When news anchor Ingo Zamperoni says goodbye to his viewers, he likes to use a well-known phrase: "Stay confident!" Ilka Brecht also often sends the "Frontal 21" audience off into the evening with this request. No wonder, because what we are currently seeing in the news and political programs can certainly dampen optimism. But what does confidence actually mean? According to the dictionary, it means "firm trust in a positive development in the future, in the fulfillment of certain wishes and hopes". And this is exactly what people have lost.

We are living in a time that is characterized by many challenges. "The current situation is new in its density and simultaneity: pandemic, climate crisis, wars, inflation - this creates a kind of 'polycrisis' that overwhelms many people," explains Prof. Jan Ilhan Kizilhan, psychologist and head of the Institute for Transcultural Health Research at the Baden-Württemberg Cooperative State University (see interview). "Our brain reacts to uncertainty with stress, it searches for orientation. If this fails to materialize, fear and loss of control arise. And this is exactly where populist leaders come in: They offer simple answers, clear images of the enemy and a sense of control - highly effective psychologically, but dangerous socially. Trust is lost when people don't feel seen, understood or protected."

People see black

A new in-depth psychological study by the market research institute Rheingold Salon together with the industry initiatives #UseTheNews and Initiative 18, which are supported by associations from the advertising industry such as the GWA (Association of Germany's Leading Communications Agencies), Die Mediagenturen by advertising industry associations such as the GWA (Association of Leading German Communications Agencies), Die Media-Agenturen, OWM (Organization of Advertisers in the German Brands Association) and advertising companies such as Dr. Oetker and Rewe as well as numerous media companies and marketers (ARD MEDIA, Funke Medien Gruppe, Hubert Burda Media, Prisma Verlag, ProSiebenSat.1 Media, RMS Radio Marketing Service, RTL Deutschland and Weischer Media). It is the kick-off for the "Project Confidence", with which the media, business and politics want to win people back over to new beginnings, optimism and social cohesion.

The results show: The outlook of the people in Germany is glaring - the majority see a bleak future for the country. 78% agree with the statement: "We will drive the country into the wall if we carry on as before." 67% feel left alone by the system and politics. People rate the overall economic and political situation as poor. 70 percent have little trust in politics, 60 percent in the media and almost half have little trust in companies. The situation is very similar in Switzerland: In a survey conducted by the opinion research institute GFS Bern on behalf of "Blick" at the beginning of the year, almost half of the Swiss population assessed the year 2025 as rather or very gloomy for society, with only twelve percent describing themselves as confident. The Swiss Hope Barometer 2025 paints the same picture: although most people in Switzerland are satisfied with their lives, they are concerned about global and social developments. There is a lack of confidence that politics and the economy can solve social and ecological problems.

Back to the private sphere

In the Rheingold Salon study, people stated that they felt powerless and did not feel that they could influence or change anything themselves. This leads people to withdraw into their personal environment. Here they make themselves as comfortable as possible, 85% believe that they and their family are basically doing well. In other words, a personal state of mind goes hand in hand with pessimism and a lack of confidence in the country. "The whole thing leads to a diabolical dynamic: the less people believe they can make a difference in the country's communities, the more they try to make things look good in their private lives and seek reassurance there," explains study author Jens Lönneker, Managing Director of Rheingold Salon. "At the same time, however, many people are becoming increasingly dissatisfied with politics and the system. This in turn encourages populist and system-critical movements. Now that large communities such as parties, trade unions and churches have lost more and more of their relevance, we are coming up against the limits of a highly individualized society. There is now clearly a lack of resonance from these communities in order to convey self-efficacy. If you follow the study, the consequence is that we have to learn to form communities again, to value them and to have fun realizing common goals. In our study, people who did this had the feeling that they were making a difference and were significantly more confident."

The role of the media

The media also play an important role in creating a sense of community. After all, community is best built locally and social division can be reduced in this way - a real advantage of regional media. They bring people together and listen. Serious listening is seen as a central measure for more confidence, and this requires space and expertise. "The study provides the media with a clear mandate for action," says Manfred Kluge, Chairman DACH of the Omnicom Media Group and co-founder of Initiative 18, which is involved in the project. "We need journalism that listens more and is more solution-oriented and constructive. People are tired of only being confronted with bad news, in the worst cases with sensationalist headlines. Local journalism also has a special role to play here, as it has the power to serve as a seismograph for local problems and to help generate or implement solutions. One of the questions for the creative industries is whether the hype of individualization should not be turned back into more communal and positive experiences."

In general, the local environment as a space of trust continues to grow, says Meinolf Ellers, Managing Director of #UseTheNews: "The greater the distrust of digital platforms, social media and the dark side of artificial intelligence, the stronger the turn towards a familiar local environment is likely to become. There are new opportunities here for regional media and local journalism, but also for local politics and new forms of participation and co-determination. This requires new concepts and offerings that take into account the digital usage habits of the next generation in particular. The partners in the Zuversicht project have set out to develop and test corresponding ideas over the next few months."

Prof. Kizilhan also appeals for a more conscious approach to media: "Media should not only show problems, but also solutions - successful projects, human interaction, progress. And we as consumers need a 'media fast': specific times for information, but also conscious breaks. Brands and advertising also have a responsibility. They create narratives and shape world views. If they manage to convey authenticity, solidarity or the courage to change, they can create hope - and therefore trust." The media are important to people: 84% said that democracy would not work without independent media. All the more reason to remain confident!

