slides · global inventory
Diagnosis
Slide type collection for the active corpus filters, with each row opening the slide detail view.
Matching slides 1,536
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Slide type
1,411-1,440 of 1,536
16
The slide uses a side-by-side comparison of findings and recommendations.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting 1 hit
35
The diagram uses a circular flow to show how organizational culture and lack of tools lead to fragmented spending and sub-optimal pricing.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
38
The slide highlights that while $230M is spent, savings are constrained by policy complexity.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
42
The slide highlights the proliferation of SKUs and models across multiple contracts, complicating procurement analysis.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
43
The slide uses a waterfall-style bridge to show the composition of individual reimbursements, highlighting T&E vs other categories.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
44
Uses a diagnostic tree structure to map levers to specific observed issues.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
46
The slide uses a table-like structure to map functional areas to headcount.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
52
The slide uses a comparison table structure to highlight organizational gaps.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
53
The slide uses a process flow to map root causes to organizational outcomes.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
58
The chart shows a long-tail distribution of direct reports per supervisor.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
62
The slide uses a stacked bar chart to illustrate the fragmentation of administrative roles, with a clear legend defining Central, Distributed, and Shadow personnel.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
63
The chart shows a long-tail distribution of personnel across many small units, suggesting inefficiency.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
76
The slide uses a bar chart to compare IT support efficiency across units against a benchmark, followed by observations and potential opportunities.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting 1 hit
77
The slide uses a map-based visualization to illustrate the physical dispersion of IT assets across campus buildings.Bain Achieving operational Excellence at University of California Berkeley · bain-achieving-operational-excellence-at-university-of-california-berkeley
Consulting deck Strategy consulting 1 hit
04
The slide uses a table format to map focus areas to their respective proposal impacts.Baird | Investment Banking Pitch Book | 35 slides · Baird
Consulting deck Investment bank Beat · Situation & Context1 hit
06
The slide uses a four-quadrant layout to present distinct financial and strategic drivers.Baird | Investment Banking Pitch Book | 35 slides · Baird
Consulting deck Investment bank Beat · Problem & Complication1 hit
04
Uses a two-column comparison structure to highlight negative (red X) and positive (green check) factors.Baird | Investment Banking Pitch Book | 43 slides · Baird
Consulting deck Investment bank 1 hit
21
The slide outlines two primary financial scenarios (MCC and SCC) and critiques their feasibility based on historical customer acquisition and capital requirements.Centerview Partners | Investment Banking Pitch Book | 31 slides · Centerview Partners
Consulting deck Investment bank 1 hit
26
The slide uses a combination of bar-line combo charts and a pie chart to illustrate personnel cost drivers and trends.Evercore | Investment Banking Pitch Book | 56 slides · Evercore
Consulting deck Investment bank Beat · Evidence & ProofLoop · Zoom In1 hit
20
This slide is from a legal filing (Case 22-11068-JTD) regarding the FTX bankruptcy, illustrating the flow of funds.FTX Trading | Investor Presentation Deck | 20 slides · Alvarez & Marsal
Consulting deck Investor relations 1 hit
08
The slide highlights that while Arkose meets size criteria for S&P 500 and Russell 1000, it fails other structural criteria like C-Corp status and public float percentage.Goldman Sachs | Investment Banking Pitch Book | 10 slides · Goldman Sachs
Consulting deck Investment bank Beat · Solution & Approach1 hit
11
Goldman Sachs Investment Banking Division slide.Goldman Sachs | Investment Banking Pitch Book | 27 slides · Goldman Sachs
Consulting deck Investment bank Beat · Problem & ComplicationLoop · Golden Circle1 hit
19
The slide uses a structured table format to categorize observations into four key areas: Overall, Market Sensitive Revenue, Capital Deployment, and Adjusted EBITDA Margin.Goldman Sachs | Investment Banking Pitch Book | 51 slides · Goldman Sachs
Consulting deck Investment bank 1 hit
19
The slide uses a structured table format to categorize observations into four key areas: Overall, Market Sensitive Revenue, Capital Deployment, and Adjusted EBITDA Margin.Goldman Sachs | Investment Banking Pitch Book | 52 slides · Goldman Sachs
Consulting deck Investment bank Beat · Evidence & ProofLoop · Pattern Hunter1 hit
06
The slide uses a three-row table structure to categorize observations for a financial transaction.Goldman Sachs | Investment Banking Pitch Book | 6 slides · Goldman Sachs
Consulting deck Investment bank Beat · Impact & Next Steps1 hit
04
Slide outlines risks and gaps in the financing plan proposed by founders, specifically regarding timing, commitment certainty, and bridge financing.Houlihan Lokey | Investment Banking Pitch Book | 6 slides · Houlihan Lokey
Consulting deck Investment bank Beat · SolutionLoop · Cost Of Inaction1 hit
13
The slide uses a dual-column layout to contrast revenue decline with capacity reduction strategies.Morgan Stanley | Investment Banking Pitch Book | 29 slides · Morgan Stanley
Consulting deck Investment bank Beat · Problem & ComplicationLoop · Zoom In1 hit
14
The slide uses a comparative table for demographics and a bar chart for median age trends, alongside a list of strategic initiatives.Morgan Stanley | Investment Banking Pitch Book | 29 slides · Morgan Stanley
Consulting deck Investment bank Beat · Problem & ComplicationLoop · Zoom In1 hit
02
The slide presents a series of negative findings or 'pain points' regarding a proposed transaction.Tudor, Pickering, Holt & Co | Investment Banking Pitch Book | 16 slides · Tudor, Pickering, Holt & Co
Consulting deck Investment bank Beat · Situation & ContextLoop · Cost Of Inaction1 hit
02
Tudor, Pickering, Holt & Co | Investment Banking Pitch Book | 16 slidesTudor, Pickering, Holt & Co | Investment Banking Pitch Book | 16 slides · TPH
Consulting deck Investment bank Beat · Situation & ContextLoop · Cost Of Inaction1 hit