BCG · consulting-deck
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
482 pages · 5 arc beats · 13 loops
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
BCG arc beats above · slides in the middle · loops below · scroll → 13 LOOPS
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Deck intelligence map
5 coverage by narrative range · generated from this deck JSON
Narrative range 482 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Situation & Context 8 slides 100% 8/8 slides 100% 8/8 slides · 32 hits — 0/8 slides
12.5% 1/8 slides — 0/8 slides
100% 8/8 slides — 0/8 slides
Problem & Complication 10 slides 100% 10/10 slides 100% 10/10 slides · 54 hits 40% 4/10 slides 70% 7/10 slides · 17 hits 50% 5/10 slides 100% 10/10 slides · 20 hits 100% 10/10 slides Solution & Approach 303 slides 100% 303/303 slides 100% 303/303 slides · 1898 hits 69% 209/303 slides 50.5% 153/303 slides · 174 hits 30% 91/303 slides · 101 hits 100% 303/303 slides · 606 hits 99% 300/303 slides Evidence & Proof 99 slides 100% 99/99 slides 100% 99/99 slides · 596 hits 62.6% 62/99 slides 43.4% 43/99 slides · 51 hits 37.4% 37/99 slides · 40 hits 100% 99/99 slides · 198 hits 99% 98/99 slides Impact & Next Steps 62 slides 100% 62/62 slides 100% 62/62 slides · 402 hits 58.1% 36/62 slides 32.3% 20/62 slides · 23 hits 16.1% 10/62 slides 100% 62/62 slides · 124 hits 98.4% 61/62 slides Slide inventory
482 every slide · same image gating as the playbook
01
Includes a disclaimer box regarding data extraction for the Special Operations Command.front_matter
Open slide detailBeat · Situation & Context
09
The slide uses a grid-based layout to present the business case for an efficiency initiative.present_solution
10
Uses a classic Situation-Problem-Solution framework.frame_problem
11
The slide uses a numbered list to define three procurement types, followed by a callout box indicating the scope of the proposed optimization.decompose_segments
12
The slide uses a matrix-style process diagram to map activities to stakeholders (Værnsstabe, VFK, KA'erne/FMI, FMN, Andre).present_framework
13
The slide uses a numbered list format to detail three specific procurement projects (trucks, CWI radars, and terminal maneuvering area radars).illustrate_case
14
The slide uses a numbered list format to detail three distinct procurement cases (Standards, Greenland vessel replacement, F-16 simulator).illustrate_case
15
The slide uses a hierarchical tree structure to map cost drivers in a defense procurement context.decompose_segments
16
The slide lists 8 specific levers for procurement flexibility.present_solution
17
The slide uses two stacked bar charts to show total spending and addressable baseline spending, plus a detailed table of specific projects.analyze_data
18
The slide uses a 5% benchmark validated by BCG based on international defense experience. The chart shows a 3-year average (2020-2022) of 45 million DKK.quantify_impact
19
The slide outlines a process for IPTs and lists 5 complementary initiatives. It also cites NATO countries as a precedent.recommend
20
The slide uses a matrix structure to map stakeholders against a 9-step process, with specific callouts for IPT (Integrated Project Team) leadership.present_framework
21
The slide uses a matrix-like structure overlaid on a timeline process flow to indicate actor involvement.present_framework
22
The slide presents a structured list of 9 distinct procurement incentives, each with a brief description of its benefits.present_solution
23
The slide highlights that implementation requires minimal resources while delivering a net potential of 45 million DKK on average for the 2020-2022 period.quantify_impact
24
The slide outlines a specific initiative involving FMI (Danish Defence Acquisition and Logistics Organization) and the use of Integrated Project Teams.present_solution
25
The slide details the baseline calculation (1.349 billion DKK), the 3% potential savings rate, and the resulting 45 million DKK impact. It also notes that geogrquantify_impact
26
The slide uses a table to show the net potential over time (2018-2022) and qualitative considerations for implementation.quantify_impact
27
The slide uses a Gantt chart format to sequence activities. It includes a legend for activity types and realization of potential.plan_implementation
28
The slide uses a structured table format to outline a specific efficiency initiative (number 27).present_solution
29
The slide uses a two-part framework (Before/After contract signing) to structure the rationale for the proposal.establish_context
30
The slide uses a BCG-style layout with a clear methodology description on the left and supporting data visualizations on the right.establish_context
31
Slide from a BCG/Struensee deck regarding procurement optimization.summarize
32
The slide uses a visual representation of a contract document to anchor the analysis of themes.diagnose
33
The slide details the survey structure (14 topics, 4 questions each) and the respondent count (21 users) categorized by department/role (KA, ID, JA, FDD).present_framework
34
The slide presents three distinct bar charts based on survey data from FMI.diagnose
35
The slide summarizes qualitative feedback from an internal survey at FMI.diagnose
36
The chart uses a bubble plot to map 14 distinct themes. The curve suggests a trade-off or threshold between price impact and supplier reservation.analyze_data
37
The slide uses a two-column layout to present recommended themes for contract updates and the rationale for industry involvement.recommend
38
The slide is structured as a two-column implementation plan: the left side focuses on the organizational structure (training center), and the right side lists splan_implementation
39
The slide includes a diagonal callout box stating that the baseline is too small to pursue the initiative in this context.size_opportunity
40
The slide uses a two-column layout to contrast historical findings with future development paths.diagnose
41
The slide uses a stacked bar chart to segment 466 contracts by pricing regulation capability.diagnose
42
The slide uses a three-column layout to explain the current state, the proposed tool (LKF), and the recommended implementation process.recommend
43
Slide compares current unstructured processes with future optimized state, supported by a bar chart showing delivery performance across five suppliers.diagnose
44
The slide uses a two-column structure to contrast the current complex identification process with the potential for future process improvements.diagnose
45
The slide uses a 'Before-After' framing to contrast current inefficiencies with future state improvements.diagnose
46
The slide uses stacked bar charts to show historical data (2018-2022) for two different revenue streams, with a methodology section explaining the 1% estimationquantify_impact
47
The slide categorizes costs into one-time investments and ongoing operational resources.quantify_impact
48
The slide details the implementation timeline and expected revenue contribution for two specific cost-saving initiatives, including a disclaimer about one-off vquantify_impact
49
The slide uses a legend for status indicators (circles with varying fill levels).summarize
50
The slide outlines specific sub-initiatives (A and B) with descriptions and expected rationales/effects.present_solution
51
The slide details the methodology for calculating a 37 million DKK potential (1% of baseline) based on contract optimization and supplier management.quantify_impact
52
The slide details the phasing of financial benefits and costs from 2018 to 2022, accounting for overhead and specific project overlaps.quantify_impact
53
The slide uses a Gantt chart format to show sequential and continuous activities from 2018 to 2022, with specific milestones for financial realization.plan_implementation
