It was the «Question of the Month» on the website of one of the world’s most valuable brands: «Does Coca-Cola really taste better from a glass bottle?» Claudia Wurm, head of the beverage brand’s Consumer Interaction Center, responded promptly: “That can’t actually be true, because the recipe is exactly the same in every type of packaging—whether it’s a glass bottle, a can, or a PET plastic bottle.”

So it’s not the taste that makes Coke from a glass bottle so much better. But what is the reason, then? Perhaps it’s a certain ingredient that, in addition to the brown soda, is also found in the iconic glass bottle—and only in it: the history of one of the world’s best-known and most beloved «love brands.» For more than 100 years, the brand has been famous not only for its soft drink but also for its packaging: the bottle with the “sway.”.

«You can never plan to become an icon. But love, professionalism, and enthusiasm are good prerequisites.»

Leave nothing to chance

More than just packaging—that’s the famous Blue Box from the jeweler Tiffany & Co. As early as 1899, the *New York Evening Sun* wrote: «Tiffany offers something you can’t buy, no matter how much money you’d be willing to pay for it; you can only get it from him. And that is one of his Blue Boxes.» What makes these jewelry boxes so special is their color, which was even declared a trademark in 1998 as «Tiffany Blue» and standardized by the Pantone Matching System.

Requirements for Successful Packaging

What makes packaging like this stand out—and why is it so special? «You can never plan for an icon,» explains Christoph Schlatter of the Zurich-based branding agency allink. For the expert, the basic requirements for successful packaging are clear: It must be credible and created with love, professionalism, and enthusiasm. To become an icon, Schlatter says, «the design must be unique and possess character and originality. It must be innovative in its own way, yet possess timeless qualities. And a certain simplicity and striking visual impact are also part of what makes a cult product.».

Features that also made Pringles a packaging icon: By packaging the chips in a can rather than a bag, the brand has avoided greasy crumbs since the 1970s, as the crispy snacks can be stacked in the round can without breaking. With this packaging, the brand broke new ground—and has been delighting the world ever since. The inventor, chemist, and packaging engineer Fredric Baur was so proud of his patent that he even had some of his own ashes buried in a Pringles can when he passed away in 2008.

«Back then, anything that looked good was allowed. Today, we know what the biggest catch is: waste.»

Added Value: Joy of Life

But it doesn’t always have to be global «love brands» like Coca-Cola and Pringles or luxury brands like Tiffany & Co.—even everyday consumer products can become icons with the right packaging. Geoffrey Hildbrand, Brand and Innovation Strategist at Popular Packaging and co-founder of FuturePackLab, cites the famous toilet duck as an example. The bottle (invented, by the way, by the Swiss company Düring), which holds the cleaning product with its beak-shaped design, is not only functional—and fits better under the toilet rim thanks to its curved neck—but also offers users a whole other kind of added value: “The duck bottle is a little bright spot; it brings a bit of joy to everyday life,” says Hildbrand. According to the packaging expert, this means the packaging’s value goes far beyond mere function—it evokes a feeling. This is an important differentiator in the purchasing decision. Studies consistently show that purchasing decisions aren’t made purely rationally—but often on a gut level. When ten brands are vying for customers’ attention on the shelf, a little duck can make all the difference.

Even in a Tetra Pak, brands can present themselves in a unique way, as the oat drink Oatly proves. With messages, a color palette, and a tone that’s somewhat reminiscent of a protest, the oat drink conveys anything but a boring eco-friendly image; instead, it makes it clear at first glance: «I’m different from the rest.» Those who buy it aren’t just buying oat milk—they’re buying a mindset.

Packaging Enhances the Brand Experience

«Successful packaging appeals to and inspires on an emotional, not a rational, level. It stands out and intuitively says, ‚I’m new,‘ or looks high-quality and sparks desire,» explains Christoph Schlatter. And it’s worth it, because these attributes influence the entire brand experience: The latest «Packaging 3.0» study by the brand consulting firm Brandtrust shows that packaging accounts for about 50 percent of whether a person is satisfied with a purchase or not. Like a good salesperson, packaging shows customers what to expect—if it didn’t, all products on the shelf would look the same; consumers would find it nearly impossible to tell them apart. Thus, packaging becomes the flagship for what’s inside: «Packaging captures the essence of the brand’s value proposition and makes quality visible,» explains Geoffrey Hildbrand.

However, the values that matter today are different from those of just a few years ago. Whereas in the past, anything that looked good or felt good was acceptable, today we’re well aware of what is arguably the biggest drawback of packaging: it generates far too much waste—and thus becomes a problem. In this age of sustainability, it’s no longer enough for packaging to be functional, attractive, and cost-effective. Today, it can only win over consumers if it’s also environmentally friendly—and if that’s clearly visible. This is a challenge, but also an opportunity for brands: It allows them to demonstrate that they are committed to sustainability, addressing the world’s problems—and not resting on their laurels.

Going forward, the rule is: Less is more

At this year’s Empack—the packaging industry’s gathering in Zurich—the central theme was clear: «The future of packaging.» The focus was on new solutions and services for eco-friendly, forward-looking, and sustainable packaging developments. In an interview with Empack, Patrick Semadeni, CEO of the Semadeni Plastics Group and an expert in the circular economy and the sustainable use of plastics, said: «The packaging of the future will reliably protect the contents while also having an optimized environmental footprint. At the end of its life cycle, the packaging of the future will remain in the circular economy (…). This means that in the future we will develop packaging according to ‚Design for Recycling‘ guidelines, that this packaging will use as little material and additives as possible, and that it will also be manufactured using clean energy.»

For brands, this means «they must succeed in communicating their product promise with fewer resources. It’s about simplification—focusing on the essentials,» says Geoffrey Hildbrand. The packaging specialist also has the solution ready. «The key to this is clear: creativity.» Perhaps the new packaging icons aren’t just eye-catching, exceptionally creative, and different from the rest—they’re also environmentally friendly.

«It's about focusing on what's absolutely essential. The key to that is creativity.»

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While the packaging icons mentioned in the article all have a long tradition, the packaging industry in Switzerland naturally also produces various innovations every year. The best of these are honored with the Swiss Packaging Award, presented by the Swiss Packaging Institute—in the categories of sustainability, convenience, design, marketing, and technology/construction/machinery solutions. There is also a special jury prize. Werbewoche.ch reported on this year's winners.

They look like perfectly normal news websites. In reality, however, these news portals feature fabricated or rhyming content written by text-generating AI technology. NewsGuard, a U.S. company that uncovers misinformation on the internet, has identified around 50 such «news portals» so far. And that’s just in English, Czech, French, Portuguese, Tagalog, Thai, and Chinese. So it’s safe to assume that there are even more of these fake news mills worldwide. According to Newsguard, the websites examined all lack an “About Us” page or any other information about the publisher.

«AI-powered »junk products' will eventually make their way to Switzerland as well."

«We shouldn't rule that out»

AI news portals with virtual journalists that distribute news content without citing sources or providing links are causing concern for the editor-in-chief of «20 Minuten.» Désirée Pomper wonders whether these news platforms will ever achieve the credibility of a media outlet produced by real journalists: «We shouldn’t rule out this scenario—which would shake up the entire media landscape.»

«When it comes to research that goes beyond the internet—on the ground, in conversations—AI doesn't stand a chance.»

Timo Grossenbacher, who leads a team at Tamedia focused on automation in journalism, also believes that something like this is possible here as well. «As we all know, the internet knows no boundaries.» As a media company, they are monitoring these developments very closely. «We naturally see it as our responsibility to get to the bottom of such ‚offers‘ and to educate the public about them,» says the Head of Newsroom Automation at Tamedia.

«Things have moved too fast for me»

Rainer Stadler, a former media journalist for the NZZ, had the idea—before the hype surrounding artificial intelligence—to satirize the poor quality of certain media offerings through an AI-powered project. «Developments have overtaken me,» he concludes. Looking at fake news websites like «Biz Breaking News» or «Market News Reports,» the freelance journalist also says that such «AI-powered junk products» will likely show up in Switzerland sooner or later.

According to Thomas Schneider, Deputy Director and Head of the International Division at the Federal Office of Communications (Bakom), it is much easier today than it used to be to generate content that was not created by humans—or to make things appear in images, audio, or video that do not actually exist. «It is possible to create content specifically for certain population groups and present it to them,» says Schneider, who is currently leading negotiations at the Council of Europe on an AI agreement in which countries such as the U.S., Japan, Mexico, Canada, and Israel are also participating.

«It is essential to discuss AI in the context of the current ancillary copyright law.»

The 51-year-old draws attention to yet another danger: By creating fictitious personas on social media and in comment sections, it is possible to portray support for opinions—which in reality are shared by only a few—as a mass phenomenon. «All of this can influence the formation of public opinion.» As a result, an intense debate is currently underway in many countries about when such phenomena become harmful and whether measures should be taken to combat them.

Technology is everywhere

Bakom commissioned media scholar Colin Porlezza to conduct a comparative study on how AI is currently being used in public media. In his report, Porlezza concludes that the use of artificial intelligence in news media and journalism—and thus also in public media—is ubiquitous.

AI-powered tools have transformed the nature, role, and working methods of journalism and media professionals themselves. However, all public media organizations examined in the study—including the SRG—have defined guidelines governing the use of AI technologies. In Switzerland, the challenges posed by the use of AI in the news industry and journalism are not currently considered a priority. The prevailing view is that the existing general legal framework is sufficient.

The Ringier media group is convinced that it is essential to have its own rules for using AI tools. Like SRF and Tamedia, Ringier has developed AI guidelines and coordinated them internationally across all 19 countries within the group. «AI tools must be used conscientiously and transparently,» says company spokesperson Johanna Walser, emphasizing the importance of AI guidelines. She adds that the trust of users and readers must not be squandered by misleading them about the use of AI.

