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potential in pulp and paper process optimization</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2021-08-24T00:00:00Z">August 24, 2021</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-7 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-10"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">While many pulp and paper companies have been automated for years, they are only now starting to reap the full potential of digital technologies.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Findustries%2Fpaper%20and%20forest%20products%2Four%20insights%2Ftapping%20digitals%20full%20potential%20in%20pulp%20and%20paper%20process%20optimization%2Ftapping-digitals-full-potential-in-pulp-and-paper-process-optimization.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="tapping-digitals-full-potential-in-pulp-and-paper-process-optimization" data-layer-report-name="tapping-digitals-full-potential-in-pulp-and-paper-process-optimization>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (4 pages)</span></a></div></div></div></div> <p><strong>In recent years,</strong> the pulp and paper industry has looked to digital to further optimize operations. This is driven, in part, by three market trends: continued price pressure on paper manufacturers as the market for traditional paper products declines, growing demand for paper packaging as a more sustainable alternative to plastic, and growing demand for tissue products globally.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>About the authors</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p>This article is a collaborative effort by Christer Gerdin, <a href="/our-people/oskar-lingqvist">Oskar Lingqvist</a>, Andy Luse, <a href="/our-people/lapo-mori">Lapo Mori</a>, <a href="/our-people/kunwar-singh">Kunwar Singh</a>, and Greg Vainberg.</p></div></div></div></div></div></div> <p>Digital technologies鈥攎achine connectivity, intelligent automation, and advanced analytics鈥攅nable new levels of productivity in pulp and paper operations by leveraging large quantities of production data to deliver better insights and outcomes. Successful digital innovators are seeing throughput gains of 5 to 10 percent, yield gains of up to five percentage points, and significant savings on materials, chemicals, and energy. For the industry, this represents a $4 billion to $6 billion opportunity, and the value is achievable here and now. Over 25 unique use cases are already generating value across the full pulp and paper value chain (Exhibit 1).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/paper%20and%20forest%20products/our%20insights/tapping%20digitals%20full%20potential%20in%20pulp%20and%20paper%20process%20optimization/svgz-pulppaperoptimization-ex1.svgz?cq=50&cpy=Center"/><img alt="Digital and analytics use cases can unlock significant value across the pulp and paper value chain." src="/~/media/mckinsey/industries/paper%20and%20forest%20products/our%20insights/tapping%20digitals%20full%20potential%20in%20pulp%20and%20paper%20process%20optimization/svgz-pulppaperoptimization-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>In forestry and logistics, we see the benefit of applications that track real-time material flow from harvester to mill to help optimize delivery and planning. In pulp mills, companies are using advanced analytics to improve kappa control and boost fiber yield. In paper mills, energy optimization, AI-driven root-cause problem solving, and speed optimization boost profit per hour. And finally, in finishing, advanced analytics is driving improved quality.</p> <p>Companies that are maximizing their return on investment in digital do three things well:</p> <ol> <li><em>Develop a strategic value-capture road map and put the right technology enablers in place.</em> Companies need to clearly articulate the total value potential from digital and how they plan to capture that value over time. A strategic road map helps anchor the organization on the sequence of value-capture initiatives as well as the technology enablers that need to be put in place (such as sensors, data pipelines, and storage) to capture the opportunity. The goal should be to manage the program to a well-defined business case with target key performance indicators (KPIs) and avoid running technology experiments.</li> <li><em>Build new capabilities in-house.</em> Successful digital transformation requires new skills and new ways of working. Companies can supplement their workforce with external contractors to start and build momentum; however, they must build these new capabilities in-house if they want the digital transformation to scale and be sustained. To capture the full value and improve implementation outcomes, companies need to combine technology and data expertise with core process and operational know-how. This requires a major focus on hiring and upskilling people in a systematic way.</li> <li><em>Master change management.</em> The greatest digital solutions drive no value unless they are adopted and used every day in the workplace. To make this happen, organizations must obsessively focus on the end users of technology and invest time to understand their needs and incorporate their feedback. Equal focus and attention must be applied both to training and reinforcing new behaviors and to deploying new applications.</li> </ol> <h2>Case example: Maximizing value from existing assets by leveraging advanced analytics</h2>  <p>Despite significant investment in Lean and Six Sigma, a top-quartile, multi-asset pulp and paper company was still struggling to make a step change in profitability; it was experiencing significant variability in major KPIs, leading the company to explore opportunities in digital. The resulting advanced-analytics transformation increased throughput by 8 to 10 percent in the pulp mill, decreased costs by 15 to 20 percent across use cases, and enabled a sustained four- to five-percentage-point increase in earnings before interest, taxes, depreciation, and amortization (EBITDA) overall.</p> <p>Below is an overview of what the company did well to achieve those benefits, illustrating best practices.