Starboard Value · activist-deck
Autodesk, Inc. (ADSK)
88 pages · 3 arc beats · 2 loops
Autodesk, Inc. (ADSK)
Starboard Value · 2024-08 arc beats above · slides in the middle · loops below · scroll → 2 LOOPS
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Deck intelligence map
3 coverage by narrative range · generated from this deck JSON
Narrative range 40 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
The Monster 11 slides 100% 11/11 slides 100% 11/11 slides · 63 hits — 0/11 slides
9.1% 1/11 slides 100% 11/11 slides 100% 11/11 slides 100% 11/11 slides The Struggle 24 slides 100% 24/24 slides 100% 24/24 slides · 152 hits — 0/24 slides
— 0/24 slides
70.8% 17/24 slides 100% 24/24 slides — 0/24 slides
The Victory 5 slides 100% 5/5 slides 100% 5/5 slides · 26 hits — 0/5 slides
— 0/5 slides
20% 1/5 slides 100% 5/5 slides — 0/5 slides
Slide inventory
88 every slide · same image gating as the playbook
04
This is a classic activist investor 'thesis' slide, combining a critique of management/board with a forward-looking financial target.diagnose_problem
06
Uses red 'X' icons to emphasize negative performance metrics.diagnose_problem
07
The slide uses a numbered list with flag icons to highlight specific areas of concern.diagnose_problem
08
Highlights a ~21 percentage point gap between Autodesk and the Dow Jones US Software index.compare_peers
09
The slide uses a grouped bar chart to show Autodesk's underperformance relative to the Dow Jones US Software and S&P North American Technology Software indices.compare_peers
10
Uses red annotations to emphasize the 'gap' or underperformance relative to the indices.compare_peers
11
The slide uses red bars to highlight Autodesk's underperformance relative to the Dow Jones US Software and S&P North American Technology Software indices.compare_peers
12
The slide uses red annotations to explicitly quantify the 'points below' performance gap for each period.compare_peers
13
The slide uses red arrows and text to explicitly quantify the 'gap' or underperformance of Autodesk relative to the indices.compare_peers
14
The slide highlights the performance gap between Autodesk and relevant software indices during the CEO's tenure.compare_peers
15
The chart highlights the underperformance of Autodesk (red line) relative to software indices (green and light blue lines) and the broader market (dark blue lincompare_peers
16
The slide uses a numbered list to frame the case for change, typical of activist investor presentations.diagnose_problem
18
The slide uses a red dashed oval to emphasize the specific financial targets.expose_contradiction
Open slide detailBeat · The Struggle
19
The table is largely empty, serving as a template for comparing historical guidance vs. actual performance.compare_peers
Open slide detailBeat · The Struggle
20
The slide uses a red dashed oval to highlight three of the four metrics, emphasizing the 'Rule of 40' style combined growth and margin target.expose_contradiction
Open slide detailBeat · The Struggle
21
The slide highlights the specific growth drivers that underpin the 15-19% revenue CAGR target.analyze_data
Open slide detailBeat · The Struggle
22
The table is largely empty, highlighting a lack of consistent reporting or a specific focus on the 2019 targets.compare_peers
Open slide detailBeat · The Struggle
23
The slide uses a red dashed oval to highlight the specific financial targets set by the company.expose_contradiction
Open slide detailBeat · The Struggle
24
The table highlights a pattern of recurring targets for FY2023 across multiple years, suggesting a lack of progress or ambition.compare_peers
Open slide detailBeat · The Struggle
25
The slide highlights a reduction in non-GAAP operating margin targets and an increase in the Rule of 40 metric (Revenue Growth + FCF Margin) following M&A.expose_contradiction
Open slide detailBeat · The Struggle
26
The slide uses an excerpt from a 2021 Investor Day presentation to establish a baseline commitment.expose_contradiction
Open slide detailBeat · The Struggle
27
The table highlights the evolution of financial commitments over time, specifically contrasting FY2023 targets with FY2026 targets.compare_peers
Open slide detailBeat · The Struggle
28
Uses red 'X' icons to visually emphasize the failure to meet targets.expose_contradiction
Open slide detailBeat · The Struggle
29
Uses red dashed boxes to emphasize the negative change in guidance.expose_contradiction
Open slide detailBeat · The Struggle
30
Uses a callout box to highlight the specific reduction in the Rule of 40 metric.expose_contradiction
Open slide detailBeat · The Struggle
31
Uses red arrows and question marks to highlight the discrepancy between performance and management's revised targets.expose_contradiction
Open slide detailBeat · The Struggle
32
Uses a 'before-after' framing to expose a contradiction in management's stated goals.expose_contradiction
Open slide detailBeat · The Struggle
33
Uses red dashed boxes to emphasize lowered guidance for Revenue Growth and Revenue Growth + FCF Margin.expose_contradiction
Open slide detailBeat · The Struggle
34
The table highlights the gap between management's historical guidance and actual results, specifically for FY2023 and FY2026.expose_contradiction
Open slide detailBeat · The Struggle
35
The slide uses a 'villain' framing by highlighting repeated failures to meet guidance.expose_contradiction
Open slide detailBeat · The Struggle
36
The slide uses a numbered list format to present a clear, punchy argument for change.diagnose_problem
Open slide detailBeat · The Struggle
37
The chart uses a 'Rule of 40' style metric (Growth + Margin) to benchmark performance.compare_peers
Open slide detailBeat · The Struggle
38
The slide uses a 'before-after' style logic to expose a contradiction in financial performance.compare_peers
