I have the below table containing a group of 8 categories, comprising of several actions, desires actions and suggested action items. How can I present this information on Powerpoint in such a way that they are broken down by categoties and when you click on each category you can view the desired outcome as a sub-category. Each desired category has a unique numbered action number. I want to present the information in a Venn diagram to represent the crossovers of sub-categories within the categories. "Categories	Action	Desired Outcome	Suggested Action Items
1.Compensation, Recognition, and Career Progression	1	Better pay, clearer progression and promotion opportunities	Better correlation between performance and promotions
	16	Team members feel respected and valued for the work they do 	- More rewards and recognition within our team. 
	17	More recognition to staff members on completion of G2G targets. 	Management issued recognitions especially for big goals achieved
		In their own words “SGM was a mess, we just had to get through it pretty quickly and at the end recognition was only given to management.”	
	20	More recognition from QA like in the past.	We can invite QA or QC team to our meeting once a month to keep us abreast with trends.
		“At the moment the only time we hear from QA is for a learning opportunity.”	We could start sharing each other’s QA (anonymously) so we don’t make same mistake. 
	27	More recognition	More recognition allocation on Recognising our people
	29	Reduce barriers and give more opportunities to those that want it.	More desirable Sydney based roles opened to Melbourne based teams
	30	More opportunities to receive a 'Highly Achieve' in your EOY Performance review. 	Would help to equivocally state the actions per role to achieve exceed expectations. 
2. Training, Development, and Learning Support	3	They say we should have a risk mindset but in the end of the day QA focus on SOP and UG. If following your risk mindset led to a QA error, you cannot defend it. This should change.	QA should have more training like we do so they understand our decision process.
			We should build more report between QA and TM. More side by side and presence in our huddle. 
	7	QA/QC : regular updates / learning	Fortnightly within the team during team huddle
	23	More support with the deployment of Sirus and new processes	Provide POR level kind of support in the deployment of new systems and offer grace periods for QA errors
		“A lot of learn by yourself on Sirus's deployment compared to the POR support and three months grace periods during the deployment of Jarvis.“	
		“Lots of waiting for answers from SME’s as they have their own targets. Feel like I’m annoying people. Sometimes I feel like I’m wasting a lot of time doing nothing because I ‘m waiting for answers.”	
	25	Trainings should be delivered just before we have opportunities to apply what was learnt	Plan training delivery closer to go life dates
	32	More information about how the FCO academy works	A FCO academy brochure would help.
3.Standard Operating Procedures (SOP) and Process Improvement	5	We have so many SOPs, they are everywhere its confusing and takes time to find what you need. 	Now that we don’t have PORs, allocate time for reading SOPs.
			Incorporate technology.
	6	Process improvement : - Better SOPs/ UGs	Reach out to Change Champions / Risk based approach
	13	Amendments to SOP and other resources to be more user friendly and easily found.	SOP to be revamped and content to be digestible.
			Repository of systems access, guides, and recourses to be created.
	14	Reduce pressure on analyst/Senior analysts	- Bring back PORs
			- If SME is doing ADMIN work, then take them off PROD..
			- Having a direct channel to ask for guidance on complex cases that are not covered in SOP/UG (including open communication with FCC)
	19	Updated SOPs with improved clarity. 	I document for our SOPs instead of navigating through six different SOPs and User Guides while completing an alert.
	24	Better way to communicate the workarounds on Sirus.	A central, easily assessable location for Sirus updates
		“Most times we are hunting for workarounds.”	
4. Quality Assurance (QA) Process and Relationship	3	They say we should have a risk mindset but in the end of the day QA focus on SOP and UG. If following your risk mindset led to a QA error, you cannot defend it. This should change.	QA should have more training like we do so they understand our decision process.
			We should build more report between QA and TM. More side by side and presence in our huddle. 
	4	Once you get a QA it affects your decision making. There is always the risk of defensive reporting after a QA DLO which makes our work robotic and unsatisfactory	More feedback from QA instead of analyst errors. More care and leniency from QA.
	20	More recognition from QA like in the past.	We can invite QA or QC team to our meeting once a month to keep us abreast with trends.
		“At the moment the only time we hear from QA is for a learning opportunity.”	We could start sharing each other’s QA (anonymously) so we don’t make same mistake. 
5. Team Dynamics, Collaboration, and Culture	8	Team collaboration	PORs or SMEs elected to support the team. 
	9	Frequent team activity	Setting up regular team lunches
	10	Less crowded for the team glue day – making connecting a bit easier	Changing team glue day from Tues to any other day that suits the team
	12	Improved team bonding / collaboration	Establish 1 mandatory glue day per week. Team will have advance notice in the final week of the prior month.
6. Workload, Pressure, and Work Environment	14	Reduce pressure on analyst/Senior analysts	- Bring back PORs
			- If SME is doing ADMIN work, then take them off PROD..
			- Having a direct channel to ask for guidance on complex cases that are not covered in SOP/UG (including open communication with FCC)
	15	More empathy and awareness from LT/Manager regarding productivity and impacts due to personal circumstances and work pressure (including too many Sirius updates which are hard to keep track off)	- Locate more FTE in our space to assist with complex cases. 
			- Adjustment of my day timings (more timing options) to reflect the complex cases / admin work we do. 
	18	Less repetitive tasks	More decision-making responsibilities that bring out creativity
7. Operating Rhythm and Stream Efficiency	21	ECDD should be a completely different stream	End to end should be investigation to submission of SMR. 
	22	Better operating rhythm. 	Build and maintain efficiency on one stream before being moved around
	26	Better operating rhythm. 	Build and maintain efficiency on one stream before being moved around
		“We get moved around too frequently between streams. It would be nice to stay in a stream and build efficiency before moving to another stream. “	
8. Performance Metrics and Timing Adjustments	11	More accurate MyDay/Verint metrics	Manager to uplift timings
	28	More time dedicated to challenging tasks aligned with our development goals. 	Manager to uplift timings
	31	Including more timing for rework in Mayday. 	Manager to uplift timings
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