framework_other at position 50–55%

87 slides where a page of type framework other falls in the 50–55% range of its deck.

McKinsey 2018 p.643/1274 50%
Lebanon Economic Vision
“Best practice export promotion agencies provide support across 6 dimensions”
6 ·
McKinsey 2018 p.647/1274 50%
Lebanon Economic Vision
“SME programs typically provide support across 3 dimensions: capital, talent and markets”
The optimal support mechanism varies by SME depending on their level of development and the relevant problems facing their sector
McKinsey 2018 p.662/1274 51%
Lebanon Economic Vision
“The National Economic Vision 2025 would build on Lebanon’s unique economic and social characteristics”
McKinsey 2018 p.666/1274 52%
Lebanon Economic Vision
“Selecting Lebanon's productive sectors would follow three main criteria”
Sector prioritization Requiring Gov. focus (reforms, investments)
McKinsey 2018 p.667/1274 52%
Lebanon Economic Vision
“Three key metrics were prioritized to assess the sector's contribution towards reaching the macro aspirations”
Deprioritized as achieving economic development will gradually alleviate burden of fiscal policy and public debt
BCG 2017 p.250/482 51%
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Den primære løftestang er in-sourcing ...”
Brugen af gentagende kreditorer forventes bl.a. at kunne reduceres ved hjælp af in-sourcing
McKinsey 2022 p.98/184 53%
Technology Trends Outlook 2022
What are the most noteworthy technologies?
Zero-trust architecture assumes “zero trust” for more robust and secure data flow across technical systems.
BCG 2016 p.89/167 53%
Transformation Ebook
“The Change Delta Helps Organizations Achieve Sustainable Change Through an Integrated Approach”
The Change Delta helps organizations achieve sustainable change through an integrated approach.
Kearney 2020 p.73/136 53%
Developing sustainable carbon circularity Looking at advance
“Some promising biofuels are still in early stage or deployment phase”
Some promising biofuels are still in early stage or deployment phase
BenedictEvans p.64/126 50%
2020 Benedict Evans 2020 January Shoulders of Giants
“Lots of new things going on, but which is THE thing?”
Bain 2021 p.65/126 51%
e-Conomy SEA 2021 Roaring 20s: The SEA Digital Decade
“Sustainability spans across environment, social, and governance, and is a key enabler for SEA’s digital decade”
Bain 2021 p.67/126 52%
e-Conomy SEA 2021 Roaring 20s: The SEA Digital Decade
“Emissions and resources are the hottest environmental issues while labour practices and DEI are top of mind social topics”
BenedictEvans p.57/106 53%
2018 Benedict Evans 2018 The End of the Beginning
“New kinds of decision”
Packets versus preference
misc 2018 p.54/105 51%
Review of efficiency of the operation of the federal courts
Summary of family law opportunities
The potential efficiency gains are not presented as potential cost savings, but instead potential productivity gains for the courts – implementing the opportunities could result in the ‘freeing up’ of
RolandBerger 2024 p.46/91 50%
Trend 2050 Economics and Business
“The energy chain provides a framework to understand the transformation and flow of energy from natural sources to its end use”
The concept of the energy chain provides a comprehensive framework for understanding the transformation and flow of energy from its natural sources to its end use, highlighting efficiencies, losses, a
McKinsey 2021 p.46/89 51%
Accelerating Sustainable and Inclusive Growth
ESG and risk integration
Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings)
MorganStanley 2018 p.45/88 50%
luxury2019
“The challenge for the future lies in creativity and business excellence. Business excellence must focus on three pillars: buying and merchandising, customer relationship management and improvement of the retail machine”
The challenge for the future lies in creativity and business excellence.
BenedictEvans p.47/87 53%
2024 Benedict Evans 2024 AI eats the world
“Posit: all AI questions have one of two answers”
Most AI questions match to a pattern - unless you want to know if the pattern will be broken
Barclays 2025 p.43/85 50%
FY24 Results and Progress Update Presentation
Outcome
Kearney 2021 p.44/84 51%
Unlocking the next wave of digital growth: beyond metropoli
“Fast forward to 2025: all six B2C sectors will grow under different characteristics.”
Overall, B2C markets and all sectors will continue to grow until 2025. However, the sectors will grow differently.
Kearney 2022 p.43/82 51%
ASEAN Growth and Scale Talent Playbook
“Startups need to identify their unique strengths and convey an attractive EVP to incoming employees”
A coherent story is maintained by: Interview Process, Job Postings, Career Sites, and External Mechanism.
