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Consulting firms like McKinsey, Bain, and BCG are notoriously secretive about both their clients and their slide decks.

Even so, there are a few publicly available McKinsey slides floating around the internet that can be fun to look at and get inspired by. For your convenience, we’ve rounded them up here and divided them into categories, along with short summaries of each deck.

But be warned: Many of the decks are older and for external purposes like presentations for industry conferences or extracts of McKinsey Global Institute reports. 

You can find similar lists of presentations for Bain here and BCG here .

If you want to see some recent real-life consulting slides used with corporate clients, go to our templates to get specific full-length case examples related to each topic.

Full list of available presentations:

Client projects:

• McKinsey - Helping Global Health Partnerships to increase their impact: Stop TB Partnership (2009)
• McKinsey - USPS Future Business Model (2010)
• McKinsey - Capturing the full electricity efficiency potential of the U.K. (2012)
• McKinsey - Modelling the potential of digitally-enabled processes, transparency and participation in the NHS (2014)
• McKinsey - Refueling the innovation engine in vaccines (2016)
• McKinsey - Lebanon Economic Vision - Full Report (2018)

Industry reports/market overviews:

• McKinsey - The changed agenda in the global sourcing industry: perspectives and developments (2009)
• McKinsey - What Makes Private Sector Partnership Works: some learnings from the field (2011)
• McKinsey - The Internet of Things and Big Data: Opportunities for Value Creation (2013)
• McKinsey - Laying the foundations for a financially sound industry (2013)
• McKinsey - Manufacturing the Future: The Next Era of Global Growth and Innovation (2013)
• McKinsey - Insurance trends and growth opportunities for Poland (2015)
• McKinsey - Challenges in Mining: Scarcity or Opportunity? (2015)
• McKinsey - Restoring Economic Health to the North Sea (2015)
• McKinsey - How will Internet of Things, mobile internet, data analytics and cloud transform public services by 2030? (2015)
• McKinsey - Overview of M&A, 2016 (2016)
• McKinsey - Five keys to unlocking growth in marketing’s “new golden age” (2017)
• McKinsey - Using Artificial Intelligence to prevent healthcare errors from occurring (2017)
• McKinsey - Digital Luxury Experience (2017)
• McKinsey - Technology’s role in mineral criticality (2017)
• McKinsey - The future energy landscape: Global trends and a closer look at the Netherlands (2017)
• McKinsey - European Banking Summit 2018 (2018)
• McKinsey - Current perspectives on Medical Affairs in Japan (2018)
• McKinsey - Investment and Industrial Policy: A Perspective on the Future (2018)
• McKinsey - Moving Laggards to Early Adopters (Maybe even innovators) (2018)
• McKinsey - Digital and Innovation Strategies for the Infrastructure Industry (2018)
• McKinsey - The Future of the Finance Function –Experiences from the U.S. public sector (2019)
• McKinsey - New horizons in transportation: mobility, innovation, economic development and funding implications (2020)
• McKinsey - Accelerating hybrid cloud adoption in banking and securities (2020)
• McKinsey - COVID-19 - Auto & Mobility Consumer Insights (2020)
• McKinsey - Race in the workplace: The Black experience in the U.S. private sector (2021)
• McKinsey - The top trends in tech - executive summary download (2021)
• McKinsey - Women in the Workplace (2022)
• McKinsey - Global Hydrogen Flows: Hydrogen trade as a key enabler for efficient decarbonization (2022)
• McKinsey - McKinsey Technology Trends Outlook 2022 (2022)
• McKinsey - Global Economics Intelligence; Global Summary Report (2023)
• McKinsey - Fab automation - Artificial Intelligence (date unknown)

McKinsey Global Institute reports (McKinsey’s business and economics research arm):

• McKinsey - Context for Global Growth and Development (2014)
• McKinsey - Perspectives on manufacturing, disruptive technologies, and Industry 4.0 (2014)
• McKinsey - From poverty to empowerment: India’s imperative for jobs, growth and effective basic services (2014)
• McKinsey - Attracting Responsible Mining Investment in Fragile and Conflict Affected Settings (2014)
• McKinsey - A blueprint for addressing the global affordable housing challenge (2015)
• McKinsey - Jobs lost, jobs gained: Workforce transitions in a time of automation (2017)
• McKinsey - Reinventing Construction: A Route To Higher Productivity (2017)
• McKinsey - Outperformers: High-growth emerging economies and the companies that propel them (2018)

Miscellaneous projects:

• McKinsey - How companies can capture the veteran opportunity (2012)
• McKinsey - The Five Frames – A Guide to Transformational Change (date unknown)

Helping Global Health Partnerships to increase their impact: McKinsey (2009)

54 page pre-read deck for a board meeting during a longer project. Describes project overview, key findings from current phase, as well as next steps. Detailed and systematic walk-through. Good inspiration for : How to divide a project into relevant phases. Presenting detailed findings for different areas and summarizing these in suggested next steps for each area.

Download the presentation here.

USPS Future Business Model (2010)

39 page deck describing the recent context and base case going forward for USPS, as well as potential change levers and what is required to change course short term. Good inspiration for: Structuring a coherent strategy document with a clear storyline.

Capturing the full electricity efficiency potential of the U.K. (2012)

61 page main deck + 68 page appendix covering a full analysis and recommendations for becoming more energy efficient. Appears to have been prepared for the UK government. Excellent deck with many good slide designs and the full end-to-end storyline from baseline calculation to potential efficiency measures to barriers to prioritization and recommendations of measures to take. Good inspiration for : Creating a full report of a project analysis and recommendations based on that analysis. Presenting data in clear slides. Presenting and analyzing potential measures systematically.

Modelling the potential of digitally-enabled processes, transparency and participation in the NHS (2014)

3 page deck + 13 page appendix describing the context, methodology, and outcome of a quantitative model to analyze the net benefits of various technology interventions for the NHS. Also includes an analysis of the net opportunities against the ease of implementation, and ends with a recommendation of the four most impactful actions to take. Good inspiration for: Structuring and explaining a quantitative model including drivers and expected impact.

Refueling the innovation engine in vaccines (2016)

40 page discussion document for NVAC as part of a longer project. The deck goes over the state of the industry, challenges to innovation and potential solutions, as well as what role NVAC can play. Good inspiration for: Creating a clear and structured storyline that balances data-heavy slides with verbal/abstract slides.

Industry reports & market overviews:

The changed agenda in the global sourcing industry: perspectives and developments (2009) 35 page dense deck presented at a Global ICT services sourcing conference. Covers the development of the onshore-offshore industry, what it is expected to look like going forward, and the imperatives for management to successfully navigate the future. Good inspiration for: Creating a complete and comprehensive market picture, as well as framing recommendations.

​​What Makes Private Sector Partnership Works: some learnings from the field (2011) 12 page deck describing public-private partnerships around agriculture in Africa. The deck identifies where in the value chain there could be partnership possibilities, as well as examples of successful partnerships and what is needed to succeed. Good inspiration for: Presenting a value chain. Visually representing different partnership models (or other types of models).

The Internet of Things and Big Data: Opportunities for Value Creation (2013) 18 page picture-heavy deck used in an oral presentation around the topic of IoT and big data. The deck first describes IoT’s growth in recent years before moving into how IoT works on a high level and what the possibilities and challenges are.

Good inspiration for: Using quotes to enhance a storyline.

Laying the foundations for a financially sound industry (2013) 17 page deck going over the current financial situation of the global steel industry before briefly touching on the outlook and then discussing possible measures to become more financially stable. Contains a fairly detailed and interesting EBITDA model with different drivers of EBITDA laid out. Presented at a Steel Committee meeting. Good inspiration for: Creating clear graph slides. Visually representing a quantitative model.

Manufacturing the Future: The Next Era of Global Growth and Innovation (2013) 38 page deck covering the current state of US manufacturing and five disruptive trends that are reshaping the industry. Good inspiration for: Summarizing trends and relating them to a specific value chain. Many good graphs and ways of presenting data (both quantitative and qualitative) visually.

Insurance trends and growth opportunities for Poland (2015) 25 page deck covering the status of the Polish insurance market and five main trends shaping the market, as well as a case of a different market and how that has changed. Presented in connection with the Polish Insurance Association. Good inspiration for: Systematically presenting various trends and their expected impact without becoming too monotonous visually.

Challenges in Mining: Scarcity or Opportunity? (2015) 10 page main deck + 30 page appendix describing the current status of mining and how the value chain will potentially change due to new innovations. Presented during World Materials Forum. Good inspiration for: Presenting a value chain in different ways, as well as which areas of the value chain will change/can be innovated.

Restoring Economic Health to the North Sea (2015) 28 page deck used for an oral presentation about the cost increases in the UK oil industry and potential ways to mitigate these. Good inspiration for: Creating a simple and clear storyline with a strong narrative arc that works well for a live presentation.

How will Internet of Things, mobile internet, data analytics and cloud transform public services by 2030? (2015) 15 page fairly high-level deck describing IoT and other digital trends and how they will potentially impact various industries and current ways of doing things. Good inspiration for: Presenting a trend and following with a good example/case study.

Five keys to unlocking growth in marketing’s “new golden age” (2017) 26 page deck going over five main levers to pull in marketing; science, substance, story, speed, and simplicity. Describes each lever in a few slides using mainly images, icons, and other graphics. Good inspiration for: Creating light, image-based slides that still tell a story and get the message across.

Using Artificial Intelligence to prevent healthcare errors from occurring (2017) 25 page dense deck describing how AI/ML (machine learning) is changing industries, the possible use cases in healthcare, and what barriers exists/which key things need to be in place to enable an advanced analytics implementation. Good inspiration for: Showing quantitative potentials for different use cases/levers and summarizing these in a visually clear way. Creating one-pagers on specific use cases.

Digital Luxury Experience 2017 (2017) 24-page support deck for an oral presentation going over three areas of change for the luxury industry, hosted by a luxury goods umbrella organization. Good inspiration for: Using simple graphs and numbers to illustrate a point.

Technology’s role in mineral criticality (2017) 28 page deck first describing some overall technology trends and how they may impact the minerals industry including potential opportunities. Then going into productivity issues in mining and potential fixes, as well as a deep dive into two commodities. Presented at the World Materials Forum. Good inspiration for: Presenting complex data on relatively simple slides and making the message visually clear.

