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PowerPoint for Consultants

PowerPoint for Consultants. Seema Bhatnagar Etienne Michelin. Introduction. Purpose of workshop To provide a grounding of PowerPoint slide construction for consultants To ensure that all consultants are aware of the “tips and tricks” that are key to building good quality slides

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PowerPoint for Consultants

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  1. PowerPoint for Consultants Seema Bhatnagar Etienne Michelin

  2. Introduction Purpose of workshop • To provide a grounding of PowerPoint slide construction for consultants • To ensure that all consultants are aware of the “tips and tricks” that are key to building good quality slides • To provide some guidelines on acceptable Capco design and colour schemes • To highlight some potential flaws that should be avoided when working with PowerPoint Scope of workshop • Slides, not decks – not covering storyboarding and logical approach to slide construction • Specifics for Consultants, not basic PowerPoint • Targeted at Consultants with beginner to intermediate skills in PowerPoint • Tools / techniques applicable to PowerPoint 2003 and PowerPoint 2007 "If your words or images are not on point, making them dance in colour won't make them relevant." - Edward Tufte, Professor Yale University 2 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  3. Structure of the workshop Workshop style • Walk through some hints, tips, guidelines • Work through a couple of practical examples • Review some slides to understand how graphics can be constructed • Spend any residual time answering questions you have about working with PowerPoint Assessing your abilities • How comfortable are you with • Aligning, distributing and the use of guides • Applying colours, shadows and shading • Shapes and generating shapes from freeform • Constructing tables • Inserting graphics and cropping • Grouping and shrinking shapes "Using PowerPoint is like having a loaded AK-47 on the table: You can do very bad things with it." - Peter Norvig, Director of Research, Google 3 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  4. unclear capital savings and ROI n peer group expectation n similar data already exists n doing nothing is not a choice n project risk – risk of delivery n 1. ROI is not there capital impacts are not compelling n long lead times v projected individual longevity at the firm n 2. Keep it simple - much of the data already exists in some form Is this a good slide? What are the financial implications of implementing Operational Risk management 4 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  5. Is this a good slide? How some key steps in the project will be managedThe working style of this project will be active and inclusive, this slide gives a greater ‘feel’ for how two of the critical activities will be managed Define Transformation Principles 2 Drafttransformationprinciples ‘desktop’ exercise to develop initial principles, using previous Capco examples and ABN AMRO material Workshop preparation Conduct principles workshop Define “straw man” TOM Workshop preparation Stakeholder signoff Syndicate/(circulate) principles Conduct TOM workshops Small group of senior Capco and ABN AMRO people build on initial principles list to hone a proposed ‘final’ set which will be guide the remainder of this project and future transition. Define filters& templates Conduct three large scale workshops (15-25 participants) to develop different elements of the Target Operating Model. The agenda of the workshops must be developed with the ABN AMRO project team, however, the split could be by business unit (Retail, Wholesale and PCAM) or by Function, People and Technology – we have used both approaches successfully in the past. The aim is to develop the key groupings of capability, and the long list of target model capabilities to show development needs which will drive out opportunities. 4 Drill down capabilities Confirm final principle set with project sponsor. From this point onwards these principles are adopted within the project and drive all design activity Build the templates to describe and compare future capabilities, which will then be used to test against the current state Pass principles into syndication workstream for wider approval and circulation Complete a fuller description of key Group Operations capabilities, to include likely impact on ‘people’, technology, customers and existing programmes NB. Where possible, we will seek to keep project reporting and process consistent with that used successfully in the Sprint project 5 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  6. Good PowerPoint is fit for purpose • There is not one single style of slide that we can use consistently as developing a good slide is about ensuring that the message you are conveying is clear and easy for the reader to understand Workshop scoring Data and comment Framework explanation • The ‘durrrr’ things to remember that are easy to forget… • Who is the audience? Put yourself in their position and think about what you would want to hear and at what level of detail • Can I make the point simpler or clearer? • We think in pictures, so would a diagram help the reader understand what I am trying to say? • Is there structure to the overall story and how does this slide fit within that story? • Is the structure and message within the slide I am presenting clear? • Is the language clear and unambiguous? 