According to Walser, the publishing house distinguishes between the two subfields of «generative AI» and «analytical AI.» «For some time now, we have been responsibly and very deliberately relying on ‚machine learning models‘ in the areas of media, marketplaces, and tech & data—and thus on analytical AI.» This artificial intelligence focuses on analyzing existing data that can be used for predictions and automation. Examples of this include reading recommendations or, for instance, the review of user comments. In the area of generative AI, Ringier is currently moving beyond the experimental stage and working on initial implementations, such as transcribing interviews, translating texts, and product development in the areas of coding and rapid prototyping. «We’re also investing in advanced validation methods to make the results of generative AI even more reliable within our company,» reveals the Chief Communications Officer, who is herself a member of the company’s in-house «AI Board.».

«AI-powered tools are transforming the nature, role, and working methods of journalism and media professionals themselves.»

AI as a Tool

For Rainer Stadler, AI is just a new tool that takes work off people’s hands. The journalist, who writes for «Infosperber,» draws attention to the rule of having someone else proofread the work. Such a guideline is especially necessary when dealing with an AI-generated product. «No matter how good artificial intelligence may be, it must be checked for content, language, and form—and it must be done by a human.» It is a matter of professional integrity that a human always bears ultimate responsibility. Furthermore, every use of AI must be disclosed; if possible, this should also include a statement regarding the nature of its use.

«If AI can capture the subtleties of the world’s best writers, the writing quality of artificial intelligence is likely to be correspondingly high,» predicts «20-Minuten» executive Désirée Pomper. When it comes to reporting, however—which goes beyond mere online research, such as on-the-ground reporting, talking to witnesses, building relationships, observing, and creating original (authentic) video and image content—AI doesn’t stand a chance. «Authenticity, speed, and our close connection to the public are our USP.»

Support, but do not replace

Timo Grossenbacher of Tamedia Technology is also convinced that AI can support journalists, but not replace them. «We must not forget that, for example, chatbot programs can only provide up-to-date and factually accurate information if they are fed such information.» This, in turn, is only possible thanks to the work of journalists. Against this backdrop, the question that arises is how to ensure that providers of chatbot programs compensate for journalistic content, protect sources, and comply with copyright law.

From Ringier’s perspective, the use of professionally produced journalistic content by generative AI must absolutely be included in the discussion regarding the current ancillary copyright law. «If the value creation and monetization of the major tech platforms rely significantly on journalistic content from media companies, fair compensation is needed here,» says Ringier spokesperson Johanna Walser.

At CH Media, an editorial working group—which also includes specialists from the product department—is examining the potential applications, opportunities, and risks of AI. According to Barbara Horak from Corporate Communications, workshops are planned to support editorial staff in their work with AI. In addition, guidelines for working with AI are being developed. «We place the highest priority on the responsible use of AI,» said the CH Media representative.

The NZZ is also addressing both the substantive and technical aspects of AI and is currently drafting corresponding guidelines, according to a brief statement from Falkenstrasse.

Sitting in my office on a Tuesday afternoon, I realize that our AI future tastes good and refreshing, but also surprisingly unspectacular and almost harmless. This is not the realization after weeks of research, but simply due to enjoying a can of Vivi Nova. Vivi Nova? That's probably the first drink in Europe that was completely invented, named and then bottled and distributed by the competent hands and minds of Vivi Kola. Now the cans are in Migros, proclaiming their message: AI has come to stay. AI can text, AI can design, and AI can even dream up a "100% natural and refreshing soda with the juice of the Haskap berry and nutritional fiber from the chicory root." The label, on the other hand, comes from Midjourney, where the graphic designer has also been kindly spared.

Was it ChatGPT's idea to order the label design directly from Midjourney and does the AI want to improve its own margin targets? And what if it also organizes the logistics, calls its robot friends, does the accounting itself and commissions virtual influencers with the advertising? Within a year, Eglisau will become an international AI drinks hub, and thanks to its proximity to the airport and the Rhine, the robot empire will have no limits. The last people in Eglisau in 2025 will be lonely winegrowers who, in addition to the giga-nova factories, will preserve vines from the effects of the climate crisis as a hobby and fish between container ships for self-sufficiency. But of course, it won't get that far.

Finally we can again future

But what I particularly like about the case and the current intensive discussion about AI is that we can finally talk about the future again. To be honest, apart from all the excessive demands that wash over me almost daily from all the AI news, the dominant feeling at the moment is a very positive one: a new age of magic is opening up. The door may only be slightly open at first, but it's clearly sparkling and glittering in the other room.

"Will jobs change? Yes, of course. Will certain jobs no longer be needed at all? Logical."

Whether we like it or not, in the coming years we will witness a social upheaval of the kind previously seen with industrialization and digitization. And thanks to our still fresh experience with digitization, we have also learned to take a somewhat more critical approach - alongside new opportunities, the new risks are also being widely discussed, and rightly so: Hope for a cure for diseases here, the prospect of unemployment for millions of people there. And we are right in the middle of it.

Noble restraint is not appropriate, however, because the cat is out of the bag. Of course, it's worth thinking about what an ethical approach to AI in society and business should look like, but I strongly advise everyone and anyone to gather their own initial experiences now and today. Because the others won't wait: neither criminals, for whom AI offers entirely new opportunities for deception, nor a whole wave of new start-ups that can focus fully on this potential.

Existing companies will also be able to make good use of the potential of the new technology, more quickly than in the early days of digitization. Since then, an entire generation of marketers has been replaced and new minds are at the helm - a new generation that has grown up with a keen sense of changing technologies and a love of experimentation in marketing. Combined with their own data pools, competent employees, and a modern IT infrastructure, they are in a position that should give many companies a very positive outlook on the future of AI.

AI algorithms are already at work in the background today

I'm having a conversation with Manu. Manu is the Creative Director at Webrepublic and also someone who first approaches new things with an open mind, wants to let off steam creatively and wants to use things first before making up his mind.

There are already many AI algorithms working in the background on our platforms and tools, but so far they've been pretty inconspicuous. Media bookings are optimized using AI, we deliver campaigns dynamically, and our own AI hub enables consistent reporting and faster insights. But with the arrival of image generators last summer and then the launch of ChatGPT in the winter, the topic of AI hit the mainstream and triggered a wave of innovation.

"We should always remember that AI supports us, but does not replace our own connected thinking."

Manu shows me that with the skillful use of AI tools, creative processes can be implemented faster and more cost-effectively. Ideas can be visualized faster and more impressively, client and agency can agree on a visual thrust more quickly, and no idea is too wild not to somehow capture it visually and discuss it together. Creating ideas and mock-ups, as well as bringing concepts to life, has been made easier before thanks to tools like Flash, After Effects and Photoshop. Now it's just even faster.

Faster, yes, but not fully automatic. You still have to know which tool can do that at all and how to operate it and achieve the desired results. So the work doesn't disappear, but is postponed - there is more time for ideas, discussions, and perhaps the one or other additional project.

We go from being musicians to conductors

A different form of creativity and marketing craft is required when dealing with AI: good ideas, networked thinking, smart strategies and a talent for translating ideas into suitable prompts to steer the AI. The human conceives the creative concept, which the AI then fills with content. Or we dock various data sources, which our hub then turns into insights. We go from being musicians to conductors. And we need to make sure that AI is not perceived as a competitor, but as a tool that helps us explore our strategic, technological and creative boundaries.

This change is not new, my own job has been almost completely replaced by artificial intelligence and automation and definitely redefined. When I set up the first Google Ads campaigns more than 15 years ago, we as campaign managers were still manually researching all the keywords, setting the match types, typing in keyword variations, designing exclusion lists, and copywriting hundreds of ads. As of 2023, most of this work has been automated by Google's own tools and disappeared from the daily work routine. However, we are not running out of work in digital marketing, quite the opposite. Automation now allows campaign managers to focus less on repetitive and time-consuming tasks and have more time for strategic and creative aspects of their work. For example, with holistic, smart bidding strategies instead of manual budget control.

So marketing is changing, it always has been

So the world of marketing is changing. It always has been and will continue to be. AI is playing a significant role in this - already in the background for some time, but now very active and tangibly transformative in the months and years ahead. With the right approaches and the use of AI, we can create the best of both worlds, human creativity and technological support. Will jobs change? Absolutely. Will certain jobs no longer be needed at all? Logical. Or are any of your friends currently a light cleaner, sponge diver or video store clerk by trade? These are all professions that I tell my children about as bedtime stories. Professions that were once quite normal, but became obsolete in the course of structural change and the introduction of new technologies (electricity, plastics, the Internet). They are not horror stories, but exciting episodes about humanity's inventiveness and our creativity and adaptability.

"There is a tendency to over-emphasize the risks of AI in the media, diverting attention away from more pressing issues, such as climate change."

But we also have to be honest with ourselves

Every "general purpose" technology brings with it an upheaval, and AI is one such technology. There are trade-offs associated with these technologies: the benefits are not evenly distributed, and some benefits arguably accrue to some while others have predominantly disadvantages. In addition, there are potential costs or risks that may arise as the technology is developed and discussed. This explicitly includes the tendency to over-emphasize the risks of AI in the media, thus diverting attention away from more pressing issues such as climate change.

The AI transformation points to an exciting future where together we can seize opportunities and minimize risks. It is a journey we are embarking on together - refreshed and empowered by Vivi Nova - and opening the door to a new age. And as far as our own thinking skills are concerned, we should always remember that AI supports us, but does not replace our own networked thinking.

