Our mission for 2026: Rethinking people and technology
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In the center of Munich, surrounded by the city’s geometric buildings, stands the “Friendly Giant.” This 17-meter-tall sculpture stands out and represents energy, progress, and human action. It encourages us to rethink how people and technology connect, not as rivals or replacements, but through thoughtful design. This is the main opportunity for 2026.
Last year marked a major turning point. Generative AI, once seen as “magical,” has matured. What began as demos and experiments is now a mix of practical tools, real business uses, debates, and some failures. This tension signals growth, not failure. Now, the focus is shifting from being amazed by what’s possible to finding responsible and productive ways to use these new opportunities.
When technology moves faster than organizations
New opportunities arise when technology is viewed as part of organizations, economies, and society, not as something separate. This creates a big challenge for companies. Technology is advancing quickly, but many organizations still use old models focused on stability and strict control, which now slow progress. We now better understand how organizations need to change to stay resilient, fast, and productive. In areas like data management and AI governance, there are proven, practical approaches. Companies that use these consistently can benefit from AI without risky business practices or unclear dependencies.
Productivity does not come from tools, but from clarity
Transforming companies is not the goal itself; it is needed to create better products and services. Organizations that manage their data well understand their customers, their needs, and can track how well their solutions work. This will be crucial in the next few years. The economy is not expected to grow quickly or return to past levels. To move forward, public investment and lower financing costs should support digitalization to boost productivity. AI and automation will become real sources of efficiency and innovation, especially as people are less willing to pay for new things just because they are new. Technology needs to provide real value, not just impress.
Many studies show a clear pattern: only a small number of companies are seeing real economic benefits from AI. The problem is usually not the technology, but poor integration. AI is often added without changing processes, roles, or decision-making. When AI is used as part of a larger design plan, new ways to create value appear. People and machines work together, not against each other. AI handles analysis, finds patterns, and scales up, while people keep control, responsibility, and judgment.
Why the labor market debate misses the point
This also highlights another important area: people. Public discussions about AI and jobs are often driven by dramatic headlines, but these do not offer much real guidance. The truth is more complex. Until AI works smoothly and reliably, people are still needed to set goals, check results, fix biases, and take responsibility. There are also many opportunities to build new skills and prepare for new roles. Many doomsday predictions are based on weak ideas, such as the total replacement of human workers or using AI only to cut costs.
The real question is not whether work will disappear, but how it will change and how we support this change through politics, organizations, and society. Education, tax policy, labor laws, and ways for employees to have a say or share ownership can all help make this transformation positive. This is not new. In the past, major changes in technology also created new jobs, new skills, and new ways to work together when people took an active role.
Digital sovereignty is not a buzzword, but a design question
This question matters not just for individual companies, but for Europe as a whole. Digital sovereignty is more than just a buzzword; it determines whether Europe can stay in control of its economic and social future or become dependent on others. Sovereignty is not about being isolated, but about having the power to shape outcomes. Key factors include strong data systems, clear rules, trustworthy AI, and a competitive environment for innovation. Laws like the EU AI Act provide important guidelines, but they will only work if combined with investment, skills, and a willingness to take action.
The “Friendly Giant” represents this way of thinking. It shows strength without being aggressive, size without being threatening, and movement without losing control. In digital transformation, this means technology can be powerful, but it should always be guided by human values, responsibility, and decision-making. The opportunities are there. They will not be used automatically, but they are available.
If we take these opportunities together, we can prepare companies for the future, create better products, and include people in the changes. In this way, Europe can move closer to digital sovereignty and shape its own future.
I wish everyone a great start to 2026.