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 other
· function present_framework
· clear
Where in the narrative
| analyze_data | 748 |
| establish_context | 270 |
| illustrate_case | 205 |
| diagnose | 153 |
| benchmark_peers | 115 |
| frame_problem | 108 |
| recommend | 98 |
| quantify_impact | 69 |
| size_opportunity | 51 |
| decompose_segments | 32 |
| present_framework | 28 |
| appendix | 27 |
Number shape
| percent | 1032 |
| plain | 727 |
| money | 145 |
| multiplier | 51 |
| other | 10 |
28 examples
35,000+
Artificial intelligence with generative and agentic AI – navigating the defining transformation of our time
“The Resonance AI Framework by Capgemini provides a sequential approach to the conceptualization, structuring and implementation of successful AI-driven transfor…”
65%
In a gen AI-enabled future, learning must be accelerated and scaled in the flow of work
“Over 65% of executives we surveyed admit they lack the technological expertise required for gen AI-led transformation.”
75%
NBN Co’s Social Impact Approach aims to measure wellbeing effects across five domains and overall
“The research found that the nbn network is having a positive impact on individual wellbeing.”
£2.0bn
INDIRECT LENDING AND GUARANTEES: THE BBB OFFERS A SPECTRUM OF GUARANTEES, FROM PORTFOLIO TO SINGLE NAME, WITH AND WITHOUT 1ST LOSS RETENTION
“The BBB has three main guarantee programs, addressing different failures/policy goals”
31
Figure 2: Our study measured maturity across 31 capabilities that enable resiliency in engineering, supply, production and operations. The highlighted capabilities represent the most important areas where companies should prioritize investment.
“The highlighted capabilities represent the most important areas where companies should prioritize investment.”
14
The GenAI solution we developed analyses call transcripts on three parts: 'soft skills', 'hard skills' and 'red & gold flags'
42%
When making a foray into niche tech-propelled markets, these companies adopt a lens that is simultaneously much wider and sharply focused on:
“Only 42% of large companies measure societal value today.”
8
To unlock key opportunities in the industry, ecosystem actors need to know their role and collaborate across the value chain
“Key opportunities: Construction (3/3)”
51%
We found that five practices—a mix of hard and soft levers—are present in large part across Pacesetters, and far less common in Stragglers (Figure 4)
“Pacesetters manage innovation by adopting a mix of five practices that work in unison to hardwire the enterprise for innovation.”
67%
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”
800k
800k positions with dedicated training needs
40
To make equality a reality, it has to be a priority.
“In 2018, we identified 40 factors [see appendix for full list] that are proven to influence advancement, and we organized them into three pillars”
95%
To execute the strategy and unleash the energy in your organization, ensure that the top team is set up to deliver on the SDG strategy
“Our Top Team Effectiveness assessment evaluates team behaviors and priorities across 7 elements”
50%
To ensure that the SDG strategy becomes an ingrained part of the organization, frequently assess the 9 dimensions of organizational health
“Making the new sustainability strategy an integral part of your company culture is challenging – infamously "culture eats strategy"”
10
FIGURE 2: ROLE CLUSTERS OFFER A UNIQUE LENS ON EVOLVING WORK PATTERNS
“Our analysis reveals how tasks have shifted between 2008 and 2017. Consider the Physical Services cluster: Retail cashiers used to stock shelves and price items…”
9
Exhibit 4 | Messages About Change Usually Do Not "Take" Until They Have Been Communicated Multiple Times
“Messages About Change Usually Do Not "Take" Until They Have Been Communicated Multiple Times”
68%
Our evaluation carefully considered the interactions between the different pieces of the CTP ...
“While drayage is a small part (usually <10%) of total shipping costs, increases in drayage costs can cause diversion, especially for the 68% of container moves …”
1,500
“Leading companies adopt these at a rate two times higher than others.”
25%
“Distinguishing service provider characteristics”
14%
“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 t…”
58%
“KPMG’s AI Maturity Assessment Tool: How does your organization measure up?”
52%
two months
“Driven by these changes, the continuous (re)evaluation of strategic choices is now at the center. Strategy and execution are synchronized.”
1.6x
“Corporate Reinventors report delivering 1.6x more financial value in the first six months of their program”
6
“FP&A teams with agility have a variety of distinct, yet complementary skills”
27%
4.2x
“The peak multiplier impact of applying each of the four levers to achieve future-ready operations maturity”
4,000
“These digital themes and initiatives provide a framework for us to calculate the potential value that digital transformation in the electricity industry could d…”