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slides · global inventory

All filtered slides

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
Pending
1

Slide type composition

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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

Tile area is proportional to slide count. Click a category to open its subtype map.

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Slide collection

15,241-15,300 of 319,975

filter-aware
12
The slide uses a 5-point scale to benchmark Japanese Pharma (PMP) against digital leaders. Data source is a McKinsey Digital round-table.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
13
Uses a value-chain style structure to categorize strategic inquiry.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
14
The slide uses a matrix structure to categorize data providers by availability and data type.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
15
McKinsey & Company slide 15.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
16
Uses a hub-and-spoke diagram to show multiple touchpoints with a single KOL.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
17
The slide uses a visual metaphor of three pillars with circular arrows indicating interaction/collaboration.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
18
Medical Affairs JapanMedical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
19
The diagram is a hub-and-spoke model representing core capabilities.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
20
Uses a pillar metaphor to position Medical Affairs as a core business function.Medical Affairs Japan · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
01
Slide 1
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting 1 hit
02
The slide uses a bio card to frame the speaker's expertise in the context of digital manufacturing and organizational change.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting 1 hit
03
The central icon of a car crash metaphorically represents the friction or 'collision' caused by these challenges.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
04
The slide uses a classic McKinsey 3-pillar diagnostic structure.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
05
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
06
McKinsey & Company branding present.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Situation & ContextLoop · Cost Of Inaction1 hit
07
The slide highlights organizational barriers to effective technology adoption.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Situation & ContextLoop · Cost Of Inaction1 hit
08
The slide uses a process-flow style diagram to contrast current vs future state information flows.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Situation & ContextLoop · Cost Of Inaction1 hit
09
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
10
The chart uses country flags as labels and compares 'top 2 priorities' vs 'average or low priority'.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
11
The chart uses country flags as labels and includes a global average marker.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
12
The chart highlights a cognitive bias (optimism bias/overconfidence) where the vast majority of respondents across all countries believe they are not behind their competitors.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
13
The slide highlights the 'pilot purgatory' phenomenon in digital manufacturing adoption.Moving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
14
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
15
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
16
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
17
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
18
Moving Laggards Early AdoptersMoving Laggards Early Adopters · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
01
Slide 1
Outperformers High-Growth Emerging EconomiesOutperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
02
McKinsey & Company slide, likely from a report on economic growth.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
03
The slide uses color-coding on a world map to visualize economic performance categories.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
04
McKinsey & Company slide 4.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
05
The central diagram is a circular flow/cycle model representing the interdependency of the three factors.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
06
The slide uses a two-column structure to categorize strategic approaches, with specific country examples listed below each category.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Logic Chain1 hit
07
McKinsey & Company slide 7.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Logic Chain1 hit
08
The slide uses a bar chart to show firm persistence in top economic profit quintiles, contrasting emerging economies (Outperformers) with established high-income economies.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Logic Chain1 hit
09
McKinsey & Company slide 9Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Logic Chain1 hit
10
The slide uses a 4:1 investment ratio and a growth chart to demonstrate market leadership.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Logic Chain1 hit
11
The slide uses a visual of a dual-SIM phone and a user taking a selfie to illustrate product-market fit.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
12
The chart illustrates a shift in global trade patterns, with a significant increase in trade multiples for South-South and China-South corridors.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
13
The slide uses a dual-bar chart structure to compare two metrics across eight countries and a global average.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
14
The chart uses a waterfall structure to bridge 2015 GDP to 2030 baseline and productivity-boosted scenarios.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
15
The chart uses a 2x2 matrix overlay on a scatter plot to categorize countries based on growth and fundamental scores.Outperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Cost Of Inaction1 hit
16
Outperformers High-Growth Emerging EconomiesOutperformers High-Growth Emerging Economies · McKinsey
Consulting deck Strategy consulting 1 hit
01
Slide 1
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Current Reality (Pain)1 hit
02
The slide uses a metaphorical image of a climber on a rock formation to represent ambition and achievement.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Current Reality (Pain)1 hit
03
The slide uses a numbered list format to present strategic priorities, with four primary pillars in a grid and a fifth foundational pillar spanning the bottom.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Current Reality (Pain)1 hit
04
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
05
University of Arizona strategic plan slide.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
06
The slide uses a red vertical bar to group the list items under the 'GOALS' header.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
07
The slide uses a hierarchical numbering system (1.1, 1.1A, etc.) to organize university strategic initiatives.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
08
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
09
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
10
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
11
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
12
The slide uses a two-column layout to detail sub-initiatives (2.1A-E and 2.2A-D) under two main pillars.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
13
The slide is structured as a two-column list of strategic initiatives for the University of Arizona.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
14
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
15
The slide uses a narrative structure to define the university's unique value proposition in the context of 4IR.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
16
The slide uses a vertical red bar to separate the 'GOALS' label from the detailed list of objectives.University of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit
17
University of Arizona 2018 Strategic PlanUniversity of Arizona 2018 Strategic Plan · University of Arizona
Consulting deck Strategy consulting Beat · Future Vision (Gain)Loop · Mece Breakdown1 hit