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06
The chart includes an annotation explaining the 2004-2008 period as a credit bubble-driven sustainability peak.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
07
The slide uses a bracketed list structure to link a central concept (EBITDA coverage) to specific line items and their measurement methods.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
08
The chart uses a waterfall structure to bridge from 2012 EBITDA to the required sustainable EBITDA level.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
09
The chart illustrates the required EBITDA margin (25-30%) for new capacity compared to typical industry EBITDA.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
10
McKinsey Laying the foundations for a financially sound industryMcKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
11
The chart uses a waterfall structure to show margin decline components.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
12
McKinsey Laying the foundations for a financially sound industryMcKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
13
The slide uses a logic tree to define drivers and a waterfall-style cost curve chart to illustrate the relationship between price, demand, and cost.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
14
The chart uses bubble size to represent the EBITDA pool. The trend line suggests a positive correlation between cost curve steepness and profitability.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
15
The slide uses a tree-like decomposition structure to map EBITDA drivers to specific strategic actions.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
16
The slide uses a dual-axis chart to show the relationship between capacity utilization, EBITDA margin, and capacity closure needs.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
17
The table uses checkmarks and X marks to indicate shared functions across six strategic options.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
02
McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHSMcKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Situation & Context1 hit
03
McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHSMcKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Situation & Context1 hit
04
Uses a 'Do/Don't' comparison framework to set project boundaries.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Situation & Context1 hit
07
The chart uses a waterfall-bridge style gap visualization to highlight the £30bn delta.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
08
The slide uses a series of bar charts to compare IT spending across five categories: All IT spend, External, Internal, Data centres/infrastructure, and Telecoms.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
09
The slide uses a process-flow style diagram to map assets to two primary levers of value creation.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
10
The slide uses a structured grid to map specific technology interventions to financial impact ranges in billions of pounds.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
11
The chart illustrates the delta between baseline spend growth and modelled impact scenarios.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
12
The slide uses a 3x3 grid structure to categorize initiatives. The Y-axis represents 'Net opportunity' (High, Medium, Low savings) and the X-axis represents 'Ease of implementation' (High, Medium, Low difficulty).McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Mece Breakdown1 hit
13
McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHSMcKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Mece Breakdown1 hit
14
McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHSMcKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Mece Breakdown1 hit
15
The slide uses a baseline scenario for impact estimation. Confidence is represented by yellow circles.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Mece Breakdown1 hit
16
The slide uses a traffic light system for confidence levels (green/yellow).McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Mece Breakdown1 hit
21
The slide uses a 'From-To' framework to articulate the transition for each recommendation.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
22
McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHSMcKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
23
The slide uses a 'From-To' framework to illustrate the shift required for each recommendation.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
24
The slide uses a 'From-To' framework to illustrate the desired shift for each recommendation.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
25
The slide uses a 'before-after' framing for strategic recommendations.McKinsey Modelling the potential of digitally enabled processes transparency and participation in the NHS · mckinsey-modelling-the-potential-of-digitally-enabled-processes-transparency-and
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit