The document discusses the importance of connecting business and technology to drive innovation in the maritime industry, emphasizing the need for tangible value creation and effective idea management. Key findings suggest that while the industry may appear conservative, leading players are innovating amidst regulatory and market pressures, with critical factors including digital supply chains and compliance. Additionally, it outlines several drivers for innovation, such as improving profitability through new business models and aligning with environmental regulations.

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Innovation in
Rough Seas
Innovation work shop
IMPA 2010 Exhibition and Conference
Rune Mejer Rasmussen
Sr. Advisor at Devoteam daVinci
Cecilia Jahr Stott
Advisor at Devoteam daVinci
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2. Innovation is about creating tangible value from
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clever insights and creative inventions!
Create
Take your
relevant Generate Develop and Harvest
ideas all the
insights in and manage test your tangible
way to the
real bss. your ideas ideas value
market
challenges
Trends, scenarios, Abundance Prototyping Implementation Profitability/value -
future mapping Clustering Attractiveness Commercial follow-up
Market analysis Combining Business case organisation Feed-back to new
User observation Stretching Cluster capacity Capital innovations
Focus groups Portfolio mngt. Iterations Market (blue ocean)
You need innovation on your business agenda to
achieve cash value from profitable compliance and
competitive advantage
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3. We have observed a few key success criteria
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for turning ideas into hard cash value!
Connect your
innovation activities
to real business
Build your challenges!
innovation
system one
stone at the The best motivation
Only by securing you can give your
time!
an abundance of employees to innovate
ideas will you find is to show them that it
the truly excellent works!
ones!
Insight gives
direction to
your ideas! Kill your darlings
to let the best Increase the
ideas excel! value of your
ideas through
clustering and
stretching!
You have not truly
innovated until
your idea is a
market success!
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Key findings
Maritime Industry may be conservative, but it is not old fashioned
The majority of players are coping, protecting margins and does not do
much else unless they have to –customer demand, regulation, compliance
Innovation activity seems to be undertaken by leading players, but are
easily diluted in joint cluster type projects
Many innovations developed in companies owned by leading players, are
delayed to market due to conflicting views on the new business models in
play
Ratified standards seems to be a critical success factor for innovations in
Maritime Industry to deliver cash value
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5. We would like to discuss with you three important
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drivers for innovation in the maritime industry!
Digital supply chains and information flows will
improve profitability and drive new value added
services.
Compliance to environmental regulations and a
green profile will protect margins and reduce
costs
New business models and a consolidation of technical
insights and skills on the supplier side, can reduce cost
and increase efficiency
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6. We would like to discuss with you three important
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drivers for innovation in the maritime industry!
IMO regulation on digital charts from 2012
Digital supply chainschains for distributors’ flows will
• Erosion of physical supply and information
improve profitability and drive new value added
• Introduction of new players
• Opportunity
services. to increase value from charts.
• Emerging demand for chart data in the context of optimizing vessel energy
consumption
IMO regulation on to environmental regulations and a
Compliance GHG emissions
•green profile000 EUR pr voyage day pr vessel. reduce
Cost of prox 10 will protect margins and
• New technology for reducing emissions and optimizing fleet energy consumption
costs
• Will drive adoption of GHG footprint score with suppliers, as a prerequisite to
operate and stay competitive
• New business models for purchasing and operating equipment with GHG emissions
SYNCHROPORT
New business models and a consolidation of technical
• System for optimizing port efficiency and voyage speed –”Airline slot-times”
insights and skills on the supplier side, can reduce cost
• Joint project -Grieg Group, DNV and Chr. Mikkelsen’s research institute
•and increase efficiency GHG emissions at large 50 % -slow steaming
Reduces fuel consumption and
• Pilot Phase -Regulation will drive market adoption
• Will change voyage Modus Operandi –planning, handling, charter contracts
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Discussion items
 Additional trends that I see which will drive innovation in my comapny
 What does it take for innovation to make a commercial difference
 What are the consequences for my area of responsibillity
 How do I successfully set up and manage an innovation activity
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