Publication date: 20-04-2026
Author: Styn Mulderink & Sascha Collée
Rising tides of intelligence
The seas are changing, not because of the waves, but because of the intelligence now guiding the ships that cross them. From the transition from sail to steam and from manual to digital navigation, progress has consistently been driven by optimisation and efficiency. Artificial Intelligence (AI) represents the next phase in this evolution.
At Venturn, we recognise that, as data is shared more widely across organisations, leadership becomes essential in determining how that data is used. We are driven by the belief that people and leadership form the basis of sustainable change. Daring and transformative leaders empower others to develop their own power. This encompasses a range of skills and behaviours that enable individuals to provide direction, motivate team members, make decisions, foster collaboration, and promote growth.
Venturn operates at the intersection of strategy and leadership in the maritime supply chain. AI is increasing efficiency and becoming embedded in organisations. However, without strong leadership and judgement, greater efficiency could simply lead to greater mistakes faster.
Where the tides are already turning
Since the introduction of the container, growth in the maritime industry has been closely linked to continuous optimisation and efficiency gains. Digital systems such as Electronic Chart Display and Information Systems (ECDIS) and Automatic Identification Systems (AIS) are now widely used in daily maritime operations. These systems continuously generate navigational and traffic data, providing essential insight into vessel movements, port congestion, and operational performance. This data is key to many AI applications.
Although there has been uneven adoption across the maritime industry, digital and AI-driven applications are already an everyday part of operations. We see them everywhere in the maritime supply chain. As Patrick van de Ven (founding partner at Venturn) notes, AI is for example being used to analyse weather conditions, traffic patterns and fuel consumption in order to recommend more efficient routes. Similarly, Niels Romme (also a Venturn partner) points out that AI is increasingly being used in shipping for predictive maintenance. Systems monitor the condition of equipment such as engines and can predict failures before they occur.
Beyond operations at sea, AI is being used increasingly in technical and analytical domains. In areas such as ship design, tendering or engineering specifications, for example, it helps to quickly identify irregularities, gaps or risks in large volumes of documentation. This reduces the likelihood of costly errors occurring later in the process.
According to Patrick, one of the most tangible benefits of AI applications is increased efficiency. Tasks that previously took weeks can now be completed in a matter of days. However, this acceleration does not mean that AI is taking over decision-making itself. Rather, it reshapes how decision-making is effectuated.
Navigating the rough waters ahead
One of the most common mistakes organisations make during digital transformation is starting with technology rather than operational benefits. Too many people find a solution and then look for a problem to solve with it. A more effective approach begins with identifying the root of the problem. This can vary from unplanned downtime and heavy compliance workloads to inefficient maintenance planning and administrative pressure on crews.
Data is often described as the new gold. However, since companies regard their data as a strategic asset, data sharing between organisations remains fragmented, resulting in many actors operating in isolation. Consequently, no single organisation has a comprehensive overview, resulting in incomplete and difficult-to-combine data. This limits the effectiveness of AI applications.
These limitations become even more apparent in unpredictable, high-impact situations. Maritime operations are frequently impacted by events such as extreme weather conditions, geopolitical disruptions or sudden supply chain shocks. A current example is the situation in the Strait of Hormuz. This clearly demonstrates AI’s blind spot because such events are impossible to predict or model in advance. Experienced professionals are needed to interpret AI outputs, assess risks and make final decisions. At Venturn, we view AI as a decision-making support tool, with humans remaining responsible for interpretation and final judgement. We therefore view having a human in the loop not as a limitation, but as a requirement for the responsible use of AI. In this sense, we view AI as a form of intelligence amplification (IA) rather than a substitute for human interpretation and decision-making.
The real value lies in how well organisations can combine data-driven insights with professional judgement. At Venturn, we put effective leadership into practice by focusing on trust, openness and accountability, allowing this combination to thrive.
Who takes the helm
While it’s clear that AI can be extremely valuable in supporting decision-making, the real question is to what extent organisations are willing to rely on it and in which areas they deliberately decide that human input and judgement remain essential. The combination of human judgement and AI will remain essential for quite
It probably takes longer than is necessary or recommended in many areas. This is similar to how elevator operators remained in place for decades despite the existence of automatic elevator technology.
With the evolution of AI-informed decision-making, ownership and responsibility become vital for leaders, especially when conditions change or outcomes differ from expectations. Responsibility cannot be outsourced to algorithms. Without clear leadership, organisations risk becoming overly reliant on AI or being excessively cautious about its use. In this respect, AI is not replacing maritime expertise; rather, it is redefining how that expertise is applied. Guiding the ship forward in an AI-enabled maritime sector ultimately depends on leaders who understand the power and limits of AI-driven insights.
The biggest challenge lies in continuing to discover new areas for AI to explore, and for now, this task remains in the trusted hands of human intelligence. We encourage our business partners to identify one new AI-driven opportunity and begin exploring it today, as human efficiency has reached an all-time high through the use of AI.