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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

Related Expertise: Culture and Change Management , Business Strategy , Corporate Strategy

Five Case Studies of Transformation Excellence

November 03, 2014  By  Lars Fæste ,  Jim Hemerling ,  Perry Keenan , and  Martin Reeves

In a business environment characterized by greater volatility and more frequent disruptions, companies face a clear imperative: they must transform or fall behind. Yet most transformation efforts are highly complex initiatives that take years to implement. As a result, most fall short of their intended targets—in value, timing, or both. Based on client experience, The Boston Consulting Group has developed an approach to transformation that flips the odds in a company’s favor. What does that look like in the real world? Here are five company examples that show successful transformations, across a range of industries and locations.

VF’s Growth Transformation Creates Strong Value for Investors

Value creation is a powerful lens for identifying the initiatives that will have the greatest impact on a company’s transformation agenda and for understanding the potential value of the overall program for shareholders.

VF offers a compelling example of a company using a sharp focus on value creation to chart its transformation course. In the early 2000s, VF was a good company with strong management but limited organic growth. Its “jeanswear” and intimate-apparel businesses, although responsible for 80 percent of the company’s revenues, were mature, low-gross-margin segments. And the company’s cost-cutting initiatives were delivering diminishing returns. VF’s top line was essentially flat, at about $5 billion in annual revenues, with an unclear path to future growth. VF’s value creation had been driven by cost discipline and manufacturing efficiency, yet, to the frustration of management, VF had a lower valuation multiple than most of its peers.

With BCG’s help, VF assessed its options and identified key levers to drive stronger and more-sustainable value creation. The result was a multiyear transformation comprising four components:

• A Strong Commitment to Value Creation as the Company’s Focus. Initially, VF cut back its growth guidance to signal to investors that it would not pursue growth opportunities at the expense of profitability. And as a sign of management’s commitment to balanced value creation, the company increased its dividend by 90 percent.
• Relentless Cost Management. VF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its businesses through initiatives in sourcing, supply chain processes, and offshoring.
• A Major Transformation of the Portfolio. To help fund its journey, VF divested product lines worth about $1 billion in revenues, including its namesake intimate-apparel business. It used those resources to acquire nearly $2 billion worth of higher-growth, higher-margin brands, such as Vans, Nautica, and Reef. Overall, this shifted the balance of its portfolio from 70 percent low-growth heritage brands to 65 percent higher-growth lifestyle brands.
• The Creation of a High-Performance Culture. VF has created an ownership mind-set in its management ranks. More than 200 managers across all key businesses and regions received training in the underlying principles of value creation, and the performance of every brand and business is assessed in terms of its value contribution. In addition, VF strengthened its management bench through a dedicated talent-management program and selective high-profile hires. (For an illustration of VF’s transformation roadmap, see the exhibit.)

The results of VF’s TSR-led transformation are apparent. 1 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. Notes: 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. The company’s revenues have grown from $7 billion in 2008 to more than $11 billion in 2013 (and revenues are projected to top $17 billion by 2017). At the same time, profitability has improved substantially, highlighted by a gross margin of 48 percent as of mid-2014. The company’s stock price quadrupled from $15 per share in 2005 to more than $65 per share in September 2014, while paying about 2 percent a year in dividends. As a result, the company has ranked in the top quintile of the S&P 500 in terms of TSR over the past ten years.

A Consumer-Packaged-Goods Company Uses Several Levers to Fund Its Transformation Journey

A leading consumer-packaged-goods (CPG) player was struggling to respond to challenging market dynamics, particularly in the value-based segments and at the price points where it was strongest. The near- and medium-term forecasts looked even worse, with likely contractions in sales volume and potentially even in revenues. A comprehensive transformation effort was needed.

To fund the journey, the company looked at several cost-reduction initiatives, including logistics. Previously, the company had worked with a large number of logistics providers, causing it to miss out on scale efficiencies.

To improve, it bundled all transportation spending, across the entire network (both inbound to production facilities and out-bound to its various distribution channels), and opened it to bidding through a request-for-proposal process. As a result, the company was able to save 10 percent on logistics in the first 12 months—a very fast gain for what is essentially a commodity service.

Similarly, the company addressed its marketing-agency spending. A benchmark analysis revealed that the company had been paying rates well above the market average and getting fewer hours per full-time equivalent each year than the market standard. By getting both rates and hours in line, the company managed to save more than 10 percent on its agency spending—and those savings were immediately reinvested to enable the launch of what became a highly successful brand.

Next, the company pivoted to growth mode in order to win in the medium term. The measure with the biggest impact was pricing. The company operates in a category that is highly segmented across product lines and highly localized. Products that sell well in one region often do poorly in a neighboring state. Accordingly, it sought to de-average its pricing approach across locations, brands, and pack sizes, driving a 2 percent increase in EBIT.

Similarly, it analyzed trade promotion effectiveness by gathering and compiling data on the roughly 150,000 promotions that the company had run across channels, locations, brands, and pack sizes. The result was a 2 terabyte database tracking the historical performance of all promotions.

Using that information, the company could make smarter decisions about which promotions should be scrapped, which should be tweaked, and which should merit a greater push. The result was another 2 percent increase in EBIT. Critically, this was a clear capability that the company built up internally, with the objective of continually strengthening its trade-promotion performance over time, and that has continued to pay annual dividends.

Finally, the company launched a significant initiative in targeted distribution. Before the transformation, the company’s distributors made decisions regarding product stocking in independent retail locations that were largely intuitive. To improve its distribution, the company leveraged big data to analyze historical sales performance for segments, brands, and individual SKUs within a roughly ten-mile radius of that retail location. On the basis of that analysis, the company was able to identify the five SKUs likely to sell best that were currently not in a particular store. The company put this tool on a mobile platform and is in the process of rolling it out to the distributor base. (Currently, approximately 60 percent of distributors, representing about 80 percent of sales volume, are rolling it out.) Without any changes to the product lineup, that measure has driven a 4 percent jump in gross sales.

Throughout the process, management had a strong change-management effort in place. For example, senior leaders communicated the goals of the transformation to employees through town hall meetings. Cognizant of how stressful transformations can be for employees—particularly during the early efforts to fund the journey, which often emphasize cost reductions—the company aggressively talked about how those savings were being reinvested into the business to drive growth (for example, investments into the most effective trade promotions and the brands that showed the greatest sales-growth potential).

In the aggregate, the transformation led to a much stronger EBIT performance, with increases of nearly $100 million in fiscal 2013 and far more anticipated in 2014 and 2015. The company’s premium products now make up a much bigger part of the portfolio. And the company is better positioned to compete in its market.

A Leading Bank Uses a Lean Approach to Transform Its Target Operating Model

A leading bank in Europe is in the process of a multiyear transformation of its operating model. Prior to this effort, a benchmarking analysis found that the bank was lagging behind its peers in several aspects. Branch employees handled fewer customers and sold fewer new products, and back-office processing times for new products were slow. Customer feedback was poor, and rework rates were high, especially at the interface between the front and back offices. Activities that could have been managed centrally were handled at local levels, increasing complexity and cost. Harmonization across borders—albeit a challenge given that the bank operates in many countries—was limited. However, the benchmark also highlighted many strengths that provided a basis for further improvement, such as common platforms and efficient product-administration processes.

To address the gaps, the company set the design principles for a target operating model for its operations and launched a lean program to get there. Using an end-to-end process approach, all the bank’s activities were broken down into roughly 250 processes, covering everything that a customer could potentially experience. Each process was then optimized from end to end using lean tools. This approach breaks down silos and increases collaboration and transparency across both functions and organization layers.

Employees from different functions took an active role in the process improvements, participating in employee workshops in which they analyzed processes from the perspective of the customer. For a mortgage, the process was broken down into discrete steps, from the moment the customer walks into a branch or goes to the company website, until the house has changed owners. In the front office, the system was improved to strengthen management, including clear performance targets, preparation of branch managers for coaching roles, and training in root-cause problem solving. This new way of working and approaching problems has directly boosted both productivity and morale.

The bank is making sizable gains in performance as the program rolls through the organization. For example, front-office processing time for a mortgage has decreased by 33 percent and the bank can get a final answer to customers 36 percent faster. The call centers had a significant increase in first-call resolution. Even more important, customer satisfaction scores are increasing, and rework rates have been halved. For each process the bank revamps, it achieves a consistent 15 to 25 percent increase in productivity.

And the bank isn’t done yet. It is focusing on permanently embedding a change mind-set into the organization so that continuous improvement becomes the norm. This change capability will be essential as the bank continues on its transformation journey.

A German Health Insurer Transforms Itself to Better Serve Customers

Barmer GEK, Germany’s largest public health insurer, has a successful history spanning 130 years and has been named one of the top 100 brands in Germany. When its new CEO, Dr. Christoph Straub, took office in 2011, he quickly realized the need for action despite the company’s relatively good financial health. The company was still dealing with the postmerger integration of Barmer and GEK in 2010 and needed to adapt to a fast-changing and increasingly competitive market. It was losing ground to competitors in both market share and key financial benchmarks. Barmer GEK was suffering from overhead structures that kept it from delivering market-leading customer service and being cost efficient, even as competitors were improving their service offerings in a market where prices are fixed. Facing this fundamental challenge, Barmer GEK decided to launch a major transformation effort.

The goal of the transformation was to fundamentally improve the customer experience, with customer satisfaction as a benchmark of success. At the same time, Barmer GEK needed to improve its cost position and make tough choices to align its operations to better meet customer needs. As part of the first step in the transformation, the company launched a delayering program that streamlined management layers, leading to significant savings and notable side benefits including enhanced accountability, better decision making, and an increased customer focus. Delayering laid the path to win in the medium term through fundamental changes to the company’s business and operating model in order to set up the company for long-term success.

The company launched ambitious efforts to change the way things were traditionally done:

• A Better Client-Service Model. Barmer GEK is reducing the number of its branches by 50 percent, while transitioning to larger and more attractive service centers throughout Germany. More than 90 percent of customers will still be able to reach a service center within 20 minutes. To reach rural areas, mobile branches that can visit homes were created.
• Improved Customer Access. Because Barmer GEK wanted to make it easier for customers to access the company, it invested significantly in online services and full-service call centers. This led to a direct reduction in the number of customers who need to visit branches while maintaining high levels of customer satisfaction.
• Organization Simplification. A pillar of Barmer GEK’s transformation is the centralization and specialization of claim processing. By moving from 80 regional hubs to 40 specialized processing centers, the company is now using specialized administrators—who are more effective and efficient than under the old staffing model—and increased sharing of best practices.

Although Barmer GEK has strategically reduced its workforce in some areas—through proven concepts such as specialization and centralization of core processes—it has invested heavily in areas that are aligned with delivering value to the customer, increasing the number of customer-facing employees across the board. These changes have made Barmer GEK competitive on cost, with expected annual savings exceeding €300 million, as the company continues on its journey to deliver exceptional value to customers. Beyond being described in the German press as a “bold move,” the transformation has laid the groundwork for the successful future of the company.

Nokia’s Leader-Driven Transformation Reinvents the Company (Again)

We all remember Nokia as the company that once dominated the mobile-phone industry but subsequently had to exit that business. What is easily forgotten is that Nokia has radically and successfully reinvented itself several times in its 150-year history. This makes Nokia a prime example of a “serial transformer.”

In 2014, Nokia embarked on perhaps the most radical transformation in its history. During that year, Nokia had to make a radical choice: continue massively investing in its mobile-device business (its largest) or reinvent itself. The device business had been moving toward a difficult stalemate, generating dissatisfactory results and requiring increasing amounts of capital, which Nokia no longer had. At the same time, the company was in a 50-50 joint venture with Siemens—called Nokia Siemens Networks (NSN)—that sold networking equipment. NSN had been undergoing a massive turnaround and cost-reduction program, steadily improving its results.

When Microsoft expressed interest in taking over Nokia’s device business, Nokia chairman Risto Siilasmaa took the initiative. Over the course of six months, he and the executive team evaluated several alternatives and shaped a deal that would radically change Nokia’s trajectory: selling the mobile business to Microsoft. In parallel, Nokia CFO Timo Ihamuotila orchestrated another deal to buy out Siemens from the NSN joint venture, giving Nokia 100 percent control over the unit and forming the cash-generating core of the new Nokia. These deals have proved essential for Nokia to fund the journey. They were well-timed, well-executed moves at the right terms.

Right after these radical announcements, Nokia embarked on a strategy-led design period to win in the medium term with new people and a new organization, with Risto Siilasmaa as chairman and interim CEO. Nokia set up a new portfolio strategy, corporate structure, capital structure, robust business plans, and management team with president and CEO Rajeev Suri in charge. Nokia focused on delivering excellent operational results across its portfolio of three businesses while planning its next move: a leading position in technologies for a world in which everyone and everything will be connected.