"People rate the overall economic and political situation as poor."

"Serious listening is seen as a key measure for more confidence."

 

Discrepancies between media reporting and effective influence on company performance are not an isolated case, but increasingly the rule. It is the result of a highly complex media reality and immature measurement ecosystems. Target groups are fragmented across countless channels, their attention spans shrinking to fractions of a second. A few powerful platforms claim sovereignty over the interpretation of data and naturally interpret campaign results in such a way that their own platform is attributed the strongest performance. At the same time, the demands on channel coordination and creativity are exploding, while the budgets of CFOs are under closer scrutiny than the Gen Z smartphone screen at dinner.

And in the background, a highly effective fraudster is also up to mischief: It produces sheer quantities of traffic. A true performance hallelujah! Not quite cheap, but highly relevant. Or is it? In many cases, no. The great campaign performance will never reach a human eye. Instead, bots were the recipients of the impressions and the originators of the supposed traffic peak. Ad fraud is more present than the industry would like to admit - and is quietly and steadily eating up media budgets.

Reason for a hangover? Not at all. Because this dynamic offers enormous opportunities for all those who recognize the challenges and take advantage of the bright spots hidden in the shadows. Those who understand the rules of the game can achieve more media impact today than ever before. So how do we tap into the complex media reality in order to achieve maximum impact today and at the same time set the right course for tomorrow?

From reach to impact

The answer begins with a clear priority: impact before volume. Modern, business KPI-oriented media work is not based on vanity metrics of individual channels, but on tangible business success. This means integrated planning across all channels and funnel stages. No silos between awareness and conversion and a consistent focus on what really counts for the business.

At the core of such business KPI-oriented media work is a close interlocking of impact and usage research. Not as an isolated discipline in an ivory tower, but as an integral part of day-to-day business. Operationalized research. A lively interaction in which scientific theory and tangible business reality continuously influence and drive each other. Patterns lead to benchmarks. Benchmarks lead to strategic guidelines. Results flow directly from ongoing implementation back into research, whereby hypotheses are tested, models are sharpened and planning becomes even more precise. This creates a closed cycle in which data is not only collected but also translated into concrete actions and in which each campaign benefits from the findings of all previous campaigns. In the end, success is measured by what contributes to the P&L.

Selecting specific channels, ensuring uncompromising quality

The question of impact leads directly to the question of the ideal choice of channels and the strongest formats. Moving images undoubtedly play a key role in modern media architecture. No other format combines reach, emotionality and memorability so effectively. It shapes brand images, creates closeness and remains in the memory even when attention spans decline. Connected TV is a prime example of the further development of classic moving image logic: with the highest ad recall values of all devices and a recall lift of up to 40 percent when intelligently dovetailed with TV and digital strategies, CTV can reduce costs per recall point and often exceed conversion targets. Used correctly, the channel thus becomes the link between the brand impact of classic TV campaigns and the precision control of digital channels, making it the logical centerpiece of modern campaigns - as long as the advertising impact here is not lost between inventories that are too fragmented.

In addition to moving content, creator content and influencer formats continue to gain in importance and thus provide additional movement in the media mix. Unlike traditional formats, which are relatively easy to weigh up against each other and evaluate in an integrated manner, these channels follow their own dynamics, interaction patterns and success logic, which are not always easy to transfer to traditional measurement models. This is made possible by combining qualitative insights, specific KPI frameworks and platform-related analyses to make their impact measurable. Regardless of channels and formats, one thing is non-negotiable: a high-quality advertising environment. And the responsibility to ensure it. It is the industry's best-kept secret that the major technology providers have little incentive to combat ad fraud in the long term. They make too much money from it. In addition, content moderation is cut back considerably, which further deteriorates the quality of the environment.

The fact is: these are gnarly times for clean advertising spaces. And it is essential for every advertiser to implement consistent quality control along the entire chain, from booking to evaluation. This means using first-party data as a basis, measuring independently of the platform, keeping purchasing channels short and avoiding opaque exchanges. This is the only way to ensure that every franc invested goes where it can have an impact - with real people, not machines. AI-supported advertising formats reinforce this necessity, as central decisions are made in a barely visible black box.

Looking ahead

Anyone looking to the future will recognize that brand building and management will become a crucial source of orientation and trust in a world of constant information overload. We are already seeing a paradigm shift: away from strict lower-funnel logic and towards a balanced use of media and a focus on long-term brand building. That's a good thing! Our industry has been shaken up too much by failed experiments such as Nike. The overvaluation of performance investments led to slumped sales figures and a lack of interest in the brand. New target groups were no longer properly reached. The tried and tested advertising principle that familiarity and purchasing affinity are directly linked still applies today. At least Nike seems to agree with this again. The strong Superbowl impact at the beginning of the year was a return to its roots. And the start of a long, rocky road to rebuilding the brand.

Brand management in a fragmented channel world means dealing with sometimes contradictory requirements. Each platform has its own rules for content and interaction. Impact is created differently everywhere. And the brand must always submit to the exact requirements of the platforms in order to be successful on them. But does it really have to? This is one of the questions that will keep marketing managers awake at night in the future. What is the ideal degree of adaptation in order to appear optimally staged on each relevant platform while keeping internal strategy and production costs under control? To what extent do I stretch my brand guidelines for a platform-native appearance? Where does authenticity end? Where does it even tip over into ingratiation? We already know that there is no universal formula. There are only individual, strategic decisions that must be based on long-term brand value. Those who strike the right balance will achieve extremely strong, credible and effective communication. Directly from the brand core into the awareness of the target groups - and from there into the company's sales.

