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Presentation Development
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Deloitte Consulting LLP
Strategy & Operations
Presentation Development Self-Study Guide: 1
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 2
Table of Contents Introduction................................................................................................................................3 Self-Study Guide Objectives......................................................................................................3 Module 1: Presentation Development.......................................................................................4
Objectives............................................................................................................................4 Objective 1: Apply the Rules of Logical Structuring and Minto’s Pyramid Principle to Develop Effective Presentations................................................................4 Objective 2: Use the Different Logic Flows (Horizontal and Vertical, Deductive and Inductive) to Support Your Hypotheses.................................................................7 Objective 3: Create Storyboards for a Presentation to Provide Initial Direction for Research and Analysis Priorities...........................................................................11 Objective 4: Use the Rolling Pack Technique and Key Principles of Presentations to Facilitate Effective Project Management .........................................12
Summary..................................................................................................................................14 Appendix A: Glossary of Terms ..............................................................................................15 References................................................................................................................................17
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 3
Introduction The Presentation Development Self-Study Guide introduces the framework necessary to be both efficient and highly effective in creating presentations. Because presentations are a primary vehicle for communicating our analysis and insights to clients, it is critical that all practitioners apply the appropriate framework in a consistent manner.
Prior to completing this self-study guide, practitioners should have completed all prerequisites, which include the Say It With Charts book and the virtual learning modules of Strategic Surveyor™, Microsoft® PowerPoint®, and Introduction to Logical Structuring or Senior Level Logical Structuring. After completing this module, practitioners should understand how to effectively structure and develop presentations so that they can be immediately deployed to address any client opportunity.
Self-Study Guide Objectives After completing this self-study guide, you will be able to:
Structure and develop presentations by:
− Applying the rules of Logical Structuring and the Minto “Pyramid Principle”
− Choosing between different logic flows to support your hypotheses
− Creating storyboards to logically structure ideas and key messages
− Using the “Rolling Pack” technique to structure output
− Recognizing the key principles behind the development of a presentation
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 4
Module 1: Presentation Development
Objectives After completing this module, you will be able to:
Apply the rules of Logical Structuring and Minto’s “Pyramid Principle” to develop effective presentations.
Use the different logic flows (horizontal and vertical, deductive and inductive) to support your hypotheses.
Create storyboards for a presentation to provide initial direction for research and analysis priorities.
Use the rolling pack technique and key principles of presentations to facilitate effective project management.
Ultimately, practitioners will be more effective and efficient in crafting presentations that are concise, clear, and insightful for a variety of audiences.
Objective 1: Apply the Rules of Logical Structuring and Minto’s Pyramid Principle to Develop Effective Presentations Logical structure is critical to developing an effective presentation for the following reasons:
Makes Message Precise: forces the writer to be very clear about what he or she is communicating to the reader, preventing messages that are unclear, unintended, or intellectually empty.
Reveals Gaps in Thinking: enables the writer to identify gaps by anticipating and responding to the reader’s questions before the communication is delivered.
Provides Clarity to Reader: prevents the reader from making assumptions about the message, thereby eliminating the possibility that the message is misunderstood or ignored entirely. Since the mind automatically sorts information into distinctive groupings in order to comprehend it, applying a pyramid structure facilitates comprehension.
The Pyramid Structure, as developed by Barbara Minto, provides a proven framework for structuring presentations in a logical structure. Figure 1-1 highlights the key components of the pyramid structure.
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 5
Governing Thought:States the answer to the question raised in the reader’s mind
Key Line:Major points that, taken together, prove the answer
The Pyramid Structure
Support:Data and facts that support the key line
Governing Thought:States the answer to the question raised in the reader’s mind
Key Line:Major points that, taken together, prove the answer
The Pyramid Structure
Support:Data and facts that support the key line
Figure 1-1 Source: Minto, Barbara. The Minto Pyramid Principle: Logic in Writing, Thinking and Problem Solving. London: Minto International Inc., 1996.