54
The slide uses a structured table format to outline a business case for category management.recommend
55
The slide outlines the transition from initial analysis to the implementation of category management programs.establish_context
56
The slide outlines the definitions and objectives of category management and category programs within the FMI organization, including a reference to a four-steppresent_framework
57
The slide is divided into two columns: 'Kategoristyring' (Category Management) and 'Kategoriprogrammer' (Category Programs).summarize
58
The chart compares 'FMI provenukrav' (target) vs 'Realiseret provenu' (actual) savings.quantify_impact
59
The slide uses a stacked bar chart to illustrate the growth of non-contracted spend as existing contracts expire.analyze_data
60
The slide uses a numbered list structure to detail 18 specific attributes of a high-performing procurement function.present_framework
61
The slide uses a structured table format to map development areas (A-E) to specific actions and outcomes.diagnose
62
The slide uses a three-column structure to define the requirements for data categorization, supplier mapping, and geographic segmentation.present_framework
63
The slide outlines a linear process flow for spend analysis data preparation.present_framework
64
The slide outlines a standard BCG-style procurement category management process.present_framework
65
The slide is divided into two main pillars: establishing the strategy framework and integrating procurement skills earlier in the process.summarize
66
The slide uses a circular diagram to represent the annual planning and budgeting cycle.present_framework
67
The slide uses a process flow diagram to illustrate the acquisition lifecycle and provides two columns of text detailing the requirements for market research andiagnose
68
The slide uses a three-column structure to define the LKF, identify current issues, and propose a future implementation path.recommend
69
The slide discusses the need for continuous training to support category management implementation and suggests a dedicated resource for coordination.diagnose
70
The slide uses a 5x5 grid to display the categories. The text on the left outlines the methodology and limitations of the current categorization.decompose_segments
71
The slide uses a process flow (left to right) to explain how the total baseline is filtered down to an addressable amount of 1.057 billion DKK.analyze_data
72
The slide uses a two-column structure to contrast historical background with feasibility considerations.diagnose
73
The slide uses a waterfall-style chart to show the baseline and revenue potential, alongside a table detailing savings percentages and revenue ranges.quantify_impact
74
The slide compares two bar charts showing baseline and revenue figures, with a text summary explaining the methodological differences in how the baseline is broanalyze_data
75
The chart distinguishes between one-time setup costs (light green) and recurring operational costs (dark green).quantify_impact
76
The chart shows negative values for implementation costs in early years, transitioning to positive net revenue.quantify_impact
77
The slide uses a legend at the bottom to define the challenge levels represented by the circle icons.diagnose
78
The slide is part of a series on efficiency proposals. It uses a structured table format to map initiatives to descriptions and outcomes.present_solution
79
The slide uses a structured table format to present baseline figures, scenario-based potential ranges, and a qualitative statement on geographic impact.quantify_impact
80
The slide uses a table to show the net potential over a 5-year period (2018-2022) and lists operational considerations.quantify_impact
81
The slide outlines a logic flow for adjusting financial projections based on existing vs. new procurement initiatives.quantify_impact
82
The slide uses a Gantt chart format to map activities against quarters and years, with specific markers for continuous implementation and potential realization.plan_implementation
84
The slide uses a structured table format to present a business case for IT insourcing.present_solution
85
The slide uses a three-column structure (A, B, C) to represent a process or logical flow of the proposal development.present_solution
86
The slide contrasts 2016 findings with current recruitment challenges and updated cost assumptions.establish_context
87
The slide uses a table to map task types to headcount, then groups them into two distinct scenarios for outsourcing strategy.compare_options
88
The waterfall chart shows the deduction of licenses and hardware costs and the addition of development consultant costs to reach the net addressable baseline.quantify_impact
89
Waterfall chart shows the breakdown of costs from total DeMars budget to addressable drift savings.analyze_data
90
Includes a waterfall chart for cost baseline and a scenario comparison table for recruitment, cost, and revenue.compare_options
91
The slide acts as a transition/summary page between detailed scenario analysis slides.summarize
92
Includes a risk callout for SAP consultant turnover and financial benefit estimation.plan_implementation
93
The slide uses a comparison table to highlight Scenario B, with a callout box explaining the rationale and a footer note addressing the primary risk.recommend
94
The slide compares three levels of insourcing (1-9, 10-18, 19-27 FTEs) with a recommendation for the middle option.compare_options
95
The slide details the methodology behind a 10-25% savings potential, referencing previous PA Consulting reports and Deloitte sensitivity analysis.quantify_impact
96
The slide outlines the financial impact of bringing SAP competencies in-house, including recruitment costs and potential savings.quantify_impact
97
The slide uses a Gantt-style chart to map activities against time and financial impact.plan_implementation
98
The slide uses a structured table format to present a business case for IT transformation.present_solution
99
Includes a 'List is not exhaustive' sticky note graphic.front_matter
100
The slide uses a two-column layout to compare two distinct project phases.establish_context
101
The slide uses a causal link structure (observations leading to implications).diagnose
102
The slide uses two sub-diagnoses (A and B) to support the main thesis.diagnose
103
The slide uses a color-coded legend to indicate IT activities (Plan, Build, Run, Order) across different organizational units.diagnose
104
The slide uses a layered architecture diagram to map IT components against management maturity.diagnose
105
The slide uses a table structure to map IT elements to specific pain points.diagnose
106
The slide uses a matrix structure to compare IT spending across functional domains and technical layers. It highlights the disparity between centralized (KAKI/Idiagnose
107
The slide uses a table format to map IT elements to specific consolidation and standardization initiatives.prioritize
108
The table uses a 'See previous page' vertical text element to indicate a continuation of a list.quantify_impact
109
The slide uses a numbered list format to map requirements to their descriptions.summarize
110
The slide uses a numbered list to map specific IT enablers to their corresponding pain points.diagnose
111
The slide uses a hierarchical structure to define roles and responsibilities for a project implementation.plan_implementation
112
The slide uses a Gantt-style visualization to map specific IT levers to a 2017-2022 timeline, with a 'Preparation Phase' highlighted.plan_implementation
113
The table uses a 'confidence level' visual indicator (pie charts) and accounts for 'committed savings' and 'overlap discount'.quantify_impact
114