The future energy landscape: Global trends and a closer look at the Netherlands (2017) 38 page graph-heavy deck describing the current energy landscape and three major trends expected to impact it going forward, as well as how it specifically applies to the Netherlands. Presentation to the Dutch financial sector. Good inspiration for: Different ways of presenting numbers and graphs in clear, compelling visuals.

European Banking Summit 2018 (2018) 10-page deck going over the status of European capital markets, particularly concerning the US. Mainly focused on current numbers, not a lot on the path forward. Good inspiration for: Making classic consulting-style graph slides.

Current perspectives on Medical Affairs in Japan (2018) 20 page deck covering the current status and trends impacting Medical Affairs in Japan, as well as four priorities for leadership going forward. Good inspiration for: Creating divider slides that also function as executive summaries.

Investment and Industrial Policy: A Perspective on the Future (2018) 16-page main deck + 7-page appendix describing the rise of globalization, its impact on economic growth, and recommendations for policy-makers. Fairly high-level, although with some good data slides. Presented as part of a panel discussion at the UNCTAD Trade And Development Board. Good inspiration for: Creating visually clear data-heavy slides. Condensing a potentially long storyline into a few key slides.

Moving Laggards to Early Adopters (Maybe even innovators) (2018) 18 page word-heavy deck used in an oral presentation on the topic of digitalization in manufacturing. Covers the challenges of digital manufacturing, then goes over survey output from the industry, before ending with three recommendations for businesses. Good inspiration for: Presenting verbal findings and recommendations in simple slides with icons.

The Future of the Finance Function –Experiences from the U.S. public sector (2019) 14 page deck used in an oral presentation for a government finance function conference. The deck goes over what challenges CFOs etc. face in the current environment and five ways to move from transaction to value management going forward. Good inspiration for: Presenting different levels of maturity of a given function and supporting this with data.

Fab automation - Artificial Intelligence (date unknown) 17 page deck discussing the potential for AI in the semiconductor industry by first describing what AI is, then how it applies to fab, and finally what is required to unlock that potential. Good inspiration for: Creating different types of slide designs that balance text and numbers to avoid a monotonous or boring storyline.

McKinsey Global Institute reports:

Context for Global Growth and Development (2014) Sub-title: Extracts from McKinsey Global Institute research for UN Session on “Financing for global sustainable development”. 11-page deck focusing mainly on key findings from a longer research report put out by McKinsey Global Institute. Good inspiration for: Creating different slide designs for graphs and numbers.

Perspectives on manufacturing, disruptive technologies, and Industry 4.0 (2014) 17-page slightly ad hoc deck with extracts of a longer report put out by the McKinsey Global Institute on manufacturing. Goes over why manufacturing is important, how the boundaries of industry and services are blurring, how digital manufacturing is growing, and finally where governments can support from a policy perspective. Good inspiration for: Different slide designs and presenting data in a visually appealing and clear way.

From poverty to empowerment: India’s imperative for jobs, growth and effective basic services (2014) 13-page deck + 8-page appendix going over India’s poverty issues and potential change levers. Extract of a longer report put out by the McKinsey Global Institute. Good inspiration for: Creating clear and compelling quantitative slides in different formats.

Attracting Responsible Mining Investment in Fragile and Conflict Affected Settings (2014) 8 page deck describing the development of resource-driven countries and six dimensions for governments to focus on to realize the full potential going forward. Extract from a longer report put out by the McKinsey Global Institute. Good inspiration for: Creating a short and to-the-point storyline following the SCQA framework (situation-complication-question-answer), although the “Q” is implied.

A blueprint for addressing the global affordable housing challenge (2015) 49 page deck going into first what the affordable housing challenge looks like in numbers, followed by levers to narrow the affordability gap. The deck is a summation of a longer report put out by the McKinsey Global Institute. Good inspiration for: Illustrating change levers and their quantitative impact, both collectively and separately.

Jobs lost, jobs gained: Workforce transitions in a time of automation (2017) 16-page deck going over how automation and computers have historically affected jobs, and what potential impact it will have in the future. Summary of a longer report put out by the McKinsey Global Institute. Good inspiration for: Creating data-heavy slides. Keeping the storyline simple and to-the-point.

​​Reinventing Construction: A Route To Higher Productivity (2017) 14-page deck describing the current state of construction, in particular productivity, before briefly going over seven potential improvement areas and how government intervention might help. Very high-level deck summarizing a longer report by the McKinsey Global Institute. Good inspiration for: Using an agenda or divider slide actively to both summarize and outline the storyline.

Outperformers: High-growth emerging economies and the companies that propel them (2018) 16-page deck describing the main highlights of a research report by McKinsey Global Institute on high-growth emerging economies. The deck first goes over the data on how these economies are performing, followed by the proposed reasons why, and the outlook going forward. Good inspiration for: Creating different graph-heavy slide designs.

How companies can capture the veteran opportunity (2012)

34-page main deck + 12 page appendix going into how employers can leverage veteran talent. The document is divided into three main sections; 1) what is the business case for hiring veterans, 2) what are the best practices are for finding, hiring, onboarding, and retaining veterans, 3) what resources are available to assist employers’ veteran recruiting efforts. Good inspiration for: Systematically presenting an opportunity and how to best leverage that opportunity. Creating slides to show processes and decision trees.

The Five Frames – A Guide to Transformational Change (date unknown)

33-page deck discussing organizational “health” and diving into a five-step approach to transformation. The deck is structured as a kind of simple playbook to use when undertaking e.g. a digital transformation. Good inspiration for: Directly applicable high-level playbook when embarking on a small or large transformation. Structuring a process.

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How to Use McKinsey's 7-S Framework: A Complete Guide (Plus FREE Template)

How to Use McKinsey's 7-S Framework: A Complete Guide (Plus FREE PowerPoint Template) Introduction, Definition, Key Questions, and FREE Template download.

StrategyPunk

Introduction

The McKinsey 7-S framework is a management tool developed by McKinsey & Company in the 1980s to help organizations align their strategy, structure, systems, shared values, style, staff, and skills to achieve their goals.

The framework is based on the idea that all of these elements must be aligned and work in harmony for a business to succeed. The framework is often used to help organizations identify areas that need improvement to achieve desired changes.

The 7-S Framework is built around seven key elements : strategy, structure, systems, style, staff, skills, and shared values .

In this article, we’ll explore these elements and how they can be used to create a more effective and efficient organization.

What Is the McKinsey 7S Model?

The McKinsey 7-S Model is a framework for analyzing an organization's effectiveness.

It divides the organization into seven elements: Strategy, Structure, Systems, Style, Staff, Skills, and Shared values. The model suggests that these elements must be aligned and mutually reinforcing for the organization to be successful.

The model can diagnose a company's current state and identify areas that need improvement to achieve organizational goals. The McKinsey 7-S Model is a valuable tool for organizations of all sizes.

The Elements of the 7S Model

The seven key elements of the McKinsey 7S Model are as follows:

The “why” of the business is a statement of direction, mission, and focus that drives how people inside the organization operate.

The plan of action the organization takes to achieve its goals and objectives.

The physical and organizational aspects of the business, including people, skills, knowledge, and culture.

The way the organization is physically and formally divided into departments, units, and positions.

The procedures, policies, structures, and systems govern, organize, and guide people's work.

The processes, procedures, and routines that the organization uses to get things done.

How people work together, the culture, language, and the “tone at the top” of the organization

The current talent in the organization includes future leaders, knowledge workers, and suppliers.

The people who work for the organization, including their experience, education, and qualifications.

The development of people and the organization to achieve its vision and goals.

The capabilities and competencies of the organization's members.

Shared values

The guiding principles and core values are essential to creating a strong culture.

The core beliefs and principles that the organization's members share.

The model suggests that these elements must be aligned and mutually reinforcing for the organization to be successful.

The model can diagnose a company's current state and identify areas that need improvement to achieve organizational goals.

What are the soft and hard elements in the 7S Framework?

The 7-S McKinsey Framework differentiates between hard and soft factors:

Hard factors

Strategy: Target system and all measures to achieve a sustainable competitive advantage and successfully compete in the market.

Structure: The way the business is organized. In short, the organizational chart of the company.

Systems: Processes and procedures of the company, including reporting system and IT infrastructure.

Soft factors

Skills: Abilities and core competencies of the company’s employees.

Staff: Type and number of employees of the company. Measures to recruit, train, reward, and motivate the team.

Style: The management style of the company. Culture, how people interact with each other, and the environment

Shared values (Core of the McK 7-S-Model): Values, norms, and standards that apply within the company.

McKinsey 7-S framework for successful business change

The McKinsey 7-S Framework is a valuable tool for organizations of all sizes. It can be used to assess an organization's current state and to develop a plan for achieving the desired shape.

This can be done by answering the following questions:

• What is our current state?
• Where do we want to be?
• What do we need to do to get there?

If you've answered these questions, you've implemented the McKinsey 7-S Framework. The model can also be used to assess the effectiveness of an organization.

How to implement the McKinsey 7-S Model

Before looking at how to use the McKinsey 7-S Model, you need to assess your organization’s current state. Identifying your organization’s current state will help you figure out what to improve, and it will also help you prioritize your improvements.

Your organization’s current state can be broken down into structure, strategy, and performance . These dimensions can help you figure out where your organization stands.

Once you’ve assessed your organization’s current state, you can start working on how to use the McKinsey 7-S Model.

To start working on the 7-S key factors - Strategy, Structure, Systems, Style, Staff, Skills, and Shared values - of improvement.  You’ll want to start small in each area, focusing on specific steps to address the challenges. This will help keep your organization focused on the critical areas of improvement and help you get results quickly.

To implement a results-oriented strategy , you’ll want to ensure that your people understand the outcomes of the 7-S procedure, find ways to measure the results, and how to turn the results into action.

What is the McKinsey 7S framework in simple words?

The McKinsey 7S framework is a management tool developed by McKinsey & Company to analyze and improve organizational effectiveness.

Simply put, it's a way to look at an organization from seven different angles to ensure all parts are aligned and working together towards a common goal.

These seven elements, represented by the letter 'S', are:

• Strategy : An organization's plan to win in its market.
• Structure : How the organization is arranged, including its hierarchy and departments.
• Systems : The processes and tools the organization uses to get things done.
• Shared Values : The organization's core beliefs and cultural norms.
• Skills : The capabilities and competencies present within the organization.
• Staff : The employees and their roles within the organization.
• Style : The leadership approach and the way the organization operates.