There are three golden rules that govern the pyramid structure:
1. Ideas above must always be a summary of the ideas grouped below them.
2. Ideas in each grouping must always be of the same kind of data.
3. Ideas in each grouping must always be logically ordered using either deductive or inductive reasoning.
Figures 1-2a and 1-2b highlight the differences between an unstructured and a structured communication. The message in the first communication is neither as precise nor as clear as the message in the second communication. Figure 1-2a An Unstructured Communication
Opportunitiesand threats
Opportunitiesand threats
Primary benefitsof the
Internet strategy
Primary benefitsof the
Internet strategy
ABC’s current customers are more likely to shop online
than the general
population
ABC’s current customers are more likely to shop online
than the general
population
ABC’s competitors
are increasing their online
product assortment
ABC’s competitors
are increasing their online
product assortment
Without an online channel
ABC risks losing some customers to competitors
Without an online channel
ABC risks losing some customers to competitors
ABC’s online sales in 2005 could reach
$100mm
ABC’s online sales in 2005 could reach
$100mm
Defendmarket share
Defendmarket share
GrowrevenueGrow
revenue
Develop deeper
relationships with
customers
Develop deeper
relationships with
customers
Support ABC’s
operatingstrategy
Support ABC’s
operatingstrategy
ABC should go online,and the first priority should be to defend its current market share
ABC should go online,and the first priority should be to defend its current market share
An Unstructured Communication
Opportunitiesand threats
Opportunitiesand threats
Primary benefitsof the
Internet strategy
Primary benefitsof the
Internet strategy
ABC’s current customers are more likely to shop online
than the general
population
ABC’s current customers are more likely to shop online
than the general
population
ABC’s competitors
are increasing their online
product assortment
ABC’s competitors
are increasing their online
product assortment
Without an online channel
ABC risks losing some customers to competitors
Without an online channel
ABC risks losing some customers to competitors
ABC’s online sales in 2005 could reach
$100mm
ABC’s online sales in 2005 could reach
$100mm
Defendmarket share
Defendmarket share
GrowrevenueGrow
revenue
Develop deeper
relationships with
customers
Develop deeper
relationships with
customers
Support ABC’s
operatingstrategy
Support ABC’s
operatingstrategy
ABC should go online,and the first priority should be to defend its current market share
ABC should go online,and the first priority should be to defend its current market share
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 6
Figure 1-2b
Pyramids can be constructed using either a top-down or bottom-up approach. If using a top-down approach (as depicted in Figure 1-3), the writer should begin by filling in the top box of the pyramid by answering the following questions:
What subject are you discussing?
What question are you answering in the reader’s mind about the subject?
What is the hypothesis?
Next, the writer matches the answer to the introduction by asking these questions:
What is the situation?
What is the complication?
Do the question and hypothesis still follow?
Then the writer finds the key line and structures the support points.
Figure 1-3
• Fill in the top box– What Subject are you discussing? (1)– What Question are you answering in the
reader’s mind about the subject? (2)– What is the Answer? (3)
• Match the Answer to the introduction– What is the situation? (4)– What is the complication? (5)– Do the question and answer still follow? (2)
• Find the key line– What new question is raised by the
Answer? (6)– Will you answer it deductively or
inductively? (7)– If inductively what is you plural noun? (7)
• Structure the support points– Repeat the question/answer process at this
level (8)
(1) (3)Subject/Predicate
Situation (4)
Complication (5)
Question (2)
New Q (6)
(7)
(8)
(1) (3)Subject/Predicate
Situation (4)
Complication (5)
Question (2)
New Q (6)
(7)
(8)
The Top-Down Approach
Differentiate service levelsDifferentiate
service levels
Segment customers by value
Segment customers by value
Determine economic
level of service for
each segment
Determine economic
level of service for
each segment
Shift lower value
segments to lower
cost channels
Shift lower value
segments to lower
cost channels
Re-engineer core functionsRe-engineer core functions
Evaluate internal cost of core
function
Evaluate internal cost of core
function
Compare cost of
function to best-in-class benchmarks
Compare cost of
function to best-in-class benchmarks
Adopt best practices based on bench-marks
Adopt best practices based on bench-marks
Selectnon-core functions
Selectnon-core functions
Evaluate cost and service level of
potential partners
Evaluate cost and service level of
potential partners
