Morgan Housel’s ‘Same as Ever’ explores a powerful idea: despite the uncertainty and unpredictability of the world around us, fundamental human behaviours and motivations remain remarkably consistent over time. Understanding these constants can help navigate change and guide decision-making in times of uncertainty.
The book concludes with a series of thought-provoking questions designed to prompt deeper reflection. We’ve borrowed three of these questions and explored them from a shipping perspective, in light of some of the biggest transitions our industry is currently undergoing.
What haven’t I experienced first-hand that leaves me naïve about how something works? Am I prepared to handle risks I can’t even envision?
This question cuts to the heart of shipping’s innovation challenge. While it may not be possible for every company to test or pilot all the different digital or decarbonisation solutions available, actually deploying even one novel technology—whether on a vessel or in shore-based operations—creates invaluable experience. The process develops three critical transferable skills that strengthen an organisation’s ability to tackle unexpected challenges:
– making decisions with incomplete information in the state of constant uncertainty that usually surrounds new innovations,
– thinking in systems, where minor operational details can manifest as major implementation challenges, requiring changes across multiple interconnected aspects, and
– developing practical, creative solutions to unexpected problems.
These capabilities prepare an organisation to handle risks that one can’t yet imagine—building organisational resilience that extends far beyond any single technology deployment.
Which of my current views would change if my incentives were different?
Shipping’s energy transition currently balances three competing priorities: regulatory compliance, technology readiness, and financial viability. But what might we accomplish if we reimagined our incentives entirely? Consider these scenarios:
What if rapid decarbonisation was our only priority?
What if our sole goal was building companies that would remain relevant 100 years from now?
How would our strategies and projects differ if budget constraints disappeared entirely?
The answers to these questions might reveal unique insights that your organisation can transform into competitive advantages. Sometimes the most innovative strategies emerge when we think from the perspective of abundance rather than scarcity.
What’s always been true? What’s the same as ever?
Even as vessels evolve and maritime trade transforms, certain truths about our industry remain constant. As Robert Fairchild, the protagonist in Matthew McCleery’s ‘The Shipping Man,’ reflects:
“Is it the age-old romance of the ships and sea? Is it the fact that the maritime industry still values traditions and relationships and good fellowship when so many other businesses don’t? Is it because the industry is populated by larger-than-life personalities? Or maybe it is the nobility of the thing; that without ships, half the world would starve and the other half would freeze.”
Connecting the globe, people and traditions will remain shipping’s defining characteristics. Understanding that these will stay constant helps us navigate what changes, providing a steady foundation during periods of transformation.