The slide uses a funnel-like visual to bridge the bottom-up component analysis to the final top-down options.recommend
115
The slide uses a comparison table format to contrast two distinct strategic paths.compare_options
116
The slide uses a numbered list format to outline strategic initiatives, with a dedicated callout box for the rationale of the recommended approach.state_next_steps
118
The slide uses a layered architecture model to categorize IT enablers.present_framework
119
The slide highlights that effective IT governance is currently missing and is a fundamental enabler for future progress.diagnose
120
The slide uses a list-based diagnostic structure to outline five key areas of concern regarding IT architecture.diagnose
121
The slide uses a diagnostic structure to highlight governance gaps in IT security.diagnose
122
The slide uses a list-based diagnostic structure to highlight operational inefficiencies.diagnose
123
The slide uses a list-based diagnostic approach to identify organizational pain points in IT project management.diagnose
124
The slide highlights structural and cultural issues between business and IT departments.diagnose
125
Includes a 'Draft - for discussion only' watermark on the left chart. BCG branding.present_solution
127
The slide uses a color-coded table to group IT elements, likely representing different levels of maturity or status.analyze_data
128
The slide uses a table structure to map specific initiatives to potential savings ranges.quantify_impact
129
The slide explicitly states that savings levers are not cumulative.quantify_impact
130
The slide explicitly notes that savings levers are not cumulative.analyze_data
131
The slide explicitly notes that savings levers are not cumulative.quantify_impact
133
Small scale scenarioquantify_impact
135
The table uses a heatmap-style bar indicator within cells to visualize magnitude.analyze_data
136
The slide uses a waterfall chart to show the composition of FTEs across different departments.analyze_data
137
The table includes row and column totals, with specific values for each intersection.analyze_data
138
The table includes row and column totals. The 'KAKI' column appears to represent a specific department or category.analyze_data
139
The charts use a waterfall-style visualization to show components of a total spend of 1,220 Mil. DKK.analyze_data
141
Includes a disclaimer about the mechanical nature of the calculation and five specific caveats regarding the methodology's limitations.analyze_data
143
The slide acts as a guide to a separate, larger document set.appendix
144
The slide uses a structured table format to present strategic IT initiatives.prioritize
145
The slide uses a table-like structure to present baseline data, scenario analysis (small vs. large), and qualitative assessment of geographic impact.quantify_impact
146
The slide details the phasing of an IT transformation, highlighting the need for front-loaded resources and external consulting, with a net potential of 152-180quantify_impact
147
The slide uses a list of four key points followed by a data table showing the breakdown of the 5% annual efficiency requirement from 2016 to 2020.quantify_impact
148
The slide uses a Gantt chart format to map IT system implementation timelines against the realization of financial benefits.plan_implementation
150
The slide uses a structured table format to detail organizational efficiency measures.present_solution
151
The slide uses a process-like flow to define organizational terms (Lag, Hierarki, SoC, etc.) and lists data sources and analytical steps.present_framework
152
The slide uses a hierarchical org chart combined with a stacked bar chart to map headcount and salary data.analyze_data
153
The chart uses a waterfall structure to show the cumulative total of positions (1,752) broken down by functional levels (C-series for civilian, M-series for milquantify_impact
154
The chart visualizes the number of layers and the span of control for 1,752 positions, distinguishing between leaders and employees.diagnose
155
The slide uses a heatmap-style matrix to show distribution of employees across organizational layers and salary levels, with specific callouts for anomalies.analyze_data
156
The slide uses a hub-and-spoke style diagram to show how the FMI organization is broken down into six specific focus areas (A-F).diagnose
157
The slide uses a grid layout to present six distinct rationales for organizational proposals.prioritize
158
The slide uses a four-column structure to present a diagnostic assessment of organizational roles.diagnose
159
Includes a waterfall chart for position identification, a stacked bar chart for distribution, and a waterfall chart for financial impact estimation.quantify_impact
160
The slide uses a 4-column structure to explain the context, current state, methodology, and implications, followed by three charts showing current staffing, thediagnose
161
Part II of a two-part analysis on personnel compensation and staffing levels.diagnose
162
The slide uses a mix of line charts, bubble diagrams, and bar charts to justify a reduction in staff (ÅV) within the CoE.diagnose
163
The slide uses a 4-column structure to present the diagnostic process: Introduction, Current Task Complexity, Investigation, and Implications.diagnose
164
The slide uses a mix of bar charts to show current span of control distribution and potential financial savings from restructuring.diagnose
165
The slide uses a mix of qualitative assessment (top table) and quantitative evidence (bottom charts) to support the thesis.diagnose
166
The slide uses a mix of bar charts and a stacked bar chart to illustrate the cost difference, the addressable population, and the potential financial impact.analyze_data
167
The slide uses a waterfall chart to show individual initiative contributions and a stacked bar chart for annual phasing.quantify_impact
168
The slide uses a standardized legend for risk/feasibility/timeline severity (circles with varying fill levels).diagnose
169
The slide uses a table structure to categorize organizational efficiency proposals.present_solution
170
The slide details the methodology for calculating the gross potential range of 8-28 million DKK.quantify_impact
171
The slide outlines the phasing of a staffing reduction initiative, estimating that natural attrition (9.3% annually) will allow for the realization of the potenquantify_impact
172
The slide uses a Gantt-style chart to map out specific HR-related implementation tasks.plan_implementation
173
The slide uses a structured table format to detail specific efficiency initiatives (Delforslag 1-3).present_solution
174
The slide uses a list-based structure to present three distinct optimization opportunities, each supported by qualitative descriptions and quantitative baselineprioritize
175
The slide uses a combination of bulleted lists and bar charts to quantify the impact of three distinct proposals.quantify_impact
176
The slide outlines three specific proposals (centralizing printing, merging warehouses, and FDD as a division) and their projected financial impact over time.quantify_impact
177
The slide uses a structured table format to present initiatives, their descriptions, and rationales.prioritize
178
Slide 5 of a consulting deck, likely BCG/Struensee & Co.quantify_impact
179
The slide uses a structured table to present annual financial projections from 2018 to 2022.quantify_impact
180
The slide uses a Gantt chart format to map specific initiatives against a timeline, with markers for potential realization.plan_implementation
182
The slide uses a structured table format to detail the baseline, description, risks, prerequisites, potential, and feasibility of the initiative.present_solution
183
The slide uses a bar chart to categorize tasks by their suitability for insourcing (hjemtagning).diagnose
184