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Born and raised in Zurich, studied Tobias Zehnder at the University of Zurich, during which time he completed an internship at Google, among other things. After graduating, he founded the Webrepublic agency with Tom Hanan, which today has 250 employees and 140 clients. Zehnder is responsible for the agency's client management, lectures at universities and is on the board of the LSA. He lives with his family in Zurich-Albisrieden.

In the heart of Brooklyn, at the corner of North 13th Street and Wythe Avenue, stands a large shipping container with «The Big Pilot’s Watch 43,» IWC’s new luxury watch, displayed on its front. When viewed from the right angle, «The Big Pilot» suddenly appears in 3D. And this isn’t just in Williamsburg, Brooklyn, but at numerous other iconic locations around the world, including Hollywood Boulevard in California, Gangnam Street in Seoul, and Piccadilly Circus in London. The containers, which look as if they were parked in the neighborhood quite by chance, will remain in place for several weeks; they are freely accessible and can also be photographed and shared on social media. Inside these high-tech cubes, the history of IWC comes to life: Thanks to hologram technology, visitors have the opportunity to «meet» former Chief Watchmaker Kurt Klaus, brand ambassador Lewis Hamilton, and CEO Christoph Grainger-Herr. They can also try on some of IWC’s most famous timepieces, including those custom-made for the U.S. Navy.

Highlighting Innovation—with a Twist!

With this «out-of-the-box» campaign, the company aims to highlight the brand’s innovative spirit, challenge the status quo, and open up new channels of communication between the manufacturer and its audience. What conclusions has IWC drawn so far? «The success of our roadshows to date has been remarkable—whether in terms of visitor numbers, the quality of interaction, or visibility,» says Franziska Gsell Etterlin, Chief Marketing Officer at IWC Schaffhausen. The roadshow not only generates significant interest at the physical location but also makes a strong digital impact with extensive social media reach.

One of the key advantages of this form of marketing is that a mobile, versatile concept allows us to engage with various locations and make both the brand and the timepieces accessible. «Especially in regions without IWC retail locations, this concept is a major asset, as it offers a comprehensive brand experience and allows us—as well as interested visitors—to connect with one another outside of a traditional retail setting,» explains Gsell Etterlin. The roadshow is an important marketing tool that IWC Schaffhausen will continue to use to further enhance visibility and the brand experience.

Decentralized Events, Significant Impact

Switzerland Tourism takes a similar view of the potential of roadshow marketing. From September through December 2022, the organization launched 17 standalone events—known as «Hotel Marketing Days»—across all of Switzerland’s tourist regions. Around 460 people from the hospitality industry, hotel associations and groups, as well as interested parties from the destinations, attended the free events. The new concept was well-received by participants. For example, Jürg Degiacomi, Chairman of the Board of Directors at Historic Hotel Chesa Salis and Gasthaus Spinas in Bever, Graubünden, said: «The format is more interactive thanks to manageable group sizes, and regional aspects are brought more into focus.»

Switzerland Tourism also views the roadshows positively: Thanks to the flexible format, they were able to reach many tourism service providers who are otherwise very busy and cannot always adjust their schedules to a single, specific date. In addition, the individual events could be tailored to each region, which is also an advantage. Switzerland Tourism is planning further roadshows for the third and fourth quarters of this year. «We’re giving this much, much more thought than, for example, our competitors.»

«Formats like these are not a substitute for a typical trade show presence, but rather a complement to it.»

Are trade show appearances becoming obsolete?

Does this mean that roadshow marketing will render traditional trade show appearances obsolete in the future? Both IWC Schaffhausen and Switzerland Tourism dismiss this idea. «Roadshows complement our trade show appearances and give us the opportunity to create proactive encounters with the IWC brand. Our goal is to interact with new and younger target groups, discover extraordinary locations, and surprise existing fans of the IWC brand in unexpected places,» explains Franziska Gsell Etterlin. And according to Switzerland Tourism, the roadshows—with their decentralized format—pursue a different goal than traditional trade show appearances. They therefore serve more as a complement. «Larger events, such as the Hospitality Summit or the Hotel Innovation Day, remain exciting platforms for interacting with the industry and our partners,» says a spokeswoman.

«The roadshows have been a remarkable success—whether in terms of attendance, the quality of interaction, or visibility.»

Undivided attention

Nevertheless, the renewed popularity of roadshows seems to be spreading across all industries. Andreas Messerli AG, which specializes in live experiences, has noted an increasing demand. The pandemic has further heightened awareness of this format’s potential. It is also striking that the productions and content are becoming more complex: expectations for presentations in terms of interactivity and engagement have clearly risen.

Over the past few months, Andreas Messerli AG has implemented the following concepts: «In 2022, for our client, ACO Passavant AG, we evaluated the flexible Modulbox as a suitable structure for an anniversary roadshow and developed the overall concept and design for the roadshow. The result was a portable ACO brand experience that could be set up and taken down in just two hours. After receiving preliminary training from Messerli, the ACO team was able to handle the Modulbox independently.»

«For BMW (Switzerland) AG's #ElectrifYou campaign, Messerli, on behalf of Live Lab AG, handled the construction and outfitting of the e-boutiques at three locations. The BMW & Mini E-Boutique launched in Zurich with a shop-in-shop concept at PKZ Women and subsequently moved to an AirClad structure from the ‚messerli to go‘ lineup for its appearances in Lausanne and Lugano. Visitors were able to experience the all-electric BMW iX3 and Mini Electric models firsthand. In addition to various merchandise items, the interactive touch wall offered exciting insights into the topic of electric mobility.»

«In the summer of 2022, Viessmann used its roadshow truck to showcase its climate-friendly heating system solutions for residential and commercial customers at 21 locations. Messerli supported Viessmann in organizing the roadshow, researched and booked suitable locations for the truck—which was over 16 meters long—handled permits and power supply, engaged catering partners, planned the logistics, and provided a support vehicle complete with drivers and installation staff.»

Andreas Messerli AG also views roadshows not as a replacement for, but as a complement to traditional trade shows: «The advantage of roadshows is that companies can strategically select locations to engage with specific target groups or tap into entirely new ones.» In addition, companies benefit from the undivided attention of visitors, and the interaction is often very personal and informal. Trade shows, on the other hand, have their own advantages and limitations, which is why a combination of both formats can be highly effective.

Lavinia Heisenberg is visibly moved; beaming, she holds the award in her hands and endures the flurry of camera flashes from the photographers. The stage at the LLL Conference in Bad Ragaz is huge; she herself is slender and petite. Nevertheless, she fills the entire stage with her presence.

The next morning, I meet Lavinia Heisenberg for breakfast at the hotel. The LLL Conference lasts two days and gives the 200 women space and time to network, exchange ideas, and experience exciting keynote speeches and workshops. As we drink tea, Lavinia tells me how, even as a little girl, she would look up at the sky and see the moon as an important constant in her life. «The moon was always there; it always faced me, unlike people, who turn away.» Even then, her desire to one day become an astronaut, defy gravity, and fly to the moon was already taking shape. To achieve this goal, she stays focused and follows her path with determination. Rather quiet and introverted, yet driven by strong ambition, she completed high school, earned a degree in physics, completed her Ph.D., and held several postdoctoral positions. In 2015, Lavinia was awarded one such postdoc position at ETH Zurich. In 2018, she received the «Prima» grant from the Swiss National Science Foundation, and in 2019, she was awarded the ERC Starting Grant by the European Research Council (ERC), for which researchers can apply. These are research grants worth millions. This recognition confirms that this research is worthy of funding. The research topic to which Lavinia has dedicated herself is, unsurprisingly, gravity. With this funding, she has the opportunity to discover how «Einstein’s theory of gravity» reaches its limits when applied on large scales. This means not only in relation to the solar system and other galaxies, but far beyond. She is also investigating how the theory can be consistently extended. The specific extension of Einstein’s theory—the generalized Proca theory—is named after Lavinia and is now known as the Heisenberg effect.

Heisenberg effect! Respect

Lavinia laughs when I repeat the name in awe: the Heisenberg effect. Wow. She laughs a lot, by the way; it lights up her intelligent face and suits her well. You wouldn’t think she’s an astrophysicist when you see her like this. «That’s stereotyping,» she says with a smile, adding right away: «I’ve had so many obstacles thrown in my path and been blocked in my life’s journey precisely because I don’t fit into any box.» A woman who smiles often and gladly, who advocates for her students, who travels to other countries to give lectures for women who are passionate about research and the natural sciences but often lack a voice. This kind of professor is, in fact, impossible to categorize. That’s why she’s repeatedly met with suspicion. She doesn’t let that bother her anymore. For this commitment, she has now received the Women Empowering Award—an honor for which one cannot apply oneself but must be nominated by someone else. She doesn’t know who nominated her.

«I've had so many obstacles thrown in my way because I don't fit into any box.»

Fly to the Moon

As Lavinia Heisenberg advances her career—conducting research, giving lectures, and advocating for justice—there’s one thing she never loses sight of: her dream of becoming an astronaut. In 2020–21, the European Space Agency (ESA) issues a call for applications. Both men and women can apply to become future astronauts. This is the moment she’s been waiting for. Lavinia Heisenberg meets all the criteria and has all the skills needed to succeed. Twenty-three thousand people from all over Europe apply. She passes all the theoretical tests, but the physical requirements are exorbitantly high. At some point, it all comes to an end for Lavinia. Is she disappointed? She remains silent, gazing out at the garden of the Grand Resort Bad Ragaz. Then she turns back to me and says, in a friendly and composed tone: «I’ve been preparing for this moment my whole life; my body was always fit, always worked, but then it let me down.»

She went through various surgeries, had to slow down, rethink things, and realign herself emotionally as well. That’s what she did. Now she’s doing well again. She’s grown mentally, she’s rediscovered her joy of life, she no longer pushes her body to the limit, and a certain cheerful serenity has taken hold. And one thing is clear to her: «If there’s another call for entries and I’m not too old yet, I’ll give it another try.»

