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 survey_sentiment
· clear
Where in the narrative
| analyze_data | 741 |
| establish_context | 157 |
| diagnose | 76 |
| appendix | 72 |
| benchmark_peers | 57 |
| frame_problem | 51 |
| decompose_segments | 23 |
| illustrate_case | 21 |
| recommend | 18 |
| present_framework | 11 |
| quantify_impact | 8 |
| front_matter | 8 |
Number shape
| percent | 967 |
| plain | 290 |
| multiplier | 6 |
| money | 2 |
| other | 1 |
80 examples
showing first 801.4
This investment will need to happen in an environment of still-elevated borrowing costs and shifting trade policies, underscoring the importance of effective capital planning
“US trade policy uncertainty is second-highest on record, only slightly below levels seen in 2018-2019 (China trade war and tariff threats on Mexico)”
~42%
Capex plans in the US are gaining traction as business leaders report optimism related to technology innovations and a friendlier corporate tax and regulatory environment
“Strong domestic capex opportunities are emerging for companies of all sizes”
47% (US) vs 26% (EU)
European capex growth faces more of a challenge as firms prioritize replacement over expansion, constrained by financing costs, economic uncertainty, and regulatory hurdles
“Recent capital formation has been driven primarily by government, as corporate and household investment growth remains subdued”
100
Global consumer sentiment remains largely pessimistic, especially in the US, China and Japan, while optimism in Brazil remains high
“Net positive sentiment / Net negative sentiment”
62%
Are there others in this space? Why shouldn't customers turn to an e-commerce provider or a device manufacturer for these offerings? Because as our research confirms, customers prefer CSPs (see Figure 7).
“Because as our research confirms, customers prefer CSPs (see Figure 7).”
87%
India, Indonesia, and China lead AI adoption, with over 87% of respondents saying they are regular users
60%
APAC shows stronger optimism toward AI and its future than global peers, with varying degrees of emotion felt across markets
“China is the most optimistic, while Japan shows less optimism than the other markets (% of respondents)”
74%
GenAI is primarily used for administrative, writing, and creative tasks, with some variation by market
52%
APAC employees report higher fears of job loss than global peers
“52% of respondents fear losing their jobs—and this fear exists across all job levels”
55%
Despite strong GenAI adoption, concerns over job displacement mean that addressing workforce sentiment is essential
“While adoption is stronger in APAC (+6pp), employees also report higher fear of job loss than global peers (+11pp)”
51%
Clear leadership support creates stronger adoption, higher optimism, and greater job security among frontline employees
46
Lack of human oversight, misaligned values, and risk of bias are seen as key barriers to using AI agents
“Lack of human oversight, misaligned values, and risk of bias are seen as key barriers to using AI agents”
36%
Companies face rising shadow AI usage—and accompanying security risks
“Informal usage may make organizations susceptible to accompanying security and non-compliance risks”
58%
Companies should formalize access and governance to mitigate the risks posed by the 58% currently adopting tools unofficially
“Employees across all roles are most likely to bypass restrictions, which could pose security risks”
100
Consumer confidence, however, continues to take a hit from heightened economic and geopolitical uncertainty, suggesting further moderation in spending is on the horizon
“Net positive sentiment / Net negative sentiment”
43.7%
European consumers indicate strong willingness to shift away from US products if the EU imposes retaliatory tariffs—driven more by preference/solidarity than price sensitivity
“US companies should reassess pricing strategies in European market, recognizing that the primary challenge appears to be reputational, with preference-driven su…”
~47
In the US, consumer sentiment has deteriorated drastically in recent months as households report concerns about policy uncertainty leading to weaker financial conditions
20%
Large businesses in the US are showing signs of more cautious capex intentions for the next 6 months, while small business capex plans have fallen sharply since Q4 2024
41%
Top-quartile companies are 2X more likely to access next generation technologies early via large ecosystems
“Action items: CIOs and CEOs/CSOs must work as equal partners in selecting and leveraging major ecosystems to integrate next-generation technologies.”
N=1,500
A high degree of correlation among layers in a digital core means improving capability in an area improves the capabilities of adjacent ones.
