Starboard Value · activist-deck
GCP Applied Technologies (GCP)
131 pages · 4 arc beats · 5 loops
GCP Applied Technologies (GCP)
Starboard Value · 2020-04 arc beats above · slides in the middle · loops below · scroll → 5 LOOPS
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Deck intelligence map
4 coverage by narrative range · generated from this deck JSON
Narrative range 131 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem Identification 12 slides 100% 12/12 slides 100% 12/12 slides · 81 hits — 0/12 slides
33.3% 4/12 slides 41.7% 5/12 slides 100% 12/12 slides 8.3% 1/12 slides Agitation 28 slides 100% 28/28 slides 100% 28/28 slides · 202 hits — 0/28 slides
17.9% 5/28 slides · 7 hits 78.6% 22/28 slides 100% 28/28 slides 28.6% 8/28 slides Solution 80 slides 100% 80/80 slides 100% 80/80 slides · 550 hits — 0/80 slides
33.8% 27/80 slides · 29 hits 71.3% 57/80 slides 100% 80/80 slides 100% 80/80 slides Next Steps 11 slides 100% 11/11 slides 100% 11/11 slides · 53 hits — 0/11 slides
72.7% 8/11 slides · 10 hits 54.5% 6/11 slides 100% 11/11 slides — 0/11 slides
Slide inventory
131 every slide · same image gating as the playbook
05
Uses a process flow diagram to show corporate restructuring.establish_context
Open slide detailBeat · Problem Identification
06
Includes logos of BASF, Sika, and Saint-Gobain.frame_situation
Open slide detailBeat · Problem Identification
08
The slide uses a 'villain' framing by highlighting the underperformance of GCP relative to its peers.compare_peers
Open slide detailBeat · Problem Identification
09
The slide uses red dashed lines to visually emphasize the performance gap between GCP and its peers.compare_peers
Open slide detailBeat · Problem Identification
10
The slide uses a combination of a summary performance table and three line charts showing indexed stock performance.expose_gap
Open slide detailBeat · Problem Identification
11
The slide uses a timeline framework to correlate specific management/operational failures with stock price declines.diagnose_problem
Open slide detailBeat · Problem Identification
12
Uses a list-based diagnostic framework to highlight failures.diagnose_problem
14
The slide uses a waterfall-style bridge to illustrate margin expansion and a growth target decomposition.propose_solution
16
The slide uses a footer to reinforce the core message.summarize
17
The slide uses a dashed border to distinguish existing board members (Clay H. Kiefaber and Marran H. Ogilvie) from other nominees.introduce_nominees
18
The timeline uses a dual-row structure to show events above and below a central arrow, emphasizing the narrative of failed engagement.expose_contradiction
22
The slide uses a 'before-after' framing technique to set up a future contradiction by establishing the initial high expectations.expose_contradiction
Open slide detailBeat · Agitation
24
Uses a before-after framing to contrast industry performance with company performance.expose_contradiction
Open slide detailBeat · Agitation
25
The slide uses red annotations to highlight the delta between 2016 and 2019 for both margin erosion and cost increases.expose_contradiction
Open slide detailBeat · Agitation
26
Uses a combination of bar charts to contrast growth and margin performance against peers.compare_peers
Open slide detailBeat · Agitation
27
Uses a contrast-pairs framework to highlight management failure at GCP compared to peers.expose_contradiction
Open slide detailBeat · Agitation
28
Uses a waterfall-style chart to show the accumulation of restructuring plans and savings targets.expose_contradiction
Open slide detailBeat · Agitation
29
Uses highlighting to draw attention to repetitive phrases like 'streamline' and 'reduce cost structure'.expose_contradiction
Open slide detailBeat · Agitation
30
Uses red dashed circles and callout boxes to highlight the failure of restructuring initiatives.expose_contradiction
Open slide detailBeat · Agitation
31
The slide uses a callout box to highlight the increase in consultant spending, specifically excluding activism defense costs.expose_contradiction
Open slide detailBeat · Agitation
32
The slide uses a red callout box and arrow to emphasize the 30% contraction in EBIT.expose_contradiction
Open slide detailBeat · Agitation
33
Uses direct quotes and financial disclosures to highlight the contradiction between management's framing of 'savings' and the reality of revenue loss.expose_contradiction
Open slide detailBeat · Agitation
34
Uses a 'before-after' style contradiction to debunk management's narrative.expose_contradiction
