Deloitte · consulting-deck
New Mexico State Staffing Study
194 pages · 4 arc beats · 2 loops
New Mexico State Staffing Study
Deloitte arc beats above · slides in the middle · loops below · scroll → 2 LOOPS
1102030405060708090100110120130140150160170180190194
Deck intelligence map
4 coverage by narrative range · generated from this deck JSON
Narrative range 194 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Situation & Context 5 slides 100% 5/5 slides 100% 5/5 slides · 24 hits — 0/5 slides
80% 4/5 slides — 0/5 slides
100% 5/5 slides — 0/5 slides
Problem & Complication 10 slides 100% 10/10 slides 100% 10/10 slides · 42 hits 30% 3/10 slides 50% 5/10 slides 60% 6/10 slides 100% 10/10 slides — 0/10 slides
Evidence & Proof 45 slides 100% 45/45 slides 100% 45/45 slides · 258 hits 40% 18/45 slides 62.2% 28/45 slides 24.4% 11/45 slides 100% 45/45 slides 40% 18/45 slides Impact & Next Steps 134 slides 100% 134/134 slides 100% 134/134 slides · 803 hits 57.5% 77/134 slides 52.2% 70/134 slides · 74 hits 17.2% 23/134 slides 100% 134/134 slides — 0/134 slides
Slide inventory
194 every slide · same image gating as the playbook
04
This is a standard front-matter slide for a consulting report, establishing the scope and purpose of the document.establish_context
Open slide detailBeat · Situation & Context
07
The slide uses a process flow diagram to delineate the scope of the NMSU Staffing Study, which covers all three phases.plan_implementation
Open slide detailBeat · Problem & Complication
08
The slide uses a Gantt chart format to map project activities against a weekly calendar.plan_implementation
Open slide detailBeat · Problem & Complication
10
The slide uses a pyramid diagram to illustrate the hierarchy of functions and processes.present_framework
Open slide detailBeat · Problem & Complication
11
The slide uses a stacked bar chart to illustrate the degree of centralization vs. decentralization (fragmentation) across 14 functional areas.diagnose
Open slide detailBeat · Problem & Complication
12
The chart illustrates that many divisions are spending significant time on non-core, decentralized tasks.diagnose
Open slide detailBeat · Problem & Complication
13
The slide uses a heatmap to visualize span of control (direct reports) per management layer across various departments. It identifies an inverse relationship codiagnose
Open slide detailBeat · Problem & Complication
15
The slide uses a four-category framework (Organization, Process, Policy, Technology) to structure findings.diagnose
Open slide detailBeat · Problem & Complication
17
The slide presents a numbered list of initiatives, likely derived from a prior diagnostic or benchmarking phase.prioritize
Open slide detailBeat · Evidence & Proof
19
The slide acts as a table of contents or user guide for the deck structure.summarize
Open slide detailBeat · Evidence & Proof
20
This slide acts as a legend or user manual for the preceding or following analytical slides.summarize
Open slide detailBeat · Evidence & Proof
23
The slide uses a series of stacked bar charts with diamond markers to indicate NMSU's position relative to peer benchmarks.compare_peers
24
Includes specific quantitative metrics regarding FTE distribution, span of control, and potential annual savings.diagnose
25
The chart uses a grouped bar approach where FTE (blue) is overlaid or adjacent to Employee count (yellow).analyze_data
26
The chart uses color-coding to represent different university divisions performing HR tasks.diagnose
27
Includes a waterfall-style comparison between division budget and functional labor cost.analyze_data
28
The chart uses red boxes to highlight specific processes with high fragmentation. The legend maps colors to various university divisions.diagnose
29
The chart uses a stacked bar approach to show cost distribution per process. Red boxes highlight specific processes with high fragmentation.analyze_data
30
The slide uses a custom bar-chart-like visualization to represent organizational layers and span of control.diagnose
31
The slide uses a 2x2 matrix for the future state, mapping 'Relationship to the University' (Specific/Department vs. Generic/University Wide) against 'Method of present_framework
Open slide detailBeat · Evidence & Proof
35
The slide uses a diamond icon to represent NMSU's position relative to peer benchmarks (represented by the bars).diagnose
36
The slide uses a two-column layout for findings and opportunities, with a footer for external benchmarks and a bottom-line impact figure.diagnose
37
The chart shows a significant decentralization of procurement activities, with the 'Colleges' department having the highest headcount but relatively low FTE.diagnose
38
The chart uses color-coding to represent different university divisions performing procurement tasks.diagnose
39
The slide uses a waterfall-style bridge to show the $1.35M cost differential between the procurement division budget and actual procurement work performed acrosanalyze_data
40
