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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

If you would like to get your McKinsey-style slides designed by Prezlab, get in touch with us .

Let us design your presentation!

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3 Great Examples of Slide Structure from McKinsey, Bain, and BCG

By Paul Moss

Consulting firms all around the world consistently rely on the pyramid principle to build high-quality presentations with proper slide structure..

Consulting firms like McKinsey, Bain, and BCG rely on proper slide structure to communicate insights to their clients. In this post, I’ll show you exactly how they use the Pyramid Principle to structure their slides, and why it makes such a big difference in the clarity of their presentations.  

If you’re new to this blog, make sure you check out our other  consulting slide breakdowns . And when you’re ready, take a look at our advanced PowerPoint and presentation building  courses  where you can learn to create presentations like a top-tier consultant. 

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Table of Contents

What is the Pyramid Principle?

Put simply, the Pyramid Principle is just a structured way of communicating your ideas where you  start with your main point and then work your way through the supporting details of that main point.  It is represented pretty well with a pyramid because you start right at the top of the Pyramid and then move down to the bottom with more supporting details and data.

Let’s say I am trying to communicate the idea that LeBron James is my favorite player. I would first start with the main point, and then provide my three key arguments for why he is my favorite player. Then below that, I could provide supporting details for each key argument. 

In this visualization,  each idea is meant to summarize all the ideas below it.  For example, the idea that Lebron James scores a lot of points summarizes the two supporting details about his career average of 27 points per game, and him being the 3rd highest all-time scorer. 

This style of top-down communication works really well in a variety of settings, including email, face-to-face communication, and of course, PowerPoint presentations — which is what I’m going to focus on here. 

BCG Example

The first example on our list is BCG . The slide is an excellent example of the Pyramid Principle because it is well-structured and clear. The slide title says “Melbourne seen as a cultural and creative city”, which is the main point the slide creator is trying to communicate (which is why it sits at the top of the slide in bold green letters).

Then they’ve split the main point into two key arguments: “Melbourne perceived by Australians as the country’s leading cultural city” and, “International travelers also perceive Melbourne as a creative city”. Then below each subtitle, there are four supporting points that are meant to provide support. 

“Melbourne as a Global Cultural Destination” BCG

In this example the Pyramid Principle is quite easy to see. The title of the slide is the main point, the subtitles of the slide represent the key arguments, and the bullet points below that make up the supporting details and data. Each aspect of the slide fits into one of these three layers, and  everything on the slide has a purpose.

By structuring the information in this way,  BCG makes it easy for the audience to process the contents of the slide quickly and easily.  There’s no question about what they’re trying to say, or why they’re trying to say it.

With data-heavy slides like this, it can be easy for the audience to get lost — especially if they’re trying to listen to a live speaker, read the words on the slide, and think critically about the slide’s message. Even for a smart person, this can be cognitive overload.  Organizing the slide into digestible bites significantly reduces the mental load on the audience. 

McKinsey Example 

The next slide from McKinsey is also reasonably straightforward. It’s from a deck about high-growth emerging economies, which they refer to as “outperforming economies”.

The title of the slide says “A pro growth agenda of productivity, income, and demand propelled the outperforming economies”, and the slide itself shows the three areas that have propelled the growth for these emerging economies: productivity, growth, and demand. 

“Outperformers: High-growth emerging economies and the companies that propel them” McKinsey, October 2018

There’s a few data points on the slide and a nice visual in the middle to break down the three main categories, making it pretty easy to spot the different layers in the Pyramid. So obviously, just like in our last slide, the main point will be represented by the title. That is what they want us to understand and take away from the slide first.

Then next the key argument level is also pretty clear with “higher productivity”, “boosting demand”, and “strong and inclusive growth” shown in bold text within each bracket (and also mentioned in the title). Then lastly, the bottom layer of the pyramid is represented by the various bullet points within each bracket (below the key arguments).

Altogether, it makes for  a well structured slide with a clear message and clear supporting points.  Despite not be organized visually in the same way as the BCG slide, the slide is very well structured and easy to understand. 

Bain Example

Then lastly, we have a slide from Bain , and this one is slightly more complicated than the first two. The title says “Greater than 60% of growth in 2011 continues to come from new customers. However, share from existing customers improved.” The slide is all about the luxury goods market in China, and more specifically, they’re trying to show where the growth in the market is coming from.

 “China Luxury Market Study” Bain & Company, December 2011

The BCG slide was organized neatly into the left and right sections of the slide, and in the McKinsey slide they were bolded with bullet points underneath. What’s tricky about this slide however, is that  the Pyramid Principle is not clearly visible at first glance. 

The title of the slide still represents the main point, and the key arguments are not emphasized visually, but logically they’re still present. The first key argument is that growth is coming from new customers, and the second key argument is that growth is coming from existing customers. Then if you look through the body of the slide,  you’ll notice that everything falls into one of these two categories. 

