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51,416 slides across 1229 decks match.
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Building tomorrow’s workforce
PwC · 2022 · transition
Building tomorrow’s workforce
 The Great Resignation is showing no signs of slowing down.
PwC · 2022 · industry_trends
The Great Resignation is showing no signs of slowing down.
1 in 5 — Likelihood to switch employer
 1. Anticipate and plan for the future
PwC · 2022 · recommendation
1. Anticipate and plan for the future
66% — Performance against targets
 Optimise workforce productivity and performance
PwC · 2022 · key_takeaways
Optimise workforce productivity and performance
75% — Agreement level
 Optimise workforce productivity and performance continued
PwC · 2022 · industry_trends
Optimise workforce productivity and performance continued
62% — worker preference
 Enable the skills of the future
PwC · 2022 · initiative_list
Enable the skills of the future
25% — Leader confidence in skills identification
 5. Prepare for and deploy technology with humans in mind
PwC · 2022 · industry_trends
5. Prepare for and deploy technology with humans in mind
25% — Leadership confidence
 Younger workers are more concerned about the impact of technology on their roles.
PwC · 2022 · industry_trends
Younger workers are more concerned about the impact of technology on their roles.
38% — Percentage of respondents
 Build ability to rapidly access and deploy talent
PwC · 2022 · benchmark_peers
Build ability to rapidly access and deploy talent
 Build ability to rapidly access and deploy talent continued
PwC · 2022 · initiative_list
Build ability to rapidly access and deploy talent continued
 J.P. Morgan Asset Management: Broad, diversified $4.1T active manager
JPMorgan · 2026 · situation_overview
J.P. Morgan Asset Management: Broad, diversified $4.1T active manager
$4.1T — Assets under supervision
 Global Equities: long history of combining local insights with global resources
JPMorgan · 2026 · context
Global Equities: long history of combining local insights with global resources
90% — Global Equity AUM outperformance
 An experienced team dedicated to growth investing
JPMorgan · 2026 · team_bio
An experienced team dedicated to growth investing
 A collaborative, disciplined and repeatable process
JPMorgan · 2026 · process_diagram
A collaborative, disciplined and repeatable process
 Sell discipline is as important as buy discipline
JPMorgan · 2026 · other
Sell discipline is as important as buy discipline
 The JPMorgan Growth Advantage Strategy SMA (net of fees) returned 12.77% vs. 18.15% for the Russell 3000 Growth
JPMorgan · 2026 · key_takeaways
The JPMorgan Growth Advantage Strategy SMA (net of fees) returned 12.77% vs. 18.15% for the Russell 3000 Growth
12.77% — Strategy Return
 The portfolio has adapted to a wider opportunity set
JPMorgan · 2026 · key_messages
The portfolio has adapted to a wider opportunity set
 The consistency of outperformance over cycles has resulted in top decile excess and risk adjusted returns since inception
JPMorgan · 2026 · peer_benchmark
The consistency of outperformance over cycles has resulted in top decile excess and risk adjusted returns since inception
2.5% — Gross Excess Return
 Leadership evolves during new waves of innovation
JPMorgan · 2026 · industry_trends
Leadership evolves during new waves of innovation
$2,232 — Market capitalization
 Performance has been driven by stock selection across sectors, complemented by the flexibility to identify companies early in their growth lifecycle
JPMorgan · 2026 · financial_analysis
Performance has been driven by stock selection across sectors, complemented by the flexibility to identify companies early in their growth lifecycle
2.13 — Annualized Attribution
 Robust, multi-layered risk management supported by proprietary technology
JPMorgan · 2026 · process_diagram
Robust, multi-layered risk management supported by proprietary technology
 Separating signal from noise: using AI to empower Global Equities
JPMorgan · 2026 · other
Separating signal from noise: using AI to empower Global Equities
 Portfolio managers are supported by teams of dedicated research analysts
JPMorgan · 2026 · team_bio
Portfolio managers are supported by teams of dedicated research analysts
 COVID-19 is first and foremost a major humanitarian challenge
McKinsey · 2020 · disclaimer
COVID-19 is first and foremost a major humanitarian challenge
 Consumer’s car purchase intent and mobility below pre-COVID-19 levels but recovering
McKinsey · 2020 · industry_trends
Consumer’s car purchase intent and mobility below pre-COVID-19 levels but recovering
86 — Purchase intent
 New car purchase intent 14% below pre-COVID-19 level but recovering – used car demand slightly more robust (driven by CN)
McKinsey · 2020 · market_landscape
New car purchase intent 14% below pre-COVID-19 level but recovering – used car demand slightly more robust (driven by CN)
-14% — Purchase intent
 Demand for used cars appears more robust in US and Asia; in Europe new car demand with stronger recovery
McKinsey · 2020 · industry_trends
Demand for used cars appears more robust in US and Asia; in Europe new car demand with stronger recovery
100 — Purchase intent index
