What does organisational digital competency look like in shipping?

Every shipping company wants to continuously improve its use of digital technology. In this webinar, we seek to define what good organisational digital competency looks like, how it breaks down, and how you might get there. Mainly this is about your choice of whether to buy new technology products and what to buy.
You need a suitable budget. Developing digital tools is not cheap. But the budget also needs to be justified, including to your senior management.
You need to make due diligence. Does the software company have a solid business model, or does it rely on funding from investors, which may dry up soon if it does not achieve sales? Does it have the functionality your company needs? Does it integrate with other products you want to integrate with?
You want digital tools which are future proof. In shipping, 18 year timelines and more are the norm, the lifetime of a ship. Is your digital tool built with an open, transparent architecture, so it can be easily adapted to integrate with products you may wish to integrate with in future? Can the operating model be easily extended to support new processes?
Our speakers are Giampiero Soncini, who for 11 years was CEO of SpecTec, then the world’s largest maritime software company, now managing director of Oceanly; David Levy, chief marketing officer of OrbitMI, a software company spun out from Stena Bulk; and Dimitris Lyras, founder of Ulysses Systems, one of the world’s longest established maritime software companies, and director of Paralos Maritime.
Our speakers share what they have learned supporting shipping companies to adopt digital tools, about what organisational digital competency looks like and the components of it. Unless the customer has high levels of organisational digital competence, there is a limit to how much a digital service provider is able to help them.