The economic

potential of
Generative AI
in Norway
The next productivity frontier
June 2023

CONFIDENTIAL AND PROPRIETARY

Any use of this material without specific permission of McKinsey & Company
is strictly prohibited
About this document

 In the newest report from McKinsey Global

Institute (MGI), MGI discuss how GenAI can
transform the way we work
 To assess the effect of GenAI adoption in
Norway and the Norwegian workforce and
businesses, McKinsey Norway used numbers
calculated by MGI, and method applied
there, with Norwegian revenue1,
employment and education data from SSB
(Statistics Norway)
 Additional data was from Statista, European
Commission, Eurostat, OECD, and GEDI

1. 2020, the most recently available at the time of writing

McKinsey & Company 2

 Generative AI (GenAI) is experiencing significant momentum globally and is expected to gain
traction in Norway with value creation potential of 95-159 bn NOK by 2045 across Norwegian
industries
 We expect Norway to be a leading global adopter of GenAI due to the economic
environment, education level of the population, and high degrees of digital adoption
 The impact of Generative AI will fall heavily on occupations requiring higher levels of education.
Norway is the 10th highest educated country in the world, and much of the workforce is classified
as knowledge-workers, typically with high wages. This increases the feasibility of early adoption
of GenAI in daily activities
The highest potential value in Norway is expected to be unlocked in selected sectors,
Executive including Energy, High Tech, Travel, Transport & Logistics, and Retail, but true value unlock
comes from three major business functions as opposed to sectors
summary  Marketing and Sales (28-43 bn NOK), Software Engineering (21-43 bn NOK), and Customer
Operations (12-17 bn NOK) will drive the highest amount of value unlock in Norway due to
the high degree of “generation” activities i.e., generating content such as marketing material,
code and emails
 While the highest potential value is expected to be unlocked in the Energy industry (~21 bn
NOK), High Tech (~18 bn NOK) is expected to experience a more disruptive shift (7%) following
the adoption of GenAI
Productivity growth has slowed in the last decade but will likely be advanced by GenAI. We
expect work activities within decision making and collaboration, and data management, to be most
affected by GenAI. Such activities are most commonly performed by highly educated workers, and
educators / workforce trainers, employees within business and legal professions, and STEM
professionals, are likely to see the largest productivity gains upon GenAI adoption

McKinsey & Company 3

What is Generative AI?
Suitable Unsuitable
Non-exhaustive

Generative AI (GenAI) enables the creation of new Although some areas are unsuited for GenAI, several
unstructured content, such as text, images, etc. applications emerge2:
Recent GenAI efforts are powered by Foundational Code/image/audio/video/text generation and editing,
Models trained on a broad set of data that enables while taking surrounding context into account
them to respond to a wide range of prompts.
Conversational interfaces to convert natural language
These models are typically also better at interpreting /
dialog into specific executions of a technical system
labelling unstructured data than traditional AI
Querying a large set of unstructured data, and
synthesizing a human readable output
High-stakes scenarios with potential for harm
Unconstrained, long, open-ended generation that may
expose harmful or biased content to users
Generate marketing or Automate code generation
social media copy in ”house in programming languages Applications requiring explainability and/or full
style” using ChatGPT, like Python with Codex / understanding of potential failure modes, including
Copy.A, etc. Github Copilot, etc.
numerical reasoning1
1. Current topic of research: how to use GPT-like models to generate code that involves solving numerical problems
2. Additional resources can be found in the McKinsey Report “Economic potential of generative AI”, and the article “What every CEO should know about generative AI”

Source: Press search; expert interviews McKinsey & Company 4

 Automation
A multinational tech company offers a GenAI
GenAI will mainly Giving software predictable tasks app which can read customer emails and
generate well-documented tickets based
that can be more easily automated
impact three areas, today with FM powered GenAI
on these

leading to
reinvention of major
processes in Norway
and rest of world Augmentation
A GenAI-chatbot is already in use in several
large Norwegian banks, and institutions, to
improve productivity and reduce use of
Enhance human productivity to do human agents in more simple cases

work more efficiently

A large Norwegian house building company

Acceleration has invested heavily in GenAI for product
development, using it to generate thousands
Extract and index knowledge to of building configurations prior to any
building activity, allowing for more thorough
shorten innovation cycles enabling checks, e.g., ensuring that building
dimensions follow regulation
continuous innovation
Source: QuantumBlack: AI by McKinsey; press search McKinsey & Company 5
Norway is expected to be an early adopter of automation with other
economies such as the US and Germany
China Germany France India Japan Mexico US Nordics2 Global avg