Nokia’s share price has steadily climbed. Its enterprise value has grown 12-fold since bottoming out in July 2012. The company has returned billions of dollars of cash to its shareholders and is once again the most valuable company in Finland. The next few years will demonstrate how this chapter in Nokia’s 150-year history of serial transformation will again reinvent the company.

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Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

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Key factors for management of global projects: a case study

2011, International Journal of Transitions and Innovation Systems

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Catarina Oliveira

necessity rather than an option. In order to improve the success of projects, organizations have been adopting specialized structures (normally called PM Offices or PMOs) that carry out the management of projects in a coordinated and centralized way. In recent years, several PMO models and functions have been proposed by many authors. The major challenge for most organizations is to decide which specific functions in a particular context should be implemented. In fact, PMO’s roles and functions, though standardized and clearly defined in literature, vary in practice. The main goal of this research was to propose a set of functions for a supportive PMO in an engineering and construction company

Rodrigo Pulido

Nkenamchi Oputa

In Africa, most oil and gas megaprojects exceed their original budget and time deadlines despite advancement in project management processes and systems. This study explored strategies project managers used for megaprojects\u27 success in the oil and gas industry in Nigeria, from the perspectives of the owner and contractor organizations. Multiple case study design was utilized to collect data by asking open-ended questions in separate interviews with 4 project managers. Archival project data was also reviewed to eliminate information incongruences. The conceptual framework for the study is the contingency theory that there is no universal management structure for every project. The data analysis approach was thematic coding. Study findings from the data analysis were aggregated into 5 themes. The 1st, 2nd, and 3rd themes include the project managers\u27 view of measures of megaproject successes, project managers\u27 strategies for managing the business environment, and the strategi...

Purpose – The purpose of this paper is to show that project success is dependent on the project management approach selected, relative to the challenges posed by the project, and to develop an analytical model for analyzing the performance of the project organization. Design/methodology/approach – The research is based on literature review, model development, interviews, and case studies.Findings – The findings define two different approaches in project management: The prescriptive approach focusses on the formal qualities of the project organization, including governing documentation and procedures. The adaptive approach focusses on the process of developing and improving a project organization, project culture and team commitment. The two approaches have been identified through studies of three different case projects. An analytical model, referred to as the Pentagon model, has been applied for analyzing the performance of the project organization and explaining the project management approach. The model focusses on five different organizational aspects: structure, technologies, culture, social relations and networks, and interaction.Research limitations/implications – The research is limited to megaprojects and to project management success.Practical implications – It is suggested that project teams consider and select their project management approach at project initiation, and accordingly decide on relevant success factors to focus on. The adapted Pentagon model can be applied to develop the project management organization and assess its performance in the course of project delivery.Originality/value – The contribution of the research is the application of the analytical model, and the identification as well as illustration of the prescriptive, vs adaptive management approach

Emil Buklaha , Michał Trocki , Mateusz Juchniewicz , Pawel Wyrozebski , Bartosz Grucza

The demand for professional expertise in project management is constantly increasing due to the progressive complication of environmental processes and the functioning of organizations of all kinds as well as arising problems through projects' execution. To meet this demand, project management is intensively developed from both the practical and scientific side. As a result, project management has become a separate field of practical and scientific knowledge which has a separate subject of study, its own theoretical foundations, using specific research methods. The development of project management is done by specialized academic centers, research institutes, professional associations, consulting firms and individual professionals. The Chair of Project Management at the Warsaw School of Economics is one of the leading centers of scientific and practical project management in Poland. The issues described in this publication cover a wide spectrum of current challenges and problems in project management. The purpose of this publication is to present the research achievements of Chair and people co-operating with it in both national and – above all – international environment of specialists in project management.

Ovees Shaikh

Edward Elgar Publishing eBooks

Vittal Anantatmula

Seweryn Spalek

Projects are widely recognized nowadays by organizations. They are part of the activities of both education providers and companies. Project management has been applied in organizations since the 1960's. However, despite garnering experience and improving on available methods, a significant number of projects (including educational ones) still fail. According to the Gartner Group's worldwide research, the percentage of unsuccessful projects (failed and challenged) as of the year 2012 was 61%. Therefore, the question, " what drives the success of the project? " , remains a fresh issue. Researchers thus undertake to continuously narrow this knowledge gap. However, as the issue is a complex one, many ideas, concepts and pieces of advice are given. In the article, based on the literature review, different approaches to projects' success are presented, discussed and systemized. The factors influencing the success of projects are identified and presented in the following areas: (1) applied methods, (2) people in projects, (3) and organizational context. Method-related issues are about utilizing tools and techniques in project management. Moreover, they cover the application of global standards while managing the projects. The discussion on the influence of the people involved in the project is not limited to human resources only. Widely recognized and fresh ideas of the Stakeholder Management concept are discussed as well. Last, but not least, the issue of the organizational context in which the projects are executed is emphasized. This matter is of high importance nowadays as the complexity and the number of managed projects has increased significantly within the last twenty years. Furthermore, the author outlines some characteristics related to the different types of projects and their associated success factors. Some advice for practitioners is given on what kind of action should be undertaken to increase the success of projects. The findings of this article can be of special interest to managers of any type of projects, including international ones where Stakeholder Management and organizational issues tend to play an important role in project success.

Project Management Development - Practice and Perspectives Project Management Development -Practice and Perspectives 8th International Scientific Conference on Project Management in the Baltic Countries CONFERENCE PROCEEDINGS

Emils Pulmanis

Project Management for Engineering, Business, and Technology

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Global Megaprojects: Lessons, Case Studies, and Expert Advice on International Megaproject Management

ISBN: 978-1-119-87521-5

January 2023

Digital Evaluation Copy

Virginia A. Greiman

The definitive guide to international megaprojects from an undisputed authority in the field

In Global Megaprojects: Lessons, Case Studies, and Expert Advice on International Megaproject Management , distinguished international megaproject researcher and consultant Virginia A. Greiman delivers a comprehensive and incisive discussion of a key topic in global infrastructure development: the international megaproject. In the book, readers will find indispensable guidance and insights from experienced megaproject experts, as well as over 20 case studies highlighting practical solutions to common and pressing issues faced by project stakeholders around the world.

This book was written to demonstrate that megaprojects can and have accomplished major economic, social, and technical advancements thought impossible but achieved by successfully confronting the challenges of the time. This book offers solutions and prescriptions for megaproject participants to overcome the complex challenges presented by these projects. It incorporates the latest evidence-based theory and a wealth of practical experience and provides a truly international perspective, showcasing viewpoints from a diverse collection of regions, cultures, and industries.

Global Megaprojects also presents:

• Thorough introductions to megaprojects and their lifecycles, including the megaproject ecosystem and the world’s emerging megaprojects
• In-depth examinations of megaproject finance and economics, including innovation and value-driven program management
• Extensive explorations of complex project leadership, including the characteristics of uncertainty, complex projects, and cross-cultural dynamics
• Comprehensive discussions of megaproject implementation management, including global delivery methodologies and strategic objective alignment

Global Megaprojects: Lessons, Case Studies, and Expert Advice on International Megaproject Management will earn a place in the libraries of project managers, policymakers, academics, contractors, engineers, suppliers, investors, and sponsors of large international projects.

Virginia A. Greiman is Assistant Professor at Boston University where she leads research on the implementation of global megaprojects. She is the author or co-author of 4 books in the areas of international law and development, megaproject management, systems engineering, and cyber law and governance. She has more than 25 years of experience in megaproject finance and implementation and has served on the 12-member executive team of America’s $14.8 billion Central Artery Tunnel Project. She provides expert advice to governments, international organizations, and private industry on meeting the challenges of infrastructure megaprojects and serves on several international megaproject advisory boards.

Top 20 Project Management Case Studies [With Examples]

Project management case study analyses showcase and compare real-life project management processes and systems scenarios. These studies shed light on the common challenges that project managers encounter on a daily basis. This helps project managers develop effective strategies, overcome obstacles, and achieve successful results. 

By leveraging project management case studies , organisations can optimise their operations by providing insights into the most effective approaches. With effective implementation of these case studies, strategies, and methodologies, ensuring successful project completion is achievable.

Criteria for Selection of Top 20 Case Studies

The top 20 case studies are selected based on significance, impact, challenges, project management strategies, and overall success. They provide diverse insights and lessons for project managers and organisations.

1. The Sydney Opera House Project

The Sydney Opera House Project is an iconic example of project management case studies as it faced multiple challenges during its construction phase. Despite facing leadership changes, budget overruns, and design failures, the project persevered and was completed in 1973, a decade later than planned. The Opera House stands as a symbol of perseverance and successful project management in the face of humankind.

2. The Airbus A380 Project

The Airbus A380 Project is a project management case study showcasing the challenges encountered during developing and producing the world’s largest commercial aircraft. The project experienced massive delays and impacted costs of more than $6 billion, with several issues arising from the manufacturing and delivery process, outsourcing, and project coordination. 

However, the Airbus A380 was successfully launched through carefully planned project management strategies, delivering a world-class aircraft that met customer expectations.

3. The Panama Canal Expansion Project 

The Panama Canal Expansion Project serves as a compelling case study, illustrating the management’s encounters in expanding the capacity of the Panama Canal. The project included multiple stakeholders, technological innovations, environmental concerns, and safety challenges. 

4. The Boston Central Artery/Tunnel Project

The Boston Central Artery/Tunnel Project serves as a project management case study of a large-scale underground tunnel construction project. It successfully addressed traffic congestion and was completed in 2007. The project was completed in 2007, with numerous hurdles delaying progress like complexity, technology failure, ballooning budgets, media scrutiny, etc.

5. The London 2012 Olympics Project

The London 2012 Olympics Project stands as a successful project management case study, showcasing the management of a large-scale international sporting event. This project involved the construction of a new sports infrastructure, event logistics and security concerns. The project was successfully accomplished, delivering a world-class event that captivated the audience.

6. The Hoover Dam Bypass Project

The Hoover Dam Bypass Project was a construction project in the United States of America that intended to alleviate traffic from the Hoover Dam by building a new bridge. Completed in 2010, the bridge spans across the Colorado River, connecting Arizona and Nevada and offers a safer and more efficient route for motorists.

7. The Golden Gate Bridge Seismic Retrofit Project

The Golden Gate Bridge Seismic Retrofit Project is a case study example constructed in San Francisco, California. Its objective was to enhance the bridge’s resilience against earthquakes and aftershocks. Completed in 2012, the project included the installation of shock absorbers and other seismic upgrades to ensure the bridge’s safety and functionality in the event of a major earthquake.

8. The Hong Kong-Zhuhai-Macau Bridge Project

The Hong Kong-Zhuhai-Macau Bridge Project is a massive case study that intends to connect Hong Kong, Zhuhai and Macau with a bridge-tunnel system of 55 kilometres. Completed in 2018, the project required massive funds, investments and innovative engineering solutions, providing a new transport link and boosting regional connectivity.

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9. The Panama Papers Investigation Project

The Panama Papers Investigation Project is a global case study of journalistic investigations into offshore tax havens. It involved leaked documents from Mossack Fonseca, a Panamanian law firm. Coordinated by the International Consortium of Investigative Journalists, the project resulted in major political and financial repercussions worldwide, garnering widespread media attention.

10. The Apple iPhone Development Project

The Apple iPhone Development Project started in 2004, aiming to create a groundbreaking mobile device. In 2007, the iPhone transformed the industry with its innovative touchscreen interface, sleek design, and advanced features. This project involved significant research, development, marketing, and supply chain management investments.

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11. The Ford Pinto Design and Launch Project

The Ford Pinto Design and Launch Project was a developmental project intended to create an affordable, fuel-efficient subcompact car. Launched in 1971, because of its fuel tank design, it became infamous for safety issues. The project was rigged for ethical and safety concerns, lawsuits, and recalls.

12. The Deepwater Horizon Oil Spill Response Project

The Deepwater Horizon Oil Spill Response Project was a response to the largest oil spill in US history, caused by an offshore drilling rig explosion in 2010. This crisis response project utilised a waterfall project management approach, where the project team followed a pattern of planning, executing, monitoring, and closing phases. 

13. The NASA Challenger Space Shuttle Disaster Project

  The NASA Challenger Disaster Project was a tragic space exploration mission in 1986, resulting in the loss of all seven crew members. Extensive investigations revealed design and safety flaws as the cause. This disaster prompted NASA to address decision-making processes and improve safety cultures.

14. The Three Gorges Dam Project

  The Three Gorges Dam Project was a large-scale infrastructure project developed in China that aimed to build the world’s largest hydroelectric dam on the Yangtze River. Completed in 2012, it encountered environmental, social, and engineering challenges. The dam currently offers power generation, flood control, and improved navigation, but it has also resulted in ecological and cultural consequences.

