slides · global inventory
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Global slide inventory for the active corpus filters, with each row opening the slide detail view.
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
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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
309,631-309,660 of 319,975
18
The scatter plot shows a positive correlation between FARM (socioeconomic status) and SPED rates, with Boston as an outlier.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
19
The slide uses a two-column layout to contrast the 'why' (benefits) with the 'how' (implementation plan).28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
20
The table uses a heatmap-style color coding (red/orange to green) to indicate cost impact.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Loop · Hypothesis Test1 hit
21
Uses a waterfall-style comparison between current state and steady state for three different modeling assumptions.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Loop · Hypothesis Test1 hit
22
Uses a gap analysis approach to contrast current state vs desired state.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
23
Includes both qualitative quotes and quantitative survey data.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
24
The slide uses a hierarchical layer notation (n, n-1, etc.) to describe organizational structure.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
25
The chart highlights that BPS has a ratio of 14.5 compared to a peer average of 17.3, suggesting potential for staff reduction.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
26
The slide uses a structured list format mapping four numbered opportunities to their corresponding decisions and actions.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Solution & Approach1 hit
27
The slide uses a checkmark system to indicate the timing of opportunities (Near-term, 1-2 years, 3+ years, One-time).28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Solution & Approach1 hit
28
28 March 2015 McKinsey BPS Operational Review Draft28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
29
The slide uses a process flow diagram to illustrate the transition from initial data collection to opportunity development.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
30
Uses a process flow visual to show the funneling of information from a broad scan to specific prioritized areas.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
01
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Situation & Context1 hit
02
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Situation & Context1 hit
03
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Situation & Context1 hit
04
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
05
The slide uses a process flow diagram to map consulting activities to client deliverables.29 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
06
The slide uses a comparison structure to contrast immediate deliverables with long-term outcomes, and includes a 'What this will not be' section to manage expectations.29 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Solution & Approach1 hit
07
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Solution & Approach1 hit
08
Includes a 'What this will not be' callout to manage expectations.29 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Solution & Approach1 hit
09
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Evidence & Proof1 hit
10
29 January 2015 McKinsey BPS Operational Review Check In week 429 January 2015 McKinsey BPS Operational Review Check In week 4 · 29-january-2015-mckinsey-bps-operational-review-check-in-week-4
Deck Investor relations Beat · Impact & Next Steps1 hit
01
3 programmable communications cloud 1 x3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · Problem1 hit
02
3 programmable communications cloud 1 x3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · Problem1 hit
03
3 programmable communications cloud 1 x3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · Problem1 hit
04
3 programmable communications cloud 1 x3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · Problem1 hit
05
The slide uses a minimalist design with a red circle callout for the company mission and a numbered list for the strategic steps.3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · ProblemLoop · Golden Circle1 hit
06
The slide juxtaposes complex network infrastructure with the simplicity of the Twilio API.3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · SolutionLoop · Golden Circle1 hit
07
The slide uses a layered stack representation to illustrate the company's product architecture.3 programmable communications cloud 1 x · 3-programmable-communications-cloud-1-x
Deck Investor relations Beat · SolutionLoop · Golden Circle1 hit