Two years ago, Lavinia Heisenberg took up a tenured professorship at the University of Heidelberg, and she’s been commuting ever since. The decision was very difficult for her. «I didn’t eat or sleep for two months—my emotions swung wildly. One day I was certain I’d take it; the next, I was convinced I should turn it down.» Lavinia Heisenberg doesn’t do things halfway. «I’m emotional, and my feelings are intense—that’s just who I am.» As the emotional swings subsided, it became clear that she would accept the position. She now leads one research group at ETH Zurich and another in Heidelberg. Since the position in Zurich is temporary, she could move to Heidelberg full-time afterward. She looks at me and her features soften completely; she smiles, then she declares her love for the city of Zurich. «I’ve lived and worked in so many countries. I’ve never experienced what I feel in Zurich before.« What does that mean? »I can imagine many possibilities. Together with my partner, who also lives and works in Zurich, I’m exploring the options.”

Promoting Women? Yes, Please!

She is 39 years old and wants to go to the moon. She still does. But she has learned that she cannot force it. She looks to the future with more serenity than ever. When she looks up at the sky—as she often does—she feels grateful. For nature, which she loves; for the moon, which has been a constant in her life since childhood; for gravity, whose behavior she studies. She is also grateful for the many opportunities open to her. And since she knows that millions of women around the world do not have these opportunities—that they cannot follow their dreams, that they are repeatedly prevented from reaching their full potential—she is certain that her commitment will not waver. «I will always advocate for equality.»

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The Women Empowering Award The award is presented as part of the League of Leading Ladies Conference in Bad Ragaz and honors a woman who empowers and supports other women. This year, the award was presented to Prof. Dr. Lavinia Heisenberg for her tireless efforts to provide academic support to women in a male-dominated field.

 

A pandemic, the war in Ukraine, a banking crisis in Switzerland’s financial center that we «barely got through with a slap on the wrist,» and (as the icing on the cake, so to speak) the question of how many of us could be replaced by an algorithm at work as early as tomorrow: We are living in times that historians will one day refer to as the «era of transformation.» How is this affecting us?

The present takes its toll

Well, above all, it takes its toll—both in terms of human resilience and the willingness to make a personal commitment. In recent weeks, I’ve had the impression that a certain lethargy is setting in among the population, which cannot yet be attributed to the lingering summer heat.

When I brought this up with a CEO friend of mine, he said (in his typically candid manner): «Alex, come on, people—they’re just tired of the uncertainty. At some point, they need a break from constant transformation. And, between you and me, I wouldn’t mind a few quiet months either.» Now, I know my friend well enough to realize that he hasn’t lost sight of reality. He knows, just as well as I do—or as all of you do—that while we may wish for a breather, the myriad forces of global transformation couldn’t care less. So rather than engaging in wishful thinking, it’s better to look for guidance where transformation has always been the cornerstone of the business model: at agencies.

Learning from Agencies

And I say this with complete conviction: Companies across various industries can learn from agencies right now how to navigate constant change—and that it can actually be enjoyable if you don’t resist it but instead ride the wave it creates. When we position brands, manage mergers, or navigate crises, for example, we never expect things to be the same tomorrow as they are today. On the contrary, we know that nothing improves if nothing changes. Teamwork is central to this; an interdisciplinary collaboration between strategists, data analysts, technology experts, and creatives. Speaking of teams: Ours are anything but static, as we have a high turnover rate compared to most companies—young people move on after a few years; experienced colleagues return after spending time abroad. We don’t hold anyone back; instead, we encourage the expansion of local and mental horizons… and benefit enormously from it.

«If you can't beat them, join them»

Wouldn’t such a «modus operandi» also be conceivable for SMEs or large corporations? Wouldn’t it lead to us—instead of hoping for a return to the «old normal»—becoming significantly happier and more agile in the «new normal»? Once again: We cannot stop transformation. We can only decide how to deal with it.

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The Columnist Alexander Haldemann is CEO of Publicis Groupe Switzerland.

Calling someone a «living legend» is controversial—because it undermines journalistic objectivity and, aside from that, is rarely perceived as particularly flattering (people given that title usually feel old and, well, offended). But I simply can’t think of a better description when I visit Dr. Mohammed el-Baradei in Vienna in June. His personal assistant shows me into his apartment; I’m granted one of the rare interviews that the Nobel Peace Prize laureate and former IAEA director grants to journalists. First, his wife Aidi—a former teacher at an international kindergarten—greets me, and then el-Baradei himself appears—wearing a light blue plaid shirt and his signature, almost slightly eccentric round glasses perched on his nose. He shakes my hand, and I think: So this is him, the man who told George W. Bush to his face in 2003 that Iraq did not possess weapons of mass destruction and that an attack would therefore be an act of aggression, not prevention. The man who calls the Pope just to chat, and who is valued by presidents as a wise advisor. Mohammed el-Baradei gestures toward a sofa in his living room: “If we want to talk about the state of the world, we shouldn’t waste any time.”.

 

m&k: Mohammed el-Baradei, allow me to begin this conversation by looking back at the past: In 2004—that is, one year before you received the Nobel Peace Prize—you wrote an op-ed for the New York Times. One particularly striking sentence in this article is: «If we don’t change course, we risk destroying ourselves.» Today, that seems more true to me than ever.

Dr. Mohammed el-Baradei: Yes, I also believe that this statement remains true. What’s more, we haven’t made any progress—we’ve actually taken a step backward. The threats we face have grown. I would actually describe myself as an optimistic person, but right now I’m finding it hard to think positively. My article in the New York Times At the time, the main focus was on the proliferation of nuclear weapons—and I emphasized that we absolutely must prevent a new arms race among the major powers. Now we are witnessing the exact opposite. Russia and the U.S. are withdrawing from bilateral treaties and expanding their missile arsenals. As we speak, some 2,000 nuclear weapons are on high alert; under a «prompt launch» scenario, the presidents of both countries would each have less than ten minutes to respond to an attack—which could even be a false alarm. The result would be «mutually assured destruction»—I’m sure you’re familiar with the term. And beyond that, there are new technologies that could have devastating consequences, such as—to name just one example—artificial intelligence that learns to operate autonomous weapons. All of this is extremely dangerous.

«We haven't made any progress; we've actually taken a step backward.»

 

Above all, because the global order we knew seems to have ceased to exist. At the moment, there is probably no international institution that has the power to influence events.

Exactly. The principles of the United Nations—and other related institutions—have always been based on the understanding that major powers must cooperate on certain issues because no single country can solve them alone. Food shortages, financial crises, climate change… these issues require cooperation, not confrontation. The UN Security Council was established as a complementary body to ensure that differences of opinion do not escalate into armed conflicts or even wars. But, as we can see: Neither is the United Nations implementing serious measures to address the problems mentioned above, nor does the Security Council have any influence over the war in Ukraine. I mean, honestly: For the first time since 1945, a major war is taking place in Europe, and the United Nations is … paralyzed! How can this be? Oh, these are tragic times, and everyone is losing—the global West, the East, and the South, of course. Although the latter is usually overlooked anyway.

 

Do you mean South America, the African continent, or parts of the Middle East?

Yes, there you’re essentially standing on the sidelines, watching the events unfold with concern and knowing that no matter what world order emerges after the war in Ukraine, you’ll likely fall behind again. A terrible injustice, don’t you think? Just yesterday I read a speech that President John F. Kennedy gave sixty years ago—one that today’s politicians could take as an example. Kennedy said that we should spend less money on weapons and more on the fight against ignorance, poverty, and disease; that we should stop dwelling on the past and start working toward a better future. And the most important point: He said that as long as we cannot overcome our differences, we must at least ensure that we can exist «peacefully in diversity.» Because—once again—the real problems of the present are not the problems of individual countries, but the problems of humanity as a whole. We have lost such perspectives, such foresight, and such principles. That saddens me.

«In the Global South, people are essentially on the sidelines and know that they'll fall behind again.»

 

Have we missed our chance to create a better world? Could the West, following the collapse of the Soviet Union and the end of the Cold War, have worked together with the East to build a more just order—and ultimately, together, helped the South?

Please forgive me if I get a little philosophical here, but the thing about «winners» is—and the West «won» the Cold War, since it emerged stronger from the confrontation with the Soviet Union—the thing about winners is that they often have little empathy left for their former adversaries. Historians attribute much of what happened in Germany after 1919 to the perceived humiliation caused by the Treaty of Versailles. And—even though I in no way wish to legitimize the terrible war in Ukraine! —I believe that the West actually had the opportunity, after the collapse of the USSR, to build lasting relationships with its former member states, above all Russia. The NATO-Russia Council, the OECD—all were founded with good intentions, but probably not with enough consistency. The seeds for successful and comprehensive globalization were planted back then, but they never took root. Now we’re back in our silos, degenerating into a dysfunctional system that we’re desperately clinging to because we can’t find a replacement. We live in a world «where you can get away with murder.» After all, who is going to stop you? Dmitry Medvedev and others can post statements on Telegram about the use of nuclear weapons; they can threaten to bomb Europe into oblivion—and know that their rhetoric will have no consequences whatsoever. Neither for them nor for Russia. What they do achieve, however, is making the possession of nuclear weapons more attractive to countries that do not yet have them. In a world without law and order, nuclear warheads unfortunately seem like the best life insurance.

 

Nevertheless, there are some global institutions that are at least trying to maintain a certain degree of control and cooperation. You served as Director General of the International Atomic Energy Agency (IAEA) for a good twelve years, and your colleagues are currently in Ukraine. There, they are trying to protect the Zaporizhzhia Nuclear Power Plant—which is all the more impressive given that the IAEA was never intended to operate in areas of active combat.

