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https://cases.haas.berkeley.edu/2024/04/maersk

Maersk: Driving Culture Change at a Century-Old Company to Achieve Measurable Results

An experienced operations executive arrived to interview at Copenhagen’s A.P. Møller - Maersk—one of the world’s largest shipping companies. He didn’t adhere to the company’s conservative dress code yet got the job. Could this outsider successfully update Maersk’s traditional culture? Transitioning to a completely digital service provider was a huge cultural and strategic shift for the seafaring company. Maersk needed to complete its entire logistics chain by investing in in-house technology and logistics workers to ship products from production to distribution. Could 112-year old Maersk shift its culture, Net Promoter Score, and financials enough to make the company profitable?



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Maersk: Driving Culture Change at a Century-Old Company to Achieve Measurable Results

https://cases.haas.berkeley.edu/2024/04/maersk

An experienced operations executive arrived to interview at Copenhagen’s A.P. Møller - Maersk—one of the world’s largest shipping companies. He didn’t adhere to the company’s conservative dress code yet got the job. Could this outsider successfully update Maersk’s traditional culture? Transitioning to a completely digital service provider was a huge cultural and strategic shift for the seafaring company. Maersk needed to complete its entire logistics chain by investing in in-house technology and logistics workers to ship products from production to distribution. Could 112-year old Maersk shift its culture, Net Promoter Score, and financials enough to make the company profitable?



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https://cases.haas.berkeley.edu/2024/04/maersk

Maersk: Driving Culture Change at a Century-Old Company to Achieve Measurable Results

An experienced operations executive arrived to interview at Copenhagen’s A.P. Møller - Maersk—one of the world’s largest shipping companies. He didn’t adhere to the company’s conservative dress code yet got the job. Could this outsider successfully update Maersk’s traditional culture? Transitioning to a completely digital service provider was a huge cultural and strategic shift for the seafaring company. Maersk needed to complete its entire logistics chain by investing in in-house technology and logistics workers to ship products from production to distribution. Could 112-year old Maersk shift its culture, Net Promoter Score, and financials enough to make the company profitable?

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      An experienced operations executive arrived to interview at Copenhagen’s A.P. Møller - Maersk—one of the world’s largest shipping companies. He didn’t adhere to the company’s conservative dress code yet got the job. Could this outsider successfully update Maersk’s traditional culture? Transitioning to a completely digital service provider was a huge cultural and strategic shift for the seafaring company. Maersk needed to complete its entire logistics chain by investing in in-house technology and logistics workers to ship products from production to distribution. Could 112-year old Maersk shift its culture, Net Promoter Score, and financials enough to make the company profitable?

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      An experienced operations executive arrived to interview at Copenhagen’s A.P. Møller - Maersk—one of the world’s largest shipping companies. He didn’t adhere to the company’s conservative dress code yet got the job. Could this outsider successfully update Maersk’s traditional culture? Transitioning to a completely digital service provider was a huge cultural and strategic shift for the seafaring company. Maersk needed to complete its entire logistics chain by investing in in-house technology and logistics workers to ship products from production to distribution. Could 112-year old Maersk shift its culture, Net Promoter Score, and financials enough to make the company profitable?
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