So where is the journey going?

The future of media work will be decided at the intersection of technology, data sovereignty and creative brand management. Content will be tailored to target groups in real time, virtual influencers will play on platforms around the clock and hyper-personalization promises maximum relevance in every single user interaction. At the same time, these developments harbour risks: from filter bubbles that narrow perspectives to over-optimization that dilutes brand character. Even greater, however, is the strategic dimension of the data issue and autonomy in understanding campaign performance. Mark Zuckerberg's message "Give us your budget and we'll deliver the results" is an invitation to dependency. Those who have sovereignty over their first-party data not only retain control over their media strategy, but above all over their business figures.

All of this leads back to the starting point: yes, media reality is fragmented, complex and sometimes deceptive. But this is precisely where the potential lies. Those who consciously use technology, maintain data sovereignty and consistently focus on impact can not only close the gap between shiny KPIs and real business success, but also turn this gap into a bridge. A bridge that brings brands closer to their target groups, deepens relationships and anchors growth sustainably.

"Ad fraud is more present than the industry would like to admit - and is quietly and steadily eating up media budgets."

"Brand management in a fragmented channel world means dealing with sometimes contradictory requirements."

 

Anyone who wants to know whether print still works should look to Amsterdam. That’s where «Trouw,» one of Europe’s most innovative daily newspapers, is published. Published in a compact tabloid format, «Trouw» combines exclusive in-depth reporting with a modern, magazine-style layout. The front pages feature elaborate visual designs, and a creative supplement is included daily—often covering topics outside the mainstream.

The concept is a hit: With a circulation of 102,000 copies, ’Trouw« is bucking the industry trend and performing well. Industry experts are also impressed—most recently at the prestigious «European Newspaper Award« ceremony, where the paper was recognized as a trendsetter for the publishing industry. »In terms of concept and design, Trouw is a role model for the European newspaper industry,« the jury praised.

«Despite the dominance of digital media, many newspapers and magazines continue to hold their own as important sources of information and advertising.»

Despite the dominance of digital media, many newspapers and magazines continue to hold their own as important sources of information and advertising platforms. Norbert Küpper, founder of the European Newspaper Award, which takes place annually in Vienna, sums it up: «All newspaper publishers have recognized that design and the use of photos are crucial for creating a contemporary image.» With a modern look, print media capitalizes even more effectively on a key advantage: Print is a self-contained product with a clear structure—on every page, in every section. «Readers can see how many pages the product has, and on every page they’ll find a clear hierarchy of topics,» says Küpper.

The e-paper also demonstrates just how much the public values clear guidance and professionally produced content. The digital format is technically part of the print market. What publishers once viewed merely as a stopgap measure is now enjoying unexpected success: Circulation in Germany is rising by about eight percent annually—and nearly one in three Germans now reads an electronic edition. They are particularly popular among young readers under 30 (42 percent) and people with a college education (39 percent), as shown by the study «E-Paper Qualities 2024» conducted by the Newspaper Market Research Association of German Newspapers (ZMG).

Nearly one in four copies of national newspapers such as the *Frankfurter Allgemeine* and the *Süddeutsche* are already sold digitally. The booming e-papers are a major source of hope for print publishers: the savings on paper, printing, and distribution are enormous, and the tried-and-true subscription model lives on. Many media companies plan to integrate additional interactive elements into their electronic editions to further improve the user experience. E-papers and paid content are thus becoming key pillars of publishers« businesses. In Germany, they expect to see continued double-digit growth in this digital sector, according to the 2025 trend survey by the Federal Association of Digital Publishers and Newspaper Publishers (BDZV).

Traditional media—whether digital or print—enjoy a high level of trust

Credibility is a decisive advantage here. While disinformation runs rampant on social media and platforms like Facebook are discontinuing their fact-checking services, traditional media—whether digital or print—enjoy a high level of trust. «With content from print publications, a media professional has done the research on a topic,» explains Roland Ehrler, director of the Swiss Advertisers Association (SWA/ASA) in Zurich. «Online, I have to do that myself.» This trust advantage is worth its weight in gold, especially in times of crisis: During Donald Trump’s first term, for example, the circulation of reputable newspapers like the *New York Times* and the *Washington Post* skyrocketed—they were seen as reliable sources of context.

«Weekly flyers, newspaper inserts, and magazine ads reach millions of people.»

Where and how people get their information is also a matter of age. «The younger generations have different information and communication habits,» observes association head Ehrler. «And for the most part, this takes place outside of print.» He therefore sees the future of print media primarily in specialized offerings on topics such as business, science, or the arts. In these lucrative niches, specialized publications can then also offer their advertising clients direct access to sought-after target audiences.

The newspaper market is responding to new reading habits—with fresh designs and bold layouts. Designer Küpper observes various trends across Europe: In the Benelux countries, magazine-style elements such as open-plan pages and large-scale illustrations now dominate. «These newspapers are suitable for all age groups,» says Küpper. In the DACH region, on the other hand, many publishing houses are focusing on quality through depth: in-depth features, striking photos, and elaborate infographics—with weekend editions in particular becoming visual highlights. The front page becomes a stage. «The top half is designed like a poster—the product looks valuable and elegant,» Küpper explains.