Choose one partner
for each function
Choose one partner
for each function
Governing Thought:
Key Line:
Support:
A Structured Communication
Acme can reduce costs by $10mmin the next two years through
some operational improvements
Acme can reduce costs by $10mmin the next two years through
some operational improvements
Outsource non-core functions
Outsource non-core functions
Differentiate service levelsDifferentiate
service levels
Segment customers by value
Segment customers by value
Determine economic
level of service for
each segment
Determine economic
level of service for
each segment
Shift lower value
segments to lower
cost channels
Shift lower value
segments to lower
cost channels
Re-engineer core functionsRe-engineer core functions
Evaluate internal cost of core
function
Evaluate internal cost of core
function
Compare cost of
function to best-in-class benchmarks
Compare cost of
function to best-in-class benchmarks
Adopt best practices based on bench-marks
Adopt best practices based on bench-marks
Selectnon-core functions
Selectnon-core functions
Evaluate cost and service level of
potential partners
Evaluate cost and service level of
potential partners
Choose one partner
for each function
Choose one partner
for each function
Governing Thought:
Key Line:
Support:
A Structured Communication
Acme can reduce costs by $10mmin the next two years through
some operational improvements
Acme can reduce costs by $10mmin the next two years through
some operational improvements
Outsource non-core functions
Outsource non-core functions
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 7
If using a bottom-up approach, writers should list all the points they want to make, work out the relationships between them, and draw conclusions about the horizontal and vertical relationships among the points. For practitioners who desire additional information, Barbara Minto provides an example of the bottom-up approach on pages 26–30 in her book The Minto Pyramid Principle: Logic in Writing, Thinking and Problem Solving.
Objective 2: Use the Different Logic Flows (Horizontal and Vertical, Deductive and Inductive) to Support Your Hypotheses There are five key steps in creating a presentation: Writing the Introduction, Working out the Logic, Grouping the Ideas, Creating the Storyboard, and Maintaining the Rolling Pack. Writing the Introduction, Working out the Logic, and Grouping the Ideas are covered in this Objective. Creating the Storyboard will be covered in Objective 3, and Maintaining the Rolling Pack will be covered in Objective 4.
1. Writing the Introduction: The introduction reiterates in story form what the reader already knows about the subject and sets up the relevant questions that will be answered in the document. A good introduction reminds the reader of the issues rather than informs—accordingly, nothing should be included that would have to be proven for the reader to accept your statements. Finally, it should contain the four elements of a story: the situation, the complication, and a hypothesis that implicitly answers the question.
Figure 1-4
HypothesisHypothesis
Elements of the Introduction
Governing Thought:
Key Line:
Support:
The main message of the documentHypothesis:
The implicit question that results from the complicationQuestion:
The complicating event that creates the tension in the storyComplication:
A statement about the subject with which you know the reader will agree
Situation:
The main message of the documentHypothesis:
The implicit question that results from the complicationQuestion:
The complicating event that creates the tension in the storyComplication:
A statement about the subject with which you know the reader will agree
Situation:
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 8
2. Working out the Logic: Each idea in the pyramid is logically related vertically to the idea above and horizontally to other ideas on the line, as shown in Figure 1-5.
Figure 1-5
Vertical logic creates a question and answer dialogue that responds to the governing thought from the introduction, and continues raising and answering questions until there are no more logical questions to ask. Key vertical questions include “How?” and “Why?”
Figure 1-6
How?How?
Why?Why?
Step Step Step
Reason Reason Reason
We must redesign customer service to take advantage of
$X mm in savings
We must redesign customer service to take advantage of
$X mm in savings
Redirectvolume
Redirectvolume
Improve organizational
efficiency
Improve organizational
efficiency
Establish operational standards
Establish operational standards
We should purchase a new office building on
Main Street
We should purchase a new office building on
Main Street
We need moreoffice space
We need moreoffice space
It’s the least expensive
option
It’s the least expensive
option
It’s a moreconvenient
location
It’s a moreconvenient
location
Key Vertical QuestionsStructure Example
Vertical Logic
ConclusionConclusion
ActionActionHow?How?
