Seafaring of the future in the context of the 4th Industrial Revolution and the advent of autonomous vessels
Seafaring of the future in the context of the 4th Industrial Revolution and the advent of autonomous vessels
Joseph Nyamwange | 2021
Abstract
The Fourth Industrial Revolution (4IR), commonly known as shipping 4.0, is considered a disruptive innovation paradigm especially in the maritime industry that is traditionally slow to adopt changes. Technological literacy, infrastructure and social acceptance of increased technological advances, and the role of human resources and referred competencies in the evolving technological era are crucial (De Klerk, 2019). Maritime industry leader (Borromeo, 2020) posits “How we, therefore, formulate our plans and strategies in the period ahead will spell the difference between our being victims of disruption; alternatively, our being responsible stewards who shape and transform our sea and landscapes – creating meaning, purpose, and structure for what we want to be – our better tomorrow.” In response to this call to action, one required competency needing consideration is a Anticipatory management principle to enable Human Resource (HR) departments within the shipping industry to navigate through the rough unknowns ahead.
Shipping 4.0 vision is the widespread utilization of cyber-physical systems (CPS), Internet of Things (IoT), and Internet of Service (IoS) in the shipping domain. These technologies and intelligent equipment and control systems will provide a new shipping industry with its requirement for seafarers who operate the ships, the shipowners, and the onshore marine service providers. The hybrid project was a combination of research and a strategic foresight workshop which entails integrating Anticipatory Management approaches and leadership development theorem in designing the future of marine human capital (seafarers) within Maersk A/s. It resulted in the development of a roadmap to 2050 for talent development and training of our seafarers.
The hybrid intervention was designed to align with Maersk A/s’s aggressive de-carbonization goals coupled with guiding the People Strategy team in identifying the changes in skill and training requirements necessary to shift the organization toward operating with carbon neutral vessels and autonomous seafaring vessels. Through this intervention, we created a model consisting of four alternative futures to help the teams recognize the need to prepare for multiple potential futures. The delivery method was a two-day workshop using the model and guided the teams through the discovery and strategy formation process. The engagement among workshop participants served as a catalyst for the teams to develop a long-range plan to 2050.
References
Ashley, W. C., & Morrison, J. L. (1997). Anticipatory management: Tools for better decision making. Futurist, 31(5), 47-51.
Borromeo G. 2020, Disruptive trends and implications for continuing talent development and acquisition Safety4sea published on 14/01/20. Gerardo A. Borromeo, Vice-Chairman and Chief Executive Officer of Philippine Transmarine Carriers, Inc.
De Klerk, Y. (2019). Scenario planning for an autonomous future: a comparative analysis of national preparedness relating to maritime policy/legislative frameworks, societal readiness and HR development for autonomous vessel operations.