6 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  7. Some general tips on slide construction • To ensure you retain interest of the reader you have to help them to understand what you are saying as quickly as possible • To do this you need to make sure you: • Help the reader understand where they are in the overall story and why this slide is included • Identify the message of the slide early on, probably in the strap line at the top • Provide structure to the slide so that the reader can quickly see how you are going to explain and support the message • Make it easy to read by remembering that a slide is read from the left upper corner to the right bottom corner Things to remember The way the brain thinks! 1. Am I likely to be interested in this slide? Yes / maybe! 2. Am I likely to be interested in this information? Yes / maybe! 3. Okay – I will read on and see what the detail says 7 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  8. Setting yourself up Customise the toolbar - ppt 2003 • Ensure the standard toolbars are set - up (View - Toolbars - Customise and tick Standard, Formatting and Drawing functions) • Customise the toolbar so that you have key tools at your fingertips (right click the tool bar – Customise – Commands tab – drag the symbols you want onto the toolbar) Useful customised buttons Useful standard toolbar buttons Picture cropper Alignment and distribution Moving shapes and text forwards and backwards Shading and 3D effects Selecting shapes and changing shapes • Use the PowerPoint Options function (Tools – Options): • Set the number of recently used files in ‘File’ list to the maximum (nine) • Put your name into the user box • Choose your spell-check options and default file location • Increase the number of undos Where to find these: Tools - Options - General tab - Recently used file list (tick & set to 9) Tools - Options - General tab - User information Tools - Options - Spelling and Style tab (for spell check) and Save (for default file location) Tools - Options - Edit tab (e.g. set to 100) 8 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  9. Setting yourself up Customise the toolbar - ppt 2007 • Layout of features and commands is different in ppt 2007: The Ribbon is displayed along the top of the work area. It is divided into task - orientated tabs • Standard functions and formatting are mostly under the Home tab (e.g. shapes), but as ppt 2007 is very interactive, they vary depending on what you are creating in the slide (e.g. commands for shapes, tables) • The Quick Access Toolbar is for commands that are regularly used, whatever tab is displayed • To customise the Quick Access Toolbar: • Add a command: Right-click on the command then left-click on Add to Quick Access Toolbar • Most of the drawing functions are under Home - Drawing group - Arrange (moving shapes / text forwards / backwards, alignment and distribution) • Picture cropper is in the Size group under Format (but only visible when you paste a picture) Quick Access toolbar Task-orientated tab Group within a tab • Use the PowerPoint Options function (Tools – Options): • Set the number of recently used files in “File” list to the maximum (nine) • Put your name into the user box • Choose your spell-check options and default file location • Increase the number of undos Where to find these: MS Office button - ppt options -Advanced - Display - e.g. set to 10 MS Office button - ppt options -Popular - Personalise your copy of MS Office MS Office button - ppt options -Proofing (for spell check) and Save - Default file location MS Office button - ppt options -Advanced - Editing options e.g. set to 100 9 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  10. Ensuring a slide looks right Aligning and distributing Text Boxes • Centered text • is much • more difficult to read! • all your text lines • should be • left aligned Test example: Alignment and distribution Moving shapes and text forwards and backwards Where to find these: ppt 2003: Drawing functions are on your customised toolbar ppt 2007: • Text alignment commands are in Home tab - Paragraph group • The drawing commands are in Home tab - Drawing group - Arrange 10 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  11. Ensuring a slide looks right Grid and guides Where to find these: • Use guides to help you align objects both vertically and horizontally • To create additional guides you can copy them by holding down ctrl and clicking on the line and dragging it • Remove guides by dragging them off the screen • Hold down the “Alt” key when moving objects near to a guide to avoid the snap to grid and move the object more precisely (or uncheck the “snap to grid” box) • To be sure something is lined up, there are two useful techniques • Zoom in on the box (can use the zoom function in the tool bar in ppt 2003 or Zoom in View tab in ppt 2007. The best technique is to hold down the “ctrl” key and to roll the click wheel on your mouse forwards (zoom in) and backwards (zoom out)) • Use presentation mode • To set up the guides on screen go to: • Ppt 2003: View - Grid and Guides - tick Display drawing guides on screen • Ppt 2007: When you have shapes on slide (i.e. Insert - Shapes - then choose a shape to put on slide), Drawing tools - Format - Arrange group - Align drop down menu - click on Grid settings - tick Display drawing guides on screen Test example: title Body text 11 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  12. Ensuring a slide looks right Colours • Where to find the colour palate in ppt 2007: • Where to find the colour palate in ppt 2003: Insert a shape (Insert - Shapes - Choose a shape to insert) and the palate is in Home - Drawing - Shape fill - More fill colours Accessing colour options -> go to paint pot on the toolbar Alternative 1: Insert a shape (Insert - Shapes - Choose a shape to insert) and the palate is in Drawing Tools - Format - Shape styles - Shape fill - More fill colours Use of other greys is acceptable and sometimes useful Alternative 2: Insert a shape (Insert - Shapes - Choose a shape to insert) then right click on shape - Format shape - - Solid fill - Colour (paint icon) - More colours To access the colour palette click on the custom tab Note: As ppt 2007 is interactive, there are multiple ways of arriving at the same function! 