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  "documentTitle": "Syracuse University Diagnostic Report",
  "authorId": "Bain",
  "authorName": "Bain",
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  "notes": "The slide uses a split-pane layout to contrast 'Key Facts and Data' (the problem) with 'Perspectives' (the strategic direction).",
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      "kind": "callout",
      "text": "A \"center of excellence\" approach may best leverage central capabilities but preserve unit ownership.",
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      "text": "Branding and style lacks consistency; the Syracuse name does not appear in many school logos or school websites, and websites themselves vary greatly in terms of style and organization. Interviews suggest communications efforts can be duplicative or uncoordinated across units. Syracuse does not consistently measure stakeholder perceptions or interactions. A higher percentage (58%) of Syracuse marketing, communication, and public affairs employees are decentralized compared to peers.",
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      "text": "University-wide marketing, branding, and communications should be aligned with the strategic plan and ensure cohesive messaging for stakeholder groups: Prospective students, Current students, Donors and alumni, General public, Government and grant-making entities. A 'center of excellence' approach may best leverage central capabilities but preserve unit ownership.",
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      "text": "decentralized employees: 58%",
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      "text": "Source: University websites, Bain interviews",
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      "arcName": "The Consultant's Gambit",
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      "beatName": "Evidence & Proof",
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      "evidence": "16 deep dives, each with KEY FACTS AND DATA + PERSPECTIVES columns.",
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      "confidence": 92,
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      "evidence": "p18 numbered tree of 16 areas under 4 themes; pp19-35 walk each leaf with facts+perspectives.",
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      "objective": "Decompose 'how to improve Syracuse' into 16 MECE opportunity areas",
      "structure": "The Key Question -> Sub-Question A -> Sub-Question B -> Sub-Question C -> Synthesized Answer",
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