Automation adoption, generative AI early scenario1, % automation Automation adoption, generative AI late scenario1, % automation

100% 100%

90% 90%

80% 80%

70% 70%

60% 60%

50% 50%

40% 40%

30% In early scenario, 30% In late scenario, the 50%

developed economies can threshold is achieved at
20% achieve more than 50% 20% least 20 years later, with
automation adoption by larger differences between
10% 2030 10% countries

0% 0%
2025 30 35 40 45 50 55 2060 2030 40 50 60 70 80 2090
1. Early scenario - aggressive scenario all key model parameters (tech automation, integration timeline, economic feasibility, regulatory and public adoption); late scenario - parameters are set for the later adoption potential
2. McKinsey Norway estimate

Source: McKinsey Global Institute

The Norwegian digital foundation and education level are key
advantages that can drive nationwide GenAI adoption
Human capital Integration of digital technology
Connectivity Digital public services
Share of population with tertiary
Digital economy and society index1, 2022 education2, 2022 %, aged 25-34 Comments
70
• Norway has one of the highest education
levels in the world, leading to an affluent, skilled
60 workforce that is adaptable and open to learning,
making new technology adoption
economically feasible
50
• Norway has a large population of knowledge
workers, whom typically have a high proportion of
40 activities that can see a productivity boost from
using GenAI to augment knowledge-
based activities
30
• Norway ranks 5th in the 2022 DESI Index –
emphasizing the Norwegian society’s strong
20 digital foundation and GenAI transformation
potential
10 • Norway has a robust digital infrastructure with
>55 40-<45
high internet penetration rates and widespread
50-<55 35-<40 access to fast broadband. This kind of
0 environment is conducive to the growth and
Fl DK NL SE NO IE FR DE EU IT HR HU BG RO 45-<50 <35
adoption of AI technologies.
1. The Digital Economy and Society Index (DESI), non-exhaustive country list
2. Eurostat “Educational attainment statistics”

Source: McKinsey Global Institute; European Commission; press search; Eurostat McKinsey & Company 7
 X % of GDP Value realized by 2030
Value realized by 2045
Value potential per industry2, bn NOK
Energy3 16-26 0.4 %
High tech4 12-24 0.3 %
Travel, transport & logistics 13-21 0.3 %

The potential value Retail 13-20 0.3 %

unlock from GenAI Advanced manufacturing5

Real estate 6-10
8-13 0.2 %
0.1 %
is 95-159 bn NOK Basic materials 5-9 0.1 %
across Norwegian Banking 5-9 0.1 %

industries1 … Consumer packaged goods 5-8 0.1%

Professional services 5-7 0.1%
Telecommunications 2-3 0.0 %
Insurance 2-3 0.0 %
Healthcare 2-3 0.0 %
Media 1-3 0.0 %
Chemical <1 0.0 %

1. Based on the early adoption scenario, median expected impact of GenAI, % Agriculture <1 0.0 %
of industry revenues. 2020 revenues, inflation adjusted
2. By 2030, ~60% of the value potential will be unlocked, by 2045 100% of Pharma & medical products <1 0.0 %
the value will be unlocked. Calculations based on 2020 industry revenues
3. Includes utilities and oil and gas, of which oil and gas contributes
~85% of revenues
4. Includes advanced electronics Total 95-159 2.4%
5. Includes automotive and assembly, and aerospace and defense

Source: Internal experts; annual reports; Statista McKinsey & Company 8

 Value realized by 2030
Value potential per business function1, bn NOK Value realized by 2045

Marketing and sales 28-43

… But business Software engineering 21-43

functions, as Customer operations 12-17

opposed to specific
industries, will be Supply chain and operations 10-19
the driving forces of
value creation Product and R&D 8-15

Risk and legal 7-9

Strategy and finance 4-9

Talent and organization 2-3

1. Based on the early adoption scenario. By 2030, ~60% of the value

potential will be unlocked, by 2045 100% of the value will be unlocked.
Calculations based on 2020 industry revenues
Corporate IT2 1-2
2. Excluding corporate software engineering, including activities such as
e.g., network maintenance

