framework_other at position 75–80%

87 slides where a page of type framework other falls in the 75–80% range of its deck.

McKinsey 2018 p.960/1274 75%
Lebanon Economic Vision
“Students who receive a blend of teacher-directed and inquiry-based instruction have the best outcomes”
The “sweet spot” combines teacher-directed instruction in most to all classes and inquiry-based learning in some
+26 · PISA science score change
McKinsey 2018 p.963/1274 75%
Lebanon Economic Vision
Financial services framework
McKinsey 2018 p.976/1274 76%
Lebanon Economic Vision
“To further drive the growth and development of capital markets, Lebanon should tackle 6 dimensions”
6 ·
McKinsey 2018 p.980/1274 76%
Lebanon Economic Vision
“13 dimensions define the hub model out of which 7 are of particular importance for offshore banking hubs”
13 ·
McKinsey 2018 p.981/1274 77%
Lebanon Economic Vision
“7 dimensions are key focus for offshore banking and incorporation hubs”
McKinsey 2018 p.986/1274 77%
Lebanon Economic Vision
“To retain majority of domestic wealth onshore, three key features are required in the financial ecosystem”
McKinsey 2016 p.185/234 79%
Forsyningssektorens Effektiviseringspotentiale
“Oversigt over modeller”
Af hensyn til en eventuel forekomst af fejlbehæftede data anlægges et forsigtighedshensyn, og derfor vælges effektivitetsscorene for de enkelte selskaber ved maks(foretrukken DEA, foretrukken SFA, 60%
McKinsey 2024 p.155/201 77%
American Express Investor Day 2024
“We have a powerful business model that creates value for our shareholders — and can do it sustainably”
Mid-teens · EPS Growth
Bain 2025 p.136/174 78%
Southeast Asia's Green Economy
“Meeting data center power demand sustainably will require innovation and a range of green energy solutions in the near term”
Strategies for data center operators to reduce GHG emissions from energy use; a multi-solution approach is essential
Bain 2025 p.138/174 79%
Southeast Asia's Green Economy
“AI potential to impact wider emissions reduction; 3%–5% annually in key systems”
3%–5% · Emissions reduction potential
Kearney 2021 p.128/166 77%
Carbon Capture Utilization and Storage
Business models for integrated projects
Such integrated projects also face planning and coordination difficulties that do not affect CCUS projects related to oil and gas.
Kearney 2021 p.129/166 77%
Carbon Capture Utilization and Storage
“New business models for CCUS clusters have been proposed in the United Kingdom”
PwC 2019 p.124/164 75%
Copernicus Market report
“3 TYPES OF ACTIVITIES BASED ON EARTH OBSERVATION CAN BENEFIT INSURERS”
PwC 2019 p.124/164 75%
COPERNICUS Market report February 2019
“3 TYPES OF ACTIVITIES BASED ON EARTH OBSERVATION CAN BENEFIT INSURERS”
Kearney 2020 p.107/136 78%
Developing sustainable carbon circularity Looking at advance
“Regulation and legislation are strong drivers since they impact both biomass supply and bioenergy demand”
Regulation and legislation are strong drivers since they impact both biomass supply and bioenergy demand
Kearney 2020 p.109/136 80%
Developing sustainable carbon circularity Looking at advance
“Bioenergy attractiveness is also driven by social, market, and political acceptance; lower than for other renewables”
Assessment framework of sustainable energy social acceptance through sociopolitical, community, and market acceptances was developed by Wüstenhagen et al. in 2007.
BenedictEvans p.96/126 76%
2020 Benedict Evans 2020 January Shoulders of Giants
“All of these are trade-offs”
Do we want platforms to know and control what happens on their networks, or not? Or both?
BenedictEvans p.98/126 77%
2020 Benedict Evans 2020 January Shoulders of Giants
“What does 'take down' mean?”
'Social networks' are a mix of many publishing forms with different speech and distribution models
BenedictEvans p.100/126 79%
2020 Benedict Evans 2020 January Shoulders of Giants
“Do we know what we want?”
We lack consensus on what’s bad enough to ‘take down’, and on what ‘take down’ even means
Capgemini 2025 p.88/116 75%
Rise of Agentic AI Report
Figure 30. Confidence in agentic AI
Ethical design is not a one-time effort. Organizations need to regularly audit agent behavior, monitor drift in real-time, and recalibrate systems in response to evolving risks.
14% · organizations fully integrated ethical AI principles
BenedictEvans p.82/106 77%
2018 Benedict Evans 2018 The End of the Beginning
New kinds of solution
McKinsey 2024 p.78/103 75%
Quantum Technology Monitor
“Most value in quantum control is likely to be unlocked by focusing on low-level control components.”
