Going all the way in the transformation of A.P. Moller - Maersk
For things to change, we must first change our own mindsets and habits. And in A.P. Moller – Maersk, I believe we have. The first step in Maersk’s transformation has now been completed; the company stands reorganized as one organisation and ready to grow.
I strongly believe that we now have the building blocks we need to succeed. Now we need to stack these in the right order and execute on the next phase of our transformation. It is challenging – and will continue to be so - and we will not receive help from any kind of ‘magic button.’ Success will come from hard work, and from working together.
Today, I see us working together as One Maersk, ready to be integrated further into the global supply chains of our 70.000 customers and to go wherever they will go.
When I look across Maersk, I now see an organization that is ready to adopt new digital platforms and ready to constantly find new and innovative ways to understand, serve and connect to our customers.
Technology and mindset will continue to play an important role and drive our transformation towards becoming an end-to-end container logistics company, improving the experience and broadening the services we offer the customers. The software we build will make a significant difference for the app. 20% of the global container trade moved by Maersk. But even for the transport sector on a global level, there are huge opportunities in creating partnerships, defining industry standards and scaling up innovation. TradeLens is a good example of that.
People will be a crucial element for Maersk’s transformation and it is important that we focus on preparing ourselves with skills that are required for tomorrow. We need to have digital mindsets as the way we use data changes and as we automate many of the more repetitive tasks, changing our ways of working.
We have a strategy where digital plays a key role which is ambitious but possible. We have focused the company into an integrated transport and logistics company. Now we put our energy in adding the building blocks we need and stacking them in the right order to go all the way together with our employees and customers.
CTO
5 年Just read through the article on Soren Skou and Maersk in "Lloyd's List Containers". I'm deeply impressed by the organizational transformation and p&l restructuring of Maersk done by Soren. I don't want to know how hard it was to go through this process within three years. But I also see the challenges ahead to go through the digitalization part of the transformation - changing a container shipper into an integrated, data and tech-driven supply chain company. To generate value from technologies like IoT or Blockchain requires more than just technology implementation, but stirring up creative processes throughout an organisation. Establishing cross-functional customer centricity in such a geographically distributed and functionally differentiated organization like Maersk, while revitalizing a system stack full with legacy architecture will be the next challenge that determines success or fail of Maersk's endeavor. I really would love to see that a great logistics company like Maersk's will be a benchmark for digital transformation. All the best to you!
CEO & In Control Of Myself ? at The Universe
5 年When you are placed at Number 1, miles ahead of Number 2, tough decissions need to be taken to stop leaking market share . Its leaking and Thats the "Truth." What steps need to be taken is upto the President & Board. Performance Vs Loyalty should be evaluated.
Commercial and Customer service Manager in Maritime- Shipping - Transport & Logistics
5 年fully agree
Digital @ 3i | Chairman @ PerfectSeason
5 年Good luck
START NOW NOT TOMORROW
5 年S?ren Skou?Lets connect and discuss an innovative Caribbean offer.