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Firms must be ready to confront a rapidly accelerating range of shocks
Bain · 2021 · context
Firms must be ready to confront a rapidly accelerating range of shocks
 MYTH 4: RESILIENCE SHOULD BE HANDLED BY THE RISK FUNCTION
Bain · 2021 · case_study
MYTH 4: RESILIENCE SHOULD BE HANDLED BY THE RISK FUNCTION
50 years — ROE performance
 We have developed the Bain Resilience Index to enable a fact-based dialogue on relative resilience
Bain · 2021 · benchmark_peers
We have developed the Bain Resilience Index to enable a fact-based dialogue on relative resilience
 We see significant variance in resilience levels amongst Nordic companies
Bain · 2021 · benchmark_peers
We see significant variance in resilience levels amongst Nordic companies
 Firms with higher risk marginally outperform across the cycle (so long as they stay afloat)
Bain · 2021 · diagnosis
Firms with higher risk marginally outperform across the cycle (so long as they stay afloat)
 ... But more resilient firms have nearly double the survival rate
Bain · 2021 · key_takeaways
... But more resilient firms have nearly double the survival rate
60% — Survival rate
 The year 2020 has led to a rebalancing of operations strategies and a doubling-down on flexibility and resilience
Bain · 2021 · industry_trends
The year 2020 has led to a rebalancing of operations strategies and a doubling-down on flexibility and resilience
60% — Strategic priority focus
 By identifying key risk factors and investing in resiliency measures, companies can develop appropriately resilient operations
Bain · 2021 · framework_2x2
By identifying key risk factors and investing in resiliency measures, companies can develop appropriately resilient operations
 To do this effectively this, companies must strike the right balance between risk and resilience
Bain · 2021 · framework_other
To do this effectively this, companies must strike the right balance between risk and resilience
 Defining your resiliency ambition
Bain · 2021 · framework_other
Defining your resiliency ambition
 Defining your priorities and setting your roadmap for change
Bain · 2021 · initiative_list
Defining your priorities and setting your roadmap for change
 Investors are increasingly conservative about capital allocation, especially for M&A and share buybacks
BCG · 2023 · key_takeaways
Investors are increasingly conservative about capital allocation, especially for M&A and share buybacks
57% — Investor support percentage
 Interest rates and Federal Reserve policy remain the number one macro risk factor for investors, followed by inflation and geopolitical risks
BCG · 2023 · industry_trends
Interest rates and Federal Reserve policy remain the number one macro risk factor for investors, followed by inflation and geopolitical risks
75 — Percentage of investors citing risk
 In making investment decisions and recommendations, investors prioritize long-term growth, followed by FCF generation and business strategy
BCG · 2023 · kpi_dashboard
In making investment decisions and recommendations, investors prioritize long-term growth, followed by FCF generation and business strategy
53% — Percentage of investors ranking factor as top-three
 Investors want financially healthy companies to continue investing in securing long-term advantage, while also delivering on short-term expectations
BCG · 2023 · key_takeaways
Investors want financially healthy companies to continue investing in securing long-term advantage, while also delivering on short-term expectations
91% — Investor sentiment
 Investors' focus on both long-term investments and short-term results remains high
BCG · 2023 · market_landscape
Investors' focus on both long-term investments and short-term results remains high
91% — Investor priority percentage
 Investors want companies to prioritize growth, protect revenue, and build financial resilience
BCG · 2023 · industry_trends
Investors want companies to prioritize growth, protect revenue, and build financial resilience
76% — Investor priority percentage
 Investors highlight an unclear growth strategy, a lack of management credibility, and high leverage as the most common causes of trapped value
