Trian Partners · activist-deck
Trian Partners | Activist Presentation Deck | 94 slides
94 pages · 3 arc beats · 2 loops
Trian Partners | Activist Presentation Deck | 94 slides
Trian Partners · 2017-09 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 152 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem Statement 1 slides 100% 1/1 slides 100% 1/1 slides · 7 hits — 0/1 slides
— 0/1 slides
100% 1/1 slides 100% 1/1 slides — 0/1 slides
Expose Contradiction 76 slides 100% 76/76 slides 100% 76/76 slides · 412 hits — 0/76 slides
15.8% 12/76 slides 77.6% 59/76 slides · 62 hits 100% 76/76 slides · 149 hits 1.3% 1/76 slides Propose Solution 75 slides 100% 75/75 slides 100% 75/75 slides · 403 hits — 0/75 slides
16% 12/75 slides 76% 57/75 slides · 60 hits 100% 75/75 slides · 148 hits 1.3% 1/75 slides Slide inventory
94 every slide · same image gating as the playbook
04
The slide uses a two-part structure: problem diagnosis followed by proposed solution, with a credibility-building callout at the bottom.frame_problem
05
The slide uses a negative framing technique to clarify the activist's agenda.preempt_rebuttal
06
Uses a 'Company Spin' vs 'The Reality' structure to frame the narrative.expose_contradiction
07
Uses a combination of bulleted lists and bar charts to contrast P&G's performance against peers and market growth.diagnose_problem
Open slide detailBeat · Problem Statement
08
The slide uses a numbered list format to present four distinct strategic pillars.propose_solution
Open slide detailBeat · Propose Solution
09
This is a continuation slide from a larger deck, focusing on initiatives 5 through 8.state_demand
Open slide detailBeat · Propose Solution
10
Uses a table to highlight the tenure and underperformance of individual board members.expose_contradiction
Open slide detailBeat · Expose Contradiction
11
Uses a bar chart to show relative performance and a list to provide context/counter-narrative.expose_contradiction
Open slide detailBeat · Expose Contradiction
12
Uses a before-after framing to critique current management performance.expose_contradiction
Open slide detailBeat · Expose Contradiction
13
The slide uses a callout box to explain the 'quality' of the 7% EPS growth, effectively deconstructing the reported figure.expose_contradiction
Open slide detailBeat · Expose Contradiction
14
Uses a 'before-after' comparison of ad spend to highlight a broken promise and contrast with peer behavior.expose_contradiction
Open slide detailBeat · Expose Contradiction
15
Uses a 'CEO quote contradiction' framework to highlight the gap between stated goals and actual targets.expose_contradiction
Open slide detailBeat · Expose Contradiction
16
Uses a 'P&G Spin' vs 'Reality' structure to debunk management claims.expose_contradiction
17
Uses a before-after framing to demonstrate that initial hostility from management often turns into productive collaboration.expose_contradiction
Open slide detailBeat · Expose Contradiction
19
Includes a footnote regarding P&G's stock performance relative to the Consumer Staples Select Sector SPDR Fund.establish_context
Open slide detailBeat · Expose Contradiction
20
P&G is highlighted in blue with a dashed red box to emphasize its position at the bottom of the peer set.compare_peers
Open slide detailBeat · Expose Contradiction
21
The slide uses a red dashed box to emphasize P&G's position at the bottom of the peer group rankings.compare_peers
Open slide detailBeat · Expose Contradiction
22
The slide uses two bar charts: one showing P&G's historical growth trend and another comparing P&G's growth against a set of industry peers.compare_peers
Open slide detailBeat · Expose Contradiction
23
The slide highlights a 1,200bps performance gap between P&G and its peers.compare_peers
Open slide detailBeat · Expose Contradiction
24
The table uses red shading to highlight negative market share changes.analyze_data
Open slide detailBeat · Expose Contradiction
25
The slide uses a comparison table to frame P&G's historical performance as a failure relative to peers.compare_peers
Open slide detailBeat · Expose Contradiction
26
The slide uses a contrast-principle to expose a contradiction in P&G's management narrative regarding currency volatility.compare_peers
Open slide detailBeat · Expose Contradiction
27
The slide uses a combination of a time-series bar chart for P&G and a peer benchmark bar chart to highlight underperformance.compare_peers
Open slide detailBeat · Expose Contradiction
28
The slide uses a 'before-after' style comparison across multiple time periods to demonstrate a decline in performance expectations.expose_contradiction
Open slide detailBeat · Expose Contradiction
29
