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.
document
flatten-fight-future Flatten, Fight, Future
9 action areas for business leaders
framework/instance: Flatten, Fight, Future phases
document
fraud-exposure You allege — with primary-document evidence — that the target's reported financial or operational reality does not match the underlying truth. The "fraud" can be any of: 1. **Accounting fraud** — reported financials are materially false (inflated revenue, hidden debt, fabricated cash, capitalised opex) 2. **Operational fraud** — the business described to investors does not exist as described (staged demos, fabricated customers, ghost facilities) 3. **Structural fraud** — the business model itself is illegal or fundamentally misrepresented (pyramid scheme, undisclosed related-party transactions, off-balance-sheet vehicles hiding losses) 4. **Regulatory fraud** — the company is operating in violation of laws in ways management has concealed from the market
Irregularities, including fraud, are instances of non-compliance with laws and regulations.
document
governance You attack the **board** rather than the operator. The thesis: this company is mis-governed — directors lack independence, the board has rubber-stamped value-destroying decisions, executive compensation is decoupled from performance, or the board structure itself entrenches underperformance. Replace the directors and the operator either improves or is replaced too. This is the only pattern that is **uniquely activist** (short-sellers rarely use it — they short the equity, not the people).
Governance – Executive remuneration
We're committed to the highest standards of corporate governance
No lending to Environmentally Sensitive Industries
document
gri-standards GRI Standard, Disclosure, 2025 Response/Location table
GRI Standard, Disclosure, Response and Location
Environmental Targets on everything from waste and resource use to energy consumption and greenhouse gas emissions
document
hfs-horizons The HFS Horizons framework is mentioned.
HFS Horizons framework
Horizons assessment methodology: The best service providers for commercial banks, 2025
document
ifrs-s2 The slide mentions CDP and TCFD, which are related to climate disclosures.
IFRS S2 29(f) to 34(b) disclosure mapping.
IFRS S2 DISCLOSURE, framework/instance: IFRS S2
document
management-change You argue the operator — almost always the CEO — is the binding constraint on the target's value, and propose a specific replacement (or a specific search criterion + interim CEO). The thesis: the strategy is fixable, the assets are fine, the people are not. This pattern almost never travels alone. It pairs with **villain naming** (the diagnosis), **governance critique** (the mechanism — board change enables CEO change), and **operational turnaround** (what the new CEO will do).
thesis_types contains management_change
The deck title and kind explicitly state 'Management change'.
document
peer-gap A single visual that benchmarks the target against its best-in-class peers on a single quantitative KPI — and shows the target losing. The gap is the punchline.
This slide compares Perrigo's share price performance to its peers and includes a chart showing the company's underperformance.
Significant Performance Gap Between CMTL's Two Business Segments
A sharp increase in operating expenses as a percentage of sales have resulted in AOL's EBITDA margins declining from 34% in 2009 to 16% in 2011 and falling substantially below peer levels.
document
precedent-transaction You cite a comparable historical transformation — a peer that did exactly what you're proposing, with documented outcome. The implicit argument: "this isn't a hypothesis, it's a replication". It is the empirical anchor that makes every other pattern credible. A peer-gap chart shows the gap; a sum-of-parts shows the math; a precedent transaction shows the path actually works.
Potential Verizon tower sale should be an additional catalyst for CCI to change its capital allocation plan now
The total amount of money raised from the 10 largest IPOs of all time is $97bn, which amounts to only one-fifth of the potential capital requirements for recent proposals
slide_type=precedent_table OR thesis precedents_cited present
document
sbti formalizing progress through accreditation schemes (such as...)
document
six-sigma document
sum-of-parts You break the target into its constituent businesses or asset classes, value each separately against its own peer set, and show that the total is materially greater than the current market capitalisation. The "gap" is the conglomerate discount — or worse, accounting opacity hiding a crown-jewel asset.
list/bullet: High branded intellectual property/franchise businesses such as Choice Hotels, PepsiCo and Coca-Cola trade in the range of 12x – 19x EV/'06E EBITDA.