Modern design, tactile quality, and high credibility also win over advertisers. While digital ads suffer from declining attention spans, banner blindness, and ad blockers, print often reaches its target audiences directly. In the retail sector in particular, this traditional medium remains indispensable. Weekly flyers, newspaper inserts, and magazine ads reach millions of people. Studies show that printed direct mail stays in people’s memories up to 70 percent longer than online formats.

Print is a valuable part of the advertising mix

One pioneer is the Austrian discount retailer Hofer, which was recently named «Print Advertiser of the Year» and awarded the «Adgar» advertising prize. The Aldi Süd subsidiary reaches three million households with its weekly flyers. In addition, Hofer also uses ads in newspapers and magazines—with great success. «Print has always played a central role in our media mix,» the company explains in response to a query from m&k. The retailer is not alone in this, as the latest figures on the Austrian advertising market confirm: With a 35.8 percent market share, print was the most important advertising medium last year—ahead of television (29.7 percent) and online (21.4 percent). «In our view, the strength of print also lies in the fact that this channel allows us to effectively convey a blend of information and emotion,» explains the discounter. By combining print and online, the company is also able to reach younger target groups.

The designers at *Trouw* also demonstrated just how powerful print can be. To comment on Donald Trump’s political stance, they combined his portrait with that of former U.S. President Richard Nixon, who had resigned due to lies and deceit in the Watergate scandal. Using halves of the two politicians« faces, they pieced together a new portrait that stared down from the front page. Hardly any viewer could look away from this menacing sight.

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REQUESTED

«Emails can easily get lost»

m&k: Lorenz Boegli, you are known as the «King of Screen Printing.» As an artist, what do you see as the strengths of paper and print products?

Lorenz Boegli: There’s no doubt about it: paper and print products convey a strong emotional impact that is completely absent from electronic information. Take a card or a letter that speaks to me personally—I can hardly resist it. Most of the time, these printed materials stay on my desk for days before ending up in a drawer, where they may be retrieved at a later date. An email, on the other hand, all too easily gets lost in the flood of messages: it’s either completely overlooked or deleted after being read. People simply have a need to touch and possess something—something that remains and stands the test of time. You see this with collectors of fine art as well. And so, in communication, print products also increase attention many times over.

 

What is your opinion of modern tools like Midjourney or Dall-E, which use artificial intelligence to generate creative images at the click of a button—images that can even be printed out?

I see absolutely no authenticity, personality, or beauty in them—in other words, everything that makes handmade works of art what they are. AI-generated images are pure mathematics; intellectually, that’s very meager.

 

What are people particularly interested in these days when it comes to products or works of art made of paper?

The trend is quite stable, and it’s all about differentiation. A product that stands out from the crowd attracts attention. I go to great lengths to achieve this uniqueness in my craft. I use metallic and iridescent pigments from various effect pigment systems, combined with a variety of graphic finishing techniques. This allows me to tell a story that is always completely unique and intellectually engaging for the viewer.

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This article first appeared in the m&k print edition 2/2025.

m&k: The NZZ has founded an academy—what prompted it to do so?

Manuel P. Nappo: As a publishing house, we have first-class content—originally for print and online, but for quite some time now also for new formats and events such as the Swiss Economic Forum. The NZZ Academy is the next logical step: a platform for in-depth, curated continuing education. The idea had been around for some time. Given the dynamic media landscape and the growing importance of lifelong learning, now was the right moment to bring it to life. The NZZ Academy is a natural evolution—a way to share our knowledge in a targeted manner and reach new audiences.

 

When was the NZZ Academy founded?

The first edition kicked off on January 26, 2025. It was preceded by an intensive preparatory phase—both conceptual and strategic. It was important to us to develop a well-thought-out format that creates real added value.

 

What particularly appealed to you about the opportunity to lead the NZZ Academy?

I’m interested in global issues such as geopolitics, technology, and social change—and how they’re interconnected. I was particularly drawn to the challenge of making sense of this complexity and helping decision-makers find their way through it. The NZZ Academy offers exactly this kind of framework—a space where leaders learn to understand and navigate complex interrelationships.

 

The NZZ Academy offers an executive program for C-level executives. What exactly is the focus?

The program explores the overarching dynamics that shape our world. It focuses on developing a deep understanding of global interconnections—geopolitical, technological, economic, and social. We don’t teach theory for theory’s sake, but rather provide practical perspectives that offer guidance and empower participants to take action. We deliberately avoid traditional classrooms—our setting is salon-style, personal, and fosters exchange among equals. This format enables discussions in an atmosphere where genuine conversations can flourish.

 

What global challenges need to be addressed differently today?

We are witnessing a turning point in history. The pandemic served as a catalyst that accelerated existing tensions—from nationalism to geopolitical conflicts to digital upheavals. The old models no longer work. The world order is changing right before our eyes, and leadership must evolve along with it. What was once taken for granted is now in flux—this calls for new ways of thinking and fresh solutions.

 

What methods and tools does the program teach?

Among other things, we use Strategic Foresight—a method that originated in military strategy and is used by companies such as Shell to develop future scenarios. The goal is to identify potential developments early on and be prepared for them. Scenario planning is equally important: We help participants develop concrete future scenarios and analyze their impact on their companies. This fosters confidence in taking action in an uncertain world.