BCG · 2023 · diagnosis
Investors highlight an unclear growth strategy, a lack of management credibility, and high leverage as the most common causes of trapped value
43% — Percentage of investors
 Investors’ support for acquisitions as a means of reshaping a company’s portfolio has softened since February
BCG · 2023 · key_takeaways
Investors’ support for acquisitions as a means of reshaping a company’s portfolio has softened since February
57% — Investor sentiment
 Investor support for prioritizing dividends is at a series high, but support for aggressive share repurchases remains modest
BCG · 2023 · key_takeaways
Investor support for prioritizing dividends is at a series high, but support for aggressive share repurchases remains modest
68% — Investor sentiment
 In the current environment, investors appear to be giving financially healthy companies more leeway to compromise on ESG agendas and targets
BCG · 2023 · key_takeaways
In the current environment, investors appear to be giving financially healthy companies more leeway to compromise on ESG agendas and targets
32% — Investor sentiment on ESG prioritization
 Hydrogen: Closing the cost gap
McKinsey · 2025 · cover
Hydrogen: Closing the cost gap
 The Hydrogen Council is a global CEO-led initiative with a united vision and long-term ambition for hydrogen to foster the clean energy transition
McKinsey · 2025 · context
The Hydrogen Council is a global CEO-led initiative with a united vision and long-term ambition for hydrogen to foster the clean energy transition
 Three segments comprise 34 Mt p.a. of total potential 2030 hydrogen demand in the EU, US and East Asia
McKinsey · 2025 · executive_summary
Three segments comprise 34 Mt p.a. of total potential 2030 hydrogen demand in the EU, US and East Asia
34 Mt — Hydrogen demand
 Supply-side and demand-side policies serve to close the cost gap between clean hydrogen and conventional alternatives
McKinsey · 2025 · section_divider
Supply-side and demand-side policies serve to close the cost gap between clean hydrogen and conventional alternatives
~30% — 2030 hydrogen demand
 The EU, US, Japan and Korea account for ~30% of 2030 global demand but could drive most clean uptake due to policy momentum
McKinsey · 2025 · market_landscape
The EU, US, Japan and Korea account for ~30% of 2030 global demand but could drive most clean uptake due to policy momentum
34 — Hydrogen demand (Mt p.a.)
 Emerging supply-side and demand-side policy mechanisms serve to close the clean hydrogen cost gap
McKinsey · 2025 · framework_other
Emerging supply-side and demand-side policy mechanisms serve to close the clean hydrogen cost gap
 Demand curve: Policy impact could drive up value-in-use for clean hydrogen from ~1-2 USD/kg to over 10 USD/kg for some demand segments
McKinsey · 2025 · market_landscape
Demand curve: Policy impact could drive up value-in-use for clean hydrogen from ~1-2 USD/kg to over 10 USD/kg for some demand segments
10 USD/kg — Value-in-use
 Supply costs: 2030 supply costs for clean hydrogen and derivatives in the EU, Japan, Korea, and US range from ~1-11 USD/kg H2e
McKinsey · 2025 · market_landscape
Supply costs: 2030 supply costs for clean hydrogen and derivatives in the EU, Japan, Korea, and US range from ~1-11 USD/kg H2e
1-11 — USD/kg H2e
 Each demand segment carries a specific landed supply cost based on location and sector
McKinsey · 2025 · market_landscape
Each demand segment carries a specific landed supply cost based on location and sector
 The difference between each segment's specific value-in-use and supply cost defines its competitiveness
McKinsey · 2025 · market_landscape
The difference between each segment's specific value-in-use and supply cost defines its competitiveness
34 Mt p.a. — Clean H2 demand
 The degree of clean hydrogen uptake by 2030 is contingent on a combination of policy mechanisms, underlying economics, and infrastructure enhancements
McKinsey · 2025 · section_divider
The degree of clean hydrogen uptake by 2030 is contingent on a combination of policy mechanisms, underlying economics, and infrastructure enhancements
8 — Mt p.a.