That’s right. Our colleagues are showing incredible courage. And they’re demonstrating great creativity and adaptability in relation to the IAEA’s role—qualities that other global institutions—as I mentioned earlier—should emulate. With very little support, the IAEA is working to prevent another Chernobyl. Of course, our colleagues« influence is limited, because, in reality, they have only as much authority as is granted to them on the ground. They cannot physically »defend” the power plant, because they are scientists, not soldiers; and they would also lack the mandate to intervene in the conflict in any way. Russia and Ukraine, for their part, show no particular interest in establishing a buffer zone around the power plant. So the IAEA has no choice but to share knowledge, provide technical support, and seek dialogue.

 

You were just talking about the Global South—and how the countries there are rarely part of the media discourse in Europe. That’s our blind spot, isn’t it?

The Western media is currently focused almost exclusively on Ukraine. This is understandable to some extent, but it is not fair. No one is talking about Yemen, no one is talking about Palestine, no one is talking about the people who are suffering and dying in silence in African countries. Take a trip to one of these regions, and then ask the people there what they think of the crisis in the West. As controversial as this may sound, you might be met with a certain sense of schadenfreude. Because in these regions, people know all too well what crisis, war, and hunger are like; the rest of the world simply hasn’t cared about that for the longest time. No one cared when vaccination rates in Europe were over eighty percent during the COVID-19 pandemic, but only about fifteen percent of Africans had access to the vaccine. No one is concerned about the refugees who risk their lives on the journey to Europe; rather, the goal is to send them back to their home countries as quickly as possible. If anyone seriously wonders why so many countries in the Global South still trade with Russia or accept funding from China for airports, bridges, and highways: it’s because they’ve felt neglected by the West for decades. Why should they share our noble values if this does not result in support for the poorest of the poor? Why should they desire a liberal world order if it has so far had no positive effects for them?

 

We—the West—aren't as noble as we like to think, are we?

No one is ever as noble as they’d like to be. We’re all human, and we all make mistakes. It’s been that way since the dawn of time. But you’d think we’d be evolving—that we’d be learning from our mistakes—and that we’d gradually be getting «better.» I’m not sure, however, whether the West is yet ready to fully acknowledge the mistakes it has made—or when this stereotypical thinking will finally come to an end.

 

What exactly do you mean by that?

Let me give you an example. Take a look at U.S. foreign policy. Although I was—and still am—a staunch critic of the Iraq War, I enjoyed studying there at the time and spent many years of my life in that country. I’ve always admired U.S. democracy, which—despite all its well-known flaws—really did function very well for a long time. Of course, Americans were also proud of that democracy and tried to export it. At the same time, various administrations had no problem detaining people at Guantanamo or bombing Iraq. That’s black-and-white thinking: «Yes, we have strong values and ideals. But they’re limited to certain areas or apply only to certain people.» Israel is another example: There’s a vibrant, democratic discourse there, but it can suddenly turn into totalitarianism—namely, when it comes to the Palestinians.

«The question is not so much who spreads the message, but rather whether the world's powerful are willing to listen.»

 

If Kennedy’s vision of «peace in diversity» had been put into practice, these problems would not exist—at least not to this extent.

Ultimately, it all comes down to the value we place on other people’s lives. We must look beyond cultural and religious differences and recognize them as human beings; then appreciation will follow naturally. Let me illustrate this: Are Ukrainian refugees treated differently in Europe than, say, refugees from Somalia? Yes. Because many Europeans think: Ukrainians «are like us, so we open our hearts and our doors.» People from the African continent, on the other hand, are expected to stay where they are. Why? Aren’t they also—human beings? Don’t they deserve help, support, and protection from persecution and violence? If we fail to acknowledge that a bias all too often underlies the Western perspective, we will never be the standard-bearers of justice that we so readily consider ourselves to be. I propose two things: First, we must accept that people are different in many ways and that we cannot immediately eliminate all historically rooted differences. Fundamental human rights must apply to everyone and be recognized by all, but beyond that, we should allow for certain nuances. Second, we must constantly remind ourselves that we have far more in common than divides us—we all have dreams, we all hope for a better future, we all fall in love. We feel hunger, thirst, and pain. We are all mortal.

 

That’s a beautiful message—but who today still has the moral authority to spread it? Can Nobel Peace Prize laureates like you do that? Does Pope Francis have to do it?—Or someone else entirely?

The question isn't so much who spreads the message, but whether the world's powerful are even willing to listen. Let me let you in on a secret: they'd rather not. (laughs) The people currently in power are unlikely to bring about any changes. They had their chance, and they didn’t take it. Even «former» officials of various stripes—and here I’m thinking of myself or many of my colleagues—have only limited influence. Not even the Pope or the Dalai Lama can snap their fingers and suddenly make everything right. What «we» can do is honestly call problems by their name, offer advice, and generously share our experience. We may have the authority to speak out, but only civil society—especially the younger generation—can bring about lasting change. It must come from within; otherwise, the momentum will be lacking.

«If you want to bring about sustainable change, especially in developing countries, you have to start with the basics.»

 

If I understand you correctly, what you’re saying is: We shouldn’t proclaim «values» that we ourselves haven’t always lived up to—instead, we should support those who need help. And then trust that positive change will come from within.

Yes, because there are numerous historical examples of this. I recently read that the 62 richest people in the world own as much money as the poorer half of humanity combined. That is, forgive me, antisocial. That’s why I say: If you want democracy and liberalism to flourish, then first make sure that the 700 million people who go to bed hungry every night have enough to eat. Make sure that the living conditions of the two billion people who are forced to live on the poverty line improve. Until that happens, these people will not view democracy and liberalism as an integral part of their lives; they will not be thinking about freedom of speech or press censorship. All of that will be nothing more than a luxury to them, because they are far too busy trying to scrape together a meal for the next day. If you want to achieve genuine, sustainable change—especially in developing countries—you must start with the basics: food, healthcare, education, and gradual democratization. Incidentally, some Western countries would do well to first reflect on their own political systems; for while we constantly proclaim that all autocracies must become democracies, we see Western democracies that are in danger of slipping back into an autocratic state. In this case, it would be urgently necessary to put our own house in order first.

 

"Urgency" is a good keyword. When we want change, we usually want it right away. However, that’s hardly possible—especially in the scenarios you described, isn’t it?

Based on my own experiences in my native Egypt, or during my travels through the Middle East, Asia, and Africa, I can tell you this: Political change is not «instant coffee.» To use a metaphor, one could say: Change isn’t made in the microwave; it has to simmer «at home» for a long time. Take South Korea. In the 1960s, the country’s GDP was lower than Egypt’s, and one military dictatorship followed another—but the South Koreans ultimately managed to overcome all these challenges. And just look at how well the country is doing today! Of course, it needed Western aid and development funds—but within half a century, the country has turned itself around completely. A former president was even sent to prison for corruption! Although she was pardoned after a while, this demonstrates just how strong South Korea’s political system is. In short: Let’s help wherever we can, because we all share this world as human beings. And let’s be patient. Until change takes place from within, let’s listen to Kennedy—and work for peace despite our differences. Regime change imposed from the outside doesn’t work; it’s generally a bad idea.

 

However, this does not solve the problem we discussed at the beginning—namely, the erosion of the global order. You said you have little hope that things will improve in this regard. Is there at least a glimmer of hope?

I hope that reason will prevail in the end. Even if it’s just a bare minimum of international cooperation, that would still be better than nothing. None of the major military powers possesses ultimate superiority—nor could any of them impose its will on the battlefield through brute force alone. In a war between Russia or China and the U.S., there would be no winners. And I truly want to believe that all those who make the decisions in those countries know this as well. They can choose not to engage in dialogue; they can constantly seek opportunities to outdo one another… but I hope that they all have an interest in continuing to live. That they aren’t entirely indifferent to whether the world goes up in flames. Of course: I’d be contradicting myself if I were to offer you some kind of guarantee of rationality on the part of the major powers right now. After all, I can’t read the minds of those involved. On top of that, misunderstandings or accidents could also lead us into a catastrophe. I always say: We didn’t survive the Cold War primarily through good crisis management; rather, we were very lucky. And we’re still betting that our luck won’t run out. We’ll see.

 

What steps can individuals—whether they are corporate executives or ordinary citizens—take to promote positive change?

Now things are getting philosophical again—or even a little esoteric—but each of us should practice introspection. These days, I often find myself reflecting on Saul Bellow’s Nobel Prize acceptance speech, which the writer delivered in 1976. He spoke then about the power of literature, and his words—which must be quoted in the original English—hit the nail on the head: «The essence of our real condition—the complexity, the confusion, the pain of it—is revealed to us in glimpses, in what Proust and Tolstoy thought of as ‚true impressions.‘» If more and more of us find a way to access the «hidden reality of our existence»—if we sense that this renders all boundaries meaningless—then perhaps one day we, too, will find a way to truly live together. Then we can leave superficialities and hostilities far behind us. That, I think, is the best chance we have.

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Mohammed el-Baradei is an Egyptian diplomat. He served as Director General of the International Atomic Energy Agency (IAEA) from 1997 until November 30, 2009, and was awarded the Nobel Peace Prize in 2005, along with the IAEA. In late April 2012, he founded his own political party in Egypt called the «Constitutional Party» and also led the opposition coalition «National Salvation Front.» From July 14, 2013, to August 14, 2013, he served as Vice President of Egypt. Mohammed el-Baradei has two adult children and lives with his wife in Vienna.

Hardly any other experience has such a stimulating effect on an activity as inspiration. When it bathes a difficult task in its golden light, curiosity turns to wonder, duty becomes a drive to act, and toil is transformed into ecstasy. Its creative power knows no bounds. Described so aptly by Democritus as the «divine breath,» it gives wings to the human mind: from seemingly trivial matters, new, never-before-seen ideas spring forth.