«The NZZ Academy is a first-class platform for engaging with top-tier instructors and participants. Geopolitical trends and global drivers are thoroughly analyzed, reflected upon, and discussed.» – Ede I. Andráskay, Member of the Board of Directors of Halter AG

 

Who are the experts who share this knowledge?

Our faculty consists of journalists, academics, and experts from the worlds of business and politics. Thanks to our independence, we can collaborate flexibly with leading figures from a wide variety of fields—without being tied to any specific institution. This mix is unique in its form. Discussions with our NZZ journalists—such as those held during our Fireside Talks—are particularly valued. They bring current developments into the program in a direct and authentic way—a perspective that only the NZZ Academy offers in this form. Our academics provide well-founded, scholarly analysis. And experts from the field offer concrete perspectives and solutions. It’s not just about theory—it’s about contextualizing knowledge, applying it, and fostering dialogue.

 

Can you give an example of a topic that is covered in the program?

Geopolitics is certainly a key issue. Once the domain of diplomacy, it is now strategically crucial for businesses. Shifts in power, trade conflicts, sanctions—all of these factors influence supply chains, markets, and investments. Migration is another multifaceted issue—with economic, political, and climate-related dimensions. The NZZ Academy offers guidance in this area through in-depth analyses, current scenarios, and insights from experts in diplomacy, research, and the professional world.

 

The Academy has already completed one round—what conclusions were you able to draw?

It was a special first cohort. The participants began the program with curiosity and an open mind—without knowing what to expect. They brought the program to life, built connections, and learned from one another. It was just as enriching for us as it was for them.

 

How do you ensure that the content is relevant to today's world and can also be put into practice?

Each day of the program focuses on a specific theme—such as geopolitics, technology, or economics—and provides opportunities for discussion, reflection, and application. Participants contribute their perspectives, and we consistently work at the intersection of theory and practice. The goal: concrete insights that can be immediately applied in the participants’ direct work environment.

«The NZZ Academy provided valuable insights and in-depth analyses of current geopolitical issues and megatrends. It features excellent speakers and offers an outstanding foundation for making well-informed decisions.» – Nora Teuwsen, Country Holding Officer at ABB Switzerland

 

What are the Academy's long-term goals?

We want to provide guidance—to bring clarity to a complex world. The NZZ Academy is intended to be a place for dialogue and exchange, even beyond the five days of the program. It’s about building a strong, supportive network—a community that thinks ahead and moves forward together.

 

Would you like to build an NZZ Academy community that continues to engage with one another even after the program ends?

We encourage participants to take the initiative while also offering formats such as brush-up events and deep dives to keep the dialogue going. We aim to grow the participants’ network—through quality, relevance, and a genuine interest in collaboration. The NZZ Academy is part of NZZ Connect—the organizer of the Swiss Economic Forum. This creates unique access to knowledge, people, and perspectives that has an impact beyond the program itself. We want to bring together people who not only understand—but also want to shape the future.

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The NZZ Academy at a Glance

• Format: Five-day executive program in a salon setting
• Target audience: Board members, CEOs, and C-level executives
• Insights: Insights and Perspectives from Leading Figures in Media, Academia, Business, and Politics
• Talks: Fireside chats and moderated discussions in an exclusive setting
• Environment: Strategic exchange and sustainable networking at the highest level
• Next event: October 19–24, 2025, Grand Hotel Kronenhof, Pontresina

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This article first appeared in the m&k print edition 2/2025.

In March 2024, I had the honor of being portrayed and interviewed as one of twenty-nine women as part of the «Women in Leadership» project by Hamburg-based photographer and artist Tine Lipski. In addition to the artistic execution, I was particularly impressed at the time by Tine’s selection of women, whose diverse career paths offered exciting and varied perspectives on the topic of women in leadership positions. One statement in particular stood out—that of Tatjana Trömer–Gelbe, managing partner of Tüfa–Team GmbH and managing partner at Gelbe + Kollegen GbR: “My very personal message: Have the courage to embrace power!”

My initial reaction to this statement was unease. Openly striving for «power»? At first, I found that strange, because up until then I had apparently associated power with something bad. But why, exactly? Power in and of itself is neither good nor evil. It is a tool, a lever for shaping reality. So the problem isn’t power itself, but how we define it.

Power: A male domain since time immemorial

According to Duden, power means «the totality of the means and forces available to a person or a cause in relation to others.» That sounds neutral at first, but it’s not quite that simple. After all, power is not a law of nature. It has evolved historically, is socially constructed, shaped by culture, and has always been a male domain.

For millennia, it was men who ruled kingdoms, waged wars, ran businesses, and enacted laws. This was not without consequences: «The characteristics associated with power—assertiveness, competitiveness, rationality—are traits our culture has historically aligned with masculinity,» explains American sociologist Rosabeth Moss Kanter, thereby highlighting that the way we think about power is closely linked to masculine ideals and traits. Of course, these are precisely the traits that people socialized as female are denied or weaned off of. Assertiveness, rationality, dominance—all of these are considered to have masculine connotations.

But that’s not all. Studies show that, in a professional context, women are perceived as likable primarily when they behave in ways that conform to female stereotypes; however, they are then not perceived as competent leaders. If, on the other hand, they come across as assertive and determined, they are respected but not considered likable. Women in leadership positions must therefore decide whether they would rather be liked or respected. If they openly strive for influence, the outcome is clear. In my humble opinion: stressful and unnecessary.