</p> <h3>Putting the right technology enablers and road map in place</h3> <p>The company developed an exciting and aspirational analytics transformation program with a clearly linked data strategy. It executed use cases in sequence to demonstrate value, build momentum, and develop capabilities. The vast quantity of data (20+ GB) available was stitched together from multiple repositories, cleaned, and analyzed through the deployment of over 50 analytics models across more than 20 use cases, with a focus on optimizing KPIs such as throughput, quality, and cost reduction throughout the operations.</p> <h3>New capability building</h3> <p>Close interaction between domain and advanced-analytics experts was key to unlocking the full potential of the assets. There was a focus on capability building within the organization rather than resorting to massive external recruitment. This included designing and setting up an academy within the organization that touched more than 20 percent of the workforce in the first year, ensuring skills were developed at all levels from senior management to line managers, while a set of high-performing people was identified to run the center of excellence, including data engineering, development, process optimization, and change management.</p> <h3>Processes and change management</h3> <p>Adopting agile ways of working coupled with a rapid implementation mindset was crucial for driving change. The company put in place multidisciplinary teams including designers, technologists, operators, and process owners to implement the analytics solution with clearly defined improvement KPIs. Exhibit 2 shows how short sprints by these multidisciplinary teams led to a significant reduction in chemical use in as little as 20 days.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/paper%20and%20forest%20products/our%20insights/tapping%20digitals%20full%20potential%20in%20pulp%20and%20paper%20process%20optimization/svgz-pulppaperoptimization-ex2.svgz?cq=50&cpy=Center"/><img alt="Adopting agile ways of working has yielded rapid and iterative impact in the pulp and paper industry." src="/~/media/mckinsey/industries/paper%20and%20forest%20products/our%20insights/tapping%20digitals%20full%20potential%20in%20pulp%20and%20paper%20process%20optimization/svgz-pulppaperoptimization-ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>The gap between digital frontrunners and laggards is expected to grow over the coming years, and companies that get their digital transformations right will have a distinct competitive advantage. A no-regrets first step for pulp and paper companies that have not yet started this journey is to explore opportunities and align the senior team on a vision and ambition for digital, and to lay out a strategic road map that considers critical business KPIs, harnesses the strengths of the organization, and is aligned with business priorities.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Christer Gerdin</strong> is an associate partner in McKinsey’s Stockholm office, where <strong><a href="/our-people/oskar-lingqvist">Oskar Lingqvist</a></strong> is a senior partner; <strong>Andy Luse</strong> is an associate partner in the Philadelphia office; <strong><a href="/our-people/lapo-mori">Lapo Mori</a></strong> is a partner in the Denver office; <strong><a href="/our-people/kunwar-singh">Kunwar Singh</a></strong> is a partner in the Delhi office; and <strong>Greg Vainberg</strong> is a senior partner in the Montréal office.</p> <p>The authors wish to thank Freddie Briggs, Matt Castello, Abhinav Goel, Amélie Nicolay, Abhik Tandon, Asad Ul Haq, and Zach Warren for their contributions to this article, with special thanks to Xavier Morin.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 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1]]\n[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eIn recent years,\u003c/strong\u003e the pulp and paper industry has looked to digital to further optimize operations. This is driven, in part, by three market trends: continued price pressure on paper manufacturers as the market for traditional paper products declines, growing demand for paper packaging as a more sustainable alternative to plastic, and growing demand for tissue products globally.\u003c/p\u003e\n[[Sidebar 1]]\n\u003cp\u003eDigital technologies\u0026mdash;machine connectivity, intelligent automation, and advanced analytics\u0026mdash;enable new levels of productivity in pulp and paper operations by leveraging large quantities of production data to deliver better insights and outcomes. Successful digital innovators are seeing throughput gains of 5 to 10 percent, yield gains of up to five percentage points, and significant savings on materials, chemicals, and energy. For the industry, this represents a $4 billion to $6 billion opportunity, and the value is achievable here and now. Over 25 unique use cases are already generating value across the full pulp and paper value chain (Exhibit 1).\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eIn forestry and logistics, we see the benefit of applications that track real-time material flow from harvester to mill to help optimize delivery and planning. In pulp mills, companies are using advanced analytics to improve kappa control and boost fiber yield. In paper mills, energy optimization, AI-driven root-cause problem solving, and speed optimization boost profit per hour. And finally, in finishing, advanced analytics is driving improved quality.\u003c/p\u003e\n\u003cp\u003eCompanies that are maximizing their return on investment in digital do three things well:\u003c/p\u003e\n\u003col\u003e\n \u003cli\u003e\u003cem\u003eDevelop a strategic value-capture road map and put the right technology enablers in place.\u003c/em\u003e Companies need to clearly articulate the total value potential from digital and how they plan to capture that value over time. A strategic road map helps anchor the organization on the sequence of value-capture initiatives as well as the technology enablers that need to be put in place (such as sensors, data pipelines, and storage) to capture the opportunity. The goal should be to manage the program to a well-defined business case with target key performance indicators (KPIs) and avoid running technology experiments.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eBuild new capabilities in-house.