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Oil Isn’t the Enemy — Energy Scarcity Is
- Jonathan Browning
- Jan 6
- 9 min read
DATE: 01/06/2026
Jonathan G. Browning | Chief Strategy Officer | Hornet Corporation, Tennessee
Oil Isn’t the Enemy — Energy Scarcity Is
Energy debates often frame oil as the villain in the story of modern civilization — blamed for environmental degradation, climate change, and geopolitical tensions. This narrative ignores a more fundamental risk: energy scarcity — the absence of affordable, reliable energy — is the true threat to economic stability, prosperity, and human well-being.
1. What Is Energy Scarcity?
Energy scarcity occurs when there’s insufficient cost-effective energy to meet societal demand. It affects everything from manufacturing and healthcare to food systems and transportation. Energy isn’t just fuel — it’s the backbone of modern life. When energy becomes scarce or prohibitively expensive, entire economic systems suffer. IEA
According to the International Energy Agency (IEA), recent energy crises have contributed to high inflation, economic slowdowns, and increased poverty when supplies tightened or prices spiked. IEA
Energy security — the reliable availability of energy at stable prices — is essential for economic growth and geopolitical stability. Disruptions to energy supplies can undermine industrial production and daily life. IEA+1
2. Oil Is a Solution to Scarcity, Not the Source of It
Energy Demand Is Rising, Not Falling
Global energy demand continues to grow as economies expand and populations increase. Comprehensive projections indicate that fossil fuels — including oil — will continue to supply a major portion of global energy well past 2050. Renewables may grow rapidly, but they are unlikely to entirely replace oil in the medium term due to limits in current technology and infrastructure. McKinsey & Company
Some industry forecasts project that oil demand may not peak until the early 2030s, driven by continued reliance for transportation, petrochemicals, and industrial energy needs. Reuters
Oil isn’t simply about gasoline; it underpins modern logistics, manufacturing, plastics, agriculture inputs, and chemicals critical to healthcare and technology.
3. Economic Consequences of Energy Scarcity
When energy supplies tighten or cannot keep pace with demand, broad economic impacts follow:
High energy prices increase costs for consumers and businesses.
Production slowdowns occur when energy-intensive industries cut output.
Inflation rises as transportation and supply-chain costs propagate across markets.
These impacts have played out in the global energy crisis of recent years, where shortages in fossil fuels — including oil and gas — exacerbated economic instability and inflation in multiple regions. IEA
Energy scarcity doesn’t just hurt wealthy countries; emerging economies spend disproportionate shares of income on energy and food, pushing millions into hardship when energy prices rise. IEA
4. Technological Progress Improves Efficiency — But Doesn’t Eliminate Need
Advances in drilling, extraction, and refining have made oil production cleaner and more efficient than in past decades. These technologies help keep energy affordable while reducing environmental impacts relative to older methods. While renewables are growing, they face barriers such as intermittency, storage challenges, and infrastructure limitations that constrain their ability to fully replace oil in the near term. McKinsey & Company
5. Oil and National Security
Energy security has been a strategic priority for governments for half a century. The IEA was established in response to oil disruptions to ensure that markets remain supplied. Stable oil supplies reduce the risk of geopolitical conflict, protect manufacturing and transportation networks, and underpin national defense systems. IEA
Without robust oil and energy production, nations become vulnerable to supply shocks, price volatility, and political leverage from energy exporters.
6. The Real Threat: Scarcity — Not Oil
Blaming oil for societal problems simplifies a much more complex reality. The true systemic risk is insufficient energy — not the existence of oil itself. Without affordable, reliable energy sources like oil:
Food systems cannot operate efficiently
Healthcare and emergency services lack power and mobility
Manufacturing and logistics stagnate
Economic growth slows or reverses
This isn’t a theoretical issue — it is a practical constraint that societies have faced historically and continue to confront today.
Conclusion
Oil is not the enemy — energy scarcity is.