The key idea is that all these elements are interconnected, and for an organization to perform well, they need to be aligned and in harmony.

How to use the McKinsey 7-S Model in change management?

Using the McKinsey 7S Model in change management involves assessing and aligning the seven interrelated elements of an organization to ensure that changes are effectively implemented and sustained.

Here's a step-by-step guide on how to apply the framework in the context of change management:

Diagnose the Current State:

• Strategy : Understand the current strategic objectives and how the proposed change might impact them.
• Structure : Examine the existing organizational structure to identify any barriers or facilitators to change.
• Systems : Review current processes, tools, and systems to determine if they support or hinder the change.
• Shared Values : Gauge the prevailing organizational culture and values to see if they align with the change.
• Skills : Identify the current skill sets and capabilities and determine if they match the change requirements.
• Staff : Assess the current workforce regarding their readiness, concerns, and potential resistance to change.
• Style : Understand the leadership and management styles and how they might influence the change process.

Envision the Desired Future State:

• For each of the 7S elements, define the ideal post-change scenario. This provides a clear vision for what the organization aims to achieve.

Identify Gaps:

• Compare the current state with the desired future state for each of the 7S elements. This will highlight areas that need attention and adjustment.

Develop Action Plans:

• Based on the identified gaps, create specific action plans to address each element. For instance, if the current skills don't align with the change, plan for training or hiring.

Implement the Change:

• Execute the action plans, ensuring that changes in one element are consistent with changes in others. For example, if the strategy changes, ensure that the systems and structure support this new direction.

Monitor and Adjust:

• Continuously monitor the progress of the change initiative using the 7S framework as a reference. Make necessary adjustments based on feedback and changing circumstances.

Reinforce Shared Values:

• Throughout the change process, emphasize and reinforce the organization's core values to ensure alignment and cohesion. This helps in gaining buy-in and reducing resistance.

Engage Leadership:

• Ensure that leaders at all levels are champions of the change. Their style and approach can significantly influence the success of the change initiative.

By systematically addressing each of the 7S elements in the context of change management, organizations can ensure a holistic and integrated approach to change, increasing the likelihood of its success and sustainability.

Now that you know the framework, it's time to implement it. The McKinsey 7-S Framework can help organizations develop a vision, create a vision statement, prioritize activities, and make strategic choices.

Once you understand the framework, you can use it to guide your organization's decision-making process. It will help you integrate business strategy with organizational structure, systems, staffing, and skills.

The McKinsey 7-S Framework helps organizations define their vision for the following years and set a course for success toward achieving it. The framework allows organizations to better assess the future and make wise choices.

Additional Resources

Additional resources and tools to develop and implement your strategy:

McKinsey's 3 Horizons Framework

GE McKinsey Matrix

BCG Matrix: Introduction and Excel Template

Michael E. Porter's Five Forces

McKinsey 7-s Framework Template

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Mckinsey 7s Strategic Management Powerpoint Presentation Slides

Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal.

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Slide 1 : This slide introduces Mckinsey 7s Strategic Management. State your company name and begin. Slide 2 : This slide states Agenda of the presentation. Slide 3 : This slide showcases McKinsey 7S Model. The model includes- Shared Values, Staff, Strategy, Structure, Systems, Style, Skills. Slide 4 : This slide shows McKinsey 7S Model- Seven Elements. Slide 5 : This slide presents Overview – Hard S’s, a new framework for analyzing and improving organizational effectiveness. Slide 6 : This slide displays Strategy Checklist Questions. Slide 7 : This slide represents Business Strategy Template. Slide 8 : This is another slide continuing Structure Checklist Questions. Slide 9 : This slide showcases Organization Chart Template. Slide 10 : This is another slide continuing System Checklist Questions. Slide 11 : This slide displays Business Systems Template. Slide 12 : This slide provides another effective framework for analyzing the organization and its activities. Slide 13 : This slide presents Shared Values Checklist Questions. Slide 14 : This slide showcases Our Shared Values Template. Slide 15 : This is another slide continuing Style Checklist Questions. Slide 16 : This slide represents Leadership Style Template. Slide 17 : This slide displays Staff Checklist Questions. Slide 18 : This slide presents Resource GAP Analysis Template. Slide 19 : This is another slide continuing Skills Checklist Questions. Slide 20 : This slide showcases Skills GAP Analysis Template. Slide 21 : This is a Summary- slide of Company's 7Ss Shared Values, Staff, Skills, Strategy, Style, Structure, Systems. Slide 22 : This slide displays 7-S Framework with all the S's covered. Slide 23 : This slide contains all the icons used in this presentation. Slide 24 : This slide is titled as Additional Slides for moving forward. Slide 25 : This is About Us slide to show company specifications etc. Slide 26 : This is Our Mission slide with related imagery and text. Slide 27 : This slide provides 30 60 90 Days Plan with text boxes. Slide 28 : This is Our Team slide with names and designation. Slide 29 : This slide displays Column chart with two products comparison. Slide 30 : This slide shows SWOT describing- Strength, Weakness, Opportunity, and Threat. Slide 31 : This slide shows Post It Notes. Post your important notes here. Slide 32 : This is a Timeline slide. Show data related to time intervals here. Slide 33 : This is a Thank You slide with address, contact numbers and email address.

STRATEGIC PLAN TEMPLATE

Stratechi's Strategic Plan & Company Overview Template has 121 slides to give you a jumpstart on your strategy presentation.  Developed by a McKinsey alum and the creator of Stratechi.com , clients use the PowerPoint template and slides for their strategic plan, company overview, pitch deck, and strategy presentations. It contains snapshots, frameworks, analyses, initiatives, McKinsey-style charts , editable slides, and professional graphics and icons covering company overview, history, mission , vision, values , market analysis , customer segments, financials, value proposition , product, services, go-to-market, sales, marketing , org design , HR, and IT.

Download this template now to save time making slides and get a headstart on your strategic plan, company overview, pitch deck, or strategy presentation. Look below to see all of the slides included in this instant download. It has many great ideas, slides, and templates; you can choose which ones will help with your presentation.

STRATEGIC PLAN TEMPLATE PREVIEW

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STRATEGIC PLAN & COMPANY OVERVIEW TEMPLATE TABLE OF CONTENTS

1. Strategic Plan Title Page 2. Table of Contents 3. Company Overview 4. Vision & Mission Statements 5. Company Values Example 6. Company History Example 7. Leadership Team Example 8. Company Timeline 9. Fundraising History & Board 10. Value Proposition 11. Value Proposition Example 12. Features & Benefits Example 13. Tiered Pricing Chart 14. Competitive Product Comparison 15. Product Feature Ranking 16. Customer Reviews Template 17. Financials & Metrics 18. Company Top-level Metrics 19. Company Dashboard Example 20. Sales Growth Chart Example 21. Core Metrics Chart 22. Global Map Sales Template 23. Income Statement Excel  24. Budget Excel Template 25. Budget Variance Template 26. Balance Sheet Excel Template 27. Company Vision 28. Business Model Strategy  29. Company Vision Template 30. Target Market & Customers 31. Value Proposition Vision

32. Go-to-Market Vision 33. Org Design & Vision 34. Target Market 35. Market Overview Template 36. Total Addressable Market  37. Market Map Template 38. Market Growth Charts 39. PESTLE Analysis Worksheet 40. SWOT Analysis Worksheet 41. PORTER’s Five Forces  42. Market Growth Stacked Chart 43. Global Market Size Chart 44. US Regional Market Size Chart 45. Target Customers 46. Customer Growth Chart 47. Market Segmentation 48. Customer Segmentation Chart 49. Customer Segment Overview 50. Customer Metrics Segmentation  51. Target Buyer Profile Example 52. Buyer Persona Example 53. Product Development Strategy 54. Product Strategy Matrix 55. Product Strategy Template 56. Design Strategy Template 57. Product Feature Spider Chart 58. Product Strategy Roadmap 59. Product Team Snapshot 60. SDLC Strategy Template 61. Customer Service 62. Service Strategy Snapshot

63. Customer Service Strategy  64. Customer Journey Template 65. Shopping Journey Template 66. Sales Strategy 67. Sales Team Snapshot 68. Sales Initiatives Overview  69. Sales Funnel Strategy Template 70. Sales Team Org Chart 71. Sales & Marketing Budget 72. Marketing Strategy 73. Marketing Wins Example  74. Marketing KPIs Example 75. Website Strategy Snapshot 76. Marketing Messaging Strategy 77. Marketing Campaign Example  78. Owned Media Example Template 79. Customer Metrics Charts 80. Purchasing Funnel Stages Chart 81. Human Resources Strategy 82. Org Heath Example Template 83. HR Strategy Template 84. Org Chart Example 85. Employee Journey Strategy 86. HR Budget Excel Template 87. HR Project Plan Template 88. HR Change Management  89. IT Strategy 90. IT Strategy Snapshot Example 91. IT Strategy Template 92. IT Project Portfolio Prioritization 93. Icons, Images & Extra Slides

94. People Icons 95. Ideas Icons 96. Time & Place Icons 97. Chart Icons 98. Project & Process Icons 99. Prioritization Matrix 100. BCG Growth Matrix 101. BCG Growth Matrix Template 102. PESTLE Analysis 103. PESTLE Analysis Topics 104. 3 Horizons of Growth 105. Org Strategy Framework 106. Strategic Plan Framework 107. 4-box Framework Example 108. Competitive Profile Example 109. Market Share Example 110. Customer Survey Pie Chart 111. Market Share Line Chart 112. Market Share Stacked Chart 113. Customer Channel Bar Chart 114. KPI Variance Example 115. US Map Template 116. Global Map Template 117. Teamwork Royalty-Free Pics 118. Office Royalty–Free Pictures 119. Design Royalty-Free Pictures 120. Strategy Royalty-Free Pictures 121. Planning Royalty-Free Pictures

ALL 121 SLIDES IN THE STRATEGIC PLAN & COMPANY OVERVIEW TEMPLATE

DOWNLOAD STRATEGY PRESENTATION TEMPLATES

168-PAGE COMPENDIUM OF STRATEGY FRAMEWORKS & TEMPLATES 186-PAGE HR & ORG STRATEGY PRESENTATION 100-PAGE SALES PLAN PRESENTATION 121-PAGE STRATEGIC PLAN & COMPANY OVERVIEW PRESENTATION 114-PAGE MARKET & COMPETITIVE ANALYSIS PRESENTATION 18-PAGE BUSINESS MODEL TEMPLATE

JOE NEWSUM COACHING

EXECUTIVE COACHING STRATEGY COACHING ELEVATE360 BUSINESS TRANSFORMATION STRATEGY WORKSHOPS LEADERSHIP STRATEGY SURVEY & WORKSHOP STRATEGY & LEADERSHIP TRAINING

THE LEADERSHIP MATURITY MODEL

Explore other types of strategy.

