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
...and achieving this is a top priority
Kearney · 2018 · key_takeaways
...and achieving this is a top priority
64% — Priority level
 A more agile model is seen to have a big impact on revenue
Kearney · 2018 · financial_analysis
A more agile model is seen to have a big impact on revenue
23% — incremental revenue
 Cultural issues are seen as the main barriers to agility but...
Kearney · 2018 · pain_points
Cultural issues are seen as the main barriers to agility but...
40% — Percentage of respondents
 ...culture was fifth on the list of steps to get there
Kearney · 2018 · data_table
...culture was fifth on the list of steps to get there
22% — Percentage of respondents
 Agility in 2026 by Industry
Kearney · 2018 · industry_trends
Agility in 2026 by Industry
47% — Organizational model adoption
 Offering more personalization is a top priority
Kearney · 2018 · key_takeaways
Offering more personalization is a top priority
62% — Priority level
 Most respondents anticipate offering a significant level of personalization in 2026
Kearney · 2018 · industry_trends
Most respondents anticipate offering a significant level of personalization in 2026
56% — Personalization adoption
 Respondents are focusing on data analytics and channel strategies to get there
Kearney · 2018 · data_table
Respondents are focusing on data analytics and channel strategies to get there
24% — Percentage of respondents
 Personalization in 2026 by Industry
Kearney · 2018 · industry_trends
Personalization in 2026 by Industry
56% — Personalization approach adoption
 Most respondents say they will not sell any data or will sell data only with explicit customer permission
Kearney · 2018 · key_takeaways
Most respondents say they will not sell any data or will sell data only with explicit customer permission
86% — Percentage of respondents
 While 92% of respondents incentivize consumers for data access, they rely on traditional rewards
Kearney · 2018 · analyze_data
While 92% of respondents incentivize consumers for data access, they rely on traditional rewards
92% — Incentive type
 64% of respondents believe more purchases will be driven by ethical concerns in 2026 vs. today
Kearney · 2018 · industry_trends
64% of respondents believe more purchases will be driven by ethical concerns in 2026 vs. today
64% — Ethical purchase intent
 Respondents see transparent communications as key to incorporating ethical concerns
Kearney · 2018 · key_takeaways
Respondents see transparent communications as key to incorporating ethical concerns
21% — Percentage of respondents
 Ethically driven purchases in 2026 by Industry
Kearney · 2018 · market_landscape
Ethically driven purchases in 2026 by Industry
42% — Percentage of purchases driven by ethical concerns
 Respondents expect to be moving away from hierarchy
Kearney · 2018 · industry_trends
Respondents expect to be moving away from hierarchy
42% — Organizational structure preference
 Nearly 50% of those who will move to a flat-organizational model view this as a top-priority
Kearney · 2018 · key_takeaways
Nearly 50% of those who will move to a flat-organizational model view this as a top-priority
49% — Priority level
 Paradoxically, when recruiting new talent, 87% prioritize cultural fit over disruptive thinking
Kearney · 2018 · key_takeaways
Paradoxically, when recruiting new talent, 87% prioritize cultural fit over disruptive thinking
87% — Recruitment priority
 Summary: A fragile recovery
RolandBerger · 2023 · executive_summary
Summary: A fragile recovery
 Air and rail travel have bounced back in USA and Europe, but China lagging
RolandBerger · 2023 · industry_trends
Air and rail travel have bounced back in USA and Europe, but China lagging
80 — Travel demand index (2019=100)
 Airlines' capacity forecasts now exceed 2019 levels in big markets; industry still squeezed
RolandBerger · 2023 · market_landscape
Airlines' capacity forecasts now exceed 2019 levels in big markets; industry still squeezed
111 — Seat capacity vs 2019 levels
 Business travel facing the greatest drops; sustainability now a major factor
RolandBerger · 2023 · situation_overview
Business travel facing the greatest drops; sustainability now a major factor
28% — Travel demand
 Business and private travel plans continue to slide, but domestic trips rising
RolandBerger · 2023 · industry_trends
Business and private travel plans continue to slide, but domestic trips rising
-28% — Travel intention index
 Greatest shift is from air to rail, but air passengers willing to pay more
RolandBerger · 2023 · market_landscape
Greatest shift is from air to rail, but air passengers willing to pay more
-32% — Change in number of trips
 USA, Europe and Brazil facing greatest drops in business travel; China in private
RolandBerger · 2023 · market_landscape
USA, Europe and Brazil facing greatest drops in business travel; China in private
36% — Travel demand index
 Europeans have the most positive outlook; intercontinental travel the big loser
RolandBerger · 2023 · market_landscape
Europeans have the most positive outlook; intercontinental travel the big loser
-54% — % change vs. pre-Covid levels