Open slide detailBeat · Agitation
35
Uses a 2x2 layout of bar charts to contrast revenue decline with margin expansion.expose_contradiction
Open slide detailBeat · Agitation
36
Uses a 'bridge' style visual annotation to highlight year-over-year changes in EBIT.expose_contradiction
Open slide detailBeat · Agitation
37
Uses a before-after framing style to contrast investment input vs. performance output.expose_contradiction
Open slide detailBeat · Agitation
39
Uses a 'before-after' style contrast between targets and actuals to highlight management failure.expose_contradiction
Open slide detailBeat · Agitation
40
The slide uses a dashed line to represent 2015 revenue as a baseline for comparison.expose_contradiction
Open slide detailBeat · Agitation
41
Uses CEO quotes as a mechanism to expose management's failure to meet their own stated targets.expose_contradiction
42
Uses CEO quotes to highlight the gap between management's historical guidance and actual performance.expose_contradiction
43
The slide uses a grid layout to show performance misses across multiple years and metrics.expose_contradiction
44
The slide uses a red-text convention for negative surprises and green for positive ones to visually emphasize the frequency of misses.expose_contradiction
46
Uses visual evidence from proxy advisory firms to build a case against the Board's compensation practices.expose_contradiction
47
The slide uses a red dashed box to highlight GCP's position relative to the peer group.compare_peers
48
Uses a side-by-side bar chart comparison to highlight the gap between board-set targets and actual company performance.expose_contradiction
49
Uses a timeline framework to highlight a sequence of events that expose board mismanagement.expose_contradiction
50
Uses excerpts from legal/proxy filings to build a case of potential board misconduct.expose_contradiction
51
The slide uses a bar chart to visualize the fee disparity, highlighting the potential for compromised objectivity.expose_contradiction
52
Uses a direct quote from the company's proxy statement to highlight hypocrisy.expose_contradiction
53
Uses bolding and underlining for emphasis on key negative findings.name_villain
54
The slide uses a hub-and-spoke style diagram to highlight conflicts of interest and power concentration.expose_contradiction
55
Uses a timeline-annotated line chart to correlate board tenure with stock performance.expose_contradiction
56
Uses a combination of headshots, a relationship arrow, and a primary source excerpt to establish the conflict.expose_contradiction
57
Uses a visual mapping of corporate relationships and board composition to highlight the conflict.expose_contradiction
58
The slide uses a hub-and-spoke diagram to visualize the network of ties between the subject and a competitor's owner.expose_contradiction
59
The slide uses a red 'X' motif to emphasize the lack of qualifications.introduce_nominees
61
Uses a combination of line chart for industry trends and bar charts for peer benchmarking.expose_gap
62
Includes a waterfall chart for margin bridge and a bar chart for revenue growth targets.propose_solution
63
The slide uses a structured list format to present strategic recommendations for GCP.propose_solution
65
Uses a map-based layout to overlay bar charts for North America, EMEA, LatAm, and APAC.compare_peers
66
Uses a three-part structure: Background, Problem, and Proposed Solution.propose_solution
67
Uses a structured background-problem-solution framework.propose_solution
68
The slide uses a bar chart to highlight the gap between U.S. brand availability and global presence.size_opportunity
69
Uses a comparison between GCP's current application-based segmentation and Sika's performance-based tiering to illustrate the proposed strategic shift.propose_solution
70
Includes a red handwritten-style arrow pointing from the Jefferies quote to a red-dashed callout box criticizing GCP's late entry into the DIY/smaller-scale propropose_solution
72
Includes a 'PF - SV Plan' projection bar for 2020/future.diagnose_problem
73
Uses a structured 'Background-Problem-Solution' framework.propose_solution
74
Uses a map-based process flow to illustrate logistical waste.diagnose_problem
75
Uses a combination of historical data tables and a map-based visual argument to highlight a strategic gap.diagnose_problem
76
Uses a process flow diagram to highlight organizational silos and lack of formal business case validation.diagnose_problem
77