The slide uses a stacked bar chart to show the breakdown of capital allocation over time, contrasting high investment with poor performance outcomes.diagnose_problem
Open slide detailBeat · Expose Contradiction
31
Uses a testimonial from a retired GBU President to validate the claim of 'business as usual'.expose_contradiction
Open slide detailBeat · Expose Contradiction
32
The slide outlines a specific organizational design strategy (HoldCo model) and the rationale behind it.propose_solution
Open slide detailBeat · Expose Contradiction
33
The slide uses a diagram to illustrate the 'straight line / dotted line' reporting complexity.name_villain
Open slide detailBeat · Expose Contradiction
34
Trian Partners activist deck slide criticizing P&G's organizational structure.diagnose_problem
Open slide detailBeat · Expose Contradiction
35
Uses a 'before-after' style logic to expose a performance gap despite structural advantages.expose_contradiction
Open slide detailBeat · Expose Contradiction
36
The slide uses a '3x larger than peers' annotation to emphasize scale advantage vs margin disadvantage.compare_peers
Open slide detailBeat · Expose Contradiction
37
Uses a comparison table structure to frame management's claims against counter-arguments.expose_contradiction
Open slide detailBeat · Expose Contradiction
38
The slide uses a combination of external validation (analyst quote) and internal data (sales chart) to build a case against management's strategy.expose_contradiction
Open slide detailBeat · Expose Contradiction
39
Uses a 'before-after' framing to demonstrate lack of progress or cyclical messaging.expose_contradiction
Open slide detailBeat · Expose Contradiction
40
The slide uses a timeline to show a pattern of 'incremental improvements' that failed to solve structural issues, implying management failure.expose_contradiction
Open slide detailBeat · Expose Contradiction
41
The slide uses a dual-bar chart layout to correlate market share erosion with revenue scale.diagnose_problem
Open slide detailBeat · Expose Contradiction
42
The slide uses red bars to indicate market share loss and blue bars for gain. Categories with asterisks are explicitly called out as the largest categories losiexpose_contradiction
Open slide detailBeat · Expose Contradiction
43
Highlights organizational complexity vs. market failure.expose_contradiction
Open slide detailBeat · Expose Contradiction
44
The slide uses a timeline of product launches to contrast pre-acquisition innovation cycles with post-acquisition stagnation.expose_contradiction
Open slide detailBeat · Expose Contradiction
45
The slide outlines a decentralized operating model where GBUs have significant autonomy over P&L and shared services.propose_solution
Open slide detailBeat · Expose Contradiction
46
The slide uses a contrast-pair framework to argue for organizational restructuring.compare_peers
Open slide detailBeat · Expose Contradiction
47
Uses a historical case study (Schick/Quattro) to frame a critique of current management structure.expose_contradiction
Open slide detailBeat · Expose Contradiction
48
The slide uses a hierarchical list structure to organize the presentation flow.summarize
Open slide detailBeat · Expose Contradiction
49
Uses a 'problem-solution' structure where the top half exposes the contradiction in management's claims and the bottom half provides the activist's proposed govexpose_contradiction
Open slide detailBeat · Expose Contradiction
50
The slide uses a comparison of two productivity programs to highlight the perceived lack of transparency and feasibility in P&G's cost-saving claims.expose_contradiction
Open slide detailBeat · Expose Contradiction
51
Uses a causal chain structure to dismantle management's narrative on productivity savings.expose_contradiction
Open slide detailBeat · Expose Contradiction
52
Includes a quote from P&G's Analyst Day presentation to expose a contradiction between claims and results.compare_peers
Open slide detailBeat · Expose Contradiction
53
Uses a binary choice framework to force accountability on management.expose_contradiction
Open slide detailBeat · Expose Contradiction
54
Uses a before-after-bridge structure to contrast current failure with proposed success.diagnose_problem
Open slide detailBeat · Expose Contradiction
55
The slide uses a table-like structure to compare historical performance metrics across four specific portfolio companies.compare_peers
Open slide detailBeat · Expose Contradiction
57
Includes a preemptive rebuttal regarding R&D spending levels.compare_peers
Open slide detailBeat · Expose Contradiction
58
The slide uses a timeline-based categorization of brands to highlight the stagnation in new brand creation.expose_contradiction
Open slide detailBeat · Expose Contradiction
60
