anlak storytelling
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slides · global inventory

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Global slide inventory for the active corpus filters, with each row opening the slide detail view.

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Corpus coverage

319,975 slides

319,974 are described (100%), so the treemap can explain the corpus instead of just counting files.

Total slides
319,975
Described
319,974
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1

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Slide type

Showing 319,974 described slides — 100.0% of 319,975 rendered pages

+Context & problem43,76713.7% · 6,592 docs+Data & charts72,62022.7% · 8,666 docs+Meta & navigation45,93614.4% · 9,739 docs+Recommend & act67,04121.0% · 9,324 docs+Cases & evidence31,2569.8% · 6,067 docs+Frameworks2,1230.7% · 1,232 docs+Appendix35,68211.2% · 6,614 docs+Other21,5496.7% · 5,566 docs

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Slide collection

144,541-144,600 of 319,975

filter-aware
20
P&G is highlighted in blue with a dashed red box to emphasize its position at the bottom of the peer set.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
21
The slide uses a red dashed box to emphasize P&G's position at the bottom of the peer group rankings.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
22
The slide uses two bar charts: one showing P&G's historical growth trend and another comparing P&G's growth against a set of industry peers.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
23
The slide highlights a 1,200bps performance gap between P&G and its peers.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
24
The table uses red shading to highlight negative market share changes.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
25
The slide uses a comparison table to frame P&G's historical performance as a failure relative to peers.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
26
The slide uses a contrast-principle to expose a contradiction in P&G's management narrative regarding currency volatility.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
27
The slide uses a combination of a time-series bar chart for P&G and a peer benchmark bar chart to highlight underperformance.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
28
The slide uses a 'before-after' style comparison across multiple time periods to demonstrate a decline in performance expectations.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
29
The slide uses a stacked bar chart to show the breakdown of capital allocation over time, contrasting high investment with poor performance outcomes.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
30
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
31
Uses a testimonial from a retired GBU President to validate the claim of 'business as usual'.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
32
The slide outlines a specific organizational design strategy (HoldCo model) and the rationale behind it.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
33
The slide uses a diagram to illustrate the 'straight line / dotted line' reporting complexity.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
34
Trian Partners activist deck slide criticizing P&G's organizational structure.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
35
Uses a 'before-after' style logic to expose a performance gap despite structural advantages.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
36
The slide uses a '3x larger than peers' annotation to emphasize scale advantage vs margin disadvantage.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
37
Uses a comparison table structure to frame management's claims against counter-arguments.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
38
The slide uses a combination of external validation (analyst quote) and internal data (sales chart) to build a case against management's strategy.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
39
Uses a 'before-after' framing to demonstrate lack of progress or cyclical messaging.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
40
The slide uses a timeline to show a pattern of 'incremental improvements' that failed to solve structural issues, implying management failure.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
41
The slide uses a dual-bar chart layout to correlate market share erosion with revenue scale.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
42
The slide uses red bars to indicate market share loss and blue bars for gain. Categories with asterisks are explicitly called out as the largest categories losing share.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
43
Highlights organizational complexity vs. market failure.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
44
The slide uses a timeline of product launches to contrast pre-acquisition innovation cycles with post-acquisition stagnation.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
45
The slide outlines a decentralized operating model where GBUs have significant autonomy over P&L and shared services.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
46
The slide uses a contrast-pair framework to argue for organizational restructuring.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
47
Uses a historical case study (Schick/Quattro) to frame a critique of current management structure.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
48
The slide uses a hierarchical list structure to organize the presentation flow.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
49
Uses a 'problem-solution' structure where the top half exposes the contradiction in management's claims and the bottom half provides the activist's proposed governance solution.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
50
The slide uses a comparison of two productivity programs to highlight the perceived lack of transparency and feasibility in P&G's cost-saving claims.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
51
Uses a causal chain structure to dismantle management's narrative on productivity savings.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
52
Includes a quote from P&G's Analyst Day presentation to expose a contradiction between claims and results.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
53
Uses a binary choice framework to force accountability on management.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
54
Uses a before-after-bridge structure to contrast current failure with proposed success.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
55
The slide uses a table-like structure to compare historical performance metrics across four specific portfolio companies.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
56
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
57
Includes a preemptive rebuttal regarding R&D spending levels.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
58
The slide uses a timeline-based categorization of brands to highlight the stagnation in new brand creation.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
59
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
60
The slide uses a hierarchical list structure to organize the presentation flow.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
61
Uses a 'before-after' style logic to highlight a strategic misstep.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
62
The slide uses a comparison of market share changes (bps) to contrast P&G's performance against competitors.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
63
The slide highlights eight specific strategic initiatives, with 'Make M&A a Growth Strategy and a Core Competency' emphasized via a blue highlight.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
64
P&G is highlighted in yellow to emphasize its low M&A activity compared to peers.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
65
The slide uses a bracketed taxonomy to group deals by outcome status.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
66
Uses a three-part list to critique P&G's internal culture relative to M&A success.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
67
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
68
Uses a side-by-side comparison of management quotes against specific 'Areas of Concern' to highlight strategic blind spots.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
69
The slide uses a bar chart to highlight the digital presence gap between P&G and its competitors.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
70
Uses a quote from a 2016 earnings call to highlight management's complacency.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
71
Uses a case study to preemptively address potential criticism regarding digital competence.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
72
The slide acts as a transition or table of contents for the activist deck.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
73
The slide uses a 'problem-solution' structure, identifying the 'insular culture' as the root cause and proposing specific hiring targets and succession planning changes.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
74
The slide uses a strong 'us vs. them' framing between internal 'Lifers' and external hires.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
75
The slide uses a 'before-after' or 'problem-solution' structure, contrasting current insular leadership with a proposed external hiring goal.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
76
The slide highlights that the vast majority of P&G's leadership team has spent their entire careers at the company.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
77
The slide uses a comparison table to link external CEO experience to higher 10-year TSR performance.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
78
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit
79
Uses a two-part structure: first highlighting the irrationality of the proxy contest, then listing specific governance failures.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction1 hit