BCG 2023 p.43/80 53%
True-Luxury Global Consumer Insights
“GenAI will most disrupt content & knowledge industries – more traditional sectors like Luxury will be greatly impacted but less disrupted”
Very few industries are at risk of full substitution, but individual sub-sectors and companies may be displaced.
BCG 2023 p.44/80 54%
True-Luxury Global Consumer Insights
“GenAI offers four opportunities to impact the luxury industry in the immediate future”
BenedictEvans p.40/76 52%
2017 Benedict Evans 2017 Ten Year Futures
“So, what are the washing machines of machine learning?”
What can a real company automate?
BenedictEvans p.42/76 54%
2017 Benedict Evans 2017 Ten Year Futures
“Best use cases may not be clear at the start of the S Curve”
USydney p.38/74 50%
2024 University of Sydney The 2025 Skills Horizon
Unexpected Emergers
These skills are the new wild cards, brought about by changing circumstances. If applied effectively, they'll allow you to capitalise on big (and possibly surprising) opportunities.
Barclays 2023 p.38/71 52%
Barclays Credit Bureau Forum 2023
“A comprehensive ecosystem for Consumer's financial life”
Helping Brazilians improve their financial lives and providing economic inclusion
Accenture 2022 p.34/66 50%
Nordic Circular Economy Playbook 2.0
“The transition from the previous to the new business model is gradual and has three phases”
Accenture 2022 p.35/66 52%
Nordic Circular Economy Playbook 2.0
“In each phase, customer value delivery, collaboration and resource handling follow circular business logic”
PLAYBOOK FOCUS
Accenture 2022 p.36/66 53%
Nordic Circular Economy Playbook 2.0
“Transforming to a circular business requires different capabilities and a focus on the end-to-end customer journey”
McKinsey 2020 p.35/65 53%
Chilean Hydrogen Pathway
“Economic breakeven will start with domestic applications; exports of green ammonia will ramp up in the second half of this decade, whereas exporting hydrogen and synfuels will happen after 2030”
Commercialization of hydrogen applications will take place in three waves: Wave I: Domestic ramp up and export preparation; Wave II: Capitalization on export markets; Wave III: Leverage scale to expan
34 · Hydrogen market potential
BCG 2015 p.36/65 54%
Victorias Creative and Cultural Economy Fact Pack
“The creative and cultural economy generates significant economic, spillover, and social value”
$22.7B · GVA
OliverWyman 2024 p.35/64 54%
Generative AI Making Waves
COMMON USE CASES: CUSTOMER-FACING
Generative AI will transform how FIs engage with customers.
Bain 2023 p.33/62 52%
Bold moves: Leading Southeast Asia's next wave of consu
“Southeast Asian consumers are choosing insurgent disruptors because they can satisfy their unmet needs and evolving expectations”
RolandBerger 2021 p.32/59 53%
Megatrend 2 Health & Care
“The use of telehealth options – such as telemedicine – has gained traction due to the pandemic but eHealth ecosystems are already enabling far more”
According to AmWell, an in-person doctor visit in the United States takes 121 minutes... while a telehealth consultation lasts for about 15 minutes, equating to USD 5 worth of (patient's) time.
106 minutes · Time savings
misc 2020 p.29/57 50%
COVID-19: Briefing Note
Employee work from home deep dive (2/2)
Approach to building effective teams in a distributed, online environment
BenedictEvans p.30/54 54%
2015 Benedict Evans 2015 Mobile is Eating the World
“Mobile's multiplier effect”
Increased sophistication from mobile is as important as the increase in scale
KPMG 2022 p.27/52 51%
Our Impact Plan 2022
IDE Index
We have developed a new IDE Index which will provide a way for us to track and measure our progress against our IDE Collective Action Plan in a consistent way.
Deloitte 2023 p.29/52 54%
Deloitte 2023 Global Human Capital Trends: New fundamentals
Unlocking the workforce ecosystem
Barclays 2024 p.27/51 52%
Barclays FY2023 ESG Investor Presentation
“Executing our DEI strategy¹: Five strategic priorities, through six core agendas”
Bain 2018 p.28/51 54%
Altagamma 2018 Worldwide Luxury Market Monitor
“GEN Z ALREADY SHOWING ORIGINAL TRAITS vs. MILLENNIALS, WITH LOCAL SPECIFICITIES EMERGING”
BCG 2019 p.26/49 52%
2019 True-Luxury Global Consumer I nsight
Second-hand luxury
Accenture 2022 p.26/47 54%
Value untangled Accelerating radical growth through interope
How to improve your interoperability
To improve interoperability and compress transformation, companies must leverage the cloud, utilize composable tech and focus on meaningful collaboration.