The slide uses a hierarchical list structure to organize the presentation flow.summarize
Open slide detailBeat · Expose Contradiction
61
Uses a 'before-after' style logic to highlight a strategic misstep.expose_contradiction
Open slide detailBeat · Expose Contradiction
62
The slide uses a comparison of market share changes (bps) to contrast P&G's performance against competitors.expose_contradiction
Open slide detailBeat · Expose Contradiction
63
The slide highlights eight specific strategic initiatives, with 'Make M&A a Growth Strategy and a Core Competency' emphasized via a blue highlight.summarize
Open slide detailBeat · Expose Contradiction
64
P&G is highlighted in yellow to emphasize its low M&A activity compared to peers.compare_peers
Open slide detailBeat · Expose Contradiction
65
The slide uses a bracketed taxonomy to group deals by outcome status.preempt_rebuttal
Open slide detailBeat · Expose Contradiction
66
Uses a three-part list to critique P&G's internal culture relative to M&A success.expose_contradiction
Open slide detailBeat · Expose Contradiction
68
Uses a side-by-side comparison of management quotes against specific 'Areas of Concern' to highlight strategic blind spots.expose_contradiction
Open slide detailBeat · Expose Contradiction
69
The slide uses a bar chart to highlight the digital presence gap between P&G and its competitors.compare_peers
Open slide detailBeat · Expose Contradiction
70
Uses a quote from a 2016 earnings call to highlight management's complacency.expose_contradiction
Open slide detailBeat · Expose Contradiction
71
Uses a case study to preemptively address potential criticism regarding digital competence.preempt_rebuttal
Open slide detailBeat · Expose Contradiction
72
The slide acts as a transition or table of contents for the activist deck.transition
Open slide detailBeat · Expose Contradiction
73
The slide uses a 'problem-solution' structure, identifying the 'insular culture' as the root cause and proposing specific hiring targets and succession planningpropose_solution
Open slide detailBeat · Expose Contradiction
74
The slide uses a strong 'us vs. them' framing between internal 'Lifers' and external hires.propose_solution
Open slide detailBeat · Expose Contradiction
75
The slide uses a 'before-after' or 'problem-solution' structure, contrasting current insular leadership with a proposed external hiring goal.expose_contradiction
Open slide detailBeat · Expose Contradiction
76
The slide highlights that the vast majority of P&G's leadership team has spent their entire careers at the company.analyze_data
Open slide detailBeat · Expose Contradiction
77
The slide uses a comparison table to link external CEO experience to higher 10-year TSR performance.compare_peers
Open slide detailBeat · Expose Contradiction
79
Uses a two-part structure: first highlighting the irrationality of the proxy contest, then listing specific governance failures.expose_contradiction
Open slide detailBeat · Expose Contradiction
80
The slide uses a green dashed box to highlight Nelson Peltz's row, contrasting it with the existing board members.compare_peers
Open slide detailBeat · Expose Contradiction
81
Uses a contrast-pairs framework to highlight the gap in industry expertise.expose_gap
Open slide detailBeat · Expose Contradiction
82
Uses a testimonial from Mike Weinstein to validate the 'entrepreneurial mindset' claim.introduce_nominees
Open slide detailBeat · Expose Contradiction
83
The slide uses a timeline to illustrate the instability of leadership transitions.expose_contradiction
Open slide detailBeat · Expose Contradiction
84
Uses a pull-quote to frame the company's strategic pivot as a failure, followed by a list of underperformance metrics.expose_contradiction
Open slide detailBeat · Expose Contradiction
85
The slide uses a comparison of 5-year and 10-year TSR vs. bonus payouts to demonstrate misalignment.expose_contradiction
Open slide detailBeat · Expose Contradiction
86
The slide uses red circles to highlight declining performance percentiles and green circles to highlight low PSP payouts, contrasting these with the headline clexpose_contradiction
87
Uses a Jim Cramer quote to reinforce the argument that the board's opposition is irrational and costly.expose_contradiction
Open slide detailLoop · Cost Of Inaction
89
The slide emphasizes operational improvements as the driver for value creation.summarize
90
Includes a legend for board representation (blue triangle icon).introduce_nominees
92
Includes a specific HBS case study reference and a direct quote from a former CEO/Director.illustrate_case
93
The slide uses a consistent structure for each case study: logo, investment period, operating results, and specific learnings applicable to P&G.illustrate_case