Source: Internal experts;

experts, annual
Databases:
reports;
Annual
SSBreports and SSB McKinsey & Company 9
Productivity growth, the main engine of GDP growth, slowed down
in the last decade but is likely to be advanced by GenAI
Employment growth Additional with GenAI
Productivity growth Without GenAI1
Productivity growth bigger contributor to GDP growth
Global GDP growth, Productivity impact from automation,
CAGR, % 2022-40, CAGR2, % Comments

 Examining the real GDP

3.8 growth contribution of
Global3 Norway
employment and
3.7 productivity growth,
3.1 3.1
increased productivity
1,3 3.3
2.9 0,7 has been the main engine
2.8
for GDP growth
0,6
0,8  Implementation of GenAI
1,4 can significantly
contribute to increased
2,5 productivity in Norway
2,0
going forward
3,0
2,5 2,6
2,1
0.9
1,7
0,3

0,7 0,8
0.2 0,6
0.1
0.1
1972-82 1982-92 1992-2002 2002-2012 2012-2022 Early scenario Late scenario Early scenario Late scenario

1. Previous assessment of work automation before the rise of generative AI

2. Based on the assumption that the automated work hours are integrated back to work at productivity level of today
3. Based on 47 countries which constitute almost 80% of the world employment

Source: The Conference Board Total Economy database; Oxford Economics; McKinsey Global Institute QuantumBlack, AI by McKinsey 10
CONFIDENTIAL AND PROPRIETARY
Key activities forecasted to be affected are typically executed by
employees holding an advanced degree
With generative AI
Without generative AI1
Incremental technical
automation potential
Overall technical automation potential, Share of NO
Education level Comparison in midpoint scenarios, % in 2023 work force1, % Comments

57% • Higher educated workers are likely set

Master, PhD or similar 28% 2X 13% to see the largest incremental impact
from automation as they land in jobs
as “knowledge workers” which spend a
high share of their time on activities
60% most likely to benefit from GenAI
Bachelor’s degree
36% 1.7x
29% (i.e., applying expertise to planning and
creative tasks, managing and
stakeholder management).
• An example of this is within science:
64% researchers spend ~30 minutes to read
High school diploma
51% 1.2X
36% one scientific paper2, but GenAI could
or equivalent summarize hundreds of papers in
minutes

Without a high school 63%

54% 1.2X
19%
degree

1. Does not sum up to 100% due to some minor educational levels not included
2. 2014 statistic

Source: McKinsey Global Institute; SSB; OECD; Scientific American article “Scientists Reading Fewer Papers for First Time in 35 Years”, 2014 McKinsey & Company 11
GenAI could have the biggest impact on activities which previously
had a lower potential for automation
Automation potential of more than 50% with GenAI With GenAI

Incremental technical Automation potential of more than 50% without GenAI Without GenAI1
automation potential with GenAI

Overall technical automation potential, Share of NO

Activity groups2 comparison in midpoint scenarios, % in 2023 employment, % Comments
Decision 59% • Prior to GenAI, only 2 in 7
Applying expertise3 20%
making and 25% +34 p.p. Norwegians held roles
collaboration which had an automation
49%
Managing4
16% +34 p.p.
9% potential of more than
50%. Following the advent
of GenAI, that number has
Interfacing with 45%
stakeholders 24%
8% risen to 1 in 2
+21 p.p.
• GenAI plays the largest
Data 91% impact on data driven
Processing data 12% decision making and
management 73% +18 p.p.
collaboration, while
79% physical laborers will likely
Collecting data 68% +11 p.p.
2% not see a significant change
from the rise of GenAI in the
Physical Performing unpredictable 46% workplace
physical work5
34%
46% +1 p.p. • With Generative AI,
technical automation
Performing predictable 73%
15% potential could already
physical work6 73% +1 p.p.
reach 91% for data
1. Previous assessment of work automation before the rise of generative AI processing and 79% for
2. Jobs are categorized by main activity, but some jobs include activity from multiple groups
3. Applying expertise to decision making, planning, and creative tasks data collection in 2023
4. Managing and developing people
5. Physical activities and operating machinery in unpredictable environments
6. Physical activities and operating machinery in predictable environments