In the waterfall chart for example, notice how it is split into these two categories: new customers (as represented by the red columns), and then existing customers (as represented by the dark grey columns). Then on the right hand side of the slide, each of the bullet points can fit into one of the two categories. 

For example, the first bullet says “China market is still supply driven; new store openings create new demand.” This clearly fits into the key argument about growth coming (in part) from new customers. Combined with the key argument about growth coming from existing customers,  these two provide solid logical support for the main point. 

So despite not having an easy visual layout like the previous two examples, this slide is well organized logically, and provides a nice structure that helps the audience clearly understand the main message, as well as the support for that main message. 

You can watch a video version of this article on YouTube .

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How to Make a “Good” Presentation “Great”

• Guy Kawasaki

Remember: Less is more.

A strong presentation is so much more than information pasted onto a series of slides with fancy backgrounds. Whether you’re pitching an idea, reporting market research, or sharing something else, a great presentation can give you a competitive advantage, and be a powerful tool when aiming to persuade, educate, or inspire others. Here are some unique elements that make a presentation stand out.

• Fonts: Sans Serif fonts such as Helvetica or Arial are preferred for their clean lines, which make them easy to digest at various sizes and distances. Limit the number of font styles to two: one for headings and another for body text, to avoid visual confusion or distractions.
• Colors: Colors can evoke emotions and highlight critical points, but their overuse can lead to a cluttered and confusing presentation. A limited palette of two to three main colors, complemented by a simple background, can help you draw attention to key elements without overwhelming the audience.
• Pictures: Pictures can communicate complex ideas quickly and memorably but choosing the right images is key. Images or pictures should be big (perhaps 20-25% of the page), bold, and have a clear purpose that complements the slide’s text.
• Layout: Don’t overcrowd your slides with too much information. When in doubt, adhere to the principle of simplicity, and aim for a clean and uncluttered layout with plenty of white space around text and images. Think phrases and bullets, not sentences.

As an intern or early career professional, chances are that you’ll be tasked with making or giving a presentation in the near future. Whether you’re pitching an idea, reporting market research, or sharing something else, a great presentation can give you a competitive advantage, and be a powerful tool when aiming to persuade, educate, or inspire others.

• Guy Kawasaki is the chief evangelist at Canva and was the former chief evangelist at Apple. Guy is the author of 16 books including Think Remarkable : 9 Paths to Transform Your Life and Make a Difference.

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What do McKinsey presentations look like?

by Consultant's Mind | 16 comments

What do McKinsey presentations looks like? 

Please find links to 30+ McKinsey presentations which are publicly available online.  Many of these are from conferences, or governmental / non-profit organizations clients who have chosen to make them available online. Yes, Google is useful.

I selected the ones which as less than 10 years old have more than 15 pages. Have more to say at the bottom of the post, but take a look at a few:

Challenges in Mining: Scarcity or Opportunity? (2015, 2.9Mb, 41pg) Addressing the global affordable housing challenge (2016, 3.9Mb, 29pg) How can companies capture veteran opportunities   (2012, 2.4Mb, 46pg)   The Internet of Things and Big Data: Opportunities for Value Creation   (2013, 600K, 17 pages) Context for Global Growth and Development   (2014, 900K, 11pg) Assessing the Impact of the Financial and Economic Crisis and Ideas to Enhance Americans’ Retirement Security (2009, 1.2Mb, 22pg) From poverty to empowerment MGI INDIA   (2014, 900K, 21pg) Big Data and Advanced Analytics (BDAA) for the Finance function (2014, 1.3Mb, 18pg) China Energy Demand Perspective (2014, 2.3Mb, 18pg) Insurance trends and growth opportunities for Poland (2015, 1.8Mb, 25pg) What makes private public partnerships work (2011, 1.1Mb, 12pg) Business plan preparation: Manual for Entrepreneurs   (2014, 900K, 76pg) USPS Future Business Model   (2010, 300K, 39pg) Healthcare.gov Red Team   (3.8Mb, 15 pg)   Laying the foundation for a sound industry – OECD   (2013, 400K, 17pg) Can the Financial Sector Promote Growth and Stability ?  (2015, 300K, 17pg) Enhancing the contribution of MSMEs to economic development: main barriers and possible interventions   (2011, 800K, 50pg)

A couple of thoughts:

• In true McKinsey style, there is a lot of analysis and data
• Titles are written in sentence-form with a “takeaway”
• Standardized color, font, layout, and kicker-boxes
• Frameworks to simplify the complex: timelines, value chain, bubble charts, histograms, maturity models, waterfall charts, and ROE analysis
• Diverse topics ranging from Big data in Mining to Polish insurance
• Use of experts, quotations, and inferences for more qualitative data
• Use of large surveys (n=20K+) to create voice of customer data

What is your major takeaway from viewing these presentations?

