mckinsey company presentation ppt

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 .

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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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Top 15 McKinsey PPT Templates to Craft Unbeatable Business Strategies

Gunjan Gupta

How does a second-tier participant fare when up against the richest and most influential brand in the world? Take a cue from Sprint Nextel's fourth-quarter results, where the big dog - Apple - gets its chunk of profits in one shot, while the little guy (acquired by the tech giant) reaps the fruits several years later. 

It is scenarios like Nextel’s that show us how change is necessary for a company to achieve its innate objective of staying relevant. But how does one measure a company’s ability to handle such a change?

The answer — McKinsey 7s Framework.

The McKinsey framework is a method to analyze the organizational design of change on seven key dimensions: structure, strategy, style, shared values, systems, staff, and skills. Carved in the late 1970s by McKinsey consultants Thomas J. Peters and Robert H. Waterman, this model helps assess and align these 7 elements to your business to maximize success. 

While many management models get outdated and go out of style as time passes, the McKinsey 7s model has remained evergreen since its introduction. Thus, it is a model that is irreplaceable and unparalleled in its field. 

We will discuss 15 McKinsey 7s framework templates and their application in this article. Also in tow are examples of the model that are accessible to everyone involved. Our goal here is to examine each illustration in detail to ensure the successful implementation of your collaboration. 

Let's get started, shall we? 

All industries and nations have embraced and incorporated the McKinsey framework, which is what this complete deck entails. Deploy this complete bundle to capture the essence of the McKinsey 7s model and make it a constant in your operations. Being an editable set, it is great for every industry to deploy and use. Therefore, grab it now! 

Download McKinsey 7s Framework PowerPoint Presentation

Apply this McKinsey PPT model where changes are being implemented that could affect one or more of your company undertakings. Also, you can use it to determine inconsistent areas and make effective decisions to reorganize them. 

Download McKinsey 7s Strategic Management PowerPoint Presentation

Study and present a full understanding of the seven important aligned and reinforced variables as stated in the McKinsey model with this set. You can also deploy it as a planning tool to capture the essence of the topic with ease. Curtailed with 12 fully editable slides, this is a must-have complete deck for all entrepreneurs out there! 

Download McKinsey Seven S Complete Deck 

This model emphasizes seven variables in the McKinsey model and considers them to be interconnected. Therefore, organizations can deploy this set to analyze internal strengths and weaknesses. It also entails various charts and graphs that are subject to change and editing. Therefore, download it now! 

Download McKinsey 7s Strategic Framework Project Management PowerPoint Presentation

It is important for students and the founders of a firm to adopt the McKinsey 7 framework and adhere to it. This and a lot more can be explained using this PPT set. It provides a pathway to manage the inconsistent areas and study them in detail. 

Download 7s Model McKinsey Internal Analysis PowerPoint Presentation

Creating a case study from scratch is certainly a huge undertaking. However, it is made easy with this 55-slide McKinsey PPT set. Deploy it to produce synergistic results by studying the seven elements that determine an organization's success. It is also great for symbiotic and aligned results when used efficiently.

Download McKinsey 7s Model Case Study PowerPoint Presentation

Interpret the internal situation of your marketing using this McKinsey PPT. Use this 55-slide model to determine the future implications and impacts of various marketing activities that have taken place in the company, as well as the risks and impacts of historical events. Additionally, you can reorganize the company procedure using this competent set that is available for immediate download. 

Download McKinsey 7s Model In Marketing PowerPoint Presentation

Many scholars and academics have adopted the McKinsey 7s framework to better capture the essence of what drives the companies and empowers human resources. This is one such template that can help you achieve this and a lot more in a span of minutes. It presents a series of portfolio matrices that are well suited to the framework and your organization. Therefore, grab it now! 

Download Ge McKinsey Matrix Business Complete Deck 

Through this Mckinsey PPT, you can analyze and reorganize your company's procedure in a comprehensive manner. You can also deploy it to study, interpret and present the 7 important variables and the inconsistent areas including strategy, system, skills, etc. 

