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
51,412 slides across 1229 decks match.
Treemap Arc Catalog
Capturing business in the new product segment
Barclays · 2024 · market_sizing
Capturing business in the new product segment
US$1.8 B — Cumulative awarded business
 Regional regulations driving EV adoption
Barclays · 2024 · industry_trends
Regional regulations driving EV adoption
 Recent announcements have led to the first decrease in electrification forecasts
Barclays · 2024 · industry_trends
Recent announcements have led to the first decrease in electrification forecasts
32% — Global BEV Rate
 What does lower EV penetration mean for Nemak?
Barclays · 2024 · problem_statement
What does lower EV penetration mean for Nemak?
 Implications of Higher Tariffs for Euro Area and US Monetary Policy
GoldmanSachs · 2024 · cover
Implications of Higher Tariffs for Euro Area and US Monetary Policy
 Tariffs Floated by Former President Trump Would Significantly Raise the Effective Tariff Rate
GoldmanSachs · 2024 · market_landscape
Tariffs Floated by Former President Trump Would Significantly Raise the Effective Tariff Rate
 Proposed Tariffs Would Likely Have a Modest Inflation Impact in the Euro Area but a Larger Impact in the US
GoldmanSachs · 2024 · financial_analysis
Proposed Tariffs Would Likely Have a Modest Inflation Impact in the Euro Area but a Larger Impact in the US
+1.1% — Cumulative Effect on Price Level
 Proposed Tariffs Would Likely Lower GDP by More in the Euro Area than the US
GoldmanSachs · 2024 · financial_analysis
Proposed Tariffs Would Likely Lower GDP by More in the Euro Area than the US
-1.0% — GDP impact
 Trade Policy Uncertainty Rose Significantly During the 2018-2019 Trade War and Has Recently Ticked Up
GoldmanSachs · 2024 · industry_trends
Trade Policy Uncertainty Rose Significantly During the 2018-2019 Trade War and Has Recently Ticked Up
 A Rise in Trade Policy Uncertainty to the 2018-2019 Peak Would Likely Subtract More from Euro Area than US Growth
GoldmanSachs · 2024 · scenario_analysis
A Rise in Trade Policy Uncertainty to the 2018-2019 Peak Would Likely Subtract More from Euro Area than US Growth
-0.9pp — Real GDP Hit
 Under Standard Taylor Rule, Proposed Tariffs Point to Modestly Lower Policy Rate in the Euro Area but Higher Rate in the US
GoldmanSachs · 2024 · financial_analysis
Under Standard Taylor Rule, Proposed Tariffs Point to Modestly Lower Policy Rate in the Euro Area but Higher Rate in the US
 Helping Global Health Partnerships to increase their impact: Stop TB Partnership – McKinsey collaboration
McKinsey · 2009 · cover
Helping Global Health Partnerships to increase their impact: Stop TB Partnership – McKinsey collaboration
 Background to this work: The performance of Global Health Partnerships (GHPs) is increasingly important and scrutinized, yet achieving high performance is proving challenging
McKinsey · 2009 · context
Background to this work: The performance of Global Health Partnerships (GHPs) is increasingly important and scrutinized, yet achieving high performance is proving challenging
 Project goals, approach, and end-products: The project will deliver practical insights on improving the performance of GHPs based on piloted improvement ideas
McKinsey · 2009 · context
Project goals, approach, and end-products: The project will deliver practical insights on improving the performance of GHPs based on piloted improvement ideas
 Project approach: This project is organized in 3 distinct phases
McKinsey · 2009 · roadmap
Project approach: This project is organized in 3 distinct phases
 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
 Challenges (1): Many Global Health Partnerships find some performance processes challenging given their complex environment and structure
McKinsey · 2009 · problem_statement
Challenges (1): Many Global Health Partnerships find some performance processes challenging given their complex environment and structure
 Many GHPs also struggle with the right enablers
McKinsey · 2009 · pain_points
Many GHPs also struggle with the right enablers
 Diagnostic phase findings (1): The Stop TB Partnership displays a number of strengths across performance processes
McKinsey · 2009 · diagnosis
Diagnostic phase findings (1): The Stop TB Partnership displays a number of strengths across performance processes
 Diagnostic phase findings (2): The Stop TB Partnership also displays a number of strengths across the enablers of performance
McKinsey · 2009 · diagnosis
Diagnostic phase findings (2): The Stop TB Partnership also displays a number of strengths across the enablers of performance
 While most of the 250 metrics were relevant and helpful to GDF, data collection and reporting was onerous
McKinsey · 2009 · pain_points
While most of the 250 metrics were relevant and helpful to GDF, data collection and reporting was onerous
250 — KPI count
 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
 7 KPIs give a clear overview of GDF's performance against its 3 main objectives
McKinsey · 2009 · kpi_dashboard
7 KPIs give a clear overview of GDF's performance against its 3 main objectives
 The COO's annual dashboard is the output of each team's performance review
McKinsey · 2009 · kpi_dashboard
The COO's annual dashboard is the output of each team's performance review
 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
 The high-level objectives are related to 3 areas – raising awareness about TB, engaging TB networks and supporting the Secretariat
McKinsey · 2009 · problem_statement
The high-level objectives are related to 3 areas – raising awareness about TB, engaging TB networks and supporting the Secretariat
 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
 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
 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
 The evaluation criteria template assesses whether grants have performed against CFCS objectives
McKinsey · 2009 · kpi_dashboard
The evaluation criteria template assesses whether grants have performed against CFCS objectives
 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
 GenAI can unlock meaningful enhancements in profitability and efficiency for wealth and asset managers
EY · 2024 · key_takeaways
GenAI can unlock meaningful enhancements in profitability and efficiency for wealth and asset managers
98% — GenAI adoption rate
 Wealth and asset managers demonstrate growing interest in GenAI solutions, anticipate enhanced client experiences and have begun deploying dedicated resources
EY · 2024 · industry_trends
Wealth and asset managers demonstrate growing interest in GenAI solutions, anticipate enhanced client experiences and have begun deploying dedicated resources
98% — Investment adoption
 Firms are motivated by enhancing client experience and automating tasks, as they view increasing resource efficiency and improving decision-making as major benefits
EY · 2024 · industry_trends
Firms are motivated by enhancing client experience and automating tasks, as they view increasing resource efficiency and improving decision-making as major benefits
80% — Percentage of respondents
 Contact centers are projected to experience the greatest changes from GenAI implementation, with 68% of respondents anticipating significant impact
EY · 2024 · industry_trends
Contact centers are projected to experience the greatest changes from GenAI implementation, with 68% of respondents anticipating significant impact
68% — Percentage of respondents anticipating significant impact
 Impacts to workforce, productivity enhancements and cost savings are expected to be larger across the back office
EY · 2024 · kpi_dashboard
Impacts to workforce, productivity enhancements and cost savings are expected to be larger across the back office
58% — GenAI impact
 Wealth Managers – Client onboarding, marketing, report generation, account set-up and real-time risk monitoring were identified as top impacted areas in terms of savings
EY · 2024 · market_landscape
Wealth Managers – Client onboarding, marketing, report generation, account set-up and real-time risk monitoring were identified as top impacted areas in terms of savings
62% — Expected time and cost savings
Next page →