This insight explores how organisational structure, skills shortages, and cultural behaviours limit effective human–AI collaboration in maritime companies.
One of the reasons companies struggle to trust AI is a lack of organisational agility. Rather than addressing fundamentals such as data quality and operating structure, some organisations deploy AI as a solution without clearly identifying the problem it is meant to solve.
Many maritime organisations also operate within a “process compliance” culture. People follow steps because policies tell them to, creating fragmented responsibility with no single individual owning the outcome. According to a Digital Transformation Superintendent at a shipping company, this leads to box-ticking behaviour and a “just follow the process” mentality.
When applied to AI, this approach introduces safety risks. Outputs may be accepted without challenge, copied and pasted without review, or followed blindly. This behaviour undermines accountability and erodes trust when things go wrong.
Skills and training gaps further widen the problem. Maritime organisations do not always equip their staff with the competence needed to interpret, challenge, or validate AI recommendations. This creates a mismatch between the pace of AI adoption and the slower development of human skills.
According to one Digital Transformation Specialist, AI initially creates more content to read and assess, increasing cognitive load and training requirements. Without sufficient training, operators may disengage or misuse systems they do not fully understand.
As a result, many systems deliver only a fraction of their potential value. Crew may be overloaded with information, unsure why they should engage with the system, or concerned that AI tools could eventually replace their roles. One interviewee noted that tools often get “pushed into a corner” and only a small percentage of the expected effect is achieved.
A misbalance between human insight and AI therefore leads directly to poor utilisation and weak return on investment. If operators are not shown how or why an AI made a recommendation, hesitation and resistance follow. True value depends not on model accuracy alone, but on human trust, understanding, and engagement.
To explore how a balanced human-AI approach can strengthen voyage optimisation in safety-critical conditions, read the full Thought Leadership report ‘Co-Pilots of the Sea: Exploring the Human Intelligence Behind Maritime AI’ produced in partnership with StormGeo.