The slide highlights the cost-saving rationale for insourcing (hjemtagning) by comparing external legal rates with internal hourly costs.quantify_impact
185
The slide uses a stacked bar chart to illustrate the addressable baseline vs total baseline, and a pros/cons list for the decision.diagnose
186
The slide uses a waterfall-style chart to show the gap between filled and vacant positions.summarize
187
The slide uses a waterfall chart to show the net potential of 2 million DKK.quantify_impact
188
The slide uses a combination of a bar chart and a data table to show the transition from 2018 to 2022.quantify_impact
189
The slide uses a table structure to map initiatives to descriptions and rationales.present_solution
190
The slide uses a table-like structure to detail the baseline spend across 8 categories and explains the logic for the 9 million DKK potential.size_opportunity
191
The slide outlines the phasing of potential savings and the associated costs (FTEs, overhead) over a 5-year period (2018-2022).quantify_impact
192
The slide uses a Gantt chart format to map specific activities against a timeline, including continuous implementation phases and a final realization of potentiplan_implementation
193
The slide uses a structured table format common in BCG consulting decks to present a business case.present_solution
194
The slide outlines the operational model of the vehicle pool and shows a downward trend in fleet size from 2014 to 2020.establish_context
195
The slide uses a comparative structure to present two distinct strategic initiatives with associated financial outcomes.compare_options
196
The chart uses a waterfall structure to show the cumulative cost components.quantify_impact
197
The slide uses a waterfall-style comparison to show the gap between total fleet and peak/average usage.diagnose
198
The chart highlights a significant variance in vehicle usage, with a specific focus on the 40% threshold for meeting internal requirements.diagnose
199
The slide uses a histogram to visualize demand variability and justify that the current fleet size is sufficient.diagnose
200
The slide highlights that utilization rates are calculated excluding weekends, and notes the impact of holidays on performance.diagnose
201
The slide uses a line chart to demonstrate the 'break-even' point for owning vs. leasing vehicles based on annual utilization.analyze_data
202
The slide compares Hertz, Europcar, AVIS, and Sixt pricing. It concludes by setting a baseline assumption of 5,000 DKK/month for further analysis.analyze_data
203
The chart shows a 'make vs buy' (own vs rent) optimization model for a vehicle fleet.quantify_impact
204
The slide compares two methodologies to validate cost estimates per vehicle.analyze_data
205
The chart demonstrates that the optimal fleet size is robust to rental price fluctuations.analyze_data
206
The slide uses a stacked bar chart to show monthly utilization and a waterfall-style bridge to show the reduction from 1,284 to 916 vehicles.quantify_impact
207
Waterfall chart illustrating the reduction steps from current fleet to end-state.quantify_impact
208
Includes a primary stacked bar chart for revenue projections and a secondary bar chart for adjustment scenarios.quantify_impact
209
The slide uses a waterfall chart to demonstrate the impact of utilization adjustments on fleet size.quantify_impact
210
The slide uses a waterfall chart to break down cost savings across procurement, operations, labor, and other categories.quantify_impact
211
The slide presents a two-column layout: FDD comments on the left and 9 specific mitigation factors on the right.diagnose
212
The slide uses a hub-and-spoke diagram to show the expansion from a central concept to three distinct operational areas.present_solution
213
The slide contrasts 'Nuværende opsætning' (Current setup) with 'Praktisk opsætning ved puljekonceptet' (Practical setup with the pool concept).compare_options
214
The chart is a waterfall-style representation of cost components.quantify_impact
215
The slide uses a BCG-style layout to present cost savings estimates for a vehicle pooling concept.quantify_impact
216
The chart is a waterfall-style visualization of cost components.analyze_data
217
The slide highlights that local anchoring of forklifts limits the potential for a centralized pooling concept, as current distribution doesn't account for localdiagnose
218
The slide uses a two-column layout to contrast the operational experience with the financial/legal implications.cite_precedent
219
The slide uses a waterfall-like structure to show the impact of pooling on procurement, operations, and labor costs, adjusted for implementation costs.quantify_impact
220
The chart is a waterfall-style representation of cost components.quantify_impact
221
The slide compares mileage across four vehicle types and outlines the strategic rationale for fleet consolidation.diagnose
222
The slide uses a waterfall-style logic to show how savings are derived from different cost buckets, with a specific focus on the 2018 vs 2022 projections.quantify_impact
223
The slide uses stacked bar charts to show revenue distribution. BCG and Struensee & Co. branding present.summarize
224
The slide uses a three-column structure to categorize project management aspects.plan_implementation
225
The slide uses a structured table format to present two main initiatives (A and B) with sub-points and expected outcomes.present_solution
226
The slide uses a structured table-like layout to present financial baseline and potential savings across different vehicle categories and overhead.quantify_impact
227
The slide outlines the financial impact of implementing NETBOOK and NETTRACK systems, detailing investment costs and net potential savings.quantify_impact
228
The slide uses a Gantt chart format to show sequential and continuous activities across 2018-2022.plan_implementation
229
The slide uses a structured table format common in BCG consulting decks to summarize a specific efficiency proposal.present_solution
230
The slide outlines the definition of 'Other Operations' procurement, the current decentralized state, and the findings from a 2016 analysis regarding centralizaestablish_context
231
The slide uses a waterfall-like logic to arrive at the net potential.quantify_impact
232
The slide uses a waterfall chart to decompose the 2.235 billion DKK spend into addressable and non-addressable categories.quantify_impact
233
The slide outlines a structured diagnostic approach to procurement centralization, referencing a 2016 report.diagnose
234
The slide uses a table to justify the 9-11% efficiency target by breaking down spend categories and comparing them to external benchmarks.quantify_impact
235
The slide uses a bar chart to illustrate specific procurement leakage (33.8m DKK and 39.6m DKK) that should have been routed through existing framework agreemendiagnose
236
The slide uses a 'before-after' framing to contrast current inefficiencies with a future centralized state.compare_options
237
The slide outlines a RACI-like structure for procurement, mapping specific departments to their operational responsibilities.present_framework
238
The slide uses a table format to detail resource requirements (measured in ÅV - annual full-time equivalents) and associated costs in millions of DKK.quantify_impact
239
The chart is a waterfall-style stacked bar chart showing net potential over time. The text provides a strategic rationale for the phased approach.summarize
240
The table includes a footnote regarding HJK revenue adjustments based on volunteer procurement decisions.analyze_data
241
The slide uses a three-column layout to categorize implementation considerations.summarize
242
The slide outlines the strategic rationale for centralizing procurement, focusing on professionalization, standardization, and economies of scale.present_solution
