anlak storytelling
All kinds
Document kinds
Loading document kinds...

Primary corpus lens for browsing and insights. Selection lives in the URL.

All formats
Orientation
Loading formats...

Landscape, portrait, square, or unknown document geometry.

Unlock
slides · global inventory

All filtered slides

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

Search Insights JSON Unlock
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

dynamicclickable
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.

all document kinds · all orientations
18 30 60

Slide collection

12,961-13,020 of 319,975

filter-aware
01
Slide 1
Global Health Partnerships Stop TBGlobal Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting 1 hit
02
Global Health Partnerships Stop TBGlobal Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting 1 hit
03
McKinsey & Company branding present.Global Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
04
Global Health Partnerships Stop TBGlobal Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
05
Includes a 'Today' marker indicating the current progress point between Design and Deliver.Global Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
06
Global Health Partnerships Stop TBGlobal Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
07
The slide depicts a standard performance management cycle.Global Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
08
This slide serves as a reference for terminology used throughout the deck.Global Health Partnerships Stop TB · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
53
This appears to be a page from a report or publication, featuring a large title on the right and a long-form interview text on the left.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and SolutionsLoop · Cost Of Inaction1 hit
54
The slide contains a bar chart showing economic profit index from 2010-2022, along with EBITA margins and sample sizes (N).The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
55
The slide contains two distinct exhibits (21 and 22) presented side-by-side. Exhibit 21 uses bar charts for economic profit; Exhibit 22 uses dot/line charts for EBITA margins.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
56
Includes a 'Segment Deep Dive' on the luxury sector and detailed commentary on 'Super Winners' and value creation dynamics.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
57
Exhibit 24 from The State of Fashion 2024 report.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
58
Contains two distinct exhibits (25 and 26) analyzing industry performance and inventory metrics.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
59
The slide is a dense, multi-column list of definitions.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
60
The slide contains a dense list of 110 numbered references formatted in three columns.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
61
This is a two-page spread of endnotes/references.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
62
This is a two-page spread of endnotes/references.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
63
This slide contains a dense list of references organized in columns.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
64
This is a two-page spread (126-127) containing contact details for both organizations.The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
65
The State of Fashion 2024The State of Fashion 2024 · McKinsey
Consulting deck Strategy consulting Beat · Opportunities and Solutions1 hit
01
Slide 1
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting 1 hit
02
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting 1 hit
03
The slide highlights the impact of the Postal Act of 2006 and RHB pre-funding requirements on USPS profitability.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
04
The chart uses a waterfall structure to bridge the gap between 2006 and 2009 net income.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
05
The chart shows a significant divergence between the 2005 forecasts (upside, base, downside) and the actual volume trend starting around 2007-2008.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
06
The chart uses a cumulative index starting at 1973. The 'Recent Context' label suggests this is part of a diagnostic or situational analysis.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
07
The slide highlights the financial pressure of pre-funding requirements on the USPS.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Situation & Context1 hit
08
The slide uses broken-axis symbols on both charts to indicate non-zero baselines.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
09
The slide uses a stacked bar chart to show total reduction and a pie chart to show the composition of those reductions.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
10
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
11
The slide uses a 2x2 matrix structure to categorize trends into Revenue and Cost buckets, with a central callout summarizing the impact.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
12
The chart is an area chart showing total volume decline from 177 billion to 150 billion pieces.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
13
The slide uses a waterfall chart to explain the delta between 2009 and 2020 revenue.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
14
The slide uses a map of the US as a central visual anchor to explain the geographic fixed nature of the infrastructure.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
15
The chart uses a break in the Y-axis to visualize the delta between 1,258 and 1,245 million work hours.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
16
Base Case: Workforce cost projectionUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
17
Base Case: Workforce cost projection. Includes OPM estimates and P.L. 109-435 data.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
18
Base Case label at top left. McKinsey & Company branding at bottom.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
19
Includes a specific callout regarding the statutory debt ceiling and a sensitivity note about flat volumes.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
20
Base Case scenario analysis.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
21
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting Loop · Cost Of Inaction1 hit
22
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
23
The chart compares a 'Base Case' scenario with a 'Management Action' scenario, highlighting the delta in both annual and cumulative losses.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
24
The slide uses a numbered list for specific initiatives and a table-like structure for financial impact.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
25
The slide outlines specific strategic levers for the USPS to increase revenue by $2 billion.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
26
The slide highlights that while $10B is the target, further improvements are challenging due to existing high automation levels.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
27
The slide uses a simple list-based structure to map initiatives to financial outcomes.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
28
The slide uses a combination of line charts for trends and a bar chart for cumulative totals to illustrate the impact of management interventions.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Cost Of Inaction1 hit
29
The slide uses a 'gap' visualization to show the difference between a 'Base Case' (red line) and an 'Actions within Postal Service control' scenario (orange line).USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
30
The slide uses a simple 2x2-style comparison matrix to distinguish between two types of organizational change.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
31
The slide uses a color-coded legend to distinguish between legislative and non-legislative actions.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
32
Uses a funnel/filter metaphor to screen ideas.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
33
The slide uses a color-coded legend (light green for non-legislative, dark green for legislative) to categorize the initiatives.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
34
The slide uses a color-coded legend to distinguish between non-legislative and legislative actions.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
35
The slide uses a color-coded legend to distinguish between non-legislative and legislative changes.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
36
The slide uses a color-coded legend to distinguish between legislative and non-legislative initiatives.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Mece Breakdown1 hit
37
The slide uses a green color-coding system to denote legislative actions.USPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
38
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting Beat · Solution & Approach1 hit
39
USPS Future Business ModelUSPS Future Business Model · McKinsey
Consulting deck Strategy consulting 1 hit