Biggest opportunity on scaling quantum computers through improving quality of electronics components (eg, to increase precision engineering)
McKinsey 2024 p.80/103 77%
Quantum Technology Monitor
“The current focus of benchmarking on hardware limits industry insight into real-world application performance.”
Numerous benchmarks have been defined and some are very vendor specific, requiring independent third-party benchmarking
McKinsey 2024 p.82/103 79%
Quantum Technology Monitor
“Shortlisted benchmarks include metrics for specific use cases and solutions, as well as for general technological aspects.”
BenedictEvans p.71/92 76%
2023 Benedict Evans 2023 AI and Everything Else
“Perhaps, all AI questions have one of two answers”
Will this just be like everything else? No-one really knows
BenedictEvans p.69/87 79%
2024 Benedict Evans 2024 AI eats the world
Three views of understanding in LLMs
Can LLMs get to the kind of ‘structural understanding’ that we have? Maybe. Opinions vary
RolandBerger 2017 p.66/86 76%
The overall positive sentiment was also reflected in the sup
“The disruption offers a unique opportunity for traditional suppliers to expand from selling hardware only to selling features and services”
The disruption offers a unique opportunity for traditional suppliers to expand from selling hardware only to selling features and services.
Kearney 2022 p.62/82 75%
ASEAN Growth and Scale Talent Playbook
“Various compensation structures can be leveraged depending on company stage”
Good compensation principles should be competitive, merit-based, and encourage long-term loyalty.
USydney p.56/74 75%
2024 University of Sydney The 2025 Skills Horizon
“You need to reach common ground”
You're at the forefront of navigating these differences and complexities. So, you must ask yourself: How can we use difference productively while finding and amplifying commonalities?
Bessemer p.56/71 78%
2021 Bessemer Venture Partners State of Cloud 2021
“Aim for a GTM flywheel that creates champions, not a static funnel”
Cycle of creating champions
Barclays 2023 p.57/71 80%
Barclays Credit Bureau Forum 2023
“Experian's Flywheel: Our strategic advantage which connects Consumers and Partners”
32% lift in conversion rate through Experian Activate; Double the lenders participating in pre-approved program; 5-10x increase in consumer engagement on pre-approved offers.
32% · conversion rate
Deloitte 2023 p.53/70 75%
New Brunswick Supply Chain Study
A framework to evaluate strategic recommendations (continued)
Deloitte 2023 p.54/70 76%
New Brunswick Supply Chain Study
A framework to evaluate strategic recommendations (continued)
Decisions may be informed by four criteria: capital investment, regulatory requirements, ease of implementation, and impact to economic development of New Brunswick.
McKinsey 2020 p.50/65 76%
Chilean Hydrogen Pathway
“5.1 & 5.2/ The development of the Chilean hydrogen ecosystem will depend on 6 key groups of stakeholders”
The coordinated actions of different stakeholder groups will allow to accelerate the growth of the hydrogen market by: Facilitating the creation of the enabling environment for the market to operate;
BCG 2015 p.52/65 79%
Victorias Creative and Cultural Economy Fact Pack
“C/C economy generates cultural value for Victorians”
Cultural value captures the intrinsic, experiential dimensions of C/C activity
BCG 2016 p.49/64 76%
Next Generation Manufacturing Tech Innovation
Industry characteristics to drive adoption
Industry characteristics are expected to drive the adoption of Industry 4.0 technologies.
PAConsulting 2022 p.50/64 77%
Innovation Engine for Growth Playbook
PEOPLE: FOSTERING INNOVATION
You can only embed innovation in your organisation when people share a common purpose, strategy and way of working, and feel empowered to experiment.
OliverWyman 2024 p.51/64 79%
Generative AI Making Waves
“CELENT ANALYZES CAPITAL MARKETS-SPECIFIC USE CASES ALONG TWO DIMENSIONS”
Accenture 2019 p.45/59 75%
2019 Global FS Consumer Study DACH
CUSTOMER ATTITUDES AND PREFERENCES: 4. INTEGRATION BETWEEN PHYSICAL AND DIGITAL CHANNELS
When considering GAFA channels, financial services providers should carefully weigh the benefits of access via favored consumer applications—such as being able to offer payments via established social
RolandBerger 2017 p.42/54 77%
Truck and trailer components – Success factors for suppliers
“Commercial vehicle suppliers need to manage a broad variety of short- and long-term challenges”
UBS 2024 p.43/54 79%
modern retirement monthly report en
“Which assets should be earmarked for Longevity vs. Legacy?”
To help improve your lifestyle (5 years - lifetime) vs. To help improve the lives of others (Now - beyond your lifetime).
Bain 2018 p.40/51 78%
Altagamma 2018 Worldwide Luxury Market Monitor
“AS SIGN OF THIS ERA, THE TWO CENTRAL FUNCTIONS OF THIS INDUSTRY ARE CONVERGING, DESPITE IN CONSTANT TENSION”
MorganStanley 2023 p.40/51 78%
ey e book the green transition
“What will a viable carbon price framework look like?”
