Trian Partners · activist-deck
General Electric (GE)
81 pages · 3 arc beats · 2 loops
General Electric (GE)
Trian Partners · 2015-10 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 37 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem 7 slides 100% 7/7 slides 100% 7/7 slides · 42 hits — 0/7 slides
14.3% 1/7 slides 100% 7/7 slides 100% 7/7 slides 100% 7/7 slides Agitate 10 slides 100% 10/10 slides 100% 10/10 slides · 51 hits — 0/10 slides
30% 3/10 slides · 4 hits 80% 8/10 slides 100% 10/10 slides — 0/10 slides
Solution 20 slides 100% 20/20 slides 100% 20/20 slides · 122 hits — 0/20 slides
55% 11/20 slides · 12 hits 65% 13/20 slides 100% 20/20 slides — 0/20 slides
Slide inventory
81 every slide · same image gating as the playbook
05
This slide serves as an executive summary of the activist campaign's core arguments.summarize
06
This slide uses a four-column structure to frame the investment case for GE, contrasting past performance with future potential.summarize
10
The slide uses a simple split-box layout to contrast the two main business units.frame_situation
11
Uses a hub-and-spoke diagram to connect the GE logo to three key pillars of value.establish_context
12
The slide highlights the concentration of earnings across five key industrial segments.decompose_segments
14
The chart highlights GE's R&D spending advantage, including a visual representation of the Alstom acquisition impact.compare_peers
15
The slide uses a visual split to contrast commodity-like industrial goods with high-tech GE assets.compare_peers
16
The chart highlights GE's significantly higher backlog ratio compared to peers.compare_peers
17
The chart highlights GE in blue and includes a dashed line representing the peer average (excluding GE).compare_peers
20
The slide uses a contrast between quantitative data (pie chart) and qualitative value drivers (list) to support the thesis.summarize
22
The chart highlights GE's relative stability (5% decline) versus the peer average (30% decline).compare_peers
24
Uses a causal arrow to link internal structural issues to external financial performance metrics.diagnose_problem
25
The slide uses a Bloomberg terminal screenshot to establish the stock price stagnation.diagnose_problem
26
Uses a waterfall-style bridge to explain the drop in ROE from ~40% to ~8%.diagnose_problem
27
GE is highlighted in yellow boxes across all three timeframes to emphasize its low ranking.compare_peers
28
The chart uses indexed values starting at 1.00 in 2004. The CAGR labels emphasize the divergence in growth rates.compare_peers
29
The slide uses a red arrow to visually emphasize the decline from the 2008 peak.diagnose_problem
30
The slide uses a contrast-pair framework to isolate the disconnect between operational quality and market valuation.diagnose_problem
32
Uses a 'Yesterday vs Today' framework to highlight corporate restructuring.frame_situation
Open slide detailBeat · Agitate
33
The slide uses a split-screen layout to contrast 'Key Divestitures' and 'Key Acquisitions'.illustrate_case
Open slide detailBeat · Agitate
34
The slide uses stacked bar charts to show the shift in business composition over a decade.analyze_data
Open slide detailBeat · Agitate
35
Uses a mapping diagram to show the evolution of business segments over a decade.summarize
Open slide detailBeat · Agitate
36
Slide 35 from an activist deck, likely Trian Partners or similar.summarize
Open slide detailBeat · Agitate
37
The slide uses a financial bridge calculation to quantify value destruction.expose_contradiction
Open slide detailBeat · Agitate
38
The slide argues that the industrial business was forced to carry an inefficient capital structure to subsidize the financial arm.expose_contradiction
Open slide detailBeat · Agitate
39
The chart highlights the disparity between GE Industrial's performance and GE Capital's performance, using a median benchmark line.compare_peers
Open slide detailBeat · Agitate
40
The chart highlights the strategic shift away from GE Capital, comparing historical data (2001-2014) with a 2014 pro forma estimate.analyze_data
Open slide detailBeat · Agitate
41
The slide uses a process-flow diagram to link enterprise functions to two core business model objectives.establish_context
Open slide detailBeat · Solution
42
The slide uses a structured list format to present arguments supporting GE's operational efficiency.summarize
Open slide detailBeat · Solution
44
