BCG · consulting-deck
Budgetanalyse af Forsvaret 2017
190 pages · 5 arc beats · 24 loops
Budgetanalyse af Forsvaret 2017
BCG arc beats above · slides in the middle · loops below · scroll → 24 LOOPS
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Deck intelligence map
5 coverage by narrative range · generated from this deck JSON
Narrative range 135 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Situation & Context 4 slides 100% 4/4 slides 100% 4/4 slides · 25 hits 50% 2/4 slides 50% 2/4 slides · 5 hits 50% 2/4 slides · 3 hits 100% 4/4 slides · 5 hits 100% 4/4 slides Problem & Complication 3 slides 100% 3/3 slides 100% 3/3 slides · 18 hits 66.7% 2/3 slides 100% 3/3 slides · 11 hits 33.3% 1/3 slides · 2 hits 100% 3/3 slides · 6 hits 100% 3/3 slides Solution & Approach 14 slides 100% 14/14 slides 100% 14/14 slides · 74 hits 7.1% 1/14 slides 71.4% 10/14 slides · 17 hits 42.9% 6/14 slides · 8 hits 100% 14/14 slides · 17 hits 78.6% 11/14 slides Evidence & Proof 92 slides 100% 92/92 slides 100% 92/92 slides · 455 hits 72.8% 67/92 slides 69.6% 64/92 slides · 84 hits 4.3% 4/92 slides 100% 92/92 slides · 184 hits 92.4% 85/92 slides Impact & Next Steps 22 slides 100% 22/22 slides 100% 22/22 slides · 121 hits 72.7% 16/22 slides 81.8% 18/22 slides · 26 hits — 0/22 slides
100% 22/22 slides · 44 hits 59.1% 13/22 slides Slide inventory
190 every slide · same image gating as the playbook
01
The slide includes a black box indicating redaction of sensitive information.front_matter
03
The slide details the scope of a 2017 budget analysis, setting specific annual savings targets of 600m, 250m, and 100m DKK respectively.establish_context
04
The slide uses a custom organizational chart overlay to map workstreams (1-4) to specific departments and functions.present_framework
05
The slide details the steering groups (styregrupper) for four different workstreams (spor) and the involvement of various Danish defense and government entitiessummarize
06
The chart shows the breakdown of the 21.4 billion DKK budget into operational (VFK) and support structures, excluding certain agencies.establish_context
07
The slide outlines the total financial potential, the range of uncertainty, risk assessment, and the quality assurance process involving a dedicated economic wosummarize
08
Includes a green circle highlight around the 2022 total net potential figure.quantify_impact
09
The slide outlines 8 key levers derived from 45 efficiency proposals.present_solution
10
The slide uses a checkmark matrix to show which levers apply to which operational areas.present_framework
11
The slide uses a checkmark matrix to show which initiatives address which optimization levers.prioritize
12
The slide uses a checkmark matrix to show which initiatives apply to which administrative processes.present_solution
13
The slide discusses logistics, IKK/Fennec phase-out, and operations optimization.recommend
14
The slide explains why certain efficiency initiatives were dropped, citing lack of potential, time constraints, or implementation conflicts.summarize
15
The slide uses a matrix-like structure to map operational areas against time periods.plan_implementation
16
The slide uses stacked bar charts to show 'low' vs 'high' impact/potential (spænd) and includes percentage annotations for budget shares.analyze_data
17
The slide uses a matrix-like timeline structure to contrast operational vs support areas over time.establish_context
Open slide detailBeat · Solution & Approach
18
The slide outlines a methodology for scaling military capacities and lists the 15 specific capacities analyzed across four branches (Flyvevåbnet, Hæren, Søværnediagnose
19
The slide serves as a disclaimer/limitation for the scaling model presented in the deck.diagnose
20
The table includes a footnote regarding Hærens kapaciteter (Army capabilities) and their cost variations.analyze_data
21
The slide is part of a BCG presentation for Struensee & Co. It uses a table to compare 7 scenarios across different military units.compare_options
22
The slide uses callouts to annotate a template of a one-pager document.present_framework
Open slide detailBeat · Solution & Approach
23
The slide uses a 4-point pie-chart icon scale to represent levels of obstacles.present_framework
Open slide detailBeat · Solution & Approach
25
The slide outlines the findings of an analysis of VFK (Værnsfælles Kommando) and proposes a restructuring to optimize operational focus and efficiency.summarize
26
The slide uses a structured list format to present diagnostic findings and proposed efficiency measures, including specific financial impact ranges.diagnose
27
The slide outlines specific operational and personnel restructuring proposals with associated financial impact ranges.recommend
28
The slide includes a specific callout (green circle) on the 2022 total potential figure.quantify_impact
29
The table uses a 'Struktur og koncept er' label spanning rows 1-4. Some data points are redacted with black bars.analyze_data
30
The table uses pie-chart icons to represent feasibility levels.analyze_data
31
The table includes a column for 'Realisérbarhed' represented by pie-chart icons indicating feasibility levels.analyze_data
32