12 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  13. black white taupe red blue grey 70% grey 20% Ensuring a slide looks right Colours Capco colours Faded or ‘knocked back’ colours and use of the colour palette vs. Text on colour blocks can be effective Example example example example example example example example If you do not think you are good at judging colours then copy “nice” colours from other decks or stick to Capco colours 13 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  14. Ensuring a slide looks right Consistency and formatting Where possible, try and keep consistency within a presentation • Fonts • Type • Occasional use of a different font can provide impact, but generally the deck should use Arial • If you use a different font then make sure you embed true type fonts before sending the pack to others (Where to find this: In ppt 2003: once you have saved your file, go to Tools - Options - Save - Check ”Embed TrueType fonts - Select “Embed all characters” In ppt 2007: MS Office button - Ppt options - Save - Check “Embed fonts in the file” - “Embed all characters”) • Size – fit for purpose, but very small font sizes are difficult to read • Line and paragraph spacing • Use carefully – generally spacing text out makes it easier to read • There is some scope to alter this within a presentation so that text fits within a consistent template, but where it is obviously different it will look odd • Line spacing less than 1 can look squashed up. Sometimes 0.9 on small text is okay, but rule of thumb should be 1 • (Where to find this: • In ppt 2003: Format - Line Spacing • In ppt 2007: Home - Paragraph - Line Spacing) 14 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  15. Ensuring a slide looks right Consistency and formatting Where to find bullets: • Bullets • Always customise bullets to Capco bullets (wingdings, 100% of text size) although note that colour of bullets can be altered if not clear on background • Always make sure that the ruler is set to give the appropriate margin and gutters, and use rulers and tab points – do not use the space bar to align text • Format painter can be a useful way of ensuring consistency (double click format painter button to continue using the format painter on a number of objects) ppt 2003: Format - Bullets and Numbering - Customise button ppt 2007: Home - Paragraph - Bullets and Numbering - choose “Bullets and Numbering” - Customise button Format painter Where to find ruler: Use the ruler to adjust bullet margins ppt 2003: View - Ruler ppt 2007: View - Ruler (check box) Where to find format painter: ppt 2003: Should be on your toolbar as it is a part of the standard menu ppt 2007: Home - Clipboard - Format painter Use the tab points to align text 15 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  16. Ensuring a slide looks right Consistency and formatting • Accentuation of text • Use your judgment, but generally… • Avoid underline • Italic in general text is not the best, but can be useful in headings and to indicate quotes • Shadowing and colouring words • Avoid shadowing • … and other special effects like this emboss • Don’t usecolorswhicharenotpart oftheCapcoscheme • Capitalisation • AVOID UPPER CASES EXCEPT IF GRAMMATICALLY REQUIRED • Other bits and pieces • Edit footer not the slide master where possible. In ppt 2003 use View - Header and Footer menu. In ppt 2007 use Insert -Text - Header and Footer • Strap lines can be a useful way to tell the story and set up the message of the slide - use blue 14 or 18 pt bold under slide headers for these • Always use your dictionary, spell check and add normal words to the dictionary • Set language to UK English (as most of our clients in UK and Europe prefer this) • Two schools of thought on boxes – typing within a box and text box within a shape • Harvey balls – it is possible to obtain the font that allows you to input these in a presentation, but it is better to use constructed ones (below) as the client may not have the font (shows up as numbers) “he said, she said” • Body text • Body text • Body text • Body text • Body text • Body text 16 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  17. Practical example Practice CUSTOMER • Single view of client • Improved data quality • Improved customer management • Automated data management • Improved processing automation • MIS capability CORE • Automation of manual ops processes • Single global trading environment • Improved tracking and reporting • Consolidated portal to support all e channels • Improved online trading • Consolidation of product systems • Automate interactions between WIB operations and 3rd parties • Provide tech environment for new product dvlpmt • Enhance common trading components GROWTH • Consolidate retail distribution platform • Consolidate sales and servicing • Establish customer utility apps • Consolidated reporting • Deliver running risk figs to trading and customers • Improve accuracy and timeliness of risk info RISK • Replace ageing application systems • Enhance analytics engine performance • Develop real time environment 17 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  18. Practical example Example of how previous slide could be redone Customer • Single view of client • Improved data quality • Improved customer management • Automated data management • Improved processing automation • MIS capability Core • Consolidated portal to