Influence: a less loaded term for power

One thing has become clear to me: To truly bring about change and build new tables, we need influence—and influence is just a less loaded term for power. So we need to rethink power, decouple it from associations with «abuse of power» and «domination over others,» and, above all, give it a more positive connotation when it comes to women.

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Aissu Diallo is Executive Director Digital Excellence at the Düsseldorf-based creative agency Butter. She is also Chairwoman of the GWA Young Board.

Anyone looking at current social debates, the election results of green parties, and the empty charging stations might get the impression that sustainability has fallen by the wayside. But the facts still speak for themselves: The Mer de Glace below Mont Blanc has retreated by 115 meters in just 35 years. The temperature in Switzerland has risen by about 2 degrees since the 19th century—more than the global average. Since 1850, an area the size of the canton of Uri has become ice-free; since the year 2000 alone, glacier volume in Switzerland has shrunk by nearly 40 percent, 10 percent of which occurred during the record-breaking years of 2022 and 2023. At the same time, criticism of «energy-guzzling AI» is growing louder. According to Bitkom, the trade association for the German information and telecommunications industry, the carbon footprint of digital technologies is estimated to reach up to 11 million metric tons of CO2 by 2030.

«Digitalization offers an opportunity to slow climate change if we continue to develop it and invest in it.»

Amid these challenges, however, new opportunities are also emerging. If you look closely, you’ll see that digital technologies and artificial intelligence (AI), in particular, can not only accelerate the sustainable transformation—they are the key to it. After accounting for the carbon footprint calculated above, Bitkom estimates that digital technologies—depending on the scenario—can help reduce CO2 emissions by up to 80 million metric tons on a net basis. The message is therefore quite clear: accelerated digitalization makes a greater net contribution to achieving our climate goals.

This is where the Twin Transformation comes into play

Against this backdrop, the Twin Transformation comes to life: the interplay and mutual reinforcement of companies« digital and sustainable transformations. In our book *Twin Transformation – How Digitalization, AI, and Sustainability Support One Another*, we use real-world examples from 12 industries to demonstrate how these synergies can be successfully realized. Here’s a first look at three industries discussed in the book:

Energy Sector: Efficient Grids for a Greener Future

The energy sector is undergoing a transformation driven by the shift to renewable energy, increasing electrification, and regulatory pressure. In Switzerland alone, photovoltaic and wind power capacity is set to expand to around 45 terawatt-hours by 2050—more than four times the current level. This development brings new challenges: Renewable sources are volatile, which can lead to grid stability issues. This is where digital technologies come into play, helping to efficiently integrate energy sources and optimize energy consumption. Innovative startups like Ecoplanet offer AI-powered solutions to reduce energy consumption, costs, and emissions. Their technologies enable flexible electricity procurement, precise consumption control, and compliance with regulatory requirements.

Even established companies such as the Hager Group are turning to smart energy management systems that help households and businesses improve their energy efficiency and reduce CO2 emissions. Another prominent example of the successful use of AI is the Google DeepMind project, which was able to reduce the energy consumption required to cool data centers by approximately 40 %. According to Bitkom, digital technologies in the energy sector actually offer the greatest potential for CO2 savings—up to 24.5 million metric tons of CO2 by 2030 with standard digitalization.

Agriculture: Smart Farming for Resource-Efficient Production

The agricultural sector also faces major challenges due to global population growth, climate change, and market uncertainties. Digital technologies offer promising approaches for optimizing production processes. Smart farming makes it possible to use resources in a targeted and efficient manner. AI-based systems analyze data from satellites, drones, and ground sensors to predict, for example, the optimal time for sowing, fertilizing, or harvesting. This leads to higher yields, lower operating costs, and a significant reduction in environmental impact.

These technologies can not only make production more efficient and sustainable, but also create new business models. A recent real-world example of the successful application of digital technologies in agriculture is the Milk Sustainability Center, a joint project between John Deere and DeLaval. The platform integrates performance data on crops and livestock, enabling dairy farms to increase their nutrient efficiency and reduce CO2 emissions. This allows farmers to comprehensively optimize their operations while meeting the growing demands for sustainable farming practices.

Media: Good for the media company, good for the planet

Digital technologies are also transforming the media sector and making an increasing contribution to sustainability—both through more efficient production processes and through innovative business models and new forms of awareness-raising. Companies such as Funke Mediengruppe use digital tools like Integrity Next and Cozero to monitor emissions along their supply chains in real time and take measures to reduce them. In a pilot project conducted by Funke in collaboration with WAZ, the newspaper was produced and delivered with 72 % lower emissions. As a result, CO2 emissions per newspaper fell from 133 to 37 grams.

In production as well, digital studios and virtual sets—such as the Hyperbowl in Munich—enable CO2 reductions by replacing travel and costly on-location shoots. Using 2,000 LED modules and green electricity, realistic environments are created without requiring teams and equipment to travel to remote filming locations. These digital approaches in the media sector not only help reduce CO2 emissions but also raise public awareness of sustainable practices. Digital media platforms and formats—such as the BBC’s «Planet Earth» and «Our Planet Now»—play a significant role in raising awareness about sustainability.

Actively Shaping the Future

AI and digitalization thus offer us the opportunity to slow down climate change if we continue to develop and invest in them, create incentives through light-touch regulations, and continuously build expertise and awareness of their potential. The significance of the Twin Transformation lies not only in the possibility of achieving sustainable goals, but also in unlocking new economic opportunities and improving quality of life.

