As ports evolve into increasingly complex and multifunctional hubs, innovation is no longer limited to operational efficiency, but extends to the energy, industry, mobility and sustainability sectors. In this article, Manuel Melo, Innovation Manager at the Hub Azul network, explores how open innovation is emerging as a strategic approach for ports to tackle this transformation — enabling them to remain competitive whilst taking on new roles through collaboration with start-ups, industry and research ecosystems.

Ports Are Evolving Beyond Logistics

Traditionally viewed as logistics gateways, ports are now increasingly becoming complex, multifunctional hubs. Some anchor large-scale industrial activity, such as the chemical cluster in Tarragona. Others function as offshore energy hubs, such as Eemshaven in the Netherlands, supporting wind power operations and hosting significant electrical infrastructure. Historically suburban or peripheral ports, such as Rønne in Denmark, are also evolving towards passenger and ferry transport, driven by housing pressure and improvements in ship design. Still others specialise in cruise tourism (Funchal, Flåm), fishing and food processing (several in Iceland and Portugal), or even defence logistics, against a backdrop of growing geopolitical tensions.

Despite these changes, much of the global discourse on ports remains focused on logistics. Influential publications such as Maritime Economics, by Martin Stopford, or major industry conferences tend to focus on cargo flows, cost efficiency, digital logistics and alternative fuels. The multifaceted role of ports remains under-represented in key strategic frameworks.

How Can Ports Cope with This Complexity Without Losing Sight of Their Core Objectives?

The concern is that, by spreading their focus across multiple activities, ports may lose the competitive edge that enables them to compete in a highly demanding logistics market. How, then, can they remain efficient and agile whilst taking on new functions?

Open Innovation offers a compelling answer.

It enables ports to test new operational models — whether in energy, tourism, fisheries or technology — without the need to set up cumbersome and slow internal teams for each area. By collaborating with start-ups, research centres, companies or other ports, they can explore new models whilst remaining agile, responsive and cost-effective.

Open Innovation in Ports: A Growing Movement

Open innovation is no longer a niche concept. According to Mind the Bridge, 42% of Fortune 500 companies adopt a holistic and structured approach to open innovation, with 90% of these investing in start-ups through corporate venture capital.

Ports are beginning to follow this trend — albeit to varying degrees. Examples include:

PortXL, launched in Rotterdam, connects port authorities, operators and shippers with high-growth start-ups in the maritime technology sector.

The Rotterdam Makers District, a collaboration between the Port of Rotterdam Authority, Rotterdam University of Applied Sciences and Rotterdam Technical College, which brings together innovative companies, technical education, and testing and research facilities.

The Fundación Valenciaport in Spain, which integrates innovation into public port governance, demonstrating that state-run infrastructure can also innovate with agility.

Smaller ports are collaborating through platforms such as AspBAN (Atlantic Smart Ports Blue Acceleration Network), supported by the European Commission, to attract start-ups and develop pilot projects, particularly in areas such as sustainable shipping and smart ports.

Nevertheless, despite growing interest, many ports continue to struggle to translate open innovation into tangible results. Programmes are often halted, postponed or restructured, and, combined with bureaucratic hurdles and unclear objectives, this can undermine confidence and momentum.

Four Lessons for Making Open Innovation Work in Ports

1. Focus on the Challenge

Open innovation is most effective when focused on specific, strategic problems. “Let’s innovate” is not a useful starting point. Does the port aim to reduce emissions whilst vessels are in port? Improve cold-chain logistics for fish? Simplify customs clearance for SMEs?

A clearly defined challenge reduces waste — and increases the startups’ engagement. A scope that is too broad tends to yield results that are of little relevance.

2. Making Innovation a Leadership Priority

Innovation programmes often operate in silos — led by junior teams with no direct access to decision-makers. This undermines their credibility.

Leadership must view innovation as central to long-term competitiveness, rather than as a side project. This requires a dedicated time commitment, visibility and a willingness to adapt internal structures to allow for experimentation.

3. Preparing for Implementation: Infrastructure, Processes and Data

Start-ups need real access — not just to meetings, but to infrastructure, data and use cases. If the aim is to test autonomous vessels, where and when can they operate? What cargo will they carry? What data can be made available? What digital technologies can be used without breaching public procurement rules?

This means streamlining internal processes before the innovation programme is launched. Start-ups cannot wait six months to launch a pilot – they need quick answers. The lack of clear or readily available resources stifles innovation right from the start.

4. Empowering and Building Confidence in Teams

Ports are demanding operational environments, with teams trained in safety, regulation and logistics — not in the agile methodologies of start-ups. And that is to be expected. But internal resistance can undermine innovation efforts if it is not addressed head-on.

In the early stages, external partners—such as accelerators or innovation consultants—can support programme management. However, over time, it is essential to bring in-house teams on board. Open innovation is not just about gathering ideas—it is also about building organisational cultures that are ready for change.

A Strategic Investment in Agility and Trust

Open innovation does not replace operational excellence — but it will be key to identifying the ports that will lead the next phase of transformation. As maritime operations, logistics chains and climate adaptation requirements evolve, the ports that master innovation will diversify more quickly, respond with greater agility and shape the markets of the future.

However, like any collaborative endeavour, open innovation is built on trust: between start-ups and established organisations, between internal and external teams, and between strategy and execution. That trust must be built – and safeguarded – through transparency, alignment and clear roadmaps.

Ports that grasp this early on will position themselves not merely as logistics hubs, but as dynamic industrial platforms for the 21st century.