slides · global inventory
Table
Component collection for the active corpus filters, with each row opening the slide detail view.
Matching slides 60,557
Current window 59,341-59,370
Pages 2,019
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Component
59,341-59,370 of 60,557
65
The slide uses icons 'e' for efficiency and '$' for financial opportunities.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations Beat · Impact & Next Steps1 hit
66
The slide uses icons for 'Efficiency opportunity' (e) and 'Financial opportunity' ($).5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations Beat · Impact & Next Steps1 hit
67
The slide uses icons 'e' for efficiency and '$' for financial opportunities.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations Beat · Impact & Next Steps1 hit
85
The slide uses a color-coded legend (red triangle, yellow diamond, green triangle) to categorize performance, though only the yellow diamond is used in this specific view.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
86
The slide uses a color-coded legend (red, yellow, green) to categorize organizational areas.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
87
5 March 2015 McKinsey BPS Operational Review Steering Committee Working5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
88
The slide uses a red triangle icon to denote 'Challenge' status for the 'Performance management' category.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
89
The slide uses a qualitative rating system (Stable, with opportunity) to categorize administrative functions.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
90
The slide uses a color-coded legend (red, yellow, green) to indicate status, though only yellow is used on this specific slide.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
101
The slide contrasts school-based vs non-school based partnerships and identifies a systemic issue in partnership management.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
110
The slide uses a structured table format to map problem descriptions to proposed deep-dive methodologies.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
120
The slide uses a house metaphor to represent a school, with internal staff and operational costs mapped to specific budget line items.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
121
The slide uses a table to present a financial impact analysis of school consolidation.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
123
The slide uses a table format to map potential gains to their descriptions.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
127
Uses a case study approach to illustrate successful resource concentration strategies.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
133
The slide uses a checkmark matrix to illustrate the relationship between spending categories and cost levers.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
141
The slide uses a structured table to contrast current staffing inefficiencies with potential strategic shifts.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
142
The slide uses a structured table format to present policy-based cost-saving and service-improvement opportunities.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
154
The slide highlights that short-term costs are high due to the need for new paraprofessionals and specialists, with no immediate cost savings expected.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
155
The slide uses a stacked bar chart to show FTE growth and a data table to show the corresponding financial impact over time.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
156
The chart illustrates a transition from high-cost separate classrooms to lower-cost inclusion models, showing a crossover point where savings exceed costs.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
168
The slide uses a structured table format to present operational improvement opportunities.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
181
The slide uses a simple two-row table to categorize opportunities.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
183
The slide uses a comparison table to highlight potential financial savings from operational changes.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
188
The slide uses a two-column layout to link problems (constraints) to solutions (policy changes).5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
193
The slide uses a spectrum-based framework to define channel characteristics.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
198
The slide uses a structured approach to categorize research actions based on school classification rates (lowest, highest, and standardization).5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
199
The slide outlines a research framework for improving special education classification and student outcomes.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
201
The slide uses a table structure to map strategic initiatives against time horizons (short-term vs long-term).5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit
205
The slide uses a comparison table format to map specific actions to their strategic importance.5 March 2015 McKinsey BPS Operational Review Steering Committee Working · 5-march-2015-mckinsey-bps-operational-review-steering-committee-working
Deck Investor relations 1 hit