Open slide detailBeat · The Struggle
39
Uses a structured list format to present specific cost-reduction and efficiency opportunities.propose_solution
Open slide detailBeat · The Struggle
40
ADSK is highlighted in red to show it is an outlier compared to the peer median.compare_peers
Open slide detailBeat · The Struggle
41
Uses a waterfall chart to adjust spend and a stacked bar chart to compare against peers.expose_contradiction
42
The chart uses a blue dashed line to indicate the peer median of 6%.compare_peers
43
The slide uses a red callout box to contrast the company's narrative of 'job cuts' with the actual net increase in headcount.expose_contradiction
44
Uses a 'before-after' or 'contrast' framing to highlight the gap between industry standards and Autodesk's performance.expose_contradiction
45
The slide uses a combination of growth metrics and peer benchmarking to argue that SBC is excessive.expose_contradiction
46
The slide defines the methodology for calculating incremental margins as a proxy for operating leverage.present_framework
47
The slide uses a 'bridge' style calculation to show how revenue growth and profit growth result in a 71% incremental margin.analyze_data
48
Uses a simple arithmetic bridge to demonstrate margin efficiency.expose_contradiction
49
Uses a simple arithmetic bridge to highlight the gap between current consensus forecasts and the activist's proposed target.expose_contradiction
50
The slide uses a red callout box to emphasize that projected margins are below company targets.expose_contradiction
51
The slide uses a color-coded bar chart to distinguish between 'Design Software Peers' and 'Other Scaled Software Peers', with additional data rows for Revenue Ccompare_peers
52
Includes specific cost reduction targets (500bps S&M, 300bps G&A) and incremental margin assumptions.propose_solution
53
The slide uses a numbered list format to present a series of grievances against the company's leadership.diagnose_problem
54
The slide uses a callout box to emphasize the discrepancy between high payouts and modest performance.expose_contradiction
55
Uses a dual-chart layout to contrast historical performance periods.expose_contradiction
57
Uses a 'Stated Goal vs. Reality' comparison frame to expose a contradiction in executive compensation structure.expose_contradiction
58
The slide uses a table to contrast historical investor day targets against FY2023 goals.expose_contradiction
59
The slide highlights a misalignment between public-facing investor commitments and internal executive compensation metrics.expose_contradiction
60
Uses red 'X' marks to visually emphasize missed targets across multiple years.expose_contradiction
61
Uses red dashed boxes to highlight the gap between investor targets and compensation targets.expose_contradiction
62
The slide uses a visual comparison to highlight that the same revenue targets are used in both short-term and long-term plans, effectively double-counting revenexpose_contradiction
63
The slide uses a highlighted excerpt from a regulatory filing to frame a governance critique.expose_contradiction
64
The slide highlights Autodesk's outlier status regarding mid-year compensation adjustments.compare_peers
65
Uses a contrast-pair structure to highlight misalignment between management incentives and shareholder outcomes.expose_contradiction
66
The slide uses a numbered list format to present a case for management change.frame_problem
67
Uses a Bloomberg news snippet as evidence of corporate governance issues.expose_contradiction
Open slide detailLoop · The Reveal
68
The slide uses a red arrow and dashed line to visually emphasize the 22% drop in share price.expose_contradiction
Open slide detailLoop · The Reveal
69
This is a timeline slide that appears to be the start of a sequence of events.expose_contradiction
Open slide detailLoop · The Reveal
70
The slide uses a timeline to frame a narrative of intentional misleading behavior by leadership.expose_contradiction
Open slide detailLoop · The Reveal
71
Uses a timeline framework to connect specific corporate actions to a narrative of intentional deception.expose_contradiction
Open slide detailLoop · The Reveal
72
Uses a timeline to frame a narrative of corporate misconduct.expose_contradiction
Open slide detailLoop · The Reveal
73
Uses a timeline framework to highlight a specific corporate governance failure.expose_contradiction
Open slide detailLoop · The Reveal
74
Uses a timeline to frame a narrative of corporate malfeasance.expose_contradiction
Open slide detailLoop · The Reveal
75
Uses a quote from a company filing to frame management as deceptive.expose_contradiction
Open slide detailLoop · The Reveal
76
Uses a quote-contradiction framework to highlight management's misalignment with stated goals.expose_contradiction
Open slide detailLoop · The Reveal
77
Uses a causal chain diagram to link metric manipulation to financial outcomes.expose_contradiction
Open slide detailLoop · The Reveal
78
Uses headshots and arrows to create a direct link between actions and individuals, with '???' used to imply missing accountability.expose_contradiction
Open slide detailLoop · The Reveal
80
The slide uses a numbered list format to present a series of grievances against the company's leadership.diagnose_problem
81
The slide uses a bar chart to visualize acquisition spend and a callout box to emphasize the cumulative total.name_villain
82
The slide uses a series of rhetorical questions to expose a lack of governance.state_demand
83
The waterfall chart illustrates the build-up of capital deployment capacity from consensus FCF and margin improvement.propose_solution
Open slide detailBeat · The Victory
86
Includes specific cost reduction targets (500bps S&M, 300bps G&A) and projected financial outcomes.propose_solution
Open slide detailBeat · The Victory