Source: McKinsey Global Institute analysis; SSB McKinsey & Company 12

The 7 largest occupational groups, representing >70% of Norwegian
workers, can expect a large productivity uplift from GenAI
With GenAI Without GenAI Top 7 largest occupational groups Low High
Uplift from Share of NO No. of NO
Occupational groups Overall technical automation potential, % in 2023 GenAI, p.p. employment, % employment1, 000s
Educators and workforce training 54 39 p.p. 12 % 285
15
Customer service and sales 57 12 p.p. 11 % 263
45
Business and legal professionals 62 30 p.p. 11 % 256
32
STEM professionals 57 29 p.p. 10 % 239
28
Community services 65 26 p.p. 10 % 237
39
Managers 44 17 p.p. 8% 197
27
Health professionals 43 14 p.p. 8% 197
29
Builders 53 4 p.p. 6% 153
49
Mechanical installation and repair 67 6 p.p. 5% 122
61
Transportation services 49 7 p.p. 4% 96
42
Food services 78 8 p.p. 4% 91
70
Office support 87 21 p.p. 3% 84
66
Property maintenance 38 9 p.p. 3% 84
29
Agriculture 63 4 p.p. 2% 40
59
Creatives and arts management 53 25 p.p. 1% 32
28
Health aides, technicians, and wellness 43 9 p.p. 1% 21
34
Production work 82 9 p.p. 1% 21
73
Total 63 12 p.p. 100% 2 418
51
1. Jobs with <5k holding the job title excluded by SSB McKinsey & Company 13
Source: McKinsey Global Institute; SSB
Norway can realize significant value from GenAI, mainly unlocked
by automating activities performed by white-collar workers

Norway is primed for adoption of GenAI due

to high levels of education and strong
digital foundation …

… with the potential to unlock values up to

~127 billion NOK across various industries …

… mainly due to productivity gains from

activities related to decision making,
collaboration and data management

McKinsey & Company 14

Appendix

McKinsey & Company 15

The midpoint scenario at which automation adoption could reach
50% of time spent on current work activities has accelerated by a
decade
Updated early scenario including generative AI2 2017 early scenario2
Global automation of time spent on current work activities1, % Updated late scenario including generative AI3 2017 late scenario3

100%

90%

80%

70%

60%
Midpoint 2017
50%
50%
Midpoint
40% updated
The advent of GenAI has sped up
30% the automation timeline by ~10
years from previous estimates in
20% which GenAI was not considered

10%

0%
2020 2025 2030 2035 2040 2045 2050 2055 2060 2065 2070 2075 2080 2085 2090 2095 2100

1. Includes data from 47 countries representing about 80% of employment across the world. 2017 estimates are based on the activity and occupation mix from 2016. Scenarios including generative AI are based on the 2021
activity and occupation mix
2. Early scenario: aggressive scenario for all key model parameters (technical automation potential, integration timelines, economic feasibility, and technology diffusion rates)
3. Late scenario: parameters are set for later adoption potential.
Source: McKinsey Global Institute McKinsey & Company 16
GenAI is expected to have different impact across the business
functions dependent on industry sizes
Generative AI productivity impact by business functions1, % of industry revenue
Impact in bn NOK Low High Impact as % of industry rev. Low High Low High

Total Expected Total added

Supply chain Corporate IT
industry impact of value from Marketing Customer Product and Software Risk and Strategy and Talent and
and (excluding
size2, % of GenAI, % of GenAI, and sales operations R&D engineering
operations
legal finance
SWE)
organization
total revenue industry rev. bn NOK
Total2 bn NOK 6,754 95 – 159 28 - 43 12 - 17 8 - 15 21 - 43 10 - 19 7-9 4-9 1-2 2-3

Energy 22% 1% - 1.6% 16 - 26

High tech 4% 4.8% - 9.3% 12 - 24
Travel, transport & logistics 14% 1.2% - 2% 12 - 21
Retail 14% 1.2% - 1.9% 12 - 20
Advanced manufacturing 7% 1.4% - 2.4% 8 - 13
Real estate 8% 1% - 1.7% 6 - 10
Basic materials 10% 0.7% - 1.2% 5-9
Banking 3% 2.8% - 4.7% 5-9
Consumer packaged goods 5% 1.4% - 2.3% 5-8
Professional services 7% 0.9% - 1.4% 5-7
Telecommunications 1% 2.3% - 3.7% 2-3
Insurance 1% 1.8% - 2.8% 2-3
Healthcare 1% 1.8% - 3.2% 2-3
Media 1% 1.5% - 2.6% 2-3
Chemical 1% 0.8% - 1.3% 0.5 - 1
Agriculture 1% 0.6% - 1% 0 - 0.5
Pharma & medical products 0% 2.6% - 4.5% 0

