framework_other at position 20–25%

75 slides where a page of type framework other falls in the 20–25% range of its deck.

BCG 2017 p.106/482 21%
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“In future, IT could be managed in integrated way”
Currently just a small share of IT is managed by the central IT provider KAKI
1.637 · IT Spend
AirStreetCapital p.79/313 25%
2025 Air Street Capital The State of AI Report 2025
“The architectural divide: knowledge insulation vs. end-to-end adaptation”
If robotics data approached VLM scale, end-to-end would likely dominate.
Deloitte 2015 p.43/194 21%
New Mexico State Staffing Study
“Alternative operating models for the processes within the Procurement function could promote consistency, enhance controls, and increase efficiency.”
Alternative operating models for the processes within the Procurement function could promote consistency, enhance controls, and increase efficiency.
McKinsey 2022 p.38/184 20%
Technology Trends Outlook 2022
“What disruptions could the trend enable?”
Disruptions from edge computing will have impact on almost all industries and functions
McKinsey 2022 p.46/184 24%
Technology Trends Outlook 2022
“The immersive-reality space has 4 key components”
Immersive-reality technologies will have a significant role to play in the metaverse
LEK 2019 p.42/178 23%
International Comparison of Australia’s Freight and Supply C
“Five categories were used to assess the suitability of international markets for comparison”
Kearney 2021 p.36/166 21%
Carbon Capture Utilization and Storage
“Most of separation technologies are still in the demonstration phase”
Most of separation technologies are still in the demonstration phase
BondCap p.38/165 22%
2014 Bond Cap Internet Trends 2014
“Evolution of Messaging → New Social Graphs… Edges = Potentially More Value than Nodes…”
Edges = Potentially More Value than Nodes
Kearney 2020 p.30/136 21%
Developing sustainable carbon circularity Looking at advance
“The attractiveness of bioenergy relies on three main groups of criteria: technical, economic, and environmental”
The following opportunity assessment criteria will be used to evaluate the prioritized list of value chains
misc p.28/131 20%
2025 Andrej Karpathy YC School presentation
LLM OS
Bain 2021 p.26/126 20%
e-Conomy SEA 2021 Roaring 20s: The SEA Digital Decade
“As SEA’s digital sectors leave the pandemic behind, they are following one of three growth trajectories”
misc 2022 p.24/112 20%
Southeast Asia’s Green Economy 2022 Report
“All governments have been confronted in 2022 with the need to rebalance actions around energy security (given Ukraine conflict) and inflation vs. net zero promises”
PwC 2025 p.23/95 23%
2025 Nigeria Budget and Economic Outlook
“Foreign Exchange stability in 2025 will be largely underpinned by five key factors amongst others (1/3)”
RolandBerger 2024 p.23/91 24%
Trend 2050 Economics and Business
“Trade and investment trends unfold in three key dimensions of international production”
Multinational enterprises lead the coordination of GVCs as 80% of global trade is linked to international production networks of MNEs.
80% ·
BenedictEvans p.19/87 20%
2024 Benedict Evans 2024 AI eats the world
“New technologies come in S Curves”
And now we have a new cycle?
BCG 2021 p.20/87 22%
Socio-economic case for deepening solar PV deployment in Nig
“Developmental benefits of solar assessed across 5 socio-economic dimension, with 3 levels of benefits identified for each dimension”
IPSOS 2023 p.21/85 23%
Investor Day Presentation 140623 FINAL
“OUR LARGE CLIENTS RELY On this cross-country & cross-sector expertise”
ON TOP 20 CLIENTS
Gartner p.19/77 23%
2023 AI Here and Now Gartner Business Quarterly 3Q23
“What new questions must we ask about possible investments?”
RolandBerger 2019 p.19/74 24%
10th Operations Efficiency Radar
“As all functions try to reposition, seizing the opportunities of industry disruption and technology development, ...”