We need to establish a pricing system that will be equitable for all nations.
Bain 2019 p.38/49 77%
Altagamma 2019 Worldwide Luxury Market Monitor
“SOCIAL RESPONSIBILITY GOES BEYOND BEING SIMPLY ENVIRONMENTALLY SUSTAINABLE, TOUCHING SOCIAL AND ECONOMIC SPHERES”
Bain 2019 p.39/49 79%
Altagamma 2019 Worldwide Luxury Market Monitor
“BRANDS ARE IN DIFFERENT WAVES IN ADOPTING RESPONSIBLE INITIATIVES; VERY FEW TRYING TO TRULY REINVENT THEIR BUSINESS”
Accenture 2024 p.37/48 76%
Work, workforce, workers Reinvented in the age of generative
“Figure 10. Illustrative example of how work and roles can be reallocated in a gen AI future, freeing additional capacity”
Additional Capacity
Accenture 2021 p.33/42 78%
Building Sustainable Organizations
Appendix B: The Five Elements of Responsible Leadership
In Seeking New Leadership, we showed that high-performance leadership teams ("trusted and profitable innovators") are more likely to draw on a set of human qualities we call The Five Elements
Strategy_and 2023 p.31/40 76%
Digital Auto Report 2023
“Holistic vehicle lifecycle management aims to increase revenue and utilization, especially during 2nd and 3rd phase”
The younger the asset, the shorter the duration - especially if utilization is high.
JPMorgan 2020 p.31/40 76%
2020 cib investor day
“Combined with the power of the franchise, Securities Services is well positioned for the future”
misc 2022 p.32/40 79%
Blockchain and Digital Assets
“Beyond supply chain track & trace, blockchain and digital assets may also impact consumer goods across three core functions”
McKinsey 2010 p.30/39 76%
USPS Future Business Model
Definition of non-legislative and legislative change
Deloitte 2022 p.28/36 77%
Deloitte SEA CFO Forum Southeast Asia Business Outlook
“Leading in volatile times”
Deloitte's Resilient Leadership framework defines three time frames of any crisis: Respond, Recover, and Thrive.
BCG 2023 p.27/35 76%
True-Luxury Global Consumer Insights 9th Edition
“Solving only functional issues will not be enough to deliver a true luxury online experience”
Without also addressing Emotional differentiators, the digital discontent will not be solved
BCG 2020 p.25/33 75%
Climate Change: BCG’s Perspectives and Offerings
“Regulation needed—and protectionism?”
Plus: Carbon leakage protection for vulnerable industries
PwC 2014 p.25/33 75%
Project Management: Improving performance, reducing risk
Key elements of a Change Plan
DeutscheBank 2022 p.25/33 75%
fd4b1c5071718761657e3d9fd9dec1092cda8949
“Boldly Healthier Core: A new product design framework for Holistic Product Superiority”
88% · Holistically Superior products
Barclays 2017 p.26/33 78%
TSN Barclays Consumer Staples FINAL
“Taking a holistic approach to sustainability.”
Deloitte 2022 p.24/31 76%
Digital Maturity Index Survey 2022
“Better manage complexity through digitalization”
Mature companies are able to drastically reduce complexity through of digitization (e.g., elimination of interfaces, better data availability, end-to-end alignment of value chains).
BCG p.23/30 75%
2025 Executive Perspectives Unlocking Impact from AI
“Make it business-led – it’s a transformation effort, not just a tech deployment”
Differentiation stems from execution, not the model.
70% · Relative GenAI impact
Deloitte 2023 p.22/29 75%
Trends & AI in the Contact Center
Generative AI and Large Language Models applicability to Contact Centers
BCG 2018 p.23/29 78%
Digital consumer spending India
“Large variation in triggers and barriers”
McKinsey p.23/29 78%
2024 Outcompeting with AI in Process Industries
“The Maintenance Virtual Expert offers core functionality – beyond a chatbot – that leverage Generative AI’s creative capabilities”
Creativity can be powerful – but can compromise accuracy, so it is applied judiciously in the Virtual Expert
BCG 2021 p.21/27 76%
The time for climate action is now
“Enable your organization with low-carbon governance”
Introducing a meaningful internal carbon price mechanism and linking key performance indicators to decarbonization efforts can be a valuable tool to align internal incentives and fund green projects.