Related posts:.

• Better PowerPoint: 6 Ways to Make Your Point
• Consulting tip: 4 steps to create powerpoint

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16 Comments

You have provided a tremendous service here. Thank you! Looking at these decks made me wonder what the delivery of these presentations was like. The slides seem designed to stand alone and survive delivery by an unskilled speaker. This is the opposite of the Guy Kawasaki approach ( https://guykawasaki.com/the_102030_rule/ ), where it might be difficult to reconstruct the presentation from the slides alone.

My preference is to do the heavy intellectual lifting in a narrative report and then put together a presentation that serves as a verbal executive summary. When preparing the presentation, the logic comes first, and then the slides serve the logic.

Thanks for comment. I have done both – but prefer slides that stand alone. Slides always get passed around.

I completely agree with you.

Thanks for reading.

Great work. Thanks for putting this invaluable piece together.

Surely – thanks for reading and sharing.

These slides look really, really ugly. Honestly, I’d expect better from an MBB consultant in 2017.

For many of them, I would agree. Many of these are for conferences and the like – but yes, not very “put together”.

Nice share, I found this piece much informative and of value. Thank you for sharing

Great slides, very helpful. Thank for sharing.

This is very helpful. Thanks for sharing!

Thanks for reading. If you find other ones online, let me know, will link.

Great slides and thank you for sharing indeed.

Very nice job. Thank you for sharing

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Creating impactful presentations: tips from mckinsey experts.

In the world of business, presentations can make or break your success. Whether you’re pitching a new idea, presenting a project update, or seeking stakeholder approval, your ability to create and deliver a powerful presentation can be the deciding factor. McKinsey, one of the world’s leading management consulting firms, is renowned for its expertise in crafting high-impact presentations. In this article, we’ll delve into the secrets behind McKinsey’s success and reveal how you can apply their strategies, including McKinsey slide templates, to elevate your presentations and captivate your audience.

The Importance of a Compelling Presentation

Presentations are an essential communication tool in the business world, serving to inform, persuade, and inspire your audience. An impactful presentation can:

Engage your audience, capturing their attention and maintaining their interest throughout.

Clearly and concisely convey complex ideas and data.

Persuade stakeholders to support your proposal or project.

Foster collaboration and generate momentum for new initiatives.

By mastering the art of presentation, you can enhance your professional reputation and improve your overall effectiveness as a business professional.

The McKinsey Approach to Presentation Design

McKinsey is renowned for its ability to create visually appealing and persuasive presentations. At the core of their approach are several key principles:

Prioritize clarity and simplicity: Focus on conveying your main points in a clear and concise manner, avoiding unnecessary details and jargon.

Leverage a consistent visual style: Establish a uniform visual language, using consistent colors, fonts, and design elements throughout your presentation.

Use visuals to support your message: Incorporate charts, graphs, and images to illustrate your points and enhance your presentation’s visual appeal.

By following these principles, you can create presentations that are both visually engaging and highly effective at communicating your message.

McKinsey Slide Templates: A Secret Weapon for Impactful Presentations

One of the keys to McKinsey’s success in presentation design is its use of slide templates. Mckinsey slide templates provide a standardized format for presenting information, ensuring that your presentation remains consistent and polished. By leveraging McKinsey slide templates, you can:

Save time and effort: With a pre-designed format, you can focus on crafting a compelling narrative rather than grappling with design elements.

Maintain consistency: A standardized template ensures that your presentation remains visually cohesive, enhancing its overall professionalism and impact.

Adapt to your needs: Many McKinsey slide templates are customizable, allowing you to tailor them to your specific requirements and preferences.

Subheading 4: Tips for Effective Storytelling in Presentations

A powerful presentation is built on a foundation of compelling storytelling. To create a persuasive narrative, consider these tips from McKinsey experts:

Start with a strong opening: Capture your audience’s attention from the outset with a bold statement, a provocative question, or an intriguing fact.

Establish a clear structure: Organize your presentation into a logical sequence, with a clear beginning, middle, and end.

Focus on the “so what”: Emphasize the relevance and implications of your message, making it clear why your audience should care.

Use anecdotes and examples: Illustrate your points with real-life stories and case studies to make them more relatable and memorable.

By incorporating these storytelling techniques, you can create a presentation that resonates with your audience and leaves a lasting impression.

Mastering Data Visualization

Presenting data effectively is a crucial skill for business professionals. To create impactful data visualizations, follow these tips from McKinsey experts:

Choose the right chart type: Select a chart format that best communicates your message, considering options such as bar charts, line charts, pie charts, or scatter plots.

Simplify your visuals: Focus on the most important data points, eliminating extraneous information that may detract from your message.

Use color strategically: Employ color to highlight key points, trends, or comparisons, guiding your audience’s attention to what matters most.

Provide context: Offer context for your data, including timeframes, units, and benchmarks, to help your audience fully understand the significance of your findings.