"The Value Generator" > New tasks > Focus on efficiency & effectiveness > Entrepreneurial > Value oriented
KPMG 2024 p.15/68 20%
Beyond thenoise: Orchestrating AI-driven customer excellence
“Businesses can evaluate new technologies through these pillars to assess whether they are meaningfully enhancing their overall customer experience.”
Accenture 2022 p.14/66 20%
Nordic Circular Economy Playbook 2.0
“Five business models reduce the inefficiencies and create value for companies”
Use of renewable energy, bio-based or potentially completely recyclable materials, and design products that are durable and easy to repair
Accenture 2022 p.15/66 21%
Nordic Circular Economy Playbook 2.0
“Companies can explore the sub-models individually or as powerful combinations”
Example synergy: Modular product design enables enhanced reparability and upgradeability
IPSOS 2024 p.14/60 22%
Ipsos Health Service Report 2024 Global Charts
Current health expenditure (% of 2021 GDP)
Across 31 countries, 15 nations spend a suboptimal amount on their healthcare, which is reflected in their perceived quality of healthcare.
EY 2018 p.13/59 20%
HR Pulse Survey Presentation of results
Operational Approach vs Strategic Approach
6.0 (Balanced)
6.0 · Approach Score
McKinsey p.13/54 22%
Covid 19: Briefing Materials
“Countries are at different parts of the epidemic curve and have chosen different response patterns”
Broad NPIs / shutdowns likely required to reach low effective R, TTI likely not sufficient
CreditSuisse 2018 p.13/54 22%
id18 utilizing technology
“In a cohesive manner we leverage people, processes, and tools to improve our productivity of Change-the-Bank developments”
Deloitte 2022 p.12/49 22%
Fueling the AI transformation: Four key actions powering wid
“Rewards can be lucrative for organizations that overcome these challenges”
Cognizant 2022 p.12/47 23%
HFS Top 10 Healthcare Provider
Our assessment approach for this study
25% · Evaluation Weighting
Deloitte 2021 p.11/46 22%
Digital Finance Seeing is Believing
How should Finance go “digital” then?
Digital Finance should be about empowering the Finance team with the freedom to “work from anywhere” in a “highly automated fashion” and the capability to “support business with insightful information
OliverWyman 2023 p.10/45 20%
Creating the best SME Debt finance ecosystem
SME ECOSYSTEM: WHAT DOES GOOD LOOK LIKE? HOW TO MEASURE?
BCG 2020 p.12/45 25%
COVID-19 BCG Perspectives Publication #5 with a focus on Rev
People priorities to be accelerated by the COVID-19 crisis
PAConsulting 2022 p.10/44 20%
Breakthrough Brigade Innovation Growth
THE BREAKTHROUGH BRIGADE
Based on our experience and expertise delivering breakthrough innovation, and from in-depth conversations with leading breakthrough innovators, we’ve found five key areas of focus for leaders of organ
misc 2021 p.9/41 20%
Fast-track to future-ready performance
Transform business performance
Accenture 2024 p.10/41 22%
The age of AI: Banking’s new reality
Embed / Transform / Innovate and differentiate
Banks are understandably cautious about the reputational and other risks associated with this leap in innovation. However, given the opportunity to reinvent their customer experiences and drive growth
20%+ · code productivity gain (Westpac example)
misc 2021 p.11/41 25%
Fast-track to future-ready performance
“Where transformational value intersects with intelligent operations”
Figure 1 shows the average profitability and efficiency gains—5.8 percentage points and 18.8%, respectively—achievable as a result of moving up from the predictive to the future-ready level.
50% · productivity and efficiency gains
OliverWyman 2021 p.10/40 23%
Sustainability Risk Under Solvency II
“SCIENTIFIC AND REGULATORY LITERATURE GENERALLY DIFFERENTIATE BETWEEN TWO MAJOR SOURCES OF CLIMATE FINANCIAL RISK”
Both types of risks have a material impact on the risk profile of significant asset classes, and should therefore be included into a holistic risk assessment.