243
The slide details the baseline calculation (2.235B DKK total, 1.059B addressable, 538M final addressable baseline) and the estimated 9-11% savings potential (48quantify_impact
244
The slide details the phasing of procurement savings and the impact of overlapping initiatives.quantify_impact
245
The slide uses a Gantt chart format to visualize the sequencing of organizational setup, framework agreement production, and agency-specific rollouts.plan_implementation
246
The slide uses a structured table format to present a business case for a specific efficiency initiative.present_solution
247
Slide 5 of a consulting deck, detailing the quantitative impact of an in-sourcing initiative.quantify_impact
248
The slide details the net potential of 11.6 million DKK, showing the transition period in 2018 and steady state from 2019 onwards.quantify_impact
249
The slide details the methodology for calculating the baseline, including exclusions and adjustments for specific consulting types.analyze_data
250
The slide uses a matrix to segment creditors into 'Gentagende' (recurring) and 'Ekstraordinære' (extraordinary) based on their size and frequency of service to diagnose
251
The slide uses a waterfall-style bridge to show the split between baseline, extraordinary, and recurring consultant costs, followed by a breakdown of spending banalyze_data
252
The table uses color coding (red/yellow/green) to indicate in-sourcing potential. Includes detailed footnotes explaining specific vendor assessments.analyze_data
253
The slide outlines cost savings (provenu) by replacing external consultants with internal hires, broken down by division and specific vendor/area.quantify_impact
254
The slide uses a structured table format to outline the baseline, potential savings, description, risks, prerequisites, and feasibility of the initiative.present_solution
255
Slide 5 of a BCG/Struensee deck. Focuses on quantitative potential and geographic impact.quantify_impact
256
The slide uses a table structure to present financial projections from 2018-2022 alongside qualitative implementation considerations.quantify_impact
257
The slide uses a structured table format to outline a specific efficiency initiative.present_solution
258
The slide uses a table-like structure to present quantitative assumptions and qualitative descriptions of the impact.quantify_impact
259
The table outlines gross potential, ongoing costs, and investment costs, resulting in a net potential of 1-2 million DKK annually.quantify_impact
260
The slide uses a structured table format to present a business case for an efficiency initiative.quantify_impact
261
Slide 5 of a BCG/Struensee deck. Focuses on travel expense optimization (hotel vs. internal facilities).quantify_impact
262
The slide uses a structured table to present financial projections from 2018 to 2022.quantify_impact
263
The chart uses a waterfall structure to reconcile total travel expenses with the 'Rejsestyring' module baseline and then breaks down the baseline by organizatioanalyze_data
264
The slide uses a flow diagram to map cost drivers to specific expense categories, paired with a bar chart showing the cost base in millions of DKK.analyze_data
265
The slide uses a combination of a waterfall-style table for trip counts and a bar chart for expenditure distribution.analyze_data
266
The slide uses a table to segment travel costs by purpose (rows) and duration (columns), highlighting 'Møde/Kursus' as a key area for intervention.diagnose
267
The slide uses a bar chart for expense breakdown and a bar chart for monthly travel frequency to support the hypothesis that VTC (video teleconferencing) can rediagnose
268
The slide uses a table to show cross-agency variation and a bar chart to show intra-agency variation (specifically for FES).analyze_data
269
The slide uses two bar charts to demonstrate underutilization: one by frequency of use (days per year) and one by intensity of use (percentage of time during wodiagnose
270
The slide uses a calendar/schedule view to highlight specific VTC meetings (red circles) against a backdrop of general room bookings.diagnose
271
The slide uses a two-part structure: strategic levers (top) and quantitative impact/potential (bottom).recommend
272
The slide uses a waterfall chart to establish the baseline and a bar chart to show the impact of different reduction scenarios.quantify_impact
273
The slide uses a waterfall chart for expenses and a bar chart for monthly travel volume.analyze_data
274
The slide uses waterfall charts to decompose travel volume and costs.diagnose
275
The slide compares travel volume (table) and cost composition (stacked bar chart) across agencies.analyze_data
277
The slide uses a waterfall-style logic to establish a baseline and then applies a percentage-based reduction to calculate savings.quantify_impact
278
The slide uses a waterfall-style chart on the left to show the breakdown of total hotel costs (67M DKK) and a bar chart on the right to show spending by specifianalyze_data
279
The slide uses a table to decompose travel duration and hotel costs, concluding that the initial average is an underestimate.analyze_data
280
The slide compares internal costs (avg 60 kr, doubled to 120 kr) against external hotel costs (900 kr).quantify_impact
281
Includes a footnote regarding data uncertainty due to retroactive registrations.analyze_data
282
The table uses color-coding (heatmap) to indicate capacity utilization levels.analyze_data
283
Includes a waterfall chart for travel classification and a scenario analysis table for potential savings.quantify_impact
284
The slide uses a split-axis bar chart to represent potential savings across different agencies, alongside a table detailing baseline costs and overlap with exisanalyze_data
285
The slide uses two matrices to compare travel start/end dates for 2016 and 2017, with a specific focus on Q1 data.analyze_data
286
The slide highlights a reduction in long-duration travel (3+ days) and specific categories like meetings/courses and training.diagnose
287
The slide uses a structured table format common in BCG consulting decks to present a business case for efficiency measures.present_solution
288
Slide 287 from a BCG/Struensee deck. Uses a table-like structure to present quantitative baseline and potential savings.quantify_impact
289
The slide outlines a net potential of 2-2.5 million DKK and discusses phasing strategies (soft vs. hard demand management).quantify_impact
290
The slide uses a bar chart combined with a table to show expenditure, descriptions, and creditor counts.analyze_data
291
The slide uses two waterfall charts to illustrate spending distribution and misclassification issues.diagnose
292
The slide uses a data table for itemized consumption and a bar chart for peer benchmarking.compare_peers
293
The slide uses a structured table to categorize initiatives (I-IV) and their specific descriptions and baselines.prioritize
294
The slide uses a structured table format to detail a specific efficiency initiative, including baseline costs, potential savings, risks, and prerequisites.present_solution
295
The slide uses a structured table format to present quantitative baseline and potential savings figures alongside qualitative descriptions.quantify_impact
296
The slide uses a table to break down financial impact (gross potential, operating costs, investments, net potential) and qualitative implementation notes.quantify_impact
297
The slide uses a waterfall-style breakdown to show spending distribution across departments and suppliers.diagnose
298
The slide uses a table to show current subscription counts and costs, followed by a qualitative assessment of the impact and risks of cancellation.quantify_impact
299