 Of the ~34 Mt p.a. of potential 2030 clean hydrogen demand, 8 Mt p.a. could carry a positive business case, 13-26 Mt p.a. requires unlocks
McKinsey · 2025 · market_sizing
Of the ~34 Mt p.a. of potential 2030 clean hydrogen demand, 8 Mt p.a. could carry a positive business case, 13-26 Mt p.a. requires unlocks
34 Mt — 2030 hydrogen demand
 Seizing Low-Hanging Fruit: About 8 Mt p.a. of 2030 clean demand with a positive business case driven by REDIII quotas in the EU and clean power policies in East Asia
McKinsey · 2025 · market_landscape
Seizing Low-Hanging Fruit: About 8 Mt p.a. of 2030 clean demand with a positive business case driven by REDIII quotas in the EU and clean power policies in East Asia
8 — Mt p.a. clean hydrogen demand
 Bridging the Gap: Up to ~13 Mt p.a. of clean hydrogen demand could be unlocked by 2030 with the scale-up of enabling infrastructure, the majority in US refining and ammonia
McKinsey · 2025 · segmentation
Bridging the Gap: Up to ~13 Mt p.a. of clean hydrogen demand could be unlocked by 2030 with the scale-up of enabling infrastructure, the majority in US refining and ammonia
13 — Mt p.a. of clean hydrogen demand
 3. High Stakes, High Rewards: An additional ~13 Mt p.a. of hydrogen and derivative demand has few clean alternatives but significant economic or infrastructure hurdles could limit adoption by 2030
McKinsey · 2025 · market_landscape
3. High Stakes, High Rewards: An additional ~13 Mt p.a. of hydrogen and derivative demand has few clean alternatives but significant economic or infrastructure hurdles could limit adoption by 2030
13 — Mt p.a. of hydrogen demand
 Unlocking additional clean hydrogen uptake by 2030 would require incremental policy and infrastructure measures
McKinsey · 2025 · strategic_options
Unlocking additional clean hydrogen uptake by 2030 would require incremental policy and infrastructure measures
100 — Abatement potential
 ~8 Mt p.a. of clean H₂ demand could have a positive business case if currently proposed policies are enacted in EU, Japan Korea, and US
McKinsey · 2025 · impact_sizing
~8 Mt p.a. of clean H₂ demand could have a positive business case if currently proposed policies are enacted in EU, Japan Korea, and US
8 — Mt p.a. of clean H2 demand
 ~13 Mt p.a. of demand requires further cost and infrastructure unlocks to make clean H₂ demand viable
McKinsey · 2025 · problem_statement
~13 Mt p.a. of demand requires further cost and infrastructure unlocks to make clean H₂ demand viable
13 Mt — Hydrogen demand
 ~13 Mt p.a. of demand is likely not viable by 2030, but requires action in the short term to unlock by 2040
McKinsey · 2025 · strategic_options
~13 Mt p.a. of demand is likely not viable by 2030, but requires action in the short term to unlock by 2040
13 Mt — Hydrogen demand
 Among active investors, most saw an opportunity to grow their portfolio; however, those who sold did so because they needed the money.
misc · 2021 · key_takeaways
Among active investors, most saw an opportunity to grow their portfolio; however, those who sold did so because they needed the money.
30% — Investor behavior
 Savings Goals Stopped Due to the COVID-19 Pandemic
misc · 2021 · problem_statement
Savings Goals Stopped Due to the COVID-19 Pandemic
45% — Savings goal contribution
 How Long It Will Take Households to Recover
misc · 2021 · market_landscape
How Long It Will Take Households to Recover
42% — Percentage of respondents
 How Much Longer COVID-19 Will Impact Our Economy
misc · 2021 · market_landscape
How Much Longer COVID-19 Will Impact Our Economy
53% — Investor sentiment on economic impact duration
 Those Optimistic about How Much Longer the Economy Will Be Impacted More Likely to be Confident and Active Investors
misc · 2021 · key_takeaways
Those Optimistic about How Much Longer the Economy Will Be Impacted More Likely to be Confident and Active Investors
37% — Optimism rate
 Pessimists about How Much Longer Our Economy Will Be Impacted Hunkering Down Financially
misc · 2021 · key_takeaways
Pessimists about How Much Longer Our Economy Will Be Impacted Hunkering Down Financially
53% — Pessimistic sentiment
 The Outlook covers five-year projections of consumer and advertiser spending data across 13 segments and 53 territories
PwC · 2023 · context
The Outlook covers five-year projections of consumer and advertiser spending data across 13 segments and 53 territories
3.47% — CAGR
 Resetting expectations, refocusing inward and recharging growth
PwC · 2023 · key_messages
Resetting expectations, refocusing inward and recharging growth
5.4% — growth rate
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