15. The Big Dig Project in Boston

The Big Dig Project was a transportation infrastructure project in Boston, Massachusetts, intended to replace an old elevated highway with a newer tunnel system. Completed in 2007, it serves as one of the most complex and costly construction endeavours in US history. Despite facing many delays, cost overruns and engineering challenges, the project successfully improved traffic flow and urban aesthetics but also resulted in accidents, lawsuits, and financial burdens.

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16. The Uber Disruptive Business Model Project

  The Uber Disruptive Business Model Project was a startup that introduced a new ride business model that disrupted the taxi-cab industry by connecting riders with drivers via a mobile app. Launched in 2010, this project required innovative technology, marketing and regulatory strategies and faced legal actions and ethical challenges related to labour, safety, and competition. Uber has since then dominated the market with its ride-sharing business plan.

17. The Netflix Original Content Development Project

The Netflix Original Content Development Project was an initiative created to launch its original content for its platform. This launch by the online streaming giant in 2012 was a huge success for the company. The project required huge investments in content creation, distribution and marketing and resulted in award-winning shows and films that redefined the entire entertainment industry’s business model.

18. The Tesla Electric Car Project

The Tesla Electric Car Project was a revolutionary project that aimed to compete for its electric vehicles with gasoline-powered vehicles. The project required a strong project management plan that incorporated innovation, sustainability, and stakeholder engagement, resulting in the successful launch of the Tesla Roadster in 2008 and subsequent models. Tesla has one-handedly revolutionised the entire automobile industry on its own. 

19. The Johnson & Johnson Tylenol Crisis Management Project:

The Johnson & Johnson Tylenol Crisis Management Project was a case study in crisis management in 1982. The project required quick and effective decision-making skills, stakeholder communication, and ethical leadership in response to the tampering of Tylenol capsules that led to deaths. 

20. The Airbnb Online Marketplace Platform Project  

The Airbnb Online Marketplace Platform Project was a startup that created an online platform which connected travellers with hosts offering short-term rental accommodations in flights. The project required innovative technology, user experience design and stakeholder management. Airbnb’s success has led to the disruption of the hospitality industry and inspired many other project case study examples of sharing economy platforms.

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Future Developments in Project Management

Future developments in project management include all the insights on the increased use of artificial intelligence, agile methodologies, hybrid project management approaches, and emphasis on sustainability and social responsibility, along with many more developing ideas that will address the evolving market innovations. 

Key Takeaways from the Case Studies

The project management case study examples illustrate real-life examples and the importance of project management in achieving project success. The cases show the use of innovative technologies, tools, techniques, stakeholder engagement, crisis management, and agile methodologies. 

Project Management also highlights the role of ethical leadership and social responsibility in project management. To learn more and more about case studies, upGrad, India’s leading education platform, has offered an Advanced General Management Program from IMT Ghaziabad that will equip you with in-demand management skills to keep up with the changing trends!

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Frequently Asked Questions (FAQs)

Project Management is extensive planning, executing, monitoring and closing of a project before its deadline. Project management ensures accuracy and efficiency across all organs of a project, right from its inception to its completion.

Project Management case studies are real-life examples of projects to put an insight into all the tools, techniques and methodologies it provides.

The role of a project manager is to ensure that all day-to-day responsibilities are being met by the resources deployed in a certain project. They have the authority to manage as well as lead the functioning members as well.

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Global Software Project Management: A Case Study

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• Karen Smiley 11 &
• Prateeti Mohapatra 12  

Part of the book series: Lecture Notes in Business Information Processing ((LNBIP,volume 54))

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Global software development (GSD) is a growing phenomenon in industry, including the ABB Group of companies, which has a long history of executing globally distributed development projects. Geographic and temporal separation, culturally-based misunderstandings, and language effects are well-described complications for GSD teams. These factors aggravate issues (on both a practical and a leadership level) in communication, trust, and coordination, impeding the effective sharing and management of team knowledge, and creating risks to project success. In the interest of continually improving our business performance, ABB has joined the research community in exploring these issues and ways to increase awareness and tactical support for GSD project managers. In this paper, we present aggregate findings from qualitative interviews with people across different sites in the organization, and describe how identifying, measuring, and actively managing GSD-related risks can help project managers and leaders in planning and executing projects more effectively.

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Sangwan, R., Bass, M., Nullick, N., Paulish, D.L., Kazmeier, J.: Global Software Development Handbook. Auerbach Publications, Boca Raton (2007)

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Herbsleb, J., Paulish, D.J., Bass, M.: Global software development at Siemens: Experience from nine projects. In: International Conference on Software Engineering (ICSE), St. Louis, MO, USA, May 15-21, pp. 524–533 (2005), doi:10.1109/ICSE.2005.1553598

Herbsleb, J., Mockus, A., Finholt, T.A., Grinter, R.E.: Distance, dependencies, and delay in a global collaboration. In: ACM Conference on Computer-Supported Cooperative Work (CSCW), Philadelphia, PA, USA, December 2-7, pp. 319–328 (2000), CSCW 2000 - 10.1145/358916.359003

Snipes, W., Smiley, K., Krishnan, P.M., Björndal, P.: Measuring Collaboration in Globally Distributed Software Development Teams. In: Proc. First Workshop on Human Aspects of Software Engineering (HAoSE 2009) at OOPSLA, Orlando, Florida (2009)

Basili, V.R., Caldiera, G., Rombach, H.D.: The Goal Question Metric Approach. In: Basili, V.R., Caldiera, G., Rombach, H.D. (eds.) Encyclopedia of Software Engineering. John Wiley & Sons, Inc., Chichester (1994)

Miles, M.B., Huberman, A.M.: Qualitative Data Analysis: An Expanded Sourcebook, 2nd edn. SAGE Publications, Thousand Oaks (1994)

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Bird, C., Nagappan, N., Devanbu, P., Gall, H., Murphy, B.: Does distributed development affect software quality? An empirical case study of Windows Vista. In: IEEE 31st International Conference on Software Engineering (ICSE), Vancouver, BC, Canada, May 16-24, pp. 518–528 (2009), doi:10.1109/ICSE.2009.5070550

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ABB Corporate Research, Industrial Software Systems, 940 Main Campus Drive, Raleigh, NC, 27606, United States

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ETH Zurich and Eiffel Software, 8092, Zurich, Switzerland

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Andrey Terekhov

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Björndal, P., Smiley, K., Mohapatra, P. (2010). Global Software Project Management: A Case Study. In: Nordio, M., Joseph, M., Meyer, B., Terekhov, A. (eds) Software Engineering Approaches for Offshore and Outsourced Development. SEAFOOD 2010. Lecture Notes in Business Information Processing, vol 54. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-13784-6_7

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Strategy Execution for Public Leadership

Implement a public leadership approach for long-term success..

Join Harvard Kennedy School faculty and former Pentagon Chief of Staff Eric Rosenbach to learn how to develop strategies for public leadership success.

What You'll Learn

How do you execute a strategic initiative that has a long-lasting impact? Do you know how to effectively communicate your strategic approach, gathering input and support from key stakeholders? How will you anticipate and respond to scrutiny from shareholders, news media, and the public?

Leaders in government, non-profit, and education organizations face unique challenges when it comes to making strategic, business-oriented decisions. If not thoroughly planned and executed, these decisions have real consequences with high-stakes outcomes. What can we learn from world leaders and experts who have faced these monumental decisions? How can you build a high performing team to successfully execute strategic ideas?

In Strategy Execution for Public Leadership, former United States Pentagon Chief of Staff and Assistant Secretary of Defense for Homeland Defense and Global Security Eric Rosenbach will lead you through real-life public sector challenges, showing you how a purpose-driven strategy execution framework can lead to long-term adoption and success.

This government and nonprofit leadership training online course offers the opportunity to study decisions of key public leaders, like Former United States Secretary of Defense Ash Carter, so you can better understand how to develop strategies that not only align with your organizational goals, but also gain insight into the challenges and scrutiny that come along with making public decisions. Too often, public strategies fail because leaders don’t think about execution, which is made up of leadership and management tools, as well as a team who anticipates all scenarios prior to putting your plan into place. 

Through global case studies and protagonist examples, you will explore topics that set you on a path to strengthen your public leadership skills, including leadership and team development, resource and budget planning, talent recruitment and retention, strategic communications and crisis management, and risk planning and mitigation tactics.

By the end of this leadership development course, you will not only have the tools to create a sound public strategy, but also know how to test and optimize your strategy, increase competitive advantage, and sustain long-term impact and success.

Strategy is not one-size-fits-all. Implement a public leadership approach for long-term success.

The course will be delivered via  HBS Online’s course platform  and immerse learners in real-world examples from experts at industry-leading organizations. By the end of the course, participants will be able to:

• Enhance your strategic thinking by understanding the core elements of public leadership, management, strategy, and execution
• Develop the skills to institute strategic models that align with your goals and your stakeholders
• Prepare to lead your organization to long-term success through a shared understanding of strategic direction
• Create a culture of consistency, both internally and externally, that considers core objectives, resources, and environmental factors  
• Know how to approach strategy both effectively and efficiently, incorporating feedback cycles and creating public value
• Identify weaknesses and risks, developing the skills and planning to respond in a crisis
• Develop strategic communications to effectively roll out new initiatives and anticipate shareholder and media feedback

Your Instructor

Eric Rosenbach is a Senior Lecturer in Public Policy and is the Director of the Defense, Emerging Technology, and Strategy Program at the Belfer Center for Science and International Affairs. Rosenbach teaches graduate courses in policy development, strategy execution, and national security.  As Pentagon Chief of Staff from 2015–2017, Rosenbach led and managed the execution of dozens of high-profile strategic initiatives for the largest public sector organization in the world.  As Assistant Secretary of Defense, Rosenbach was responsible for developing and executing the strategy for all aspects of the Department’s cyber activities and other key areas of defense policy. In the private sector, he led the cybersecurity practice of a global management consulting firm, advising the executives of Fortune 500 companies on strategic risk mitigation strategies.

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Leadership is a valuable skill that can be cultivated and strengthened.  Hear from the Executive Director of The American Civil Liberties Union of Texas to discover what it takes to become an effective leader at any level.

Communication errors are often cited as the primary reason that initiatives fail. Learn the best strategies for effective communications and media relations from a former United States Secretary of Defense.

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Risk prevention and mitigation is everyone’s responsibility. Explore how to assess and mitigate risks by learning about international events, including the Ebola Endemic, BP Oil Spill, and more.

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Learners who have earned a verified certificate for a HarvardX course hosted on the  edX platform  are eligible to receive a 30% discount on this course using a discount code. Discounts are not available after you've submitted payment, so if you think you are eligible for a discount on a registration, please check your email for a code or contact us .

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Focused on rising leaders who will benefit from understanding how public sector strategy and execution serves a unique purpose, and can serve as the eyes and ears on the ground to enhance adoption and strategy optimization.

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“My goal for taking the course was to better understand public program decision making. The course was thoughtfully developed and gave me the opportunity to better understand the public leadership perspective. I would recommend this course to individuals wanting a career in public leadership.”

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This public leadership training course will help executives, managers, and rising managers in the nonprofit, government, and education sectors develop and implement actionable plans and strategies that will have a lasting impact on their organizations and communities they serve. 

Online Course requirements: There are no prerequisites needed to take this online course. In order to earn a Certificate of Completion from Harvard Online, participants must thoughtfully complete all 8 modules, including satisfactory completion of the associated quizzes, by stated deadlines.

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• Prepare for this strategy execution training course for public sector leaders and rising leaders
• Understand why strategy execution is important in the public sector
• Overview of the course
• Study a case on Women in the U.S. Military
• Formulate an effective strategy to tackle any problem or opportunity and achieve your intended goals
• Learn how to use environmental scan tools like SWOT and PESTEL
• Study a case on the German Refugee Crisis
• Plan and manage your initiative’s operations to increase performance and productivity
• Learn to generate an activity list using a Work Breakdown Structure (WBS)
• Study a case on healthcare.gov
• Assess and use financial and technological tools to responsibly manage resources and maintain public trust
• Practice generating cost estimate, calculating burn rates, and comparing waterfall and agile methodologies
• Study a case on Equitable Transportation for Houston
• Learn how to strengthen your leadership skills by understanding the styles and traits of an effective leader
• Identify leadership styles and reflect on your own
• Revisit the case study on Women in the U.S. Military
• Communicate your ideas purposefully and persuasively to garner necessary support and commitment
• Learn communications strategies that align with your audience and purpose and compare the uses and roles of different communication channels
• Study the case on the Ebola Endemic in Liberia
• Assess risks and craft ways to mitigate them so that they do not derail your efforts
• Assess risks using an Impact-Probability Matrix
• Learn to match mitigation strategies to risks to create a contingency plan
• Evaluate your initiative to understand your level of impact and how to improve in the future
• Identify key aspects of the Logical Framework planning tool and learn to compare the Logical Framework planning tool to a Performance Management Plan

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Net Zero by 2050

A Roadmap for the Global Energy Sector

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About this report

The number of countries announcing pledges to achieve net zero emissions over the coming decades continues to grow. But the pledges by governments to date – even if fully achieved – fall well short of what is required to bring global energy-related carbon dioxide emissions to net zero by 2050 and give the world an even chance of limiting the global temperature rise to 1.5 °C. This special report is the world’s first comprehensive study of how to transition to a net zero energy system by 2050 while ensuring stable and affordable energy supplies, providing universal energy access, and enabling robust economic growth. It sets out a cost-effective and economically productive pathway, resulting in a clean, dynamic and resilient energy economy dominated by renewables like solar and wind instead of fossil fuels. The report also examines key uncertainties, such as the roles of bioenergy, carbon capture and behavioural changes in reaching net zero.

