Innovation Archive

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Seven key trends shaping maritime transport

UNCTAD’s Review of Maritime Transport 2018 identifies seven key trends that are currently redefining the maritime transport landscape and shaping the sector’s outlook. These trends, presented in no particular order, entail challenges and opportunities which require continued monitoring and assessment for effective and sound policymaking.

1) Protectionism
On the demand side, the uncertainty arising from wide-ranging geopolitical, economic, and trade policy risks as well as some structural shifts, constitutes a drag on maritime trade. An immediate concern are the inward-looking policies and rising protectionist sentiment that could undermine global economic growth, restrict flows and shift trade patterns.

2) Digitalization, e-commerce and the implementation of the Belt and Road Initiative
The unfolding effects of technological advances and China’s ambitious reordering of global trade infrastructure will entail important implications for shipping and maritime trade. The Belt and Road Initiative and growing e-commerce have the potential to boost seaborne trade volumes, while the digitalization of maritime transport will help the industry respond to the increased demand with enhanced efficiency.

3) Excessive new capacity
From the supply-side perspective, overly optimistic carriers competing for market share may order excessive new capacity, leading to worsened shipping market conditions. This, in turn, will upset the supply and demand balance and have repercussions on freight-rate levels and volatility, transport costs, as well as earnings.

4) Consolidation
Liner shipping consolidation through mergers and alliances has been on the rise over recent years in response to lower demand levels and oversupplied shipping capacity dominated by mega container vessels. The way this affects competition, and the potential for market power abuse by large shipping lines as well as the related impact on smaller players, remains a concern.

5) The relationship between ports and container shipping lines
Alliance restructuring, and larger vessel deployment is also redefining the relationship between ports and container shipping lines. Competition authorities and maritime transport regulators should also analyze the impact of market concentration and alliance deployment on the relationship between ports and carriers. Areas of interest span the selection of ports-of-call, the configuration of liner shipping networks, the distribution of costs and benefits between container shipping and ports, and approaches to container terminal concessions.

6) Scale
The value of shipping can no longer be determined by scale alone. The ability of the sector to leverage relevant technological advances is as increasingly important.

7) Climate change
Efforts to curb the carbon footprint and improve the environmental performance of international shipping remain high on the international agenda. The initial strategy adopted in April 2018 by the International Maritime Organization to reduce annual greenhouse gas emissions from ships by at least 50% by 2050, compared to 2008, is a particularly important development. On the issue of air pollution, the global limit of 0.5% on sulphur in fuel oil will come into effect on 1 January 2020. To ensure consistent implementation of the global cap on sulphur, it will be important for ship owners and operators to continue to consider and adopt various strategies, including installing scrubbers and switching to liquefied natural gas and other low-sulphur fuels.

Source: https://unctad.org; Photo: Marek Grzybowski

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Kedro, McKinsey’s first open-source software tool

 

QuantumBlack, the advanced analytics firm we acquired in 2015, has now launched Kedro, an open source tool created specifically for data scientists and engineers. It is a library of code that can be used to create data and machine-learning pipelines. For our non-developer readers, these are the building blocks of an analytics or machine-learning project. “Kedro can change the way data scientists and engineers work,” explains product manager Yetunde Dada, “making it easier to manage large workflows and ensuring a consistent quality of code throughout a project.”

McKinsey has never before created a publicly available, open source tool. “It represents a significant shift for the firm,” notes Jeremy Palmer, CEO of QuantumBlack, “as we continue to balance the value of our proprietary assets with opportunities to engage as part of the developer community, and accelerate as well as share our learning.”

The name Kedro, which derives from the Greek word meaning center or core, signifies that this open-source software provides crucial code for ‘productionizing’ advanced analytics projects. Kedro has two major benefits: it allows teams to collaborate more easily by structuring analytics code in a uniform way so that it flows seamlessly through all stages of a project. This can include consolidating data sources, cleaning data, creating features and feeding the data into machine-learning models for explanatory or predictive analytics.

More: www.mckinsey.com; https://github.com/quantumblacklabs/kedro

  What are the main features of Kedro?