Why?Why?
Step Step Step
Reason Reason Reason
We must redesign customer service to take advantage of
$X mm in savings
We must redesign customer service to take advantage of
$X mm in savings
Redirectvolume
Redirectvolume
Improve organizational
efficiency
Improve organizational
efficiency
Establish operational standards
Establish operational standards
We should purchase a new office building on
Main Street
We should purchase a new office building on
Main Street
We need moreoffice space
We need moreoffice space
It’s the least expensive
option
It’s the least expensive
option
It’s a moreconvenient
location
It’s a moreconvenient
location
Key Vertical QuestionsStructure Example
Vertical Logic
ConclusionConclusion
ActionAction
Horizontal Logic: Relies on inductive and deductive logic to answer the questions at each level
Vertical Logic:
• Creates a question and answer dialogue that responds to the governing thought
• Continues raising and answering questions until there are no more logical questions to ask
Governing Thought:
Key Line:
Support:
Vertical vs. Horizontal Logic
Horizontal Logic: Relies on inductive and deductive logic to answer the questions at each level
Vertical Logic:
• Creates a question and answer dialogue that responds to the governing thought
• Continues raising and answering questions until there are no more logical questions to ask
Governing Thought:
Key Line:
Support:
Vertical vs. Horizontal Logic
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 9
Horizontal logic relies on inductive and deductive logic to answer questions at each level of the pyramid.
Figure 1-7
When inductive logic is applied, ideas do not necessarily build upon one another. Ideas must be described by the same kind of plural noun, and inferences are drawn based on the similarity.
Figure 1-8
Recommend that we switch vendors to ABC Co.
Recommend that we switch vendors to ABC Co.
Improve quality of materials ordered
Improve quality of materials orderedOffers unit cost savings of $2mmOffers unit cost savings of $2mm Increase customer response timeIncrease customer response time
You must move into the credit card industry
You must move into the credit card industry
It will improve your company’s performance
It will improve your company’s performance
There’s a great deal of synergy between your current business
and the credit card business
There’s a great deal of synergy between your current business and the credit card business
It will improve your competitive position
It will improve your competitive position
Inductive Examples
Recommend that we switch vendors to ABC Co.
Recommend that we switch vendors to ABC Co.
Improve quality of materials ordered
Improve quality of materials orderedOffers unit cost savings of $2mmOffers unit cost savings of $2mm Increase customer response timeIncrease customer response time
You must move into the credit card industry
You must move into the credit card industry
It will improve your company’s performance
It will improve your company’s performance
There’s a great deal of synergy between your current business
and the credit card business
There’s a great deal of synergy between your current business and the credit card business
It will improve your competitive position
It will improve your competitive position
Inductive Examples
DeductionDeduction
InductionInduction
Inductive InferenceInductive Inference
• The second point comments on the subject or predicate of the first
• The third point states the implication of the first two points existing at the same time
• The conclusion takes the last point and adds a “because” to cover the other two points
• Ideas are all at the same time
• They are all described by the same kind plural noun
• Draw inference based on the similarity
Deduction ConclusionDeduction
Conclusion
Two Logic Flows
Horizontal Logic
DeductionDeduction
InductionInduction
Inductive InferenceInductive Inference
• The second point comments on the subject or predicate of the first
• The third point states the implication of the first two points existing at the same time
• The conclusion takes the last point and adds a “because” to cover the other two points
• Ideas are all at the same time
• They are all described by the same kind plural noun
• Draw inference based on the similarity
Deduction ConclusionDeduction
Conclusion
Two Logic Flows
Horizontal Logic
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 10
When deductive logic is applied, the second point comments on the subject or predicate of the first, the third point states the implication of the first two points existing at the same time, and the conclusion takes the last point and adds a “because” to cover the other two points.