The table tracks initiatives 14-19 under the category 'Kapaciteter og enheder'.analyze_data
33
The table uses a pie-chart icon to represent feasibility (all are partially filled).analyze_data
34
The table uses a visual indicator for feasibility (pie charts).quantify_impact
36
The slide serves as a disclaimer/methodology note regarding the division of labor and responsibility between the consultants and the client.summarize
37
The slide outlines structural and conceptual inefficiencies in the Danish Defence (VFK) based on 2016 data.diagnose
38
The slide outlines a restructuring plan for the Danish Defence Command (VFK).present_solution
39
The slide presents a set of organizational design principles and their underlying rationale, likely for a restructuring project.present_framework
40
The slide emphasizes that the analysis is a tool for decision-making rather than a final blueprint, and clarifies the limitations of using 2016 data as a baselisummarize
41
The slide uses a Gantt chart format to visualize the phasing of organizational restructuring, including mergers, establishment of new units, and training changeplan_implementation
42
The slide outlines the baseline, potential savings, future state, risks, and prerequisites for a reorganization initiative.present_solution
43
The slide uses a structured table format to present an efficiency proposal, likely part of a larger government or defense consulting project.present_solution
44
The slide outlines a structural reform of the Danish military education system, focusing on consolidating sergeant training and shifting towards on-the-job traipresent_solution
45
The slide uses a structured table format to detail the business case for a specific organizational change.analyze_data
46
The slide outlines a major reorganization (Nyordning) of the Danish Army, detailing current vs. future structures and efficiency gains.present_solution
47
Part 2 of 2. BCG/Struensee consulting slide.diagnose
48
The slide outlines a major reorganization (Nyordning) of the Danish Navy, detailing baseline metrics, future organizational changes, risks, and implementation ppresent_solution
49
The slide outlines a structural optimization plan for the Air Force, merging commands and centralizing training to achieve personnel reductions (ÅV).present_solution
50
The slide uses a structured table format to present a business case for organizational restructuring.present_solution
52
The slide uses a structured table format to detail baseline, potential, description, risks, prerequisites, feasibility, and overlaps for a specific efficiency ipresent_solution
53
The slide uses a structured table format to present a business case for a specific efficiency initiative.present_solution
54
The slide uses a structured table format to present a business case for a specific efficiency proposal.present_solution
55
The slide uses a standard BCG efficiency proposal template.present_solution
56
The slide uses a grid-based layout to present a business case for operational efficiency in SAR services.present_solution
57
The slide uses a table-like structure to present a business case for operational efficiency in the Danish Navy.present_solution
58
The slide uses a custom table structure to detail a specific efficiency initiative (EF 15).present_solution
59
The slide uses a structured table format to present a business case for organizational restructuring.present_solution
60
The slide uses a structured table format to present a business case for administrative efficiency.present_solution
61
The slide uses a structured table format to present a business case for organizational restructuring.present_solution
62
The slide outlines a specific efficiency proposal (Effektiviseringsforslag: 19) for the Danish military.present_solution
64
The slide uses a structured table format to detail the initiative's business case and implementation considerations.present_solution
65
The slide uses a structured table format to present a business case for maintenance capacity optimization within the Danish Armed Forces (Forsvaret).present_solution
66
The slide uses a structured table format to present a business case for a specific efficiency initiative.present_solution
68
The slide uses a table-like structure to present the initiative details. It includes a small circular progress/status indicator in the 'Realiserbarhed' cell.present_solution
69
The slide uses a structured table format to detail a specific efficiency proposal (number 24) for the Danish Defence (VFK).present_solution
70
The slide uses a structured table format to outline the baseline, potential, description of the initiative, risks, prerequisites, overlaps, and feasibility.present_solution
72
The slide outlines two of four identified areas (Procurement and IT) with specific financial potential ranges.diagnose
73
The slide is part 2 of 2. It focuses on organizational adjustments and miscellaneous operational improvements.recommend
74
The slide highlights a specific potential range for 2022 with a green circle.quantify_impact
75
The table uses a pie-chart icon to represent feasibility.analyze_data
76
The table uses a pie-chart icon to represent feasibility (realiserbarhed).prioritize
77
