+£3.7bn — Net new AUM
 Barclays US Consumer Bank: Progress to Simpler, Better and More balanced
Barclays · 2025 · process_diagram
Barclays US Consumer Bank: Progress to Simpler, Better and More balanced
+13% — YoY increase in digital interactions
 Risk transfer transactions enhance Barclays' risk management capabilities
Barclays · 2025 · process_diagram
Risk transfer transactions enhance Barclays' risk management capabilities
£57bn — Total notional risk transferred
 The A list framework to foster and facilitate disability inclusion
Accenture · 2023 · framework_other
The A list framework to foster and facilitate disability inclusion
 Execution of our three-pillar plan to drive profitable growth in a responsible way
MorganStanley · 2020 · framework_other
Execution of our three-pillar plan to drive profitable growth in a responsible way
 Best-in-class global payments and digital banking open solutions to serve SMEs and individuals
MorganStanley · 2020 · process_diagram
Best-in-class global payments and digital banking open solutions to serve SMEs and individuals
 Our approach focuses on activities and capabilities of currently demonstrated technologies
McKinsey · 2017 · process_diagram
Our approach focuses on activities and capabilities of currently demonstrated technologies
 Several factors affect the pace and extent of AI and automation
McKinsey · 2017 · framework_other
Several factors affect the pace and extent of AI and automation
 Regulation needed—and protectionism?
BCG · 2020 · framework_other
Regulation needed—and protectionism?
 Companies can apply different technologies in the AI ecosystem to deliver sustainable cost advantage
BCG · framework_other
Companies can apply different technologies in the AI ecosystem to deliver sustainable cost advantage
 This set of technologies can be applied in four key patterns to alter the cost structure, creating a sustainable and long-term competitive advantage
BCG · framework_other
This set of technologies can be applied in four key patterns to alter the cost structure, creating a sustainable and long-term competitive advantage
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