Metrics
What numbers consultants lead with.
Every slide that foregrounds a metric — 7,750 in total — classified into families by what's being measured. Drill in to see who uses each family, where in the narrative, and the real examples.
Metric families
7,750 metric-led slides1266
Survey & sentiment
What people said — respondents, priorities, sentiment, NPS.
16.3%
1110
Market size & value
Scale of the pool — TAM, GMV, AUM, deal value, investment, funding.
14.3%
709
Cost & savings
What's spent or saved — costs, spend, savings, efficiency, abatement.
9.1%
541
Share & penetration
Piece of the pie — market share, adoption, penetration, uptake.
7.0%
491
Growth rate
Speed of change — CAGR, YoY, growth rate.
6.3%
261
Rates & ratios
Other rates — retention, conversion, representation, distress.
3.4%
324
Employment & headcount
People at work — employees, FTEs, productivity, jobs.
4.2%
226
Indices & scores
Composite indicators — confidence indices, rankings, ratings.
2.9%
218
Margin & return
Economic quality — margins, ROI/ROE/ROIC, TSR, profit.
2.8%
212
Environment & emissions
Green metrics — GHG, emissions, hydrogen, renewables.
2.7%
187
Volume & counts
Raw counts — number of X, transactions, deals.
2.4%
141
Revenue & sales
Top line — revenue, sales, GVA.
1.8%
76
Macro indicators
Economy-wide signals — inflation, unemployment, PMI.
1.0%
23
Valuation
Asset worth — present value, pre-money, exit value.
0.3%
1965
Other
Domain-specific or uncategorized long-tail.
25.4%
Filtered by employment
· function diagnose
· clear
Where in the narrative
| analyze_data | 99 |
| diagnose | 48 |
| illustrate_case | 43 |
| front_matter | 29 |
| establish_context | 21 |
| appendix | 19 |
| recommend | 14 |
| quantify_impact | 12 |
| frame_problem | 11 |
| size_opportunity | 7 |
| benchmark_peers | 7 |
| plan_implementation | 4 |
Number shape
| plain | 216 |
| percent | 94 |
| money | 11 |
| multiplier | 3 |
48 examples
50%
BCG research shows that “enjoying work” can reduce turnover by 50%, but most companies overlook their employees’ emotional needs
“While most companies tend to focus more on functional needs (such as pay, flexibility, and benefits), they often underinvest in emotional needs which most influ…”
74%
Seventy-four percent of vulnerable jobs pay less than $40,000 a year
55
Today, women are still incredibly scarce at the top, comprising only 2.8 percent of FORTUNE Global 500 CEOs. Just one in five startups has a woman founder.
“In fact, we see no change in leaders' efforts to create a culture of equality.”
69K
Across sectors, DC has ~4K small-medium businesses with both higher financial risk and COVID-19 immediate impacts
“These SMBs employ ~69K workers, and their workers earn the lowest average income”
9
FMI's organisationsstruktur er generelt acceptabel
“Bedste praksis for organisationer af FMI's størrelse er 5-6 lag; opgørelsen for FMI er inkluderer daglige ledere, hvorfor det formelle antal lag vil være lavere”
20
Udjævning af bemandingsniveau samt mere ensartet aflønning af personel ved udleverende depoter (I/II)
104
Forøgelse af span of control ved konsolidering af ledelsesansvar i dele af organisationen (I/II)
“Der er identificeret 104 'mikro-teams', hvilket vil sige ledere med et suboptimalt span of control på 1-5.”
1-5
Forøgelse af span of control ved konsolidering af ledelsesansvar i dele af organisationen (II/II)
“Det faktiske, adresserbare antal lederstillinger vil være markant lavere, idet det ikke inkluderer daglige ledere”
153
Baseline for administration af arbejdstid og rejseprocessen estimeres samlet til 153 ÅV via to forskellige datakilder...
“Samlet estimeres bruttobaseline til 153 ÅV.”
90%
90 pct. af kursusadministrationen foregår decentralt i VFK
“90 pct. af kursusadministrationen foregår decentralt i VFK”
66,1
Baselinen blev først valideret igennem triangulering...
“De næsten identiske baselines indikerer at spørgeskemaet giver et retvisende billede for så vidt angår resosurceforbruget på kursusadministration i forsvaret.”
1.803
Logistiktjeneste skaber enstrenget logistikstruktur
41%
...og kommer fra reduktioner på mellemleder- og lederniveau
“Størstedelen af disse ÅV-reduktioner er relateret til optimering af koncernens IT”
99%
In half of the functions a majority of the work is performed by the centralized Division. However, there is also considerable “fragmentation”* of work across many core functions which means that these functions are also being performed decently throughout many divisions.
92%
Another outcome of this fragmentation is that staff divisions spend time supporting work across both centralized and decentralized functions. This can create an environment of many “generalists” without specialized skills or training which can result in efficiency and compliance issues.
“In many divisions, a significant percentage of FTE time is spent supporting work outside of the core mission of the division”
95
While the HR function is largely centralized, six processes are highly fragmented across the university.
“Applicant Recruiting, Learning and Development, Performance Management, On Boarding/Out Processing, Leave Administration, and I-9 processing are the most fragme…”
3.9:1
NMSU’s HR function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by an average staff to manager ratio of 3.9:1, which is below the leading class benchmark range of 8:1-12:1
“HR’s SoC is an inverted pyramid instead of leading class pyramid which has increasing SoC at lower levels of the organization”
16.40
The Procurement function is largely decentralized with the majority of Procurement processes highly fragmented across the University.