The task now is to actively drive this transformation forward and combine the potential of digitalization and sustainability.

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The book is available at Nunatak.com.

m&k: For your new book, *Superpower Sustainable Marketing*, you’ve taken an in-depth look at sustainability and marketing. Do these two concepts even go together?

Franziska Mozart: Fortunately, more and more chief marketing officers are recognizing the importance of this issue. One example is Deutsche Telekom’s new TV commercial, which powerfully brings climate change to life—albeit through a fear-based narrative. It would certainly be more effective to empower people through positive narratives, but at least this shows that even such a large corporation is now willing and able to integrate sustainability into its communications. Campaigns like this are clear indications that the issue is becoming increasingly central. Let’s hope this isn’t just a campaign, but that there’s a genuine commitment behind it.

Stefanie Kuhnhen In marketing, the focus is too often on the «P for Promotion»—that is, on advertising and communication. But we could use all four Ps of the marketing mix (Product, Price, Place, Promotion) to promote greater sustainability. Many people underestimate this enormous potential for change. That’s what we want to change with our book.

 

It is said that in order to communicate sustainability authentically, it must be part of a company’s or brand’s DNA. How can this be achieved?

Cowhen It’s not enough to simply include sustainability in a company’s value proposition. It must be credibly integrated and implemented in every area of the business. This is a profound undertaking. Brands have the opportunity to shape markets and narratives—and the power to leverage that influence. Above all, however, they make themselves more resilient and future-proof in an increasingly fragile, nonlinear world.

Birgit Berthold-Kremser: Sustainability is not a short-term trend or a campaign. It must be a deeply rooted, strategic approach that grows from within. This requires a long process in which all stakeholders are involved. It must be initiated from the top down and then spread from the bottom up.

Mozart: It's also about the personal convictions behind it; otherwise, sustainability cannot be lived out authentically.

 

What is the main challenge in marketing when it comes to sustainability?

Berthold-Kremser: The biggest problem is clinging to «business as usual» and underestimating our own sphere of influence. What the world needs right now is a paradigm shift—we have to change the narrative. And who can do that? Well, we in marketing. We already have the superpowers. We serve as a unique bridge between production and consumption, as well as between society and the economy. Brands and companies are the last bastion of trust and must finally ask themselves how they can bring about a shift in perspective within their teams and spheres of influence. Sustainability goals belong among general corporate objectives and should also be firmly integrated into marketing departments. Here’s an example: In marketing, we celebrate a 3% response rate for print mailings—but what about the 97% that end up unread in the trash? We need a holistic approach in marketing that translates sustainability into KPIs so it becomes measurable and the norm.

Kuhnhen: At the moment, many marketers still think solely in terms of sales. But we need to take the entire product lifecycle into account: from the purchase phase through the usage phase to the end-of-life phase. It’s no longer just about selling as much as possible, but also about creating new usage models, bringing products into the circular economy, and reselling them. In our new model, therefore, all new KPIs address the purchase, usage, and end-of-life phases. It’s also about achieving as much as possible with as few resources as possible—and consuming less—which is, of course, the most sensitive topic in marketing.

«Anyone who works in marketing has the power to influence the mindsets and actions of their target audiences.»

 

Consume less, repair more: That also means selling less—and thus lower revenue. Doesn't that contradict what marketing is all about?

Kuhnhen: First, let’s get down to specifics: Instead of sales, new revenue can be generated through service and usage models. On a more general note: Of course, sustainability and marketing go hand in hand. Sustainability has fallen out of the spotlight because there are so many other pressing issues. But we have to stay on top of it, because this issue isn’t going away! We’re already seeing at many companies—especially those in the food industry or other nature-based sectors—that the risks posed by the climate crisis are already becoming clearly evident. A lot is changing on the product and raw materials side. It will affect everyone—nature provides over 50 percent of the services that businesses rely on! On top of that, many companies are required by the Corporate Sustainability Due Diligence Directive to conduct a climate risk analysis. And every company that does so is already identifying climate risks that directly affect it.

Berthold-Kremser: Sustainability offers a long-term opportunity. We have defined four «prints» through which companies can leverage their influence: In addition to the «footprint»—that is, the damage we cause through CO2 emissions—they have a «handprint,» which refers to the positive impact they create. The «Heartprint,» on the other hand, is part of a shifting narrative that elevates environmental sustainability through positive stories. Optimism and self-efficacy have a much stronger impact than fear and dread. The goal of the «Heartprint» is to inspire even more people to make sustainability a matter close to their hearts. And finally, the “Brainprint”—the influence on people’s thinking. Marketing has the power to shape worldviews, lifestyles, and behavior—to shape pop culture. A look back at history shows just how powerful a “Brainprint” can be—marketing has managed to make smoking seem cool and to convince us that a marriage proposal isn’t complete without a diamond ring. Why shouldn’t we be able to make sustainability the norm as well? We just need to have the courage to change.

 

Just how much do CMOs really want this? And what's still holding some of them back?

Mozart: On a personal level, they really want it, but they’re often unaware of their «sphere of influence.» By the way, it’s usually someone else’s fault: People often say the CFO, CEO, or the team isn’t on board, but we say: Everyone can make a difference! Anyone who works in marketing has the power to shape the mindsets and behaviors of their target audiences—as well as their own processes. Marketers can make the world a better place.

«We need marketing that isn't the cause of the problem—but rather the solution.»

