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McKinsey · consulting-deck

Secret of Transformations

37 pages · 5 arc beats · 2 loops

Consulting-Deck Download JSON
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Secret of Transformations

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.
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Deck intelligence map

5
coverage by narrative range · generated from this deck JSON
Narrative range 29 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Situation & Context 4 slides 100% 4/4 slides 100% 4/4 slides · 29 hits 25% 1/4 slides
— 0/4 slides
— 0/4 slides
100% 4/4 slides 50% 2/4 slides Problem & Complication 3 slides 100% 3/3 slides 100% 3/3 slides · 18 hits 33.3% 1/3 slides
— 0/3 slides
33.3% 1/3 slides 100% 3/3 slides
— 0/3 slides
Evidence & Proof 5 slides 100% 5/5 slides 100% 5/5 slides · 29 hits 40% 2/5 slides 80% 4/5 slides 40% 2/5 slides 100% 5/5 slides 40% 2/5 slides Solution & Approach 5 slides 100% 5/5 slides 100% 5/5 slides · 28 hits 20% 1/5 slides 60% 3/5 slides 60% 3/5 slides 100% 5/5 slides
— 0/5 slides
Impact & Next Steps 12 slides 100% 12/12 slides 100% 12/12 slides · 68 hits 58.3% 7/12 slides 66.7% 8/12 slides 41.7% 5/12 slides 100% 12/12 slides
— 0/12 slides

Slide inventory

37
every slide · same image gating as the playbook
01
Slide 1
front_matter
Open slide detailBeat · Situation & Context
02
This is a classic McKinsey slide used to illustrate the 'churn' of companies in the S&P 500 over time.frame_problem
Open slide detailBeat · Situation & ContextLoop · Logic Chain
03
The slide uses company logos to illustrate corporate longevity and turnover in the Fortune 500.establish_context
Open slide detailBeat · Situation & ContextLoop · Logic Chain
04
Uses data from S&P and Fortune to establish urgency.establish_context
Open slide detailBeat · Situation & Context
05
Classic McKinsey '70% failure rate' statistic often used to frame change management engagements.frame_problem
Open slide detailBeat · Problem & Complication
06
Uses a seesaw metaphor to contrast short-term results with sustainable transformation.frame_problem
Open slide detailBeat · Problem & Complication
07
Uses a contrast-pairs framework to define the transformation philosophy.present_framework
Open slide detailBeat · Problem & Complication
08
Likely used for an interactive session or workshop.other
Open slide detail
09
The slide presents a survey question and then provides the answer 'D' in a sidebar.present_solution
Open slide detail
10
other
Open slide detail
11
This appears to be an interactive slide used during a presentation to poll an audience.other
Open slide detail
12
This slide is designed for audience engagement during a presentation.other
Open slide detail
13
This is a quiz/poll slide used for audience engagement.other
Open slide detail
14
The slide uses a numbered list format to present three distinct strategic beliefs.summarize
Open slide detail
15
Part of a series of beliefs (04, 05, 06).summarize
Open slide detail
16
McKinsey & Company branding present. Uses a 'rule of three' structure to diagnose failure points.diagnose
Open slide detailBeat · Evidence & Proof
17
The slide uses a donut chart for the 70% failure rate and a stacked bar chart to decompose the causes of failure.diagnose
Open slide detailBeat · Evidence & ProofLoop · Cost Of Inaction
18
McKinsey & Company branding present.summarize
Open slide detailBeat · Evidence & ProofLoop · Cost Of Inaction
19
summarize
Open slide detailBeat · Evidence & Proof
20
McKinsey & Company branding present.summarize
Open slide detailBeat · Evidence & Proof
21
The central icon is a medical bag, symbolizing 'Organizational Health'.present_framework
Open slide detailBeat · Solution & Approach
22
McKinsey's Performance and Health framework.present_framework
Open slide detailBeat · Solution & Approach
23
The slide uses a visual metaphor of desks arranged in a growth-chart-like pattern to represent organizational evolution.summarize
Open slide detailBeat · Solution & Approach
24
The chart highlights a ~3X performance difference between the top and bottom quartiles of organizational health.quantify_impact
Open slide detailBeat · Solution & Approach
25
McKinsey Organizational Health Index (OHI) framework reference.present_framework
Open slide detailBeat · Solution & Approach
26
This is the classic McKinsey Influence Model.present_framework
Open slide detailBeat · Impact & Next Steps
27
The slide uses a circular flow diagram to represent the four quadrants of the Influence Model.quantify_impact
Open slide detailBeat · Impact & Next Steps
28
The slide uses an org chart to visually position the CTO alongside the COO and CFO, reporting to the CEO.present_framework
Open slide detailBeat · Impact & Next Steps
29
The diagram illustrates a cyclical process flow involving idea validation, initiative updates, and weekly meetings.present_framework
Open slide detailBeat · Impact & Next Steps
30
summarize
Open slide detailBeat · Impact & Next Steps
31
The framework is referred to as 'boulders, pebbles and sand analysis'.quantify_impact
Open slide detailBeat · Impact & Next Steps
32
The slide uses a table format to compare two quantitative metrics across 11 industry examples, calculating a 'Multiple' for each.quantify_impact
Open slide detailBeat · Impact & Next Steps
33
The chart illustrates the performance gap between top-tier and median transformation outcomes over time.quantify_impact
Open slide detailBeat · Impact & Next Steps
34
compare_peers
Open slide detailBeat · Impact & Next Steps
35
compare_options
Open slide detailBeat · Impact & Next Steps
36
The slide uses a 3x2 grid of icons and descriptive text to communicate transformation readiness criteria.diagnose
Open slide detailBeat · Impact & Next Steps
37
summarize
Open slide detailBeat · Impact & Next Steps