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The chart uses a line graph for historical data and a shaded area for projected scenarios (optimistic vs pessimistic).McKinsey Forecasting HCA Healthcare EBITDA Growth · mckinsey-forecasting-hca-healthcare-ebitda-growth
Consulting deck Strategy consulting 1 hit
03
The slide uses a waterfall-like structure to bridge Revenue and Costs to EBITDA, highlighting the coverage of the forecast model.McKinsey Forecasting HCA Healthcare EBITDA performance · mckinsey-forecasting-hca-healthcare-ebitda-performance
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Pattern Hunter1 hit
17
The slide uses a range-based visualization to show the impact of various operational categories on EBITDA.McKinsey Forecasting HCA Healthcare EBITDA performance · mckinsey-forecasting-hca-healthcare-ebitda-performance
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
11
The chart uses bubble size to represent the percentage of time spent on specific activities and color to represent the automation potential (blue=low, red=high).McKinsey Jobs lost jobs gained Workforce transitions in time of automation · mckinsey-jobs-lost-jobs-gained-workforce-transitions-in-time-of-automation
Consulting deck Strategy consulting Beat · SolutionLoop · Cost Of Inaction1 hit
13
The chart displays sectoral contributions to total automation potential per country. The 'Midpoint automation scenario' is presented as a separate row of metrics below the main chart.McKinsey Jobs lost jobs gained Workforce transitions in time of automation · mckinsey-jobs-lost-jobs-gained-workforce-transitions-in-time-of-automation
Consulting deck Strategy consulting Beat · SolutionLoop · Cost Of Inaction1 hit
05
The slide uses a dual-chart layout to contrast the growth of the homeless population (left) with the general population (right).McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
09
The chart uses a combination of bar (PIT count) and line (FMR) to illustrate the correlation, with a CAGR callout for the rent increase.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
10
The map uses a color-coded scale to represent affordability levels across different zip codes in Seattle.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
11
The map uses color-coding to represent affordability tiers based on AMI percentages.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
12
The map uses a choropleth visualization to categorize zip codes by affordability tiers relative to AMI.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
15
The slide uses a checkmark system to denote 'Implemented' vs 'Partially implemented' status for various strategic recommendations.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
18
The chart shows a clear upward trend in housing exits, with specific growth percentages annotated for the periods 2014-2015 and 2016-2017.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
21
The diagram uses concentric circles to represent different layers of the homelessness response system, from core crisis response to broader community ecosystem.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
22
The slide uses a dual-chart layout to contrast demand (households) vs supply (funding).McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
23
The slide uses a dual-waterfall structure to illustrate the system flow and the required housing interventions.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
24
The slide compares Year 1 and Year 5 costs for two scenarios, highlighting the CAGR difference between them.McKinsey King County and Seattle Homelessness Some Facts · mckinsey-king-county-and-seattle-homelessness-some-facts
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
04
The chart displays a clear correlation between industry downturns and the percentage of players with negative cash flow.McKinsey Laying the foundations for a financially sound industry · mckinsey-laying-the-foundations-for-a-financially-sound-industry
Consulting deck Strategy consulting Beat · Situation & ContextLoop · Cost Of Inaction1 hit
05
The chart uses vertical dashed lines to delineate three phases: Pre-2003, 2003-2008, and 2008-2012.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
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
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
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
20
The chart uses a stacked bar format to illustrate the composition of IT expenditure across different segments of the NHS.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 1 hit
14
The chart shows a consistent decline in EBITDA margins across all four segments between the two periods.McKinsey Restoring Economic Health to the North Sea · mckinsey-restoring-economic-health-to-the-north-sea
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Logic Chain1 hit
03
The slide uses a 'peeling page' visual effect to separate the two datasets.McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Situation & ContextLoop · Logic Chain1 hit
05
The chart uses bubble size to represent productivity contribution and color to indicate positive or negative contribution.McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
06
The chart uses a bubble plot to visualize three dimensions: employment growth (y-axis), value-added growth (x-axis), and productivity contribution (bubble size).McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
08
The chart uses bubble size to represent productivity contribution and color to indicate positive or negative contribution.McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
09
The chart shows that larger establishments (250+ employees) experienced the highest CAGR in value added per person (5.0%) while simultaneously reducing employment (-3.0% CAGR).McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
10
The chart uses a bubble plot to visualize three dimensions of data: employment growth (y-axis), value-added growth (x-axis), and productivity contribution (bubble size).McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
12
The slide uses a bubble chart format to represent initiatives. The color coding (grey vs orange) is not explicitly defined in a legend, but the size of the bubbles represents relative impact.McKinsey US Productivity Growth The Company and Sector Story · mckinsey-us-productivity-growth-the-company-and-sector-story
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Logic Chain1 hit