 New car purchase intent ~-25% vs. pre-COVID-19 in US, UK, IT; markets except IT recovering; CN stable close to pre-COVID-19
McKinsey · 2020 · market_landscape
New car purchase intent ~-25% vs. pre-COVID-19 in US, UK, IT; markets except IT recovering; CN stable close to pre-COVID-19
-25% — Purchase intent
 Used car purchase intent seems more robust than new car purchase intent in US and Asia; less robust in DE and FR
McKinsey · 2020 · market_landscape
Used car purchase intent seems more robust than new car purchase intent in US and Asia; less robust in DE and FR
 Lower-income household purchase intent recovering and now in line with higher-income households
McKinsey · 2020 · market_landscape
Lower-income household purchase intent recovering and now in line with higher-income households
76 — Purchase intent
 Across markets, higher-income households seem less likely to revise their initial purchase intent
McKinsey · 2020 · analyze_data
Across markets, higher-income households seem less likely to revise their initial purchase intent
 Premium-brand purchase intent seems more robust in US, aligned in EU and less robust in Asia
McKinsey · 2020 · market_landscape
Premium-brand purchase intent seems more robust in US, aligned in EU and less robust in Asia
 Premium-brand consumers seem less likely to revise their initial purchase intent, EV demand slightly more robust
McKinsey · 2020 · market_landscape
Premium-brand consumers seem less likely to revise their initial purchase intent, EV demand slightly more robust
14% — Cancellation rate
 Overall, consumers’ preference for EVs fairly stable
McKinsey · 2020 · industry_trends
Overall, consumers’ preference for EVs fairly stable
 Duration of purchase delays appears to stabilize across markets
McKinsey · 2020 · industry_trends
Duration of purchase delays appears to stabilize across markets
 Delays due to health concerns continuously decrease while financial concerns become more relevant
McKinsey · 2020 · industry_trends
Delays due to health concerns continuously decrease while financial concerns become more relevant
57% — Percent of respondents
 Delays due to health concerns keep decreasing – DE, FR, IT with consumers holding out for subsidies
McKinsey · 2020 · market_landscape
Delays due to health concerns keep decreasing – DE, FR, IT with consumers holding out for subsidies
 Increasing share of consumers observes higher discounts in US and EU – higher but stable levels in Asia
McKinsey · 2020 · market_landscape
Increasing share of consumers observes higher discounts in US and EU – higher but stable levels in Asia
35 — Percent of respondents observing higher discounts
 Most consumers demand discounts of up to 20% – DE and IT with some consumers with increased discount expectations
McKinsey · 2020 · market_landscape
Most consumers demand discounts of up to 20% – DE and IT with some consumers with increased discount expectations
20% — Percent of respondents
 Aside from cash discount, 0% financing is consumers' preferred discount type
McKinsey · 2020 · market_landscape
Aside from cash discount, 0% financing is consumers' preferred discount type
55% — Percent of respondents
 A third of consumers plans to spend less on their next vehicle than planned before COVID-19 – fairly stable since last survey wave
McKinsey · 2020 · market_landscape
A third of consumers plans to spend less on their next vehicle than planned before COVID-19 – fairly stable since last survey wave
30% — Change in planned vehicle spending
 Premium brand consideration increases in US and JP
McKinsey · 2020 · market_landscape
Premium brand consideration increases in US and JP
 Across markets, at least a third of consumers prefers digital sales channels – trend stable across markets
McKinsey · 2020 · industry_trends
Across markets, at least a third of consumers prefers digital sales channels – trend stable across markets
33% — Percent of respondents
 Especially younger consumers do not prefer in-person interactions at the dealership
McKinsey · 2020 · market_landscape
Especially younger consumers do not prefer in-person interactions at the dealership
 Multifold reasons drive in-person interaction preference – physical experience in early stages, dealer guidance and offers in later stages
McKinsey · 2020 · customer_journey
Multifold reasons drive in-person interaction preference – physical experience in early stages, dealer guidance and offers in later stages
 5-10% of consumers are very interested in online car buying, addt. 30% express some interest; slight reduction vs. prev. survey wave
McKinsey · 2020 · market_landscape
5-10% of consumers are very interested in online car buying, addt. 30% express some interest; slight reduction vs. prev. survey wave
10% — Consumer interest in digital/contactless sales
 On average, ~15% of consumers plan to postpone maintenance & repair, > ~25% to do additional work – trend improving
McKinsey · 2020 · industry_trends
On average, ~15% of consumers plan to postpone maintenance & repair, > ~25% to do additional work – trend improving
25% — Net impact
 Consumers anticipate to increase online ordering of parts – trend stable
McKinsey · 2020 · industry_trends
Consumers anticipate to increase online ordering of parts – trend stable
53% — Intent of online ordering
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