The chart uses red boxes to highlight specific processes. The legend maps colors to university divisions.diagnose
41
The chart highlights cost disparities between centralized procurement and decentralized divisional procurement activities.analyze_data
42
The slide uses a table-like visualization to show span of control across management layers 1-6.diagnose
43
Includes a watermark 'Illustrative- for discussion purposes'.compare_options
47
The slide uses a diamond icon to represent the subject (NMSU) against peer benchmarks.compare_peers
Open slide detailBeat · Evidence & Proof
49
The chart uses a grouped bar approach where FTE (blue) is a subset of total employees (yellow).analyze_data
Open slide detailBeat · Evidence & Proof
50
The chart uses color-coding to represent different university divisions, with the total FTE count and number of people involved in each process displayed.diagnose
Open slide detailBeat · Evidence & Proof
51
The slide uses a waterfall-style bridge to show the $4.75M cost differential between IT division salaries and actual IT work performed.quantify_impact
Open slide detailBeat · Evidence & Proof
52
The chart illustrates that IT work is distributed across many non-IT departments, leading to fragmented labor costs.diagnose
Open slide detailBeat · Evidence & Proof
53
The slide highlights that for these 12 processes, the majority of labor costs are incurred outside the IT Division.analyze_data
Open slide detailBeat · Evidence & Proof
54
The chart uses a stacked bar approach to visualize cost distribution across multiple divisions for specific IT processes.analyze_data
Open slide detailBeat · Evidence & Proof
55
The chart visualizes organizational hierarchy layers and their respective spans of control, highlighting inefficiencies.diagnose
Open slide detailBeat · Evidence & Proof
56
The slide uses a matrix-style layout to contrast current vs. future state operating models. Includes a watermark 'Illustrative- for discussion purposes'.present_solution
Open slide detailBeat · Evidence & Proof
62
NMSU refers to New Mexico State University. The slide uses a comparison table structure to contrast findings with opportunities.diagnose
Open slide detailBeat · Impact & Next Steps
63
The chart uses a grouped bar approach to show headcount vs FTE per department.analyze_data
Open slide detailBeat · Impact & Next Steps
64
The chart visualizes FTE distribution across different administrative processes, color-coded by division.diagnose
Open slide detailBeat · Impact & Next Steps
65
The chart uses a horizontal bar format with a dashed line indicating the NMSU average coverage ratio.analyze_data
Open slide detailBeat · Impact & Next Steps
68
The slide uses a series of stacked bar charts to benchmark NMSU Finance against peer institutions.diagnose
Open slide detailBeat · Impact & Next Steps
69
The slide uses a two-column layout for findings and opportunities, with a bottom section for broader organizational opportunities.diagnose
Open slide detailBeat · Impact & Next Steps
70
The chart shows a significant concentration of finance FTEs in the Senior VP for Admin & Finance department compared to other units.analyze_data
Open slide detailBeat · Impact & Next Steps
71
The chart uses red boxes to highlight the five most fragmented processes. The legend maps colors to university divisions.diagnose
Open slide detailBeat · Impact & Next Steps
72
Includes a waterfall-style comparison between division budget and actual activity-based labor costs.quantify_impact
Open slide detailBeat · Impact & Next Steps
73
The chart uses red boxes to highlight specific processes with high fragmentation.diagnose
Open slide detailBeat · Impact & Next Steps
74
The chart uses a color-coded legend for divisions and highlights specific processes with red boxes.analyze_data
Open slide detailBeat · Impact & Next Steps
75
The chart shows an inverted pyramid structure for span of control, which is identified as a performance issue.diagnose
Open slide detailBeat · Impact & Next Steps
76
The slide uses a 2x2 matrix to map future-state processes based on 'Relationship to the University' (Specific/Department vs Generic/University Wide) and 'Methodcompare_options
Open slide detailBeat · Impact & Next Steps
80
The slide uses a diamond icon to represent NMSU's position relative to peer benchmarks on stacked bar charts.diagnose
Open slide detailBeat · Impact & Next Steps
82
The chart uses a grouped bar approach where FTE (blue) is overlaid or adjacent to the total employee count (yellow).analyze_data
Open slide detailBeat · Impact & Next Steps
83
The chart uses color-coding to represent different university divisions involved in each process, with red boxes highlighting the most fragmented processes.diagnose
Open slide detailBeat · Impact & Next Steps
84
Includes a waterfall-style comparison of labor costs and a pie chart breakdown by funding type.quantify_impact
Open slide detailBeat · Impact & Next Steps
85