Figure 1-9
3. Grouping the Ideas: Ideas on a line are grouped in one of three ways: time order, structure order, or class order.
Figure 1-10
The improved billing system will better meet our needs:
1. Solve customer requests2. Satisfy internal management
requirements3. Conform to outside regulation
Time Order Structure Order Class Order
OutcomeOutcome
Step 2Step 2Step 1Step 1 Step 3Step 3
Company Structure
Company Structure
Division B
Division B
Division A
Division A
Division C
Division C
Universe of Problems
Universe of Problems
3 Key Problems
3 Key Problems
All Other ProblemsAll Other Problems
• Grouping items to reflect the order in which they occur
• Always answer
• Grouping ideas in the order that reflects what you see once you visualize something—by diagram or map or drawing
• Grouping items because they possess a characteristic in common, and are different from other items in the universe
To achieve savings targets through performance improvements, we will:
1. Determine the critical functions of the business
2. Identify key weaknesses in performing those functions
3. Recommend practical ways to improve performance
Grouping the Ideas
Exam
ples
To improve sales performance, we will:1. Target women using a personal
approach2. Reach men by advertising during
sporting events3. Educate children by sponsoring
school-related extra-curricular activities
The improved billing system will better meet our needs:
1. Solve customer requests2. Satisfy internal management
requirements3. Conform to outside regulation
Time Order Structure Order Class Order
OutcomeOutcome
Step 2Step 2Step 1Step 1 Step 3Step 3
Company Structure
Company Structure
Division B
Division B
Division A
Division A
Division C
Division C
Universe of Problems
Universe of Problems
3 Key Problems
3 Key Problems
All Other ProblemsAll Other Problems
• Grouping items to reflect the order in which they occur
• Always answers “how” question
• Grouping ideas in the order that reflects what you see once you visualize something—by diagram or map or drawing
• Grouping items because they possess a characteristic in common, and are different from other items in the universe
To achieve savings targets through performance improvements, we will:
1. Determine the critical functions of the business
2. Identify key weaknesses in performing those functions
3. Recommend practical ways to improve performance
Grouping the Ideas
Exam
ples
To improve sales performance, we will:1. Target women using a personal
approach2. Reach men by advertising during
sporting events3. Educate children by sponsoring
school-related extra-curricular activities
The improved billing system will better meet our needs:
1. Solve customer requests2. Satisfy internal management
requirements3. Conform to outside regulation
Time Order Structure Order Class Order
OutcomeOutcome
Step 2Step 2Step 1Step 1 Step 3Step 3
Company Structure
Company Structure
Division B
Division B
Division A
Division A
Division C
Division C
Universe of Problems
Universe of Problems
3 Key Problems
3 Key Problems
All Other ProblemsAll Other Problems
• Grouping items to reflect the order in which they occur
• Always answer
• Grouping ideas in the order that reflects what you see once you visualize something—by diagram or map or drawing
• Grouping items because they possess a characteristic in common, and are different from other items in the universe
To achieve savings targets through performance improvements, we will:
1. Determine the critical functions of the business
2. Identify key weaknesses in performing those functions
3. Recommend practical ways to improve performance
Grouping the Ideas
Exam
ples
To improve sales performance, we will:1. Target women using a personal
approach2. Reach men by advertising during
sporting events3. Educate children by sponsoring
school-related extra-curricular activities
The improved billing system will better meet our needs:
1. Solve customer requests2. Satisfy internal management
requirements3. Conform to outside regulation
Time Order Structure Order Class Order
OutcomeOutcome
Step 2Step 2Step 1Step 1 Step 3Step 3
Company Structure
Company Structure
Division B
Division B
Division A
Division A
Division C
Division C
Universe of Problems
Universe of Problems
3 Key Problems
3 Key Problems
All Other ProblemsAll Other Problems
• Grouping items to reflect the order in which they occur
• Always answers “how” question
• Grouping ideas in the order that reflects what you see once you visualize something—by diagram or map or drawing
• Grouping items because they possess a characteristic in common, and are different from other items in the universe
To achieve savings targets through performance improvements, we will:
1. Determine the critical functions of the business
2. Identify key weaknesses in performing those functions
3. Recommend practical ways to improve performance
Grouping the Ideas
Exam
ples
To improve sales performance, we will:1. Target women using a personal
approach2. Reach men by advertising during
sporting events3. Educate children by sponsoring
school-related extra-curricular activities
Redesign the manufacturing process to fit today’s skills
Redesign the manufacturing process to fit today’s skills
The manufacturing process requires a complex set of skills
to operate
The manufacturing process requires a complex set of skills
to operateTherefore we need to redesign the way the process operates
Therefore we need to redesign the way the process operates
You need to investigate selling your business
You need to investigate selling your business
The business faces an increasing threat from abroad
The business faces an increasing threat from abroad
Different owners would be able to respond
Different owners would be able to respond