support all e channels • Improved online trading • Consolidation of product systems • Automation of manual ops processes • Single global trading environment • Improved tracking and reporting Growth • Consolidate retail distribution platform • Consolidate sales and servicing • Establish customer utility apps • Automate interactions between WIB operations and 3rd parties • Provide tech environment for new product development • Enhance common trading components Risk • Replace ageing application systems • Enhance analytics engine performance • Develop real time environment • Consolidated reporting • Deliver running risk figs to trading and customers • Improve accuracy and timeliness of risk info 18 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  19. Creating a visually appealing slide Shading Shading examples: • This needs to be used carefully as too much shading in a deck can make it look ‘dirty’, but it can be very effective when used properly • As per our discussion on colour usage, you will probably need to play with colours until you find ones that suit the situation, but a couple of tips: • Using two colours where one is a darker version of the other can work well • Using a subdued colour and white as the second colour can work • Fill effects from the button on the draw toolbar is better than format auto shape as you get a preview button (in ppt 2003) • (Where to find these In ppt 2003: use “Fill Effects” in the paint pot menu In ppt 2007: Insert - Shape - choose a shape - right-click Shape - Format Shape - Gradient Fill - use Gradient Stops to define colours and their position Alternatively, right-click shape and select paint fill icon - Gradient - More Gradients - Gradient fill and then as above) Where to find this ppt 2003 ppt 2007 Uses “Fill Effects” - (access from the paint pot on the tool bar - Fill Effects) Segmentation Communication 19 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  20. Creating a visually appealing slide Shadows Using a shadow shape on top of another shape can create a further lift to the object • Remember to be consistent as light comes from one point so using different shadow effects will create a confusing picture for the reader! • You can change the shadow colour, its direction and distance Where to find these: Selecting shadow types and using shadow settings In ppt 2007: Insert - Shape - Right click on shape - Format Shape - select Shadow on left hand menu In ppt 2003: Tools - Customise - Toolbars - Shadow Settings Example 20 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  21. Creating a visually appealing slide Shapes Where to find these: Shapes – the basics • Circles - You can create a perfect circle from the Oval shape by holding the shift key down when drawing the shape • Use shift and ctrl to size shapes proportionally Changing shapes • You do not have to delete the shape and start again if it does not work in the slide, you can use the “Change Autoshape” function • Use the “Format Autoshape” function (right click on object) in particular for lock aspect ratio, rotation %, text box margins • When rotating objects, try out the shift and ctrl keys to change the centre of rotation and rotate in 15 degree jumps respectively Connectors • Use connectors rather than free lines when linking objects as it makes editing easier Creating shapes In ppt 2003 In ppt 2007: Insert - Shape Changing shapes Test example: • Clip art • Use it very sparingly – only simple shapes In ppt 2003: Draw - Change Autoshape In ppt 2007: Insert shape - Format - Edit shape 21 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  22. Creating a visually appealing slide Shapes Freeform usage examples: • The freeform function is extremely useful, it allows you to show how one object relates to another and create your own shapes • A useful tip when creating your own shapes is to use another shape as a template Freeform shape Where to find these: ppt 2003 1.Scope & Gather 2. Analyse & investigate ppt 2007 5. Review & Reassess 3. Conclude & Recommend 4. Implement 22 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  23. Practical example Practice Only when the management of organisations are aligned towards a shared goal, with a clear vision and direction cascading through both organisations will successful integration be achieved • Communication • Targeted to specific stakeholder groups • Consistent throughout the organisation • PMO • The PMO must be inclusive and must work with the stakeholders on both sides of the integration • Best of both worlds • Establish a 2 way learning culture in the project from the beginning • Cultural Alignment • Only if the culture of the two organisations fit, will the integration be successful • Speed of Action • Once the decision and announcement is made that there will be change, the integration should be swift Leadership • Buy in to the shared goals should be present from senior executives through to front line management (Lieutenants) 23 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  24. Practical example Example of how previous slide could be redone Best of both worlds Establish a 2 way learning culture between the organisations from the beginning Communication Targeted to specific stakeholder groups and consistent throughout the organisation PMO The PMO must be inclusive and must work with the stakeholders on both sides of the integration Speed of Action Integration should be swift, once the decision and announcement is made that there will be change Cultural Alignment Only if the culture of the two organisations fit, will the integration be successful Leadership Senior executives through to front line management (Lieutenants) need to buy-in to the shared goals Successful integration will be achieved, only