\u003c/em\u003e Successful digital transformation requires new skills and new ways of working. Companies can supplement their workforce with external contractors to start and build momentum; however, they must build these new capabilities in-house if they want the digital transformation to scale and be sustained. To capture the full value and improve implementation outcomes, companies need to combine technology and data expertise with core process and operational know-how. This requires a major focus on hiring and upskilling people in a systematic way.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eMaster change management.\u003c/em\u003e The greatest digital solutions drive no value unless they are adopted and used every day in the workplace. To make this happen, organizations must obsessively focus on the end users of technology and invest time to understand their needs and incorporate their feedback. Equal focus and attention must be applied both to training and reinforcing new behaviors and to deploying new applications.\u003c/li\u003e\n\u003c/ol\u003e\n\u003ch2\u003eCase example: Maximizing value from existing assets by leveraging advanced analytics\u003c/h2\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eDespite significant investment in Lean and Six Sigma, a top-quartile, multi-asset pulp and paper company was still struggling to make a step change in profitability; it was experiencing significant variability in major KPIs, leading the company to explore opportunities in digital. The resulting advanced-analytics transformation increased throughput by 8 to 10 percent in the pulp mill, decreased costs by 15 to 20 percent across use cases, and enabled a sustained four- to five-percentage-point increase in earnings before interest, taxes, depreciation, and amortization (EBITDA) overall.\u003c/p\u003e\n\u003cp\u003eBelow is an overview of what the company did well to achieve those benefits, illustrating best practices.\u003c/p\u003e\n\u003ch3\u003ePutting the right technology enablers and road map in place\u003c/h3\u003e\n\u003cp\u003eThe company developed an exciting and aspirational analytics transformation program with a clearly linked data strategy. It executed use cases in sequence to demonstrate value, build momentum, and develop capabilities. The vast quantity of data (20+ GB) available was stitched together from multiple repositories, cleaned, and analyzed through the deployment of over 50 analytics models across more than 20 use cases, with a focus on optimizing KPIs such as throughput, quality, and cost reduction throughout the operations.\u003c/p\u003e\n\u003ch3\u003eNew capability building\u003c/h3\u003e\n\u003cp\u003eClose interaction between domain and advanced-analytics experts was key to unlocking the full potential of the assets. There was a focus on capability building within the organization rather than resorting to massive external recruitment. This included designing and setting up an academy within the organization that touched more than 20 percent of the workforce in the first year, ensuring skills were developed at all levels from senior management to line managers, while a set of high-performing people was identified to run the center of excellence, including data engineering, development, process optimization, and change management.\u003c/p\u003e\n\u003ch3\u003eProcesses and change management\u003c/h3\u003e\n\u003cp\u003eAdopting agile ways of working coupled with a rapid implementation mindset was crucial for driving change. The company put in place multidisciplinary teams including designers, technologists, operators, and process owners to implement the analytics solution with clearly defined improvement KPIs. Exhibit 2 shows how short sprints by these multidisciplinary teams led to a significant reduction in chemical use in as little as 20 days.\u003c/p\u003e\n[[Exhibit 2]]\n\u003cp\u003eThe gap between digital frontrunners and laggards is expected to grow over the coming years, and companies that get their digital transformations right will have a distinct competitive advantage. A no-regrets first step for pulp and paper companies that have not yet started this journey is to explore opportunities and align the senior team on a vision and ambition for digital, and to lay out a strategic road map that considers critical business KPIs, harnesses the strengths of the organization, and is aligned with business priorities.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2021-08-24T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[{"displayName":"Packaging \u0026 Paper"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eChrister Gerdin\u003c/strong\u003e is an associate partner in McKinsey\u0026rsquo;s Stockholm office, where \u003cstrong\u003e\u003ca href=\"/our-people/oskar-lingqvist\"\u003eOskar Lingqvist\u003c/a\u003e\u003c/strong\u003e is a senior partner; \u003cstrong\u003eAndy Luse\u003c/strong\u003e is an associate partner in the Philadelphia office; \u003cstrong\u003e\u003ca href=\"/our-people/lapo-mori\"\u003eLapo Mori\u003c/a\u003e\u003c/strong\u003e is a partner in the Denver office; \u003cstrong\u003e\u003ca href=\"/our-people/kunwar-singh\"\u003eKunwar Singh\u003c/a\u003e\u003c/strong\u003e is a partner in the Delhi office; and \u003cstrong\u003eGreg Vainberg\u003c/strong\u003e is a senior partner in the Montr\u0026eacute;al office.\u003c/p\u003e\n\u003cp\u003eThe authors wish to thank Freddie Briggs, Matt Castello, Abhinav Goel, Am\u0026eacute;lie Nicolay, Abhik Tandon, Asad Ul Haq, and Zach Warren for their contributions to this article, with special thanks to Xavier Morin.\u003c/p\u003e"},"authors":{"targetItems":[]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Preparing for the flood: How packaging companies can catch the postpandemic wave of new product launches"},"url":{"path":"/industries/packaging-and-paper/our-insights/preparing-for-the-flood-how-packaging-companies-can-catch-the-postpandemic-wave-of-new-product-launches"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"As the world emerges from the COVID-19 pandemic, we anticipate a significant increase in new product launches driven by changing megatrends. 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