The chart uses color-coding to represent different university divisions, with specific processes highlighted by red boxes to indicate high fragmentation.analyze_data
Open slide detailBeat · Impact & Next Steps
86
The chart highlights specific processes with high fragmentation using red boxes around the process labels.analyze_data
Open slide detailBeat · Impact & Next Steps
87
The slide uses a custom bar chart visualization to represent management layers and their respective spans of control.diagnose
Open slide detailBeat · Impact & Next Steps
88
The slide uses a 2x2 matrix to define the future state based on 'Relationship to the University' and 'Method of Adding Value'.present_solution
Open slide detailBeat · Impact & Next Steps
92
The slide uses a diamond icon to represent NMSU's position relative to peer benchmarks.compare_peers
Open slide detailBeat · Impact & Next Steps
94
The chart uses a grouped bar approach to show FTE (blue) vs Count of Employees (yellow) per location.analyze_data
Open slide detailBeat · Impact & Next Steps
95
The chart uses color-coding to represent different university divisions, with red representing 'Facilities and Services'.diagnose
Open slide detailBeat · Impact & Next Steps
96
The slide uses stacked bar charts to compare division-level vs. function-level costs and a pie chart for funding sources.analyze_data
Open slide detailBeat · Impact & Next Steps
97
The chart uses color-coding to represent different divisions, with 'Facilities and Services' (red) being the primary division for most processes.diagnose
Open slide detailBeat · Impact & Next Steps
98
The chart uses color-coding to represent different divisions, with specific processes like 'Perform Maintenance' and 'Manage Grounds' highlighted as having highanalyze_data
Open slide detailBeat · Impact & Next Steps
99
The chart is a custom horizontal bar chart representing organizational layers, often referred to as a 'span of control pyramid'.diagnose
Open slide detailBeat · Impact & Next Steps
100
The slide uses a transition arrow to show the shift from a current state list to a future state 2x2 matrix. The future state matrix axes are 'Method of Adding Vpresent_framework
Open slide detailBeat · Impact & Next Steps
104
The slide uses a custom bar-chart format to compare NMSU (diamond marker) against peer benchmarks (colored bars).diagnose
Open slide detailBeat · Impact & Next Steps
106
The chart shows a significant discrepancy between headcount and FTE, suggesting many staff perform advancement work on a part-time basis.analyze_data
Open slide detailBeat · Impact & Next Steps
107
The chart highlights specific processes with high fragmentation using red boxes. The legend indicates various NMSU divisions.diagnose
Open slide detailBeat · Impact & Next Steps
108
The slide uses a waterfall-like bridge between two bar charts to show the cost differential.analyze_data
Open slide detailBeat · Impact & Next Steps
109
The chart uses color-coding to represent different divisions, with red boxes highlighting specific processes with high fragmentation.analyze_data
Open slide detailBeat · Impact & Next Steps
110
The chart highlights specific processes with red boxes: Manage Relations with External Organizations, Manage Corporate & Foundation Fundraising, Coordinate Evenanalyze_data
Open slide detailBeat · Impact & Next Steps
111
The chart visualizes span of control across management layers, highlighting that the current structure is inverted compared to industry standards.diagnose
Open slide detailBeat · Impact & Next Steps
112
The slide uses a 2x2 matrix to define the future state operating model based on 'Relationship to the University' (Specific/Department vs Generic/University Widepresent_solution
Open slide detailBeat · Impact & Next Steps
116
The slide uses a stacked bar chart format to represent maturity levels (None, Low, Medium, High) for centralization and shared services.compare_peers
Open slide detailBeat · Impact & Next Steps
118
The chart highlights a discrepancy between headcount and FTE, suggesting potential inefficiencies in decentralized CUR activities.analyze_data
Open slide detailBeat · Impact & Next Steps
119
The chart uses color-coding to represent different university divisions, with a red box highlighting the most fragmented process.diagnose
Open slide detailBeat · Impact & Next Steps
120
The slide uses a waterfall-style comparison between total division spend and actual CUR work spend, followed by a pie chart for funding sources.analyze_data
Open slide detailBeat · Impact & Next Steps
121
The chart uses color-coding to represent different university divisions contributing to labor costs for specific communication tasks.diagnose
Open slide detailBeat · Impact & Next Steps
122
The chart uses a stacked bar approach to show cost variations by division for specific tasks.analyze_data
Open slide detailBeat · Impact & Next Steps
123
The slide uses a bar chart to visualize span of control across management layers, identifying an inverted pyramid structure.diagnose