“>85% of Procurement processes are highly fragmented with Procurement work being performed across campus”
3:1
NMSU’s Procurement function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a low average staff to manager ratio of 3:1.
“Procurement's average SoC is lower than leading class and should be assessed to determine whether the current number of managers is appropriate to oversee the P…”
50%
The IT function is a hybrid between centralized and decentralized; half of its processes are highly fragmented across the university.
“50% of IT processes are highly fragmented with IT work being performed across campus”
4.7
NMSU’s IT function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio of 4.7:1
“IT'S average SoC (4.7) is lower than leading class of 8.0 to 12.0”
190.49
Where decentralized units perform work to support centralized Functional areas (HR, Fin), there is an opportunity to transition portions of this work into a shared services model
“The decentralized units reporting the largest % of FTEs in Gen Admin processes are the Colleges and Cooperative Extension Service. Their work in HR and Finance …”
27.12
Within the Finance function, five processes are highly fragmented across the university.
“General Accounting, Departmental level Budgeting, Accounts Receivable, Accounts Payable and Travel Expense Processing, while highly transactional, are the most …”
3:1
NMSU's Finance function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by six levels of managers and staff to manager ratio of 3:1, which is below the standard range of 8:1 to 12:1.
“Finance's SoC is an inverted pyramid instead of leading class pyramid which has increasing SoC at lower levels of the organization”
38.48
While the Student Administrative Services function is largely centralized, seven processes are highly fragmented across the university.
“Advise Students, Coordinate Student Employment, Enroll Students, Coordinate Crisis Response and Behavioral Intervention, Oversee Student Conduct, Manage Classro…”
4.1:1
NMSU’s Student Affairs and Enrollment Division has opportunities to improve SoC and possibly reduce its number of managers as indicated by an average staff to manager ratio of 4.1:1, which is below the range of the standard range of 8:1-12:1.
“Student Affairs and Enrollment Management SoC is an inverted pyramid instead of leading class pyramid which has increasing SoC at lower levels of the organizati…”
263.13
The Facility Services function is mostly centralized and there is little fragmentation across the university.
“Fragmentation is minimal within Facility Services; “Perform Maintenance” and “Manage Grounds” account for the largest distribution and fragmentation of staff pe…”
7.8
NMSU's Facility Service Division has opportunities to improve Span of Control (SoC) as indicated by it's top level of management having 10 direct reports.
“Excluding the top layer of Facility Services management, the SoC is a pyramid that has increasing span of Control at lower levels of the organization.”
6.58
Most Advancement processes are centralized in the Advancement division; however, there are processes that are highly fragmented across NMSU divisions.
“There are five fragmented processes in the Advancement function: Coordinate Event Planning and Manage Relations with External Organizations and/or Individuals, …”
142
While the majority of CUR processes are mainly conducted centrally, one process is highly fragmented across the university.
“Plan and Execute Communications is highly fragmented across the university.”
3.7:1
NMSU’s Communications Division has opportunities to improve Span of Control (SoC) as indicated by a low average staff to manager ratio of 3.7:1, compared to leading class SoC of 8:1 to 12:1.
“The Communications Division SoC is an inverted pyramid instead of leading class pyramid which has increasing SoC at lower levels of the organization.”
353
Excluding Oversee Government Relations and Oversee Legal Operations, which are primarily completed by the President’s Office, all of OM processes are highly fragmented.
“4 of the 6 Operations Management Processes—Manage Functions or Operations, Direct Departments or Division, Perform Strategic Planning, and Support Accreditation…”
144
All of the Educational Program Functions, except Provide Library Services, have a high number of people completing a small amount of EP work.
“Excluding Provide Library Services, each of the processes has a high number of people completing a small amount of EP work, resulting in a low FTE equivalent.”
3.8:1
NMSU's Auxiliary function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio of 3.8:1, which is lower than leading class spans of 8:1 to 12:1.
“NMSU's Auxiliary function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio…”
-3.5%
The industry also faces dramatic capital and operating costs escalations
-3.5% p.a.
The McKinsey Mining Productivity Index reveals that mining productivity globally has declined 3.5% p.a. over the past decade
“Between 2004 and 2013, global mining productivity has fallen ~30%, or 3.5% p.a., even after accounting for geological degradation”
2
Dispersed accountability and sub-optimal inventory management structure
“The NYCHA-BCG team identified significant room for improvement, as NYCHA spent nearly $5M to manage $5M of active inventory with a little over 2 turns in 2010.”
5%
“Despite 94% of people saying they are ready to learn new skills to work with gen AI, only 5% of organizations are actively reskilling their workforce at scale.”
76%
“In a previous global survey of more than 5,000 individuals, Accenture research showed that 76% of employees with disabilities do not fully disclose their disabi…”
15%
“Less than 15% of respondents agree that their employees are ready for an Agile way of working”
1,977
5,000
“Compared to regional & global benchmarks however, Lebanon still lags far behind Poland, Egypt & Morocco that have managed to generate ~200k, 90k and 100k jobs i…”
46.57
“Only ~43% of FTEs completing procurement work are located in the Procurement and the Finance Divisions.”
7.05
“Outside of the first two processes, the Colleges account for less than 2 FTEs for all other processes. Given that these processes, in most cases, are distribute…”
58%
“A "center of excellence" approach may best leverage central capabilities but preserve unit ownership.”
0.7
“Human resources processes and capabilities should be aligned to the strategic plan and it's goals for Syracuse's talent management and culture.”
142
“Shared services or centers of excellence can increase effectiveness (better leveraging expertise and specialized capabilities) and reduce cost (centralize admin…”
$384,000