Download McKinsey 7s Model With Skills Style Strategy Systems

Template 10

Analyze the current and future prospects of your company with this single slide. You can also deploy it to explain the importance of following and applying McKinsey 7s principles to manage inconsistent areas and reorganize your procedures. 

Download Applying McKinsey Model To Your Organization PPT

Template 11

What are the different valuable outputs of including the McKinsey 7s model in your organization? This template presents answers to this question and a lot more. You can use it as an individual slide or add it to your upcoming presentations to make them more dynamic and persuasive.  

Download Capabilities To Drive Value By McKinsey Personalization PPT

Template 12

Deploy this McKinsey PPT in situations where it is important to analyze how different aspects of your organization interact. It presents a very neat and clear diagram of all the seven variables that you can explain in detail. Scholars, business entrepreneurs, academicians, and others can also benefit from this slide. So grab it now! 

Download McKinsey 7s Framework Including Shared Values

Template 13

An organization can use this framework to assess the likely effects of future changes and align departments and processes during the merger and acquisition process. You can also apply this model to the elements of a team, project, or goods distribution, along with the targets you are chasing. 

Download McKinsey Framework For Identifying And Capturing Consumer Goods

Template 14

This is another McKinsey PPT template emphasizing the customer journey model using a funnel diagram. Deploy it to analyze the elements of success by applying McKinsey fundamentals and ideas. 

Download McKinsey Customer Decision Journey PPT

Template 15

You can deploy this matrix template in your business strategy presentations to make them more impactful. Additionally, you can analyze different variables using this set that comes in an editable format. 

Download McKinsey Strategic Tool Example PPT

McKinsey's 7S Framework is a useful diagnostic tool to initiate and sustain change as compared to Lewin's or Kotter's models of change management. So whichever featured template you choose to attest to it will give you valuable insights and help you determine the company’s current situation. It will also help you learn what to expect from the future of the market, its spheres of influence, and how to fill in the gaps and inconsistencies in your design. With that, reaching your goals becomes a cakewalk. 

P.S: To master change management with a stunning PowerPoint template, feel free to check out this blog .  

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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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What makes consulting PowerPoint slides feel different?

The inside scoop on how management consultants create slides

Consulting presentation slides from top-tier companies like McKinsey, BCG, and Bain are often described as being somehow different and more convincing than your run-of-the-mill PowerPoints.

Why is that?

Some of it can of course be attributed to the weeks and sometimes months of analysis and refinement that has gone into the actual content on the slides.

But there are also a series of tips and tricks of how this content is set up, structured, and designed that can manage to lift simple data and conclusions into a cohesive presentation that feels convincing and compelling.

These tips and tricks, or what you might call best practices, are drilled into management consultants from the day they start working and honed through years and years of practice.

Five tips to creating consulting slide decks

As a general rule there are five main levers consultants pull to create next-level slide decks:

• Structuring a storyline
• Structuring a slide
• Understanding the power of design
• Learning-by-seeing
• Living the 80-20 rule (except with slides)

Let's dive into each of them.

1. Structuring a storyline

One of the main levers management consultants pull to create high-quality slide decks is the concept of storylining. Storylining means how you structure your overall presentation in terms of which content comes at what time and the specific sequence of slides.

To create a good storyline and content structure you need to start with the purpose of the deck. Who is it meant for? Will they read it or get it presented verbally? How much time will the recipients realistically have to digest this deck? What do you want to achieve with this presentation; a decision on a way forward, a solid understanding of a situation, an alignment on timeline or something else?

All these things influence how you should structure your PowerPoint presentation. Ideally, by answering these questions you’ll get a feeling for both the approximate length you want your main presentation to be, the level of detail the slides should have, and which things you want to highlight or focus on.

Once you have the perimeters of your presentation in place, you want to start structuring your slides in the most compelling way possible to tell the story you want to get across. McKinsey, Bain, and BCG consultants typically tailor their storylines to the specific use case, but consulting storylines generally adhere to an SCR (Situation-Complication-Resolution) framework .