The table lists two specific organizational efficiency initiatives (31 and 32) with their projected financial impact and qualitative risk assessments.quantify_impact
78
The table lists three specific initiatives (33, 34, 35) under the 'Øvrige' category, with annual financial projections and qualitative risk assessments.analyze_data
79
The slide uses a grid-based layout to present a business case for procurement optimization.present_solution
80
The slide uses a structured table format to detail the business case for procurement improvements.present_solution
81
The slide uses a structured table format to detail a specific efficiency proposal (number 28).present_solution
82
The slide uses a structured table format to present a business case for insourcing. It includes a small pie chart icon in the 'Realiserbarhed' section.present_solution
83
The slide uses a structured table format to present a business case for IT transformation within the Danish Defense (Forsvaret).present_solution
84
The slide uses a structured table format to outline the organizational restructuring proposal.present_solution
85
The slide uses a structured table format to detail three sub-proposals for supply chain optimization within the Danish defense sector.present_solution
86
The slide uses a structured table format to outline the business case for an efficiency initiative.present_solution
87
The slide uses a structured table format to present a business case for fleet management optimization.present_solution
88
The slide uses a structured grid layout to present the initiative details.present_solution
90
The slide outlines potential savings (90-115 million DKK total) across five areas, detailing the first three (I-III).summarize
91
The slide outlines two main areas: IV (Cross-functional/administrative courses) and V (Administrative shared services).summarize
92
The slide highlights the total potential for cross-functional operational services and administrative processes, with a specific focus on the 2022 target.quantify_impact
93
The table lists 7 specific efficiency initiatives (numbered 36-42) categorized by theme.analyze_data
94
The table lists three specific initiatives (43, 44, 45) with their financial impact and qualitative risk assessments.quantify_impact
95
The slide uses a structured table format to present a business case for insourcing.present_solution
96
The slide outlines a specific efficiency initiative, detailing baseline costs, potential savings, implementation requirements, and risks.present_solution
97
The slide uses a structured table format to detail the baseline, potential, description, risks, prerequisites, and feasibility of the initiative.present_solution
98
The slide uses a structured table format to detail the baseline, potential, description, risks, and prerequisites of the initiative.present_solution
99
The slide uses a structured table format to outline a specific cost-saving initiative for the Danish Ministry of Defence (Forsvaret).quantify_impact
100
The slide uses a structured table format to evaluate a specific cost-saving initiative.quantify_impact
101
The slide uses a structured table format common in BCG consulting decks to outline a specific cost-saving initiative.present_solution
102
The slide uses a structured table format to outline the baseline, potential, description, risks, prerequisites, and feasibility of the initiative.present_solution
103
The slide uses a structured table format to detail an efficiency proposal (Effektiviseringsforslag: 44).present_solution
104
The slide uses a table-based layout to detail the business case for a specific administrative centralization initiative.present_solution
106
The slide uses a BCG-style table format with nested data points in parentheses. A green circle highlights the final total overlap figure.analyze_data
107
The table lists specific efficiency proposals (EF 8, EF 24, EF 30) and their overlaps with other operational areas or administrative processes.analyze_data
108
The table shows specific overlaps between efficiency initiatives, noting that some have zero impact while others show negative values (savings/reductions).analyze_data
109
The table lists specific efficiency proposals (EF 14, 17, 18, 21, 23, 24) and their interdependencies.analyze_data
110
The table shows zero values for all years, indicating no financial overlap identified for these specific proposals.analyze_data
111
The table shows negative values representing the overlap (deduction) between efficiency initiatives.analyze_data
112
The table lists specific efficiency proposals (EF 32, 35, 36, 40, 41, 42) and their interdependencies.analyze_data
113
The table shows negative values, indicating cost reductions or savings associated with the identified overlaps.analyze_data
114
The table outlines two specific efficiency proposal overlaps (EF 45 and general overhead reductions).analyze_data
115
The table outlines four specific initiatives (Logistics, Structure/Concepts, Materiel/IT, and Cross-functional) and their financial impact.quantify_impact
117
The slide outlines financial potential (855-1.135M DKK), implementation timeline (2018-2022), FTE reductions (684-931), and overhead/turnover assumptions.summarize
118