BIG PICTURE WHAT IS STRATEGY? BUSINESS MODEL COMP. ADVANTAGE GROWTH

TARGETS MARKET CUSTOMER GEOGRAPHIC

VALUE PROPOSITION PRODUCT SERVICE PRICING

GO TO MARKET DISTRIBUTION SALES MARKETING

ORGANIZATIONAL ORG DESIGN HR & CULTURE PROCESS PARTNER

EXPLORE THE TOP 100 STRATEGIC LEADERSHIP COMPETENCIES

TYPES OF VALUE MARKET ANALYSIS PROBLEM SOLVING

OPTION CREATION ANALYTICS DECISION MAKING PROCESS TOOLS

PLANNING & PROJECTS PEOPLE LEADERSHIP PERSONAL DEVELOPMENT

Database of 34+ Downloadable McKinsey Presentations

Table of contents.

It’s great to learn the techniques that strategy consulting firms like McKinsey & Co use to build compelling slide decks (e.g. executive summaries , the Pyramid Principle ,  action titles , etc.)

But sometimes you just want to see McKinsey presentations to see how those techniques are applied in the real world.

The problem is that it’s quite hard to find good-quality McKinsey presentations. Most of them are commercial in confidence and, even if they’re not, they’re scattered all over the web.

You can download the full set of McKinsey presentations (plus an additional 100+ presentations from BCG, Bain & Co, Kearney, Oliver Wyman, L.E.K, and more) using this form:

Download 120+ strategy consulting presentations for free

Looking for slide inspiration? Download 120+ consulting slide decks from top strategy consulting firms, such as McKinsey, BCG and Bain!

Or if you’d rather download the McKinsey presentations individually, you’ll find a list for you to download below:

Downloadable McKinsey Presentations & Slide Decks

• McKinsey – USPS Future Business Model (2010)
• McKinsey – Addressing the Global Affordable Housing Challenge (2016)
• McKinsey – The Internet of Things and Big Data (2013)
• McKinsey – Challenges in Mining: Scarcity or Opportunity? (2015)
• McKinsey – Digital Luxury Experience (2017)
• McKinsey – European Banking Summit (2018)
• McKinsey – Context for Global Growth and Development (2014)
• McKinsey – Outperformers: High Growth Emerging Economies (2018)
• McKinsey – Insurance Trends and Growth Opportunities for Poland (2015)
• McKinsey – Jobs Lost, Jobs Gained: Workforce Transitions (2017)
• McKinsey – Current Perspectives on Medical Affairs in Japan (2018)
• McKinsey – Digitally-Enabled Processes in the NHS (2014)
• McKinsey – From Poverty to Empowerment (2014)
• McKinsey – What Makes Private Sector Partnerships Work (2011)
• McKinsey – Reinventing Construction (2017)
• McKinsey – Laying the Foundations for a Financially Sound Industry (2013)
• McKinsey – Technology’s Role in Mineral Criticality (2017)
• McKinsey – Capturing the Full Electrical Efficiency Potential of the UK (2012)
• McKinsey – How Companies can Capture the Veteran Opportunity (2012)
• McKinsey – Investment and Industrial Policy (2018)
• McKinsey – Moving Laggards to Early Adopters (2019)
• McKinsey – Helping Global Health Partnerships to increase their impact (2009)
• McKinsey – The changed agenda in the global sourcing industry (2009)
• McKinsey – Attracting Responsible Mining Investment in Fragile and Conflict Affected Settings (2014)
• McKinsey – Using Artificial Intelligence to prevent healthcare errors from occurring (2017)
• McKinsey – Refueling the innovation engine in vaccines (2016)

If you’d like to download more consulting decks from BCG, Bain, L.E.K Consulting, Oliver Wyman, Kearney and more, then check out our free database of 71+ downloadable consulting presentations .

100+ Real Consulting Presentations from McKinsey, BCG, Bain, and More

By Paul Moss

We’ve gathered presentations from top consulting firms that you can use to inspire your own slide making.

For this post we’ve gathered 100+ real presentations from top consulting firms around the internet for you to review, analyze, and learn from. Each has its strengths and weaknesses, and each provides a different look into how top quality consulting presentations get created and delivered to clients. 

After finishing this article, make sure you check out our advanced courses to see how you can learn to build your own high-quality, consulting-style slides from scratch.

The Internet's Best Slides

Search through our curated library of REAL slides to find inspiration for your next presentation

• Reshaping NYCHA support functions   (BCG)
•   Loose dogs in Dallas: Strategic Recommendations to Improve Public Safety and Animal Welfare   (BCG)
•   Melbourne as a Global Cultural Destination   (BCG)
•   The Open Education Resources ecosystem   (BCG)
•   The True-Luxury Global Consumer Insight (7th Edition) (BCG)
•   Evaluating NYC media sector development and setting the stage for future growth   (BCG)
•   The Electric Car Tipping Point   (BCG)
•   Projecting US Mail volumes to 2020   (BCG)
•   Next Generation Manufacturing (2016)   (BCG)
•   Corporate Ventures in Sweden (2016)   (BCG)
•   Port of Los Angeles Clean Truck Program – March 2008   (BCG)
•   USPS Future Business Model   (McKinsey)
•   Investment and Industrial Policy: A Perspective on the Future   (McKinsey)
•   Outperformers: High-growth emerging economies and the companies that propel them   (McKinsey)
•   Technology’s role in mineral criticality (World Materials Forum)   (McKinsey)
•   Challenges in Mining: Scarcity or Opportunity?   (McKinsey)
•   Modelling the potential of digitally-enabled processes, transparency and participation in the NHS   (McKinsey)
•   Addressing the Global Affordable Housing Challenge (2016)   (McKinsey)
•   Capturing the Full Electrical Efficiency Potential of the UK (2012)   (McKinsey)
•   Digital Luxury Experience (2017)   (McKinsey)
•   Digitally-Enabled Processes in the NHS (2014)   (McKinsey)
•   How Companies can Capture the Veteran Opportunity (2012)   (McKinsey)
•   Insurance Trends and Growth Opportunities for Poland (2015)   (McKinsey)
•   Laying the Foundations for a Financially Sound Industry (2013)   (McKinsey)
•   From Poverty to Empowerment (2014)   (McKinsey)
•   Consumer privacy in retail   (Deloitte)
•   TMT Outlook 2017: A new wave of advances offer opportunities and challenges   (Deloitte)
• Deloitte SEA CFO Forum Southeast Asia Business Outlook   (Deloitte)
• Deloitte Kenya Budget 2022/23 Webinar   (Deloitte)
• The Shopping Centre Handbook 4.0   (Deloitte)

Bain & Co.

•   2011 China Luxury Market Study   (Bain)
•   Bain & UC Berkley Operational Excellence (2010)   (Bain)
•   Fintech New York: Partnerships, Platforms and Open Innovation   (Accenture)
•   Shaping the Sustainable Organization   (Accenture)
•   The Decade to Deliver: A Call to Business Action   (Accenture)
•   Fueling the Energy Future   (Accenture)
•   Cracking the Code on Consumer Fraud   (Accenture)
•   Right Cloud Mindset: Survey Results Hospitality   (Accenture)
•   Unleashing Competitiveness on the Cloud Continuum   (Accenture)
•   Whole Brain Leadership: New Rules of Engagement for the C-Suite   (Accenture)
•   Federal Technology Vision 2021: Full U.S. Federal Survey Findings   (Accenture)
•   Accenture Consumer Behavior Research: The value shake-up   (Accenture)
•   Tech Adoption and Strategy for Innovation & Growth   (Accenture)
•   Intelligent Operations for Future-Ready Businesses   (Accenture)
•   When, Where & How AI Will Boost Federal Workforce Productivity   (Accenture)
•   How fit is your allocation strategy?   (EY)
•   European Banking Barometer (2015)   (EY)
•   EY Price Point: global oil and gas market outlook, Q2 | April 2022   (EY)
•   IBOR transition: Opportunities and challenges for the asset management industry (EY)
•   Global Capital Confidence Barometer 21st edition   (EY)
•   Power transactions and trends Q2 2019   (EY)
•   MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value through data-driven platforms   (EY)
•   EY Germany FinTech Landscape   (EY)

PwC / Strategy&

•   Project Management: Improving performance, reducing risk   (PwC)
•   World Economic Forum: The power of analytics for better and faster decisions by Dan DiFilippo   (PwC)
•   Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architecture View   (PwC)
•   Turning big data into big revenue   (PwC)
•   Medical Cost Trend: Behind the Numbers 2017   (PwC)
•   PwC’s new Golden Age Index – how well are countries harnessing the power of older workers?   (PwC)
•   PwC’s Global Technology IPO Review — Q1 2015   (PwC)
•   PwC Trends in the workforce   (PwC)
•   18th Annual Global CEO Survey – Technology industry key findings   (PwC)
•   The FDA and industry: A recipe for collaborating in the New Health Economy   (PwC)
•   Making zero-emission trucking a reality   (Strategy&)
•   Sustainability strategies for Oil and Gas   (Strategy&)
•   Driving the sustainability agenda on C-level   (Strategy&)
• The Diversity Imperative: 14th Annual Australian Chief Executive Study   (Strategy&)
•   Creating a Winning Recipe for a Meal Kits Program   (LEK)
•   The 4th Annual New Mobility Study 2019   (LEK)
•   2019 APAC Hospital Priority Study Overview    (LEK)
•   Rail industry cost and revenue sharing (2011)   (LEK)
•   2019 Media and Entertainment Study   (LEK)
•   Navigating a digital-first home furnishings market   (LEK)
•   5 Opportunities in the Nutritional Supplements Industry   (LEK)
•   Infrastructure Victoria – AZ/ZEV International Scan   (LEK)
•   The Rapidly Evolving Landscape of Meal Kits and E-commerce in Food & Beverage   (LEK)
•   Top 8 Insights From the 2018 Beauty, Health & Wellness Survey   (LEK)
•   2018 Brand Owner Packaging Survey   (LEK)
•   2016 Strategic Hospital Priorities Study   (LEK)
•   The Merchandising Evolution (and why NDC Matters)   (LEK)
•   Infrastructure beyond COVID-19   (LEK)
•   China Exit or Co-Investment Opportunities for German PE Investors   (LEK)
•   Strategy Study 2014   ( AT Kearney)
•   Australia: Taking Bigger Steps   ( AT Kearney)
•   Lifting the Barriers to Retail Innovation in ASEAN   ( AT Kearney)
•   The Future of Commercial Vehicle Powertrains (2012)   ( AT Kearney)
•   A.T. Kearney 2017 State of Logistics Report: Accelerating into Uncertainty   ( AT Kearney)
•   Pursuing Customer Inspired Growth   ( AT Kearney)
•   The Accelerating Growth of Frictionless Commerce   ( AT Kearney)
•   Consolidation of the US Banking Industry   ( AT Kearney)
• Covid-19 and Effects on Turkey   ( AT Kearney)

