Shipyards in recent years continuously invested in high-technology system solutions for engineering, design, construction, and other areas of ship production. These innovations dramatically changed the working process with substantial impact on the workforce, especially on the requirements on skills for individual employees. As a consequence, the level of low-skill employment is constantly decreasing in shipbuilding, and the shipbuilding industry increasingly faces the difficulty of finding skilled and suitable personnel. This gap must be overcome through suitable qualification and training of the existing workforce in close connection to the innovation measures. The challenge must be taken seriously by the individual shipyards and the industry sector as a whole. The full exploitation of knowledge-driven production in terms of productivity improvements and cost savings very much depends on targeted structural and organizational measures of the shipyards. This paper discusses results of a strategic study performed in Germany based on discussions with four shipyards that have worked within the context of knowledge-driven production and qualification in shipbuilding. The study includes an evaluation of so-called "soft skills" and recommendations for targeted measures in the shipbuilding industry. In brief, the analysis has shown that the success of technical innovation depends on the people involved, especially when system integration is a key issue. A structural change in the demand profile for all employees toward a broader shipbuilding competence can be seen. This is characterized by demands for higher individual competency in information and communication (technical and social); knowledge of systems, contexts, the overall process, and integration of functions; and project management and leadership. The relative significance of these skills is increasing in relation to technical skills, which of course have to be of high standards. This trend can be verified through a trend toward more outsourcing and automation, which become feasible and manageable through knowledge-driven technologies. Strategic tasks and qualification needs derived from that situation provide a real challenge to the successful management of shipyards in industrialized countries. Shipyards are differently prepared for that, often within the context of their experiences in knowledge-driven production technologies. The paper proposes a portfolio for the classification shipyards in levels of high technology implemented and level of "soft skills" achieved, allowing a justification of the right transition policy. Finally, the paper gives some recommendations for individual and industry wide measures, which may provide some guidance for suitable future activities in this field.