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bcg-dell-and-pivotal-project-denali · consulting-deck

BCG Dell and Pivotal Project Denali

16 pages · 5 arc beats · 3 loops

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BCG Dell and Pivotal Project Denali

bcg-dell-and-pivotal-project-denali
arc beats above · slides in the middle · loops below · scroll → 3 LOOPS
SETUP TENSION ANALYSIS EVIDENCE RESOLUTION APPENDIX
HOVER FOR DETAILS · CLICK A SLIDE FOR FULLSCREEN · STEP 1
— 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 14 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Situation & Context 2 slides 100% 2/2 slides 100% 2/2 slides · 8 hits
— 0/2 slides
— 0/2 slides
50% 1/2 slides 100% 2/2 slides
— 0/2 slides
Problem & Complication 2 slides 100% 2/2 slides 100% 2/2 slides · 8 hits
— 0/2 slides
100% 2/2 slides 50% 1/2 slides 100% 2/2 slides 100% 2/2 slides Evidence & Proof 2 slides 100% 2/2 slides 100% 2/2 slides · 7 hits
— 0/2 slides
100% 2/2 slides 50% 1/2 slides 100% 2/2 slides 100% 2/2 slides Impact & Next Steps 2 slides 100% 2/2 slides 100% 2/2 slides · 4 hits
— 0/2 slides
100% 2/2 slides 50% 1/2 slides 100% 2/2 slides 50% 1/2 slides Solution & Approach 6 slides 100% 6/6 slides 100% 6/6 slides · 27 hits
— 0/6 slides
66.7% 4/6 slides 50% 3/6 slides 100% 6/6 slides 100% 6/6 slides

Slide inventory

16
every slide · same image gating as the playbook
01
Slide 1
front_matter
Open slide detailBeat · Situation & Context
02
front_matter
Open slide detailBeat · Situation & Context
03
frame_problem
Open slide detail
04
frame_problem
Open slide detail
05
The slide uses a simple diagram to show the business unit separation and a numbered list to detail the strategic implications.analyze_data
Open slide detailBeat · Problem & ComplicationLoop · Mece Breakdown
06
The slide uses a traffic light system (red, red, yellow/green, red) to evaluate the feasibility of a corporate split.diagnose
Open slide detailBeat · Problem & ComplicationLoop · Mece Breakdown
07
The chart uses a waterfall structure to bridge the gap between two financial estimates.quantify_impact
Open slide detailBeat · Evidence & ProofLoop · Cost Of Inaction
08
The table uses parentheses to denote negative financial impacts (costs/dis-synergies).quantify_impact
Open slide detailBeat · Evidence & ProofLoop · Cost Of Inaction
09
state_next_steps
Open slide detailBeat · Impact & Next StepsLoop · Cost Of Inaction
10
summarize
Open slide detailBeat · Impact & Next Steps
11
The slide uses a process-flow diagram to map functions to entities, paired with a numbered list of strategic questions.present_framework
Open slide detailBeat · Solution & ApproachLoop · So What Cascade
12
The slide uses a numbered list format to contrast observations with detailed descriptions.diagnose
Open slide detailBeat · Solution & ApproachLoop · So What Cascade
13
The slide uses a numbered list to contrast the strategic logic vs. financial implications of a separation in a leveraged buyout context.compare_options
Open slide detailBeat · Solution & ApproachLoop · So What Cascade
14
The slide uses a combination of a data table and qualitative customer feedback to build a business case for the captive finance model.illustrate_case
Open slide detailBeat · Solution & ApproachLoop · So What Cascade
15
The table categorizes companies into Technology (OEMs) and Retailers, mapping them to their financing model (Captive vs. Outsourced) and credit rating.compare_peers
Open slide detailBeat · Solution & ApproachLoop · So What Cascade
16
The slide uses a waterfall-style build-up logic presented in a table format to arrive at a per-share valuation range.quantify_impact
Open slide detailBeat · Solution & ApproachLoop · So What Cascade