Booz Allen Hamilton, Alvarez & Marsal and others

•   European Distressed Credit Watch List   (Alvarez & Marsal)
•   Corporate Headquarters Study 2018   (Roland Berger)
• The Lithium-Ion (EV) battery market and supply chain   (Roland Berger)
•   IP Theft   (Booz Allen Hamilton)
•   Booz Allen Hamilton and Market Connections: C4ISR Survey Report   (Booz Allen Hamilton)
•   Joining Forces: Interagency Collaboration and “Smart Power”   (Booz Allen Hamilton)
• Booz Allen at a glance   (Booz Allen Hamilton)
• Investor Presentation Deck   (Booz Allen Hamilton)
•   Responding to Covid-19 (2021)   (Oliver Wyman)
•   C ovid-19 Special Primer (2020)   (Oliver Wyman)
• Building Up Immunity of the Financial Sector   (Oliver Wyman)
• Customer Experience: The 14BN Risk Noted for Discussion   (Oliver Wyman)

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Reshaping NYCHA support functions

Good:  Realistic client presentation, clear slide structure, complete storyline

Not Good:  Outdated, long and dense

Download this Presentation

Loose dogs in Dallas: Strategic Recommendations to Improve Public Safety and Animal Welfare

Good: Realistic client presentation, clear slide structure, insightful and clear charts

Not Good: Outdated, long and dense

Melbourne as a Global Cultural Destination

Good: Realistic client presentation, good structure, slides “guide” audience to insights

Not Good: Outdated design

The Open Education Resources ecosystem

Good: Clearly structured slides, good visuals, good illustrative charts

Not Good: Relatively short, slightly older, incomplete storyline

The True-Luxury Global Consumer Insight (7th Edition)

Good: Recent presentation, nice looking visuals, clear charts

Not Good: Not a client presentation, too much focus on design

Evaluating NYC media sector development and setting the stage for future growth

Good: Complete presentation (intro, exec. summary, etc.), good examples of subtitles

Not Good: Lacks clear recommendations

The Electric Car Tipping Point

Good: Clear and insightful charts, clutter-free slides, good titles

Not Good: Relatively short, not a client presentation

Projecting US Mail volumes to 2020

Good: Easy to understand, good insights and analysis, contrasts with McKinsey presentation on the same topic

Not Good: Old presentation

Next Generation Manufacturing (2016)

Good: Nice clean design, excellent visuals

Not Good: Not a client deliverable

Corporate Ventures in Sweden (2016)

Good: Strong overall flow, good visualization s

Not Good: Relatively short

Port of Los Angeles Clean Truck Program – March 2008

Good: Realistic slides and presentation, good structure

Not Good: Short

USPS Future Business Model

Good:  Clear structure and analysis, insightful charts

Not Good:  Outdated, lackluster design

Investment and Industrial Policy: A Perspective on the Future

Good: Variety of charts, good titles

Not Good: Over designed, not a client presentation

Outperformers: High-growth emerging economies and the companies that propel them

Good: Variety of charts, qualitative visuals, clear titles

Not Good: Poor use of color, minimal footnotes

Technology’s role in mineral criticality (World Materials Forum)

Good: Clear storyline, well-structured slides, good titles and subtitles

Not Good: Overuse of visuals, relatively short

Challenges in Mining: Scarcity or Opportunity?

Good: Complex explanations made simple, variety of visual types

Not Good: Inconsistent titles, some unprofessional visuals (clipart, etc.)

Modelling the potential of digitally-enabled processes, transparency and participation in the NHS

Good: Realistic client slides, data heavy

Not Good: Cluttered, incomplete storyline

Addressing the Global Affordable Housing Challenge (2016)

Good: Realistic slide structure, good charts, great slide titles

Not Good: Strange slide formatting, mediocre design

Capturing the Full Electrical Efficiency Potential of the UK (2012)

Good: Realistic client deliverable (full deck, dense slides, proper deck structure)

Digital Luxury Experience (2017)

Good: Variety of charts, good use of icons

Not Good: Short presentation, light on content, not a client deliverable

How Companies can Capture the Veteran Opportunity

Good: Examples of text-heavy slides, good action titles

Not Good: Minimal charts, unrealistic structure, repetitive slides

Insurance Trends and Growth Opportunities for Poland

Good: Well organized presentation, clear takeaways

Not Good: Old formatting, short presentation

Laying the Foundations for a Financially Sound Industry

Good: Multiple chart examples (waterfall, line, dot, column)

Not Good: Short presentation, “conference-style” presentation

From Poverty to Empowerment (2014)

Good: Good variety of data visualizations

Not Good: Unattractive formatting and style

Consumer privacy in retail

Good: Clear titles, good use of icons and color to show insights

Not Good: Short, not a client presentation

TMT Outlook 2017: A new wave of advances offer opportunities and challenges

Good: Survey insights highlighted well, good use of color, clear charts and visuals

Not Good: Not a client presentation, heavy focus on survey data

Deloitte SEA CFO Forum Southeast Asia Business Outlook

Good: Line chart examples

Not Good: Poor titles, strange use of black

Deloitte Kenya Budget 2022/23 Webinar

Good: Consistent design, good colors

Not Good: Simple titles, meant for live presentation

The Shopping Centre Handbook 4.0

Good: Some insights

Not Good: Too many graphics, strange design

2011 China Luxury Market Study

Good: Clear titles, good use of color to highlight insights

Not Good: Short presentation, marketing presentation

Bain & UC Berkley Operational Excellence (2010)

Good: Realistic presentation, lots of slides

Not Good: Outdated content, ugly design

Fintech New York: Partnerships, Platforms and Open Innovation

Good: Simple and clear slide design, good structure, insightful charts

Not Good: Short presentation, only a few “consulting style” slides

Shaping the Sustainable Organization

Good: Well structured slides, clear takeaways

Not Good: Rounded chart bars

The Decade to Deliver: A Call to Business Action

Good: Variety of charts, good design

Not Good: Not a client presentation

Fueling the Energy Future

Good: Illustrative charts and matrices

Not Good: Curved line charts

Cracking the Code on Consumer Fraud

Good: Mix of charts and numbers

Right Cloud Mindset: Survey Results Hospitality

Good: Nice slide titles and charts

Not Good: Text heavy sections

Unleashing Competitiveness on the Cloud Continuum

Good: Focus on takeaways, clear charts

Not Good: Ugly backgrounds, overuse of pictures

Whole Brain Leadership: New Rules of Engagement for the C-Suite

Good: Formatting, use of numbers

Not Good: Unnecessary graphics

Federal Technology Vision 2021: Full U.S. Federal Survey Findings

Good: Clear survey results, nice bar charts

Accenture Consumer Behavior Research: The value shake-up

Good: Color design, focus on insights

Not Good: Marketing focused

Tech Adoption and Strategy for Innovation & Growth

Good: Color contrast, text structure

Not Good: 3D charts

Intelligent Operations for Future-Ready Businesses

Good: Sankey chart, tables, presentation structure

When, Where & How AI Will Boost Federal Workforce Productivity

How fit is your allocation strategy?

Good: Some good charts, good use of color

Not Good: Light on content, short presentation, inconsistent slide structure

European Banking Barometer (2015)

Good: Nice titles and takeaways, good variety of charts

Not Good: Survey-focused presentation (i.e. not client deliverable)

EY Price Point: global oil and gas market outlook, Q2 | April 2022

Good: Insightful charts and tables

Not Good: Report style, text heavy

IBOR transition: Opportunities and challenges for the asset management industry

Good: Formatting

Not Good: Meant for live presentation

Global Capital Confidence Barometer 21st edition

Good: Formatting and structure, interesting charts

Power transactions and trends Q2 2019

Good: Insightful charts

Not Good: Meant as appendix or “leave behind”

MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value through data-driven platforms

Good: Realistic slides, clear titles, good formatting

EY Germany FinTech Landscape

Good: Formatting and structure, insightful charts

Not Good: Data heavy, appendix style slides

Project Management: Improving performance, reducing risk

Good: Variety of qualitative visuals, good use of icons, nice design

Not Good: B ad titles, light on content

World Economic Forum: The power of analytics for better and faster decisions by Dan DiFilippo

Good: Scatter plot examples

Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architecture View

Good: Qualtative visuals

Not Good: Short and marketing focused

Turning big data into big revenue

Good: Text heavy slide examples

Medical Cost Trend: Behind the Numbers 2017

PwC’s new Golden Age Index – how well are countries harnessing the power of older workers?