1. Project template and coding standards

  • A standard and easy-to-use project template
  • Configuration for credentials, logging, data loading and Jupyter Notebooks / Lab
  • Test-driven development using pytest
  • Sphinx integration to produce well-documented code

2. Data abstraction and versioning

  • Separation of the compute layer from the data handling layer, including support for different data formats and storage options
  • Versioning for your data sets and machine learning models

3. Modularity and pipeline abstraction

  • Support for pure Python functions, nodes, to break large chunks of code into small independent sections
  • Automatic resolution of dependencies between nodes
  • (coming soon) Visualise your data pipeline with Kedro-Viz, a tool that shows the pipeline structure of Kedro projects

Note: Read our FAQs to learn how we differ from workflow managers like Airflow and Luigi.

4. Feature extensibility

  • A plugin system that injects commands into the Kedro command line interface (CLI)
  • List of officially supported plugins:
    • (coming soon) Kedro-Airflow, making it easy to prototype your data pipeline in Kedro before deploying to Airflow, a workflow scheduler
    • Kedro-Docker, a tool for packaging and shipping Kedro projects within containers
  • Kedro can be deployed locally, on-premise and cloud (AWS, Azure and GCP) servers, or clusters (EMR, Azure HDinsight, GCP and Databricks)

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Six governing considerations to modernize marketing

Most chief marketing officers (CMOs) understand that the utilization of data, analyses, and algorithms to personalize marketing drives value. Concept tests are becoming more efficient, customer approaches are being accelerated, and revenues are quadrupling in certain channels (Exhibit 1). All the evidence suggests that marketing functions should invest in, collect, and analyze available data to support their decision making.

We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: McKinsey_Website_Accessibility@mckinsey.com

No wonder, then, that one in three CMOs is driving a digitization initiative with high personal involvement, according to a McKinsey survey. Despite notable successes, digital marketing has often stalled in a trial phase for years in many companies. Why is that? We find that the managers responsible often blame it on culture and legacy behavioral patterns (Exhibit 2). These soft factors lie far ahead of technical issues, such as IT infrastructure and data availability, which is not surprising. It is easy enough to buy a new server for the customer database, and even new customer-relationship-manager software is quickly installed. But how does one change the attitudes and behaviors of those who use the technology?

We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: McKinsey_Website_Accessibility@mckinsey.com Based on our experience from a multitude of digital engagements, modernizing the marketing organization to unlock the full potential of the digital revolution requires business leaders to address six considerations.

1. How to centralize guidance and oversight

2. How to bring together marketing and IT (heart and brain)

3. How to build collaboration and agility

4. How to reinvent HR to meet talent demands

5. How to build flexibility into resource planning

6. How to make cultural change a continuous task

Modernizing marketing is a process that relies on multiple factors for success. Only by understanding what these are and by focusing on how to address them can marketers hope to get real value from digital. An earlier version of this article was published in the December 2018 issue of McKinsey’s German-language consumer journal Akzente.

About the authors: Patrick Guggenberger is a consultant in McKinsey’s Vienna office, Miriam Lobis is a partner in the Berlin office, and Patrick Simon and Kai Vollhardt are partners in the Munich office.

More: www.mckinsey.com/industries/

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BCG – Twelve Forces That Will Radically Change How Organizations Work

A tidal wave of change is coming that will soon make the way we work almost unrecognizable to today’s business leaders. In an age of rapidly evolving technologies, business models, demographics, and even workplace attitudes—all shifting concurrently—change is not only constant but also exponential in its pace and scope. Companies from startups and online businesses to incumbents in all industries will experience the effects in far-reaching and transformational ways.

During a comprehensive, yearlong analysis of the global work landscape, The Boston Consulting Group identified 60 major trends propelling this tidal wave, which we’ve grouped into 12 primary forces. These forces, or megatrends, fall into four categories. The first two address changes in the demand for talent: technological and digital productivity and shifts in ways of generating business value. The second two address changes in the supply of talent: shifts in resource distribution and changing workforce cultures and values. (See Exhibit 1. For a list of all 60 trends, see the Appendix.)

Together, these forces will revolutionize the way that work gets done in companies and will compel leaders to rethink even the most basic assumptions about how their organizations function. They will need to discover new ways of organizing, performing, and leading, along with new approaches to recruiting, developing, and engaging employees. All this in organizations with limitless data, open boundaries, employees and machines working side by side, and rapidly evolving employee value propositions. BCG has assessed the impact of these megatrends on organizations. In this report, the first in the New New Way of Working series, we identify several companies that are leading the way. Yet most organizations still have far to go.

