"But We’ve Always Done It That Way" — Time to Rethink, Refine, and Reevaluate

If you’ve spent even a day in the cruise industry, you’ve undoubtedly heard the phrase: “But we’ve always done it like that.” It’s tossed around like a badge of honor, a comforting mantra that nods to tradition and stability. But here’s the thing - just because something has always been done a certain way doesn’t mean it should be. And in an environment as fast-paced and ever-evolving as a cruise ship, it’s often the quickest path to inefficiency, frustration, and wasted effort.

This is why it’s imperative to conduct regular job analyses—both shipboard and shoreside. Roles evolve, processes change, and responsibilities pile up without anyone stopping to ask: Is this still relevant? Is this still working?

The shipboard operation is a living, breathing entity, constantly adapting to changing itineraries, guest needs, and compliance requirements. Yet, amid the hustle, it’s easy for tasks to accumulate unchecked. One new report here, a revised process there, and suddenly you’ve got crew members juggling responsibilities that may no longer serve their intended purpose - or worse, add no value at all.

What’s more, shipboard roles are incredibly interconnected, meaning one person’s unnecessary workload can create ripple effects across teams. The key is to remain agile and intentional about what’s being done, why it’s being done, and who it’s impacting.

The Weekly Report Nobody Read

Here’s a prime example: I once walked into a business where a shipboard manager was dutifully running a weekly report. It took three hours every single week to prepare and send shoreside. On embarkation day, no less—a time when every spare second counts.

This had been the routine for years. It was a legacy process passed down from manager to manager, etched into the weekly schedule like it was the Ten Commandments of Compliance. But here’s the kicker: when I dug into it, I discovered nobody shoreside was reviewing the report. Not one person.

It wasn’t being used for compliance, operations, or even casual curiosity. It had become a complete waste of time—three hours of valuable labor spent on something that made zero impact.

So, we did the only logical thing: we stopped it. And just like that, we gave the manager back three hours on embarkation day—a massive win for both their sanity and operational efficiency.

This story isn’t unique. I’ve seen it time and again—processes and responsibilities that once served a purpose but have outlived their relevance. Whether it’s a report nobody reads, a process that’s been replaced by better technology, or a task that’s no longer aligned with current operations, these inefficiencies can weigh down even the most hardworking teams.

This isn’t just a shipboard problem, either. Shoreside teams are equally guilty of clinging to legacy processes that don’t add value. Regularly reevaluating roles and workflows ensures that everyone’s time is spent on tasks that genuinely contribute to the business.

A proper job analysis doesn’t just mean reviewing job descriptions - it means stepping into the shoes of the people doing the work, understanding their challenges, and identifying opportunities to streamline processes.

Reevaluate, Refine, Repeat

It’s time to stop hiding behind “We’ve always done it like that” and start asking tough questions:

• Does this process still add value?
• Who is this really for, and is it being used?
• How can we make this task simpler, faster, or more impactful?

The cruise industry thrives on innovation, and that innovation must extend to how we work. Regularly reevaluating roles and responsibilities—onboard and ashore—ensures that we’re always moving forward, not just spinning our wheels.

So, let’s start looking at tradition with fresh eyes. Sometimes, all it takes is cutting one unnecessary report to remind everyone that time is precious—and there’s nothing wrong with doing things differently if it means doing them better.