Good: Mix of charts and tables, clean formatting

Not Good: Inconsistent titles

PwC’s Global Technology IPO Review — Q1 2015

Good: Combination and column charts

Not Good: Report style presentation

18th Annual Global CEO Survey – Technology industry key findings

Good: Visualized data

Not Good: Incomplete titles

The FDA and industry: A recipe for collaborating in the New Health Economy

Good: Simple and clear titles

Not Good: Inconsistent structure

Making zero-emission trucking a reality

Good: Very realistic slides, overall great presentation

Not Good: Text heavy transition slides

Driving the sustainability agenda on C-level

Not Good: Short, some cluttered slides

The Diversity Imperative: 14th Annual Australian Chief Executive Study

Good: Chart heavy, realistic slides

Not Good: Short presentation

Creating a Winning Recipe for a Meal Kits Program

Good: Clear titles, good charts

Not Good: Dense, too many pictures/logos

The 4th Annual New Mobility Study 2019

Good: Variety of charts, good amount of content

Not Good: Lots of filler slides, inconsistent titles

2019 APAC Hospital Priority Study Overview

Good: Very good (and realistic) design, clear slide takeaways

Not Good: Very short presentation

Rail industry cost and revenue sharing (2011)

Good: Good introduction and executive summary, realistic client presentation

Not Good: Outdated, boring design

2019 Media and Entertainment Study

Good: Clear charts, good titles

Not Good: Very short, too much text

Navigating a digital-first home furnishings market

Good: Infographic style slides

5 Opportunities in the Nutritional Supplements Industry

Good: Great charts, good deck structure

Not Good: Not a client presentation, text heavy

Infrastructure Victoria – AZ/ZEV International Scan

Good: Realistic client presentation, wide variety of slides

Not Good: Very long

The Rapidly Evolving Landscape of Meal Kits and E-commerce in Food & Beverage

Good: Variety of basic charts, realistic design

Top 8 Insights From the 2018 Beauty, Health & Wellness Survey

Good: Good column chart examples

Not Good: Report style

2018 Brand Owner Packaging Survey

Good: Good visuals, multiple charts

2016 Strategic Hospital Priorities Study

Good: Multiple charts, good qualitative visuals

The Merchandising Evolution (and why NDC Matters)

Good: Good storyline, clear charts

Not Good: Weak titles, outdated style

Infrastructure beyond COVID-19

Good: Wide variety of slide types, realistic presentation

China Exit or Co-Investment Opportunities for German PE Investors

Good: Multiple data heavy slides, good charts

Not Good: Slightly old

Strategy Study 2014

Good: Variety of charts

Not Good: Reads like an infographic, poor choice of color

Australia: Taking Bigger Steps

Good: Illustrative chart, use of icons

Not Good: D istracting backgrounds and colors

Lifting the Barriers to Retail Innovation in ASEAN

Good: Simple to follow

Not Good: Minimal analysis, questionable stacked column chart

The Future of Commercial Vehicle Powertrains (2012)

Good: Realistic slides, excellent takeaways, good overall structure

Not Good: Older presentation, simplistic design

Pursuing Customer Inspired Growth

Good:  Realistic client slides, multiple frameworks

Not Good: Short, outdated design

The Accelerating Growth of Frictionless Commerce

Good: Mix of charts, clear insights

Not Good: Distracting backgrounds, short presentation

Consolidation of the US Banking Industry

Good: A couple good titles

Not Good: Large text, minimal charts, distracting colors

Covid-19 and Effects on Turkey

Good: Consistent color, focus on insights

Not Good: Strange layout, marketing focused

Booz Allen Hamilton, Alvarez & Marsal and others

European Distressed Credit Watch List

Good: Simple charts

Not Good: Boring template, appendix heavy

Corporate Headquarters Study 2018

Good: Clear and simple slides, good variety of charts and visuals, not overly produced

Not Good: Not a typical client presentation, average slide titles

The Lithium-Ion (EV) battery market and supply chain

Good: Realistic titles and content-heavy slides

Not Good: Distracting background and colors

Good: Story flow, titles

Not Good: T itle page, overall design rs

Booz Allen Hamilton and Market Connections: C4ISR Survey Report

Good: Simple bar charts

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Joining Forces: Interagency Collaboration and “Smart Power”

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McKinsey 7S Framework

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To know how well your organization is positioned to meet its goals and what elements influence its capability to carry through the change, you need a powerful tool. McKinsey 7S framework has been around for 50 years and proved to serve this purpose well. With our McKinsey 7S Framework presentation, you can identify the weakest links in your venture's processes, improve performance, maintain alignment and manage the change with maximum efficiency.

25 questions and answers

How can the McKinsey 7S framework be used to align an organization's strategy with its structure?

The McKinsey 7S framework can be used to align an organization's strategy with its structure by identifying the weakest links in the organization's processes. It helps in improving performance, maintaining alignment, and managing change with maximum efficiency. The 7S framework focuses on seven aspects: strategy, structure, systems, shared values, skills, style, and staff. By analyzing these aspects, an organization can understand how well it is positioned to meet its goals and what elements influence its capability to implement change.

What are some criticisms of the McKinsey 7S framework?

While the McKinsey 7S framework is a powerful tool for organizational analysis and change management, it does have its critics. Some argue that the model is too simplistic and fails to account for the complexity and dynamism of modern organizations. Others point out that it does not provide clear guidance on how to implement change or address conflicts between the seven elements. Additionally, the model assumes that all seven elements must be in alignment for an organization to be successful, which may not always be the case.

How can the McKinsey 7S framework be used to assess an organization's readiness for change?

The McKinsey 7S framework can be used to assess an organization's readiness for change by identifying the weakest links in the organization's processes. It helps in improving performance, maintaining alignment, and managing change with maximum efficiency. The framework examines seven key elements: strategy, structure, systems, shared values, skills, style, and staff. By analyzing these elements, an organization can understand its current state and identify what needs to change to achieve its goals.

Slide highlights

Use this slide to touch upon the seven elements of the framework. They are strategy, structure, systems, shared values, style, staff and skills. Below you will find more information about each of the McKinsey 7S framework elements.

With this slide, you can highlight the benefits of employing the McKinsey 7S model. You can mention that it shows the wider impacts of any change and helps an organization to work out what it needs to do to get where it wants to be.

Use this slide to demonstrate the McKinsey 7S model in action through a case study. Business Case Study add credibility and support your main clause and explain how problems were solved; they "paint" better pictures and evoke emotions.

What is the significance of systems in the McKinsey 7S framework?

In the McKinsey 7S framework, systems are significant as they refer to the procedures, processes, and routines that characterize how important work is to be done. They enforce the behavior patterns and can either support or hinder the implementation of the organization's strategy.

How does the McKinsey 7S model help in aligning an organization's processes?

The McKinsey 7S model helps in aligning an organization's processes by providing a holistic view of the organization. It considers seven key elements: strategy, structure, systems, shared values, style, staff, and skills. By analyzing these elements, the model helps to identify how they interact and how changes in one area may impact others. This allows for a more effective implementation of changes and helps the organization to align its processes towards achieving its goals.

What is the role of skills in the McKinsey 7S framework?

Skills in the McKinsey 7S framework refer to the capabilities and competencies that exist within the company. They are the abilities that the company's staff possess, which can be used to achieve the company's goals. These skills can be technical or soft skills, and they play a crucial role in implementing the company's strategy and achieving its objectives.

"Featured in the book In Search of Excellence, by former McKinsey consultants Thomas J. Peters and Robert H. Waterman, the framework maps a constellation of interrelated factors that influence an organization's ability to change. The lack of hierarchy among these factors suggests that significant progress in one part of the organization will be difficult without working on the others," McKinsey & Co website states.

22 questions and answers

What is the relevance of the McKinsey 7S Framework in today's business environment?

The McKinsey 7S Framework remains relevant in today's business environment as it provides a holistic view of an organization. It maps interrelated factors that influence an organization's ability to change, suggesting that progress in one area will be difficult without working on the others. This comprehensive approach is crucial in today's complex and dynamic business environment.

How does the McKinsey 7S Framework help in strategic decision making?

The McKinsey 7S Framework aids in strategic decision making by providing a holistic view of an organization. It maps a constellation of interrelated factors that influence an organization's ability to change. This lack of hierarchy among these factors suggests that significant progress in one part of the organization will be difficult without working on the others. Therefore, it helps leaders understand the complex relationship between different parts of the organization and make strategic decisions accordingly.

What are the practical applications of the McKinsey 7S Framework in different industries?

The McKinsey 7S Framework can be applied in various industries for organizational analysis and improvement. It can be used to identify the current state of the organization, the desired future state, and the gaps that need to be filled to reach that state. It can also be used to ensure that all parts of the organization are aligned and working towards the same goals. The framework can be particularly useful in situations of organizational change, such as mergers and acquisitions, restructurings, or strategy shifts.

Per McKinsey, the seven elements of the framework are:

• Strategy – this is your organization's plan for building and maintaining a competitive advantage over its competitors.
• Structure – this how your company is organized (that is, how departments and teams are structured, including who reports to whom).
• Systems – the daily activities and procedures that staff use to get the job done.
• Shared values – these are the core values of the organization, as shown in its corporate culture and general work ethic. They were called "superordinate goals" when the model was first developed.
• Style – the style of leadership adopted.
• Staff – the employees and their general capabilities.
• Skills – the actual skills and competencies of the organization's employees.

24 questions and answers

How does the McKinsey 7S framework contribute to the overall success of an organization?

The McKinsey 7S framework contributes to the overall success of an organization by providing a holistic view of the organization. It emphasizes the interconnectivity of seven key elements: Strategy, Structure, Systems, Shared values, Style, Staff, and Skills. By aligning these elements, an organization can achieve its goals more effectively. The framework helps in identifying areas of strength and weakness, facilitating the implementation of change, and maintaining a balance between the elements for sustained competitive advantage.

What are the key competencies that an organization should focus on developing in its employees?

The key competencies that an organization should focus on developing in its employees include strategic thinking, understanding of the company's structure, proficiency in the systems used for daily activities, alignment with the shared values of the organization, adaptability to the leadership style, and enhancement of their general capabilities and specific skills.

How can the McKinsey 7S framework be used to identify areas for improvement in an organization?

The McKinsey 7S framework can be used to identify areas for improvement in an organization by analyzing the seven key elements: Strategy, Structure, Systems, Shared values, Style, Staff, and Skills. By examining each of these areas, an organization can identify where it is performing well and where it needs improvement. For example, if the organization's strategy is not aligned with its structure, or if its systems are not effective, these are areas that need improvement. Similarly, if the organization's shared values are not being upheld, or if its leadership style is not effective, these are also areas that need improvement. The same applies to the staff and their skills.

