Global CEO Report: Not only Germany’s top managers are worried about the future – Three macro trends dominate perceptions

Red alert in the executive suites: Why fear of the future is greater than ever

The aim of this article is to understand the reasons, dynamics, and consequences of the current leadership sentiment in Germany. To this end, it presents a structured overview of the key uncertainties, industry perspectives, geopolitical and technological framework influences, and possible courses of action for companies and political decision-makers.

“Resilience” is the new magic word: How companies are preparing for the ongoing crisis

A tremor is rippling through the executive suites of German business, but it's not a loud one, but rather a quiet, strategic tremor. Our latest global CEO report paints a picture of a leadership elite that is looking toward the future with more uncertainty and alarm than ever before. This is not irrational panic, but rather an informed, strategically based caution. Top managers are confronted with a future characterized by extreme volatility, complexity, and a lack of predictability. The reasons for this are complex and extend far beyond economic fluctuations.

At the heart of this unprecedented uncertainty are three overlapping macrotrends that are defining a new global reality. First, the fragmentation of the world into geopolitical power and trade blocs is forcing companies to fundamentally reassess their supply chains, markets, and partnerships. Second, artificial intelligence is accelerating technological disruption at a breathtaking pace, intensifying investment pressures and threatening to displace entire business models. Third, societal and regulatory requirements for sustainability and security are converging into a complex set of rules that guide investments and transform operating models.

For Germany, whose prosperity is based on a strong industrial base and its export orientation, these global shifts act as an accelerant. Former strengths – from the energy-intensive chemical industry to the export-dependent automotive sector – are becoming particularly challenging in this new environment. This article analyzes the reasons, dynamics, and consequences of the current leadership mood. It highlights which specific risks, from cyberattacks to talent shortages, dominate the agenda, how industries must realign themselves, and which strategic responses – above all, building resilience – are now needed.

What does it mean when top managers “tremble before the future”?

The term doesn't describe irrational fear, but rather an informed, strategically based caution of leading decision-makers regarding a future they perceive as highly volatile, complex, and difficult to plan for. It encompasses several dimensions: macroeconomic uncertainty, geopolitical risks, technological disruption, ESG and regulatory complexity, demographically driven labor market challenges, and structural adjustments in global trade and supply chains. "Trembling" is synonymous with a heightened perception of risk, which translates into more cautious investment decisions, more intensive scenario planning, and stronger strategies for balancing resilience and efficiency.

Which macro trends particularly shape the current situation?

Three macro trends dominate the perception of the German CEO landscape. First, the persistence of a multipolar world order, in which trade and technology blocs are becoming increasingly fragmented, increasing planning and compliance risks. Second, the accelerated technological advancement of business models, particularly through AI and automation, is creating winner-takes-most dynamics and intensifying investment pressure. Third, the socio-political intensification of sustainability and security requirements is changing capital allocation, necessitating infrastructure, and transforming operating models. These trends overlap, creating a nonlinear risk landscape.

What role does the German economic structure play in CEO sentiment?

The German economic structure is characterized by a strong industrial and export orientation, a large base of SMEs and hidden champions, high engineering expertise, and deep roots in European value chains. These strengths bring with them twofold challenges in the current situation. Export orientation clashes with protectionist tendencies and geopolitical tensions. Industrial energy intensity suffers from energy price volatility and transformation costs. SME structures must accommodate digital and AI investments that promote economies of scale. At the same time, the ability to achieve niche leadership and compete on quality remains a key advantage, provided capital, talent, and the political framework support this.

Which situations in individual key sectors are increasing uncertainty?

The automotive and supplier industries are facing a triple shift: electrification, softwareization, and platform economics. The chemical industry is struggling with energy and feedstock prices, global demand shifts, and regulatory obligations. Mechanical engineering and industrial automation see opportunities through reshoring, AI-supported production, and robotic systems, but are facing global investment competition. Energy companies are managing the transition to renewable, flexible, and digitized systems. Logistics and retail are confronted with supply chain resilience, e-commerce pressures, and sustainable logistics. Financial service providers are battling margin pressure, compliance, and tech competition, while simultaneously playing a key role in financing the transformation.

Why is geopolitics becoming a core issue in boardrooms?

Geopolitics is becoming a core issue because it has evolved from a marginal variable into a structural factor for demand, costs, supply chain stability, technology access, and financing conditions. Export markets are becoming more political, sanctions and counter-sanctions are relevant to planning, and military conflicts and bloc formation are disrupting supply chains. Technology regimes—for example, those surrounding semiconductors, AI, telecommunications, or dual-use goods—structure investment and partnering decisions. CEOs today must navigate not only business models but also political and societal expectations, including compliance, reputation, and security requirements.

What role do energy prices and energy policy play?

Energy prices are a directly relevant factor for energy-intensive industries and indirectly determine costs and competitiveness for all companies. Short- to medium-term volatility and long-term investment needs in grids, storage, generation capacities, hydrogen infrastructure, and flexibility markets create planning uncertainty. At the same time, the energy transition represents an opportunity for investment and innovation: electrification, efficiency technologies, demand response, grid digitalization, and sector coupling are opening up new markets. CEOs are weighing the risks of higher transformation costs against the opportunities offered by differentiation and cost-cutting potential.

How does artificial intelligence change risk perception?

AI is changing risk perceptions in three ways. First, it is shifting competitive dynamics: Companies with access to high-quality data, computing power, talent, and robust MLOps can radically optimize processes and scale new products. Second, it increases investment pressure, as delays lead to structural competitive disadvantages. Third, it creates new risk and compliance areas, such as data protection, copyright, model robustness, bias, liability issues, and security. CEOs simultaneously see AI as an opportunity for productivity leaps, as a lever for differentiation in high-wage, high-quality markets, and as a threat posed by potential disintermediation and price compression.

Why do workforce and demographic issues dominate the CEO agenda?

Demographic aging, skill gaps in STEM professions, shortages in apprenticeships, and competition for digital talent are making the labor issue a bottleneck. It limits growth, burdens project implementation, and complicates transformation. Furthermore, the introduction of AI, automation, and new technologies requires continuing education and transformation programs. Demographics are viewed not only as a cost and capacity issue, but also as a pressure to innovate, redesign work organization, leverage productivity levers, and professionalize international talent channels.

To what extent does regulation lead to planning uncertainty?

Regulation creates guardrails and market standards, but in phases of rapid transformation and geopolitical tensions, regulatory frameworks become denser, more complex, and more dynamic. This affects sustainability reporting, supply chain due diligence, data and AI rules, export controls, antitrust assessments of digital platforms, and sectoral security requirements. Planning uncertainty arises when interpretations, timelines, transition periods, and enforcement practices are unclear or diverge nationally and internationally. Companies therefore calculate buffers, invest in compliance and governance, and actively seek dialogue with regulators and associations.

What role do interest rates and financing conditions play?

The interest rate regime following a period of ultra-low interest rates is having a structural impact. Higher capital costs are changing investment calculations, M&A dynamics, and company valuations. Projects with long payback periods and high regulatory uncertainty are coming under pressure. At the same time, equity strength, cash flow quality, and project partnerships are gaining in importance. Private markets and institutional capital are seeking reliable, scalable, and regulatory-backed platforms, for example, in infrastructure, energy, digitalization, and logistics. CEOs must streamline capital strategies, sharpen portfolio prioritization, and professionalize financing syndicates.

Why has “resilience” become the leading category?

Resilience refers to the ability to withstand shocks, adapt, and emerge stronger. It encompasses operational, financial, technological, regulatory, and reputational dimensions. After years of focusing on efficiency and just-in-time delivery, the pandemic, geopolitical frictions, and climate risks have demonstrated the need for buffers, redundancies, dual sourcing, near- and friendshoring, safety stocks, and adaptive planning processes. Resilience comes at a cost, but failures and reputational damage are more expensive. Many CEOs embed resilience metrics in KPIs, balanced scorecards, and risk reports to convey the logic to investors.

Are the concerns exaggerated or appropriate?

These concerns are considered rational and data-based, as they arise from multidimensional stress factors. Nevertheless, excessive pessimism can lead to missed opportunities. The appropriate approach lies in controlled pragmatism: transparently assessing risks, keeping options open, prioritizing investments in sustainability, while simultaneously ensuring financial soundness and operational risk management. Opportunities arise, especially in volatile phases, through the reallocation of capital, technological leadership, and new partnership models.

Which specific business risks do CEOs mention most frequently?

Business leaders consistently report on supply chain disruptions, cyberattacks, technology dependencies, regulatory penalty risks, reputational damage due to ESG violations, talent churn, project delays, design and quality risks due to accelerated rollouts, currency and commodity volatility, and financing shortages in individual segments. In addition, there are market risks due to shifts in demand, for example, due to consumer restraint, building sector cycles, price elasticities in electrification, or outsourcing of investments to other regions.

How does uncertainty change investment style?

Investments are shifting toward shorter payback profiles, modular architectures, scalable pilot-to-platform strategies, and greater demands for regulatory clarity. At the same time, spending on IT security, data infrastructure, automation, energy efficiency, and circular processes is increasing. Companies prefer partnerships, joint ventures, and build-operate-transfer models to share risks. Asset-light models and service-based monetization are gaining traction, especially where customers shy away from CAPEX and accept OPEX models.

What role do data quality and digital backbone systems play?

Data quality, data accessibility, and interoperability have become critical production factors. Without a robust data foundation, neither AI-supported efficiency gains nor regulatory-compliant reports are successful. Modern backbones encompass cloud hybrids, data platforms, API landscapes, MDM systems, and security by design. CEOs are driving data governance, data ethics, and role-based access. Integrating legacy ERP worlds with new, event-driven architectures is complex but crucial for achieving speed while maintaining compliance.

What are the concrete effects of the supply chain restructuring?

Supply chains are becoming shorter, more transparent, more digital, and more redundant. Companies are establishing dual or multi-sourcing, assessing geostrategic exposures, reclassifying A-parts, and qualifying alternatives. Digital twins, early warning systems, and control towers are increasing predictability. Safety stocks are being differentiated according to criticality. Contract architectures are addressing force majeure, sanctions, compliance, and IP protection more effectively than before. The consequences are higher fixed costs, but also fewer catastrophic failures and a better negotiating position in the event of disruptions.

What expectations do German CEOs have of politics?

They expect a predictable framework, technology-neutral regulation, accelerated approval processes, competitive energy prices, investments in networks, education, and digital infrastructure, and a coherent foreign trade policy. Tax incentives for research, development, and scaling are welcomed, as are projects that leverage private and public funds. The ability to pragmatically implement European regulations while simultaneously strengthening the internal market is considered crucial. CEOs want authorities that make faster decisions and more clearly allocate responsibilities.

Are German companies lagging behind in AI and digitalization?

The situation is heterogeneous. Leading corporations and specialized mid-sized companies demonstrate strong implementations in production automation, predictive maintenance, quality control, energy optimization, and data-driven sales. At the same time, legacy systems, risk aversion, talent shortages, and fragmented data landscapes hinder broad scaling. Where regulatory clarity exists and use cases generate hard business value, investments attract. Where ambiguity, data protection concerns, and silo mentality dominate, delays arise. The need to catch up lies less in technology availability than in transformation management and change capacity.

How does global capital allocation affect German companies?

Global capital flows favor clear narratives: decarbonization, digitalization, demographics, and security. Companies credibly positioned in these quadrants access funding more easily. Conversely, generic, low-margin, energy-intensive business models without differentiation are coming under pressure. Listed companies are responding with portfolio streamlining, spin-offs, and a focus shift. Private companies are seeking strategic partners or preparing minority investments to manage transformational challenges. Capital markets reward predictable cash flows, high transparency, and concrete transformation milestones.

What role does Europe play in the strategic thinking of German CEOs?

Europe is a market, a rule-setter, and a security anchor. The single market offers scale, EU regulation sets standards, and European programs can co-finance infrastructure, energy, and innovation. At the same time, heterogeneous implementation leads to friction. CEOs are increasingly thinking strategically in terms of European value creation clusters, such as batteries, semiconductors, cloud computing, hydrogen, and defense. Cross-border cooperation is seen as necessary to keep pace with US and Asian platforms. Success depends on speed of implementation, industrial policy, and capital mobilization.

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How is sustainability being re-evaluated economically?

Sustainability is shifting from compliance costs to strategic revenue and cost drivers. Energy efficiency reduces OPEX, low-carbon products open up markets, and circular business models reduce input risks. At the same time, credible sustainability requires a reliable database, third-party assurance, supplier integration, and product-specific life cycle analyses. Companies that understand sustainability as product and service innovation report higher customer loyalty and access to funding. Short-term margin pressures are accepted as an investment in market access and differentiation.

Which communication errors increase uncertainty?

Imprecise roadmaps, overly ambitious goals without milestones, a lack of risk transparency, and reactive communication in crisis situations undermine trust. Stakeholders today expect consistent narratives that acknowledge uncertainties but identify concrete countermeasures. Internal communication that fails to engage employees leads to change fatigue. External communication without a data foundation weakens access to capital markets. The lesson is not to conceal ambiguity, but to actively manage it with scenarios, trigger points, and clear escalation paths.