We usually refer to the ability to create something new and find innovative solutions as «creativity.» Creativity can be a struggle when good ideas are hard to come by. – Inspiration, on the other hand, makes the creative process feel effortless: When we’re inspired, not only do new ideas come to us effortlessly, but we also feel an incomparably strong urge to be creative. Inspiration is like a magic potion for creative success. But while creativity is a skill that can be practiced, the same cannot be said for inspiration. Although it is usually preceded by intense mental effort, it cannot be willed into existence. What is the nature of this mysterious force? And how can we make fruitful use of inspiration for creative work? The connection between creativity and inspiration can be explained by examining the origin and creative nature of the human imagination: Where do new ideas come from?—a question that has preoccupied people since time immemorial. From a metaphysical perspective, there are two possible answers to this question. Both are accompanied by their own distinct understanding of creativity: Either the new arises from the self, or it comes from an external source that transcends the self.

The Absolute Genius

The first approach most closely reflects the spirit of late modernity: Radical innovations are often attributed to (male) individuals, such as Thomas Edison, Albert Einstein, Elon Musk, or Steve Jobs. The idealization of individual geniuses has its roots in a current of post-Kantian philosophy, according to which the «I» can know everything because it creates the entire world and all of being from its own thought. «The absolute »I« is by positing itself,» writes the philosopher Johann Gottlieb Fichte, “and posits itself by being.”

«Inspiration brings a sense of ease to creative work.»

A look at the history of science, however, shows that even the pioneers of our time did not create something out of nothing: Musk, for example, did not invent the electric car from scratch, but rather improved upon existing technologies, and Edison was not the only one—alongside Heinrich Göbel and James Lindsay—to make the light bulb glow. While the new does indeed arise from a liberation from the existing, it does not emerge in a vacuum. Rather, it arises from a concrete, social, and historical context. Accordingly, the theory of the absolute creative subject in philosophy has provoked accusations of nihilism: How can new content arise from pure self-reference? Indeed, how does anything come into being from nothing at all? The notion of the creative, creator-self leaves these questions unanswered, erodes itself from within—and ultimately remains empty: a becoming «from nothing, to nothing, for nothing, in nothing,» as Jacobi wrote to Fichte in 1799.

The Kiss of the Muses: Myth and Science

The notion that new ideas «come to mind»—that is, originate from an external source—is encapsulated in the concept of inspiration. The Latin term «in-spirare» roughly means «to breathe into.» The ancient myth of the Muses and their Latin successors, the Camenes, is the most striking expression of this view: The myth tells of nine beautiful women who descend to Earth to whisper their ideas into the ears of mortals. Whenever people hear their voices, they create great and authentic works of art.

The concept of inspiration gives creativity a new meaning: it refers not only to the generation (and implementation) of ideas through one’s own efforts, but also to creation through an influence that reaches a person as if from outside and is translated into creative works. The notion of the «kiss of the Muses» persists in modern language: Some people enjoy visiting museums, the «seat of the Muses,» or listening to music, the «art of the Muses,» to find inspiration. The ancient concept of inspiration is now firmly established in academia as well: Psychologists such as T. M. Thrash or A. J. Elliott no longer assume that beautiful goddesses whisper new ideas to us, but rather that these ideas are triggered by “triggers” (such as special people, role models, nature, works of art, or mystical or religious experiences). These triggers evoke within us a sense of transcending the usual limits of human action (transcendence), which we in turn translate into productive activity (target). In essence, these three elements constitute a modern formulation of the myth of the Muses: the kiss of the Muses, the experience of transcendence, and the work of art. So can inspiration actually be learned, or at least deliberately fostered?

Inspiration as a Skill?

Inspirational leadership is a management model that provides specific incentives to attract the «muses» to a company and «trigger» the productive impulses of inspiration. In fact, it has been proven that leaders can inspire a team when they cultivate what is known as a growth mindset. This refers to a clear moral stance and the promotion of values such as openness, curiosity, determination, and sincerity. So, although it may initially seem as though inspiration comes and goes as it pleases, we can certainly invite it in and welcome it.

«Creativity and inspiration are becoming imperative: what is demanded is serial uniqueness.»

However, the operationalization of inspiration in the «creationship» trend also has a downside: it increases the pressure on employees to constantly come up with something new. The pressure to innovate rises along with the competitive pressures of global markets: Being faster and more innovative than the competition becomes an economic imperative for a company. Creativity and inspiration thus become essential: serial uniqueness is demanded—homogeneity, repetition, safety, and conformity are rejected. Something is deemed «good» if it is distinctive because it deviates from the familiar. The problem is that deviation from the norm itself becomes the norm; that the break with the standard is standardized. This leads to the paradox of the ever-recurring “new,” which becomes obsolete just as quickly as it emerges.

The Freedom of a Good Idea

As a learnable skill, creativity is an important trait for the employees of the future, as it can lead to original and innovative solutions. — Yet the concept of inspiration points to a second type of creativity: inspired creativity. It may be fostered by good leaders, the upholding of moral principles, and other dispositions in line with a growth mindset—yet the good idea itself remains beyond the conscious control of the self.

In this way, inspired creativity offers relief from the pressure of the compulsion to produce: Anyone seeking inspiration may—after thinking long and hard about a problem—confidently let it go, sit back, drink a glass of wine, or pursue an activity that stirs the inner muse … At some point, perhaps, Democritus’s «divine breath» will waft through the room and inspire the urge to continue searching with the feeling that the solution is very close at hand. No good idea, however, can be forced down from the heavens. The Muses—as has been known since Homer—want to be asked to speak.

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Further Reading

Would you like to explore the topics of inspiration and creativity further? If so, for a change, we recommend a book that is neither mentioned in this article nor explicitly focused on the philosophical exploration of these concepts. However, you’ll find everything the author mentions confirmed in this work… and more. In *The Creative Act*, mega-producer Rick Rubin (Nine Inch Nails, Johnny Cash, Lizzo, Neil Young…) describes how he creates an environment for the world’s greatest artists in which new ideas can flourish. A must-read!

Tupperware is a staple of my marketing lecture—using the example of plastic containers, I demonstrate just how strongly people influence others’ purchasing behavior. I describe the so-called Tupperware parties—which are meant to put housewives in the mood to shop—in as much detail as possible. Tupperware is legendary in my stories!

But now it looks as though the party might soon be over. Tupperware is facing liquidity problems, its stock is plummeting, and its future is uncertain. An iconic brand on the decline. Of course, there are many possible explanations for this: financial reasons, a lack of product innovation, rising global competition, or the growing importance of digital channels. But how can Tupperware’s problems be explained from a branding perspective?

The «Iconic Brands» Theory

Douglas Holt, a former marketing professor at Harvard and Oxford, offers us his theory of «Iconic Brands» as a framework for understanding this phenomenon. According to his theory, a brand becomes iconic when it succeeds in positioning itself as a solution to a societal need. For example, the iconic whiskey brand «Jack Daniel’s» recognized decades ago that men who suddenly found themselves in office jobs had a need for masculinity and freedom. The solution: drinking plenty of whiskey!

However, this approach is not always successful. For example, in 2017—with Kendall Jenner as its spokesperson—Pepsi presented itself as a solution to the conflict between protesters and police in the wake of the Black Lives Matter movement: Kendall offered a police officer a Pepsi-Cola as a gesture of reconciliation. Or take Gillette in 2019, which wanted to be seen as a solution to toxic masculinity. Both brands faced a great deal of criticism and ridicule. The critics’ accusation: Your brand lacks credibility!

Need and (credible!) Solution

These examples give us a simple formula for creating an iconic brand: Identify a societal need and credibly (!) position your brand as the solution to that need. Tupperware originally implemented this formula exceptionally well. The societal need = the aspiration to be the perfect housewife. The solution = Tupperware as a tool for the perfect housewife. The result was an iconic brand that remains deeply ingrained in consumers’ minds even today.

Over the years, however, societal needs have changed: The new generation of women no longer aspires to be the perfect housewife. Other domestic challenges have come to the forefront and demand solutions: balancing work and family, LGBTQ+ families, the role of men in the household, and sustainability at home. Would it help Tupperware to address one of these societal needs? No matter how the Tupperware story turns out, I’ll probably have to adapt the stories in my lecture next semester.

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Prof. Dr. Johanna Gollnhofer She is an associate professor of marketing and one of the co-directors of the Institute for Marketing and Customer Insight at the University of St. Gallen (IMC-HSG). In our magazine, she writes monthly about exciting, sensational, or curious marketing studies, case studies, and books from around the world. This month’s article is based on this book.

 

The other day, I went to lunch with a colleague. We talked about the upheaval in the banking sector, possibilities for brand management—and eventually reached a sort of philosophical crossroads. «Alexander,» said my colleague (whom I respect immensely), «we just shouldn’t overestimate how much power communication has.» That gave me pause, and after a few moments I replied, «I see it differently. In my opinion, we just shouldn’t underestimate how much power communication has.»

My lunch partner probably just wanted to say that we shouldn’t take each other too seriously and that we should «turn a blind eye» every now and then in our work. But his words inevitably reminded me of an important aspect of professional communication that I often think about—namely, the ability to manipulate people with words and images, as well as the consequences that result from it.

On a larger scale, you can see examples of this in American politics, where the populist Donald Trump is currently gearing up for another election campaign against Joe Biden. Trump does not shy away from half-truths, defamation, and lies if he believes it serves his purpose. This is how he captivates millions of people. It’s often hard to understand—and we shouldn’t condone it—but it’s a communication strategy. And it works, at least with certain target audiences.