Summary for policy makers

Reaching net zero emissions globally by 2050 is a critical and formidable goal.

The energy sector is the source of around three-quarters of greenhouse gas emissions today and holds the key to averting the worst effects of climate change, perhaps the greatest challenge humankind has faced. Reducing global carbon dioxide (CO 2 ) emissions to net zero by 2050 is consistent with efforts to limit the long-term increase in average global temperatures to 1.5˚C. This calls for nothing less than a complete transformation of how we produce, transport and consume energy. The growing political consensus on reaching net zero is cause for considerable optimism about the progress the world can make, but the changes required to reach net zero emissions globally by 2050 are poorly understood. A huge amount of work is needed to turn today’s impressive ambitions into reality, especially given the range of different situations among countries and their differing capacities to make the necessary changes. This special IEA report sets out a pathway for achieving this goal, resulting in a clean and resilient energy system that would bring major benefits for human prosperity and well-being.

The global pathway to net zero emissions by 2050 detailed in this report requires all governments to significantly strengthen and then successfully implement their energy and climate policies. Commitments made to date fall far short of what is required by that pathway. The number of countries that have pledged to achieve net zero emissions has grown rapidly over the last year and now covers around 70% of global emissions of CO 2 . This is a huge step forward. However, most pledges are not yet underpinned by near-term policies and measures. Moreover, even if successfully fulfilled, the pledges to date would still leave around 22 billion tonnes of CO 2 emissions worldwide in 2050. The continuation of that trend would be consistent with a temperature rise in 2100 of around 2.1 °C. Global emissions fell in 2020 because of the Covid-19 crisis but are already rebounding strongly as economies recover. Further delay in acting to reverse that trend will put net zero by 2050 out of reach.

In this Summary for Policy Makers, we outline the essential conditions for the global energy sector to reach net zero CO 2 emissions by 2050. The pathway described in depth in this report achieves this objective with no offsets from outside the energy sector, and with low reliance on negative emissions technologies. It is designed to maximise technical feasibility, cost-effectiveness and social acceptance while ensuring continued economic growth and secure energy supplies. We highlight the priority actions that are needed today to ensure the opportunity of net zero by 2050 – narrow but still achievable – is not lost. The report provides a global view, but countries do not start in the same place or finish at the same time: advanced economies have to reach net zero before emerging markets and developing economies, and assist others in getting there. We also recognise that the route mapped out here is a path, not necessarily the path, and so we examine some key uncertainties, notably concerning the roles played by bioenergy, carbon capture and behavioural changes. Getting to net zero will involve countless decisions by people across the world, but our primary aim is to inform the decisions made by policy makers, who have the greatest scope to move the world closer to its climate goals.

Net zero by 2050 hinges on an unprecedented clean technology push to 2030

The path to net zero emissions is narrow: staying on it requires immediate and massive deployment of all available clean and efficient energy technologies. In the net zero emissions pathway presented in this report, the world economy in 2030 is some 40% larger than today but uses 7% less energy. A major worldwide push to increase energy efficiency is an essential part of these efforts, resulting in the annual rate of energy intensity improvements averaging 4% to 2030 – about three-times the average rate achieved over the last two decades. Emissions reductions from the energy sector are not limited to CO 2 : in our pathway, methane emissions from fossil fuel supply fall by 75% over the next ten years as a result of a global, concerted effort to deploy all available abatement measures and technologies.

Ever-cheaper renewable energy technologies give electricity the edge in the race to zero. Our pathway calls for scaling up solar and wind rapidly this decade, reaching annual additions of 630 gigawatts (GW) of solar photovoltaics (PV) and 390 GW of wind by 2030, four-times the record levels set in 2020. For solar PV, this is equivalent to installing the world’s current largest solar park roughly every day. Hydropower and nuclear, the two largest sources of low-carbon electricity today, provide an essential foundation for transitions. As the electricity sector becomes cleaner, electrification emerges as a crucial economy-wide tool for reducing emissions. Electric vehicles (EVs) go from around 5% of global car sales to more than 60% by 2030.  

Priority action: Make the 2020s the decade of massive clean energy expansion

All the technologies needed to achieve the necessary deep cuts in global emissions by 2030 already exist, and the policies that can drive their deployment are already proven.

As the world continues to grapple with the impacts of the Covid-19 pandemic, it is essential that the resulting wave of investment and spending to support economic recovery is aligned with the net zero pathway. Policies should be strengthened to speed the deployment of clean and efficient energy technologies. Mandates and standards are vital to drive consumer spending and industry investment into the most efficient technologies. Targets and competitive auctions can enable wind and solar to accelerate the electricity sector transition. Fossil fuel subsidy phase-outs, carbon pricing and other market reforms can ensure appropriate price signals. Policies should limit or provide disincentives for the use of certain fuels and technologies, such as unabated coal-fired power stations, gas boilers and conventional internal combustion engine vehicles. Governments must lead the planning and incentivising of the massive infrastructure investment, including in smart transmission and distribution grids.

Electric car sales in the net zero pathway, 2020-2030

Capacity additions of solar pv and wind in the net zero pathway, 2020-2030, energy intensity of gdp in the net zero pathway, 2020-2030, net zero by 2050 requires huge leaps in clean energy innovation.

Reaching net zero by 2050 requires further rapid deployment of available technologies as well as widespread use of technologies that are not on the market yet. Major innovation efforts must occur over this decade in order to bring these new technologies to market in time. Most of the global reductions in CO 2 emissions through 2030 in our pathway come from technologies readily available today. But in 2050, almost half the reductions come from technologies that are currently at the demonstration or prototype phase. In heavy industry and long-distance transport, the share of emissions reductions from technologies that are still under development today is even higher.

The biggest innovation opportunities concern advanced batteries, hydrogen electrolysers, and direct air capture and storage. Together, these three technology areas make vital contributions the reductions in CO 2 emissions between 2030 and 2050 in our pathway. Innovation over the next ten years – not only through research and development (R&D) and demonstration but also through deployment – needs to be accompanied by the large-scale construction of the infrastructure the technologies will need. This includes new pipelines to transport captured CO 2 emissions and systems to move hydrogen around and between ports and industrial zones.

Priority action: Prepare for the next phase of the transition by boosting innovation

Clean energy innovation must accelerate rapidly, with governments putting R&D, demonstration and deployment at the core of energy and climate policy.

Government R&D spending needs to be increased and reprioritised. Critical areas such as electrification, hydrogen, bioenergy and carbon capture, utilisation and storage (CCUS) today receive only around one-third of the level of public R&D funding of the more established low-carbon electricity generation and energy efficiency technologies. Support is also needed to accelerate the roll-out of demonstration projects, to leverage private investment in R&D, and to boost overall deployment levels to help reduce costs. Around USD 90 billion of public money needs to be mobilised globally as soon as possible to complete a portfolio of demonstration projects before 2030. Currently, only roughly USD 25 billion is budgeted for that period. Developing and deploying these technologies would create major new industries, as well as commercial and employment opportunities.

Annual CO2 emissions savings in the net zero pathway, 2030 and 2050, relative to 2020

The transition to net zero is for and about people.

A transition of the scale and speed described by the net zero pathway cannot be achieved without sustained support and participation from citizens. The changes will affect multiple aspects of people’s lives – from transport, heating and cooking to urban planning and jobs. We estimate that around 55% of the cumulative emissions reductions in the pathway are linked to consumer choices such as purchasing an EV, retrofitting a house with energy-efficient technologies or installing a heat pump. Behavioural changes, particularly in advanced economies – such as replacing car trips with walking, cycling or public transport, or foregoing a long-haul flight – also provide around 4% of the cumulative emissions reductions.

Providing electricity to around 785 million people that have no access and clean cooking solutions to 2.6 billion people that lack those options is an integral part of our pathway. Emissions reductions have to go hand-in-hand with efforts to ensure energy access for all by 2030. This costs around USD 40 billion a year, equal to around 1% of average annual energy sector investment, while also bringing major co-benefits from reduced indoor air pollution.

Some of the changes brought by the clean energy transformation may be challenging to implement, so decisions must be transparent, just and cost-effective. Governments need to ensure that clean energy transitions are people-centred and inclusive. Household energy expenditure as a share of disposable income – including purchases of efficient appliances and fuel bills – rises modestly in emerging market and developing economies in our net zero pathway as more people gain access to energy and demand for modern energy services increases rapidly. Ensuring the affordability of energy for households demands close attention: policy tools that can direct support to the poorest include tax credits, loans and targeted subsidies.

Priority action: Clean energy jobs will grow strongly but must be spread widely

Energy transitions have to take account of the social and economic impacts on individuals and communities, and treat people as active participants.

The transition to net zero brings substantial new opportunities for employment, with 14 million jobs created by 2030 in our pathway thanks to new activities and investment in clean energy. Spending on more efficient appliances, electric and fuel cell vehicles, and building retrofits and energy-efficient construction would require a further 16 million workers. But these opportunities are often in different locations, skill sets and sectors than the jobs that will be lost as fossil fuels decline. In our pathway, around 5 million jobs are lost. Most of those jobs are located close to fossil fuel resources, and many are well paid, meaning structural changes can cause shocks for communities with impacts that persist over time. This requires careful policy attention to address the employment losses. It will be vital to minimise hardships associated with these disruptions, such as by retraining workers, locating new clean energy facilities in heavily affected areas wherever possible, and providing regional aid.

Global employment in energy supply in the Net Zero Scenario, 2019-2030

An energy sector dominated by renewables.

In the net zero pathway, global energy demand in 2050 is around 8% smaller than today, but it serves an economy more than twice as big and a population with 2 billion more people. More efficient use of energy, resource efficiency and behavioural changes combine to offset increases in demand for energy services as the world economy grows and access to energy is extended to all.

Instead of fossil fuels, the energy sector is based largely on renewable energy. Two-thirds of total energy supply in 2050 is from wind, solar, bioenergy, geothermal and hydro energy. Solar becomes the largest source, accounting for one-fifth of energy supplies. Solar PV capacity increases 20-fold between now and 2050, and wind power 11-fold.

Net zero means a huge decline in the use of fossil fuels. They fall from almost four-fifths of total energy supply today to slightly over one-fifth by 2050. Fossil fuels that remain in 2050 are used in goods where the carbon is embodied in the product such as plastics, in facilities fitted with CCUS, and in sectors where low-emissions technology options are scarce.

Electricity accounts for almost 50% of total energy consumption in 2050. It plays a key role across all sectors – from transport and buildings to industry – and is essential to produce low-emissions fuels such as hydrogen. To achieve this, total electricity generation increases over two-and-a-half-times between today and 2050. At the same time, no additional new final investment decisions should be taken for new unabated coal plants, the least efficient coal plants are phased out by 2030, and the remaining coal plants still in use by 2040 are retrofitted. By 2050, almost 90% of electricity generation comes from renewable sources, with wind and solar PV together accounting for nearly 70%. Most of the remainder comes from nuclear.    

Emissions from industry, transport and buildings take longer to reduce. Cutting industry emissions by 95% by 2050 involves major efforts to build new infrastructure. After rapid innovation progress through R&D, demonstration and initial deployment between now and 2030 to bring new clean technologies to market, the world then has to put them into action. Every month from 2030 onwards, ten heavy industrial plants are equipped with CCUS, three new hydrogen-based industrial plants are built, and 2 GW of electrolyser capacity are added at industrial sites. Policies that end sales of new internal combustion engine cars by 2035 and boost electrification underpin the massive reduction in transport emissions. In 2050, cars on the road worldwide run on electricity or fuel cells. Low-emissions fuels are essential where energy needs cannot easily or economically be met by electricity. For example, aviation relies largely on biofuels and synthetic fuels, and ammonia is vital for shipping. In buildings, bans on new fossil fuel boilers need to start being introduced globally in 2025, driving up sales of electric heat pumps. Most old buildings and all new ones comply with zero-carbon-ready building energy codes. 1

Priority action: Set near-term milestones to get on track for long-term targets

Governments need to provide credible step-by-step plans to reach their net zero goals, building confidence among investors, industry, citizens and other countries.

