strategic_options at position 45–50%

38 slides where a page of type strategic options falls in the 45–50% range of its deck.

LEK 2020 p.86/189 45%
Infrastructure beyond COVID-19
Future directions for consideration: Transport
Bain 2025 p.85/174 48%
Southeast Asia's Green Economy
“APAC and SEA | Opportunity to strengthen collaboration for mutual benefits in establishing next-gen power grid; clear economic and carbon incentive to accelerate”
Bain 2024 p.83/171 48%
SOUTHEAST ASIA’S GREEN ECONOMY 2024
“Incentives: Given limited financial resources, SEA governments should focus where strategic impact and acceleration is greatest to define their own fit-for-purpose IRA”
SEA should prioritize action based on its advantages and define what is the region's answer to scale incentives that drives green investments
misc 2011 p.78/170 45%
Rail industry cost and revenue sharing (2011)
“There are 27 potential options for the sharing of cost and revenue performance relative to a baseline trajectory. L.E.K. has analysed the building blocks necessary to evaluate all of these, but we have focussed our evaluation summaries on 4 of the options”
L.E.K. has analysed the building blocks necessary to evaluate all of the potential options, and details of that analysis have been included in this report.
27 ·
misc 2011 p.79/170 46%
Rail industry cost and revenue sharing (2011)
“Summary of the 4 options for sharing cost and revenue performance relative to a baseline trajectory that have been included in L.E.K.'s evaluation summary”
misc 2011 p.80/170 46%
Rail industry cost and revenue sharing (2011)
Option evaluation and implementation: Introduction
L.E.K. has evaluated a further 4 options for changing incentives which do not (necessarily) involve the sharing of cost or revenue under/outperformance relative to a defined baseline.
misc 2011 p.84/170 49%
Rail industry cost and revenue sharing (2011)
“Potential ways of addressing the Option 1 negative scores”
misc 2022 p.56/112 49%
Southeast Asia’s Green Economy 2022 Report
“Investment opportunities in mainly project development (both onshore and offshore) to drive next wave of energy transition”
Renewables (Solar and Wind) is one of the top carbon abatement levers for SEA and will represent a ~$30B opportunity by 2030, of which Wind represents ~$10B
$10B · Investment opportunity
misc 2023 p.54/107 50%
Solving fashion’s product returns
3. Returns policies
Limiting returns window and/or returns options: To maximise sales during pandemic, many retailers resorted to increasing their returns window, ranging anywhere from 14 to 100 days.
JPMorgan 2022 p.50/106 46%
2022 consumer community banking investor day
“We’re pursuing strategies to lead and innovate in payments, lending, and commerce”
15% · ROE
BenedictEvans p.42/90 46%
2025 Benedict Evans 2025 Autum AI eats the world
“So where does a model lab compete?”
Where is the value capture for a research-heavy, capital-intensive commodity?
BenedictEvans p.44/90 48%
2025 Benedict Evans 2025 Autum AI eats the world
“For OpenAI, “yes!” to everything”
Everything, everywhere, yesterday (on other people's balance sheets), before the market slips away
RolandBerger 2023 p.43/89 47%
RAIL FREIGHT IN CENTRAL ASIA AND MIDDLE EAST
“Developing rail freight in CA should aim to tap into attractive growth areas for rail demand”
GoldmanSachs 2025 p.43/88 48%
2025 05 28 Goldman Sachs Brazil Commodities Days
“Be "BEST-IN-CLASS" IN THE TOTAL PULP COST VISION”
Barclays 2025 p.39/85 45%
FY24 Results and Progress Update Presentation
“Execution opportunity: USCB sale of American Airlines cards receivables”
Results in higher net interest margin and loan loss rate, driving higher risk-adjusted margin.
c.$40bn · RoTE
BCG 2023 p.38/80 46%
True-Luxury Global Consumer Insights
“Different strategies for Brands required in the short and mid-term”
Overinvest on the Young which represent the bulk of growth in order to recruit them; Nurture and capitalize on the Old ones who have built your brand over the years.