Bain 2017 p.26/47 54%
Altagamma 2017 Worldwide Luxury Market Monitor
“TRADITIONAL MARKET SEGMENTATION IS LOSING RELEVANCE”
440-450M · Luxury consumers
Cognizant 2022 p.26/47 54%
HFS Top 10 Healthcare Provider
“Horizon 1 is in the rear-view mirror, and Horizon 3 is unfolding right now, driving the urgency to act on critical use cases”
The HFS Enterprise Innovation Framework lends clarity to the noise of emerging technologies driving digital health.
Deloitte 2022 p.25/46 53%
Global third-party risk management survey 2022
Managing third-party resilience
Engagement layer sits on top of your existing systems of record; Co-locates all third-party related data from your disconnected system landscape; Helps you maximise your existing digital investments t
UBS 2023 p.23/45 50%
Private Markets Asset Allocation Guide May 2023 002
“How much should I allocate to private markets?”
Higher risk (>25% risk), Caution (10-25% risk), Low risk (<10% risk of liquidity issues).
McKinsey 2021 p.24/45 52%
Quantum Technology Monitor 2021
“Several industries are already working in “stealth mode” on competitive applications of QC”
RolandBerger 2017 p.24/45 52%
Trend 2030 Scarcity of Resources
“Future food price developments are difficult to predict – They are influenced by many factors and uncertainties”
MorganStanley 2025 p.24/44 53%
ey eurelectric flexibility study 2025 20250306
V2G business models in Europe
The V2G ecosystem is a dynamic and collaborative network of players. They aim to work together to optimise the use of EVs, as both consumers and suppliers of energy.
Accenture 2023 p.23/42 53%
Modern Networks
Stabilizing the current network environment
The future network leverages the digital core to accelerate innovation in the stack of network, cloud, edge, data, AI, security and advanced technologies. Driven by principles of agility and continuou
Accenture 2025 p.22/41 52%
January Macro Brief
“Firms need to think holistically about tariffs and consider 2nd and 3rd order effects on commercial strategy, sustainability, and competitive dynamics”
Holistically assessing business impacts
PwC 2018 p.22/40 53%
SDG reporting 2018
Reporting on SDG success
To determine the depth to which companies were reporting on their SDG commitments, we looked at the corporate and non-financial reporting of the companies and assessed the quality of the disclosures.
misc 2020 p.19/37 50%
Environmental Services Outlook
“Certain characteristics and business models within environmental services are positioned for long-term success”
McKinsey 2019 p.20/37 52%
Secret of Transformations
“A successful transformation requires a holistic and rigorous approach”
Deloitte 2023 p.19/36 51%
Tested, Trusted, Transformed An exploration of the Corporate
2.5 Five Faces of Corporate Affairs Directors
What is striking is that CA Directors both interpret and fulfil their roles in different and distinct ways.
Bain 2023 p.20/36 54%
Digital Revolution Awards
NEXTATLAS
Leveraging the power of the early adopters
GoldmanSachs 2021 p.19/35 52%
goldman sachs may 2021
Green Finance Framework
SECOND PARTY OPINION BY CICERO SHADES OF GREEN: Light Green
Prosus p.18/32 54%
2025 The Rise of the Agentic Workforce
“Where Agentic AI excels (and where not)”
MorganStanley 2025 p.16/31 50%
uefa weuro 2025 approaching the summit en may 2025
UEFA's objectives surrounding each impact category are summarised below:
The period of time over which the impacts occur and can be measured varies across categories.
GoldmanSachs 2022 p.16/29 53%
Goldman Sachs 2022 final
“Truist’s technology strategy – accelerating T3”
McKinsey p.16/29 53%
2024 Outcompeting with AI in Process Industries
“GenAI use cases fall into 3 categories”
BCG 2025 p.15/28 51%
Maximizing Value Potential from AI in 2025
“The path to capturing value through an AI transformation can be conceptualized with four key pillars”
BCG p.15/28 51%
2024 Executive Perspectives Maximizing Value Potential from
“The path to capturing value through an AI transformation can be conceptualized with four key pillars”
The path to capturing value through an AI transformation can be conceptualized with four key pillars.
Accenture p.15/27 53%
2025 Six Insights for AI ROI
Figure 5. Accenture’s “one-two punch” agentic AI strategy
C-suite leaders who start with a clear agentic AI strategy—leading with value and powered by the right enabling capabilities—will wire the enterprise to win with agentic scale from the get-go.