What do “barbell strategies” mean in this context?

Barbell strategies combine security and risk—i.e., highly secure cash flow assets with select, potentially highly profitable growth options. In a corporate context, this means stabilizing core and service businesses while simultaneously focusing on a few strategically important growth areas, such as specific AI products, new markets, energy, or platform solutions. This positioning makes the portfolio more resilient to market shocks while simultaneously preserving the potential for outperformance. The key lies in capital coherence and stringent stage gating.

How does the mood differ between large companies and medium-sized businesses?

Large companies report structural, global risks more frequently, but have better access to capital and talent. Medium-sized companies are often closer to customers, more capable, and more adaptable, but suffer from talent shortages, IT legacy issues, and lower risk-bearing capacity. Medium-sized hidden champions compensate for this through specialization, deep process expertise, and niche leadership. Sentiment correlates with exposure: the higher the energy intensity, the more global the supply chain, and the more regulatory-driven the business, the more pronounced the caution.

Which operational levers are prioritized to reduce uncertainty?

Prioritized are end-to-end supply chain transparency, improved S&OP processes, real-time controlling, working capital optimization, cyber hardening, alternative supplier qualification, modular product architecture, increased automation, service-based business models, pricing excellence, and customer loyalty programs. In HR, the focus is on upskilling, employer branding, international recruiting, and high-performance incentive systems. In IT, the focus is on cloud sovereignty, zero trust, observability, and DataOps/MLOps for faster, more reliable AI rollouts.

How do security and defense issues influence the CEO agenda?

Security and defense issues impact supply chains, critical infrastructure, and cyber and physical security. Dual-use regimes, export controls, and security certifications influence product design and market entry. At the same time, new markets are emerging in the areas of sensor technology, communications, protection systems, resilient logistics, data spaces, and simulation. Companies with interfaces to the defense and civil sectors are positioning themselves in partnerships to balance regulatory and operational requirements.

What role does location policy and infrastructure quality play?

Locational quality encompasses energy, digital, and transport networks, land availability, approval processes, educational and research facilities, and quality of life. Germany scores highly in terms of the rule of law, its industrial base, and engineering expertise, but needs to improve speed, digital management, and network modernization. CEOs see infrastructure as a multiplier: Poor infrastructure increases transformation costs and reduces investment appetite; good infrastructure reduces OPEX, accelerates innovation cycles, and strengthens clusters.

How should companies institutionalize scenario planning?

Scenario planning should be an integral part of strategy, budgeting, and risk management. In practice, this means describing three to five plausible scenarios, including triggers, leading indicators, and countermeasures. Each scenario receives a capital and resource allocation, with clear cutoff points. Data feeds from markets, policy, and operations are evaluated at regular intervals. Simulations and stress tests should encompass not only financial but also operational and reputational dimensions. Decision-making rights and escalation paths are defined in advance.

Which KPIs help translate uncertainty into control?

Resilience-related KPIs such as time to recovery, supplier concentration ratios, regional dependency, cyber MTTD/MTTR, data quality metrics, the proportion of critical components with alternatives, CO2 intensities, project lead times, personnel capability profiles, as well as cash conversion cycle, net debt/EBITDA, interest coverage, and R&D ratio are helpful. These metrics should be integrated into management cockpits and anchored in incentives. The selection depends on the individual risk exposure and the strategy architecture.

What role do supervisory boards and investors play?

Supervisory boards are demanding clear transformation paths, risk-appropriate controls, and board expertise in technology, cyber, and geopolitics. Investors are demanding transparent narratives, robust milestones, and capital discipline. Activist investors could initiate portfolio restructuring and spin-offs. Long-term investors are focusing on governance, sustainability, and predictability. Closer, data-driven interaction between management, the supervisory board, and the capital market pays off through lower risk premiums.

How can talent strategies be adapted to the situation?

Talent strategies address three horizons: securing capacity in the short term, building skills in the medium term, and strengthening the pipeline in the long term. In the short term, flexible work models, nearshoring of competence centers, and targeted retention are helpful. In the medium term, internal academies, certification programs, dual degree programs, and partnerships with universities are the focus. In the long term, international recruitment, visa programs, and employer branding are needed. AI assistance systems are used to increase productivity and bridge skill gaps.

What opportunities are CEOs overlooking in the current uncertainty?

