14/10/2026
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With extensive experience in digital transformation, data-driven marketing, and business model innovation, he has spent years helping organizations navigate technological change.
Today, his focus extends far beyond individual AI applications. He is particularly interested in how artificial intelligence will reshape entire organizations, value chains, and industries. In this interview, Matthias shares his perspective on the next phase of AI, the leadership challenges that lie ahead, and the capabilities companies will need to thrive in an increasingly intelligent and automated world.
Matthias, artificial intelligence is advancing faster than many organizations can keep pace with. Which developments are you watching most closely, and why?
What fascinates me most is the shift from assistance to autonomy. We are moving beyond AI tools that merely support tasks toward AI agents capable of managing entire workflows independently, from research and content creation to execution.
At the same time, customer behavior is changing rapidly. Inspiration and discovery increasingly begin in conversations with AI rather than through traditional search engines. Looking ahead, we will also see agents interacting directly with other agents, handling complex activities autonomously, such as travel bookings or customer service transactions.
These developments are fundamentally changing the rules of the game across our industry.
Many companies are experimenting with AI use cases today. You are particularly focused on what AI means at a group-wide level. What does that look like in practice?
Most organizations, including our own, begin with isolated use cases in specific functions or markets. That is a sensible starting point, but the impact often remains localized.
The real opportunity lies in scaling AI across the entire organization by connecting data, platforms, and capabilities across brands and markets. The greatest value can be unlocked along the full value chain, from supply management and pricing to marketing, e-commerce, and customer care.
A shared data foundation, common standards, and unified AI models turn individual experiments into enterprise-wide transformation.
AI has the potential to reshape entire business models. Which functions do you believe will be affected most over the coming years?
The greatest impact will be felt wherever knowledge, expertise, language, and data-driven decision-making are central to value creation.
Marketing, e-commerce, sales, and customer service will likely lead the way, closely followed by software development, pricing, and revenue management. Over time, however, I believe virtually every function will be transformed, including finance and human resources.
Technology alone does not create competitive advantage. What organizational and cultural foundations are necessary to fully realize the potential of AI?
From an organizational perspective, everything starts with data. Building a robust and reliable data infrastructure sounds straightforward, but in reality, it represents the majority of the work required.
Culturally, organizations must break down silos and foster much closer collaboration between business teams, technology experts, and data specialists. AI delivers its greatest impact when these disciplines work toward shared objectives.
Leadership is equally critical. Leaders who do not actively use and understand AI themselves will struggle to inspire meaningful adoption across their organizations.
Marketing has long been viewed as a driver of digital innovation. What role will marketing play in a future where AI creates content, optimizes campaigns, and automates customer interactions?
Marketing will increasingly become the orchestrator of customer relationships rather than simply the producer of marketing assets.
As AI takes over content creation and campaign optimization, strategic responsibilities such as brand management, positioning, and customer lifetime value will become even more important. In an AI-driven world, strong brands and clear differentiation will matter more than ever.
AI will make efficiency a baseline expectation. Competitive advantage will come from creativity, customer understanding, and the ability to build meaningful brand experiences.
One principle I constantly share with my team is simple: not more of the same. AI should free people to create something exceptional, not simply generate more volume.
Business leaders face the challenge of balancing operational excellence with innovation. How do you personally manage both priorities?
It starts with focus. As a leadership team, we make deliberate choices about where we invest our attention and resources, and once those decisions are made, we stay committed.
Innovation requires room for experimentation, but it also demands discipline, accountability, and measurable outcomes. Above all, it requires strong teams built on trust. No individual leader can successfully drive operational performance and transformation alone.
Equally important is courage. AI will not reinvent your business model by itself, but it can dramatically reduce the cost and speed of testing new ideas. Opportunities that once required significant investment can now be explored quickly and efficiently. Taking advantage of that potential requires leaders who are willing to embrace new approaches.
Every technological revolution changes the skills organizations need. Which capabilities will be most important over the next five years?
My son is fourteen years old. By the time he enters university, working with AI will be as fundamental as using Excel is today.
Critical thinking, sound judgment, and the ability to ask the right questions will become increasingly valuable. Just as important is a continuous learning mindset. Given the pace at which AI models are evolving, standing still is no longer an option.
I also expect to see more W-shaped professionals emerge. These individuals possess meaningful expertise across multiple disciplines while maintaining a broader understanding of how end-to-end processes connect. This makes them particularly effective in highly automated environments.
At the same time, deep specialists will remain essential. Their expertise enables them to guide AI systems effectively and critically evaluate the outcomes they produce.
Looking ahead to 2030, what will successful organizations look like, and what decisions should leadership teams be making today?
The most successful organizations will be leaner, faster, and relentlessly customer-centric.
Many routine processes will be largely automated, allowing people to focus on creativity, relationship-building, and high-value decision-making. Human contribution will become more strategic and more impactful.
Leadership teams should prioritize three areas today: investing in scalable data and technology platforms, establishing clear AI priorities, and building the skills needed for the future workforce.
Organizations that make these investments now will be best positioned to lead in the next decade.