By mastering data visualization techniques, you can present complex information in a clear and engaging manner, enhancing the overall impact of your presentation.

Delivering Your Presentation with Confidence

The delivery of your presentation is just as important as its content and design. To ensure a confident and engaging delivery, consider these tips from McKinsey experts:

Practice, practice, practice: Rehearse your presentation multiple times, refining your delivery and familiarizing yourself with the content.

Know your audience: Tailor your delivery to the needs and interests of your audience, emphasizing the aspects of your presentation that are most relevant to them.

Maintain eye contact: Engage with your audience by looking at them directly, demonstrating confidence and sincerity.

Use body language effectively: Employ gestures, posture, and facial expressions to reinforce your message and convey enthusiasm.

By focusing on your delivery, you can further enhance the impact of your presentation and create a lasting impression on your audience.

Continuous Improvement: Learning from the Best

To continually hone your presentation skills, seek out high-quality resources and examples from industry leaders like McKinsey. By studying their strategies and techniques, you can gain valuable insights and inspiration to elevate your own presentations. Some resources to consider include:

McKinsey Quarterly: An online publication featuring in-depth articles and presentations on a wide range of business topics.

TED Talks: A collection of inspiring and informative talks from experts across various fields, offering valuable lessons in presentation design and delivery.

SlideShare: A platform for sharing professional presentations, including many examples from McKinsey and other leading firms.

By leveraging these resources, you can stay informed about best practices in presentation design and continually refine your skills.

Conclusion:

Creating impactful presentations is a critical skill for business professionals seeking to persuade, inform, and inspire their audience. By applying the strategies and techniques used by McKinsey experts, including leveraging McKinsey slide templates, focusing on effective storytelling, mastering data visualization, and delivering your presentation with confidence, you can elevate your presentations to new heights. Remember, a powerful presentation can be the key to unlocking opportunities, securing stakeholder support, and driving business success. So, invest in developing your presentation skills and watch your impact soar. 

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The A.I. Boom Has an Unlikely Early Winner: Wonky Consultants

Rattled by tech’s latest trend, businesses have turned to advisers at Boston Consulting Group, McKinsey and KPMG for guidance on adopting generative artificial intelligence.

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By Tripp Mickle

Tripp Mickle has been writing about technology since 2016.

After ChatGPT came out in 2022, the marketing team at Reckitt Benckiser, which makes Lysol and Mucinex, was convinced that new artificial intelligence technology could help its business. But the team was uncertain about how, so it turned to Boston Consulting Group for help.

Reckitt’s request was one of hundreds that Boston Consulting Group received last year. It now earns a fifth of its revenue — from zero just two years ago — through work related to artificial intelligence.

“There’s a genuine thirst to figure out what are the implications for their businesses,” said Vladimir Lukic, Boston Consulting Group’s managing director for technology.

The next big boom in tech is a long-awaited gift for wonky consultants. From Boston Consulting Group and McKinsey & Company to IBM and Accenture, sales are growing and hiring is on the rise because companies are in desperate need of technology Sherpas who can help them figure out what generative A.I. means and how it can help their businesses.

While the tech industry is casting about for ways to make money off generative A.I., the consultants have begun cashing in.

IBM, which has 160,000 consultants , has secured more than $1 billion in sales commitments related to generative A.I. for consulting work and its watsonx system, which can be used to build and maintain A.I. models. Accenture , which provides consulting and technology services, booked $300 million in sales last year. About 40 percent of McKinsey’s business this year will be generative A.I. related, and KPMG International, which has a global advisory division, went from making no money a year ago from generative-A.I.-related work to targeting more than $650 million in business opportunities in the United States tied to the technology over the past six months.

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These are McKinsey's top 9 recommendations for business books this year

• McKinsey & Company published its annual book recommendations list this week.
• It spans more than 90 titles across genres like personal development, workplace culture, and tech.
• Here's a look at the 9 business and economics books on the management consulting firm's list.

If you're fleshing out your summer reading list now, save some room for a few more titles.

Management consulting firm McKinsey & Company this week published its annual list of book recommendations .

The list includes more than 90 books across 10 genres: biography and memoir; business and economics; fiction; health; history; personal development; politics; sustainability; technology; and workplace culture .

Related stories

The recommendations came from global business figures, including CEOs, founders, editors-in-chief, and some McKinsey leaders.