1. Excl. implementation costs (e.g., training, licenses)

2. Figures may not sum to 100% because of rounding

Source: Internal experts; McKinsey Global Institute; annual reports; SSB McKinsey & Company 17
GenAI can reduce the cost of large effort tasks, enabled through
4 archetype of applications which are emerging across industries
Not exhaustive for all use cases for Generative AI

Content synthesis Coding & Creative Customer

(virtual expert) software content engagment1
GenAI Generate insights and drive Interpret and generate code Create marketing messages, Streamline interactions by
capability actions based on summarization and documentation, i.e., and images, support ideation for interpreting text and analyze
and synthesis of unstructured improving efficiency and reducing new product development and customer journeys through
data technical debt generate personalized marketing customer service, chatbots,
copy recommenders, task automation,
etc.

Use case  Summarize text or audio and  Generate code and assist  Generate visuals (images,  Streamline customer
generate insights developers designs, 3D models) to communications, e.g.,
 Perform actions triggered by  Refactor translate code to accelerate the product design customer service issue
user prompt accelerate mainframe process resolution (driving action to
migration  Draft and personalize resolve) and Q&A
 Augment capabilities of
operations staff (e.g.,  Create model outbound customer comms  Model and predict elements
inventory/maintenance documentation (e.g., risk) or marketing in patient or customer journey
management)

1. Includes B2B customer interactions and transactions

Source: McKinsey analysis McKinsey & Company 18

 Impact as % of industry revenues, bubble size proportional to bn NOK impact: Small Large

The energy Impact1, median calculation, bn NOK

sector has the

24

22
highest value 20
Energy

potential, but 18 High Tech

GenAI will be 16
Travel, Transport & Logistics

most disruptive 14
Retail

in High Tech 12

10 Advanced Manufacturing

8 Basic Materials Real Estate

Banking
6 Consumer Packaged Goods
Professional services
4 Healthcare
Insurance
2 Telecommunications
Agriculture
Chemical Media Pharma & Medical Products
0
0% 1% 2% 3% 4% 5% 6% 7% 8%
1. Based on the early adoption scenario, median
expected impact of GenAI, % of industry Impact as % of industry revenues
revenues. 2020 revenues, inflation adjusted

Source: McKinsey
Internal experts,
GlobalDatabases:
Institute Annual reports, SSB McKinsey & Company 19
>50% of the value unlock can be achieved in two large
business functions
Deep dive follows

Business functions Value potential from GenAI1, bn NOK

Marketing & sales 28 - 43

Software engineering 21 - 43

Customer operations 12 - 17

Supply chain & operations 10 - 19

Product and R&D 8 - 15

Risk & legal 7-9

Strategy & finance 4-9

Talent & org. 2-3

Corporate IT (excl. SWE) 1-2

1. Excl. implementation costs (e.g., training, licenses)

Source: Internal experts; annual reports; SSB McKinsey & Company 20

1: Marketing & Sales Productivity opportunity with GenAI
Not expected to be affected by GenAI
Illustrative

Value unlock Industry Typical working

examples examples day marketing executive
% time spent
Writing marketing and sales copy Augment sales teams with technical
content of text, images and videos proprietary knowledge and historic
customer interactions
Emails 13
Improving sales force, e.g., by
Generate personalized marketing content
flagging risks, recommending next
based on (un)structured data from consumer
interactions
profiles and community insights Meetings 38
Analyzing customer feedback Automate booking management and
customer follow-up during travels Designs and edits 13

Analysis 25
Key  CPG
industries  Retail Other admin 13
 Travel, Transport & Logistics
 Insurance Total
 Financial services

Total value
potential, bn NOK 28 - 43
Source: McKinsey Global Institute; internal experts; press search McKinsey & Company 21
 “50% of code on
GitHub is written by an

2: Software Engineering AI, e.g., a co-pilot doing

code suggestions,
Productivity opportunity with GenAI
corrections and writing”
Not expected to be affected by GenAI
Illustrative