The slide uses a numbered process flow diagram to illustrate the proposed workflow between Customer, Sales, Marketing, Executive Committee, R&D, and Manufacturipropose_solution
78
Uses a structured 'Background-Problem-Solution' layout.diagnose_problem
81
Includes a CEO quote from 2017 to highlight the gap between management's stated goals and actual performance.propose_solution
82
Uses a bar chart to compare the ratio of line-level employees to managers between GCP and best-in-class peers.expose_gap
83
Uses external analyst commentary as evidence to support the activist thesis.frame_problem
84
Uses screenshots of web forms to contrast manual vs automated workflows.compare_peers
86
Uses a before-after-framing style to contrast R&D spend (parity) with organic growth (underperformance).expose_contradiction
87
The slide highlights a significant performance gap between GCP and its peers, suggesting inefficiency in GCP's R&D spending.compare_peers
88
Uses peer benchmarking to highlight R&D inefficiency.propose_solution
89
Uses a side-by-side comparison framework to highlight capital allocation inefficiency.compare_peers
90
Uses visual callouts (dashed boxes) to highlight M&A additions to the portfolio.expose_contradiction
91
Uses a visual comparison between a grid of SCC products and a question mark circle representing the neglected SBM segment.expose_contradiction
92
Uses analyst quotes to frame the problem of geographic overextension.diagnose_problem
93
The slide uses a 'Product Pioneer' vs 'Competitive Launches' framing to highlight market share erosion due to lack of innovation.compare_peers
94
The slide uses a timeline to illustrate a lack of recent innovation, supporting the argument that the company is lagging.diagnose_problem
95
Uses a 'before-after' style contradiction frame, contrasting a competitor's proactive strategy with the target's reactive excuses.expose_contradiction
96
Uses a 'before-after' style contradiction frame to highlight management's lack of urgency.expose_contradiction
97
Uses a three-part structure: Background, Problem, and Proposed Solution.propose_solution
98
The slide uses a 'villain' framing by highlighting the lack of transparency regarding Verifi's financial contribution to GCP.expose_contradiction
99
Uses a timeline to expose management's narrative as misleading.expose_contradiction
100
Uses a side-by-side comparison of quotes to highlight management inconsistency.expose_contradiction
103
The slide uses a process-oriented layout to outline the transition and strategic planning phase for new board members.plan_implementation
104
The slide uses a Gantt-style timeline to visualize tasks and decision points.plan_implementation
105
The slide uses a Gantt-style timeline to visualize project phases and decision points.plan_implementation
106
The slide uses a Gantt-style chart to map out operational improvements over a 100-day (approx. 14-week) period.plan_implementation
107
The slide uses a Gantt-style timeline with specific markers for active work periods and decision points.plan_implementation
109
The slide uses a two-part list structure to define selection criteria and sourcing methodology.present_framework
110
The slide uses a visual grouping strategy to distinguish between new nominees and existing board members.introduce_nominees
111
The slide uses a checkmark matrix to demonstrate the superior qualifications of the proposed slate.introduce_nominees
113
Includes a headshot, professional history, and a logo grid of companies associated with the nominee.introduce_nominees
121
The slide uses bolding and underlining to emphasize key points of failure and the proposed path forward.frame_problem
Open slide detailBeat · Next Steps
125
The slide uses a grid of headshots to demonstrate the successful outcome of an activist campaign.introduce_nominees
Open slide detailBeat · Next Steps
126
Uses a before-after framework to attribute performance improvements to board changes.illustrate_case
Open slide detailBeat · Next Steps
127
The slide uses a before-after framing to attribute stock performance to board changes.compare_peers
Open slide detailBeat · Next Steps
129
The slide serves as a historical precedent for Starboard's activist success.introduce_nominees
Open slide detailBeat · Next Steps
130
Uses red for 'before' (decline) and green for 'after' (improvement) to visually reinforce the narrative.illustrate_case
Open slide detailBeat · Next Steps
131
Uses a before-after framework to attribute value creation to board changes.illustrate_case
Open slide detailBeat · Next Steps