Governments must put in place long-term policy frameworks to allow all branches of government and stakeholders to plan for change and facilitate an orderly transition. Long-term national low-emissions strategies, called for by the Paris Agreement, can set out a vision for national transitions, as this report has done on a global level. These long-term objectives need to be linked to measurable short-term targets and policies. Our pathway details more than 400 sectoral and technology milestones to guide the global journey to net zero by 2050.  

There is no need for investment in new fossil fuel supply in our net zero pathway

Beyond projects already committed as of 2021, there are no new oil and gas fields approved for development in our pathway, and no new coal mines or mine extensions are required. The unwavering policy focus on climate change in the net zero pathway results in a sharp decline in fossil fuel demand, meaning that the focus for oil and gas producers switches entirely to output – and emissions reductions – from the operation of existing assets. Unabated coal demand declines by 98% to just less than 1% of total energy use in 2050. Gas demand declines by 55% to 1 750 billion cubic metres and oil declines by 75% to 24 million barrels per day (mb/d), from around 90 mb/d in 2020.

Clean electricity generation, network infrastructure and end-use sectors are key areas for increased investment. Enabling infrastructure and technologies are vital for transforming the energy system. Annual investment in transmission and distribution grids expands from USD 260 billion today to USD 820 billion in 2030. The number of public charging points for EVs rises from around 1 million today to 40 million in 2030, requiring annual investment of almost USD 90 billion in 2030. Annual battery production for EVs leaps from 160 gigawatt-hours (GWh) today to 6 600 GWh in 2030 – the equivalent of adding almost 20 gigafactories 2  each year for the next ten years. And the required roll-out of hydrogen and CCUS after 2030 means laying the groundwork now: annual investment in CO 2 pipelines and hydrogen-enabling infrastructure increases from USD 1 billion today to around USD 40 billion in 2030.

Priority action: Drive a historic surge in clean energy investment

Policies need to be designed to send market signals that unlock new business models and mobilise private spending, especially in emerging economies.

Accelerated delivery of international public finance will be critical to energy transitions, especially in developing economies, but ultimately the private sector will need to finance most of the extra investment required. Mobilising the capital for large-scale infrastructure calls for closer co operation between developers, investors, public financial institutions and governments. Reducing risks for investors will be essential to ensure successful and affordable clean energy transitions. Many emerging market and developing economies, which rely mainly on public funding for new energy projects and industrial facilities, will need to reform their policy and regulatory frameworks to attract more private finance. International flows of long-term capital to these economies will be needed to support the development of both existing and emerging clean energy technologies.

Clean energy investment in the net zero pathway, 2016-2050

An unparalleled clean energy investment boom lifts global economic growth.

Total annual energy investment surges to USD 5 trillion by 2030, adding an extra 0.4 percentage point a year to annual global GDP growth, based on our joint analysis with the International Monetary Fund. This unparalleled increase – with investment in clean energy and energy infrastructure more than tripling already by 2030 – brings significant economic benefits as the world emerges from the Covid-19 crisis. The jump in private and government spending creates millions of jobs in clean energy, including energy efficiency, as well as in the engineering, manufacturing and construction industries. All of this puts global GDP 4% higher in 2030 than it would be based on current trends.

Governments have a key role in enabling investment-led growth and ensuring that the benefits are shared by all. There are large differences in macroeconomic impacts between regions. But government investment and public policies are essential to attract large amounts of private capital and to help offset the declines in fossil fuel income that many countries will experience. The major innovation efforts needed to bring new clean energy technologies to market could boost productivity and create entirely new industries, providing opportunities to locate them in areas that see job losses in incumbent industries. Improvements in air quality provide major health benefits, with 2 million fewer premature deaths globally from air pollution in 2030 than today in our net zero pathway. Achieving universal energy access by 2030 would provide a major boost to well-being and productivity in developing economies.

New energy security concerns emerge, and old ones remain

The contraction of oil and natural gas production will have far-reaching implications for all the countries and companies that produce these fuels. No new oil and natural gas fields are needed in our pathway, and oil and natural gas supplies become increasingly concentrated in a small number of low-cost producers. For oil, the OPEC share of a much-reduced global oil supply increases from around 37% in recent years to 52% in 2050, a level higher than at any point in the history of oil markets. Yet annual per capita income from oil and natural gas in producer economies falls by about 75%, from USD 1 800 in recent years to USD 450 by the 2030s, which could have knock-on societal effects. Structural reforms and new sources of revenue are needed, even though these are unlikely to compensate fully for the drop in oil and gas income. While traditional supply activities decline, the expertise of the oil and natural gas industry fits well with technologies such as hydrogen, CCUS and offshore wind that are needed to tackle emissions in sectors where reductions are likely to be most challenging.

The energy transition requires substantial quantities of critical minerals, and their supply emerges as a significant growth area. The total market size of critical minerals like copper, cobalt, manganese and various rare earth metals grows almost sevenfold between 2020 and 2030 in the net zero pathway. Revenues from those minerals are larger than revenues from coal well before 2030. This creates substantial new opportunities for mining companies. It also creates new energy security concerns, including price volatility and additional costs for transitions, if supply cannot keep up with burgeoning demand.

The rapid electrification of all sectors makes electricity even more central to energy security around the world than it is today. Electricity system flexibility – needed to balance wind and solar with evolving demand patterns – quadruples by 2050 even as retirements of fossil fuel capacity reduce conventional sources of flexibility. The transition calls for major increases in all sources of flexibility: batteries, demand response and low-carbon flexible power plants, supported by smarter and more digital electricity networks. The resilience of electricity systems to cyberattacks and other emerging threats needs to be enhanced.

Priority action: Address emerging energy security risks now

Ensuring uninterrupted and reliable supplies of energy and critical energy-related commodities at affordable prices will only rise in importance on the way to net zero.

The focus of energy security will evolve as reliance on renewable electricity grows and the role of oil and gas diminishes. Potential vulnerabilities from the increasing importance of electricity include the variability of supply and cybersecurity risks. Governments need to create markets for investment in batteries, digital solutions and electricity grids that reward flexibility and enable adequate and reliable supplies of electricity. The growing dependence on critical minerals required for key clean energy technologies calls for new international mechanisms to ensure both the timely availability of supplies and sustainable production. At the same time, traditional energy security concerns will not disappear, as oil production will become more concentrated.

Critical minerals demand in the net zero pathway, 2020-2050

Oil supply in the net zero pathway, 2020-2050, international co-operation is pivotal for achieving net zero emissions by 2050.

Making net zero emissions a reality hinges on a singular, unwavering focus from all governments – working together with one another, and with businesses, investors and citizens. All stakeholders need to play their part. The wide-ranging measures adopted by governments at all levels in the net zero pathway help to frame, influence and incentivise the purchase by consumers and investment by businesses. This includes how energy companies invest in new ways of producing and supplying energy services, how businesses invest in equipment, and how consumers cool and heat their homes, power their devices and travel.

Underpinning all these changes are policy decisions made by governments. Devising cost-effective national and regional net zero roadmaps demands co-operation among all parts of government that breaks down silos and integrates energy into every country’s policy making on finance, labour, taxation, transport and industry. Energy or environment ministries alone cannot carry out the policy actions needed to reach net zero by 2050.

Changes in energy consumption result in a significant decline in fossil fuel tax revenues. In many countries today, taxes on diesel, gasoline and other fossil fuel consumption are an important source of public revenues, providing as much as 10% in some cases. In the net zero pathway, tax revenue from oil and gas retail sales falls by about 40% between 2020 and 2030. Managing this decline will require long-term fiscal planning and budget reforms.

The net zero pathway relies on unprecedented international co-operation among governments, especially on innovation and investment. The IEA stands ready to support governments in preparing national and regional net zero roadmaps, to provide guidance and assistance in implementing them, and to promote international co-operation to accelerate the energy transition worldwide. 

Priority action: Take international co-operation to new heights

This is not simply a matter of all governments seeking to bring their national emissions to net zero – it means tackling global challenges through co-ordinated actions.

Governments must work together in an effective and mutually beneficial manner to implement coherent measures that cross borders. This includes carefully managing domestic job creation and local commercial advantages with the collective global need for clean energy technology deployment. Accelerating innovation, developing international standards and co-ordinating to scale up clean technologies needs to be done in a way that links national markets. Co-operation must recognise differences in the stages of development of different countries and the varying situations of different parts of society. For many rich countries, achieving net zero emissions will be more difficult and costly without international co-operation. For many developing countries, the pathway to net zero without international assistance is not clear. Technical and financial support is needed to ensure deployment of key technologies and infrastructure. Without greater international co-operation, global CO 2 emissions will not fall to net zero by 2050. 

Global energy-related CO2 emissions in the net zero pathway and Low International Cooperation Case, 2010-2090

A zero-carbon-ready building is highly energy efficient and either uses renewable energy directly or uses an energy supply that will be fully decarbonised by 2050, such as electricity or district heat.

Battery gigafactory capacity assumption = 35 gigawatt-hours per year.

Reference 1

Reference 2, related net zero reports.

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Protecting people from a changing climate: The case for resilience

About the authors.

This article is a collaborative effort by Harry Bowcott , Lori Fomenko, Alastair Hamilton , Mekala Krishnan , Mihir Mysore , Alexis Trittipo, and Oliver Walker.

The United Nations’ 2021 Intergovernmental Panel on Climate Change (IPCC) report stated —with higher confidence than ever before—that, without meaningful decarbonization, global temperatures will rise to at least 1.5°C above preindustrial levels within the next two decades. 1 Climate change 2021: The physical science basis , Intergovernmental Panel on Climate Change (IPCC), August 2021, ipcc.ch. This could have potentially dangerous and irreversible effects. A better understanding of how a changing climate could affect people around the world is a necessary first step toward defining solutions for protecting communities and building resilience. 2 For further details on how a changing climate will impact a range of socioeconomic systems, see “ Climate risk and response: Physical hazards and socioeconomic impacts ,” McKinsey Global Institute, January 16, 2020.

As part of our knowledge partnership with Race to Resilience at the UN Climate Change Conference of the Parties (COP26) in Glasgow, we have built a detailed, global assessment of the number of people exposed to four key physical climate hazards, primarily under two different warming scenarios. This paper lays out our methodology and our conclusions from this independent assessment.

A climate risk analysis focused on people: Our methodology in brief

Our research consists of a global analysis of the exposure of people’s lives and livelihoods to multiple hazards related to a changing climate. This analysis identifies people who are potentially vulnerable to four core climate hazards—heat stress, urban water stress, agricultural drought, and riverine and coastal flooding—even if warming is kept within 2.0°C above preindustrial levels.

Our methodology

The study integrates climate and socioeconomic data sources at a granular level to evaluate exposure to climate hazards. We used an ensemble mean of a selection of Coupled Model Intercomparison Project Phase 5 (CMIP5) global climate models under Representative Concentration Pathway (RCP) 8.5 —using a Shared Socioeconomic Pathway (SSP2) for urban water stress—with analysis conducted under two potential warming scenarios: global mean temperature increases above preindustrial levels of 1.5°C and 2.0°C. We sometimes use the shorthand of “1.5°C warming scenario” and “2.0°C warming scenario” to describe these scenarios. Our modeling of temperatures in 2030 refers to a multidecadal average between 2021 and 2040. When we say 2050, we refer to a multidecadal average between 2041 and 2060. These are considered relative to a reference period, which is dependent on hazard basis data availability (which we sometimes refer to as “today”).

We built our analysis by applying 2030 and 2050 population-growth projections to our 1.5°C and 2.0°C warming scenarios, respectively. This amount of warming by those time periods is consistent with an RCP 8.5 scenario, relative to the preindustrial average. Climate science makes extensive use of scenarios. We chose a higher emissions scenario of RCP 8.5 to measure the full inherent risk from a changing climate. Research also suggests that cumulative historical emissions, which indicate the actual degree of warming, have been in line with RCP 8.5. 1 For further details, see “ Climate risk and response ,” January 16, 2020, appendix; see also Philip B. Duffy, Spencer Glendon, and Christopher R. Schwalm, “RCP8.5 tracks cumulative CO2 emissions,” Proceedings of the National Academy of Sciences of the United States of America (PNAS) , August 2020, Volume 117, Number 33, pp. 19656–7, pnas.org. In some instances, we have also considered a scenario in which decarbonization actions limit warming and 1.5°C of warming relative to the preindustrial levels is only achieved in 2050, rather than in 2030. For our analysis we used models which differ to some extent on their exact amount of warming and timing, even across the same emissions scenario (RCP 8.5). Naturally, all forward-looking climate models are subject to uncertainty, and taking such an ensemble approach to our model allows us to account for some of that model uncertainty and error. 2 For a more detailed discussion of these uncertainties, see chapter 1 of “ Climate risk and response: Physical hazards and socioeconomic impacts ,” McKinsey Global Institute, January 16, 2020. However, the mean amount of warming typically seen across our ensemble of models is approximately 1.5°C by 2030 and 2.0°C by 2050.