The SCR framework offers a method for presenting findings in a clear, concise, engaging, and intuitive manner with the following components:

Situation: This is the initial context or background of the problem or issue under consideration. It may include details about the current state of affairs, the problem's history, or other pertinent information that sets the stage. The situation can also focus on a specific opportunity or threat.

Complication: The complication represents the specific challenge or problem that has emerged within the given situation. It could be an obstacle, an unexpected development, or a significant hurdle that requires addressing. Complication can also refer to gaps in necessary capabilities to seize an opportunity.

Resolution: The resolution outlines the proposed solution to the complication or problem. It should provide a clear, actionable plan for overcoming the challenge, including specific steps, required resources, and other pertinent details that ensure success.

Maintaining a clear storyline should be evident at the slide title level, underscoring the importance of action titles . Your audience should be able to read the action titles alone and, in doing so, comprehend the main conclusions and the analytical path leading to those conclusions. In essence, your action titles should flow like a cohesive narrative and be understandable independently.

For a general look at how consultants structure complete presentations see our article here , or see real presentations from McKinsey , BCG , and Bain by clicking the links.

2. Structuring a slide

With the main storyline in place the next step is making each slide as impactful as possible. This is done by focusing on three main components:

• Action titles: This is a concise sentence that conveys the key implication or insight of the slide, making it easy for busy executives to grasp the main message at a glance. The action title is the main takeaway of the slide.  
• Subheadings: These provide a summary of the data used to support the action title or offer additional context to the main takeaway.  
• Slide body: The slide body should be clear and concise, containing only information directly relevant to the action title. It's important to avoid including extraneous data that doesn't support the key insight. 

See more on the anatomy of a slide here .

3. Understanding the power of design

Another fasttrack to great-looking slides that consultants use is a solid, well-designed slide master. The slide master sets the basics like color scheme, fonts, title placement, page numbers etc. Having a slide master with a font that is different than the built-in Calibri in PowerPoint and a color scheme that is cohesive with your company colors is a quick and easy way to elevate your slide deck. In fact, for larger client engagements houses like McKinsey and BCG will create unique templates in client colors to help their slide decks gain credibility with the client.

In addition to the basic slide master, you should have a selection of good slide layouts to pull from. Layout refers to the way the different elements of the slide like title, text boxes, graphs, headlines etc. are placed. The function of the slide layout is both to make it faster for you to build new slides and to have a consistent grid across slides. The consistency element especially makes your slide decks feel complete and liked you’ve put effort into them. If you don’t already have a solid library of slide layout templates, then see our Consulting Toolkit to give yourself a headstart.

Finally, management consultants typically have some overall design guidelines that they follow. This is both in terms of how and when to use color (e.g., in new BCG slides the main color is various shades of green while a soft red, an electric blue, and a sharp yellow are used for highlighting messages or key points on slides), as well as specific setups like no-fly zones (the area of a slide that should be kept blank), takeaway boxes (high-lighted text boxes with a main message), and fixed grids or elements like graph placements and headlines for text boxes. For a deep dive on McKinsey’s approach to design, see this article .

All in all, adding the design element to slide will elevate even the most boring, simple bullet point slide to something that looks and feels like a well-worked-through, important message.

4. Learning-by-seeing

Structuring a PowerPoint presentation and creating a compelling slide layout are two skills that can be built over time. But consultants in the top-tier houses also have a secret sauce that helps accelerate their slide production; an extensive internal library of old cases and general presentations. This means that whenever a consultant needs to create a new presentation they can search the internal database for that specific type and see previous cases they can copy and paste from, or simply draw inspiration from.

These cases are - crucially - not just empty templates to be filled out but are real cases that provide the full storyline, structure, and useful background content for specific needs, e.g., a digital transformation strategy in Insurance or a go-to-market plan in Telecom.

At Slideworks, our mission is to create a slide library like we used to have at Bain, McKinsey, and BCG so everyone can have access to high-quality, ready-to-use presentations. We feel the real value of databases like this lies in the case examples, where templates are translated to full storylines with real content. So in our library we’ve included real-life, sanitized cases in all our packages with specific use cases. This way you get more of the learning-by-seeing element that you would otherwise learn as a management consultant.

