McKinsey’s Global Infrastructure Initiative (GII) is a community of the world’s most senior leaders in infrastructure and capital projects, committed to identifying tangible ways to improve the delivery of essential infrastructure and get more out of existing assets. Our approach has been to stimulate change by providing a safe forum for global leaders to exchange ideas, build relationships, and make the necessary commitments to bridge global infrastructure gaps.
Since 2012, GII has hosted four global summits, dozens of regional roundtables, and multiple innovation site visits, exploring some of the industry’s most exciting advances. The best insights and practices from across the value chain, sectors and geographies are featured in our quarterly Voices on Infrastructure publication. Our intent is that these efforts will inspire leaders to drive change, promote sustainable economic growth, and contribute to more resilient and secure communities.
Leadership
Stuart Shilson
Stuart is a senior partner in McKinsey’s London office, where he helps to lead the global Capital Projects & Infrastructure Practice and Strategy Practice in Europe, the Middle East, and Africa. He combines strategy expertise with government experience to support senior leaders from a wide range of infrastructure-related organizations. His primary focus is on economic infrastructure, specifically transport, power, water and waste, mining and defense.
Gernot Strube
Gernot is a senior partner in McKinsey’s Munich office and leads the Capital Projects & Infrastructure Practice in Western Europe, and co-leads the Operations Practice. He advises clients in the aerospace, rail, machinery, and infrastructure sectors on digital transformations, operational strategy, and performance improvement. He has Gernot has served clients in over 20 countries in North and South America, Europe, Asia, and Australia, and many of his projects are international in nature.
Tony Hansen
Tony leads the strategic direction and the day-to-day operations of the GII platform, events and publishing. He has over twenty-five years of experience in designing and implementing complex global initiatives, having worked with leading multi-national corporations, governments and NGOs. Specialty areas include strategy development, stakeholder engagement, and project management. Tony’s experience spans infrastructure, sustainability, conservation, and high-impact events.
Pillars
The program is organized around four pillars, representing the infrastructure value chain:
Plan:
Developing a sound infrastructure delivery plan is immensely challenging in this time of rapid urbanization and technological change. Today’s plans are expected to provide a roadmap that responds to global migration, shifting economics, user needs, and regulatory approaches, while also enabling a dialogue on risks, returns, and public/private sector roles. The Plan Pillar will focus on how planners can respond with new tools, techniques and approaches to deliver in this new context.
Finance:
Despite glaring gaps and years of debate, infrastructure investment has declined as a share of GDP in 11 of the G20 economies since the global financial crisis. To support projected global GDP growth, it is critical to embark on innovative approaches to finance the world’s infrastructure and build strong pipelines of bankable projects. The Finance Pillar will identify actions to bring previously untapped sources of public and private money to projects, recognizing the importance of financing bankable sustainable infrastructure projects.
Build:
Worldwide, productivity and margins in the engineering and construction sector have lagged behind other industries for the past 30 years, resulting in many projects being delivered late and over budget. Creative and proven management processes and innovative technology-enabled solutions—from drones to next gen BIM, digitization and advanced data analytics—can boost productivity by 20-25 percent and increase profitability. The Build Pillar will explore new approaches to advance productivity through leveraging the digital wave and applying lean construction.
Operate:
Applying analytics and digital technology to optimize the use and minimize the cost of existing infrastructure is a high-value strategic investment. The McKinsey Global Institute estimates that almost $500 billion could be saved annually through disruptive market models, smart management, and better use of technology. The Operate Pillar will examine levers to maximize asset utilization, revenue opportunities, and customer experience.
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