Open slide detailBeat · Impact & Next Steps
124
The slide uses a 2x2 matrix to define the future state operating model based on 'Method of Adding Value' and 'Relationship to the University'.present_solution
Open slide detailBeat · Impact & Next Steps
128
The slide explicitly states that peer comparisons do not apply, resulting in N/A values for all comparison metrics.diagnose
Open slide detailBeat · Impact & Next Steps
129
The slide uses a two-column layout for findings and opportunities, with a bottom section for external benchmarking/experience.diagnose
Open slide detailBeat · Impact & Next Steps
130
The chart uses a grouped bar approach where FTE (blue) is a subset of total employees (yellow).analyze_data
Open slide detailBeat · Impact & Next Steps
131
The chart uses color-coded segments to represent different divisions, with total FTE counts and participant counts in parentheses.diagnose
Open slide detailBeat · Impact & Next Steps
132
The chart highlights that the four most fragmented processes are the most costly.analyze_data
Open slide detailBeat · Impact & Next Steps
133
The chart uses a color-coded legend to map specific divisions to cost segments within each process bar.analyze_data
Open slide detailBeat · Impact & Next Steps
134
The slide uses a horizontal bar chart for SoC and a table for management layers to identify organizational inefficiencies.diagnose
Open slide detailBeat · Impact & Next Steps
138
The slide uses a custom bar-chart-based benchmarking framework to compare NMSU (diamond) against peer ranges (colored bars).diagnose
Open slide detailBeat · Impact & Next Steps
139
RCA likely stands for Research and Creative Activities or similar university administrative function.diagnose
Open slide detailBeat · Impact & Next Steps
140
The chart uses a grouped bar approach to show two metrics per category.analyze_data
Open slide detailBeat · Impact & Next Steps
141
The chart highlights a discrepancy between high employee counts and low FTEs in certain colleges, suggesting fragmented or part-time involvement in RCA work.analyze_data
Open slide detailBeat · Impact & Next Steps
142
The chart uses a stacked bar format to show the distribution of FTEs across various departments for specific RCA processes.diagnose
Open slide detailBeat · Impact & Next Steps
143
The chart illustrates how RCA work is distributed across different colleges, with the Agricultural, Consumer and Environmental Sciences College being the primardiagnose
Open slide detailBeat · Impact & Next Steps
144
The slide uses a waterfall-style bridge to show the cost differential between total division salaries and actual RCA-related labor costs.quantify_impact
Open slide detailBeat · Impact & Next Steps
145
The chart uses color-coding to represent different university divisions contributing to labor costs across various RCA processes.analyze_data
Open slide detailBeat · Impact & Next Steps
146
The chart illustrates how labor costs for RCA functions are distributed across different colleges, highlighting the concentration of costs in specific processesanalyze_data
Open slide detailBeat · Impact & Next Steps
147
RCA likely stands for Root Cause Analysis or Research Cost Analysis.analyze_data
Open slide detailBeat · Impact & Next Steps
148
RCA likely stands for Research Administration or similar; chart uses color-coded segments to represent different colleges.analyze_data
Open slide detailBeat · Impact & Next Steps
149
The chart visualizes organizational structure layers and their respective spans of control.diagnose
Open slide detailBeat · Impact & Next Steps
150
The slide uses a matrix-style layout to contrast current state processes with a future state operating model.present_solution
Open slide detailBeat · Impact & Next Steps
154
The slide uses a stacked bar chart format to represent qualitative maturity levels (None, Low, Medium, High) as percentages.compare_peers
Open slide detailBeat · Impact & Next Steps
155
The slide uses a two-column layout to contrast current state findings with future state opportunities.summarize
Open slide detailBeat · Impact & Next Steps
156
The chart uses a dual-bar approach (stacked/grouped hybrid) to show FTE vs headcount per location.analyze_data
Open slide detailBeat · Impact & Next Steps
157
The chart uses a stacked bar approach where the blue portion represents FTE and the yellow portion represents the total count of employees.analyze_data
Open slide detailBeat · Impact & Next Steps
158
The chart uses color-coding to represent different divisions, with total FTEs and headcount (in parentheses) labeled for each process.diagnose
Open slide detailBeat · Impact & Next Steps
159
The chart title says 'Develop Outreach Programs' is the majority, but the key observations note 'Implement Educational Programs' accounts for the most FTEs. Theanalyze_data
Open slide detailBeat · Impact & Next Steps
160
The chart illustrates how labor costs for specific educational processes are distributed across various administrative and academic divisions.analyze_data