Similarly—in a non-geopolitical context—companies or lobby groups, together with «their» agencies, can craft narratives that mislead consumers. There was a time when the «American Sugar Association» in the U.S. won awards for its «advertising in the public interest»—for advertising campaigns in which it touted the food’s supposed nutritional value. There was a time when tobacco was marketed as the best medicine for calming the nerves of pregnant women.

You think that couldn’t happen today? I say: Yes, it could—just not in exactly the same way. We’d find more subtle ways to send such messages. We’d use digital tools, user data, and studies interpreted in a biased way to influence public opinion and consumers’ thinking. That would be—and still is—possible. And here’s the point I want to make in this column: The power we have—the enormous impact that communication can have—brings with it a special responsibility. I’m not saying we should stop advertising tobacco or fast food. What I am saying is this: We can emphasize enjoyment without denying potential risks. We must view consumers as responsible individuals who have the right to form their own opinions. Of course, we present our clients in the best possible light—but we do not claim that all shadows magically disappear. By not only embracing transparency but actively promoting it, we contribute to the creation of authentic brands. By not underestimating the power of what we do—advertising commits itself to truthfulness.

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* Dr. Alexander Haldemann is CEO of Publicis Groupe Switzerland.

It was an announcement that couldn’t have been more unusual: Philip Morris International (PMI), a global tobacco products conglomerate and the leading tobacco company in Switzerland—with five of the eleven most successful cigarette brands in its product portfolio—announced in 2016 that it intended to become smoke-free. Smoke-free—a tobacco brand? The company wanted to completely replace cigarettes as soon as possible—with smoke-free alternatives that are less harmful to health. A smart move—the brand had recognized early on that society’s health consciousness is changing. To remain relevant, the brand must change as well.

Two major trends are posing challenges for brands today, writes the Zukunftsinstitut in its latest study, «Transforming Brands – What Will Make Brands Strong in the Future»: the new complexity of digital communication options and a fundamental shift in values toward meaningfulness, sustainability, and a culture of togetherness, the study states. And: «Brands are increasingly taking on responsibility beyond purely economic considerations.»

«I like to smoke»

Taking responsibility as a brand—that’s what Philip Morris wants to do, too. In 2018, the company discontinued all advertising and online sales of conventional cigarettes in Switzerland, and from then on promoted only smoke-free products. And not only that: the tobacco giant even spoke out loudly against smoking. «Unsmoke» was the message of a broad-based campaign launched in 2019, with the motto: If you don’t smoke, don’t start. If you smoke, quit. Those who don’t quit should switch. This is pretty much the opposite of the famous Reemtsma R1 slogan from the «80s, »I like to smoke,« which would be virtually unthinkable today. Times are changing. To remain relevant, brands must also move with the times. »When a brand no longer reflects the spirit of the times, it often means that its essence no longer resonates with its target audience, and as a result, it has lost its connection to that audience,« explains Thea Ferretti of the Branders Group in Zurich. The branding consultancy recently revamped the cult brand Grether’s and was responsible for the new brand identity of Chair Airlines, among many others. »A brand revolution,« the branding expert is convinced, »is sometimes the only way forward.”

«A rebranding involves very high costs. Before making that investment, you should consider whether a redesign would be sufficient to achieve your goals.»

It’s important to remain credible. At Philip Morris, this meant taking a well-founded approach to demonstrate that smoke-free products (such as the iQOS alternative) are the better choice, says a spokesperson. «We have made our science transparent and supported independent research.» External communication plays a key role in this— «This is the only way to encourage adults who would otherwise continue smoking cigarettes to switch to smoke-free products such as e-cigarettes, heated tobacco, or nicotine pouches (the best solution is to avoid tobacco and nicotine products altogether),» the spokesperson said. And it has paid off: According to the company, more than 30 percent of its global net revenue now comes from smoke-free products, and that figure is expected to reach 50 percent by 2025.

Branding and Positioning

Without communication, says brand expert Stefan Vogler, you ultimately can’t make the repositioning visible and tangible (see also the interview). And thus show that you’re taking action and staying in step with the times. But before they communicate anything to the outside world, brands should first be clear about where they stand and where they want to go—and then talk about it, Vogler believes. True to the motto: «Branding follows positioning.» And then it’s not just about changing the design, but also the behavior.

Life is constantly changing

After all, that’s what consumers are doing, too. It’s not just smoking—meat consumption is another issue that society views differently today than it did many years ago. While the former German farmer-marketer once boldly proclaimed, «Meat is a source of vitality,» it’s now clear that steak and the like are anything but a source of vitality for the planet. McDonald’s has recognized this as well—not only did it introduce a logo on a green background back in 2009, but it has also gradually introduced more and more alternatives for vegetarians. But that’s not all—together with the agency TBWA, the brand is demonstrating that it embodies change in every area.

«Brands are increasingly taking on responsibilities that go beyond purely economic considerations.»

«At McDonald’s, we want to be close to our guests and make their lives easier. But our guests» lives are constantly changing, which means we have to keep pace with these developments and stay one step ahead of them,« says Jean-Guillaume Bertola, CMO of McDonald’s Switzerland. »And that applies to all areas: from our product offerings to our responsibilities as an employer and supplier, right through to marketing.« While McDonald’s focus about 15 years ago was on the »Good Food Fast« ambition, the motto is now »Delicious feel-good moments easy for everyone.« »Issues such as more sustainable packaging, regional sourcing, and social responsibility are important to guests—in addition to the enjoyment of the food. That’s why we’ve further developed our communication and brand identity,” says Bertola.

It also depends on the channels chosen. «Our focus on cultural changes and innovations shapes our daily work,» explains Matthias Kiess, CEO of the TBWA agency, which handles McDonald’s in Switzerland. «A key component of this is a stronger focus on social media as a channel that provides a direct line to the coveted young target audience, which is particularly relevant for McDonald’s. Added to this is the increased use of brand experiences, such as branded gaming, which we’ve implemented for the third time this year. Its great success proves us right: People are highly willing to engage with the brand beyond just eating burgers when we offer them more than just burgers and fries. And that applies both online and offline.» Despite all the changes, however, McDonald’s values—service, inclusion, integrity, community, and family—remain as relevant as ever today, says Kiess. «Perhaps even more so than ever.»

«Times are changing. To stay relevant, brands must also keep up with the times.»

This resonates with guests as well—the brand is considered a «love brand» and is appreciated and loved worldwide—in green just as much as in red. However, Bertola does not view the development of the brand experience as a rebranding, but rather as an ongoing process, “in which we continually examine how we can inspire our guests even more—or in new ways—while at the same time making a difference for people and the environment.” If a brand can achieve that, then it has definitely taken a successful step toward the future.

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AN INTERVIEW WITH STEFAN VOGLER

«People see right through brandwashing!»

m&k: Stefan Vogler, when is it time for a rebranding?

Stefan Vogler: A redesign can help adapt the brand to the spirit of the times, generate attention, and highlight its innovative strength or even signal a repositioning. There are very few reasons to undertake a rebranding that involves changing the word mark or creating a new one. Why? The brand awareness and trust in a brand—which are typically built through significant investment—must be rebuilt from scratch.

 

… and when is rebranding absolutely necessary?

When the product or service offered under the brand undergoes a fundamental change or begins to target entirely new audiences.

 

When is it better to steer clear of change?

In the midst of a reputation crisis, when the brand is under heavy fire, it would be disastrous to change the name. «Brandwashing» would be seen through, and the negative image could carry over to the new brand. The better known—and, above all, the more popular a brand once was—the less advisable a radical rebranding without brand recognition is.

«Branding follows positioning.» And then it's not just about changing the design, but also the behavior.»

What are the most common mistakes companies make?

A rebranding involves very high costs. Before making this investment, you should consider whether a redesign would be sufficient to achieve your goals. You must allow plenty of time for a rebranding, because the new trademark must first be officially registered before you can invest in the new branding and the launch. Even if this is done on an expedited basis, the process takes six to nine months due to opposition periods. In the event of complaints and/or oppositions, it can take as long as a year or more. It also requires patience and a healthy dose of composure until the new brand takes hold and any formal criticism subsides.

The CMO of the Year award is still relatively new in Switzerland - unlike the "Werber:in des Jahres" award, for example - but already enjoys an enormous reputation. Launched by former Serviceplan CEO and VP Christian Baertschi and carried on by his successor Pam Hügli, On founder David Allemann, Victorinox CEO Karl Elsener and Planted CMO Sabrina Balestra have already received the award for their work. In 2023, the best marketing manager in the country will be chosen again. The expert jury, which based its analysis on the criteria of "personality," "success," "innovation," "customer-centricity," and "sustainability (including diversity and meaningfulness)," is now presenting its shortlist - which includes established personalities as well as newcomers who are achieving great things for their companies.

As media partner of the award m&k advertisingweek.ch portrays the nominees and provides insight into their work, their successes and their principles. Online editor Beat Hürlimann is also a member of the jury. It is clear from the portraits that all the nominees certainly deserved the prize - but as always, only one person can win. Who that is will be revealed at a festive gala in Zurich at the beginning of June. Until then, here's to everyone: toi, toi, toi!

With the founding of Carvolution, Lea Miggiano really shook up the car industry. The idea was actually born out of necessity: "I needed a car myself and quickly realized that neither leasing nor buying a car appealed to me. It was cumbersome and inflexible. In addition, the costs associated with a car are spread out over the whole year in a confusing way. So I wanted to find a solution that made it easy to drive my own car. It should be all inclusive, all costs should be visible at a glance. At the same time, I heard about the car subscription concept from the USA. It was exactly what I had in mind. I asked around and quickly realized the interest in a car subscription in Switzerland was there."

"Thanks to my drive and perseverance, as a young woman I managed to make a difference in the automotive industry - a said male domain."

