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
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- 1
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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
309,601-309,660 of 319,975
51
Includes LTM and calendarized multiples for 2012 and 2013.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
52
Includes a highlighted callout box noting the median EV/EBITDA multiple after the financial crisis.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
53
28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 128 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
54
Includes sensitivity analysis tables for WACC based on D/(D+E) and Cost of Equity.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
55
Data as of March 16, 2012. Note: No debt on any of Aurora's comps, equity beta is the unlevered Beta for comps.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
56
28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 128 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
57
28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 128 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
58
The slide presents a scenario analysis framework for financial modeling.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
59
Includes CAGR metrics and margin/growth percentages for each financial metric.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
60
Includes CAGR metrics and margin/growth percentages for each financial metric.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
61
Includes CAGR metrics and margin/growth percentages for each financial metric.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
62
The table displays historical 2011 data alongside projections for 2012-2016, including CAGR calculations.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
63
Includes footnotes regarding share counts and par value.28 IBD presentation 2013 Asiainfo Linkage Inc Goldman Sachs 1 · 28-ibd-presentation-2013-asiainfo-linkage-inc-goldman-sachs-1
Deck Investment bank 1 hit
01
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
02
Uses a 'What this work IS vs IS NOT' comparison framework to manage stakeholder expectations.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
03
The diagram is a circular Venn-like representation of three interconnected priorities.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Situation & Context1 hit
04
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 Beat · Situation & Context1 hit
05
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 Beat · Situation & Context1 hit
06
The chart uses a waterfall structure to decompose total per-pupil spending into specific categories like central office, SPED, and school-level support.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Evidence & Proof1 hit
07
The slide uses a numbered list format to categorize four distinct strategic pillars for financial and operational improvement.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Evidence & Proof1 hit
08
The chart uses a combination of a bar chart for school programs and a line chart for student population to illustrate the mismatch.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Problem & Complication1 hit
09
The chart is a descending bar chart representing school capacity.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Problem & Complication1 hit
10
The chart is a sorted bar chart (waterfall-like) showing individual school utilization rates.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Beat · Problem & Complication1 hit
11
The slide uses a horizontal bar chart to compare Boston against 17 other districts, with a vertical line indicating the peer average of 16.3.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
12
The slide uses external benchmarking to validate a financial hypothesis.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
13
The slide uses a table to illustrate the financial impact of school consolidation, showing prior costs versus expected post-consolidation costs.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations Loop · Cost Of Inaction1 hit
14
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 Loop · Cost Of Inaction1 hit
15
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
16
The slide uses a hierarchical tree diagram to decompose the $265m total SPED spending.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
17
The chart displays a long list of schools on the y-axis with corresponding classification percentages on the x-axis.28 March 2015 McKinsey BPS Operational Review Draft · 28-march-2015-mckinsey-bps-operational-review-draft
Deck Investor relations 1 hit
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