Attempting to demonize the oil industry without appreciating the broader context of energy demand, economic stability, and national security misdiagnoses the real problem. Oil remains a vital part of the global energy mix, delivering the reliable power necessary to sustain modern civilization and enabling progress toward greater energy diversity and efficiency.
Addressing energy scarcity requires pragmatic policy, investment in technology, and maintaining reliable energy supplies — including oil — as part of a balanced, resilient energy future.
About the Author
Jonathan Browning, Chief Strategy Officer at Hornet Corporation, brings extensive experience in strategic planning, operations management, and stakeholder relations. With a focus on innovation and emerging technologies like AI and blockchain, Jonathan drives growth and operational excellence while championing American energy independence.
DISCLAIMER
This publication is provided for informational and marketing purposes only and does not constitute, nor should it be construed as, tax, legal, investment, or financial advice. Hornet Corporation, including its affiliates and subsidiaries (referred to as Hornet Corp. or H.Corp), expressly disclaims any liability arising from reliance upon the information contained herein. Readers are strongly encouraged to seek independent counsel from qualified tax, legal, and financial professionals to address their specific facts, circumstances, and objectives.~ This document is a Hornet Corporation publication intended to provide general, non-specific information based on historical and current data, statistical references, and/or research. Certain content may include citations or references to third-party sources. While reasonable efforts have been made to ensure the accuracy and completeness of the information, Hornet Corporation makes no representations, warranties, or guarantees, whether express or implied, as to the reliability, timeliness, or accuracy of the information provided. ~Should you believe any information herein needs to be more accurate, complete, or otherwise requires clarification, please contact Hornet Corporation directly at info@hornetcorp.com. ~ All content herein, including but not limited to text, graphics, and design, is copyrighted and constitutes the sole intellectual property of Hornet Corporation. Unauthorized use, reproduction, dissemination, or distribution of this material, in whole or part, without prior written consent is strictly prohibited. Hornet Corporation expressly reserves all rights.
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Beyond our comprehensive involvement in each phase of oil well development, we've strategically invested in adeptly navigating the complexities of a commodity-based business. Hornet Corp owns leasing and operating companies, demonstrating our commitment to integrated asset management. We've established a robust infrastructure that supports our operations by owning our headquarters, field office, research and development office, and supply yard. These strategic assets, combined with our unique business model, empower us to efficiently raise capital, drill, and complete wells swiftly and cost-effectively, setting us apart in the industry.
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Alan Murrell, CEO of Hornet Corporation, is a leader in the energy sector with a focus on ethical resource development. Born in Metcalfe County, Kentucky, he runs the family-owned business with his wife, Kimberly, and their three children, highlighting the importance of family, community, and innovation. Alan navigated the company through tough times, including the financial crisis and the COVID-19 pandemic, showing resilience and a commitment to growth. The Boom Maker award recognizes his efforts in domestic oil development and environmental stewardship. Alan’s leadership at Hornet Corporation reflects his dedication to his family, community, and sustainable energy.
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About the Hornet Corporation Leadership Team
Hornet Corporation’s leadership team combines expertise in finance, operations, strategy, and field management to drive the company’s success in domestic oil and gas ventures.
Kimberly Murrell, CFO,
Optimizes financial strategy and sustainability, focusing on growth, accountability, and transparency.
Ronald C. Filer, COO,
Leverages over two decades of experience in oil development and acquisitions, ensuring operational excellence and strong partner relationships.
Jonathan G. Browning, CSO,
Implements strategic initiatives and growth opportunities with a focus on efficiency and innovation.
Greg Parnell, Director of Field Operations,
Manages drilling and production activities, ensuring projects meet timelines and high operational standards.
This seasoned team’s combined leadership and expertise position Hornet Corporation as a trusted oil and gas development force.
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Investing in oil and gas offers unique opportunities for tax savings that can significantly enhance your financial strategy. Through provisions like the Intangible Drilling Costs (IDC) deduction, investors can deduct a substantial portion of well-related expenses in the year they are incurred, potentially reducing taxable income. Additional benefits include the depletion allowance and favorable amortization schedules for certain costs. To discover how these incentives can work for you, click here to learn more.
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