when the management of organisations are aligned towards a shared goal, with a clear vision and direction that can cascade through both organisations 24 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  25. Creating a visually appealing slide Tables • 2 schools of thought when it comes to creating a table: Create one using boxes or use the tables and borders menu • Using the latter is often easier as it is flexible and less time consuming to manipulate • Where to find these • Ppt 2003: • Set up the table and borders menu on your toolbar by going to Tools – Customise – Tables and Borders • Then Insert - Table • Ppt 2007: • Insert - Table • Use Table Tools menu • Can use pre-set table colour options • Change border colours using pen colour Example created using boxes Deliverable RAG Due date % complete Commentary • Long list compiled from initial round of interviews High level long list G 6/12 70% List of 2007 initiatives G 18/12 20% • Initial draft will be ready for review by 12/12 Example created using table and borders menu Tips • Use light colours for the table background • Use thick white borders to give the effect shown opposite • Manually change the size of individual rows and columns and manually shrink / stretch the table in proportion • Merge or split cells as needed 25 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  26. Inserting pictures Basic pasting and slide master Basic pasting • Use paste special to control how you paste things into the slide • Pasting as unformatted text allows you to keep formatting from your presentation - this is useful when you are moving a lot of text between Word files / Other presentations / Other files • Jpeg pastes tend to take up less disk space • To copy and paste a slide into a slide you highlight the slide in the thumbnail or slide sorter view, copy and then paste special into the slide as a microsoft object (can be useful to remind the reader of content earlier in the document) • Note: Take care when cutting and pasting, as the slides will ‘adapt’ to the master of your presentation which controls the formatting of your entire presentation • (where to find this • In ppt 2003 / 2007: View - Slide Master) • If you want to copy slides that have a different master AND keep the original master (e.g. inserting client-branded content), then check the “Keep source formatting box” which appears when you paste special 26 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  27. Inserting pictures Screen shots and slide master Screen shots • Printing the screen • Print screen = fn + prt sc (HP laptop) • Print active screen = fn + alt + prt sc(HP laptop) • This type of picture can then be focused on the information you want to display by using the cropping tool • (Where to find this: In ppt 2003: On the Drawing toolbar In ppt 2007: Inset a picture and then in Picture tools - Format - Size - Crop) ppt 2003 ppt 2007 27 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  28. Example of an Excel spreadsheet pasted into slide Example of Excel chart using ppt to provide background and title Hedge fund strategies breakdown Inserting graphics Pasting Excel • Pasting spreadsheets into a slide often requires a “device independent bitmap” paste • Never paste as Excel objects, always paste as pictures. If you embed a copy from a spreadsheet you will often paste the entire workbook – with dangerous consequences and it can significantly increase the size of the file • Always edit spreadsheets / graphs so they look like PowerPoint not like graphs e.g. remove borders, background and title – these can all be added in PowerPoint 28 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  29. Distribution of Europe’s Top 30 Asset Managers 1% 50% 15% 4% 7% Europe £5.1trn (26%) CAGR 6.2% USA £12.5trn (65%) CAGR 4.7% Asia £1.8trn (9%) CAGR 1.8% 12% 9% 1% Using the space effectively Resizing, grouping and shrinking Example of out of proportion resizing • Never re-size a picture or embedded object out of proportion, you should always use the shift key or shape properties as squashed or stretched pictures look amateurish • When resizing a group of objects on a slide, rather than take each one and resize, it saves time if you group a set of objects, shrink the objects and text and then ungroup • (Where to find these In ppt 2003: On the drawing toolbar In ppt 2007: Insert at least 2 shapes, then in Drawing tools - Format - Arrange) • If there are objects that you miss or you want to de-select then you can use the shift and ctrl functions Test example for grouping and shrinking 29 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  30. Credentials Icon images • There are separate guidelines on how to create a credential and what information it should contain • They are frequently used in proposals and offerings which are being created to tight timescales so people do not always have much time to format them • A couple of things to bear in mind: • Align all the headings • Ensure consistent bullets and font sizes are used in all sections • Make sure the text is all in the same tense • Ensure you remove client logos from any icons of deliverables by using a white box or cropping the icon • *All icons should be pasted in as bit maps instead of pictures - otherwise the client can increase the size of an icon in soft copies of the presentation and see the text ! * Icon pasted as a picture Icon pasted as a bitmap 30 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  31. Things to remember • Saving files in ppt 2007 • Not everyone has ppt 2007 (at clients and Capco) • If you use ppt 2007, save your files as “PowerPoint 97-2003 Presentation” • Be careful! Some formatting may be lost in conversion due to ppt 2007’s enhanced functionality so when