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 frame_problem
· 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 |
51 examples
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”
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”
66%
AI risks that companies must navigate
38%
Figure 1: Data concerns and lack of skills emerge as top challenges
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”
52%
A new playing field is emerging
“Providers anticipate seismic shifts.”
41%
Dissatisfaction with fees is growing
“Only 41% of investors are happy with the fees they pay and just over a third with their advisor's fee structures.”
38%
Moving towards a GenAI-driven organization is hard – and scaling is the most challenging part
“38% stalled during scaling”
84%
Investors want financially healthy companies to invest in securing long-term advantage, while also delivering on short-term expectations
“Investors expect companies to deliver the best of both worlds by simultaneously investing for longer-term growth and fully delivering on near-term guidance and …”
66%
However, most organizations are not doing enough to realize the benefits of the technology.
“66% of executives are ambivalent or outright dissatisfied with their organization's progress on AI and generative AI so far.”
90%
90% are either waiting for GenAI to move beyond the hype or experimenting in small ways.
“That's not an option with generative AI.”
75%
True-Luxury consumers are spending more, exhibiting evolving patterns and shifting priorities towards more mindful and wellbeing-centric behavior
“True-Luxury Consumers have higher standards and a more discerning mindset about spending behavior.”
50%
Top 10 trends CEOs should stay ahead of (II/IV) – Shifting consumer preferences
“While functional issues are often in the forefront for both brands and customers, solving only functional tablestakes, will not allow brands to deliver a true l…”
50%
Top 10 trends CEOs should stay ahead of (II/IV) – Shifting consumer preferences
“While functional issues are often in the forefront for both brands and customers, solving only functional tablestakes, will not allow brands to deliver a true l…”
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.”
3x
Digital discovery is on the upswing, even in LTV...
“Influence of digital significantly higher for OTT and Movie Studios”
48%
~50% viewers engage with content – and 35–50% of this occurs digitally across verticals...
“Digital engagement significant even for LTV”
21%
Just 21% of companies are fully leveraging technology to shape their business strategy.
“Being tech-forward is a fragile state. Maintaining a tech-forward approach can be a challenge as the group of leaders shifts over time.”
6%
Taking bold action for equitable outcomes
“only 6% vs 20% strongly agree that an inclusive environment for employees has been created in their organizations”
75%
Investors want companies to reshape their business portfolios and proactively mitigate activism risks
“Investors that believe exiting or divesting lines of business should be considered to strengthen the overall company in the current market environment.”
49%
The UK has the highest proportion of deskless workers at risk of quitting
57%
Beyond pay, employers need to focus on building trust and creating a sustainable people experience
“This is significant, as research has consistently shown trust to be the ultimate currency in business, and is likely to bring employee advocacy.”
56%
Deskless workers have several key complaints about their roles
45%
Talent development, with a focus on attraction and retention programmes, is a key success factor for African companies...
“Creation of in-house Universities and partnership with training experts (45%) help companies to maintain their attractiveness and competitiveness in their marke…”
50%
A slow economic recovery from COVID-19 could have a significant impact on customer hardship
“A longer term recession as a result of COVID-19 could lead to much higher increases in hardship customer volumes and cause further financial stress on water uti…”
23%
Less than 25% of frontline employee respondents felt very well informed, connected or listened to during their change program
“We typically think we are doing better at employee engagement than we are”
67%
Digital is powerful, but in times of change people still want to talk to a person
“67% of frontline employees still prefer in-person channels for engagement during change programs.”
66%
The good news is that change is expected - the bad, that managers are in need of guidance to change
“Good intentions but little action ... potentially due to poor L&D offering”
80%
80% of managers and employees consider "management" is harder than before
34%
Skilled labor shortage could hamper innovation
“In fact, beyond capital and financial limitations, a lack of skilled labor is one of the primary hurdles preventing manufacturers from implementing additional a…”
45%
IoT faces cybersecurity, workforce shortage hurdles
“It's not unexpected that cybersecurity is a top consideration among firms when considering commercializing IoT-enabled products.”
62
Consumer Durables: Shoppers deterred by service/repair concerns
36%
The Lack of Well-Defined Milestones with Clear Impact Metrics Has Killed Many Change Initiatives
75%
Agency issues appear to be a significant barrier in the commercial sector
“More than 60% of UK commercial organisations face an agency issue.”
92%
“58% of executives admit that flaws in their foundational enterprise IT systems disrupt business-as-usual on a weekly basis.”
36%
57%
“Data security vulnerabilities, cited by 57% of respondents, represent the most significant barrier to AI adoption in finance.”
59%
“More companies have concerns about genAI than traditional AI. Copyright and IP (44 percent), cybersecurity (59 percent), data privacy (55 percent), and hallucin…”
46%
“Third-party risks are especially important as more firms look to ecosystem strategies and embedded insurance partnerships to boost growth.”
32%
“The brands that are willing to share their voice with select others are the ones that could potentially generate a stronger brand community.”
58%
69%
“Digital tools and virtual settings are gaining prominence in M&A, with mutually reinforcing effects that have the potential to speed and alter the process.”
48%
“Price consciousness is driving consumers to lower-priced brands and retailers.”
50%
65%
“65% of consumers agree that sustainability is important to them when purchasing consumer and home electronics, but the marginal willingness to pay is highly dif…”
20%
2/3
“Agile ways of working are here to stay and have reached substantial maturity. Even so, there is still a way to go in developing business agility with clear busi…”
79%
81%