The slide argues that TV subscriptions can be removed without violating standards, though hardware removal is more complex.quantify_impact
300
The slide uses a structured table format common in BCG consulting decks to present an efficiency proposal.quantify_impact
301
The slide uses a waterfall-style chart to show cost components and a logic tree to propose cost-reduction levers.diagnose
302
The slide uses a waterfall-style logic to explain the breakdown of total SIM subscriptions into active and inventory segments.diagnose
303
The slide uses a structured table format to outline the baseline, potential savings, description, risks, prerequisites, and feasibility of the initiative.quantify_impact
304
The slide details the calculation logic for a 1.4 million DKK potential savings in the Danish Defense training sector.quantify_impact
305
The table shows a 2% net potential range, with a total net potential of 1.4 million DKK by 2022.quantify_impact
306
The slide uses a three-part structure: current state, current pressure, and potential new approach.diagnose
307
The slide uses a logic tree structure to map cost drivers to specific optimization levers and concrete examples.diagnose
308
The slide uses a waterfall-style table to categorize costs and identify which are impacted by specific levers.analyze_data
309
The slide argues that because training time is spread across many employees, small reductions in training time do not translate into significant FTE savings.diagnose
310
The slide uses a combination of bar charts and descriptive text to quantify the prevalence and length of DeMars courses.analyze_data
311
The slide uses a numbered list format to present four distinct diagnostic perspectives on course digitalization and shortening.diagnose
312
The table highlights specific courses (910, 921, 942, 954, 982A, 982B, 993) as candidates for potential savings/adjustments.analyze_data
313
The slide uses a comparison table structure to show the impact of digitalization on specific course modules and qualitative feedback.illustrate_case
314
The slide illustrates how a digital alternative (FELS) replaced an in-person course due to low demand, maintaining similar content but with a more efficient strillustrate_case
315
The slide uses a comparison structure to contrast traditional and digital learning outcomes and details the curriculum modules.illustrate_case
316
The table lists course IDs, names, participant metrics, and FMI's qualitative assessment for conversion.analyze_data
317
The table lists 36 lessons/items with columns for digitalization potential, duration, time saved, and qualitative reasoning.analyze_data
318
The table lists 24 specific courses plus an 'Andre' (Other) category, totaling 2,603 participants.analyze_data
319
Waterfall chart showing total course participation by branch, followed by a bar chart showing participation rates per position across units.analyze_data
320
The slide uses a horizontal bar chart to show participation distribution and a numbered list to summarize key diagnostic observations.diagnose
321
The slide outlines a strategic initiative to optimize training costs by reducing course length and attendance.quantify_impact
322
The slide outlines the baseline, potential savings, implementation description, risks, prerequisites, and overlaps for an administrative consolidation project.present_solution
323
The slide uses a structured table-like layout to present methodology and findings for a public sector efficiency project.diagnose
324
The slide outlines the phasing of personnel adjustments and the resulting financial impact, noting that full potential is realized later due to civil servant tequantify_impact
325
The slide highlights that administrative tasks are currently decentralized, suggesting a consolidation opportunity based on previous successes in specific unitsdiagnose
326
The slide uses a comparison matrix structure to contrast two analytical approaches.present_framework
327
The slide details a specific methodology for calculating administrative potential in military units, emphasizing the need to account for operational requirementpresent_framework
328
The table includes a waterfall-style bar chart on the right showing the difference between HR admin ÅV and total HR ÅV.analyze_data
329
The slide uses a table to categorize administrative tasks (Tidsregistrering, Rådgivning, Organisationsændringer, Rejser) and evaluates them for consolidation.analyze_data
330
The slide presents a custom framework for evaluating administrative solution models.present_framework
331
The slide uses a table-like structure to define two key parameters for organizational design.diagnose
332
The slide uses a matrix-like structure to compare organizational models.compare_options
333
The slide evaluates organizational models for administrative consolidation, emphasizing that physical proximity can be maintained across all models through manacompare_options
334
The slide compares four organizational models (M1-M4) for administrative consolidation.compare_options
335
The table compares four models (minimum, expanded minimum, service-based, and agency-level) across different military entities (Flyvevåbnet, Hæren, Søværnet).compare_options
336
The slide uses a matrix format to show the distribution of units across locations, with color-coded boxes indicating the four models. Asterisks denote 'headquaranalyze_data
337
The slide uses a BCG-style table layout with a callout box pointing to the qualitative potential column.analyze_data
338
The slide uses a matrix-like structure to map task types to their future state (centralized vs. decentralized/discontinued).diagnose
339
Waterfall chart shows the breakdown of full-time equivalents (Årsværk) across different defense entities.summarize
340
The slide details the calculation methodology for cost savings and FTE reductions, including overhead and military supplements.size_opportunity
341
The slide displays three separate tables for HKIC, HEC, and TRR, detailing unit-level baseline and potential administrative overlaps.analyze_data
342
The slide outlines the rationale for administrative centralization, citing potential savings, current inefficiencies, and levers for improvement.diagnose
343
The slide uses a hub-and-spoke style diagram to show how two different administrative streams feed into a single 'Brutto-baseline'.diagnose
344
The slide uses a table-based decomposition of administrative processes into task categories and examples, highlighting IT impact.diagnose
345
The slide outlines a diagnostic view of current time-tracking processes (Stabsmetode, Værkstedsmetoden, Operativ metode).diagnose
346
Waterfall chart used to decompose travel handling; horizontal bar chart used to show distribution across VFK units.diagnose
347
The slide uses a waterfall-style breakdown on the left and a histogram/distribution on the right to segment employees by travel volume.analyze_data
348
The slide outlines a process flow (Registration -> Transfer -> Entry) and lists multiple options for each stage, with specific recommendations highlighted by dacompare_options
349
The slide uses a two-column layout to contrast cost estimates with required further analysis.quantify_impact
350
The slide uses a structured table format to detail the business case for a specific administrative efficiency initiative.present_solution
351
Slide 350 from a BCG/Struensee deck. Contains detailed methodology for calculating administrative savings potential.quantify_impact
352
The slide uses a table to break down financial projections (2018-2023+) against specific cost categories and identifies overlaps with other initiatives.quantify_impact
353
The slide uses a three-row structure to contrast the current state, the tasks suitable for centralization, and the future state.diagnose
354