Often overlooked are niches where European standards generate competitive advantages, such as secure data rooms, industrial IoT standards, energy efficiency systems, quality automation, circular services, and trust-based platforms. Opportunities are also opening up in B2B services that operationalize complexity for customers: compliance-as-a-service, resilience design, embedded finance, and modular retrofit solutions. Uncertainty creates a need for integrators who can solve technical, regulatory, and operational complexity in a bundled manner.

How can Germany increase its attractiveness as a business location?

Germany can increase its attractiveness through accelerated permitting, one-stop agencies, digital administration, tax incentives for R&D, competitive energy and grid charges, cluster policies, targeted immigration, and education initiatives. Public-private partnerships in energy, transport, and digitalization mobilize capital. A coherent industrial policy that defines lead markets and enables scaling improves investment willingness. Legal certainty and predictability remain the core advantages as long as speed and quality of implementation are increased.

What role do collaborations with startups and tech platforms play?

Collaborations provide access to new technologies, talent, and agile methods. Corporate ventures, co-creation, accelerator programs, and standards-based integrations are common approaches. Success factors include clear use cases, IP regulations, fast decision-making processes, and a productive interface between startups and corporate IT/compliance. Platform partnerships offer economies of scale but require data and dependency management. The goal is an architecture that minimizes lock-in risks and maintains interoperability.

How does pricing strategy change in uncertain times?

Pricing strategies are becoming data-driven, segmented, and dynamic. Companies are investing in pricing analytics, customer value measurement, and contract design to address input cost volatility and demand shifts. Value-based pricing, index clauses, service bundles, and lifecycle models are becoming more widespread. Discount routines are being disciplined through governance. CFOs and CCOs are working more closely together to balance margin, volume, and customer loyalty.

What does “softwareization” mean for traditional industries?

Softwareization means that products are increasingly defined by software differentiation, update mechanisms, data services, and ecosystem integration. In practice, hybrid business models combining hardware, software, and services are emerging, often as subscription models. This requires new skills in product management, security, licensing, DevOps, and metrics such as ARR and net revenue retention. For CEOs, this means managing cultural transformation and technical debt without neglecting core industrial competencies.

How should companies deal with cyber risks?

Cyber ​​risks are understood as existential. Companies are implementing zero-trust architectures, segmenting networks, implementing continuous patch management, increasing detection and response speed (SOC, EDR/XDR), practicing crisis communication and emergency processes, and insuring residual risks. Supply chain security is ensured through third-party risk management, including minimum standards and audits. Boards of directors are demanding regular red teaming exercises and reporting with technical and business metrics.

What is the meaning of “Operating Models of the Future”?

Operating models of the future are modular, data- and process-centric, networked, and customer-centric. They leverage platforms for data, identities, and APIs, orchestrate partner services, and automate routine tasks while retaining "humans in the loop" for critical decisions. Governance, risk management, and compliance are digitally embedded. Organizations are shifting from hierarchical management to product- or value-stream-oriented teams with clear end-to-end responsibilities.

How is the ratio of CAPEX to OPEX changing?

The shift from CAPEX to OPEX is resulting from cloud, platform, and service models, as well as pay-per-use structures for machines and infrastructure. Companies are thus smoothing cash flows and tying up less capital. At the same time, OPEX models require more stringent performance metrics, SLAs, and exit scenarios. In capital-intensive industries, CAPEX remains significant but is increasingly co-financed through partnerships, project financing, and funding schemes.

What role do data spaces and interoperability standards play?

Data spaces enable secure, sovereign data exchange between companies along the value chain. Interoperability standards define rights, obligations, and technical interfaces. For CEOs, they are a means to increase efficiency, ensure compliance, and develop new services. Successful data spaces require governance, incentives, liability and IP regulations, as well as user-friendly onboarding processes. In industrial contexts, domain knowledge and standardization bodies are critical.

How will German CEOs view the US, China and other markets?

The US is considered to be a strong growth and capital hub, with a high technological pace and deep markets. China remains important, but more complex, with technology and compliance risks. Other regions are gaining importance through friendshoring, such as Central and Eastern Europe, India, Southeast Asia, and parts of Latin America. Diversification is emerging not only as a risk management strategy, but also as a growth strategy. The choice of locations is based on market size, legal certainty, costs, talent availability, and political connections.

What role do quality and brand leadership play in uncertain markets?

Quality and brand remain anchors of pricing power and trust. In volatile markets, customers are making more risk-conscious decisions. Reliable quality, service capability, spare parts availability, delivery capability, and transparent communication are becoming more important than the last percentage point of price. Brands that credibly combine safety, sustainability, and innovation gain loyalty. Building this trust requires consistent performance and clear, fact-based communication.

How can companies protect growth initiatives against risks?

Safeguarding is achieved through stage gates, milestones, optional contract architectures, modular technologies, test markets, pilot customers, and insurance or hedging strategies. Partnerships with customers, suppliers, and financiers spread risks. Early involvement of regulators and certifiers accelerates approvals. Data-driven leading indicators show when to scale, pause, or adapt. In this way, companies combine courage with discipline.

What is the meaning of “Dual Transformation”?

Dual transformation describes the parallel strengthening of the core business (Transformation A) and the development of new growth areas (Transformation B) that drive long-term corporate value. Both strands require their own governance, budgets, and KPIs, but are strategically linked. The core business finances the development; new businesses provide learning curves and optional revenue. Critical to success are clear priorities, ambidextrous talent, and managing cannibalization.

How does AI change customer interaction?

AI enables hyper-personalized offers, 24/7 support, proactive maintenance, dynamic pricing, and intelligent recommendations. In the B2B context, AI assistants support sales, quotation calculations, tenders, and after-sales. Customers expect faster, more reliable, data-driven action. Risks lie in incorrect decisions, hallucinations, and a lack of transparency. Companies rely on explainable approaches, governance, and clarity in terms of use to ensure trust.

What role does compliance play in uncertain times?

Compliance is moving from a mere defense to a value driver because it secures market and license retention, increases transaction capability, and minimizes reputational risks. Proactivity, digital enablement, supplier integration, and third-party assurance improve scalability. A clear ethos and training reduce misconduct. Compliance is embedded in the operating model, not as an afterthought, to combine speed and security.

How can innovation capacity be maintained despite cost pressure?

Innovation capability is maintained through focus, portfolio transparency, and shared platforms. Standardized technology stacks, reusable modules, and open-source components reduce costs. Time-boxed experiments generate learning without excessive budgetary overhead. Collaborations with universities and research institutions leverage resources. Internal venture models accelerate product maturity. Combining research with clear market hypotheses and robust go-to-market paths is crucial.

Is the current CEO sentiment cyclical or structural?

It is both cyclical and structural. Interest rates, energy prices, consumption, and individual industry cycles have cyclical effects. Geopolitics, demographics, technological and sustainability changes have structural effects. Therefore, the increased caution will not disappear in the short term. Companies must plan with a "higher background noise" of uncertainty and align their governance, capital structure, technology agenda, and talent strategy accordingly.

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What characteristics will a resilient German industrial group have in 2028?

A resilient corporation in 2028 will have transparent, diversified supply chains with qualified alternatives for critical components, leverage AI in core processes and products, have confidently integrated cloud and data platforms, operate modular product architectures, have strong cyber hardening, utilize sustainable energy sources with flexibility options, manage a global talent network, and embed scenario planning in the budget process. It will communicate consistently, meet regulatory requirements through "compliance by design," and monetize data and service offerings.

What mistakes should companies avoid now?

Avoiding investment freezes in future-oriented fields, unilateral cost cuts without a productivity plan, lock-in in proprietary islands without an exit scenario, underestimating cyber risks, misintegration in M&A, overregulating one's own initiatives out of fear, and foregoing customer and supplier partnerships are equally fatal. Failure to engage the workforce or breaking down transformation goals into achievable steps is equally fatal.

How can companies improve their relationship with government and regulators?

Through early, transparent communication, participation in consultations, pilot projects with authorities, shared standards, and test fields, companies should translate regulatory horizons into their roadmaps and present concrete implementation plans. Mutual understanding of objectives and constraints accelerates approvals and reduces undesirable developments. Consortia that connect several companies, researchers, and government agencies are proving successful.

What is the importance of Europe as a technology and industrial platform?

Europe can offer an independent platform through standardization, industrial programs, and co-financing. The key is the ability to rapidly implement projects: semiconductors, energy infrastructure, data spaces, hydrogen, defense, rail and port modernization. Uniform standards and interoperable systems create economies of scale. For German CEOs, Europe is the most natural lever for strengthening global competitiveness while simultaneously building resilience.

What do “just-in-time” and “just-in-case” mean in the new normal?

Just-in-time remains viable where predictability and reliability are high. Just-in-case is preferred for critical components, geopolitically exposed parts, and volatile demand zones. In practice, hybrid models are emerging: differentiated inventories, flexible supplier pools, regional buffer stocks, and dynamic scheduling rules. Digital tools and AI support control to balance costs and risks.

How is the role of the CFO being enhanced?

The CFO becomes a co-architect of the transformation. Finance departments are responsible not only for reporting, but also for portfolio architecture, capital allocation, risk management, and data and process quality. They drive value cases for AI, sustainability, and automation, define KPIs, align incentives, and embed scenarios in planning tools. Treasury manages currency, interest rate, and commodity risks more actively. Investor Relations orchestrates narratives that make transformation and resilience measurable.

What changes affect purchasing?

Procurement is becoming a strategic partner. Tasks include supplier development, risk profiling, a focus on total cost of ownership (TCO) rather than pure price, innovation scouting, sustainability ratings, and contract architecture. Digital marketplaces, e-procurement, data rooms, and AI-based early risk detection increase transparency and speed. Trustful relationships, but secured by governance, ensure access to scarce goods and jointly developed solutions.

What does the increasing cyber threat mean for production and OT?

In production and OT environments, risk is increasing due to outdated controls, long lifecycles, and the convergence of IT and OT. Segmentation, patch strategies, asset transparency, secure remote maintenance, monitoring, and physical security measures are becoming essential. Suppliers and integrators must meet minimum standards. Test fields and "digital twins" help secure changes before they go live.

What role does corporate culture play?

Culture is the multiplier of every strategy. In uncertain times, a focus on learning, tolerance for mistakes with accountability, an affinity for data, clear decision-making rights, collaboration across silos, customer focus, and ethical standards are needed. Leaders must be able to tolerate ambiguity and communicate it. Rituals such as retrospectives, demo days, open roadmaps, and transparent KPI boards promote trust and speed.

How should companies deal with platform dependency?

Platforms offer speed and depth of functionality, but create dependencies. Companies need multi-cloud strategies, open interfaces, data extraction, exit plans, and negotiating power through volume bundling. Architectural principles such as loose coupling, containerization, standard protocols, and portable data models reduce lock-in. Contract design with audit and performance clauses protects against performance degradation and unforeseeable cost increases.

What role does Industry 4.0 play in the new context?

Industry 4.0 remains core, but with a stronger focus on resilience, sustainability, and security. Sensor technology, edge computing, connected machines, predictive maintenance, and adaptive manufacturing are integrated with cybersecurity, data governance, and energy optimization. Successful companies use standardized data spaces to increase efficiency and coordination across corporate boundaries.

How is sales changing?

Sales is becoming more hybrid and analytical. Digital channels, remote selling, self-service portals, and configurators are complementing personal relationships. AI supports lead qualification, offer optimization, cross-selling, and forecasting. Sales organizations are being restructured according to segments and use cases. Services and SLAs are becoming more of a differentiating factor, especially in investment-averse customer segments.

What role do international standards and certifications play?

Standards and certifications provide security, open markets, and reduce transaction costs. In volatile times, they serve as an anchor of trust and a gateway to regulated markets. Companies invest in certification pathways and harmonize processes accordingly. At the same time, they drive the further development of standards within industry associations to avoid hindering innovation.

How do you deal with the speed of technological cycles?

With modular architectures that make components interchangeable, with clear evergreen software strategies, with standardized APIs, and with roadmaps that deliberately plan for upgrade windows. Companies are establishing technology councils that accelerate investment decisions and review dependencies. Pilot-to-product mechanisms ensure that innovations don't get stuck in pilots but are scaled in a replicable manner.

What is the importance of customer integration in innovation?

Customer integration ensures market relevance, willingness to pay, and acceptance. Methods include co-design, beta programs, usage data analyses, customer advisory boards, and joint pilot projects. Contracts clarify IP, exclusivity, and scaling rights. Customer-oriented development cycles reduce undesirable developments and shorten time to value.

How should companies handle sustainability data?

Sustainability data requires the same rigor as financial data: defined data models, audit trails, controls, accountability, systems for data collection along the supply chain, and external assurance. Product- and location-based measurements should be automated. Data rooms with suppliers facilitate quality and traceability. This makes sustainability manageable, reportable, and effective in differentiating.

What role does public opinion play?

Public opinion influences purchasing decisions, regulation, and employee recruitment. Companies must understand expectations, communicate transparently, and respond to criticism. Credibility is built through consistency of words and actions, through measurability and openness. In polarizing environments, a factual, fact-based approach with a clear assumption of responsibility helps.

Are cost reductions and growth contradictory?