the client opens the file, they may see a different layout to the one you intended. This may also be an issue in collating slides into a presentation where some people have ppt 2007 whiile others have 2003 • Alternative for the moment is to send the presentation as a pdf file, but then those with ppt 2003 cannot modify the slides • Always check file properties to make sure it is saying the right thing (not referring to wrong client or source) • Where to find this: • ppt 2003: File properties • ppt 2007: MS Office button - Prepare - Properties - Document properties - Advanced properties - Summary Make sure you change the footer if you are using a previous deck and print off a copy of the current deck to ensure the footer you see on screen is the one that actually shows on the printed copy! Always check notes pages when you are copying a slide from elsewhere 31 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  32. PowerPoint 2007/2003 Issues 32 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  33. All office / Windows Ctrl + c , x , v (copy, cut, paste) Ctrl + b , i , u (bold, italic, underline) Ctrl + p (print) Ctrl + z (undo) Ctrl + alt + 4 or alt gr 4 (Euro symbol) Ctrl + s, y (save, repeat save) Ctrl while dragging an item (Copy the selected item) Alt + tab (move between open windows) Shft + Ctrl + any of arrows (highlight selected text) F7 - spell check Shift + F7 - thesaurus ppt 03 Ctrl + g - show guides dialogue box F2 - select box and then select all text ppt 03 and ppt 07 Shft + F3 - when applied to text will change text from lower case to sentence case to upper case Slide show: Number + enter – takes you to the slide number you enter B , w (turns screen black or white) Keyboard shortcuts For the geeks out there For really advanced stuff you can use online help & chatrooms Your question will have been asked before (e.g. http://www.microsoft.com/office/community/en-us/default.mspx) 33 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  34. Here are a couple of names, but there are plenty of others who know PowerPoint well PowerPoint gurus in case you get stuck • Seema Bhatnagar • Jurgen Blondeel • Sarah Fowler • Firoze Khambata • Nick Moore • Anjuli Sizeland • Penny Robertson • Etienne Michel (ppt 2007) 34 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  35. Decomposing some examples

  36. How some key steps in the project will be managedThe working style of this project will be active and inclusive, this slide gives a greater ‘feel’ for how two of the critical activities will be managed Define Transformation Principles 2 Drafttransformationprinciples ‘desktop’ exercise to develop initial principles, using previous Capco examples and CLIENT X material Workshop preparation Conduct principles workshop Define “straw man” TOM Workshop preparation Stakeholder signoff Circle with shading and freeform shape creates the focus point Built using Basic Shapes – Circle and an Arc Syndicate/(circulate) principles Conduct TOM workshops Small group of senior Capco and CLIENT X people build on initial principles list to hone a proposed ‘final’ set which will be guide the remainder of this project and future transition. Define filters& templates Conduct three large scale workshops (15-25 participants) to develop different elements of the Target Operating Model. The agenda of the workshops must be developed with the CLIENT X project team, however, the split could be by business unit (Retail, Wholesale and PCAM) or by Function, People and Technology – we have used both approaches successfully in the past. The aim is to develop the key groupings of capability, and the long list of target model capabilities to show development needs which will drive out opportunities. 4 Drill down capabilities Confirm final principle set with project sponsor. From this point onwards these principles are adopted within the project and drive all design activity Build the templates to describe and compare future capabilities, which will then be used to test against the current state Pass principles into syndication workstream for wider approval and circulation Complete a fuller description of key Group Operations capabilities, to include likely impact on ‘people’, technology, customers and existing programmes NB. Where possible, we will seek to keep project reporting and process consistent with that used successfully in the Sprint project 36 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  37. Clients Clients Capability Challenges for Ops, Technology and Finance There are four interdependent challenges that COOs, CFOs and CIOs must address and balance in order to be successful in this changing environment Capability CHANGE Balancing the conflict between competing priorities Winning organizations are addressing these challenges through Transformation initiatives Control Control Cost Cost Ops, Technology & Finance challenges Client focus & Quality Transformation initiatives enable the management of these challenges through: Basic shapes – arc and add arrow head Sub-optimal levels of client/business service • Bundled Tactical and strategic cost reduction programs to meet stringent budget goals • Enhanced performance measurement and control systems to enableeffective decision making and to meetregulatory requirements • Greater understanding of theneeds of clients to prioritize investment decisions and improve retention & acquisition • Effective investment in improved operational and IT capabilities and skilledemployees to meet competitive and market driven demands Capability Non scalable, unreliable & inexperienced capability Cost & Efficiency Lack of efficiency and operational effectiveness Business Control Fragmented and inconsistent control profiles 37 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  