BCG p.15/27 53%
2025 Executive Perspectives Future of Marketing with GenAI
“Two types of AI applications will shape the future of marketing orchestration”
Accenture 2025 p.13/25 50%
The Best Service Providers for Commercial Banks, 2025
Horizons assessment methodology: The best service providers for commercial banks, 2025
Distinguishing service provider characteristics
25% · Weighting per assessment dimension
IBM 2016 p.13/24 52%
IBV Smarter Workforce Institute
Listening from the organizational perspective
All of the sources can be organized in three tiers of listening approaches, each including both structured and unstructured data sources: Tried-and-true, Mining for insight and The next frontier.
BCG 2025 p.13/24 52%
BCG&#x27;s Guide to Cost and Growth
“A cost-efficient and resilient supply chain reinforces competitive advantage”
Cost-efficient and resilient supply chains need to be managed across the value chain...
Accenture 2023 p.12/23 50%
The evolving private equity playbook
“The six capability measures of operations maturity are foundational for embedding new technologies like generative AI into operations.”
Barclays 2017 p.12/23 50%
Essity Barclays Consumer Staples Conference 2017 tcm339 4808
Essity Strategic Framework
Accenture 2021 p.13/23 54%
Blueprint for Service Success
“Four focus areas for successful service transformation”
Based on our research findings, we concluded that a successful, value-oriented service transformation needs to consider four focus areas seen in Champions and Leaders.
BCG 2013 p.13/23 54%
Open Education Resources ecosystem
“Educator survey indicates that supplemental usage moving into mainstream - but primary material lagging”
BCG survey indicated up to 40% of educators using OER as supplemental, v. ~10% using primary
40% · OER adoption rate
Accenture p.13/23 54%
2023 A New Era of Generative AI for Everyone
“Embrace the generative AI era: Six adoption essentials”
Bain 2017 p.12/22 52%
2017 China Luxury Market Study
“Four types of online channels were active in the domestic luxury market”
JPMorgan 2024 p.12/22 52%
Keynote address
“Transactions will need creative structuring to bridge valuation gaps”
Accenture 2025 p.11/21 50%
Gen AI amplified
“Using generative AI is a prerequisite for reinvention success.”
Success will require every CEO and their team to assess where they are today in their competitive set, and then systematically execute a reinvention strategy with five imperatives.
5 ·
PwC 2025 p.12/21 55%
The Reinvention of Retail Banking: How focused business mode
“The new archetypes: Focusing on differentiated value drivers”
The results would enable a bank to concentrate on a smaller number of areas where it can make the most of its differentiating capabilities.
Accenture 2019 p.11/20 52%
2019 Fueling Energy Future
“The wise pivot to the future energy industry–in action”
BCG p.11/20 52%
2024 Executive Perspectives Supply Chains Unlocking potentia
“Whether to make or buy AI/GenAI in supply chains: follow the adopt-adapt-assemble framework”
misc 2024 p.10/19 50%
Retail Banking Evolution in the Age of AI
“Creating a digital assistant system that goes beyond text or image generation joining you through every step/part of your strategy, decisioning, operations.”
Creating a digital assistant system that goes beyond text or image generation joining you through every step/part of your strategy, decisioning, operations.
BCG p.10/19 50%
2024 Executive Perspectives The Future of Field Service with
“We are moving toward the future state and unlocking value through cutting-edge AI solutions across the field service lifecycle”
BCG 2018 p.9/16 53%
Path to digital marketing maturity
“There are 6 technical and organisational factors that differentiate success”
6 ·
IDC p.8/15 50%
2024 Building an AI fueled strategy
Unified AI Platform Capabilities
LEK 2024 p.8/14 53%
L.E.K.’s 2024 ASC Insights Study Key takeaways for provider
“ASC penetration is relatively high in ophthalmology, plastics, GI, pain management, and podiatry, but rapid growth is expected in historically core hospital specialties (e.g., orthopedics, CV, spine)”
The maximum level to which specialties can shift to ASCs varies by specialty depending on patient characteristics and risk level of procedures
McKinsey 2011 p.7/12 54%
Private Sector Partnership Learnings
“There are multiple types of aggregation models: Mali example of 3 potential models”
Whatever aggregation model you choose, the economics MUST be attractive on a run-rate basis
MorganStanley 2020 p.6/11 50%
ey future of work 20 10
“Operate in two gears to plan a physical return to work and prepare for BEYOND”
Approach workforce planning tactically to assess the impact of remote work on your workforce, define scenarios and flexible plans, and plan for a physical return to work.