Here are the 9 books McKinsey recommended in the business and economics genre:

• "Design Social Change: Take Action, Work Toward Equity, and Challenge the Status Quo" by Lesley-Ann Noel
• "The Formula: How Rogues, Geniuses, and Speed Freaks Reengineered F1 into the World's Fastest-Growing Sport" by Joshua Robinson and Jonathan Clegg
• "How Legendary Leaders Speak: 451 Proven Communication Strategies of the World's Top Leaders" by Peter D. Andrei
• "Inner Drive: From Underdog to Global Company" by Arsen Tomsky
• "The Journey of Leadership: How CEOs Learn to Lead from the Inside Out" by Dana Maor, Hans-Werner Kaas, Kurt Strovink, and Ramesh Srinivasan
• "Possible: How We Survive (and Thrive) in an Age of Conflict" by William Ury
• "Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell" by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle
• "What I Learned About Investing from Darwin" by Pulak Prasad
• "What Went Wrong with Capitalism" by Ruchir Sharma

You can find the full list of recommendations, including books in every other genre, here .

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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Deloitte proposals.

Consulting proposals from top-tier consultancies like McKinsey, Bain, and BCG are typically closely guarded secrets. However, now and then, an RfP response finds its way into the public domain. Most are for government projects, disclosed under transparency requirements.

For your convenience, we've rounded them up here, along with short summaries of each document.

Please note: Many of the proposals here are responses to government RfPs, and as a result often long text-heavy documents structured according to the specifications of the RfP. These proposals are quite different from typical consulting proposals that tend to be shorter, more visual, and often delivered as a slide deck. 

Proposal guide & template See our  consulting proposal guide  to learn how to structure and write a winning commercial proposal. Or download our best-selling  Consulting Proposal Template for PowerPoint  to get recent real-life consulting proposal slides used with corporate clients.

McKinsey proposal on COVID-19 response to the State of New Jersey (2020)

At the State of New Jersey's request, McKinsey submitted this 16-page proposal in April 2020 on how it could assist the New Jersey Office of Emergency Management in navigating the pandemic.

Great inspiration for: How to divide a project into work streams with clear objectives, activities, and key deliverables. This proposal shows how McKinsey breaks up their fee according to work streams, team size, and project duration. 

Download the proposal here

BCG Proposals  

Roadmap for a low carbon energy system, mercury, genesis energy, and contact energy - bcg proposal (2022).

A short written proposal prepared for a consortium of New Zealand energy companies. The aim of the project was a report that " creates a whole-of-electricity-sector view to enable the bringing together of an independent view of the best pathway to a low carbon energy system ".  The document only includes the core of the proposal (context & problem, proposed solution, timeline, objectives, and scope). Proposal specifics like the proposed project delivery approach, fees, and next steps are not included. 

Great inspiration for: How to structure and write a clear and short proposal.  Download the proposal here

BdB new payment system - BCG Proposal (2012) 

A 121-slide BCG proposal (in German) from 2012. The proposal, created for The Association of German Private Banks (BdB), was aimed at developing a new payment system for the German market

Great inspiration for: How to structure and design a large slide-based proposal. It's interesting to note that more than half of the proposal is slides on the situation and challenges. 

Operational Excellence, The University of California, Berkeley - Bain proposal (2009)

An older but very effective Operational Excellence proposal developed by Bain. The project aims to identify options to reduce the University's addressable operating cost structure by as much as $100 million through more efficient operations. 

Great inspiration for: How to structure a proposal utilizing the  SCR framework  and the  Pyramid Principle . The result is a proposal that is easy to understand despite its complexity. 

State of Iowa, Efficiency and Transformation Review - Deloitte Consulting proposal (2014) 

A very detailed 185-page proposal submitted as a response to an RfP created by the Board of Regents at the State of Iowa. The Board seeks management consulting support to perform a comprehensive, system-wide review of Iowa’s public universities. This proposed review includes identifying opportunities to reduce costs, improve efficiency, and increase revenue for Iowa’s State System of Higher Education.

Great inspiration for: What it takes, in terms of details and pre-work, to win a large government consulting project. 

Georgia Medicaid Program RfP - Proposals from Deloitte, Accenture, and EY (2019)

Six consulting firms (Accenture, Deloitte, Ernst & Young, KPMG, McKinsey, and Public Consulting Group) got invited to submit detailed proposals for helping the Georgia Department of Community Health develop two waiver applications to send to the federal government, seeking to expand Georgia's Medicaid program and offer a private health insurance marketplace through an alternative to the Affordable Care Act.

All but McKinsey submitted proposals. Based on the detailed proposals received, Deloitte, EY, and Accenture were shortlisted and invited to make a short pitch. The three pitches can be found here:

• Deloitte proposal pitch (winner)
• EY proposal pitch
• Accenture proposal pitch

The state ultimately picked the proposal from Deloitte Consulting. While the three decks' overall quality and design could be much better, Deloitte's deck is at least clear and concise. 

More Inspiration  

When creating a new presentation or project report it can be helpful to see how others have done it in the past. We have collected a number of real McKinsey decks , BCG decks , and Bain Decks from around the internet for you to review, analyze, and learn from. 

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This comprehensive guide will help you write a compelling business case. Written by ex-McKinsey and Bain consultants, it provides the resources and steps to secure the necessary support and resources for a successful project.

