process_diagram at position 10–15%

51 slides where a page of type process diagram falls in the 10–15% range of its deck.

McKinsey 2018 p.162/1274 12%
Lebanon Economic Vision
“Both bottom-up and top-down estimations were conducted to assess the macro-economic impact of the Vision”
McKinsey 2018 p.163/1274 12%
Lebanon Economic Vision
“A five step process was followed to build the model”
BCG 2017 p.63/482 12%
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Udarbejdelse af spend cube indeholder seks trin”
Følg de nævnte best practices ved hvert trin
BCG 2017 p.64/482 13%
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Kategoristyring struktureret langs fire centrale trin som skaber grundlag for kommercielle overvejelser i anskaffelsesprocessen”
BCG 2017 p.66/482 13%
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Inddragelse af ID til rulning af MATKAP for at skabe bedre fundament for brugen af kommercielle værktøjer”
Brugen af værktøjer kan medføre fremrykning eller udskydelse af anskaffelser, såfremt dette er operationelt tilladeligt
BCG 2017 p.67/482 13%
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Forudsætning at Indkøb inddrages i anskaffelsesprocessen”
Det er en forudsætning for implementering af kategoristyring, at der i højere grad bliver inddraget kommercielle perspektiver ifm. planlægning, koordinering og prioritering af samtlige anskaffelsespro
McKinsey 2024 p.25/201 12%
American Express Investor Day 2024
“We employ our product design playbook to refresh and deliver best-in-class premium products to drive demand”
$1,500+ in Value
$695 · Annual Card Fee
Kearney 2020 p.28/192 14%
Hydrogen applications and business models
“H2 conversion technologies can be split into thermochemical, electrolysis, microbial, and photolytic”
LEK 2019 p.21/178 11%
International Comparison of Australia’s Freight and Supply C
“A potentially repeatable method has been developed to benchmark supply chains internationally”
Despite these challenges, a seven step methodology has been defined to assist in repeating this work across any supply chain
LEK 2019 p.27/178 14%
International Comparison of Australia’s Freight and Supply C
“This study focuses on the ‘materials management’ components of a broader integrated supply chain, as these most significantly impact freight”
BCG 2016 p.20/167 11%
Transformation Ebook
“In the Era of “Always On” Transformation, Change Is an Ongoing Process”
Kearney 2020 p.16/136 11%
Developing sustainable carbon circularity Looking at advance
Biomass-to-energy carbon cycle
In principle, use of bioenergy would be carbon neutral if there were no emission from non renewable sources in its industrial value chain
PwC 2018 p.21/136 14%
Annual Report 2018
“How we create value”
Building trust in society & solving important problems.
misc p.16/131 11%
2025 Andrej Karpathy YC School presentation
“Software 2.0 eating Software 1.0”
BondCap p.13/118 10%
2013 Bond Cap Internet Trends 2013
“Media + Data Uploading + Sharing from Mobiles = Ramping Fast & Still Early Stage”
Capgemini 2025 p.14/116 11%
Rise of Agentic AI Report
Figure 2. Anatomy of a typical AI agent workflow
BCG 2012 p.17/112 14%
Reshaping NYCHA support functions
“Complicated steps and wide range of pain points in tenant interview process”
Up to 6 month at each step; lots of churn
Up to 6 months · Time per step
misc 2012 p.17/112 14%
Reshaping NYCHA support functions
“Example: identified process improvement opportunities”
Up to 6 month at each step; lots of churn
Deloitte 2015 p.15/109 13%
Accelerated Access Review UK Mapping
Pharmaceutical pathway summary
This is a linear representation of a process that is not perfectly linear. The pharmaceutical pathway has not significantly changed for many years
Deloitte 2015 p.16/109 13%
Accelerated Access Review UK Mapping
“At a high level, the medical devices pathway has fewer component processes than the equivalent pathway for innovative pharmaceuticals”
At a high level, the medical devices pathway has fewer component processes than the equivalent pathway for innovative pharmaceuticals
Deloitte 2015 p.17/109 14%
Accelerated Access Review UK Mapping
“Currently, the route to patients for in vitro diagnostics does not differ significantly from that of other medical devices”
BenedictEvans p.10/90 10%
2025 Benedict Evans 2025 Autum AI eats the world
“New platforms mean new tools (and new revenue)”
SaaS means the typical large enterprise in the USA now uses 4-500 apps
misc 2022 p.9/72 11%
2022 Environmental, Social, Governance Report
MANAGING ESG TOPICS
Our formal ESG governance includes oversight by our Board of Directors and an executive management-level ESG Committee, operational responsibility by an ESG Council, and enterprise-wide strategic dire
Barclays 2023 p.8/71 10%
Barclays Credit Bureau Forum 2023
“Clients are pushing for a more integrated approach to enable them to deploy models more seamlessly into production i.e., drive ModelOps”
It takes many months for model development and deployment. This can impede agility in a rapidly changing market where accelerated decision-making is paramount.
