ThoughtLeadershipCLASSChristopher J. WIERNICKI, Chairman, President & CEO, ABSThe maritime industry has How has ABS ‘weathered the been challenged, to say the storm?’ Speci? cally, how is least. Today, where do you the ABS of 2018 most differ-see challenge? Where do ent from the ABS of 2013? you see opportunity? How is it still the same?It’s clear our business environment ABS has adapted to the changing busi-continues to change and we have a new ness environment by more closely align-de? nition of what normal means: noth- ing our operations and right-sizing with ing is normal. We are in era of rapid, dis- industry demands.ruptive and impactful change. As technology and regulations move The coming years will bring further the industry to risk-based, data-centric, turbulence, shaking out our industry and cyber-in? uenced decision making, our setting the course for the next 20 years team today looks different. We are re-and beyond. Market cycles will continue shaping our workforce balancing tradi-to evolve and will be impacted differ- tional and non-traditional skill sets from ently than they are today. professionals who are able to make the For example, in the past, market cycles right data-driven, techno-economic and have been shaped by globalization and risk-based decisions while embracing emerging economies. In the future, ship- disruptive technologies. ping market cycles will be impacted by Our team is now delivering a range technology and regulations. of work not possible in 2013, including The four biggest challenges facing industry-leading projects with shipown-shipping today are digitization and con- ers, regulators, equipment manufactur-nectivity; cyber security; emissions re- ers, governments, academia and others duction and ef? ciency improvements in on topics such as wearable technology, operational performance. drones and unmanned systems, data In order to navigate through these chal- strategy validation, condition-based lenges and succeed, leadership must: health monitoring, structural digital twin 1. Understand the role of development and predictive analytics. technology and the importance Our digital journey is a key part of our of assessing technology risk in FutureClass strategy to transform the the commercial risk decision traditional survey process, and continues making process; program developments already under-2. Maintain a healthy balance way. Key foundational building blocks, between innovation and such as the ABS Freedom survey work- pragmatism especially when it ? ow system, ABS e-Certi? cates and comes to digital technology; and our industry-leading ABS Cyber Safety 3. Recognize there are three program, have built a solid foundation levers to pull to achieve from which we are continuing to develop competitive performance: game-changing products and services. Identify and develop talent; Amidst all the changes, ABS’s mission Manage and rationalize – the same since its inception in 1862 – technology; Choose the right continues to guide everything we do; we operating model that allows serve the public interest as well as the for greater horizontal thinking. needs of members and clients by pro-Photo:ABS18 Maritime Reporter & Engineering News • AUGUST 2018MR #8 (18-25).indd 18 MR #8 (18-25).indd 18 8/6/2018 9:37:03 AM8/6/2018 9:37:03 AM