Application

Workflow improvement service, Tallyfy, lists these steps on the way to implementing the McKinsey 7S model:

• Recognize the loose threads – the first step is all about self-assessment, the Tallyfy team says. See that all the elements are aligned and that there are no loose threads because, with one cut, everything might tumble.
• Set your goals – set clear goals for the organization to meet with deadlines and create purpose in the workforce. "With all the elements connected, use it as a blueprint to design the strategy. Thereby, making sure the plan or goal set up is in alignment with the rest," the experts say.
• Identify what needs changing – as you are working on the strategy, it is likely that you come across some segments of the organization that don't align with the work plan. Now is the time to decide the changes that need to be done, create new parts if necessary and concentrate on maintaining the alignment.
• Put your plan to action – executing the project is tedious and may bring up new questions and require more than what was assigned. It is critical for the executive team to roll with the punches, stay in touch for effective communication and ensure that all the elements are connected.

Mind Tools, a resource for improving management, leadership and personal effectiveness skills, illustrates the McKinsey 7S framework with the following example.

Imagine that Whitehawk Electronics is a startup that has five team members. Because Whitehawk Electronics is a developing business, it relies almost solely on the vision and values of the founder. Let's call her Alix. The start-up sells into one market and uses off-the-shelf IT and accounting systems. As the business grows, however, the staff expands to 30 members, and Whitehawk Electronics starts to explore and conquer different markets. New customer demands require new skills in various departments: from marketing to financial management. Alix decides to apply the McKinsey 7-S framework analysis and learns that her company's developing sales strategy doesn't align with its small-business skill set any more.

Due to the rapid stream of new employees and changes in tech, some staff doesn't possess the systems skills needed. On top of that, the organization's values and mission are not clear to everyone on the team. After performing the McKinsey 7S model analysis and discovering this, Alix resolves the issues by introducing onboarding and learning programs and brings all Whitehawk's key elements back into alignment.

Next-gen B2B sales: How three game changers grabbed the opportunity

Driven by digitalized operating models, B2B sales have seen sweeping changes over the recent period amid rising customer demand for more seamless and transparent services. 1 “ The multiplier effect: How B2B winners grow ,” McKinsey, April 13, 2023. However, many industrial companies are failing to keep pace with their more commercially focused peers and, as a result, are becoming less competitive in terms of performance and customer services.

The most successful B2B players employ five key tactics to sharpen their sales capabilities: omnichannel sales teams; advanced sales technology and automation; data analytics and hyperpersonalization; tailored strategies on third-party marketplaces; and e-commerce excellence across the full marketing and sales funnel. 2 “ The multiplier effect: How B2B winners grow ,” McKinsey, April 13, 2023.

Companies using all of these tactics are twice as likely to see more than 10 percent market share growth than companies focusing on just one. 3 “ The multiplier effect: How B2B winners grow ,” McKinsey, April 13, 2023. However, implementation is not as simple, requiring a strategic vision, a full commitment, and the right capabilities to drive change throughout the organization. Various leading European industrial companies—part of McKinsey’s Industrial Gamechangers on Go-to-Market disruption in Europe—have achieved success by implementing the first three of these five sales tactics.

Omnichannel sales teams

The clearest rationale for accelerating the transition to omnichannel go-to-market is that industry players demand it. In 2017, only about 20 percent of industrial companies said they preferred digital interactions and purchases. 4 Global B2B Pulse Survey, McKinsey, April 30, 2023. Currently, that proportion is around 67 percent. In 2016, B2B companies had an average of five distinct channels; by 2021, that figure had risen to ten (Exhibit 1).

Excelling in omnichannel means enabling customers to move easily between channels without losing context or needing to repeat information. Companies that achieve these service levels report increased customer satisfaction and loyalty, faster growth rates, lower costs, and easier tracking and analysis of customer data. Across most of these metrics, the contrast with analogue approaches is striking. For example, B2B companies that successfully embed omnichannel show EBIT growth of 13.5 percent, compared to the 1.8 percent achieved by less digitally enabled peers. Next to purely digital channels, inside sales and hybrid sales are the most important channels to deliver an omnichannel experience.

Differentiating inside versus hybrid sales

Best-in-class B2B sellers have achieved up to 20 percent revenue gains by redefining go-to-market through inside and hybrid sales. The inside sales model cannot be defined as customer service, nor is it a call center or a sales support role—rather, it is a customer facing, quota bearing, remote sales function. It relies on qualified account managers and leverages data analytics and digital solutions to optimize sales strategy and outreach through a range of channels (Exhibit 2).

The adoption of inside sales is often an advantageous move, especially in terms of productivity. In fact, inside sales reps can typically cover four times the prospects at 50 percent of the cost of a traditional field rep, allowing the team to serve many customers without sacrificing quality of service. 5 McKinsey analysis. Top performing B2B companies are 50 percent more likely to leverage inside sales.

Up to 80 percent of a company’s accounts—often smaller and medium-sized customers, accounting for about half of revenues—can be covered by inside sales teams. 6 Industry expert interviews; McKinsey analysis. The remaining 20 percent often require in-person interactions, triggering the need for hybrid sales. This pertains to highly attractive leads as well.

Hybrid sales is an innovative model combining inside sales with traditional in-person interactions. Some 85 percent of companies expect hybrid sales will be the most common job role within three years. 7 Global B2B Pulse Survey, McKinsey, December 2022. Hybrid is often optimal for bigger accounts, as it is flexible in utilizing a combination of channels, serving customers where they prefer to buy. It is scalable, thanks to the use of remote and online sales, and it is effective because of the multiplier effect of numerous potential interactions. Of companies that grew more than 10 percent in 2022, 57 percent had adopted a hybrid sales model. 8 Global B2B Pulse, April 2023.

How an industrial automation solution player implemented game-changing inside sales

In 2019, amid soaring digital demand, a global leader in industrial digital and automation solutions saw an opportunity to deliver a cutting-edge approach to sales engagement.

As a starting point, the company took time to clearly define the focus and role of the inside sales team, based on product range, customer needs, and touchpoints. For simple products, where limited customer interaction was required, inside sales was the preferred go-to-market model. For more complex products that still did not require many physical touchpoints, the company paired inside sales teams with technical sales people, and the inside sales group supported fields reps. Where product complexity was high and customers preferred many touch points, the inside sales team adopted an orchestration role, bringing technical functions and field sales together (Exhibit 3).

The company laid the foundations in four key areas. First, it took time to sketch out the model, as well as to set targets and ensure the team was on board. As in any change program, there was some early resistance. The antidote was to hire external talent to help shape the program and highlight the benefits. To foster buy-in, the company also spent time creating visualizations. Once the team was up and running, early signs of success created a snowball effect, fostering enthusiasm among both inside sales teams and field reps.

Second, the company adopted a mantra: inside sales should not—and could not—be cost saving from day one. Instead, a significant part of the budget was allocated to build a tech stack and implement the tools to manage client relationships. One of the company’s leaders said, “As inside sales is all about using tech to obtain better outcomes, this was a vital step.”

The third foundational element was talent. The company realized that inside sales is not easy and is not for everyone—so finding the right people was imperative. As a result, it put in place a career development plan and recognized that many inside sales reps would see the job as a stepping stone in their careers. Demonstrating this understanding provided a great source of motivation for employees.

Finally, finding the right mix of incentives was key. The company chose a system based on compensation and KPI leading and lagging indicators. Individual incentives were a function of whether individuals were more involved with closing deals or supporting others, so a mix of KPIs was employed. The result was a more motivated salesforce and productive cooperation across the organization.

Advanced sales technology and automation

Automation is a key area of advanced sales technology, as it is critical to optimizing non-value adding activities that currently account for about two-thirds of sales teams’ time. More than 30 percent of sales tasks and processes are estimated to be partially automatable, from sales planning through lead management, quotation, order management, and post-sales activities. Indeed, automation leaders not only boost revenues and reduce cost to serve—both by as much as 20 percent—but also foster customer and employee satisfaction. (Exhibit 4). Not surprisingly, nine out of ten industrial companies have embarked on go-to-market automation journeys. Still, only a third say the effort has achieved the anticipated impact. 9 McKinsey analysis.

Leading companies have shown that effective automation focuses on four areas:

• Lead management: Advanced analytics helps teams prioritize leads, while AI-powered chatbots contact prospective customers via text or email and schedule follow-up calls at promising times—for example, at the beginning or end of the working day.
• Contract drafting: AI tools automate responses to request for proposal (RFP) inquiries, based on a predefined content set.
• Invoice generation: Companies use robotic process automation to process and generate invoices, as well as update databases.
• Sales commission planning: Machine learning algorithms provide structural support, for example, to optimize sales commission forecasting, leading up to a 50 percent decline in time spent on compensation planning.

How GEA seized the automation opportunity

GEA is one of the world’s most advanced suppliers of processing machinery for food, beverages, and pharmaceuticals. To provide customers with tailored quotes and services, the company launched a dedicated configure, price, quote (CPQ) system. The aim of the system was to enable automated quote creation that would free up frontline sales teams to operate independently from their back office colleagues. This, in turn, would boost customer interaction and take customer care to the next level.

The work began with a bottom-up review of the company’s configuration protocols, ensuring there was sufficient standardization for the new system to operate effectively. GEA also needed to ensure price consistency—especially important during the recent supply chain volatility. For quotations, the right template with the correct conditions and legal terms needed to be created, a change that eventually allowed the company to cut its quotation times by about 50 percent, as well as boost cross-selling activities.

The company combined the tools with a guided selling approach, in which sales teams focused on the customers’ goals. The teams then leveraged the tools to find the most appropriate product and pricing, leading to a quote that could be enhanced with add-ons, such as service agreements or digital offerings. Once the quote was sent and agreed upon, the data automatically would be transferred from customer relationship management to enterprise resource planning to create the order. In this way, duplication was completely eliminated. The company found that the sales teams welcomed the new approach, as it reduced the time to quote (Exhibit 5).

Data analytics and hyperpersonalization

Data are vital enablers of any go-to-market transformation, informing KPIs and decision making across operations and the customer journey. Key application areas include:

• lead acquisition, including identification and prioritization
• share of wallet development, including upselling and cross-selling, assortment optimization, and microsegmentation
• pricing optimization, including market driven and tailored pricing, deal scoring, and contract optimization
• churn prediction and prevention
• sales effectiveness, so that sales rep time allocations (both in-person and virtual) are optimized, while training time is reduced

How Hilti uses machine data to drive sales

Hilti is a globally leading provider of power tools, services, and software to the construction industry. The company wanted to understand its customers better and forge closer relationships with them. Its Nuron battery platform, which harvests usage data from tools to transform the customer experience and create customer-specific insights, provided the solution.