The table includes a specific highlight (green oval) around the 2022 total net potential of 855-1135 million DKK.quantify_impact
119
The slide uses a matrix-like structure to present quantitative data across time and categories.quantify_impact
120
The slide compares current assumptions against future decision points regarding personnel turnover and resource allocation within the Danish Defense.frame_problem
121
The table includes rows for specific operational areas, overlaps, total net potential, average percentage, investments, and final net potential excluding investquantify_impact
122
The slide uses a waterfall-style logic to show the distribution of FTE (årsværk) adjustments. Includes source attribution to BCG and Struensee & Co.analyze_data
123
The chart displays FTE reductions across three categories: Operative, IT/Material, and Administrative, with a total column. Data is segmented by year and estimaquantify_impact
124
The chart shows negative values for 'Civile' and positive values for the other three categories, indicating a conversion or shift in roles.analyze_data
125
The chart highlights that most reductions occur at middle management (M2xx) and leadership levels. Data is split into low and high estimates.analyze_data
126
The chart compares current structure with two proposed scenarios (low span vs high span) across four job levels.quantify_impact
127
The chart compares current staffing levels against two proposed scenarios (low and high range) across four management levels.quantify_impact
128
The table breaks down budget reductions by department and category (operative, support/IT, administrative, and overlaps).analyze_data
129
The table breaks down budget impacts by department and category (operational, materiel/IT, administrative, and overlaps).quantify_impact
130
The table displays financial and operational potential (Løn/ØD) across multiple organizational units. BCG/Struensee branding present.analyze_data
Open slide detailBeat · Impact & Next Steps
131
The table displays financial or resource potential values across multiple organizational units (VFK, Hæren, Søværnet, etc.) and specific initiatives (26-35).analyze_data
Open slide detailBeat · Impact & Next Steps
132
The table breaks down financial potential (Løn, ØD, Anlæg) by specific organizational units and initiatives.analyze_data
Open slide detailBeat · Impact & Next Steps
133
The table displays 'Løn' (Salary) and 'ØD' (Operating Expenses) impacts for 25 initiatives across multiple organizational units.analyze_data
Open slide detailBeat · Impact & Next Steps
134
The table displays financial impact data across multiple organizational units. The rows represent specific initiatives, and columns represent organizational entanalyze_data
Open slide detailBeat · Impact & Next Steps
135
The table includes rows for specific initiatives (36-45) and summary rows for overlaps and totals.analyze_data
Open slide detailBeat · Impact & Next Steps
136
The table maps specific efficiency proposals (numbered 7, 12, 13, 15, 16, 21) to their corresponding task eliminations.summarize
Open slide detailBeat · Impact & Next Steps
137
Data source: Notat af 29. maj 2017 fra FMN.analyze_data
Open slide detailBeat · Impact & Next Steps
138
The slide details collaboration with FES (Forsvarets Bygnings- og Etablissementstjeneste) and VFK (Værnsfælles Forsvarskommando) to assess infrastructure needs diagnose
Open slide detailBeat · Impact & Next Steps
140
The slide lists specific operational efficiency proposals that were deemed unfeasible due to lack of revenue, time constraints, or mutual exclusivity.summarize
Open slide detailLoop · Elimination
141
The slide is part of a series (II/V) documenting discarded efficiency measures for the Danish Armed Forces.summarize
Open slide detailLoop · Elimination
142
The slide is part of a series (III/V) documenting discarded efficiency measures.summarize
Open slide detailLoop · Elimination
143
The slide lists specific organizational proposals (e.g., Frederiksberg Slot, Army training consolidation, Arctic Command) and explains why they were dropped (ussummarize
Open slide detailLoop · Elimination
144
The slide lists two specific areas where efficiency proposals were considered but ultimately discarded.summarize
Open slide detailLoop · Elimination
145
The slide uses a structured table format to outline the logistics reorganization initiative, including financial impact and operational considerations.present_solution
Open slide detailLoop · Build Up
146
The slide uses a structured table format to present a business case for a specific military procurement initiative.present_solution
Open slide detailLoop · Build Up
147
The slide uses a structured table format to present a business case/diagnosis for organizational optimization.diagnose
Open slide detailLoop · Build Up
149
The slide uses a simple table-like structure to distinguish between primary and secondary goals.frame_problem
150
The slide serves as a disclaimer/limitation note for a scaling model developed by BCG/Struensee.summarize
152
The slide uses a two-column comparison structure to define tasks vs. capabilities in a military/defense context.present_framework
Open slide detailLoop · Zoom In
153
