A navigable library for every canon family — arcs, beats, loops, tools, frameworks, slide types, functions, components, component subkinds and narrative concepts — with corpus coverage under the active filters.
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anchoring-bias First piece of information becomes reference point for all subsequent judgments
The slide components mention 'cost of living fears' and 'developed countries'.
Big-number '2.1x more likely to succeed' stat
Anchors '>US$70B by 2025' as the size frame
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brookss-law Adding people to a late project makes it later
Timeline of Bioworks (BW) iterations from 2012 to 2020
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campbells-law Quantitative metrics become corrupted when used for decisions
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cognitive-load Total mental effort required to process information - minimize unnecessary complexity
6-9 minutes, 4-5 minute recovery – five interruptions shoots an hour
ensure user has available cognitive bandwidth
Dense matrix pushes near limit, but blocks/colors mitigate it.
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conways-law Systems mirror the communication structure of organizations
Conway's law states that any organisation that designs a system will produce a design whose structure is a copy of the organisation's communication structure.
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dunning-kruger-effect Less knowledgeable overestimate ability; experts underestimate - calibrate explanation depth
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fishbone-diagram-ishikawa Categorizing potential causes of a problem visually
Bullet-listed drivers under each side enumerate causes feeding the gap
Causal-arrow diagram pointing to central problem
Diagnostic of property management identifies multiple inefficiency causes.
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five-whys Asking 'Why?' five times to get to root cause of a problem
Drills past surface symptom into deeper systemic causes
Drills below 'companies reluctant to adopt' to surface three root causes.
Title literally asks 'why culture is low on the list' and lists root causes.
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framing-effect How information is presented dramatically affects perception and decisions
margin compression reframed as deliberate growth investment
The slide discusses implications of climate change perceptions for brands, indicating a framing of the issue.
Callout frames issue as incentives-vs-fairness tradeoff
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goodharts-law When a measure becomes a target it ceases to be a good measure
Goodhart's law: "When a metric becomes a target, it ceases to be a good
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governing-thought The single declarative sentence at the apex of a Minto pyramid that summarises and is supported by everything beneath it — the answer the deck exists to defend.
Pull-quote acts as governing thought of social-value block
Consolidate-and-roll-up thesis governs all subsequent sections
Key Findings slide states the governing thought before data
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hicks-law More options leads to harder decisions - reduce choices for clarity
Choice pre-narrowed to three labelled paths
Highlights need to reduce 100+ options to manageable set.
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hofstadters-law Things take longer than expected, even accounting for Hofstadter's Law
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hypothesis-driven-structure Start with a hypothesis and organize evidence to prove/disprove it
In order to assess whether an impairment was required, we have tested management's calculation of the fair value less costs of disposal of the investment by performing the following procedures:
Frames Spend Cube as engine for rapid PO/invoice ingestion to test value hypotheses.
Rethink work & what is possible with generative AI
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issue-tree Breaking down a problem into component parts systematically
Analysen fordelt paa seks delanalyser.
Loop 2 anchor; climate strategy decomposed into pillars feeding the deep dive.
Barriers categorized as branches of one problem.
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knowledge-gap-analysis Mapping what audience currently knows vs. what they need to know to act
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mece-principle Mutually Exclusive, Collectively Exhaustive - ensuring complete, non-overlapping structure
MECE stands for 'mutually exclusive, collectively exhaustive.'
Four numbered pillars around AI/Data circle.
Five imperatives positioned as comprehensive coverage
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millers-law Users can hold 7±2 items in working memory - structure content accordingly
Information chunked into 3 categories of 3-5 bullets each.
Insights chunked to ~5 themes to fit working memory
Five chunked megatrends with icons aid working memory
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murphys-law Anything that can go wrong will - design for failure modes
Risk register acknowledges things-go-wrong scenarios.
Five-year timeline showing same barriers recurring
Risk register frame anticipating what could derail the China rebound.
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occams-razor Simple solutions are often better than complex ones - favor clarity over cleveness
Recommends the simplest viable shape ('lean') as the resolution
Occam's Razor holds that when faced with competing explanations, one
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pareto-principle-80-20 80% of effects come from 20% of causes - focus on high-impact items
Quick Wins zone (high opportunity, low complexity) singled out for focus.
Explicit 80/20 callout for initiative impact.
Top three risks (75/43/40) tower over the rest, focusing attention
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parkinsons-law Work expands to fill time available - set clear constraints
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planning-fallacy People underestimate time needed for tasks - build in buffer
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porters-five-forces Industry analysis: rivalry, new entrants, substitutes, buyer power, supplier power
This slide mentions 'Porter's Five Forces Analysis' and lists the five forces: Threat of New Entrants, Threat of Substitutes, Industry Rivalry, Bargaining Power of Customers, Bargaining Power of Suppliers.
This slide discusses bargaining power of suppliers and customers, and relative industry valuation, all part of Porter's Five Forces.
Megatrends + market attractiveness segmentation (industry analysis flavour)