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slides · global inventory

Consultants Gambit

Arc collection for the active corpus filters, with each row opening the slide detail view.

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Matching slides 39,432
Current window 38,341-38,370
Pages 1,315
Rows per page 30
Arc: Consultants Gambitclear collectionreset all
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38,341-38,370 of 39,432

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07
The slide is formatted as a page from a report, including footnotes and page numbering.April 2015 Summary of BPS Operational Review · april-2015-summary-of-bps-operational-review
Deck Investor relations Beat · Solution & ApproachLoop · Before After1 hit
08
The slide includes a disclaimer about the non-additive nature of the savings and the time-sensitive nature of the opportunities.April 2015 Summary of BPS Operational Review · april-2015-summary-of-bps-operational-review
Deck Investor relations Beat · Solution & ApproachLoop · Before After1 hit
01
Slide 1
Proprietary document, page 1 of a report.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Situation & Context1 hit
02
This is a text-heavy report page rather than a standard presentation slide, containing detailed narrative paragraphs and footnotes.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Situation & Context1 hit
03
The text appears to be a continuation from a previous page, starting mid-sentence.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Situation & Context1 hit
04
The slide outlines a financial case for school consolidation based on facility utilization and operating cost structures.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Problem & ComplicationLoop · Logic Chain1 hit
05
The slide is a text-heavy summary page with footnotes detailing financial estimates and methodological caveats.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Problem & ComplicationLoop · Logic Chain1 hit
06
The slide discusses potential cost savings of ~$5m, ~$15m, and ~$15-20m through policy changes in special education.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Problem & ComplicationLoop · Logic Chain1 hit
10
The slide is a continuation from a previous page, starting with a sentence fragment.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Evidence & ProofLoop · Logic Chain1 hit
11
The slide uses a matrix-style layout to map activities to financial outcomes and time horizons.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Evidence & Proof1 hit
12
April 2015 Summary of BPS Operational Review 2April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Impact & Next Steps1 hit
13
The slide continues a list of recommendations, starting at point 3.April 2015 Summary of BPS Operational Review 2 · april-2015-summary-of-bps-operational-review-2
Deck Investor relations Beat · Impact & Next Steps1 hit
01
Slide 1
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Situation & Context1 hit
02
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Situation & Context1 hit
03
Standard consulting engagement context slide detailing scope boundaries and working group composition.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Situation & Context1 hit
04
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Situation & Context1 hit
05
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Situation & Context1 hit
26
The chart highlights a significant downward trend in funding, particularly when adjusted for inflation.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
27
The chart uses a waterfall structure to show the progression from initial deficit drivers to the final remaining shortfall.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
28
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
29
The slide uses a 'trade-off' framing to emphasize the value of Operational Excellence (OE) savings.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
30
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
31
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
32
The slide explains a framework for procurement savings levers (A-E) and how to read the associated bar charts.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
33
Bain Achieving operational Excellence at University of California BerkeleyBain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
34
The slide uses a 'Where we were / Where we are / Where we aspire to be' framework to illustrate organizational evolution.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
35
The diagram uses a circular flow to show how organizational culture and lack of tools lead to fragmented spending and sub-optimal pricing.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
36
The slide uses a diagnostic question-to-action flow for each lever.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
37
The slide uses a stacked bar chart to visualize the composition of procurement spend and identifies the gap between current managed spend and total addressable spend.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
38
The slide highlights that while $230M is spent, savings are constrained by policy complexity.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit