Retrofitting scrubbers, as with any multi-disciplinary and multi-organisational project, needs to gain and sustain momentum. At the outset a ship owner recognises a legislative requirement and after much deliberation decides upon a means of compliance. The means requires an organisation to provide a system design which will achieve compliance. It also requires an architect to design the solution into the existing equipment. The system and installation design then need to be approved by an appropriate authority. Once this is done a shipyard needs to price the installation of the system from the installation design. The shipyard and indeed the architects and system designers will all have sub-contractors providing elements of their section of the project. Each of these organisations, from the perspective of the project, start from a position of inertia. Whilst they may have mobilised marketing and sales resources, moving on to estimating and quoting, during the business acquisition process, the delivery of the project entails the mobilisation of a different group within the supplier organisations. Different types of organisations have differing levels of inertia, smaller suppliers will often use the same people to quote for business as those who actually carry out the work. With larger organisations a whole new set of stakeholders need to be brought into the fold, briefed and set to work. The value of the project to each participant must be understood and communicated in generating the initial momentum. All of the stakeholders, at a macro level, have a common objective; successful delivery, but in the operational nitty gritty the macro can be forgotten in the face of local or short term expediencies. It is vital that the project is managed in such a way that all concerned are kept informed of the progress of all elements and maintain focus on the final objective. "Coming together is a beginning; keeping together is progress; working together is success." - Henry Ford