slides · global inventory
All filtered slides
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
100%ready for canon
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
Slide collection
10,135-10,152 of 319,975
06
The slide discusses the impact of transaction costs on firm boundaries and organizational structure.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
07
The slide discusses Coase's Law (transaction costs: searching, contracting, coordination, risk) and the shift from business-unit optimization to enterprise-wide optimization.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
08
The slide uses a maturity model framework to explain the transition from siloed business units to optimized processes and finally to a componentized enterprise.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
09
The text discusses the transition from traditional business models to modular, specialized structures, citing statistics on shared services adoption.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Problem & ComplicationLoop · Logic Chain1 hit
10
The slide uses a value chain representation to show how business silos manage functions like Manage, Design, Buy, Make, and Sell.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
11
The slide uses a process diagram to show the transition from hardwired to proprietary to standardized connectivity.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
12
The chart uses a timeline-like progression to show industry evolution over 20 years.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
13
The slide discusses the strategic shift from internally integrated designs to leveraging external niche specialists for competitive advantage.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
14
IBM Business Consulting Services report page.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
15
The slide uses a 2x2 matrix to map enterprise types (Traditional, Componentized, Networked, Specialized) based on internal vs external specialization.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
16
The framework is a 2x2 matrix mapping 'Internal/External Specialization' against 'Non-differentiating/Differentiating'.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
17
Figure 10 illustrates the shift in component composition as firms specialize.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Solution & ApproachLoop · Golden Circle1 hit
18
The slide focuses on BP's transition to a modular, specialized enterprise structure.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
19
Includes citations 26-33.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
20
The slide discusses the shift towards specialized enterprises, virtual business ecosystems, and the balance between centralizing core activities and outsourcing non-core tasks.IBV Consulting Services · IBM
Consulting deck Strategy consulting Beat · Impact & Next Steps1 hit
21
IBV Consulting ServicesIBV Consulting Services · IBM
Consulting deck Strategy consulting 1 hit
22
IBV Consulting ServicesIBV Consulting Services · IBM
Consulting deck Strategy consulting 1 hit
23
IBV Consulting ServicesIBV Consulting Services · IBM
Consulting deck Strategy consulting 1 hit