The chart is a waterfall-style buildup of capital return sources.quantify_opportunity
Open slide detailBeat · Solution
45
The slide uses two distinct methodologies to adjust GE's stock price and EPS to arrive at a pro forma P/E ratio.show_valuation_bridge
Open slide detailBeat · Solution
48
The slide uses a structured list format to present a multi-part value creation plan.propose_solution
Open slide detailBeat · Solution
49
The slide uses a structured table format to link problem areas to specific improvement initiatives.propose_solution
Open slide detailBeat · Solution
50
The chart highlights GE's performance relative to Siemens, Mitsubishi, Rolls-Royce, Pratt & Whitney, and Philips.compare_peers
Open slide detailBeat · Solution
51
The chart segments peers into 'Higher technology product offerings' and 'Lower technology product offerings' to contextualize the margin variance.compare_peers
Open slide detailBeat · Solution
52
The chart uses a yellow arrow overlay to emphasize the upward trend in margins.analyze_data
Open slide detailBeat · Solution
53
The slide uses a 'before-after' or 'divergence' framing to highlight operational underperformance masked by revenue mix.expose_contradiction
Open slide detailBeat · Solution
54
The slide uses a line chart to visualize the margin decline and provides specific operational levers for margin expansion.diagnose_problem
Open slide detailBeat · Solution
55
The slide uses green arrows to emphasize the reduction in costs.analyze_data
Open slide detailBeat · Solution
56
The slide highlights a precedent for cost reduction, specifically citing GE's 2014 investor presentation.cite_precedent
Open slide detailBeat · Solution
57
Uses a dual-chart layout to show absolute dollar costs and percentage of revenue.compare_peers
Open slide detailBeat · Solution
58
The chart uses a split timeline to emphasize the contrast between the stagnant period (2004-2012) and the improvement period (2012-2014).diagnose_problem
Open slide detailBeat · Solution
59
The slide uses a large arrow overlay to emphasize the long-term trend of margin expansion.quantify_opportunity
Open slide detailBeat · Solution
60
The slide uses a pro forma adjustment to justify a specific margin target, typical of activist investor presentations.propose_solution
Open slide detailBeat · Solution
61
Includes a footnote regarding the calculation of net debt and EBITDA.propose_solution
Open slide detailLoop · Quick Win Big Bet
62
The slide uses a hypothetical scenario to demonstrate the benefit of capital structure optimization.compare_peers
Open slide detailLoop · Quick Win Big Bet
63
Includes detailed footnotes regarding pension adjustments and interest rate assumptions.quantify_opportunity
Open slide detailLoop · Quick Win Big Bet
65
The slide uses a precedent table to establish a pattern of overpayment or inconsistent performance in M&A.cite_precedent
Open slide detailLoop · Quick Win Big Bet
66
This slide uses a structured list format to justify an M&A transaction.present_solution
Open slide detailLoop · Quick Win Big Bet
67
The slide advocates for a specific capital allocation policy.propose_solution
Open slide detailLoop · Quick Win Big Bet
68
The chart uses a waterfall structure to build up from individual capital sources to a total 'Trian Case' capital return.quantify_opportunity
Open slide detailLoop · Quick Win Big Bet
70
The slide is used by an activist to highlight the gap between management's optimistic public statements and the underlying financial projections.expose_contradiction
71
The slide uses a waterfall bridge to justify a specific EPS target.show_valuation_bridge
73
The slide uses a combination of a peer comparison table and a time-series chart to justify a valuation premium.compare_peers
75
The slide uses a 'Greater Scale + Better Mix = Worse Valuation?' logic to argue for undervaluation.analyze_data
76
Includes a specific callout box for 'Time (years) 2.25' which acts as a variable for the IRR calculation.show_valuation_bridge
78
The table shows the calculation of Operating EPS by adjusting reported EPS for non-operating pension costs, net of tax.analyze_data
79
The table includes pro forma adjustments to remove NBCU and isolate core industrial equipment financials.analyze_data
80
Includes adjustments for NBCU, corporate items, pension, restructuring, and insurance activities.appendix
81
Includes detailed footnotes regarding accounting adjustments for pension, lease, and acquisition impacts.analyze_data