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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
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

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Slide collection

111,541-111,600 of 319,975

filter-aware
77
General Electric (GE)General Electric (GE) · Trian Partners
Activist deck Activist investor 1 hit
78
The table shows the calculation of Operating EPS by adjusting reported EPS for non-operating pension costs, net of tax.General Electric (GE) · Trian Partners
Activist deck Activist investor 1 hit
79
The table includes pro forma adjustments to remove NBCU and isolate core industrial equipment financials.General Electric (GE) · Trian Partners
Activist deck Activist investor 1 hit
80
Includes adjustments for NBCU, corporate items, pension, restructuring, and insurance activities.General Electric (GE) · Trian Partners
Activist deck Activist investor 1 hit
81
Includes detailed footnotes regarding accounting adjustments for pension, lease, and acquisition impacts.General Electric (GE) · Trian Partners
Activist deck Activist investor 1 hit
01
Slide 1
The Procter & Gamble Company (PG)The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
02
The Procter & Gamble Company (PG)The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
03
Page number 2 indicated at bottom right.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
04
The slide uses a two-part structure: identifying the problem and proposing a solution, followed by a credibility-building callout box.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Problem Statement1 hit
05
Uses a negative framing technique to neutralize potential opposition arguments.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Problem Statement1 hit
06
Uses a quote from the CEO to set up a 'The Company's Spin' vs 'The Reality' contrast.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
07
Uses a combination of bar charts for internal performance and text-based callouts for industry trends.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
08
The slide outlines specific operational and structural changes recommended for P&G.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
09
The slide uses a numbered list format (5-8) to continue a previous list of initiatives.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
10
Uses a table to highlight the gap between director tenure and TSR performance.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
11
Uses a bar chart to show relative performance and a list to provide context on the starting conditions of the CEO's tenure.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
12
Uses a before-and-after comparison framework to critique CEO performance.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
13
Uses a comparison frame to contrast P&G's performance against peers and market benchmarks.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
14
Uses a 'before-after' style comparison of spend and quotes to highlight management's failure to follow through on stated strategy.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
15
Uses a quote from David Taylor to highlight the contradiction between stated market growth and internal targets.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Beat · Expose Contradiction1 hit
16
Uses a 'P&G Spin' vs 'Reality' structure to frame the argument.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
17
The slide uses a 'before and after' framing to demonstrate that initial resistance from management turns into positive collaboration.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
18
The Procter & Gamble Company (PG)The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
19
Includes a footnote regarding P&G's stock performance relative to the Consumer Staples Select Sector SPDR Fund.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
20
P&G is highlighted with a red dashed box in all three charts to emphasize its position at the bottom of the peer group.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
21
P&G is highlighted with a red dashed box in each chart to emphasize its position.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
22
The slide uses a combination of a time-series bar chart and a ranked peer comparison bar chart to highlight underperformance.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Pattern Hunter1 hit
23
Includes a table of average volume growth during the CEO's tenure and a callout quantifying the performance gap.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Pattern Hunter1 hit
24
The table uses red shading to indicate negative values (market share loss).The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Pattern Hunter1 hit
25
Includes a specific callout for Core EPS (as Reported) as the most comparable metric.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Pattern Hunter1 hit
26
Uses a 'villain' framing by contrasting P&G's excuse (currency) with peers who performed better despite similar/worse currency impacts.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
27
Highlights P&G's poor performance relative to peers in dividend growth and payout ratio expansion.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
28
Uses two bar charts to visualize the decline in performance targets over a 12-year period.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Cost Of Inaction1 hit
29
The slide uses a 'preempt_rebuttal' callout box to clarify that the activist is not anti-investment, but pro-return.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Cost Of Inaction1 hit
30
The Procter & Gamble Company (PG)The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor Loop · Cost Of Inaction1 hit
31
Includes a testimonial/quote from a retired GBU President to support the argument.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
32
The Procter & Gamble Company (PG)The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
33
The slide uses a simplified org chart to illustrate the 'straight line / dotted line' reporting complexity.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
34
The slide uses a problem-solution structure to critique P&G's organizational complexity.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
35
Uses a red downward arrow to visually connect the 'advantages' (scale/pricing) to the 'underperformance' (margins).The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
36
Uses a combination of bar charts and a callout box to quantify the 'implied operating profit opportunity'.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
37
Uses a comparison table structure to highlight contradictions in corporate messaging.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
38
The slide uses a 'before-after' style logic to highlight the lack of impact of a strategic initiative.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
39
Uses a 'before-after' framing to demonstrate lack of progress or repetitive management cycles.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
40
Uses a vertical timeline to demonstrate that 'structural improvements' are a recurring, potentially ineffective theme.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
41
The slide uses a butterfly chart layout to correlate market share decline with revenue scale.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
42
The slide uses red bars to indicate market share loss and blue bars for gain. Asterisks denote the 7 largest categories.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
43
The slide uses a combination of a line chart to show premium segment trends and a grouped bar chart to show market share erosion over a 5-year period.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
44
The slide uses a timeline of product launches to illustrate the 'innovation gap' post-acquisition and a bar chart to show market share erosion.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
45
The slide outlines a decentralized operating model where GBUs function as standalone entities with opt-in shared services.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
46
The slide uses a contrast-pair framework to argue for organizational restructuring.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
47
Uses a historical case study (Schick Quattro) to frame a critique of current P&G management structure.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
48
The Procter & Gamble Company (PG)The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
49
Uses a 'three reasons' structure to build a case against management's track record.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
50
The slide uses a comparison table to highlight the composition of two different productivity programs to support the claim of unrealistic targets.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
51
Uses a process-flow style to contrast management claims with actual financial outcomes.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
52
Includes a quote from P&G's 2016 Analyst Day to expose a contradiction between their claims and actual performance.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
53
Uses a binary choice framework to force accountability for either operational inefficiency or market share loss.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
54
Uses a before-after framing to contrast current failure with proposed board-level oversight.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit
55
The slide uses a before-after framing to demonstrate that cost-cutting does not necessarily hinder growth.The Procter & Gamble Company (PG) · Nelson Peltz
Activist deck Activist investor 1 hit