Article – Sept, 2026
Many maritime companies have found that more technology doesn’t translate into operational gains. Ole Petter Andersen, CEO of business transformation specialist Pathways, explains why.
Across shipping and offshore operations, digital transformation is accelerating, with new ERP platforms, crewing and procurement systems, reporting tools and analytics capabilities introduced to improve efficiency.
Companies also face growing regulatory pressure and increasing demands for trans-parency and compliance. Yet many fail to achieve the operational gains expected, with complexity often increasing. The question is: what can organisations do about it?
The problem is rarely the software
There is an assumption that more systems lead to better outcomes. If reporting is slow, implement a new platform. If data is fragmented, invest in integration tools. If decisions are inconsistent, introduce analytics. Individually, these decisions make sense, but many organisations layer
new systems onto processes and structures that were never designed to support them. Teams spend more time managing systems than improving performance
Business transformation first
The issue is usually a mismatch between how organisations operate and the systems they implement. Processes are unclear, responsibilities fragmented and workflows shaped by daily pressures. Technology introduced into this environment reinforces complexity.
The result is familiar: significant investment, lengthy implementation projects and only marginal operational improvement. That is why business transformation must come before digital transformation.
Without clear ownership, aligned processes and defined ways of working, even advanced systems struggle to deliver value.
What companies that succeed do differently
Organisations that achieve lasting value start with operations. They examine how work is performed, where bottlenecks exist,
where responsibilities are unclear and where inefficiencies are embedded before deciding how systems should support those workflows.
This requires challenging established processes, clarifying accountability and strengthening governance. It also means recognising that transformation isn’t an IT project.
Procurement, crewing, technical management, finance, compliance and operations are interconnected, and without cross-functional alignment, improvements rarely last.
Many transformation projects disappoint because organisational readiness is treated as secondary to system delivery.
Attention shifts to features, timelines and technical functionality.
There is also pressure to modernise quickly. But when organisations are not ready to change, they often digitise inefficient processes.
The Leadership challenge
For leadership teams, the key question is not which platform to invest in next, but
whether the organisation is ready to use it effectively. Are processes clearly defined?
Is ownership established across functions? Is there a consistent way of working that systems can support?
If the answer is no, jazzier software is unlikely to resolve the underlying problem.
The maritime transition requires organisations to become operationally stronger,more aligned and more disciplined.
That starts with an honest assessment of how the business actually operates. External perspectives can be invaluable in exposing issues that internal teams no longer see clearly.
The transition will not be driven by technology alone. Pathways supports companies by combining digital investment with robust processes, clear ownership, and operational discipline.
Companies that adopt this integrated approach will be far better positioned to navigate the future.