You can find our library of slide packages here .

5. Living the 80-20 rule (except with slides)

Consultants talk a lot about the 80-20 rule of spending your time and effort on the 20% that will affect 80% of the results. In consulting projects this cascades all the way from scoping and framing a project correctly to deciding which work streams to include in the project to selecting which analyses to conduct and which data points to chase.

However, the same 80-20 approach does not apply to the final slides. The overall storyline may have been cut in a ruthless manner, but the final slides that make it into a deck from houses like McKinsey, BCG, and Bain have in almost all cases been through a fine-toothed comb.

This is because details matter. Even if it seems trivial, small things like spelling mistakes, varying font sizes, page numbers jumping about etc. affect the overall perception of the presentation.  Strategy consultants typically work on projects that are critical to top management and can be sensitive to things like future revenues or people’s jobs. So the clients and broader organization need to trust the conclusions of a consulting project with little or no hesitation. In this context, small mistakes on things like spelling or misaligned slides can lead the recipients to question if the analyses and data gathering have been just as sloppy, and if the recommendations can then ultimately be trusted.

Therefore, even though it’s a drag and you sacrifice sleep or social time, management consultants will generally prioritize making sure the entire slide deck is checked, double-checked, and triple-checked.

Create your own management consulting slide deck

Whether you’re a consultant or not, being able to put together a convincing presentation is a huge benefit in many positions. It helps get your message across more efficiently and effectively, and it ultimately makes it easier to convince your stakeholders and decision makers to agree with whatever you’re proposing or have faith in whatever work you’re presenting.

These five levers are ones we’ve picked up from our own years of consulting. In addition to these we’re building a library of both articles and templates for you to use to create your own management consulting slide presentations. We hope you’ll find it useful.

