5 Insights About Change Management in Maritime
The maritime industry, with its complex web of stakeholders, intricate supply chains, and reliance on traditional practices, faces unique challenges when it comes to implementing change. Whether it’s adopting new technologies, optimizing operations, or embracing sustainability initiatives, change management is a necessity. This article highlights 5 insights from maritime experts about change management in the industry.
1. Change in a company culture developed in a pre-digitized paradigm
Veterans in the maritime industry knows what they are doing – they have decades of experience, and they know the processes inside-out. And in the maritime industry, a lot of these processes are still conducted manually, and spreadsheets are still a primary tool in many instances.
Adding digitization allows for more information, more data, and better supported decision-making with a broader context. However, this requires people to move from trusting their experience with familiar processes to trusting the support of computers. This is a big step to take for many, and it is what’s blocking companies developed within a pre-digitized paradigm.
Ultimately, there is no change without proper communication to those directly impacted by the change. This is where change management needs to start.
2. Scaled-up controlled collaborative pilot project
Another significant blocker of change is the cost of investment while uncertainty of the results is still looming. When you are looking to scale the use of new technology, it’s crucial to first validate its feasibility in a controlled environment.
In the context of a supply chain, particularly in shipping, this is inherently a collaborative process. Innovation in this sector does not happen in isolation; it requires coordination and cooperation among all stakeholders involved. We need to create structured ways to organize this collaboration, emphasizing joint responsibility.
The role of the scale-up in these pilot projects is to facilitate learning from all parties involved. For instance, when looking at port operations, we engage with shipping lines, agents, terminals, port authorities, and suppliers. This wide-ranging dialogue helps us understand the collaborative dynamics and how to integrate them effectively. Proving feasibility isn’t just about technical possibility; it’s also about understanding the business case. Collaborative initiatives often require substantial investment and time from organizations, so establishing a solid business case through pilot projects is vital to justify those commitments.
3. Measurement of performance & improvement
To ensure that your time, energy, and money are invested wisely, you also need information. You need a way to measure performance and improvement to determine the effects of an implementation. And in order to get this information, data is necessary.
Data allows measurement of the current state of operations and compare it to the state after implementing improvements. This way, you can confidently determine if your efforts are effective and if your resources were well spent. Without data and measurement, any improvement is just guesswork, not a guaranteed success.
The phrase "Alone, I go faster. Together, we go further." perfectly captures the dynamic here.
Richard van Klaveren
CTO of Teqplay
4. Standardization initiatives
Initiatives like Covantis, VAKT, and DCSA in the container industry are crucial for driving change within their that sector. However, it is important to recognize that standardization does not begin the journey—it evolves from the need identified through initial experimentation and collaboration.
The phrase, “Alone, I go faster. Together, we go further,” perfectly captures the dynamic here. Standardization comes into play in the second phase, where a group of forward-thinking individuals or organizations have already started identifying and testing improvements in their processes. In the maritime supply chain, which involves numerous stakeholders, the need for a common framework to work together is essential.
That said, it is also important to highlight that waiting for standards before taking action can stifle innovation. The key is to find a balance—start with experimentation and collaboration, learn from those efforts, and then contribute those insights back into the standardization process.
5. To be a hero
Another challenge in managing change is the fear of being exposed when presented with new solutions. People worry that implementing new ideas reveals past shortcomings. Resistance to change is a common human trait. Such fears might stem from past negative experiences, or the perception that they lack the skills to start taking action.
However, adopting innovative solutions is an opportunity to be a hero within your organization. It’s not about past mistakes; it’s about embracing a better future.
In the ever-evolving maritime business landscape, resistance to change can be a major obstacle. With the right approach and mindset, organizations can transform their operations, becoming more efficient, competitive, and ultimately, heroes of their own success stories.
Hear more from Teqplay’s maritime experts and industry thought leaders in our video podcast here.