PwC 2021 p.9/35 23%
e-mobility in India
“A holistic approach to E-mobility ecosystem development is necessary for sustained adoption”
Accenture 2025 p.8/34 21%
Reinventing with a Digital Core
A reminder: What is a digital core?
A digital core fit for continuous reinvention comprises three distinct groups of technologies that constantly interact with each other.
Deloitte 2023 p.8/34 21%
Payment providers
The HFS cards and payments supporting capabilities, 2023
PwC 2014 p.8/33 21%
Project Management: Improving performance, reducing risk
“Project Management – More than just a plan?”
McKinsey 2022 p.8/33 21%
Driving innovation at scale
“We have a proven recipe based on work and research with more than 5,000 companies”
5,000 ·
misc 2021 p.9/33 25%
Ground Station Life Cycle Assessment
Key methodological aspects
Deloitte 2023 p.7/31 20%
TrendRadar: The Future Consumer
The three-step procedure of the TrendRadar
The TrendRadar is a visual representation of the trend assessment and categorises trends in three areas: Act, Prepare and Watch.
KPMG 2024 p.7/31 20%
AADA Quadfecta Services for the Generative Enterprise™, 2024
The focus of the AADA quadfecta services Horizons
misc 2019 p.7/31 20%
TEF Application Evaluation 2019
KEY CONSIDERATIONS - INTERPRETATION AND APPLICATION OF EVALUATION CRITERIA
These assessment criteria were simplified into a total of 25 Yes/No weighted questions, which are detailed in the next slide...
10,170 · Weighting
BCG 2019 p.8/31 23%
End of management as we know it
“Shifting to agile is a full fledge transformation requiring change at individual and company level”
At stake for companies: winning the war for talent & unlocking productivity
Deloitte 2023 p.8/31 23%
TrendRadar: The Future Consumer
TrendRadar and The Future Consumer trends
Please click on a mega or macro trend to get to the section with its description and assessment.
32 ·
misc 2019 p.8/31 23%
TEF Application Evaluation 2019
KEY CONSIDERATIONS - INTERPRETATION AND APPLICATION OF EVALUATION CRITERIA
Barclays 2024 p.8/31 23%
2024 Barclays ESG Conference Presentation
Nemak’s Sustainability Model
DRIVING MOBILITY FORWARD
Accenture 2024 p.7/30 20%
Healthcare Payer Service Providers, 2024
“The 21st century healthcare provider value chain must adapt to multidimensional challenges”
Typical linear value chains reflect analog business paradigms vs. representing a multi-dimensional digital delivery mechanism fit for the 21st century.
Accenture 2024 p.8/30 24%
Healthcare Payer Service Providers, 2024
“The HFS healthcare provider value chain spans three dimensions of care aligned to three market segments”
MorganStanley 2025 p.8/30 24%
ey gl hfs horizons insurance services excerpt 06 2025
Focus of HFS Horizons – Insurance Services, 2025
Deloitte 2022 p.8/29 25%
Monitor Deloitte’s 2022 Chief Transformation Officer Study —
Why do companies transform?
Organizations have the flexibility to pursue one, or all, of these ambitions at any point in their transformation journey.
KPMG 2024 p.7/28 22%
AI in financial reporting and audit
AI Maturity Framework
52% · Maturity distribution
Bain 2024 p.6/26 20%
Private Markets Decarbonisation Roadmap Summary
“The PMDR enables financial investors to visualise progress, helping them prioritise and shape effective decarbonisation strategies”
Visualisation templates are available on the Microsite, to be populated with data from the PMDR Support Tool
Accenture 2025 p.6/25 20%
The Best Service Providers for Commercial Banks, 2025
HFS Horizons for commercial banking
OliverWyman 2021 p.7/25 25%
Responding to Covid-19 (2021)
“RETURN TO NORMALCY: WE WILL BEGIN TO RECOVER WHEN OUR CUMULATIVE IMMUNITY REACHES THE POSSIBLE HERD IMMUNITY THRESHOLD”
Some people with pre-existing immunity or undetected infection are expected to be vaccinated; this does not have incremental benefit, increasing road to herd immunity
EY 2024 p.6/24 21%
The economic and social impact of investment in the nbn netw
“Ubiquitous, fast and reliable broadband drives improved economic and social outcomes for Australia”
Ubiquitous, fast broadband is an enabler to the internet, which is widely considered a 'General Purpose Technology' (GPT).