54% · data readiness
Barclays 2023 p.9/71 11%
Barclays Credit Bureau Forum 2023
“As demand for integrated solutions accelerates, we are putting the industry leading Ascend platform at the centre of our strategy”
BoozAllenHamilton 2023 p.10/69 13%
2023 impact report
GOVERNING OUR ESG IMPACT
Our formal ESG governance includes oversight by our Board of Directors and an executive management-level ESG Committee, operational responsibility by two ESG Councils, and enterprise-wide strategic di
BoozAllenHamilton 2023 p.11/69 14%
2023 impact report
ENGAGING OUR STAKEHOLDERS
Thoughtfully informed ESG priorities that reflect our business drivers and our stakeholders' interests.
misc 2023 p.11/69 14%
2023 ENVIRONMENTAL, SOCIAL, GOVERNANCE REPORT
ENGAGING OUR STAKEHOLDERS
Thoughtfully informed ESG priorities that reflect our business drivers and our stakeholders' interests.
Deloitte 2021 p.8/68 10%
Wealth and asset management 4.0
“Digital transformation boosts performance across key indicators”
As wealth and asset management firms advance in digital transformation, they see steady improvement in key performance indicators.
+13.0% · Performance improvement
Barclays 2021 p.9/66 12%
barclays global credit bureau forum v30
“Unique assets to serve a growing set of end-markets”
...all driving automated workflows for the provider and an improved experience for the patient...
misc 2022 p.8/65 10%
Spring 2022 National Client Meeting
Evolution of national TV measurement
Nielsen ONE measurement will utilize a combination of data sources PANELS + BIG DATA + IDENTITY
GoldmanSachs 2021 p.8/65 10%
2021 q4 earnings results presentation
“Petershill Partners’ earnings model consists of three long-term and stable income streams generated by our Partner-Firms”
67% · Revenue contribution
Nielsen 2022 p.8/65 10%
NCM SNCM Y 2022 SNCMP
Evolution of national TV measurement
Nielsen ONE measurement will utilize a combination of data sources PANELS + BIG DATA + IDENTITY
misc 2022 p.9/65 12%
Spring 2022 National Client Meeting
Big data in national integrations - ~30M HH
Steps for integrating into Nielsen Measurement
30M · Households
Nielsen 2022 p.9/65 12%
NCM SNCM Y 2022 SNCMP
“Big data in national integrations - ~30M HH”
30M · Households
UBS 2024 p.7/54 11%
modern retirement monthly report en
“Seasons of Planning: Checklists to keep you on the path to success”
Financial health check-ups can help you make sure your portfolio and your plan reflect life’s latest changes.
RolandBerger 2017 p.6/49 10%
Trend 2030 Dynamic Technology Innovation
“The power of innovation is rooted in its ability to solve important problems for humanity”
Deloitte 2023 p.7/48 12%
Multi-regional transmission model
The Different Phases of Energy Integration as VRE Share Increase
Minor changes to operating patterns of the existing system
Deloitte 2023 p.8/48 14%
Multi-regional transmission model
Existing Energy System (e.g. Electricity)
DeutscheBank 2023 p.6/47 10%
Deutsche Bank Q3 2023 Presentation
“Shifting gears to drive long-term value as Global Hausbank”
Improved capital outlook through effective resource management creating opportunities to enhance long-term value creation positioned to grow Global Hausbank and increase returns.
€3bn · Freed up capital
misc 2024 p.7/43 14%
Scalar calibration For Life insurance business
“DESIGN DECISIONS: DATA COLLECTION APPROACH”
Data collection followed a tiered approach, with data from regulators being the preferred option
BCG p.5/37 11%
2025 AI Agents and the Model Context Protocol
“We are moving beyond ‘agentic if-statements’, towards autonomous agents”
Focus of this document
misc 2019 p.4/31 10%
TEF Application Evaluation 2019
“SIMILAR TO ITS ROLE IN THE PAST 4 YEARS, ACCENTURE DEVELOPMENT PARTNERSHIPS (ADP) IS COLLABORATING WITH TEF TO SELECT THE TOP 3,050 BUSINESSES FOR THE 2019 PROGRAMME”
3,050 · Applications selected
Deloitte 2023 p.5/31 13%
TrendRadar: The Future Consumer
The three-step procedure of the TrendRadar
PwC 2018 p.4/30 10%
Re-Imagine the Possible 2018/2019
“Three-pronged fiscal policy actions”
N$500 Mil · Fiscal policy
MorganStanley 2024 p.4/23 13%
20240222 JF at BAC Conference
“We Have Steadily Transformed the Business Over Time”
$10Tn+ · WM Client Assets
Accenture p.4/23 13%
2023 A New Era of Generative AI for Everyone
“How did we get here?”
Building on exponential increases in the size and capabilities of deep learning models, the 2020s will be about language mastery.
BCG 2008 p.3/21 10%
Port of LA Clean Truck Program
“Truck drayage is a key element of the complex port goods movement system”
Drayage includes trucks and truck drivers serving Port to move containerized goods
Barclays 2019 p.3/20 10%
SUBC Barclays 2019 F.pdf.downloadasset
SUBSEA 7 CAPABILITIES ACROSS THE FIELD DEVELOPMENT LIFECYCLE
Early engagement through global alliances and client partnerships optimises the solutions Subsea 7 can provide.
DeutscheBank 2023 p.3/18 11%
2023 Deutsche Bank FIG Presentation upload vf
“We materially transformed the bank since 2019...”
Microsoft p.3/15 14%
2025 2025 The year the Frontier Firm is born
Journey to the Frontier Firm
The journey to the Frontier Firm is not a strictly linear progression—in many cases organizations will be in all three phases simultaneously.