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
· function diagnose
· 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 |
76 examples
>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”
47%
Large volumes of scattered data and an overload of technology and partner choices contribute to deal complexity.
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.”
50%
Incumbents under strain: When strength becomes inertia
“Industry executives admit that traditional primes struggle to respond quickly to fast-changing requirements.”
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…”
78%
Building a data spine is the first step to leverage the true potential of the AADA quadfecta
63%
Regardless of entry option, provider organizations must differentiate themselves as a partner of choice to physicians and ASCs in pursuing an ASC strategy
46%
Market competition and legacy technology are the most likely to be considered major or very major barriers to increasing productivity according to respondents.
70%
Poly-crisis requires a holistic turnaround program – Currently, chemical players focus on cost elements and an increase in efficiency
“Rigor of planned measures in the chemical industry is high – Focus on cost efficiency measures to secure cash”
39%
Most ASC pain points have declined since 2020 as ASCs continue to mature and professionalize
“Key operational pain points have decreased in significance since 2020 as ASCs have continued to professionalize”
40%
Intensifying demands from highly skilled workers
“Highly skilled workers are motivated by better pay and career opportunities that align with their skills.”
~2x
Jobs that require highly skilled workers to manifest their creativity are the most engaging and satisfying
“This sense of agency corresponds to nearly a two-fold uplift in job satisfaction.”
+18
Customer satisfaction: positive but shallow
“82% of consumers aged 18-24 acquired a financial services product from a new provider in the past 12 months, compared with 34% of those aged over 65.”
44%
...yet customers are still not happy
“Less than half of Luxury consumers are truly satisfied with their overall experience and feel it was above expectations.”
59%
The shackles of legacy technology
“Close to six out of 10 banking and payments executives across all markets agreed that their organization struggles with slow provisioning of new payments soluti…”
50%
Dissatisfied clients are looking to switch payments providers
“Half of commercial payments clients that are dissatisfied with their current receivables provider said they are very likely to switch to another; 46% said the s…”
63%
Value-added services: the missed opportunity in commercial payments
“Incumbents ranked accuracy, security and speed of transaction as the attributes that are most important to their commercial clients. This lines up with the top …”
29%
Human factors pose some of the biggest barriers to delivering reinvention strategies
43%
Investors highlight an unclear growth strategy, a lack of management credibility, and high leverage as the most common causes of trapped value
“The three most important reasons for trapped value reflect fundamental concerns about companies' medium- to longer-term outlook, and they are under the control …”
61%
Consumers intend to spend more on wellness, however affordability is a barrier
“Action gap driven by affordability”
80%
...viewers are influenced by digital, but supply is a constraint
“LTV players should invest in ideating, creating and sharing digital-forward content to tap into this existing demand”
64%
A staggering 64% of surveyed companies face significant risks across various domains due to network deficiencies.
“These factors can result in the bulk of networks underperforming and contributing neither to innovation nor to resilience.”
75%
Patient privacy, administrative burden and staff shortages are top concerns for hospitals
“Administrative load and shortage of staff has increased as a concern, potentially as hospitals start to implement solutions and directly feel the effects of the…”
43.4%
Current state of digital marketing activities/practices: Where marketers can improve
34.6%
Other opportunities crowding out DE&I is biggest DE&I barrier
“Companies with fewer than 50 employees are the least likely to experience other opportunities crowding out DE&I or not dedicating enough time to envision DE&I o…”
43%
However, there remain gaps in harnessing increased workforce optimism
“While 43% of respondents report appointing a leader responsible for effective human and AI collaboration, concrete actions are lagging.”
48%
With increasing digital adoption, concerns around patient privacy, staff readiness to adopt digital solutions in addition to required implementation budgets are some of the main concerns
79%
Global talent mobility professionals rank the top immigration challenges as:
“Staying informed of global disruptors through government and immigration counsel sources and proactively messaging the impacts on immigration-related activities…”
12%
Additional analysis: Not all employees have a positive view about new ways of working and productivity
“Of the above 12% respondents, the following are least likely to have a positive view that a new mix of onsite and remote work will increase productivity.”
48%
There is a tendency to mandate Agile top-down without a clear direction of the why
“Still, many organizations are doing Agile instead of exhibiting agility. This indicates a cult-like behavior where Agile practices are pursued for the sake of A…”
60%
Travel & Tourism most affected by the crisis
“Travel & Tourism most affected by the crisis”
88%
AMONG THOSE WHO ARE SWITCHING, ~88% ARE SHIFTING SINCE EXPERIENCES PROVIDE GREATER SATISFACTION AND EXCLUSIVITY
“Compared to 2/3 years ago why do you feel that you are buying fewer personal products and more experiences? (Pre-Covid Survey)”
68% vs 36%
This year, we found that leaders say a culture of equality is important, and they think their organizations are inclusive.
“But employees feel very differently.”