Your present financial structure will not enable you to respond
effectively to this threat
Your present financial structure will not enable you to respond
effectively to this threat
These skills are fast disappearing from out labor pool and cannot be replaced
These skills are fast disappearing from out labor pool and cannot be replaced
Deductive Examples
Redesign the manufacturing process to fit today’s skills
Redesign the manufacturing process to fit today’s skills
The manufacturing process requires a complex set of skills
to operate
The manufacturing process requires a complex set of skills
to operateTherefore we need to redesign the way the process operates
Therefore we need to redesign the way the process operates
You need to investigate selling your business
You need to investigate selling your business
The business faces an increasing threat from abroad
The business faces an increasing threat from abroad
Different owners would be able to respond
Different owners would be able to respond
Your present financial structure will not enable you to respond
effectively to this threat
Your present financial structure will not enable you to respond
effectively to this threat
These skills are fast disappearing from out labor pool and cannot be replaced
These skills are fast disappearing from our labor pool and cannot be replaced
Deductive Examples
Redesign the manufacturing process to fit today’s skills
Redesign the manufacturing process to fit today’s skills
The manufacturing process requires a complex set of skills
to operate
The manufacturing process requires a complex set of skills
to operateTherefore we need to redesign the way the process operates
Therefore we need to redesign the way the process operates
You need to investigate selling your business
You need to investigate selling your business
The business faces an increasing threat from abroad
The business faces an increasing threat from abroad
Different owners would be able to respond
Different owners would be able to respond
Your present financial structure will not enable you to respond
effectively to this threat
Your present financial structure will not enable you to respond
effectively to this threat
These skills are fast disappearing from out labor pool and cannot be replaced
These skills are fast disappearing from out labor pool and cannot be replaced
Deductive Examples
Redesign the manufacturing process to fit today’s skills
Redesign the manufacturing process to fit today’s skills
The manufacturing process requires a complex set of skills
to operate
The manufacturing process requires a complex set of skills
to operateTherefore we need to redesign the way the process operates
Therefore we need to redesign the way the process operates
You need to investigate selling your business
You need to investigate selling your business
The business faces an increasing threat from abroad
The business faces an increasing threat from abroad
Different owners would be able to respond
Different owners would be able to respond
Your present financial structure will not enable you to respond
effectively to this threat
Your present financial structure will not enable you to respond
effectively to this threat
These skills are fast disappearing from out labor pool and cannot be replaced
These skills are fast disappearing from our labor pool and cannot be replaced
Deductive Examples
Redesign the manufacturing process to fit today’s skills
Redesign the manufacturing process to fit today’s skills
The manufacturing process requires a complex set of skills
to operate
The manufacturing process requires a complex set of skills
to operateTherefore we need to redesign the way the process operates
Therefore we need to redesign the way the process operates
You need to investigate selling your business
You need to investigate selling your business
The business faces an increasing threat from abroad
The business faces an increasing threat from abroad
Different owners would be able to respond
Different owners would be able to respond
Your present financial structure will not enable you to respond
effectively to this threat
Your present financial structure will not enable you to respond
effectively to this threat
These skills are fast disappearing from out labor pool and cannot be replaced
These skills are fast disappearing from out labor pool and cannot be replaced
Deductive Examples
Redesign the manufacturing process to fit today’s skills
Redesign the manufacturing process to fit today’s skills
The manufacturing process requires a complex set of skills
to operate
The manufacturing process requires a complex set of skills
to operateTherefore we need to redesign the way the process operates
Therefore we need to redesign the way the process operates
You need to investigate selling your business
You need to investigate selling your business
The business faces an increasing threat from abroad
The business faces an increasing threat from abroad
Different owners would be able to respond
Different owners would be able to respond
Your present financial structure will not enable you to respond
effectively to this threat
Your present financial structure will not enable you to respond
effectively to this threat
These skills are fast disappearing from out labor pool and cannot be replaced
These skills are fast disappearing from our labor pool and cannot be replaced
Deductive Examples
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 11
To group ideas, ensure that ideas satisfy the MECE (Mutually Exclusive, Collectively Exhaustive) principle. To be mutually exclusive, none of the points should overlap. To be collectively exhaustive, all possibilities should be covered. Standard process steps for grouping ideas are highlighted in Figure 1-11.