 Virtual communication is the dominant factor, with sustainability catching up
RolandBerger · 2023 · industry_trends
Virtual communication is the dominant factor, with sustainability catching up
78% — Percentage of respondents
 Behavior is changing and providers need digital tools and flexibility to adapt
RolandBerger · 2023 · industry_trends
Behavior is changing and providers need digital tools and flexibility to adapt
-19% — Change in travel frequency
 Leading players set ambitions to improve customer service productivity by up to 60%
BCG · impact_sizing
Leading players set ambitions to improve customer service productivity by up to 60%
60% — Productivity improvement
 Examples of leading players with high ambitions across industries
BCG · case_study
Examples of leading players with high ambitions across industries
60% — productivity improvement
 Short-term customer service P&L impact ranges between ~10% and 20%
BCG · impact_sizing
Short-term customer service P&L impact ranges between ~10% and 20%
10-20% — P&L impact
 Deep dive: short-term impact | Initial productivity uplift for tech company already achieved today
BCG · case_study
Deep dive: short-term impact | Initial productivity uplift for tech company already achieved today
~80% — Reduction in average time agents spend on case summaries
 In addition to productivity, AI can radically enhance Customer experience...
BCG · process_diagram
In addition to productivity, AI can radically enhance Customer experience...
 ... with benefits on both customer satisfaction and commercial performance
BCG · key_messages
... with benefits on both customer satisfaction and commercial performance
+10-20 NPS — NPS and CLTV
 To realize full potential, transformation of the entire customer service value chain required, with support response being the typical starting point
BCG · process_diagram
To realize full potential, transformation of the entire customer service value chain required, with support response being the typical starting point
 AI transforms the entire customer journey, including upstream prevention
BCG · customer_journey
AI transforms the entire customer journey, including upstream prevention
 Majority of value is unlocked by upstream prevention and realized by transforming both technology and people and processes
BCG · waterfall_chart
Majority of value is unlocked by upstream prevention and realized by transforming both technology and people and processes
70% — Productivity benefit
 Many have started implementing AI in customer service – we identified five common pitfalls that prevent value from being realized
BCG · diagnosis
Many have started implementing AI in customer service – we identified five common pitfalls that prevent value from being realized
 AI-driven transformation impacts all elements of customer service operations
BCG · process_diagram
AI-driven transformation impacts all elements of customer service operations
 Shift to multi-skilled second- and third-level support
BCG · process_diagram
Shift to multi-skilled second- and third-level support
 New capabilities and roles build, shape, and govern AI
BCG · framework_other
New capabilities and roles build, shape, and govern AI
 Deep dive: change management | Focus on increasing leadership, customer, and agent engagement
BCG · process_diagram
Deep dive: change management | Focus on increasing leadership, customer, and agent engagement
 Long-term ambition of value realization requires time horizon of over 24 months with first benefits possible after 3 months
BCG · roadmap
Long-term ambition of value realization requires time horizon of over 24 months with first benefits possible after 3 months
 Deploying and scaling AI effectively demands an optimized technology stack tailored to support and expand AI use cases
BCG · framework_other
Deploying and scaling AI effectively demands an optimized technology stack tailored to support and expand AI use cases
 Reusable modules are key to achieve scale at pace
BCG · process_diagram
Reusable modules are key to achieve scale at pace
 Way forward to a value-focused AI transformation of customer service
BCG · implementation_plan
Way forward to a value-focused AI transformation of customer service
 Geopolitics and structural supply headwinds will continue to challenge growth in 2025 and drive increased regional divergence
Accenture · 2025 · executive_summary
Geopolitics and structural supply headwinds will continue to challenge growth in 2025 and drive increased regional divergence
 2025 will be characterized by a growing divergence in regional outlooks; companies should continue to strengthen resilience without losing sight of growth
Accenture · 2025 · executive_summary
2025 will be characterized by a growing divergence in regional outlooks; companies should continue to strengthen resilience without losing sight of growth
 The issues executives continue to ask about heading into 2025 sit at the intersection of geopolitical, macroeconomic, and societal uncertainty
Accenture · 2025 · context
The issues executives continue to ask about heading into 2025 sit at the intersection of geopolitical, macroeconomic, and societal uncertainty
26 — Mentions in executive interactions
Next page →