anlak storytelling
All kinds
Document kinds
Loading document kinds...

Primary corpus lens for browsing and insights. Selection lives in the URL.

All formats
Orientation
Loading formats...

Landscape, portrait, square, or unknown document geometry.

Unlock
McKinsey · consulting-deck

USPS Future Business Model

39 pages · 4 arc beats · 2 loops

Consulting-Deck Download JSON
Unlock

USPS Future Business Model

McKinsey
arc beats above · slides in the middle · loops below · scroll → 2 LOOPS
SETUP TENSION ANALYSIS EVIDENCE RESOLUTION APPENDIX
HOVER FOR DETAILS · CLICK A SLIDE FOR FULLSCREEN · STEP 2
— No image bound to this slide. Wire up imgproxy to display the rendered slide JPEG.
—

Deck intelligence map

4
coverage by narrative range · generated from this deck JSON
Narrative range 38 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Situation & Context 5 slides 100% 5/5 slides 100% 5/5 slides · 33 hits 40% 2/5 slides 60% 3/5 slides 20% 1/5 slides 100% 5/5 slides · 8 hits
— 0/5 slides
Problem & Complication 5 slides 100% 5/5 slides 100% 5/5 slides · 29 hits 40% 2/5 slides 20% 1/5 slides
— 0/5 slides
100% 5/5 slides · 8 hits
— 0/5 slides
Evidence & Proof 11 slides 100% 11/11 slides 100% 11/11 slides · 67 hits 63.6% 7/11 slides 72.7% 8/11 slides 36.4% 4/11 slides 100% 11/11 slides 18.2% 2/11 slides Solution & Approach 17 slides 100% 17/17 slides 100% 17/17 slides · 106 hits 41.2% 7/17 slides 17.6% 3/17 slides 35.3% 6/17 slides 100% 17/17 slides 88.2% 15/17 slides · 22 hits

Slide inventory

39
every slide · same image gating as the playbook
01
Slide 1
front_matter
Open slide detail
02
front_matter
Open slide detail
03
The slide highlights the impact of the Postal Act of 2006 and RHB pre-funding requirements on USPS profitability.establish_context
Open slide detailBeat · Situation & Context
04
The chart uses a waterfall structure to bridge the gap between 2006 and 2009 net income.analyze_data
Open slide detailBeat · Situation & Context
05
The chart shows a significant divergence between the 2005 forecasts (upside, base, downside) and the actual volume trend starting around 2007-2008.diagnose
Open slide detailBeat · Situation & Context
06
The chart uses a cumulative index starting at 1973. The 'Recent Context' label suggests this is part of a diagnostic or situational analysis.establish_context
Open slide detailBeat · Situation & Context
07
The slide highlights the financial pressure of pre-funding requirements on the USPS.establish_context
Open slide detailBeat · Situation & Context
08
The slide uses broken-axis symbols on both charts to indicate non-zero baselines.analyze_data
Open slide detailBeat · Problem & Complication
09
The slide uses a stacked bar chart to show total reduction and a pie chart to show the composition of those reductions.diagnose
Open slide detailBeat · Problem & Complication
10
front_matter
Open slide detailBeat · Evidence & Proof
11
The slide uses a 2x2 matrix structure to categorize trends into Revenue and Cost buckets, with a central callout summarizing the impact.frame_problem
Open slide detailBeat · Evidence & Proof
12
The chart is an area chart showing total volume decline from 177 billion to 150 billion pieces.analyze_data
Open slide detailBeat · Evidence & Proof
13
The slide uses a waterfall chart to explain the delta between 2009 and 2020 revenue.quantify_impact
Open slide detailBeat · Evidence & Proof
14
The slide uses a map of the US as a central visual anchor to explain the geographic fixed nature of the infrastructure.establish_context
Open slide detailBeat · Evidence & Proof
15
The chart uses a break in the Y-axis to visualize the delta between 1,258 and 1,245 million work hours.quantify_impact
Open slide detailBeat · Evidence & Proof
16
Base Case: Workforce cost projectionquantify_impact
Open slide detailBeat · Evidence & Proof
17
Base Case: Workforce cost projection. Includes OPM estimates and P.L. 109-435 data.analyze_data
Open slide detailBeat · Evidence & Proof
18
Base Case label at top left. McKinsey & Company branding at bottom.diagnose
Open slide detailBeat · Evidence & Proof
19
Includes a specific callout regarding the statutory debt ceiling and a sensitivity note about flat volumes.quantify_impact
Open slide detailBeat · Evidence & ProofLoop · Cost Of Inaction
20
Base Case scenario analysis.compare_options
Open slide detailBeat · Evidence & ProofLoop · Cost Of Inaction
21
front_matter
Open slide detailLoop · Cost Of Inaction
22
present_solution
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
23
The chart compares a 'Base Case' scenario with a 'Management Action' scenario, highlighting the delta in both annual and cumulative losses.quantify_impact
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
24
The slide uses a numbered list for specific initiatives and a table-like structure for financial impact.quantify_impact
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
25
The slide outlines specific strategic levers for the USPS to increase revenue by $2 billion.present_solution
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
26
The slide highlights that while $10B is the target, further improvements are challenging due to existing high automation levels.quantify_impact
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
27
The slide uses a simple list-based structure to map initiatives to financial outcomes.quantify_impact
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
28
The slide uses a combination of line charts for trends and a bar chart for cumulative totals to illustrate the impact of management interventions.quantify_impact
Open slide detailBeat · Solution & ApproachLoop · Cost Of Inaction
29
The slide uses a 'gap' visualization to show the difference between a 'Base Case' (red line) and an 'Actions within Postal Service control' scenario (orange linframe_problem
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
30
The slide uses a simple 2x2-style comparison matrix to distinguish between two types of organizational change.present_framework
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
31
The slide uses a color-coded legend to distinguish between legislative and non-legislative actions.present_solution
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
32
Uses a funnel/filter metaphor to screen ideas.prioritize
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
33
The slide uses a color-coded legend (light green for non-legislative, dark green for legislative) to categorize the initiatives.present_solution
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
34
The slide uses a color-coded legend to distinguish between non-legislative and legislative actions.present_solution
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
35
The slide uses a color-coded legend to distinguish between non-legislative and legislative changes.present_solution
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
36
The slide uses a color-coded legend to distinguish between legislative and non-legislative initiatives.prioritize
Open slide detailBeat · Solution & ApproachLoop · Mece Breakdown
37
The slide uses a green color-coding system to denote legislative actions.present_solution
Open slide detailBeat · Solution & Approach
38
front_matter
Open slide detailBeat · Solution & Approach
39
diagnose
Open slide detail