Six of the forces we identified are having a profound effect on the demand for talent. (See Exhibit 2.) We categorize them into two groups:

  • Technological and digital productivity: automation, big data and advanced analytics, and access to information and ideas
  • Shifts in ways of generating business value: simplicity in complexity, agility and innovation, and new customer strategies

By Vikram Bhalla , Susanne Dyrchs , and Rainer Strack

More: https://www.bcg.com

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Ericsson and SoftBank will start the technology 5G in Japan

Operators are seeking solutions to both support traffic growth as well as emerging use cases and business opportunities. To assist operators with these challenges and opportunities, Ericsson 5G radio access technologies are being created to provide the infrastructure needed to support the world’s growing demand for high-bandwidth connections and support the real-time, high-reliability communication requirements of mission-critical applications.

The specification of 5G will also include the development of a new flexible air interface, NR, which will be directed to extreme mobile broadband deployments. NR will also target high-bandwidth and high-traffic-usage scenarios, as well as new scenarios that involve mission-critical and real-time communications with extreme requirements in terms of latency and reliability. Ericsson is extending the Ericsson Radio System to deliver new radio access products and functionality to smooth the operator’s transformation journey to 5G. Ericsson Radio System extensions deliver a high performance, end-to-end 5G access system which includes the industry’s first global portfolio of 5G NR radios. Ericsson is also first to market with solutions that enable 4G LTE networks to evolve smoothly on the journey to 5G, such as Ericsson’s new 5G platform for combined core and radio use cases. The platform comprises the 5G core, radio and transport portfolios, together with digital support systems, transformation services and security.

Ericsson i SoftBank wprowadzą w Japonii sieć 5G

  • Ericsson dostarczy firmie SoftBank sieć dostępu radiowego pracującą w średnim i wysokim paśmie 5G, a także rozbuduje obecną sieć LTE
  • Wybór firmy Ericsson jako dostawcy technologii 5G to efekt wspólnych działań w zakresie weryfikacji koncepcji
  • Obie firmy planują dalsze prace nad rozwojem wykorzystania technologii 5G

Firma Ericsson (NASDAQ: ERIC) została wybranym przez SoftBank dostawcą technologii 5G w celu wdrożenia wielopasmowej sieci 5G w Japonii, po skutecznym przeprowadzeniu wspólnych działań w zakresie weryfikacji koncepcji, które trwają od 2015 r.

Na mocy umowy, firma Ericsson dostarczy do SoftBank urządzenia do obsługi sieci dostępu radiowego, w tym produkty z portfela Ericsson Radio System. Umożliwi to firmie SoftBank uruchomienie usług 5G w ramach nowo przyznanych pasm o częstotliwości 3,9-4,0 GHz oraz 29,1-29,5 GHz, w celu obsługi nowych sieci radiowych 5G. Dodatkowo firma Ericsson wzmocni istniejącą w SoftBank sieć LTE.

Produkty z serii Ericsson Radio System zostaną wdrożone w kilku regionach, co pozwoli firmie SoftBank na dokonanie optymalizacji całego spektrum aktywów.

Chris Houghton, Starszy Wiceprezes i Szef Działu Rynku Azji Północno-Wschodniej Ericsson, powiedział: „SoftBank i Ericsson są partnerami od czasów wprowadzenia technologii 2G, dlatego też jesteśmy podekscytowani możliwością wspierania firmy SoftBank na kolejnym odcinku ich technologicznej podróży. Dzięki produktom Ericsson, firma SoftBank będzie mogła wykorzystać potencjał technologii 5G, oferując ją społeczeństwu japońskiemu, a my z niecierpliwością czekamy na dalszy rozwój naszego długoletniego partnerstwa”.

Firmy Ericsson i SoftBank zainicjowały wspólne działania w zakresie weryfikacji koncepcji w 2015 r. i skutecznie rozszerzyły swoją współpracę o badania sieci wielopasmowych 5G, w tym o częstotliwościach 28 GHz i 4,5GHz. Obie firmy będą kontynuować prace w zakresie analizy wykorzystania technologii 5G, promowania przekształcenia przez SoftBank sieci LTE w 5G oraz realizowania komercyjnych usług wykorzystujących technologię 5G w 2019 r.

Katarzyna Pąk, Head of Marketing & Communications

 

 


O firmie Ericsson

Ericsson, największy na świecie dostawca technologii i usług dla operatorów telekomunikacyjnych, oferuje społeczeństwu sieciowemu efektywne rozwiązania działające w czasie rzeczywistym, które pozwalają nam wszystkim swobodniej studiować, pracować i żyć w zrównoważonych społecznościach na całym świecie.