38. …even currently planned transformation provides a challenging picture Traditionally, payments projects have focused on process or regulatory change, with limited strategic co-ordination of payments projects across the Group Key findings Future state Other Group Companies Project data not collated for other Group companies Basic shapes – arc Rotate 1800 – can do this by grabbing the green handle at the top of the box when highlighted and rotating manually. Best to go into format autoshape – size tab and change rotation to 1800 as it is more precise • There are ***** payments projects underway within the Group (excluding other Group companies) • The rationale for the bulk of projects is regulatory/mandatory, IT and efficiency improvements rather than strategic or customer proposition improvement • With the exception of regulatory projects, there are a few projects planned for beyond 2005 • Despite a high-level management of the Group portfolio there is no specific body responsible for tracking or prioritising payments projects across the Group and other Group companies • Other Group companies payments projects are recorded and managed separately • Based on the current method for recording projects it is difficult to ascertain the intended strategic direction of the separate business units involved in payments • There is no agreed ‘future state’ to which these projects are building CLIENT X Direct EBPP International Payments Personal Tariff Micro Payments Fastpay Payments small change Euro SMS Top up BACS mandatory industry testing Travel Services Contingency Arrangement iPSL – Disaster recovery iPSL – Bulk processing centre Euro Cross Border Credit Transfers 2007 CHAPS membership obligations iPSL – Fine Sort iPSL – debit Inclearing CHAPS membership obligations C&CC Co Industry Obligations BACS HST replacement CHAPS inwards/ outwards iPSL – CRI common platform Retail NewBACS messaging and extending formats BACS Tel IP Trade innovation upgrade Wire Transfers FAFT VII Payment information archive access SWIFT standards update ToDDaSO 2006 SWIFT PKI CHAPS Outwards and Compliance iPSL – credit Inclearing C&CC Co Industry Obligations BACS mandatory industry testing STP auto settlement (NewBACS) iPSL Change programme SWIFT new message type IBAN/ BIC - sterling statements Secure customer authentication CHAPS charges for 3rd party Standing order float removal - CAP STP Outclearing EBA Step 2 BACS Physical Media/ charging tape replacement Automated test tools review Standing order float removal - CBS Operations Neptune – Phase 2 Web enablement of trade finance Payments small change DP500 Windows NT/Auto Sensing Reader Upgrade STP In-clearing Enhancing e-banking Corporate payments hub inward processing Interest pooling Straight through payments Swift Net LINNET Replacement Interest charging phase 2 International cash management C&CC Co Industry Obligations Secure Fax Automated test tools review Payments infrastructure review Payments small change Interest sweeping iSCD Format change Corporate payments hub outward processing 2005 Electronic communication and secure messaging Offshore PP Processing iPSL – PIA upgrade to V5 CHAPS membership obligations Documentation strategy Current state Payments online (POLi) BACS mandatory industry testing Bulk payments Single European Currency Payments BACS – pricing strategy and charging solution Interest charging phase 1 Card production system Trade Finance operational transformation Scottish bulks iPSL – testing Wholesale IT Business maintenance/ critical Regulatory/ Mandatory Key: Process/ IT improvement Strategic Source: ***** and Capco 38 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  39. = CRM’s level of responsibility across all functions STATUS UPDATE OPERATING MODEL OVERVIEW & FINDINGS POINTS FOR DISCUSSION NEXT STEPS Overview of CRM’s operating model ALM Risk function Define risk strategy CRM’s level of responsibility CRM ALM: • has overall responsibility for managing the Group (Bank and Insurance) balance sheets through its recommendations to the Group and Bank ALCOs • operates a balance between a centralised and decentralised approach by delegating local responsibilities to local ALMs (country based) • runs the Group and Bank ALCOs • creates policies, set limits and reports on ALM risks • measures ALM risks and proposes mitigation strategies to the Group and Bank ALCOs Operating model summary Low High Role Define risk strategy Establish & operate risk governance structure Set policy and standards Implement risk strategy Manage risks Data & Tools requirements • No change required Rationale: • ALM has established a successful model for achieving its data and tools requirements by : • achieving a balance between central infrastructure and local system requirements • implementing a strong link with IT Set limit and control framework Measure risk Report risk 39 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  40. Relationship managers Corporate sales Market intelligence Market segmentationstrategy Strategy Sales Product management Trans-formation Propositiondesign Marketing & comms Serviceperformance Deal and pipeline management D A Product delivery Sales implementation B Investmentportfolio Finance C E Executive F Executive support Business Partners Grp IT Finance HR WBO Grp Ops Senior management roles A:Product management B:Sales; sales implementation C: Product delivery D:Strategy; transformation E:Finance F:Regulatory and compliance CLIENT X BU X organisation modelThe model outlines key functions and roles through which BU X can successfully operate, with one additional hire proposed to complement existing headcount Key considerations • Based on the organisation principles the proposed model