Our analysis consisted of three major steps (see technical appendix for details on our methodology):

First, we divided the surface of the planet into a grid composed of five-kilometer cells, with climate hazards and socioeconomic data mapped for each cell.

Second, in each of those cells, we combined climate and socioeconomic data to estimate the number and vulnerability of people likely to be exposed to climate hazards. These data were categorized on the basis of severity and classified on the basis of exposure to one or more hazards at the grid-cell level.

Third, taking into account people’s vulnerability, we examined the potential impact of our four core hazards on the current and future global population. To do this, we assessed, globally, the number and vulnerability of people affected by different types and severities of hazards. We then aggregated the data from each cell up to the subnational, national, subcontinental, continental, and global levels to allow for comparison across countries.

It’s important to note that we carefully selected these four hazards because they capture the bulk of hazards likely to affect populations on a global scale. We did not account for a range of other hazards such as wildfires, extreme cold, and snow events. Further, our analysis accounts only for first-order effects of climate hazards and does not take into account secondary or indirect effects, which can have meaningful impact. Drought, for example, can lead to higher food prices and even migration—none of which are included in our analysis. Thus, the number of people affected by climate hazards is potentially underestimated in this work.

A focus on four main climate hazards

For our study, we used global data sets covering four key hazards: heat stress, urban water stress, agricultural drought, and riverine and coastal flooding. We relied on data from a selection of CMIP5 climate models, unless otherwise specified. For further details, see the technical appendix.

Heat stress

Heat stress can have meaningful impacts on lives and livelihoods as the climate changes. Heat stress is measured using wet-bulb temperature, which combines heat and humidity. We assess heat stress in the form of acute exposure to humid heat-wave occurrence as well as potential chronic loss in effective working hours, both of which depend on daily wet-bulb temperatures. Above a wet-bulb temperature of 35°C, heat stress can be fatal.

Acute humid heat waves are defined by the average wet-bulb temperature of the hottest six-hour period during a rolling three-day period in which the daily maximum wet-bulb temperature exceeds 34°C for three consecutive days. 3 Analysis of lethal heat waves in our previous McKinsey Global Institute report (see “ Climate risk and response ,” January 16, 2020) was limited to urban populations, and the temperature threshold was set to 34°C wet-bulb temperature under the assumption that the true wet-bulb temperature would actually be 35°C due to an additional 1°C from the urban heat-island effect. Heat-wave occurrence was calculated for each year for both a reference time period 4 The reference period for heat stress refers to the average between 1998 and 2017. and our two future time periods and translated into annual probabilities. Exposure was defined as anyone living in either an urban or rural location with at least a 2 percent annual probability of experiencing such a humid heat wave in any given year. Acute humid heat waves of 34°C or higher can be detrimental to health, even for a healthy and well-hydrated human resting in the shade, because the body begins to struggle with core body-temperature regulation and the likelihood of experiencing a heat stroke increases.

Chronic heat stress was assessed for select livelihoods and defined by processing daily mean air temperature and relative humidity data into a heat index and translating that into the fraction of average annual effective working hours lost due to heat exposure. This calculation was conducted following the methods of John P. Dunne et al., 5 John P. Dunne, Ronald J. Stouffer, and Jasmin G. John, “Reductions in labour capacity from heat stress under climate warming,” Nature Climate Change , 2013, Volume 3, Number 6, pp. 563–6, nature.com. using empirically corrected International Organization for Standardization (ISO) heat-exposure standards from Josh Foster et al. 6 Josh Foster et al., “A new paradigm to quantify the reduction of physical work capacity in the heat,” Medicine and Science in Sports and Exercise , 2019, Volume 51, Number 6S, p. 15, journals.lww.com.

We combined groups of people who were exposed to both chronic and acute heat stress to assess the aggregate number of people exposed. Heat stress can affect livelihoods, particularly for those employed in outdoor occupations, most prominently because an increased need for rest and a reduction in the body’s efficiency reduce effective working hours. Therefore, our analysis of potential exposure to chronic heat stress was limited to people estimated to be working in agriculture, crafts and trades, elementary, factory-based, and manufacturing occupations likely to experience at least a 5 percent loss of effective working hours on average annually. We excluded managers, professional staff, and others who are more likely to work indoors, in offices, or in other cooled environments from this analysis.

Urban water stress

Urban water stress 7 The reference period for water stress refers to the average between 1950 and 2010. often occurs in areas in which demand for water from residents, local industries, municipalities, and others exceeds the available supply. This issue can become progressively worse over time as demand for water continues to increase and supply either remains constant, decreases due to a changing climate, or even increases but not quickly enough to match demand. This can reduce urban residents’ access to drinking water or slow production in urban industry and agriculture.

Our analysis of water stress is limited to urban areas partially because water stress is primarily a demand-driven issue that is more influenced by socioeconomic factors than by changes in climate. We also wanted to avoid methodological overlap with our agricultural drought analysis, which mostly focused on rural areas.

We define urban water stress as the ratio of water demand to supply for urban areas globally. We used World Resources Institute (WRI) data for baseline water stress today and the SSP2 scenario for future water stress outlooks, where 2030 represents the 1.5°C warming scenario and 2040 represents the 2.0°C warming scenario. We only considered severe water stress, defined as withdrawals of 80 percent or more of the total supply, which WRI classifies as “extremely high” water stress.

We make a distinction for “most severe” urban water stress, defined as withdrawals of more than 100 percent of the total supply, to show how many people could be affected by water running out—a situation that will require meaningful interventions to avoid. However, for the sake of the overall exposure analysis, people exposed to the most severe category are considered to be exposed to “severe” water stress unless otherwise noted (exhibit).

Agricultural drought

Agricultural drought 8 The reference period for agricultural drought refers to the average between 1986 and 2005. is a slow-onset hazard defined by a period of months or years that is dry relative to a region’s normal precipitation and soil-moisture conditions, specifically, anomalously dry soils in areas where crops are grown. Drought can inhibit plant growth and reduce plant production, potentially leading to poor yields and crop failures. For more details, see the technical appendix.

Riverine and coastal flooding

We define flooding as the presence of water at least one centimeter deep on normally dry land. We analyze two types of flooding here: riverine flooding from rivers bursting their banks and coastal flooding from storm surges and rising sea levels pushing water onto coastal land. Both coastal and riverine flooding can damage property and infrastructure. In severe cases, they could lead to loss of life. 9 The reference period for riverine flooding refers to the average between 1960 and 1999; the reference period for coastal flooding refers to the average between 1979 and 2014. For more details, see the technical appendix.

Based on a combination of frequency and intensity metrics, we estimated three severity levels of each climate hazard: mild, moderate, and severe (exhibit).

Even when we only look at first-order effects, it is clear that building resilience and protecting people from climate hazards are critical. Our analysis provides data that may be used to identify the areas of highest potential exposure and vulnerability and to help build a case for investing in climate resilience on a global scale.

Our findings suggest the following conclusions:

• Under a scenario with 1.5°C of warming above preindustrial levels by 2030, almost half of the world’s population could be exposed to a climate hazard related to heat stress, drought, flood, or water stress in the next decade, up from 43 percent today 3 Climate science makes extensive use of scenarios; we have chosen Representative Concentration Pathway (RCP) 8.5 and a multimodel ensemble to best model the full inherent risk absent mitigation and adaption. Scenario 1 consists of a mean global temperature rise of 1.5°C above preindustrial levels, which is reached by about 2030 under this RCP; Scenario 2 consists of a mean global temperature rise of 2.0°C above preindustrial levels, reached around 2050 under this RCP. Following standard practice, future estimates for 2030 and 2050 represent average climatic behavior over multidecadal periods: 2030 represents the average of the 2021–2040 period, and 2050 represents the average of the 2041–2060 period. We also compare results with today, also based on multidecadal averages, which differ by hazard. For further details, see technical appendix. —and almost a quarter of the world’s population would be exposed to severe hazards. (For detailed explanations of these hazards and how we define “severe,” see sidebar “A climate risk analysis focused on people: Our methodology in brief.”)
• Indeed, as severe climate events become more common, even in a scenario where the world reaches 1.5°C of warming above preindustrial levels by 2050 rather than 2030, nearly one in four people could be exposed to a severe climate hazard that could affect their lives or livelihoods.
• Climate hazards are unevenly distributed. On average, lower-income countries are more likely to be exposed to certain climate hazards compared with many upper-income countries, primarily due to their geographical location but also to the nature of their economies. (That said, both warming scenarios outlined here are likely to expose a larger share of people in nearly all nations to one of the four modeled climate hazards compared with today.) Those who fall within the most vulnerable categories are also more likely to be exposed to a physical climate hazard.

These human-centric data can help leaders identify the best areas of focus and the scale of response needed to help people—particularly the most vulnerable—build their climate resilience.

A larger proportion of the global population could be exposed to a severe climate hazard compared with today

Under a scenario with 1.5°C of warming above preindustrial levels by 2030, almost half of the world’s population—approximately 5.0 billion people—could be exposed to a climate hazard related to heat stress, drought, flood, or water stress in the next decade, up from 43 percent (3.3 billion people) today.

In much of the discussion below, we focus on severe climate hazards to highlight the most significant effects from a changing climate. We find that regardless of whether warming is limited to 1.5°C or reaches 2.0°C above preindustrial levels by 2050, severe hazard occurrence is likely to increase, and a much larger proportion of the global population could be exposed compared with today (Exhibit 1).

This proportion could more than double, with approximately one in three people likely to be exposed to a severe hazard under a 2.0°C warming scenario by 2050, compared with an estimated one in six exposed today. This amounts to about 2.0 billion additional people likely to be exposed by 2050. Even in a scenario where aggressive decarbonization results in just 1.5°C of warming above preindustrial levels by 2050, the number of people exposed to severe climate hazards could still increase to nearly one in four of the total projected global population, compared with one in six today.

One-sixth of the total projected global population, or about 1.4 billion people, could be exposed to severe heat stress, either acute (humid heat waves) or chronic (lost effective working hours), under a 2.0°C warming scenario above preindustrial levels by 2050, compared with less than 1 percent, or about 0.1 billion people, likely to be exposed today (Exhibit 2).

Our results suggest that both the severity and the geographic reach of severe heat stress may increase to affect more people globally, despite modeled projections of population growth, population shifts from rural to urban areas, and economic migration. Our analysis does not attempt to account for climate-change-related migration or resilience interventions, which could decrease exposure by either forcing people to move away from hot spots or mitigating impacts from severe heat stress.

For those with livelihoods affected by severe chronic heat stress, it could become too hot to work outside during at least 25 percent of effective working hours in any given year. This would likely affect incomes and might even require certain industries to rethink their operations and the nature of workers’ roles. For outdoor workers, extreme heat exposure could also result in chronic exhaustion and other long-term health issues. Heat stress can cause reductions in worker productivity and hours worked due to physiological limits on the human body, as well as an increased need for rest.

We have already seen some of the impacts of acute heat stress in recent years. In the summer of 2010 in Russia, tens of thousands of people died of respiratory illness or heat stress during a large heat-wave event in which temperatures rose to more than 10°C (50°F) higher than average temperatures for those dates. One academic study claims “an approximate 80 percent probability” that the new record high temperature “would not have occurred without climate warming.” 4 Dim Coumou and Stefan Rahmstorf, “Increase of extreme events in a warming world,” Proceedings of the National Academy of Sciences of the United States of America (PNAS) , November 2011, Volume 108, Number 44, pp. 17905–9, pnas.org. To date these impacts have been isolated events, but the potential impact of heat stress on a much broader scale is possible in a 1.5°C or 2.0°C warming scenario in the coming decades.

While we did not assess second-order impacts, they could also be meaningful. Secondary impacts from heat stress may include loss of power, and therefore air conditioning, due to greater stress on electrical grids during acute heat waves, 5 Sofia Aivalioti, Electricity sector adaptation to heat waves , Sabin Center for Climate Change Law, Columbia University, 2015, academiccommons.columbia.edu. increased stress on hospitals due to increased emergency room visits and admission rates primarily during acute heat-stress events, 6 Climate change and extreme heat events , Centers for Disease Control and Prevention, 2015, cdc.gov. and migration driven primarily by impacts from chronic heat stress. 7 Mariam Traore Chazalnoël, Dina Ionesco, and Eva Mach, Extreme heat and migration , International Organization for Migration, United Nations, 2017, environmentalmigration.iom.int.

The rate of growth in global urban water demand is highly likely to outpace that of urban water supply under future warming and socioeconomic pathway scenarios, compared with the overall historical baseline period (1950–2010). In most geographies, this problem is primarily caused not by climate change but by population growth and a corresponding growth in demand for water. However, in some geographies, urban water stress can be exacerbated by the impact of climate change on water supply. In a 2.0°C warming scenario above preindustrial levels by 2050, about 800 million additional people could be living in urban areas under severe water stress compared with today (Exhibit 3). This could result in lack of access to water supplies for drinking, washing and cleaning, and maintaining industrial operations. In some areas, this could make a case for investment in infrastructure such as pipes and desalination plants to make up for the deficit.