Clarifying Group Ideas
Process Step
Key Activities
Figure 1-11
Objective 3: Create Storyboards for a Presentation to Provide Initial Direction for Research and Analysis Priorities
4. Creating the Storyboard: After developing the pyramid, the ideas are laid out in a storyboard format. A storyboard describes in complete sentences the individual pages in an evolving report. Storyboards are useful for both the creator and the reader by keeping the presentation clear and on track. Pages are logically structured and readers can skim pages for key messages and relevant support. Many teams begin their storyboards by creating place-holding headlines for each hypothesis even before the graphic support has been created. Identifying the data required to support the hypothetical headlines provides analytical direction.
This headline summarizes the main
idea of the page
This headline summarizes the main
idea of the page
This headline summarizes the main
idea of the page
Content/ Graphic Support
Content/ Graphic Support
Content/ Graphic Support
Page 1 Page 2 Page 3
Figure 1-12
List the Points
List the Points
Identify the Type of PointIdentify the
Type of PointSummarize the Points
Summarize the Points
Order the Points
Order the Points
List the Points
List the Points
Identify the Type of PointIdentify the
Type of PointSummarize the Points
Summarize the Points
Order the Points
Order the Points
Synthesize findings from interviews, research and analysis
Create a list of key points
Put the points into categories by defining the kind of problem being discussed, attempting to use similar level of abstraction across categories
Write a sentence that states the essence of each category
Avoid using intellectually-blank assertions
Put the points in logical order, such as order of importance or time order
Global Strategy & Operations Curriculum Self-Study Guide 1: Presentation Development
Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 12
Objective 4: Use the Rolling Pack Technique and Key Principles of Presentations to Facilitate Effective Project Management
5. Maintaining the Rolling Pack: The Rolling Pack is the continually evolving presentation document, in which placeholder slides are systematically updated until the draft is considered final. It represents the evolution of the storyboard into a living document that is constantly updated by all team members. Additionally, the Rolling Pack plays an important role in structuring the output and assigning responsibility to each member of the case team. It facilitates tracking of slide creators for each section as well as remaining tasks. Finally, scrupulously maintaining a Rolling Pack ensures that the most recent version of the draft is always immediately at hand.
Often a team will assign one member to be the point-of-contact with graphics or creative services. It cannot be overstated how important it is to create and follow a visible, efficient process for interacting with graphics or creative services resources. Spending time upfront to organize this process will help to ensure that the final development process runs smoothly.
Key Principles of Presentation When developing presentations, keep the following guidelines in mind:
A summary of the presentation should fit on one page with only three to five bullet points
The point of the slide should be clear within five seconds
Minimize clutter that obscures the message—less is more!