Not necessarily. Cost programs that focus on productivity, automation, lean processes, and shifting value creation can promote growth. However, cost reductions must not be an "innovation tax." Successful programs are those that reduce unproductive complexity, increase standardization, and shift resources to growth areas. Transparency and participation increase acceptance and sustainability of the measures.

What is the meaning of “time to value”?

Time to value is a critical success factor in uncertain times. Projects must deliver visible results sooner to justify risk and capital costs. Agile methods, minimum viable products, modular scaling, and clear termination criteria shorten time to value. Managers actively steer toward early successes to generate momentum and win over stakeholders.

How will German CEOs set priorities over the next 24 months?

Priorities are focused on operational resilience, AI scaling in core processes, energy and resource optimization, talent and culture programs, portfolio streamlining, targeted internationalization, cyber hardening, and customer retention. CAPEX is carefully prioritized; OPEX-based growth in services and platforms wins. Successful companies make a few, clear strategic bets with measurable milestones.

What does this “trembling” mean specifically for employees?

Employees experience changes in job content, tools, and qualification requirements. Security is created through training, participation, and transparent communication. Companies that present change as a development opportunity increase loyalty and commitment. At the same time, fair transitions, continuing education, and internal mobility are needed to minimize disruption. Managers have a responsibility to translate uncertainty into meaning and direction.

What is the function of business associations and clusters?

Associations and clusters help set standards, disseminate best practices, shape practical regulations, and accelerate innovation. They pool interests, enable joint procurement, research, and export promotion. For CEOs, they provide leverage for transforming individual risks into joint solutions and leveraging economies of scale, especially in SME ecosystems.

How is the way we deal with project risks changing?

Project risks are managed more actively through phased approvals, independent reviews, risk budgets, field-tested suppliers, realistic assumptions, and consistent scope control. Transparent dashboards show progress, risks, and countermeasures. Project managers are given real decision-making rights, but also clear accountability. Lessons-learned loops prevent repeat errors.

What can the German government do to reduce CEO concerns?

The government can increase predictability, accelerate procedures, modernize infrastructure, strengthen education and immigration, reduce energy prices, promote R&D, and negotiate international market liberalization. Consistent communication and the avoidance of stop-and-go policies are crucial. Public investments should leverage private capital, not displace it. Government-sponsored digitalization serves as a model for the economy.

What role do banks and insurers play?

Banks finance transformations, structure consortia, and offer hedging and working capital solutions. Insurers assume risks that are otherwise unmanageable, such as cyber, political, and project completion risks. Both contribute to standardization and data quality. However, they require robust business plans, governance, and transparency to price risks appropriately.

Are there signs of optimism despite all the uncertainty?

Yes. German companies possess robust engineering expertise, a quality culture, customer relationships, and strong SME networks. They hold strong positions in areas such as automation, industrial software, renewable energies, specialized machinery, medical technology, and logistics. Successful transformation examples demonstrate that speed and focus can generate competitive advantages. Furthermore, global transformation paths open up new markets where German strengths are in demand.

What concrete steps should CEOs take now?

CEOs should formulate a clear, focused transformation agenda, establish resilience-relevant KPIs, strengthen data and security foundations, scale AI use cases, actively manage energy costs and risks, accelerate talent programs, streamline portfolios, expand partnerships and data rooms, institutionalize scenario planning, and professionalize communication. These steps create capacity for action, reduce uncertainty, and position companies for the next wave of growth.

How will the leadership role in the company change?

Leadership is transforming into context-sensitive management that combines data competence, empathy, and decisiveness. Leaders orchestrate networks instead of simply managing hierarchies. They create psychological safety, tolerate ambiguity, and still make clear decisions. They empower teams and align them with measurable results. The "why" and "how" win over the mere "what."

What long-term perspective can be derived?

The long-term perspective will be shaped by a world in which security, sustainability, technology, and demographics are the central coordinates. Companies that translate these four axes into a coherent strategy will survive. Resilience and innovation are not opposites, but two sides of the same coin. Germany's economy can succeed in this order if it increases speed, scale, and the ability to cooperate.

What is the central advice for top managers in Germany?

The key advice is: Don't just endure uncertainty, institutionalize it. Design strategies, portfolios, and operating systems to cope with volatility. At the same time, invest consistently in future viability: data and AI, energy and resource efficiency, talent, cyber and supply chain resilience. Don't do everything in parallel, but focus and measure it. Fear of the future diminishes where the ability to act and direction are clear. In an environment where many hesitate, decisive, disciplined implementation creates a lead.

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