Consulting Presentation Glossary and Jargon    

10,000 foot view A broad overview or general perspective on a situation or project. It provides a high-level understanding without delving into specific details. 80/20 rule   Also known as the Pareto Principle, it states that 80% of the effects or outcomes come from 20% of the causes or inputs. In a business context, it might mean that 80% of a company's profits come from 20% of its customers.     Action Plan A detailed strategy or roadmap outlining the steps and resources required to achieve a specific goal or objective. Action plans together are sometimes referred to as an Implementation Plan.  Back-of-the-Envelope A calculation done quickly to provide a rough estimate of the value of something to decide if a course of action is worth investing additional time to pursue or not.  Baseline       In consulting, a baseline typically refers to the current state of a client's operations, performance, capabilities, or other key metrics before any strategic changes are made. It serves as a reference point against which improvements or changes can be measured, ensuring that the impact of a consultant's recommendations can be quantified.  Big 3        Refers to the top three most prestigious management consulting firms, traditionally considered to be McKinsey & Company, Boston Consulting Group (BCG), and Bain & Company.  Big 4       Refers to the four largest international accounting and professional services firms, typically Deloitte, PricewaterhouseCoopers (PwC), Ernst & Young (EY), and KPMG.  Boil the Ocean        Consulting jargon that refers to taking on an overwhelming or impossible task. The term is often used to advise against doing too much or tackling an overly broad problem. Buttoned-Up       Refers to something that is well-organized, structured, or finalized. If a proposal is "buttoned-up," it's ready for presentation without any loose ends.  Buy-in       The agreement or commitment from stakeholders or team members on a particular decision, strategy, or course of action. For example, "we need to get buy-in from the client before finalising the presentation".  C-Suite       Refers to the highest-ranking executive positions within a company. The "C" stands for "chief." Examples include CEO (Chief Executive Officer), CFO (Chief Financial Officer), and CTO (Chief Technology Officer). CAGR        Stands for "Compound Annual Growth Rate". Consultants use CAGR to analyze and present the growth of different metrics - revenue, customer base, market share, etc., over multiple years. This provides a smoothed-out growth perspective, as opposed to year-over-year changes, which can be erratic.  Case study        In consulting, a case study is a detailed examination of a particular project, initiative, or business situation that the consulting firm has addressed in the past. The primary purpose is to showcase the firm's expertise, methodology, and results achieved, serving both as a learning tool and a marketing instrument.  Cause and Effect  A relationship in which a change in one variable (the cause) results in a change in another variable (the effect).  Circle Back        A colloquial term meaning to revisit or follow up on a particular topic or issue at a later time.  Client        Simply means customer, but the distinction between "customer" and "client" is subtle but important, especially in professions like consulting. The term client implies a longer-term, more personal, and collaborative partnership, whereas the term customer generally suggests a more transactional relationship.   Cost-benefit analysis        A systematic approach to estimate the monetary costs and potential benefits of different alternatives.  Example: Should we build, buy, or partner to gain access to this new market? Crisp        When a presentation or idea is described as "crisp," it means it's clear, concise, and to the point, without any unnecessary details or fluff. DDQ        Due Diligence Questionnaire. A document used to gather information on a company's operations and capabilities, often during a vetting process. Deck        A PowerPoint presentation used to convey information or lay out a strategy.  Deliverable        The product or service that a consultant needs to deliver to a client or stakeholder as an outcome of a project or engagement.  Engagement        In consulting, an engagement refers to a specific project or assignment contracted between the consulting firm and the client. Also known as a project or a case. EOD        Stands for "End Of Day." A common deadline given for tasks or to denote the end of the business day.  Executive Summary        A brief section at the beginning of a longer slide deck or proposal that summarizes the main points or findings. It provides readers with a concise overview of the key take-aways and recommendations.  Fact Pack        A detailed document containing data, insights, and background information used to inform a project or presentation.  Gap analysis        A method of assessing the differences in performance between actual results and expected results. A Gab analysis can help organizations determine what steps must be taken to close the gap and improve performance.  Hard Stop        A non-negotiable end time for a meeting or activity, after which the person cannot continue the current activity due to other commitments.       'I need someone who can hit the ground running'        A phrase indicating the need for someone who can start a job or task with little to no training or introduction.         I'm calling to touch base        A casual way of saying that the purpose of the call is to check in or update someone on a particular matter.         Leading Indicator       A measurable factor that signals future events or trends before they fully manifest. For instance, in economic analyses, a rise in building permits can be a leading indicator of future growth in the construction sector.  Litmus test       A quick and decisive test to evaluate the feasibility or success of something. In consulting, it's a simple way to determine if a concept or idea will work or not.  MBB (acronym)        McKinsey & Company, Boston Consulting Group (BCG), and Bain & Company.  MECE         A popular consulting term that stands for "Mutually Exclusive, Collectively Exhaustive." It's a systematic way of ensuring you have considered all relevant facets of a problem without overlap. In essence, it means breaking down a problem into components such that each component is distinct (no overlap) and that you've considered all potential components (nothing is missed out).  Megatrends        Significant, transformative, global forces that define the future by having a far-reaching impact on businesses, societies, economies, cultures, and personal lives. Typical examples are 'aging society,' urbanization, environmental change, and digitalization.  Milestone        A significant event, achievement, or stage in a project, often marking progress towards a larger objective. In consulting, milestones are often used to track progress, ensure timely delivery, and provide clients with clear checkpoints for review or approval.  Opportunity cost        The cost of forgoing the next best alternative when making a decision. It represents the benefits an individual or business misses out on when choosing one possibility over another.       Performance Driver       Elements or factors that contribute to the improvement of results within a business or company. They might be internal, such as employee engagement, or external, such as market demand or customer satisfaction.  Pyramid Principle         A communication technique developed by Barbara Minto at McKinsey & Company. It suggests that ideas in writing should always form a pyramid structure. The main idea is presented first, followed by its supporting arguments or data.  Qualitative       A subjective form of measurement. Examples of qualitative measurement are surveys and customer feedback forms.     Quantitative        Referring to data or information that can be measured and expressed numerically, such as sales numbers or production output.    