Jun 11, 2024

How to Write Recommendation Slides Like a Consultant (Examples and Template)

In this article, we discuss what a Recommendation slide is, how it is different from a Next Steps slide, and how to create a best practice version with examples from McKinsey, BCG, and Bain decks.

May 9, 2024

How to Write Roadmap Slides Like a Consultant (Examples and Template)

Roadmap Slides function like a map, laying out the key milestones, goals, activities, and timelines for achieving a particular objective. In this post, we will explore various roadmap slides and offer a few tips and tricks for building your own.

Apr 25, 2024

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More From Forbes

3 keys for how to turn data dumps into persuasive presentations.

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Practicing empathy will help you know what information to lead with and how to frame it for your ... [+] audience.

Here’s a story about two people who are persuaded to make two different decisions:

At a store when the clerk mentions the lottery jackpot has climbed to $32 million, Lydia responds, “I’m feeling lucky. I’ll buy a ticket!” Janet, an insurance underwriter also in line, uses expected value calculation and decides not to. Lydia allows her emotions to guide her. Overcome by the news that her daughter was awarded a full college scholarship, she’s smiling at strangers and buying lottery tickets.

To understand why Lydia and Janet made their decisions, we can turn to Nobel-winning economist and author Daniel Kahneman . In his groundbreaking book Thinking Fast And Slow , he outlines two models of decision-making:

• System 1 is fast, intuitive, emotional
• System 2 is slow, analytical, deliberate

Lydia used System 1 thinking, while Janet used System 2 thinking. With individual decisions, what’s at stake is likely only a few dollars. But when it comes to policy and organizational decisions, the stakes are much higher. If we rely on System 1, we can be led by biases and errors in reasoning. But no one is immune to System 1 thinking. CEOs and other leaders are just as likely to be led by intuition and emotion as someone in line at a convenience store. Yet the impacts of their decisions are huge and have ripple effects.

Consider how small gains and losses can have a disproportionate effect. For example, a CEO feeling wounded by a poorly run board meeting may be adverse to a new opportunity outside his comfort zone even if the assessment is extremely positive.

Though psychologists have names for these irrational lines of thought such as loss aversion, endowment effect, prospect theory, or sunk-cost fallacy, most people do not stop to reflect on their biases and emotions.

WWE Raw Results, Winners And Grades As Rhea Ripley Returns

The best brewery in the u.s.—according to the u.s. open beer championship, nyt ‘strands’ hints, spangram and answers for tuesday, july 9th.

Analytically driven leaders can help their organizations, teams, and clients use System 2 thinking by making sure when they present their data they do so persuasively — by bridging the gap between these two systems of thought with storytelling.

3 Keys To Persuasive Data-Based Presentations

1. practice empathy.

The first key analytical leaders need to remember is empathy. Because analytical leaders are steeped in the world of rational thought, they are used to spending the necessary time to find and analyze data. Thus, they can forget what it's like for others who are not so trained.

This is the Curse of Knowledge. Once you know something, it’s nearly impossible to remember what it was like not to. Therefore, it is critical for analytical leaders to practice empathy for their audiences before presenting data-heavy information. Practice empathy by answering these questions:

• Who is my audience? What do they need to know?
• What three things do I want my audience to understand after listening to my presentation? Name those three things with no more than 30 words.
• Outside the topic I am presenting on, what are the most pressing challenges my audience is facing?

Practicing empathy will help you know what information to lead with and how to frame it for your audience.

2. Frame Numbers With Words

The capacity of our memory is finite, especially when it comes to numbers. In the 1950s, psychologist George Miller completed a study that determined that the average person has the ability to hold about 7 numbers (+/-2) in their working memory. This remains true today.

So if you find yourself armed with pages of number-laden data to present, you learn to be selective. And remember to share those numbers within the context of words. For most people, the story the numbers tell is more meaningful than the numbers themselves.

For example, scientists studying the impact of climate change know that the difference in an increase of 1.5°C above pre-industrial levels versus an increase of 2.0°C increase changes the risk of weather-related events astronomically. But to most people, the difference between the numbers 1.5 and 2.0 seems trivial. So, if you are presenting on the risk of climate change on waterfront properties, you don’t need your audience to remember the degrees of change, but rather the outcomes of these two scenarios.

3. Create Meaning With Stories

What’s more, we must remember that numbers themselves are not the goal. “Data doesn’t create meaning. We do,” says Susan Etlinger, Senior Director, Strategy and Thought Leadership at Microsoft.

For example, when describing the importance of taking precautions for rare events, Alex Martin , Green Actuary & Sustainability Editor at The Actuary Magazine, uses an everyday story that we all can relate to: “When you get in the car you put on a seatbelt. You think, ‘I'm a great driver.’ But you still put your seatbelt on, just in case, because you're thinking, ‘Oh, there is a one in 1,000 chance that someone hits me.’ That's one of the few places where we, as intelligent human beings, take precautions for the rare events that we think are never going to happen.” With this story, Alex’s audience is now primed to listen to his findings regarding the risk of rare events.