Each page should logically read from top to bottom, left to right
Relay insight, not information
Slides should be able to stand-alone and retain their meaning
Weigh in with the facts when necessary
Prove the headline by the analysis—if it is only indicative, say so
Illustrate insights graphically, using data and analysis
Ensure that a rationale exists for 3D graphics—if none exists, graphs should be two-dimensional
Assumptions, notes, sources, and file references MUST be documented on the slides
Headlines should convey a coherent story WITH A CONCLUSION and should be the largest font on the page
Numbers in headlines should be easily apparent in graphic support or content support
Avoid using taglines that introduce a second main point and typically are added at the bottom of the page; instead, these should be used for the headlines of successive pages if there is sufficient supporting content
Avoid slang or business jargon
Ensure fonts and bullet point hierarchies are logically and consistently applied
Avoid using small fonts
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Avoid using clip art
Avoid excessive and arbitrary use of color
Ensure that your presentation can be viewed adequately when printed in either color or black and white, and can be printed on a variety of printers—someone might need to make a last minute copy, and it must be legible!
Additionally, determine upfront whether you want your audience to read or listen. By stating all facts and insights on the slides, your audience could easily read the presentation rather than listening. As an alternative to capturing all facts and insights on the slides, consider using the handout format and writing notes so participants can refresh their memories or share the presentation with others at a later date without compromising the content.
Although the competency has not yet decided upon a single standard, it is highly recommended that practitioners develop and consistently use a standardized set of slide templates. Standardized formats are useful because managers can read the slide and grasp the message quickly; work can be easily consolidated among a team; clients are exposed to consistent documentation even as the consultants themselves might change; and, time is saved that would otherwise have been spent on slide formatting.
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Summary By consistently applying the Pyramid Principle, practitioners can easily create effective presentations. Storyboarding, the “Rolling Pack” concept, and Firm templates facilitate coordination among a team by helping to ensure consistency and a shared understanding of the project’s strategic direction.
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Appendix A: Glossary of Terms
class order Grouping items to reflect the order in which they occur.
Example: the improved billing system will better meet our needs: (1) solve customer requests, (2) satisfy internal management requirements, and (3) conform to outside regulation.
Deductive Logic When deductive logic is applied, the second point comments on the subject or predicate of the first, the third point states the implication of the first two points existing at the same time, and the conclusion takes the last points and adds a “because” to cover the other two points.
Horizontal Logic Within Minto’s Pyramid Principle approach to logical structuring, this type of logic relies on inductive and deductive logic to answer questions at each level of the pyramid.
Inductive Logic When inductive logic is applied, ideas do not necessarily build upon one another. Instead, ideas must be described by the same kind of plural noun, and inferences are drawn based on the similarity.
MECE (Mutually Exclusive Collectively Exhaustive) Exhaustive principle that states that none of the points should overlap and that all possibilities should be covered.
Pyramid Principle A logical structuring framework developed by Barbara Minto used by Deloitte to add clarity and structure to our presentations.
qualifications (quals) References used to identify our eminence, whether by industry, competency, or type of problem posed. Qualifications can most easily be pulled from DCconnect or by contacting the relevant industry or competency leaders.
rolling pack The continually evolving presentation document in which placeholder slides are systematically updated until the draft is considered final. It represents the evolution of the storyboard into a living document that is constantly updated by all team members.
storyboard A suggested approach to managing and developing reports/decks that describes in complete sentences the individual pages in an evolving report/deck. Pages should be logically structured and readers can skim for key messages and relevant support.
structure order Grouping items in the order that reflects what you see once you visualize something—by diagram or map or drawing.
Example: To improve sales performance, we will: (1) target women using a personal approach, (2) reach men by advertising during sporting events, and (3) educate children by sponsoring school-related extra-curricular activities.
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Copyright ©2004 Deloitte Development LLC. All rights reserved. April 2003 Page 16
time order Grouping items to reflect the order in which they occur. Example: To achieve savings targets through performance improvements, we will (1) determine the critical functions of the business, (2) identify key weaknesses in performing those functions, and (3) recommend practical ways to improve performance.
Vertical Logic Within Minto’s Pyramid Principle approach to logical structuring, this type of logic creates a question and answer dialogue that responds to the governing thought, and continues raising and answering questions until there are no more logical questions to ask. Key vertical questions include “How?” and “Why?”
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References
Minto, Barbara. The Minto Pyramid Principle: Logic in Writing, Thinking and Problem Solving. London: Minto International Inc., 1996.
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