The slide uses a waterfall-style decomposition to show the total volume of course administration tasks, narrowing down to VFK's share, and then detailing the dianalyze_data
355
The slide uses a triangulation methodology to validate the baseline data.present_framework
356
The slide uses triangulation to confirm the accuracy of the survey data regarding resource consumption in course administration.analyze_data
357
The slide includes a table comparing survey results with interview-based corrections, and a visual comparison of the two data collection methods (survey vs. intanalyze_data
358
The slide uses a table-like structure to map task areas to specific activities and their corresponding time consumption (in hours/percentage).diagnose
359
The slide defines 'skråstreger' based on time thresholds (30% for levels I-III/outside VFK, 60% for levels IV-V/unknown).analyze_data
360
The slide uses a 'before-after' framing to justify the recommendation of centralizing course administration.recommend
361
The slide presents a comparison between centralizing in FAK vs. centralizing in support units.compare_options
362
The slide uses a hub-and-spoke map to demonstrate that physical proximity is not required for effective service delivery.illustrate_case
363
The table shows the calculation of FTEs to be removed or moved, adjusting for an 8.6 FTE overlap.quantify_impact
364
The slide uses a comparison diagram to illustrate the shift from customer-centric to process-centric organizational structures.summarize
365
The slide uses a table to break down administrative vs operative staff and their associated cost savings potential.quantify_impact
367
The slide uses a structured table format to outline the business case for a logistics reorganization (LOGTJ).present_solution
368
The chart uses a waterfall structure to reconcile total personnel counts with the actual baseline, showing subtractions and additions per unit.analyze_data
369
The slide justifies the exclusion of operational technical staff based on 'unity of command' and the need for integrated training in combat units.establish_context
370
The slide uses an org chart to map organizational units to quantitative data rows (M/C100-M/C400).present_framework
371
The chart uses a hierarchical tree structure to represent organizational levels.present_framework
372
The slide shows a net difference of -36 ÅV between the baseline and the new order.analyze_data
373
The slide explains the rationale behind negative revenue projections for specific organizational functions.diagnose
374
The slide outlines a governance structure for material management within the Danish Defense.present_framework
375
The slide uses organizational charts as evidence for best practices in military logistics transformation.cite_precedent
376
The slide depicts a hierarchical structure with a specific focus on potential consolidation of HR and Journal functions.present_framework
377
The slide uses an org-chart structure to visualize headcount (ÅV - Årsværk/FTE) allocation. Includes a footnote regarding T-17 maintenance exclusions.present_framework
378
The slide uses a matrix-like structure to map 10 efficiency levers to two organizational scenarios and two business units (VN I, VN II).quantify_impact
379
Part 1 of 3 of a list of efficiency levers.present_solution
380
Part 2 of 3 of a list of 10 initiatives.present_solution
381
Part 3 of 3 of the efficiency initiatives list.present_solution
382
Includes both a table of specific project efficiencies and a trend analysis of overall labor productivity.quantify_impact
383
The slide uses a waterfall-style logic to show cost savings across different categories, with a specific focus on the impact of the 'ØKO-puls' management tool.quantify_impact
384
The slide uses a 'post-it' note aesthetic to present excerpts from various historical reports.diagnose
385
The slide uses a waterfall-like logic to show how efficiency percentages translate into FTE reductions and finally into financial savings.quantify_impact
386
The slide uses a multi-step calculation flow (Efficiency % -> Hours -> Hourly Rate -> Revenue).quantify_impact
387
The slide compares a current business case with an alternative analysis, showing a potential increase in savings from 3.5m DKK to 6.3m DKK.quantify_impact
388
The slide uses a table structure to compare baseline costs, location, space requirements, and initial investment against hourly rate differences.compare_options
389
The chart uses a waterfall structure to show how individual maintenance categories aggregate to a total, then compares this to an insourcing scenario.quantify_impact
390
The slide uses a bar chart for external spending and a line chart for internal hours to highlight a divergence in trends.diagnose
391
The slide uses a BCG-style layout with three distinct pillars of analysis. It includes a line chart showing the cumulative distribution of external spend by invpresent_solution
392
The slide uses a series of sticky-note style callouts to present findings for different equipment categories.diagnose
393
The slide presents two distinct analyses side-by-side, each with its own chart and supporting bullet points.diagnose
394
Slide discusses organizational changes in training responsibilities and OJT methodologies.diagnose
395
The chart displays a hierarchical structure with specific headcount numbers for each sub-unit, likely representing a military or logistics organization.present_framework
396
The slide uses a specific notation where italicized text in parentheses indicates the source or stakeholder group (e.g., VN I, FH, FLV, LOGTJ, HRN, MAR).diagnose
397
The slide uses a numbered list to detail specific risk areas. It includes a note about the source of the information (italics indicate contributions from other diagnose
398
Part of a 3-part series on maintenance risk mitigation.plan_implementation
399
The slide outlines three pillars of airworthiness: maintenance, re-certification, and inspection oversight.summarize
401
The slide uses a structured table format to categorize consequences, risks, and mitigation actions.diagnose
402
The slide uses a table-like structure to aggregate financial data points across different operational areas.summarize
403
The slide uses a structured table format to present organizational efficiency proposals.present_solution
404
Includes specific financial figures (2.923m DKK, 3-5m DKK, 11-17m DKK, 34-51m DKK, 10m DKK) and geographic placement recommendations.analyze_data
405
The slide outlines financial projections (net potential) and operational considerations (SAP implementation, training, organizational structure) for a transformquantify_impact
406
The slide uses a Gantt chart format to sequence activities. It highlights that financial benefits (net potential) are expected to materialize starting in 2022.plan_implementation
407
The slide maps organizational units to their tasks and FTE counts (Baseline vs LOGTJ) and provides a qualitative relevance assessment for each.analyze_data
408
The table breaks down 772 man-years across five organizational units: Aalborg, South, North, Staff, and Others.analyze_data
409
The table compares baseline staffing levels against LOGTJ levels across five departments, with a footer noting additional obligations.analyze_data
410
The slide uses a table structure to categorize organizational units and their associated workload metrics.analyze_data
411
The slide provides a breakdown of personnel requirements for different units within a military maintenance battalion.analyze_data
412
The slide details organizational structure and resource allocation (Årsværk) for Helicopter Wing Karup.analyze_data
413
The slide provides a breakdown of the Fighter Wing Skrydstrup organization, detailing the Logistics Group, Wing Group, Operations Group, and other units.analyze_data
414