RolandBerger 2016 p.6/23 22%
Automated Trucks The next big disruptor in the automotive in
“Benefits of automated trucks are twofold: safer and more comfortable vehicle operation and fuel savings from platooning”
BoozAllenHamilton 2025 p.6/23 22%
Investor Presentation Deck
“Operating with Speed, Agility, and Scale in a Rapidly Changing and Increasingly Technical Environment”
BCG p.6/23 22%
2024 Executive Perspectives Unlocking potential from AI and
“A combination of levers is required to achieve finance excellence, and AI is an important lever in the digital modernization journey”
AI tools bring cognitive and predictive capabilities to augment existing tech solutions (e.g., ERP, specialized tools, RPA)
PwC 2019 p.6/22 23%
2019 Internal Audit Profession Study
“The six habits of risk functions that fuel smarter risk taking”
PwC 2019 p.6/22 23%
Elevating internal audit’s role: The digitally fitfunction 2
“The six habits of risk functions that fuel smarter risk taking”
BCG p.6/22 23%
2024 Executive Perspectives CEO s Guide to Maximizing Value
“Three complementary strategic plays to maximize value potential of AI”
End-to-end transformation across all 3 plays.
BCG 2008 p.6/21 25%
Port of LA Clean Truck Program
“The Port's objectives for the CTP span three dimensions: environmental, port operations, and safety/security”
By 2011, CAAP requires an aggregate reduction in pollutants from all Port sources including trucks
47% DPM / 45% NOx / 52% SOx · CAAP pollutant reduction targets by 2011
misc 2022 p.6/21 25%
Customer loyalty and Convenience
“Repeat purchase does not equal loyalty.”
Habit drives repeat purchase through unconscious autopilot, reducing consumer decision-making; Loyalty drives repeat purchase through conscious intention, tapping into consumer emotion.
misc p.5/18 23%
Understanding the path to digital marketing maturity
“Brands were assessed based on their level of digital marketing maturity”
BCG 2018 p.4/16 20%
Path to digital marketing maturity
“Brands were assessed based on their level of digital marketing maturity...”
Cognizant 2023 p.4/16 20%
Everest Group RCM Operations
“Revenue Cycle Management (RCM) Operations PEAK Matrix® Assessment 2023 | Cognizant is positioned as a Leader”
misc 2018 p.4/16 20%
Simple & Digital Customer Experience Model
“So far, we have identified 30 Elements of Value: These can lift products and services above commodity status”
30 ·
Cognizant 2025 p.4/15 21%
Everest Group CPG Services
CPG services PEAK Matrix® characteristics
DeutscheBank 2025 p.4/15 21%
02 20230302 SDD Strategy Outlook and Ambition for 2025
“We have the ingredients to become a sustainability leader”
Strong governance with CEO-led Sustainability Committee and Chief Sustainability Office to drive strategic transformation.
Accenture p.4/14 23%
2025 Me My Brand and AI
Me, my brand and AI—The new paradigm
As AI becomes a friend and ally to consumers, the rules of engagement are changing.
Deloitte 2024 p.3/11 20%
Global Business Services Performance improvement
01 Understand where you are now
There are five states of GBS maturity. Which one sounds like you?
DeutscheBank 2023 p.3/11 20%
11 20230302 SDD How we measure and drive success
ESG performance management: key factors