Agricultural drought is most likely to directly affect people employed in the agricultural sector: in conditions of anomalously dry soils, plants do not have an adequate water supply, which inhibits plant growth and reduces production. This in turn could have adverse impacts on agricultural livelihoods.

In a scenario with warming 2.0°C above preindustrial levels by 2050, nearly 100 million people—or approximately one in seven of the total global rural population projected to be employed in the agricultural sector by 2050—could be exposed to a severe level of drought, defined as an average of seven to eight drought years per decade. This could severely diminish people’s ability to maintain a livelihood in rainfed agriculture. Additional irrigation would be required, placing further strain on water demand, and yields could still be reduced if exposed to other heat-related hazards.

While our analysis focused on the first-order effects of agricultural drought, the real-world impact could be much larger. Meaningful second-order effects of agricultural drought include reduced access to drinking water and widespread malnutrition. In addition, drought in regions with insufficient aid can cause infectious disease to spread.

Further, although our analysis did not cover food security, many other studies have posited that if people are unable to appropriately adapt, this level of warming would raise the risk of breadbasket failures and could lead to higher food prices. 8 For more on how a changing climate might affect global breadbaskets, see “ Will the world’s breadbaskets become less reliable? ,” McKinsey Global Institute, May 18, 2020.

Primarily as a result of surging demand exacerbated by climate change, 9 Salvatore Pascale et al., “Increasing risk of another Cape Town ‘Day Zero’ drought in the 21st century, Proceedings of the National Academy of Sciences of the United States of America (PNAS) , November 2020, Volume 117, Number 47, pp. 29495–503, pnas.org. Cape Town, South Africa, a semi-arid country, recently experienced a water shortage. From 2015 to 2018, unusually high temperatures contributed to higher rates of evaporation with less refresh due to low rainfall, contributing to decline in water reserves which fell to the point of emergency 10 “Cape Town’s Water is Running Out,” NASA Earth Observatory, January 14, 2018, earthobservatory.nasa.gov. —by January 2018, about 4.3 million residents of South Africa had endured years of constant restrictions on water use in both urban and agricultural settings. Area farmers recorded losses, and many agricultural workers lost their jobs. In the city, businesses were hit with steep water tariffs, jobs were lost, and residents had to ration water.

Under a scenario with warming 2.0°C above preindustrial levels by 2050, about 400 million people could be exposed to severe riverine or coastal flooding, which may breach existing defenses in place today. As the planet warms, patterns of flooding are likely to shift. This could lead to decreased flood depth in some regions and increases likely beyond the capacity of existing defenses in others.

Riverine floods can disrupt travel and supply chains, damage homes and infrastructure, and even lead to loss of life in extreme cases. The most vulnerable are likely to be disproportionately affected—fragile homes in informal coastal settlements are highly vulnerable to flood-related damages.

This analysis does not account for the secondary impacts of floods that may affect people. In rural areas, floods could cause the salinity of soil to increase, which in turn could damage agricultural productivity. Flooding could also make rural roads impassable, limiting residents’ ability to evacuate and their access to emergency response. Major floods sometimes lead to widespread impacts caused by population displacement, healthcare disruptions, food supply disruptions, drinking-water contamination, psychological trauma, and the spread of respiratory and insect-borne disease. 11 Christopher Ohl and Sue Tapsell, “Flooding and human health: The dangers posed are not always obvious,” British Medical Journal (BMJ) , 2000, Volume 321, Number 7270, pp. 1167–8, bmj.com; Shuili Du, C.B. Bhattacharya, and Sankar Sen, “Maximizing business returns to corporate social responsibility (CSR): The role of CSR communication,” International Journal of Management Reviews (IJMR) , 2010, Volume 12, Number 1, pp. 8–19, onlinelibrary.wiley.com. The severity of these impacts varies meaningfully across geographic and socioeconomic factors. 12 Roger Few et al., Floods, health and climate change: A strategic review , Tyndall Centre working paper, number 63, November 2004, unisdr.org.

People in lower-income countries tend to have higher levels of exposure to hazards

Our analysis suggests that exposure to climate hazards is unevenly distributed. Overall, a greater proportion of people living in lower-income countries are likely to be exposed to one or more climate hazards (Exhibit 4). Under a scenario with warming 2.0°C above preindustrial levels by 2050, more than half the total projected global population could be affected by a climate hazard. On the other hand, only 10 percent of the total population in high-income countries is likely to be exposed. That said, there could also be meaningful increases in overall exposure in developed nations. For example, based on 2050 population projections, about 160 million people in the United States—almost forty percent of the US population—could be exposed to at least one of the four climate hazards in a 2.0°C warming scenario by 2050.

In all, our analysis suggests that nearly twice as many highly vulnerable people (those estimated to have lower income and who may also have inadequate shelter, transportation, skills, or funds to protect themselves from climate risks) could be exposed to a climate hazard (Exhibit 5).

One of the implications of these findings is that certain countries are likely to be disproportionately affected. Two-thirds of the people who could be exposed to a climate hazard in a 2.0°C warming scenario by 2050 are concentrated in just ten countries. In two of these, Bangladesh and Pakistan, more than 90 percent of the population could be exposed to at least one climate hazard.

India’s vulnerability to climate hazards

Today, India accounts for more than 17 percent of the world’s population. In a scenario with 2.0°C warming above preindustrial levels by 2050, nearly 70 percent of India’s projected population, or 1.2 billion people, is likely to be exposed to one of the four climate hazards analyzed in this report, compared with the current exposure of nearly half of India’s population (0.7 billion). India could account for about 25 percent of the total global population likely to be exposed to a climate hazard under a 2.0°C warming scenario by 2050, relative to today.

Just as the absolute number of people likely to be exposed to hazards is increasing, so too is the proportion of people likely to be exposed to a severe climate hazard. Today, approximately one in six people in India are likely to be exposed to a severe climate hazard that puts lives and livelihoods at risk. Using 2050 population estimates and a scenario with 2.0°C warming above preindustrial levels by 2050, we estimate that this proportion could increase to nearly one in two people.

Severe heat stress is the primary culprit of severe climate hazard exposure, potentially affecting approximately 650 million residents of India by 2050 in the 2.0°C warming scenario, compared with just under ten million today (exhibit).

A vast number of people in India could also be exposed. Under a scenario with warming 2.0°C above preindustrial levels by 2050, nearly half of India’s projected population—approximately 850 million—could be exposed to a severe climate hazard. This equates to nearly one-quarter of the estimated 3.1 billion people likely to be exposed to a severe climate hazard globally by 2050 under a 2.0°C warming scenario (see sidebar “India’s vulnerability to climate hazards”).

Between now and 2050, population models 13 “Spatial Population Scenarios,” City University of New York and NCAR, updated August 2018, cgd.ucar.edu. project that the world could gain an additional 1.6 billion people, a proportion of whom are likely to be more exposed, more vulnerable, and less resilient to climate impacts.

For example, much of this population growth is likely to come from urban areas. Urbanization is likely to exacerbate the urban heat-island effect—in which human activities cause cities to be warmer than outlying areas—and humid heat waves could take an even greater toll. Urbanization is likely a driver in increased exposure of populations in coastal and riverine cities.

In India and other less developed economies, water stress is less of a climate problem and more of a socioeconomic problem. Our work and previous work on the topic has shown that increased water stress is mostly due to increases in demand—which is primarily driven by population growth in urban areas.

As labor shifts away from agriculture and other outdoor occupations toward indoor work, fewer people may be exposed to the effects of agricultural drought and heat stress. But on balance, many more people will likely be exposed to climate hazards by 2050 than today under either a 1.5°C or a 2.0°C warming scenario above preindustrial levels.

Many regions of the world are already experiencing elevated warming on a regional scale. It is estimated that 20 to 40 percent of today’s global population (depending on the temperature data set used) has experienced mean temperatures of at least 1.5°C higher than the preindustrial average in at least one season. 14 “Chapter 1: Framing and context,” Special report: Global warming of 1.5°C , International Panel on Climate Change (IPCC), 2018, ipcc.ch.

Mitigation will be critical to minimizing risk. However, much of the warming likely to occur in the next decade has already been “locked in” based on past emissions and physical inertia in the climate system. 15 H. Damon Matthews et al., “Focus on cumulative emissions, global carbon budgets, and the implications for climate mitigation targets,” Environmental Research Letters, January 2018, Volume 13, Number 1. Therefore, in addition to accelerating a path to lower emissions, leaders need to build resilience against climate events into their plans.

Around the world, there are examples of innovative ways to build resilience against climate hazards. For example, the regional government of Quintana Roo on Mexico’s Yucatán Peninsula insured its coral reefs in an arrangement with an insurance firm, providing incentives for the insurer to manage any degradation, 16 “World’s first coral reef insurance policy triggered by Hurricane Delta,” Nature Conservancy, December 7, 2020, nature.org. and a redesigned levee system put in place after Hurricane Katrina may have mitigated the worst effects of Hurricane Ida for the citizens of New Orleans. 17 Sarah McQuate, “UW engineer explains how the redesigned levee system in New Orleans helped mitigate the impact of Hurricane Ida,” University of Washington, September 2, 2021, washington.edu.

Nonstate actors may have particular opportunities to help build resilience. For instance, insurance companies may be in a position to encourage institutions to build resilience by offering insurance products for those that make the right investments. This can lower reliance on public money as the first source of funding for recovery from climate events. Civil-engineering companies can participate in innovative public–private partnerships to accelerate infrastructure projects. Companies in the agricultural and food sectors can help farmers around the world mitigate the effects that climate hazards can have on food production—for example, offers of financing can encourage farmers to make investments in resilience. The financial-services sector can get involved by offering better financing rates to borrowers who agree to disclose and reduce emissions and make progress on sustainability goals. And, among other actions, all companies can work to make their own operations and supply chains more resilient.

Accelerating this innovation, and scaling solutions that work quickly, could help us build resilience ahead of the most severe climate hazards.

Harry Bowcott is a senior partner in McKinsey’s London office, Lori Fomenko is a consultant in the Denver office, Alastair Hamilton is a partner in the London office, Mekala Krishnan is a partner at the McKinsey Global Institute (MGI) and a partner in the Boston office, Mihir Mysore is a partner in the Houston office, Alexis Trittipo is an associate partner in the New York office, and Oliver Walker is a director at Vivid Economics, part of McKinsey’s Sustainability Practice.

The authors wish to thank Shruti Badri, Riley Brady, Zach Bruick, Hauke Engel, Meredith Fish, Fabian Franzini, Kelly Kochanski, Romain Paniagua, Hamid Samandari, Humayun Tai, and Kasia Torkarska for their contributions to this article. They also wish to thank external adviser Guiling Wang and the Woodwell Climate Research Center.

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Global Water Crisis: Why the World Urgently Needs Water-Wise Solutions

Water is life. Yet, as the world population mushrooms and climate change intensifies droughts, over 2 billion people still lack access to clean, safe drinking water. By 2030, water scarcity could displace over 700 million people. From deadly diseases to famines, economic collapse to terrorism, the global water crisis threatens to sever the strands holding communities together. This ubiquitous yet unequally distributed resource underscores the precarious interdependence binding all nations and ecosystems and shows the urgent need for bold collective action to promote global water security and avert the humanitarian, health, economic, and political catastrophes that unchecked water stress promises.

The global water crisis refers to the scarcity of usable and accessible water resources across the world. Currently, nearly 703 million people lack access to water  – approximately 1 in 10 people on the planet – and over 2 billion do not have safe drinking water services. The United Nations predicts that by 2025, 1.8 billion people will be living in countries or regions with absolute water scarcity. With the existing climate change scenario, almost half the world’s population will be living in areas of high water stress by 2030. In addition, water scarcity in some arid and semi-arid places will displace between 24 million and 700 million people. By 2030, water scarcity could displace over 700 million people .

In Africa alone, as many as 25 African countries are expected to suffer from a greater combination of increased water scarcity and water stress by 2025. Sub-Saharan regions are experiencing the worst of the crisis, with only 22-34% of populations in at least eight sub-Saharan countries having access to safe water.

Water security, or reliable access to adequate quantities of acceptable quality water for health, livelihoods, ecosystems, and production has become an urgent issue worldwide.

This crisis has far-reaching implications for global health, food security, education, economics, and politics. As water resources dwindle, conflicts and humanitarian issues over access to clean water will likely increase. Climate change also exacerbates water scarcity in many parts of the world. Addressing this complex and multifaceted crisis requires understanding its causes, impacts, and potential solutions across countries and communities.

You might also like: Why Global Food Security Matters in 2024

The Global Water Crisis

The global water crisis stems from a confluence of factors , including growing populations, increased water consumption, poor resource management, climate change, pollution, and lack of access due to poverty and inequality.

