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80% path achievable with proven technologies
BCG · 2020 · other
80% path achievable with proven technologies
80% — decarbonization path
 95% path pushes boundaries of tech and acceptance
BCG · 2020 · other
95% path pushes boundaries of tech and acceptance
95% — decarbonization path
 Technologies are largely available
BCG · 2020 · waterfall_chart
Technologies are largely available
27 — Gt CO2e
 Fear of losing competitiveness is overstated
BCG · 2020 · problem_statement
Fear of losing competitiveness is overstated
4% — Share of global GDP
 Clear economic case for action
BCG · 2020 · problem_statement
Clear economic case for action
>-30% — GDP per capita
 But: Enormous investment challenge
BCG · 2020 · geographic_map
But: Enormous investment challenge
6.1% — Investment as % of GDP
 High resilience to change
BCG · 2020 · market_landscape
High resilience to change
30-40 years — Median plant age
 Fossil fuels heavily impacted
BCG · 2020 · market_landscape
Fossil fuels heavily impacted
 Regulation needed—and protectionism?
BCG · 2020 · framework_other
Regulation needed—and protectionism?
 So what is the deal for the O&G industry?
BCG · 2020 · section_divider
So what is the deal for the O&G industry?
 Continue banking on growth in hydrocarbons?
BCG · 2020 · problem_statement
Continue banking on growth in hydrocarbons?
+10% — Oil & gas production change
 Is O&G really still an attractive sector to invest in?
BCG · 2020 · benchmark_peers
Is O&G really still an attractive sector to invest in?
 Oil & Gas share of S&P 500 is shringing...
BCG · 2020 · market_landscape
Oil & Gas share of S&P 500 is shringing...
 Which oil company will be Kodak and which one Fuji?
BCG · 2020 · case_study
Which oil company will be Kodak and which one Fuji?
 Rise of the carbon majors?
BCG · 2020 · market_sizing
Rise of the carbon majors?
$1+ trillion — Cumulative capital requirement
 The world needs lots of petroleum engineers!
BCG · 2020 · other
The world needs lots of petroleum engineers!
 Drive sustainable cost advantage with AI
BCG · executive_summary
Drive sustainable cost advantage with AI
90% — cost savings
 In an ecosystem of high uncertainty, cost management remains the top priority for executives...
BCG · context
In an ecosystem of high uncertainty, cost management remains the top priority for executives...
93% — Executive sentiment on AI for cost reduction
 AI is the next frontier of cost advantage, providing an edge on top of traditional cost levers
BCG · context
AI is the next frontier of cost advantage, providing an edge on top of traditional cost levers
 Companies can apply different technologies in the AI ecosystem to deliver sustainable cost advantage
BCG · framework_other
Companies can apply different technologies in the AI ecosystem to deliver sustainable cost advantage
 This set of technologies can be applied in four key patterns to alter the cost structure, creating a sustainable and long-term competitive advantage
BCG · framework_other
This set of technologies can be applied in four key patterns to alter the cost structure, creating a sustainable and long-term competitive advantage
 Embedding AI has significantly expanded the potential for cost reduction across industries
BCG · case_study
Embedding AI has significantly expanded the potential for cost reduction across industries
 Leading companies are driving significant cost reductions by embedding AI into broader transformation efforts focused on these four patterns
BCG · case_study
Leading companies are driving significant cost reductions by embedding AI into broader transformation efforts focused on these four patterns
€250M — cost savings
 A global CPG transformed end-to-end marketing processes enabled by AI
BCG · case_study
A global CPG transformed end-to-end marketing processes enabled by AI
€250M — Cost savings
 A global asset manager optimized customer support operations with AI
BCG · case_study
A global asset manager optimized customer support operations with AI
$100M — Cost savings
 A logistics company implemented GenAI in RFP generation and support operations
BCG · case_study
A logistics company implemented GenAI in RFP generation and support operations
30-50% — Efficiency gains
 Case example 4 – Significant field forces | An oil and gas company developed a GPT-4 tool to optimize maintenance operations
BCG · case_study
Case example 4 – Significant field forces | An oil and gas company developed a GPT-4 tool to optimize maintenance operations
40+% — maintenance efficiency
 Focus on these key watch-outs to achieve successful cost take-outs
BCG · key_takeaways
Focus on these key watch-outs to achieve successful cost take-outs
 “Cash the check” by dedicating a majority of the effort to changing processes, reorganizing people, and driving adoption