The nomination for CMO of the Year makes her very proud. It shows her that the work of her marketing team is being noticed and that the whole thing is being received positively. Carvolution strikes a chord. "Otherwise, our work is evaluated primarily on the basis of figures, so a nomination like this makes us even more proud," says Lea Miggiano. The young entrepreneur makes no secret of the fact that she still has a lot to do. She loves fine-tuning the face of Carvolution every day. The idea of transforming Auto-Abo into stringent communication and advertising and thus anchoring the brand in the minds of consumers is very important to the entire marketing team.

There are still plenty of challenges. As the company grows, communications must also evolve. The key is to find the right balance between continuity and novelty. In other words, building on what already exists without resting on it. The team and they themselves also have to keep evolving. "In just a few years, we have grown from a small start-up to a team of almost 100 with a broad customer base. This also has an impact on the way we do marketing and will do so in the future. This challenge is very exciting, but also challenges us every day."

The construction and sanitary industry is not normally known for particularly extraordinary marketing campaigns. This makes the paths taken by the Geberit Group, European market leader for sanitary products, all the more innovative and courageous: Whether it is a campaign for a shower toilet that uses "handbutts" (folded hands that look like a butt in close-up) to circumvent the strict censors on social networks and thus increase the engagement rate by 355 percent, or a design competition for customers who were allowed to equip particularly small bathrooms with Geberit products: Geberit is definitely taking unusual paths in its communication. Since 2016 - shortly after the integration of the ceramics business, the largest acquisition in the company's history - Martin Baumüller has been responsible for the Group Division Marketing & Brands as CMO. In the course of the integration, he and his team realigned the brand strategy - and received the 2021 Marketing Excellence Award for it. The jury's reasoning: "A professional brand for specialist tradesmen has become a broadly positioned B2B2C brand.

"In a traditional environment, persistence is required."

"Successful marketing," says Martin Baumüller, "is both targeted, impactful and therefore effective, but at the same time efficient in the sense of making the best possible use of the available resources and geared to the long term." In order to inspire customers and support them in their search for the right products and solutions, two things count above all for the 46-year-old: emotion and logic, i.e. heart and mind.

Baumüller also attaches great importance to the topic of sustainability - just like digitalization. "New technologies enable innovative approaches to better support customers in their decisions. Innovation requires experimenting and testing, but at the same time not getting bogged down, but also implementing the ideas and concepts in a focused manner. Particularly in a traditional environment such as the construction industry, where innovations only become established in the longer term, patience and persistence are definitely required."

Baumüller, whom the CMO-of-the-Year jury describes as inspiring, design-savvy and courageous, also sees the nomination as recognition for the work he does together with his colleagues: "It's nice when the work you do is also noticed and recognized by experts in the field. The criteria for the nomination also reflect the demand for a comprehensive marketing approach that makes a direct contribution to the success of the company. It is important for me to emphasize that this is only possible with a strong and competent team."

The mission is nothing less than to position Switzerland internationally as a travel destination. And that is what André Hefti and his team are doing. With resounding success. Today, Swiss tourism is almost back to the strong figures of before the pandemic and - what makes André Hefti particularly happy - the many new guest records after the pandemic seem to be established in the long term! With a lot of commitment and then international success, the team has sharpened the positioning of the destination brand Switzerland in the same period and established an advertising bracket that has a positive impact worldwide. If you need more than vacations, you need Switzerland. That is the claim. The global campaign with brand ambassador Roger Federer and his co-stars has repeatedly caused a sensation worldwide.

Sustainability is a matter close to Switzerland Tourism's heart. With "Swisstainable", this concern is gaining more and more momentum. "With a lot of heart and conviction, we are committed to Switzerland as a sustainable travel destination. Our goal is to become the most sustainable destination in the world," summarizes André Hefti.

"International competition, especially in tourism advertising, is merciless."

The challenges as CMO of Switzerland Tourism are manifold: Due to the pandemic, it has generally become more difficult to attract young talent to tourism. Then the industry would have to continuously develop and improve the offer in order to meet the increasing demands of guests at the quality level. Innovation is in demand. In addition, the balancing act between agility and focus is a tightrope act, he says. Digitalization also keeps André Hefti's team on its toes, he says. The mission and goal is to keep improving the guest experience. Because: International competition, especially in tourism advertising, is merciless. It is important to tackle these challenges proactively and to develop future-oriented strategies in order to be successful in Swiss tourism marketing.

The nomination for CMO of the Year 2023 is a wonderful appreciation for André Hefti and Switzerland Tourism. It means a great recognition and appreciation of the team's work and fills everyone with pride and joy. "Among all the other impressive names and great brands nominated for their strong performances, it's even nicer that our Swiss tourism industry is put in the spotlight here."

André Hefti was named Advertiser of the Year in March 2023 (Werbewoche.ch reported).

It is my belief that creativity can answer any question. It can be a single thought that has the power to change everything. And I believe that anyone and everyone can have this thought. Therefore, for me, creativity should not be practically delegated to the creation department, but should be an aspiration for everyone in their field and according to their abilities. The prerequisite for this is free thinking, which is the only way to create space for creative solutions. For this kind of thinking, we need a climate in which thinking differently is not seen as a danger but as an opportunity, a working environment that offers the freedom to shape everyday working life as the task demands, and in which feeling good and trust are part of the culture. In order to create these conditions, I try to repeatedly break through familiar mechanisms in everyday life, to question customary processes and to remove boundaries in order to create space for something new again. And when new, unusual, perhaps unconventional ideas are on the table, my motivation is to open doors and remove barriers to make them possible. My inspiration? Practically everything and everyone:r in this world that approaches things differently and finds new ways. Nature is basically our best role model in terms of creativity. It shows us every day how to find new ways.

"We can honor the past while shaping the future."

I'm also inspired by all the people who put aside the usual and the conventional in order to come up with completely new ideas and create new solutions. All those who believe in their ideas and don't let "can't be done" or "doesn't exist" slow them down. At the moment, I am impressed by new approaches that are emerging in the field of sustainability, innovative solutions that give a little bit of hope. I would like to see much greater boundaries being torn down here to enable new solutions and to solve the biggest problem of our time. And last but not least, it is children who inspire me again and again. They don't yet have all the scissors in their heads that keep blocking us. They help me to question things, to see new solutions and to always think everything is possible.

White slopes, blue markings and red gates - do you remember when Swisscom managed to retrospectively "reveal" the nature of all Swiss ski arenas as a marketing coup with a "mockumentary"? Then you also remember the work of Christoph Timm, Head of Marketing Communications at said company.

Only switched from competitor Sunrise to the communications giant in 2020, Timm quickly succeeded in putting his own stamp on Swisscom; realizing his ideas - and strengthening the perceived individuality of the brand. In a country where only a few providers share the market, all operate at a similar price level and are particularly conspicuous for their promotion of new customers, this alone is a masterstroke. It's hardly surprising that Swisscom was voted "Switzerland's strongest brand" in 2022, is it?

"We've invested a lot in the brand over the last few years - we seem to have succeeded."

Asked about the special challenges of his job, Christoph Timm says: "Spontaneously, the main thing that comes to mind is the breadth of the target group we address as Swisscom. We have a relationship with virtually the entire population, so we always have to find the right balance between different demands: whether young or old, customer or non-customer, city or country, etc." But the experienced CMO is not intimidated by this challenge: "I see it more as a huge opportunity," says Timm, "to play to each target group at the right time, in the right place, with the right message."

And indeed, Swisscom reaches out to customers under its aegis; it gives the impression of being honestly interested in community building. Because many people like to go to concerts and festivals in their free time, the company is present there - sponsoring, offering discounted tickets, or simply hosting (and streaming) the shows itself. Swisscom is also close to its users in social media, for example with the "Blue Space" campaign, which brought 30 creative artists on board for brainstorming. Products tailored specifically to the needs of the digitally savvy generation do the rest.

What should not be forgotten in all this is that Christoph Timm and his team are also driving Swisscom's sustainability course. The purpose of offering customers the best experience at all times is combined with climate-neutral subscriptions - and the company's footprint is being continuously reduced. The CMO draws a positive interim balance: "We have invested a lot in recent years to make the Swisscom brand and communications younger, more dynamic, more consistent and more sustainable. We seem to have succeeded in this."

W hy does baby food have a longer shelf life than the child who eats it? - This question started the success story of the start-up Yamo. Three founders set out to find the answer - and developed fresh, healthy, plant-based foods for children that are cold-pressed using a special process. Today, almost seven years later, the brand is active in five European countries, launched a broad awareness campaign in Germany last year ("We promote fruit pulp consumption") and is even challenging the big boys. Instead of beetroot or carrot porridge, "Beetney Spears" or "Carrot Kid" is served on the plate, and instead of vegan vanilla yogurt, "Prince Vanilliam" is spooned up.

"I see myself as an enabler for my teams."

The development of Yamo shows that Luca Michas is mastering these issues. In addition to the strategic development as well as the introduction of products for older children and the accompanying revision of the brand identity, which has enabled the company to more than quadruple its POS listings in supermarkets, Michas is proud to be nominated as CMO of the Year 2023: "The nomination makes me hugely happy! It shows that our efforts are also perceived positively beyond the boundaries of our company and outside our customer environment."

The CMO, who is regarded as reflective and creative, plays a major role in this - together with his growing team: "I see myself as an enabler for my teams to be able to do excellent work. I try to look to the future to identify challenges as well as opportunities early on." At the same time, he says, analyses of past periods are also important in order to make the right strategic decisions. He knows what is important to him in day-to-day team work: "It is important to me to give maximum freedom to make decisions. At the same time, however, I demand the perception of responsibility in return; for me, the two things belong inseparably together." Just like vitamins and children's snacks, like healthy and delicious - or like few bad ingredients but lots of heart and soul.