The Takeaway

Analytical leaders are trained in the science of data, analysis, and rational thought. But they aren’t always trained in the art of persuasion. To make your expertise accessible to other audiences, you must practice the art of empathy, framing, and storytelling.

You can learn how to structure a persuasive story in this companion article. What story will you tell at your next presentation?

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Value creation through business model innovation in US healthcare

US healthcare leaders are actively pursuing innovative business models, including both vertical integration and pure-play specialization (Exhibit 1). However, the growth rates of these business models have diverged in the past few years. While no organization focuses on just one of them, business models that emphasize vertical integration have produced the strongest growth, our research finds (Exhibit 2).

Much opportunity remains across all types of business models; even among the fastest-growing models, not all organizations are creating value. Leaders who can align their organizations with drivers specific to their business model archetype could position them for superior value. This article offers an in-depth exploration of the business models that US healthcare organizations are pursuing.

Vertical-integration-focused business models

How to improve outcomes in vertically integrated models.

Vertically integrated models seek to develop a seamless connection across healthcare segments while creating value throughout the patient journey. Success of these models in enhancing outcomes and generating value relies on excelling in three areas:

Risk-bearing value-based care. Risk-bearing value-based care (VBC) models play an important role in aligning incentives across the healthcare ecosystem with the goal of providing higher-quality, lower-cost care. Today, delegated risk models with VBC are growing but still represent a minority of spending (for example, only about 30 percent of Medicare Advantage lives and 10 to 15 percent of commercial and Medicaid lives were in full and partial capitation models in 2022, based on McKinsey analysis and Kaiser Family Foundation data).

Expanding VBC arrangements beyond their current state (for example, Medicare Advantage primary care physician groups within health maintenance organization plans) will require meaningful innovation. This innovation could include accelerating adoption of appropriate VBC models within preferred provider organization plans (which constituted 40 percent of Medicare Advantage plans in 2023 1 Based on CMS Medicare Advantage Landscape Files 2019-2023. and have grown two times faster than health maintenance organization plans since 2019) and expanding into geographies such as rural areas.

In addition, a specialty-focused approach (versus primary care only) has potential for meaningful upside; for instance, McKinsey analysis suggests that an optimal treatment selection can yield a 15-percentage-point increase in EBITDA as a percentage of revenue for orthopedists who adopt a full specialty risk model.

Digital member and provider engagement. The success of vertically integrated models depends on ongoing engagement with members and patients to enable care outside clinical settings and to engender connections with the care team. Digital modes of communication, health monitoring and tracking, and support for enabling self-care are important drivers of integration of care.

Ambulatory and virtual care. Optimizing sites of care is a major driver of value in payer-centered IDN business models. Indeed, there is a greater than $250 billion opportunity through optimization of sites of care. 2 Shubham Singhal, Mathangi Radha, and Nithya Vinjamoori, “ The next frontier of care delivery in healthcare ,” McKinsey, March 24, 2022. In many instances, ambulatory care settings can offer shorter average visit lengths—25.0 percent shorter than comparable hospital outpatient visits—and lower complication rates, exemplified by a 1.1 percent total hip arthroplasty complication rate in ambulatory care services versus 5.2 percent in hospital outpatient departments. 3 Audra T. Clark et al., “Analysis of operating room efficiency between a hospital-owned ambulatory surgical center and hospital outpatient department,”  American Journal of Surgery , November 2019, Volume 218, Number 5, pp. 809–12.

There are two kinds of vertically integrated healthcare business models (see sidebar, “How to improve outcomes in vertically integrated models”):

• Traditional integrated delivery networks (IDNs) have existed for decades. These models, in which hospital-centric health systems own health plans, have continued to derive 65 to 70 percent of their revenue from care delivery. 1 Definitive Healthcare. From 2017 to 2022, they grew faster in overall revenue than pure-play hospital systems, unlocking value in areas such as Medicaid by taking ownership of total managed-care dollars. In Medicare Advantage, traditional IDNs have delivered higher quality scores than other business models, 2 CMS MA Stars rating, CMS enrollment database. but their relative lack of scale has left them unable to generate sustainable margins.
• Capital-light IDNs emerged only in the past few years. These vertically integrated models combine traditional payer and provider functions, but notably without owning capital-intensive acute-care facilities. There are two types of capital-light IDNs: payer-centered and provider-centered. We focus on these models below.

Payer-centered IDNs

This business model has a payer at the center accompanied by ownership, or strong alignment with and enablement, of physician groups, nonacute care delivery, pharmacy, and healthcare services and technology (HST) assets. This model had the fastest growth in revenue from 2017 to 2022, and its organic growth has been higher than that of pure-play payers. Inorganic growth has been robust, featuring an active programmatic M&A agenda focusing on small to midsize companies and scaling them rapidly by retaining spending from the members within their payer business. As a result, the proportion of revenue from nonpayer businesses has grown to almost half (Exhibit 3).