Risk       In business, it refers to the probability of an event occurring that will have a negative impact on achieving objectives. A risk is not yet causing problems but instead has the potential to escalate into an issue in the future. Risk mitigation        The process of identifying, assessing, and reducing risks in a systematic way. In consulting, this often involves creating strategies to minimize the negative impact of unforeseen events on the project or business.  Scope        The clearly defined boundaries or extent of a project or engagement. The scope outlines what will and will not be included in a project's deliverables.  Scope creep        Refers to the uncontrolled changes or continuous growth in a project's scope. This typically occurs when the project's objectives are not clearly defined or documented. Scope creep often leads to project delays and cost overruns.  SCR Framework        The acronym stands for: Situation-Complication-Resolution. It's a structured approach to problem-solving and communication, often used in consulting. SCR is sometimes called SCA, SCQA, or 'approach-findings-implications.   SMART Goal        Refers to goals that are Specific, Measurable, Achievable, Relevant, and Time-bound. These 5 criteria ensure that goals are clear, realistic, and trackable.  SME        Stands for "Subject Matter Expert." Someone who is an expert in a specific domain or area.  Systematic consulting process  A structured approach taken by consultants to solve client problems, which usually involves stages like problem definition, data collection, analysis, recommendation, and implementation. Takeaways        Key points or essential information to remember after a presentation, meeting, or discussion.  Thinkcell        A software add-on for Microsoft PowerPoint and Excel, often used in consulting to create complex charts and data visualizations more efficiently.         Trend Analysis  The process of analyzing data or information to identify patterns or trends. In consulting, it's used to forecast future trends, allowing companies to capitalize on opportunities and counter threats. Value Chain       Introduced by Michael Porter, it's a set of activities that businesses go through - from the conception of a product to its delivery and after-sales service. Each step adds value to the product. It helps companies analyze where to create value in their processes to gain a competitive advantage.       Value Proposition        Defines the unique value a product, service, or company provides to customers, differentiating it from competitors. The value proposition should clearly communicate why a customer should choose this particular offering over others. Vision Statement    A clear and inspirational declaration of an organization's long-term objectives designed to guide its strategy process and internal decision-making. It reflects what an organization aspires to be or achieve in the future.  What's the So-what?       A phrase often used in consulting to prompt deeper thinking or to challenge the relevance or significance of presented information. It pushes individuals to consider the implications or importance of the data or findings.

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Home Free PowerPoint Templates Free McKinsey 7S Framework Slide Template for PowerPoint

Download Free McKinsey 7S Framework Slide Template for PowerPoint

The Free McKinsey 7S Framework Slide Template for PowerPoint is a management model design for company presentations. The McKinsey 7s model illustrates the core components of an organization that must be aligned and balanced to produce better results. The diagram shows these seven components, with 6 arranged at the hexagon’s corners around the central one. The interconnecting lines between the segments show an extensive connection between the departments. The seven elements discussed in this free McKinsey 7s model are:

• Strategy : The plan of the company that directs all the operations
• Structure : It tells how the organization’s teams and departments are structured
• System : The system defines the activities carried out by the staff (general rules)
• Skills : Skills describe the available skills at the organization (mastery of the team members)
• Staff : It indicates the members’ expertise in their respective work areas.
• Style : Style is how the higher executive tier manages the organization.
• Shared Values : This code of conduct is applicable at every level of the organization, also called superordinate goals. The values are common and central to each working segment; thus, it is placed at the axis of all other components in the McKinsey model.

This McKinsey 7s presentation template provides an editable layout comprising hexagonal shapes representing the 7s of the Mckinsey framework. The initial slides show this diagram against a white background with a mentor human illustration. On the following slide, the Free McKinsey 7S Framework Slide Template for PowerPoint categorizes the 7s into two types, i.e., soft (Staff, Style, Skills, Shared Values) and hard (Strategy, Structure, System). The hard refers to the segments easily controllable by the management, while the soft ones are intangible. This concept is visually presented through a slide with half-white and half-black background colors that divides the diagram into these two categories. The same set of descriptive slides is also available on black background.

Our free McKinsey 7s template is entirely editable with text areas to mention the key points. Users can download and apply this layout for company presentations. For instance, to discuss implementing a new strategy on how various organization departments will be coordinated. Professionals can also discuss their business model with these editable slides.

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