One in three of Hilti’s frontline staff is in daily contact with the company’s customers, offering advice and support to ensure the best and most efficient use of equipment. The company broke new ground with its intelligent battery charging platform. As tool batteries are recharged, they transfer data to the platform and then to the Hilti cloud, where the data are analyzed to produce actionable insights on usage, pricing, add-ons, consumables, and maintenance. The system will be able to analyze at least 58 million data points every day.

Armed with this type of data, Hilti provides customers with advanced services, offering unique insights so that companies can optimize their tool parks, ensuring that the best tools are available and redundant tools are returned. In the meantime, sales teams use the same information to create deep insights—for example, suggesting that companies rent rather than buy tools, change the composition of tool parks, or upgrade.

To achieve its analytics-based approach, Hilti went on a multiyear journey, moving from unstructured analysis to a fully digitized approach. Still, one of the biggest learnings from its experience was that analytics tools are most effective when backed by human interactions on job sites. The last mile, comprising customer behavior, cannot be second guessed (Exhibit 6).

In the background, the company worked hard to put the right foundations in place. That meant cleaning its data (for example, at the start there were 370 different ways of measuring “run time”) and ensuring that measures were standardized. It developed the ability to understand which use cases were most important to customers, realizing that it was better to focus on a few impactful ones and thus create a convincing offering that was simple to use and effective.

A key element of the rollout was to ensure that employees received sufficient training— which often meant weeks of engagement, rather than just a few hours. The work paid off, with account managers now routinely supported by insights that enrich their interactions with customers. Again, optimization was key, ensuring the information they had at their fingertips was truly useful.

Levers for a successful transformation

The three company examples highlighted here illustrate how embracing omnichannel, sales technology, and data analytics create market leading B2B sales operations. However, the success of any initiative will be contingent on managing change. Our experience in working with leading industrial companies shows that the most successful digital sales and analytics transformations are built on three elements:

• Strategy: As a first step, companies develop strategies starting from deep customer insights. With these, they can better understand their customers’ problems and identify what customers truly value. Advanced analytics can support the process, informing insights around factors such as propensity to buy and churn. These can enrich the company’s understanding of how it wants its go-to-market model to evolve.
• Tailored solutions: Customers appreciate offerings tailored to their needs. 10 “ The multiplier effect: How B2B winners grow ,” McKinsey, April 13, 2023. This starts with offerings and services, extends to pricing structures and schemes, and ways of serving and servicing. For example, dynamic pricing engines that model willingness to pay (by segment, type of deal, and route to market) may better meet the exact customer demand, while serving a customer completely remotely might better suit their interaction needs, and not contacting them too frequently might prevent churn more than frequent outreaches. Analytics on data gained across all channels serves to uncover these needs and become hyperpersonalized.
• Single source of truth: Best-in-class data and analytics capabilities leverage a variety of internal and external data types and sources (transaction data, customer data, product data, and external data) and technical approaches. To ensure a consistent output, companies can establish a central data repository as a “single source of truth.” This can facilitate easy access to multiple users and systems, thereby boosting efficiency and collaboration. A central repository also supports easier backup, as well as data management and maintenance. The chances of data errors are reduced and security is tightened.

Many companies think they need perfect data to get started. However, to make productive progress, a use case based approach is needed. That means selecting the most promising use cases and then scaling data across those cases through speedy testing.

And with talent, leading companies start with small but highly skilled analytics teams, rather than amassing talent too early—this can allow them to create an agile culture of continual improvement and cost efficiency.

As shown by the three companies discussed in this article, most successful B2B players employ various strategies to sharpen their sales capabilities, including omnichannel sales teams; advanced sales technology and automation; and data analytics and hyperpersonalization. A strategic vision, a full commitment, and the right capabilities can help B2B companies deploy these strategies successfully.

Paolo Cencioni is a consultant in McKinsey’s Brussels office, where Jacopo Gibertini is also a consultant; David Sprengel is a partner in the Munich office; and Martina Yanni is an associate partner in the Frankfurt office.

The authors wish to thank Christopher Beisecker, Kate Piwonski, Alexander Schult, Lucas Willcke, and the B2B Pulse team for their contributions to this article.

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Presentation skills are essential to success in any business. This article explains how to structure a McKinsey-style business presentation, step by step, from a single slide to a complete deck. We discuss how to prepare… ... read more Presentation skills are essential to success in any business. This article explains how to structure a McKinsey-style business presentation, step by step, from a single slide to a complete deck. We discuss how to prepare for a presentation, how to structure the material, and how to deliver the presentation. close

What can we learn about presentations from the most successful management consulting companies like McKinsey, BCG, or Bain?

Prezlab has had the privilege of working with some of the best management consulting firms in the region and has helped a slew of consultants and consulting companies with their presentations. We thought it would be a great idea to jot down what the most successful management consulting companies such as McKinsey, BCG, and Bain do in their presentations to make them such a success. Their presentations are elegant, articulate, well-organized, engaging, and pack a mighty punch.

Great consultants are problem-solvers. In our opinion, this is a must for consultants. When this ability is coupled with the ability to design a great presentation, that’s when the magic happens. Because with the power of effective communication and delivery, they can change minds and convince their audience that their solutions are the most effective. Unfortunately, a lot of management consultants lack this ability. This blog is meant to bring you a little closer to becoming an effective communicator of solutions via presentation design .

Think of a great presentation like a movie; storytelling is the most central aspect. The idea of your presentation as a management consultant is to present and unpack complex ideas in the most simplified and easy-to-understand manner. Apart from storytelling, the other aspects of your presentation would be data and analysis. All of these elements should work in unison and be coherent with each other to make one singular point, the solution. If you want to learn more about this aspect of a presentation then read our blog: Effective remedies to dull and boring presentations .

Before you start, ask yourself the following questions:

01 Who is my target audience and what is their level of understanding of the problems?

02 How long should your presentation be?

03 How much time would your audience like to spend on your presentation?

04 What do they care about?

05 What action would you like them to take after your presentation?

The typical elements of a management consulting presentation

1 – executive summary.

The executive summary is a situational summary of the problem at hand and the gist of your presentation. This is mostly written for top management who don’t have the time to go through the entire presentation and just want a powerful summary.

2 – Table of Content

A table of content helps spark interest and give your audience an idea of what is to come. This is usually shown right at the beginning before you begin presenting your material.

3 – Action Title

The action title is your single point or key idea that you will be proposing in the rest of the presentation. Every point you introduce should connect back to the action title.

4 – Chapters and Body of Slides

The chapters and body of slides are the slides that conform to the narrative. You can split the presentation into chapters to break it into more palatable sections. Use the slides to present your story backed by the data and analysis.

5 – Conclusion and recommendations

The conclusion reinforces and reiterates your final point or your solution. This section summarizes all your main ideas and condenses them into a central theme.

One aspect that makes sides from McKinsey and other top management consulting firms stand out is the use of engaging visuals that go side by side with the data being presented in the slides.

Another aspect of McKinsey slides is the constant and conscious attempt to keep the number of slides to as few as possible. This default instinct is to present as much data as possible. The false impression that most management consultants have is that if they say more, they have a better chance of winning their audience over.

Nothing can be further away from the truth. Once you start thinking this way you would be surprised how you can chop down 20 slides to 2 slides without losing any real impact. Presentation formats such as the PechaKucha or Guy Kawasaki methods limit their slides to a certain number and work within that specific parameter to tell a story.

McKinsey consultancy slides also do not use a lot of bullet points – it is a surefire way of losing your audience’s interest. Studies have shown that people are more likely to remember information presented as images and pictures rather than bullet points. Steve Jobs, one of the greatest presenters of all time, never used bullets in any of his presentations, and we wrote a blog on  5 Presentation Lessons You Can Learn from Steve Jobs  if you are interested in learning more .

Key features from McKinsey slides worth keeping in mind:

01 Choose a professional font like Arial or any other professional font

02 Keep colors to a minimum and keep the color scheme consistent across all the slides

03 Highlight the key points

04 Avoid clutter, give your slides enough breathing space

05 Ensure proper and correct alignment

06 Have a “source” section at the bottom of each slide

07 No fancy graphics or animations

And most importantly: make sure each side has an action title that encapsulates the key idea of that slide in a one-liner (maximum two sentences). The idea is that if someone reads just the action titles of each slide, they should get the gist of your presentation.

If you want to see some of McKinsey’s presentations in action then check out the links below:

Jobs lost, jobs gained: Workforce transitions in a time of automation

Reinventing Construction

Laying the foundations for a financially sound industry

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McKinsey amps up pressure on staff to perform as the consulting business slows

• McKinsey sent memos to some staff that the clock is ticking for a promotion, Bloomberg reported.
• The memos follow a recent spate of poor performance reviews the firm handed out to staffers.
• The consulting business is rough right now as business dries up.

Consultants at top firms are feeling the heat to prove their worth — or suffer the consequences. Management consulting firm McKinsey & Co. has sent some senior staffers in North America memos warning them that the clock is ticking on getting a promotion, Bloomberg reported , citing sources familiar with the matter.

The memos were sent to engagement managers and associate partners — who typically have eight or more years of experience in the field, according to McKinsey's own job postings — to remind them that it takes an average of two and half years to be promoted in these roles, Bloomberg reported.

The underlying message: Move up or out.

Related stories

While McKinsey reported record revenue last year — in part from generative AI — demand for consulting services has slowed across the industry in recent months.

Several big firms are under pressure to tighten their belts as a result. Accenture, the professional services firm, cut its projected revenue growth for this year and said consulting revenue for the second fiscal quarter fell by about 3% compared to last year. Consulting firm Deloitte embarked on a massive overhaul of its global operations to cut costs.

Some of the McKinsey employees who received the memos also received payout offers if they decided to leave ahead of their performance review, Bloomberg reported.

The pressure on performance at McKinsey has been especially high recently. The firm hit some 3,000 staffers with poor performance ratings internally known as "concerns." When an employee receives this rating, they usually have about three months to improve their performance, or they'll be "counseled to leave" the firm.

"We have always maintained a high bar for performance and for attracting and developing exceptional people," a spokesperson for McKinsey told Business Insider by email. "We routinely refine our approach to development and performance to ensure we continue to meet these goals, and we continue to recruit and hire robustly." The spokesperson also noted that people come to McKinsey to "learn and develop at an accelerated pace."

Watch: Marketing leaders from Amazon, LinkedIn, Lego Group and more tell Insider what pandemic-fueled business changes are likely to stick around

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