“A high degree of correlation among layers in a digital core means improving capability in an area improves the capabilities of adjacent ones.”
>85%
AI will reshape the engineering function, eliminating some roles, creating new ones, and redefining skill sets – upskilling is essential
“Expectations to learn new technical skills, but also "softer" ways of work”
4.3/5
We unlock the power of tech and create value for our clients...
“85% of the 200 largest public companies on the Forbes Global 2000 list are our clients.”
58%
Survey results on use case prioritization aligns with CRO expectation in October 2023
52%
Leadership at majority of the institutions are positioning GenAI as a priority
“52% of institutions position Gen AI adoption as a priority.”
~52%
Collaborate for supply chain resilience
“Both OEMs and MRO players are deepening supplier partnerships by focusing on long-term agreements, integrated supply chain platforms and strategic alliances for…”
~45%
Rethink operations for agility and cost control
“Companies with MRO operations are prioritizing cost control, parts availability, workforce upskilling and end-to-end solutions over the next two years”
~55%
Accelerate digital adoption to unlock efficiency
“AI powered-predictive maintenance is an area where adoption is expected to surge over the next two years”
41%
Navigating uncertainty: supply chain management
“Uncertainty is no longer a temporary disruption – it's a defining feature of the business landscape that's prompting UK companies to rethink long-held strategie…”
49,300
Enter the drivers of advocacy
“Reassure me. Remember me. Delight me. Reward me. These are the things customers are missing. The things that can turn people who are merely satisfied with their…”
53%
Leaders are increasingly aware of AI's impact on cybersecurity
“53% of respondents rank AI cyber threats as a top-three risk”
43%
Respondents recognize that AI-powered cyber attacks will evolve
72%
Regulatory uncertainty is also slowing progress
4.2/5
We help the leaders of today and tomorrow deliver on their ambitions...
“85% of the 200 largest public companies on the Forbes Global 2000 list are our clients.”
66%
AI risks that companies must navigate
67%
Optimism around AI agents is consistent across geographies
64%
Executives see talent and AI as complementary
44%
Singapore and Japan lead in AI/GenAI upskilling; Brazil and Italy are falling behind
7%
Corporate climate reporting appears to be stalling
1,924
We surveyed 1,924 executives across multiple countries and sectors
38%
Figure 1: Data concerns and lack of skills emerge as top challenges
45%
The first phase: Enable
“Figure 2: Leadership goals for AI adoption focus heavily on operational gains rather than strategic value”
47%
AI maturity deepens focus on operational gains, with strategic goals lagging behind
75%
European bank boosts customer insight analysis for product development with AI
“The use of Gen AI reduced the survey data analysis time by 75 percent, and reduced manual errors by 5 percent.”
+9 pp
Private companies continue to make more progress in establishing decarbonization strategies than in committing to long-term net zero paths
38%
Larger portfolio companies, those based in Europe, and those later in ownership are more likely to have decarbonization strategies
27%
Sector adoption of decarbonization strategies varies, with higher adoption in sectors with more commercial pressure to decarbonize
“Portfolio companies in capital-intensive sectors with higher emissions, greater materiality, and regulatory scrutiny (e.g., resource transformation, extractives…”
+16 pp
Private equity is increasingly focused on the employee value proposition, with key linkage identified between injuries and employee satisfaction
“Employees who work for private companies with safer work environments tend to be more satisfied”
36%
As AI goes mainstream, confidence is rising and concerns are falling
“As AI goes mainstream, confidence is rising and concerns are falling”
72%
Employees in the Global South show higher adoption of AI tools
41%
Countries with high usage also have highest fear of job loss
“The three countries with the highest share of GenAI regular users”
47%
Only one-third receives guidance on how to reallocate this time, muting the impact
“Time savings reallocated to very diverse tasks”
54%
Without the right tools, companies face rising shadow AI usage—and the accompanying security risks
“GenZ and Millennials are most likely to bypass restrictions”
25%
Leadership support matters—but only 25% of frontline employees experience it
“Leadership support matters—but only 25% of frontline employees experience it”
50%
Half of respondents say their company is redesigning end-to-end workflows
“According to BCG studies, companies that create the most value with AI focus 80% of their investment on Reshape and Invent, in a few core processes”
50%
Financial services and tech are leading the pack on workflow redesign
+26pp
Companies redesigning their workflows invest more in the people transformation—and it pays off
46%
Employees in companies reshaping their workflows feel most vulnerable to job loss—reinforcing the need for clear communication and proper upskilling
“+12pp”
18%
Brazil, India, Spain, and the US are at the forefront of using AI agents
71%
When employees are more familiar with AI agents, they see them as a valuable tool rather than a threat
US ~62
Global consumer sentiment has fallen sharply in April, particularly in the US, amid tariff policy uncertainty and concerns around renewed inflation
“Net positive sentiment / Net negative sentiment (split at index = 100)”
54%
Commercial banks prioritize improving digital hygiene to reduce costs, improve operations, and elevate customer experience
“Which of the following statements best represent the primary value delivered by your service provider today and in the next two years?”