The slide explicitly mentions a Sum-of-the-Parts (SOTP) valuation framework.
On a combined basis the business will be 48% agriculture, 36% pharma, 13% consumer brands, and 3% animal health.
document
tcfd Climate change is an urgent global challenge that requires a strategic response.
In financial year 2023, TUI conducted a qualitative and quantitative scenario analysis
Planetary Boundaries: Elevates good citizenship of Earth's natural and human environment
document
three-horizons The slide mentions 'Flatten, Fight, Future' which aligns with the Three Horizons framework.
Three paths can accelerate your AI journey depending on current maturity
The slide discusses the future of product-led growth and the need for strong collaboration between product and engineering teams.
document
un-sdgs Enshrined within the UN Universal Declaration of Human Rights... stakeholder inclusion
callout: Progress on most of the United Nations' 17 SDGs has stalled or been eroded, according to a recent Accenture study.
document
villain-naming You identify a **specific person** responsible for the target's underperformance or the behaviour you want changed — and name them. Not "management" or "the board". A named executive or director with a specific failure attributable to them.
CEO Matthew Proud; Chair Colleen Moorehead; former Chair Brian Derksen
Osamu Okabayashi (outgoing CEO, 15-year tenure, abruptly resigned)
Phillips 66 management and Board (unnamed individually in this filing)
document
villain-slide A dedicated slide presenting the named villain visually
PharmaCann acquired by MedMen for US$680M in October 2018 but the transaction was terminated a year later by MedMen in October 2019.
The slide presents a critical view of Herbalife, labeling it a 'pyramid scheme'.
Viewing Olam through the Enron Lens
document
where-to-play-how-to-win The slide mentions a 'new market opportunity' implying a 'where to play' strategy.
The bullets outline strategies for growth, including 'Thomness', 'Expansion of clients', 'Womenswear & Accessories', 'DTC growth', 'Wholesale', and 'Brand awareness'.
WHERE WE PLAY: We upskill the global workforce across three core segments... by providing engaging digital learning & development solutions... to enterprise clients globally
Loop · loop
argument-from-analogy Drawing conclusions based on similarities between situations
Past utility win frames analog for prospective clients.
Reasons by historical-analogy to forecast change.
'After web and smartphones' analogy applied to AI
Loop · loop
causal-chain Showing how one event leads to another in sequence
Bullet 1→2→3→4 traces aggregation cycle: aggregate → adjacencies → unbundled → repeat.
diagram/process: GLOBAL CAMS MODELS -> Increased knowledge for climate change monitoring -> DIMINISHED IMPACT OF POLLUTION
Local +4% then tourist +6% adds to total — additive driver chain.
Loop · loop
chunking Information grouped into chunks is remembered better - structure content in digestible units
Operating-model and enablers grouped as digestible chunks following the framework
Loop 4 first page — content chunked into three categories (practice / mindset / behavior).
Two numbered recommendation blocks parallel slide 14.
Loop · loop
deductive-reasoning Logical chain where each premise follows from previous (Premise 1 + 2 → Conclusion)
Strong economy premise vs weak auto premise opens the analytical chain
Premise 1 (62% skew) + Premise 2 (perimeter outperforms +2.1%) + Premise 3 (TSN outperforms category) -> conclusion.
Checkmarks validate hypotheses systematically
Loop · loop
enthymeme Abbreviated syllogism with unstated premise the audience supplies
M&A strategy tops the list—which is how a deal begins. Companies, however, should not lose sight of the importance of pre-close planning and post-close integration.
Loop · loop
horizontal-logic Logical grouping at the same level - items must relate coherently
Same indicator set across countries enables apples-to-apples reading.
Three columns at same logical level: history / driver / forecast
Opens sector loop where each industry slide sits at same analytical level