BCG · framework_other
“Cash the check” by dedicating a majority of the effort to changing processes, reorganizing people, and driving adoption
70% — Effort allocation
 Be vigilant about rising tech expenses and complexity of the application landscape as AI scales
BCG · problem_statement
Be vigilant about rising tech expenses and complexity of the application landscape as AI scales
 Ensure rigorous measurement of value and AI-enabled cost reduction targets in budgets
BCG · process_diagram
Ensure rigorous measurement of value and AI-enabled cost reduction targets in budgets
 BCG experts | Key contacts for driving sustainable cost advantage with AI
BCG · team_bio
BCG experts | Key contacts for driving sustainable cost advantage with AI
 ...or it could be the most over-hyped and unnecessary tech solution, ever
McKinsey · 2016 · other
...or it could be the most over-hyped and unnecessary tech solution, ever
 >60 nascent use cases¹ exist across multiple industries with a primary focus on financial services and cost reduction
McKinsey · 2016 · market_landscape
>60 nascent use cases¹ exist across multiple industries with a primary focus on financial services and cost reduction
60 — Number of use cases
 Capital markets experts expect different levels of disruption across asset classes, value chain components and impact levers...
McKinsey · 2016 · industry_trends
Capital markets experts expect different levels of disruption across asset classes, value chain components and impact levers...
 Although financial institutions are at different stages of experimentation, most executives believe it will take at least 18+ months to have a material impact
McKinsey · 2016 · industry_trends
Although financial institutions are at different stages of experimentation, most executives believe it will take at least 18+ months to have a material impact
50% — percentage of respondents
 Use cases in just two areas could generate ~$70B to $85B in impact but feasibility is challenging
McKinsey · 2016 · impact_sizing
Use cases in just two areas could generate ~$70B to $85B in impact but feasibility is challenging
$70B to $85B — Value generated by blockchain ($B)
 Based on the current evolution, blockchain solutions are expected to reach their full potential in the next 3 to 5 years...
McKinsey · 2016 · timeline
Based on the current evolution, blockchain solutions are expected to reach their full potential in the next 3 to 5 years...
 ...but today most executives expect the time required for blockchain to have material impact is to be 5+ years
McKinsey · 2016 · industry_trends
...but today most executives expect the time required for blockchain to have material impact is to be 5+ years
86 — % of respondents
 While revenues are up for European telcos, margins continue to decline
BCG · 2024 · industry_trends
While revenues are up for European telcos, margins continue to decline
-1.5% — Average margin change
 Rising energy costs have hindered telcos' ability to boost their margins
BCG · 2024 · industry_trends
Rising energy costs have hindered telcos' ability to boost their margins
 Four industry trends can help on margins
BCG · 2024 · industry_trends
Four industry trends can help on margins
 On the fixed side, TeBIT participants had similar levels of energy consumption
BCG · 2024 · benchmark_peers
On the fixed side, TeBIT participants had similar levels of energy consumption
24.8 — Energy consumption
 But on the mobile side, we saw a broad spread across telcos
BCG · 2024 · market_landscape
But on the mobile side, we saw a broad spread across telcos
124.0 — Energy consumption
 For data centers, we saw a broad spread in energy consumption
BCG · 2024 · data_table
For data centers, we saw a broad spread in energy consumption
33.7 — Energy consumption
 Diesel remains telcos' predominant fuel source
BCG · 2024 · industry_trends
Diesel remains telcos' predominant fuel source
64% — Fuel consumption
 Home office use remains quite high, with less commuting helping to reduce telcos' CO2 footprint
BCG · 2024 · industry_trends
Home office use remains quite high, with less commuting helping to reduce telcos' CO2 footprint
54.7 — Home office use (% of employee hours)
 By following the lead and practices of TeBIT’s top performers on sustainability, other telcos can reduce their energy consumption by some 15% to 20%. For mobile providers, the gains can be even higher
BCG · 2024 · key_takeaways
By following the lead and practices of TeBIT’s top performers on sustainability, other telcos can reduce their energy consumption by some 15% to 20%. For mobile providers, the gains can be even higher
15% to 45% — Energy consumption reduction
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