23
Common operational challenges: complex investments, data management and legacy technology
“The three operational challenges most frequently cited by respondents are related to supporting complex investments, data management and addressing the limits o…”
1/3
Managers currently spend very limited time with customers or developing themselves... >1/3 of their time spent on reporting and cross-silo coordination
“When asked how they would ideally like to spend their time, managers only marginally move the needle (reallocating <4h in their work week) highlighting lack of …”
13%
About a year after raising money, only a small portion of ICO-funded start-ups have progressed towards working product offerings.
“Our survey found companies that have made meaningful progress toward working products only increased by 13% in 2018. 71% have no offering in the market at all.”
48%
Top 3 barriers affecting negatively the performance of the HR function
37%
The power sector clearly stands out as the single greatest obstacle to the industrial sector
“Private sector has hit a wall on infrastructure... growth cannot happen with the current infrastructure”
97%
Despite Lebanon’s strong human capital base, access to technical & digital talent has been hindering the development of the sector
“Most entrepreneurs cite lack of Lebanese talent with needed skills as a major bottleneck”
20%
Several key regulatory requirements and government incentives were identified
40%
Cultural issues are seen as the main barriers to agility but...
“Cultural issues are seen as the main barriers to agility but...”
64%
Travel: Airlines- Trust and onsite payment stated to be key reasons for buying offline
51%
Financial Services: Offline investors prefer agents for simplicity
78
Yet, most companies are measuring quantity metrics of MSL activities than quality or impact metrics
“What are the quality and impact metrics that are representative of Medical performance in Japan?”
43%
U.S. NON MINORITY WOMEN SAY WE CAN DO BETTER IN THE AREA OF STRATEGIC INTENT
“Strategic Intent - Inclusion and diversity is integrated in overall company growth strategy and communicated throughout organization.”
1.746
... Da de fleste kursusdeltagere er i operative funktioner
“...Hvilket underbygger hypotesen om, at potentialet er svært realiserbart”
01
Unaligned contractual structures and inadequate design processes highlighted in survey as top reasons for weak productivity
“Design processes and investment are inadequate (01) and Contractual structures and incentives are misaligned (02) are identified as the top two drivers of weak …”
80%
Many agree the Syracuse University must change in order to be successful
50%
Government social spending is 6% of GDP but half of it does not benefit the people
“If subsidy delivery nationwide was as effective as in India’s best performing states, 85 million more people would be above the official poverty line”
65%
Time constraints and lack of awareness impede adoption, while efficacy and quality could be major accelerators
30%
High transaction costs on small deals act as a significant barrier
“Transaction costs for small deals are really high and generally outweigh the benefits.”
59%
“A European utilities client needs five times more electricity transmission specialists in the next 12 months for technical assurance, to respond to a fourfold i…”
<4%
“While 28% of CEOs see themselves as responsible for redefining jobs and roles impacted by gen AI, only 5% of their C-suite peers agree.”
48%
“AI maturity deepens focus on operational gains, with strategic goals lagging behind.”
50%
“In early 2025, Ukraine tapped Helsing to deliver 6,000 AI-guided "software-defined" drones. The company harnessed existing commercial drone hardware and its own…”
58%
“The upshot is that building trust is just as crucial as solving technical issues.”
74%
“Factories will need a highly skilled workforce, albeit skilled differently.”
66%
“But poor and inconsistent data quality is the main cause.”
47%
“Some of the surveyed organizations were already actively managing generative AI implementation risks through actions such as monitoring regulatory requirements …”
49%
“Engaged as they are in transformation efforts, CROs should ask whether the business considers strategic risk in keeping up with the highly dynamic market.”
60%
“Our research shows that the top internal roadblocks that CSPs face on their path to IT transformation are enterprise-wide change implementation, budget constrai…”
62%
“Our research also highlighted that 62% of respondents in Growth Markets are held back from improving interoperability because they struggle to align their appli…”
75
“Organizations are worried about application risks, talent and knowledge acquisition and technology selection. They are likely to seek guidance on right ways to …”
60%
“60% of respondents in our study are held back from improving interoperability because they struggle to align their application strategy with overall business go…”
44%
“Budget inadequacy is an issue.”
64%
“20% of respondents have indicated that they are planning to implement new technologies, taking more a wait and see approach until some new technologies reach ma…”
83%
“In the last year, inflationary pressures have prompted central banks to revise their monetary policies, adding volatility on the global FX markets.”
35%
“Managing these risks can have a major impact on an organization's AI efforts. In fact, 50% of respondents cited management of AI-related risks as one of the top…”
57%
“About 57% of respondents said they lack strong service capabilities”
58%
“Strivers and Traditionalists are hindered by poor investment focus and inadequate service management practices.”
17%
73%
“Executives recognize the challenge—and are keen to deliver for all stakeholders”
21%
“While leaders think culture is important, most of them are not prioritizing it. Just 21 percent identify culture as a top priority, and only 23 percent have set…”
56%
“56% of respondents do not agree that their architecture and tooling support Continuous Delivery”
32%
“Increased transparency in decision making and consistency of communication about major decisions would help enhance culture of trust”
211
“211 managers (30%) have only 1 direct report”