focuses on six key groupings of like functions with clear management accountability for the direction and delivery of team responsibilities • In addition to organisation structures five key strategic processes have been identified. These processes span multiple groupings and are aimed at establishing formal and accountable owners of coordination mechanisms • Five to six key senior management roles have been proposed (dependent on skill availability it may be appropriate to incorporate D within the remit of A). In addition, it is recognised that large roles do exist within the functions, and that process owners will have a significant impact on the success of BU X • The colour coding (red, amber, green) represents an initial view of current capabilities within each of the groupings. Re-skilling, training and options around FTE transfer will need to considered within the detailed design of the organisation structure Built using Basic Shape – Trapezoid Add fill effects colouring, remove line and rotate as necessary 40 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  41. e-Lab - an holistic approach to Business creation Uses simple shapes and a lot of patience!! Value to CLIENT X Provides clarity of purpose for the e-Lab, and a focus for e-strategy consistent with the goals of the Bank. All stakeholders are aware and agree on how the e-Lab will be used. Strategic intent Determine strategic purpose Processes Define key processes Ensure repeatable best practices fordeveloping e-opportunities are identified and embedded in critical projects Multiply exponentiallythe power of thinking and practice within the e-Business Unit Knowledge Knowledge creation and re-use Resource Identify resources - physical and technology Ensure resources are built and bought once, and focused for maximumproductivity Focus the right core and peripatetic roles to maximise effectiveness, learning and personal development Organisation Identify organisation Leverage entrepreneurial and third party networks to develop both partnerships and knowledge sharing Extended community External knowledge network 41 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  42. Who are the players? Take contents, place in a blank slide, change colour of highlighting box, copy and paste special Use guides to make a consistent size in the corner A significant number of the asset managers are owned by other financial services players and this is likely to impact their buying requirements, but smaller, domestic players could be an area of opportunity The ability for LTSB to provide services in this sector may be restricted by parental relationships and will probably require a focus on the stand alone fund managers… … this market is highly fragmented with a significant number of smaller players within the home market which could create an opportunity Built using excel chart as the basis and then drawing the boxes on top so that it is easier to manipulate in PowerPoint, but is still accurate Pension Fund Manager - 1.6% 100% Retail Bank - 14.3% Custodian - 13.2% Diversified Financial Services - 2.7% Fund Manager - 17.8% Survey Global assets under management Insurance Co. - 21.9% Investment Bank - 28.4% 0% Source: IMA survey, Global Investor, Datamonitor, Capco analysis 42 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  43. Appendix: Capco standard formats

  44. Cover page title:font: Arial regular 38 pt - only first letter of first word capitaltext: left and bottom aligned Presentation template left and bottom alignment of title;right margin of title Logo+tag line is usedLogo is positioned bottom right (positioning of logo is defined on the title master) left and top alignment of subtitle:right margin of subtitle September 7, 2007 Possibleclient logo Cover page subtitle:font: Arial regular 24 pt text: left aligned with cover title, top aligned with Capco logo If you need to add a client logo on the cover slide, put it to the left of the Capco logo, middle aligned with top and bottom of Capco logo No footer on cover page

  45. Guidelines for client logo on cover slide: • Position client logo to the left of the Capco logo • Space between client logo and Capco logo = half the size of the black box of the Capco logo • Client logo is middle aligned with top and bottom of Capco logo Cover slide with client logo April 15, 2006

  46. This is a slide title: default color is black • This is a body slide • default background is white • default text color is black fill out date and presentation title in the footer via the View menu - Header/footer Body slides don’t contain a Capco logo Footers: font: Arial regular 8 pt - black Info in footer: page number - Presentation title - date - Capco confidential 46 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

  47. Guidelines for the new presentation template - slide text Slide title font: Arial bold 28 pt - black square bullet • This slide defines font type, bullets, highlights for the slide title and the 3 text levels • This is an example of level 1 text • this is an example of level 2 text • this is an example of level 2 text • this is an example of level 2 text • this is an example of level 3 text • this is an example of level 3 text • Avoid font effects such as underline, shadow, emboss • This is not correct - avoid Level 1 text font: Arial bold 22 pt - black line spacing: 0.97 lines, before par. 0.3 pt bullet: square - taupe Level 2 text font: Arial regular 22 pt - black line spacing: 0.97 lines, before par. 0.2 pt bullet: square - taupe Level 3 text font: Arial regular 18 pt - black line spacing: 1 line, before par. 0 pt bullet: square - taupe 47 - PowerPoint for Consultants - 18 September 2014 - Capco confidential

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