The slide provides a breakdown of personnel allocation (Baseline vs LOGTJ) across four functional groups.analyze_data
415
The table breaks down units into Logistisk Støtte, Aircraft Maintenance Squadron, Stab, ESK 690/721, and Øvrige, with a separate section for Forpligtelser.analyze_data
416
The slide uses a structured table format to present a business case for a specific military procurement initiative.diagnose
417
The slide uses a waterfall-style bridge to illustrate the cost reduction from 62m to 16m.quantify_impact
418
The slide highlights a trade-off between operational savings and task capability loss.diagnose
419
The slide uses a waterfall-style logic to show the components of the asset sale and the resulting investment gap.quantify_impact
422
The slide summarizes the methodology and initial findings of a budget analysis conducted by BCG/Struensee.establish_context
423
The slide uses a custom organizational mapping framework to categorize different departments and agencies into four distinct analytical tracks.present_framework
424
The slide uses a waterfall chart to visualize the composition of the 21.4 billion DKK budget.analyze_data
425
The slide uses a numbered list (I-VI) to define organizational activities.present_framework
426
The slide uses a hierarchical tree structure to represent the command chain.present_framework
427
The slide lists 8 distinct organizational units (LESEK, AKO, FST, MST, HST, UK, SOKOM, OP) and their core tasks.summarize
428
The chart uses a stacked bar approach to visualize the composition of staff roles across different organizational units.analyze_data
429
The chart is a waterfall-style visualization showing the sum of personnel across three distinct agencies.analyze_data
430
The slide uses a hierarchical tree structure to represent organizational units for Hærstaben, Marinestaben, and Flyverstaben.present_framework
431
The methodology relies on the NATO Continental Staff System and links organizational positions (SNO) to payroll data.present_framework
432
The chart displays a stacked bar representation of task distribution (Kamp, Føring, Uddannelse, Vedligehold, Logistik, Ledelse) for various military units.analyze_data
433
The chart uses a color-coded legend to represent different task types: Kamp (Combat), Føring (Command), Uddannelse (Training), Vedligehold (Maintenance), Logistanalyze_data
434
The chart displays task allocation across categories: Combat, Command, Training, Maintenance, Logistics, and Management/Support.analyze_data
435
The slide uses a matrix-like structure to categorize findings into horizontal and vertical overlaps.summarize
436
Includes organizational chart, horizontal bar chart for salary/operational costs, and a stacked bar chart for capacity plans.analyze_data
437
The slide uses a table structure to present qualitative findings across four functional areas: Materiel, IT, Forsyning, and Indkøb.summarize
438
The chart uses a waterfall structure to show the cumulative cost components.quantify_impact
439
The slide uses a structured table to map specific operational areas (rows) to identified improvement potentials (bullets).summarize
440
The slide lists specific military units and their deployment readiness requirements.summarize
441
The slide uses checkmarks and crosses to indicate whether specific Army capabilities meet NATO obligations.analyze_data
442
The slide uses checkmarks and crosses to indicate compliance with NATO obligations for specific naval assets.analyze_data
443
The slide uses checkmarks and crosses to indicate compliance with NATO obligations for specific military capabilities.analyze_data
444
The slide lists specific military capacities and their corresponding ambition levels, indicating whether they meet NATO commitments with checkmarks or crosses.analyze_data
445
Slide 444 from a BCG/Struensee deck.diagnose
446
Slide from a BCG/Struensee & Co. deck regarding Danish military capacity analysis.diagnose
447
The slide uses a structured grid layout to present operational and financial characteristics of a specific military asset.diagnose
448
The slide evaluates the suitability of this specific capacity for further economic analysis, concluding it is not suitable.diagnose
449
The slide uses a structured grid layout to present operational and financial details of a specific military unit.diagnose
450
Slide from a BCG/Struensee deck regarding Danish defense capacity.diagnose
451
The slide uses a structured grid layout to categorize operational and financial aspects of the Air Control Wing.diagnose
452
Slide from a BCG/Struensee & Co. deck regarding Danish defense capacity.diagnose
453
Slide from a BCG/Struensee & Co. deck regarding Danish military capacity.diagnose
454
The slide provides a structured diagnostic overview of a specific military capability (construction capacity) for the Danish Armed Forces.diagnose
455
The slide provides a structured breakdown of a military capability for analysis purposes.diagnose
456
Slide 455 from a BCG/Struensee deck regarding Danish military capabilities.diagnose
457
Slide 456 from a BCG/Struensee deck.establish_context
458
The slide provides a structured breakdown of a specific military capability (Militærpolitikapaciteten) for the Danish Armed Forces.diagnose
459
Slide 4 from a BCG/Struensee deck regarding military logistics capabilities.summarize
460
The slide uses a structured grid layout to categorize different aspects of the military capability.diagnose
461
The slide provides a structured breakdown of a specific military capability (armored engineers) for the Danish Army.diagnose
462
The slide provides a structured breakdown of a specific military capability, likely for a defense consulting project.diagnose
463
Slide from a BCG consulting deck regarding Danish military capabilities.diagnose
464
The slide provides a structured breakdown of a specific military capacity (CIS) for the Danish Armed Forces.diagnose
465
The slide provides a structured breakdown of a specific military capability, likely for a defense consulting project.diagnose
466
The slide provides a structured breakdown of a military logistics capability.diagnose
467
Slide from a BCG/Struensee & Co. deck regarding Danish naval capabilities.establish_context
468
Slide from a BCG/Struensee deck regarding Danish naval capacity.diagnose
469
The slide uses a structured grid layout to categorize operational and financial aspects of the inspection ship fleet.diagnose
470
The slide uses a structured grid layout to present various facets of a military capability.diagnose
471
Part of a series of capacity analysis slides for the Danish military/government.diagnose
472
The slide uses a structured grid layout to categorize operational and financial attributes of the service.diagnose
473
The slide uses a structured grid layout to categorize various aspects of a specific military/governmental capacity.diagnose
474
Part of a series of capacity profiles; BCG/Struensee branding.diagnose
475
Slide provides a structured diagnostic overview of a specific military capability.diagnose
476
The slide evaluates the suitability of a specific capability (special ships) for further scaling analysis, concluding it is not suitable.diagnose
477
The slide evaluates the STS capacity for scaling and concludes it is not suitable for further analysis.diagnose
478
The slide uses a structured grid layout to categorize capacity assessment criteria.diagnose
479
The slide uses a structured grid layout to categorize capacity scaling considerations.present_framework
481
The slide details two distinct sets of principles: one for salary/overhead and one for functional level changes, likely for a public sector or government organipresent_solution
482
The slide uses a 4-point scale represented by pie-chart icons to indicate the severity of obstacles to feasibility.present_framework