47%
Large volumes of scattered data and an overload of technology and partner choices contribute to deal complexity.
62%
Majority of organizations prefer partnerships with solution providers to deploy AI agents
“Most (62%) prefer to partner with solution providers, such as Salesforce, SAP, and ServiceNow, and system integrators to implement or tailor AI agents that are …”
55%
Over half of organizations prefer consumption-based pricing for AI models within AI agents
“Consumption-based, platform-based, and license-based models are the preferred pricing models among organizations for agentic AI solutions.”
58%
Business functions in which organizations expect AI agents to manage at least one process or sub-process daily
“Within the next three years, a large majority of organizations will have AI agents deployed in customer service, IT, and sales.”
51%
Few organizations are actively mitigating the risk of implementing agentic AI
“In a recent survey, nearly 48% of respondents expressed concern about the ethical implications of deploying AI agents.”
41%
A new hybrid workforce is emerging
“In 12 months' time, we expect over 60% of organizations to have human-agent teams in which AI agents serve as subordinates/tools or enhancements to human capabi…”
74%
Seamless human-agent collaboration elevates business outcomes
“Three-quarters of organizations believe that benefits of adding human oversight to AI agent-driven tasks will outweigh costs.”
61%
The workforce is concerned about AI agents' impact on jobs
“This highlights that getting the right human-agent collaboration is crucial to stability.”
52%
Demonstrated accuracy and transparency into all actions of AI agents are top factors that could improve trust
50%
Incumbents under strain: When strength becomes inertia
“Industry executives admit that traditional primes struggle to respond quickly to fast-changing requirements.”
58%
New entrants: Fast, focused—and facing headwinds
“Executives highlight several key strengths that give new entrants an edge (Figure 4).”
65%
Strategic friction: How incumbents maintain the advantage
“Despite all the buzz about disruptive startups and changing requirements, the reality today is that the biggest defense programs still overwhelmingly flow to th…”
75%
Unlocking profitability: the essential role of RevOps
“By 2026, 75% of the highest-growth companies are expected to have adopted a RevOps model, up from less than 30% today.”
17%
Pressure is easing in France: 17% of companies are under transformation pressure, of which 5% face more severe (restructuring) pressure; overall stress down slightly from 2024
“About 5% of French companies under significant restructuring pressure”
34%
What distinguishes front-runners from fast-followers is their relative aptitude at deploying and scaling strategic bets.
“The front-runners have scaled 34% of their strategic bets, on average.”
68%
Clients are driving industry change
“The most important disruptor in the industry today is the client.”
60%
Technology is redefining the role of the advisor
“60% of Gen Y and Z investors do not expect to use an advisor by 2030 due to advances in technology.”
80%
...and deliver them through mobile apps and video meetings
“Unfortunately, investment providers are out of step with their customers, not focusing enough on mobile apps and underestimating the appeal of virtual meetings.”
42%
Hyper-personalization will be a prerequisite
“Personalization creates stickiness and differentiation. You're not just an asset manager meeting quarterly to talk about markets and performance, you understand…”