Using resources more efficiently
McKinsey&Company
Share this email > LinkedIn Twitter Facebook
McKinsey Classics | January 2018
The resource revolution
The resource revolution
Debates about natural resources seem to swing between two positions: either we must get more resources to satisfy our needs or make do with less to protect the Earth. Yet other alternatives are possible, too. McKinsey’s 2011 report on global resources offered a choice of two scenarios for the future. One, at a cost of $3.0 trillion a year, focused on increasing the supply of resources and, secondarily, on using them more productively, though only along the lines of current policy.
The other, requiring investments of $3.2 trillion a year, also called for increasing supply but included a wider range of productivity-enhancing opportunities—70 percent of which would have an internal rate of return of more than 10 percent. In addition, the opportunities in this scenario could not only meet almost 30 percent of global demand for water, energy, land, and steel but also cut carbon emissions significantly. Both scenarios rely on existing technologies.
Read our 2012 classic “Mobilizing for a resource revolution” and the underlying McKinsey report for additional information. For a more recent take, see our 2016 article “The future is now: How to win the resource revolution,” which shows that opportunities to increase resource efficiency are even greater today.
Learn about the resource revolution
LinkedIn Twitter Facebook
Related reading
Starting at the source: Sustainability in supply chains
Starting at the source: Sustainability in supply chains →
Energy 2050: Insights from the ground up
Energy 2050: Insights from the ground up →
Toward a circular economy in food
Toward a circular economy in food →
Did you miss our previous McKinsey Classics?
The halo effect, and other managerial delusions
The halo effect, and other managerial delusions
If a company does well, we assume it has good strategies, leaders, and execution. If it tanks, we think they went bad. Performance creates an impression, a halo, shaping our perceptions. Read “The halo effect, and other managerial delusions.”
See through the illusions of good performance →
LinkedIn Twitter Facebook
McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device.
Download on the AppStore ANDROID APP ON Google Play
McKinsey&Company
Follow us > LinkedIn Twitter Facebook
Copyright © 2018 | McKinsey & Company, 55 East 52nd Street, New York, New York 10022