Value unlock Industry Typical working

examples examples day software engineer
% time spent
Generating, prioritizing, and Create alerts and automated bots based on
running code news, industry reports, internal research and
economic trends that can impact trading
strategies
Meetings 10
Generating synthetic data to improve
training accuracy of ML models Generate code that creates hyper-
personalized trip recommendations Coding 50
Reviewing code for defects and Accelerate transition from legacy software /
inefficiencies code (e.g., banks still use system written in
COBOL) to modern Debugging 20

Emails 10
Key  High Tech
industries  Media Admin 10
 CPG
 Retail Total
 Energy
 Insurance
 Financial services Total value
potential, bn NOK 21 - 43
Source: McKinsey Global Institute; internal experts McKinsey & Company 22
3: Customer Operations Productivity opportunity with GenAI
Not expected to be affected by GenAI
Illustrative

Value unlock Industry Typical working

examples examples day call center
% time spent
Auto-generating customer profile Zero customer service reps, with all internal
and segment for each unique helpdesk automated via self-serve and GenAI-
customer powered chatbots to handle all omnichannel Admin 13
helpdesk engagement
Generating post call summary to
Summarize speech to distinctive text to create
customers and agents Customer care 47
records of customer complaints
Developing first-line response in Manage disruptions during vacations by being
first point of contact for customers, offer
Internal calls 6
customer service for all inquiries
translation and content customized for the
customer and their vacation Problem solving 25

Email / chat 6
Key  CPG
industries  Retail
Other 3
 Insurance
 Financial services
Total
 Travel, Transport & Logistics
 Telecommunications
Total value
potential, bn NOK 12 - 17
Source: McKinsey Global Institute; internal experts; press search McKinsey & Company 23
4: Supply Chain & Operations Productivity opportunity with GenAI
Not expected to be affected by GenAI
Illustrative

Value unlock Industry Typical working

examples examples day supply chain manager
% time spent
Warehouse and inventory Interpreting data, labelling unstructured data
management and identifying patterns for future trends
and demand E-mail 10
Forecasting demand and Synthesizing data from previous jobs to predict
disruptions in supply chain potential issues
Meetings 25
Act as an intelligent maintenance or safety
Optimize transportation route advisor, leveraging insights and knowledge Inventory or
from equipment and process manuals
35
staffing analysis
Planning 15

Document review 10
Key  Energy
industries  CPG
Other admin 5
 Retail
 Advanced Manufacturing
Total
 Travel, Transport & Logistics
 Basic Materials
Total value
potential, bn NOK 10 - 19
Source: McKinsey Global Institute; internal experts; press search McKinsey & Company 24
 “The amount of time spent in each category depends on
which stage of development you are, but most time is spent
on product development, troubleshooting or fixing”

5: Product and R&D Productivity opportunity with GenAI

Not expected to be affected by GenAI
Illustrative

Value unlock Industry Typical working

examples examples day product owner
% time spent
Creating 3D visual models and Improve pipeline maintenance by
digital product designs synthesizing maintenance and inspection
records, predict areas at risk for corrosion E-mail 10
Prioritizing product backlog by based on historic maintenance records
synthesizing customer feedback Reimagine product portfolio through GenAI Product
17
opportunity themes development
Measuring and tracking engineering
Translate code from legacy systems at scale,
metrics Troubleshooting 17
prioritizing interventions and re-factoring

Fixing 17

Meetings 25
Key  High tech
industries  CPG
Other admin 15
 Retail
 Travel, Transport & Logistics
Total
 Telecommunications
 Insurance
 Financial services Total value
potential, bn NOK 8 - 15
Source: McKinsey Global Institute; internal experts McKinsey & Company 25
6: Risk & Legal Productivity opportunity with GenAI
Not expected to be affected by GenAI
Illustrative

Value unlock Industry Typical working

examples examples day junior lawyer
% time spent
Draft and review legal documents Summarize regulation, including safety &
equipment manuals changes from industry &
regulatory databases E-mail 10
Summarize and highlight changes
Informative queries from agents to identify &
in large bodies of regulatory Writing
generate required legal and non-legal
documents 45
documents for transportation based on documents
classification from GenAI model Review
Answer questions & cite 5
justifications from large documents Generate life-like fraud attempts for pro-active documents
testing
Calls 30

Meetings 5
Key  Energy
industries  High Tech
Other admin 6
 Media
 Insurance
Total
 Financial services
 Real Estate
 Telecommunications Total value
potential, bn NOK 7-9
Source: McKinsey Global Institute; internal experts; press search McKinsey & Company 26