The world population has tripled over the last 70 years, leading to greater demand for finite freshwater resources . Agricultural, industrial, and domestic water usage have depleted groundwater in many regions faster than it can be replenished. Agriculture alone accounts for nearly 70% of global water withdrawals, often utilizing outdated irrigation systems and water-intensive crops.Climate change has significantly reduced renewable water resources in many parts of the world. Glaciers are melting , rainfall patterns have shifted, droughts and floods have intensified, and temperatures are on the rise, further exacerbating the crisis.

In many less developed nations, lack of infrastructure, corruption, and inequality leave large populations without reliable access to clean water. Women and children often bear the burden of travelling distances to fetch water for households. Contamination from human waste, industrial activities, and agricultural runoff also threaten water quality and safety.

Water scarcity poses risks to health, sanitation, food production, energy generation, economic growth, and political stability worldwide. Conflicts over shared water resources are likely to intensify without concerted global action.

Case Study: Water Crisis in Gaza

The water crisis in Gaza represents one of the most severe cases of water scarcity worldwide. The small Palestinian territory relies almost entirely on the underlying coastal aquifer as its source of freshwater. However, years of excessive pumping far exceed natural recharge rates. According to the UN, 97% groundwater does not meet World Health Organization (WHO) standards for human consumption due to high salinity and nitrate levels.

The pollution of Gaza’s sole freshwater source stems from multiple factors. Rapid population growth contaminated agricultural runoff, inadequate wastewater treatment, and saltwater intrusion due to over-extraction have rendered the aquifer unusable.

 In June 2007, following the military takeover of Gaza by Hamas, the Israeli authorities significantly intensified existing movement restrictions, virtually isolating the Gaza Strip from the rest of the occupied Palestinian territory (oPt), and the world. The blockade imposed by Israeli Authority also severely restricts infrastructure development and humanitarian aid.

The water crisis has devastated Gazan agriculture, caused widespread health issues, and crippled economic growth. Many citizens of Gaza have to buy trucked water of dubious quality, as the public network is unsafe and scarce. The United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) reports that this water can cost up to 20 times more than the public tariff, with some households spending a third of their income or more on water. Long-term solutions require increased water supplies, wastewater reuse, desalination, and better resource management under conflict.

Case Study: Water Shortage in Africa

Africa faces some of the most pressing challenges with water security worldwide . While the continent has substantial resources, poor infrastructure, mismanagement, corruption, lack of cooperation over transboundary waters, droughts, and population pressures all contribute to African water stress.

According to a 2022 report by the WHO and UNICEF’s Joint Monitoring Programme (JMP), 344 million people in sub-Saharan Africa lacked access to safely managed drinking water, and 762 million lacked access to basic sanitation in 2020. WaterAid, a non-governmental organization, explains that water resources are often far from communities due to the expansive nature of the continent, though other factors such as climate change, population growth, poor governance, and lack of infrastructure also play a role. Surface waters such as lakes and rivers evaporate rapidly in the arid and semi-arid regions of Africa, which cover about 45% of the continent’s land area . Many communities rely on limited groundwater and community water points to meet their water needs, but groundwater is not always a reliable or sustainable source, as it can be depleted, contaminated, or inaccessible due to technical or financial constraints. A 2021 study by UNICEF estimated that women and girls in sub-Saharan Africa collectively spend about 37 billion hours a year collecting water, which is equivalent to more than 1 billion hours a day.The 2023 UN World Water Development Report emphasizes the importance of partnerships and cooperation for water, food, energy, health and climate security in Africa, a region with diverse water challenges and opportunities, low water withdrawals per capita, high vulnerability to climate change, and large investment gap for water supply and sanitation.

Water security in Africa is low and uneven, with various countries facing water scarcity, poor sanitation, and water-related disasters. Transboundary conflicts over shared rivers, such as the Nile, pose additional challenges for water management. 

However, some efforts have been made to improve water security through various interventions, such as community-based initiatives, irrigation development, watershed rehabilitation, water reuse, desalination, and policy reforms. These interventions aim to enhance water availability, quality, efficiency, governance, and resilience in the face of climate change. Water security is essential for achieving sustainable development in Africa, as it affects numerous sectors, such as agriculture, health, energy, and the environment.

Other Countries with Water Shortages

Water scarcity issues plague many other parts of the world beyond Gaza and Africa. Several examples stand out:

• Egypt  depends largely on the Nile River, but the  Grand Ethiopian Renaissance Dam threatens water supplies . Water quality is also declining, and demand is rising with rapid population growth.
• Iraq  faces severe water stress impacting agriculture and public health. The Tigris and Euphrates Rivers have  dwindled because of upstream damming  and climate change. Water distribution is inefficient and wasteful.
• Parts of the  United States ,  like California , have faced prolonged droughts.  Groundwater pumping has caused land subsidence , and supplies habitually fall short of demand in cities like Phoenix.

India grapples with extensive groundwater depletion, shrinking reservoirs and glaciers, pollution from agriculture and industry, and tensions with Pakistan and China over shared rivers. Monsoons are increasingly erratic with climate change.

Other water-stressed nations include  Australia, Spain, Turkey, Iran, Saudi Arabia, and South Africa . 

While the specifics differ, recurrent themes include unsustainable usage, climate change, pollution, lack of infrastructure, mismanagement, poverty, transboundary conflicts, and population growth pressures. But resources often exist; the challenge lies in equitable distribution, cooperation, efficiency, and sustainable practices. Multiple approaches must accommodate local conditions and transboundary disputes.

You might also like: Water Crisis in South Africa: Causes, Effects, And Solutions

Global Water Security Is at Risk

Water scarcity poses a grave threat to global security on multiple fronts. 

First, it can incite conflicts within and between nations over access rights. History contains many examples of water wars , and transboundary disputes increase the risk today in arid regions like the Middle East and North Africa.

Second, water shortages undermine food security. With agriculture consuming the greatest share of water resources, lack of irrigation threatens crops and livestock essential for sustenance and livelihoods. Food price spikes often trigger instability and migrations.

Third, water scarcity fuels public health crises, leading to social disruptions. Contaminated water spreads diseases like cholera and typhoid. Poor sanitation and hygiene due to water limitations also increase illness. The Covid-19 pandemic underscored the essential nature of water access for viral containment.

Finally, water shortages hamper economic growth and worsen poverty. Hydroelectricity, manufacturing, mining, and other water-intensive industries suffer. The World Bank estimates that by 2050, water scarcity could cost some regions 6% of gross domestic product (GDP) , entrenching inequality. Climate migration strains nations. Overall, water crises destabilize societies on many levels if left unaddressed.

Solutions and Recommendations

Tackling the global water crisis requires both local and international initiatives across infrastructure, technology, governance, cooperation, education, and funding.

First, upgrading distribution systems, sewage treatment, dams, desalination, watershed restoration, and irrigation methods could improve supply reliability and quality while reducing waste. Community-based projects often succeed by empowering local stakeholders.

Second, emerging technologies like low-cost water quality sensors , affordable desalination, precision agriculture, and recyclable treatment materials could help poorer nations bridge infrastructure gaps. However, funding research and making innovations affordable remains a key obstacle.

Third, better governance through reduced corruption, privatization, metering, pricing incentives, and integrated policy frameworks could improve efficiency. But human rights must be protected by maintaining affordable minimum access.

Fourth, transboundary water-sharing treaties like those for the Nile and Mekong Rivers demonstrate that diplomacy can resolve potential conflicts. But political will is needed, along with climate change adaptation strategies .

Fifth, education and awareness can empower conservation at the individual level. Behaviour change takes time but can significantly reduce household and agricultural usage.

Finally, increased financial aid, public-private partnerships, better lending terms, and innovation prizes may help nations fund projects. Cost-benefit analyses consistently find high returns on water security investments .

In summary, sustainable solutions require combining new technologies, governance reforms, education, cooperation, and creative financing locally and globally. 

The global water crisis threatens the well-being of billions of people and the stability of nations worldwide. Key drivers include unsustainable usage, climate change, pollution, lack of infrastructure, poverty, weak governance, and transboundary disputes. The multiple impacts span public health, food and energy security, economic growth, and geopolitical conflicts.

While daunting, this crisis also presents opportunities for innovation, cooperation, education, and holistic solutions. With wise policies and investments, water security can be achieved in most regions to support development and peace. But action must be accelerated on both global and community levels before the stresses become overwhelming. Ultimately, our shared human dependence on clean water demands that all stakeholders work in unison to create a water-secure future.

More on the topic: Exploring the Most Efficient Solutions to Water Scarcity

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5 June 2024

Hearing loss is a leading cause of disability, affecting more than 500 million people worldwide. Although technology is capable of delivering effective diagnosis and treatment for patients, more than 80% of those who urgently need treatment do not receive it. This is due to expensive treatment options, a lack of equipment, and a shortage of experienced clinicians. In addition, the great majority of patients with hearing loss live in low- or middle- income regions, and have little or no access to hearing healthcare at all.

In response to this, Dr Jinke Chang wanted to partner with academics at Xi'an Jiaotong University (XJTU) in China. Both UCL and XJTU have research interests in using advanced manufacturing technologies for healthcare applications, and a shared ethos of promoting equality and reducing disparities among economically vulnerable groups. After they were awarded the UCL Global Engagement Funds, teams from both universities were able to collaborate to push forward knowledge and research in this area.

Knowledge exchange to understand synergies

“Many of the problems in hearing loss diagnosis can be tackled by using AI tools trained with clinical datasets,” Jinke explained. “Together with new technologies in 3D printing and biofabrication, we can deliver more customised and wearable medical devices that are better and cheaper than traditional ones, which also helps patients from vulnerable groups.”

The collaboration commenced with Jinke and colleagues from the UCL Division of Surgery and Interventional Science visiting XJTU in Xi’an, China. XJTU has leading laboratories for biofabrication, manufacturing system engineering and additive manufactured medical devices, and the UCL team was able to see the work happening at these facilities. The teams had numerous discussions about their areas of expertise and possible joint areas of working. In particular, they focused on how low-cost diagnosis and treatment could help patients with hearing loss. They also explored ways to transfer new technology, such as 3D printing, wearable medical electronics and AI, into real-world application.

During the visit, the teams hosted a joint symposium, which helped to identify shared research interests in hearing interventions, tracheal implants, vascular implants, and bone reconstructions. A faculty member from XJTU subsequently visited the UCL team in London, resulting in another joint symposium focused on surgical reconstruction at the Royal Free Hospital. Discussions during this visit explored opportunities for scholarly exchanges between the two institutions. This discussion of joint research interests from this visit resulted in a colleague from XJTU being awarded funding from the China Scholarship Council (CSC), to collaborate with a faculty professor from the UCL Division of Surgery and Interventional Science.

UCL staff visiting the clean room for additive manufacturing in the School of Mechanical Engineering at XJTU

The project lead and partners from UCL and XJTU met at the Bio-fabrication Lab at XJTU(From left to right: Prof Mao Mao; Prof Jiankang He, Vice Dean of Schoothe l of Mechanical Engineering; Prof Wenhui Song, Director of a research centre at UCL DSIS; Dr Jinke Chang, lead of the project)

A hybrid symposium was held at the Qujiang Campus of XJTU

Future collaborations

“This project sparked new collaborations between two leading universities,” said Jinke. “We united top researchers from medical science and advanced manufacturing to address urgent medical needs. Together we developed new research and entrepreneurship ideas to address the grand challenges of hearing loss devices, created new educational opportunities through the visits, and at the same time, raised the profile of UCL’s global activities.”

As a result of this project, the academics have had a policy study on rare diseases in China published in an international journal. They have also submitted another research paper reflecting practical collaborations in the field of bioelectronics. The collaboration gave them important opportunities to attend conferences and engage with industrial partners to share information about their work. Additionally, the two teams have secured a CSC exchange grant that will support the exchange of 10 scholars for international collaborations and more extensive collaborative research. As a result of this project, the collaborators are planning to submit a proposal for the Royal Society Newton Fellowship this year, to initiate more joint research in the near future.

“The UCL Global Engagement Funds helped me operate more independently as an early career researcher,” Jinke said. “It's not just the financial support; there's much more to it. Developing professional skills, communication skills, and partnership management, among other things. It has also opened doors to valuable international collaborations that continue to benefit my research and career. I feel really proud of what we are doing, and hopefully we can deliver more exciting research in the near future.”

•     Rare diseases in developing countries: Insights from China's collaborative network
•     Dr Jinke Chang’s profile
•     Dr Jinke Chang's academic profile  
•     UCL Faculty of Medical Sciences
•      UCL in East Asia
•     UCL and China
•    Find out more about funding opportunities offered by UCL Global Engagement

Featured image:

The photo features Dr Jinke Chang at the British Society of Audiology conference, presenting research outcomes on the latest hearing devices and engaging with representatives from an industrial audiology testing company.