The slide uses a sequential process framework to define the analytical approach.present_framework
Open slide detailLoop · Zoom In
154
The slide outlines a methodology for capacity selection, cost definition, scaling analysis, and economic impact assessment.present_framework
Open slide detailLoop · Zoom In
155
The slide uses a funnel framework to visualize the filtering process of military capabilities.prioritize
Open slide detailLoop · Zoom In
156
The slide uses a logic of additive cost components leading to a total base, followed by exclusions and a normalization approach for representative costs.analyze_data
Open slide detailLoop · Zoom In
157
The diagram illustrates a causal chain where task scaling leads to activity changes, which then drive resource and cost requirements.diagnose
Open slide detailLoop · Zoom In
158
The slide uses a causal chain/process flow to illustrate how scaling decisions propagate through activity levels to cost impacts.diagnose
Open slide detailLoop · Zoom In
159
The slide outlines a three-step logic: estimating representative costs, multiplying by scenario units, and applying time-based phasing profiles.present_framework
Open slide detailLoop · Zoom In
160
The slide uses a 2x2 grid layout to present a four-step process.illustrate_case
Open slide detailLoop · Zoom In
161
The slide serves as a disclaimer/methodological disclosure for a financial or operational model.summarize
Open slide detailLoop · Zoom In
162
The slide uses a two-column layout to map excluded capabilities to their specific exclusion criteria.prioritize
Open slide detailLoop · Zoom In
164
Includes a footnote regarding Army capabilities and cost variations based on deployment duration.analyze_data
Open slide detailLoop · Scenario Fork
165
The table includes a legend for 'Basis for 2017' and detailed footnotes explaining the methodology and specific scenario constraints.analyze_data
Open slide detailLoop · Scenario Fork
166
The slide uses a scenario-based comparison framework to evaluate operational scaling options.compare_options
Open slide detailLoop · Scenario Fork
167
The slide compares SAR (Search and Rescue) and TTT (Tactical Troop Transport) capabilities across five scenarios.compare_options
Open slide detailLoop · Scenario Fork
168
The slide illustrates the 'lag' between cost reduction and cash/expenditure impact.quantify_impact
Open slide detailLoop · Scenario Fork
169
The slide uses a scenario-based comparison framework to evaluate readiness levels (7, 30, 180, 360 days) against cost and operational constraints.compare_options
Open slide detailLoop · Scenario Fork
170
The slide compares readiness scenarios (1-4) based on notice periods (7, 30, 180, 360 days) and their associated cost and operational impacts.compare_options
Open slide detailLoop · Scenario Fork
171
The slide uses a table to compare four distinct operational scenarios for the Absalon-class ships, focusing on deployment days, crew requirements, and costs.compare_options
Open slide detailLoop · Scenario Fork
172
The slide compares four scenarios for Challenger aircraft operations, focusing on VIP transport, general transport, NATO/INTOPS tasks, and Arctic presence.compare_options
Open slide detailLoop · Scenario Fork
173
The slide compares operational scenarios based on mission days (farvandsovervågning) and associated costs.compare_options
Open slide detailLoop · Scenario Fork
174
The slide compares five scenarios for FENNEC helicopter operations, likely for the Danish military/police. It includes a BCG logo.compare_options
Open slide detailLoop · Scenario Fork
175
The slide compares four readiness scenarios (1-4) based on deployment notice periods (7, 30, 180, 360 days) and their associated cost and operational impacts.compare_options
Open slide detailLoop · Scenario Fork
176
The table compares 6 scenarios based on operational days, crew size, and hull count, with associated financial and temporal implications.compare_options
Open slide detailLoop · Scenario Fork
177
The slide compares three scenarios for vessel deployment, showing trade-offs between operational days, crew/hull requirements, and costs.compare_options
Open slide detailLoop · Scenario Fork
178
The slide compares four scenarios (1-4) based on readiness time (7, 30, 180, 360 days) and their impact on training, logistics, and costs.compare_options
Open slide detailLoop · Scenario Fork
179
The slide compares five scenarios for Hercules aircraft usage, ranging from reduced activity to full operational capacity, including cost drivers like flight hocompare_options
Open slide detailLoop · Scenario Fork
180
The slide contains a large redacted area covering the content of the scenario comparison table.compare_options
Open slide detailLoop · Scenario Fork
181
The slide is redacted; the table structure is visible but the content is blacked out. Includes a disclaimer note at the bottom.compare_options
Open slide detailLoop · Scenario Fork
182
The slide uses a three-column structure to diagnose data limitations in military scaling analysis.diagnose
Open slide detailLoop · Scenario Fork
183
The table compares scenarios 1-7 against a 'current scenario' baseline (Scenario 4).compare_options
Open slide detailLoop · Scenario Fork