Open slide detailBeat · Impact & Next Steps
161
The chart illustrates how labor costs for educational programs are distributed across various departments/colleges.analyze_data
Open slide detailBeat · Impact & Next Steps
162
The chart uses color-coding to represent different university divisions, with values labeled directly on the segments.analyze_data
Open slide detailBeat · Impact & Next Steps
163
The chart uses color-coding to represent different colleges, with specific dollar values labeled on each segment.analyze_data
Open slide detailBeat · Impact & Next Steps
164
The slide uses a 2x2 matrix to illustrate the shift in operating model. The 'Illustrative- for discussion purposes' watermark is present.present_solution
Open slide detailBeat · Impact & Next Steps
167
The slide uses diamond markers to indicate NMSU's position relative to peer benchmarks.diagnose
Open slide detailBeat · Impact & Next Steps
168
The slide uses a two-column layout for findings and opportunities, with a third section for external benchmarking opportunities.summarize
Open slide detailBeat · Impact & Next Steps
169
The chart uses a stacked bar approach to show FTE (blue) vs total headcount (yellow) per division.analyze_data
Open slide detailBeat · Impact & Next Steps
170
The chart uses color coding to represent different university divisions, with orange representing the Auxiliary Services division.analyze_data
Open slide detailBeat · Impact & Next Steps
171
The slide uses a waterfall-style comparison between total division salary and actual AUX work cost, alongside a pie chart for funding source.analyze_data
Open slide detailBeat · Impact & Next Steps
172
The chart is a stacked bar chart showing labor costs by process, with a legend indicating the division responsible for the cost.analyze_data
Open slide detailBeat · Impact & Next Steps
173
The chart highlights that processes involving staff from outside the Auxiliary Services division often have lower average labor costs per FTE.analyze_data
Open slide detailBeat · Impact & Next Steps
174
The chart visualizes span of control as an inverted pyramid, indicating organizational bloat at lower management levels.diagnose
Open slide detailBeat · Impact & Next Steps
175
The slide uses a 2x2 matrix to map the future state of auxiliary services based on 'Method of Adding Value' and 'Relationship to the University'.present_solution
Open slide detailBeat · Impact & Next Steps
178
The slide uses a custom comparison layout to contrast RSC's current state against peer benchmarks.compare_peers
Open slide detailBeat · Impact & Next Steps
179
The slide uses a two-column layout to contrast current findings with potential future opportunities.summarize
Open slide detailBeat · Impact & Next Steps
180
The chart uses a grouped bar approach to show two metrics per category.analyze_data
Open slide detailBeat · Impact & Next Steps
181
The chart uses a stacked bar approach to compare FTEs (blue) and total employee count (yellow) per college.analyze_data
Open slide detailBeat · Impact & Next Steps
182
The chart highlights fragmentation by showing how many different divisions contribute to each process.diagnose
Open slide detailBeat · Impact & Next Steps
183
The chart illustrates how FTEs are spread across different colleges for each RSC process, with total FTE counts labeled at the end of each bar.diagnose
Open slide detailBeat · Impact & Next Steps
184
The chart illustrates the fragmentation of labor costs across different departments for specific research support functions.analyze_data
Open slide detailBeat · Impact & Next Steps
185
The chart visualizes labor cost distribution across 11 distinct processes, with total values labeled at the end of each bar.analyze_data
Open slide detailBeat · Impact & Next Steps
186
The chart uses a color-coded legend to represent different divisions, with individual bars representing processes and segments representing divisional costs.analyze_data
Open slide detailBeat · Impact & Next Steps
187
The chart uses color-coding to represent different colleges, with specific dollar values labeled on each segment.analyze_data
Open slide detailBeat · Impact & Next Steps
188
The slide uses a 2x2 matrix to map 'Relationship to the University' against 'Method of Adding Value'.compare_options
Open slide detailBeat · Impact & Next Steps
191
The slide uses a column-based layout to organize administrative activities into five distinct categories.present_framework
Open slide detailBeat · Impact & Next Steps
192
Part 2 of 3 of an organizational taxonomy.present_framework
Open slide detailBeat · Impact & Next Steps
193
This is the third slide in a series detailing the university's administrative taxonomy.decompose_segments
Open slide detailBeat · Impact & Next Steps
194
This is a technical appendix slide detailing the quantitative logic applied to employee and labor cost data.summarize
Open slide detailBeat · Impact & Next Steps