While payer-centered capital-light IDNs have delivered substantial growth, not all organizations are creating value (Exhibit 4). Deriving the benefits of vertical integration beyond volume aggregation is challenging. These businesses must focus on operating each individual area as well as the pure plays do while ensuring coordination that unlocks the value of vertical integration. The capabilities and operating rhythms required to accomplish this dual objective are difficult to master.

Provider-centered IDNs

This model includes physician aggregators, clinical risk-bearing management services organizations, and value-based care (VBC) physician-practice ownership. These IDNs generate value by improving patient outcomes and appropriately managing utilization of care. McKinsey analysis of organizations’ public filings found that leading provider-centered IDNs have reduced inpatient admissions per thousand by 40 percent compared with fee-for-service.

While it often takes a few years to deliver strong economic performance given investments in enhanced care, successful models are demonstrating average medical expense ratios close to 50 percent, according to McKinsey analysis of VBC organizations’ investor materials. But organizations pursuing this model face challenges, even as their number grows. These IDNs operate predominantly with Medicare Advantage members, leaving them exposed to changes in reimbursement and rule changes to risk adjustment. They also rely on capital markets to finance losses in the first few years, which is more difficult to do when interest rates rise and financing tightens. Lower scale and diversification raise the risks for these organizations. Nonetheless, improvements in outcomes and policy support for VBC suggest that organizations that can invest to promote fundamental practice transformation will continue to grow.

Pure-play, specialization-focused business models

Pure-play specialization models seek to promote superior performance through a focus on core activities. These models can derive considerable value by excelling in three areas:

• Productivity. Wage increases in the aftermath of the pandemic and persistent shortages in clinical labor have increased the importance of productivity. 3 US Bureau of Labor Statistics; Department of Health and Human Services, AAMC. The value of productivity is not only in reducing costs but also in removing low-value work often associated with staff burnout. This is only one example of productivity. Enhancing productivity across its four subcategories—administrative, technological, care delivery, and clinical—can improve healthcare efficiency by $1 trillion.
• Economies of scale. Scale plays a pivotal role in profitability within the market. The minimum scale required for payers to break even has continued to increase, necessitating strategic investments in scale in search of lower administrative costs, according to McKinsey analysis of financial data from the National Association of Insurance Commissioners (NAIC). In the HST segment, scaling has resulted in a noteworthy decrease in administrative loss ratios from more than 60 percent to 20 percent, accompanied by revenue increases, our analysis of company financial data shows.
• Automation, digitization, and application of artificial intelligence. Adoption of technology capabilities presents substantial opportunities. For example, in many nonhealthcare areas, AI technologies, including generative AI, have equaled or surpassed certain human capabilities. 4 OpenAI; GitHub data. Adopting these technologies to redesign business models can deliver 5 to 10 percent in net savings as a percentage of total costs. 5 David M. Cutler et al.,  The potential impact of artificial intelligence on healthcare spending , National Bureau of Economic Research working paper, number 30857, January 2023.

Facing severe economic pressure since 2022, leading pure-play health systems have taken steps to improve productivity across their businesses. In addition, they have attempted to gain scale. Some have pursued innovative approaches to building shared capabilities and obtaining new sources of revenue through partnerships. Some pure-play systems are expanding their ambulatory footprints. For example, one system repositioned its portfolio to increase focus on ambulatory surgery centers, leading to a substantial improvement in return on invested capital.

Pure-play payers have also pursued scale through partnership models and capability-oriented or tuck-in acquisitions. The larger payers have achieved higher growth as scale requirements have risen, particularly in Medicare Advantage. For example, about 60,000 lives were needed to achieve EBITDA breakeven in 2022, up from 15,000 lives in 2017, McKinsey analysis of NAIC data found. Unlike vertical-integration-focused business models that have delivered growth, many businesses pursuing pure-play models have yet to fully tap into the improvement potential of their businesses.

The healthcare industry has a value creation opportunity worth more than $1 trillion (Exhibit 5). 6 Addie Fleron and Shubham Singhal, “ The gathering storm: The uncertain future of US healthcare ,” McKinsey, September 16, 2022. In the past few years, more companies have grown through business models focused on vertical integration. Looking ahead, opportunity exists across both types of business models. To succeed, healthcare leaders should seek to clarify the business model their organizations are best suited to pursue. Then, they should build capabilities specific to the business model and strive for superior execution.

Shubham Singhal is the global leader of McKinsey’s Social, Healthcare, and Public Entities (SHaPE) Practice. Alec McLeod is an associate partner in the Boston office. Naman Bansal is a consultant in the New Jersey office.

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