6 ·
Accenture 2025 p.20/26 76%
Embracing the Loyalty Equation
“To date, CSPs have explored various tactical and capital intensive models to increase consumer engagement by rendering adjacent and new services wrapped with their core connectivity services”
As CSPs mature as a service orchestrators they would also have the ability to monetize the large amount consumer data they have collected across their core and ecosystem services
Bain 2024 p.20/26 76%
Private Markets Decarbonisation Roadmap Summary
“Infrastructure - Construction Assets | The Roadmap enables GPs to categorise assets across industries and stages in their decarbonisation journey”
Accenture 2022 p.21/26 80%
Innovation Unleashed Building a culture that drives sustaine
Behaviors
Bain 2024 p.21/26 80%
Private Markets Decarbonisation Roadmap Summary
“The Roadmap enables GPs to categorise assets across industries and stages in their decarbonisation journey”
The Roadmap enables GPs to categorise assets across industries and stages in their decarbonisation journey.
BCG 2025 p.19/25 75%
AI-Enabled Engineering Excellence
“What is required | Key requirements for a holistic AI-enabled engineering transformation”
Measurement framework to track & drive efficiency across inputs, outputs, outcomes.
McKinsey 2017 p.19/24 78%
Digital Luxury Experience
“The new customer intimacy relies on four pillars”
McKinsey 2023 p.19/24 78%
GenAI German Labor Market
“Public and private actors must work toward a scenario with both the right operating environment and the availability of skills”
The two key enablers for making use of GenAI in Germany are: The right operating environment and the availability of relevant skills in Germany. As they both have a reinforcing effect towards the resp
BCG p.17/22 76%
2025 Executive Perspectives Unlocking the Value Potential of
“Four pillars are important to ensure sustainable impact from AI”
misc 2022 p.16/21 75%
Customer loyalty and Convenience
“Consumer time elasticity reorganizes convenience into access, interface, and expectations.”
Access and interface must combine to meet a certain threshold, while expectations are the amplifier.
misc 2022 p.17/21 80%
Customer loyalty and Convenience
“Establish how far consumers will stretch to accommodate a transaction.”
Determine the time elasticity of your consumers through analysis, conversation, and observation.
Accenture 2019 p.16/20 78%
2019 Fueling Energy Future
“Energy companies need to establish a “base camp” of capabilities”
End of the beginning? Facing a chasm? Ready to scale?
misc p.15/19 77%
The future trends in ASEAN steel market
“2: Steelco’s across the world are scaling their “triple” digital transformation across Business – Organization – Technology”
BCG p.15/19 77%
2024 Executive Perspectives The Future of Field Service with
“Rewiring op model | AI transformation is change management—rewiring people & processes while developing tech, data, and AI”
Compared with typical data-driven transformation, success of Field Service AI relies even more on change management across services organization
70% · Focus on service ops change management
McKinsey 2018 p.14/18 76%
Moving Laggards Early Adopters
“3 dimensions to escape 'pilot purgatory' and ensure sustainable value capture and business transformation”
McKinsey 2013 p.14/18 76%
IoT Big Data Value Creation
“6 categories illustrate the breadth of potential IoT applications”
McKinsey 2023 p.14/18 76%
The age of Generative AI: Unveiling the next frontier of dig
What are the success factors for gen AI at scale?
Accenture 2022 p.13/17 75%
Investor Analyst Conference
“Delivering strong cash flow, maintained all aspects of capital allocation framework while stepping up share repurchases”
Combined represents 67% of operating cash flows over last three years = 13% CAGR
67% · Combined dividends + buybacks as % of operating cash flow (3yr)
Cognizant 2025 p.13/17 75%
Everest Group Retail Services
“Everest Group PEAK Matrix® is a proprietary framework for assessment of market impact and vision and capability”
Innosight 2020 p.13/17 75%
Reset Innovation Priorities
Figure 5: Pipeline velocity analysis ("zombie" analysis)
Projects in the 'Zombie Zone' have spent excessive time in early stages relative to their progress, signaling a need for immediate review or termination.
Cognizant 2023 p.13/16 80%
Everest Group RCM Operations
Services PEAK Matrix® evaluation dimensions
Cognizant 2025 p.12/15 78%
Everest Group CPG Services
“Everest Group PEAK Matrix® is a proprietary framework for assessment of market impact and vision and capability”
RolandBerger 2021 p.9/11 80%
What if inflation rates remain at current levels? Roland Ber
“What if higher inflation rates are not transitory?”
Higher inflation rates, both in the long and short term, mostly have a cooling effect on the economy.
MorganStanley 2020 p.9/11 80%
ey future of work 20 10
“Operate in two gears to plan a physical return to work and prepare for BEYOND”
As your business looks past the immediate return to work, EY can provide support to reshape the way business is performed in your company for the long term.
LEK 2022 p.8/10 77%
2022 Manufacturing Survey
Figure 7 How IE&T companies are balancing near-term vs long-term strategic initiatives*
Companies expect to have bandwidth in the longer-term to prioritize transformative bets (e.g., M&A).