Bain 2021 p.39/77 50%
Southeast Asia’s Green Economy 2021 Report: Opportunities on
“Energy transition: Efficiency solutions, renewables adoption, and grid improvements are viable today, while more advanced options may be unlocked as unit economics improve”
Barclays 2021 p.32/66 47%
barclays global credit bureau forum v30
“We are already the largest credit bureau in North America and we are extending our lead”
Ambition and market opportunity to drive sustained double-digit growth
Barclays 2024 p.32/65 48%
barclays global credit 2024
“Clear strategy and leading market innovations to deliver on our material addressable opportunity in Brazil”
Create an incredible experience across our clients’ complete journey
Barclays 2024 p.33/65 50%
barclays global credit 2024
“Scale Identity Verification capabilities to differentiate and unlock new use cases in transactions”
Completing our portfolio and more than doubling our TAM.
$1bn · TAM
BCG 2024 p.31/64 47%
Digitizing Make in India Report 2024
“Enter opportunity space(s) which offer high growth & margins through innovation & IP, while mitigating potential risks”
India is at the cusp of the next big revolution in electronics manufacturing and the current situation is like the "Y2K moment" for the country.
$400 Bn · electronics value chain
JPMorgan 2022 p.23/47 47%
2022 corporate investment bank investor day
“We are investing to lead in newer market structures and electronic protocols”
12% · Low touch trading revenue CAGR
CreditSuisse 2019 p.24/47 50%
id19 growth in wealth management
“Capturing new growth opportunities in Private Banking”
JPMorgan 2019 p.22/46 46%
2019 cib investor day ba56d0e8
“Going forward, we are investing to address clients' evolving needs for capital and risk solutions”
PwC 2017 p.22/45 47%
10 retailer investments for an uncertain future
There are several specific ways that retailers can leverage their assets and play to their strengths:
In addition to leveraging their unique offline capabilities, competing retailers also need to think about matching Amazon on features that are important to customers, including an easy check-out.
Accenture 2023 p.21/44 46%
Global Banking Consumer Study Reignite human connections to
Four strategic plays for success
By adopting a fresh perspective on customer relationships with these three pivots, banks could unlock latent value from customer relationships. This would open the door to four strategic plays, each o
RolandBerger 2016 p.19/41 45%
Barriers to FinTech innovation in the Netherlands
“To safeguard a stable and attractive Dutch FS market, a proactive approach is required where FinTech is actively supported”
The large Financial Services sector will be actively supported with leading FinTech developments – innovation to further strengthen the financial sector
RolandBerger 2016 p.20/41 47%
Barriers to FinTech innovation in the Netherlands
“Additional actions per challenge area have been defined – Actions to be implemented depend on ambition level of FinTech vision”
Bain 2023 p.18/36 48%
Digital Revolution Awards
“Many opportunities to revamp Talent System leveraging on innovative tools”
Assessment of the point of departure and identification of the gaps to fill (e.g. competence mapping, listening of employee needs through NPS, ...)
Barclays 2017 p.16/33 46%
TSN Barclays Consumer Staples FINAL
“Leveraging our model to lead in the perimeter”
+58% · Category growth
RolandBerger 2022 p.14/28 48%
A WORLD FOR TRAVEL NIMES SUMMIT
“Every sector can do much more to reduce and compensate for carbon emissions”
Commitment #2: Offer and commit to carbon reduction and compensation plans for every sector
JPMorgan 2020 p.13/27 46%
2020 am investor day
“M&A: A potential strategy to supplement our organic growth”
M&A will always prioritize our clients' needs and focus on increasing shareholder value.
BCG 2021 p.14/27 50%
Artificial Intelligence: Ready to Ride the Wave?
“Clearly articulate the ambition for value creation from AI and develop a perspective of where AI will drive outcomes”
Identify AI value creation linked to your business strategy and purpose.
2x · Value generation likelihood
McKinsey 2020 p.13/26 48%
COVID-19 Business Recovery Vancouver
“To be competitive post-COVID-19, economies will likely need to meet some basic requirements”
MorganStanley 2024 p.11/23 45%
20240222 JF at BAC Conference
“The Opportunity to Drive Fee-Based Flows from Brokerage Assets Already at MS is Significant”
$3.1Tn · WM Client Assets
BCG 2008 p.10/21 45%
Port of LA Clean Truck Program
“We evaluated three options for the CTP”
$35/TEU · Environmental Cargo Fee
UBS 2018 p.10/21 45%
07 investorupdate2018 pc
“Driving efficient growth”
We can further grow our client base and increase profits
BCG 2008 p.11/21 50%
Port of LA Clean Truck Program
“Our rationale in Option II is to encourage long term development of an asset based drayage model ...”
LMC must internalize costs: total costs integrated into decision making