How can we successfully overcome the existing obstacles?

Berthold-Kremser: It’s crucial to win people over within the company through pilot projects, find allies, and speak the language of KPIs. Sustainability is a growth driver. After all, it’s about efficiency and new areas of growth—and that benefits the CFO and the entire company! It’s important to always do this together. This is a transformation, and it requires a shared shift in perspective and the buy-in of everyone involved. If you focus only on those who want to keep doing things the way they’ve always been done, you won’t be able to change anything yourself. You have to seek out people who are willing to join you on this journey.

Kuhnhen: Sustainability is an opportunity for marketing, and that needs to be made clear. It is a driver of innovation. Sustainable technologies of the future represent global growth markets that we absolutely must enter. Profitability and environmental responsibility are no longer at odds with one another. The goal is to make the entire company fit for the future. We call on every CMO personally to be confident, to put on their superhero cape, and to say: “I am the one who shapes the markets.”.

 

What new corporate goals and KPIs are now taking center stage?

Berthold-Kremser: We have developed key questions related to the 4Ps of the marketing mix model that help define new KPIs. What percentage of products are modular, repairable, or recyclable? What is the product lifespan? How flexible is pricing in response to fluctuations in production availability? How many certified operational pathways are there? And many more. Ultimately, we can only become superheroes together, which is why we’re inviting everyone on our website, marketing-superpower.com, to share what they’d like to change, exchange experiences, and collaborate on developing new KPIs. We don’t have to do this alone.

Mozart: The big question is how we define success in marketing and business—until now, it has primarily been about growth. In times like these, however, other factors of success are needed.

 

How can marketing professionals get started in practical terms—what can each of them do tomorrow?

Kuhnhen: In our book, we’ve developed a «Strategy for Action» approach that outlines, in four steps, how to easily put our model into practice. It all starts with a very simple question: For everything you do tomorrow, ask yourself if it can also be done “green.” Planning a film production? Make it green! Placing a media ad? Do it green! What product can you launch tomorrow? A green one! The great thing is that so much is already available in the marketing supply chain—we just have to use it.

Mozart: Marketing has the greatest impact when it can inspire others to do things differently, believe differently, and live a different kind of normal. One way this works is through the images we see in advertisements: How do people get around in those ads? Do they automatically get in a car, or do they ride a bike or take the train? Do they have solar panels on their roofs? In this way, we change what we consider normal.

«Consuming less—that's obviously the most sensitive topic in marketing.»

 

Do good and talk about it—does that also apply to sustainability?

Kuhnhen: Companies are keeping a low profile—keyword: “greenwashing”—out of fear of doing something wrong. This stems from the realization that they must first implement truly substantial changes to their products and business models. But the point is to spark enthusiasm for sustainability and the new lifestyle that comes with it—for new possibilities, opportunities, products, and alternatives—and to frame these in a positive light. The further down the funnel you go, the more specific you should become. The key is this: Instead of sacrifice and loss, the focus should be on joy and personal benefits. Marketing needs a system update: We’re working with models from the 1960s. We need to update them—with new guiding questions, new KPIs, and a new way of leading and inspiring people. Continuing as we have been is not an option. Only by evolving marketing can we bring the economy, people, and nature into harmony. And that’s what we aim to achieve with our book: We don’t want a *Spiegel* bestseller—we want to bring this topic into companies, into academia, and into practice. So that together we can create a fundamentally new approach to marketing. A marketing that isn’t the source of the problem. But rather the solution.

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Birgit Berthold-Kremser is Chief Marketing Officer and Sustainability Executive and has successfully revitalized global premium brands such as Siemens, Swarovski, and the omnichannel retail group Peek&Cloppenburg.

Stefanie Kuhnhen is Chief Strategy Officer at Serviceplan and has shaped brands such as IKEA and EDEKA for decades.

The freelance journalist Franziska Mozart She has been reporting on the marketing and media industries for many years. She publishes a newsletter on green marketing.

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«Super Power Sustainable Marketing»

Why should we stick with an old marketing system when we now know of a new, better solution? That Book is an invitation to unleash the superpowers of marketing anew and lay the foundation for the future.

He is the world’s biggest YouTuber and entertains a whopping 378 million subscribers worldwide with his giveaways, challenges, and stunts: Mr. Beast, whose real name is Jimmy Donaldson and who generates about 9 billion views a year. His reach is enormous—and the rush for the internet star’s first-ever chocolate brand last fall was just as massive. Its name: «Feastables»—the hype was practically inevitable. The fact that the product was more expensive than average and tasted below average didn’t seem to bother his young fans; they shared tips with each other on social media about where to still snag one of the 60-gram bars. This example shows that brand building and branding operate by new rules today—and often without traditional advertising driving awareness.

«Traditional brands can learn a lot from the direct, interactive communication of creator brands.»

Other creators and influencers, too, are now much more than just brand ambassadors for other companies; they’re using their enormous reach and close ties to their communities to launch their own brands. With Juizy Wow, one of Germany’s most successful influencers, Julian Classen (aka Julienco), has founded his own syrup brand, which now has more followers on Instagram than Coca-Cola Germany. Swiss social media star Zeki launched his own sausage back in 2019; fitness influencer Pamela Reif sells protein bars and more under the Naturally Pam brand; Hailey Bieber sells Rhode cosmetics; and on the iced tea shelf, alongside Bratee (Capital Bra), Dirtea (Shirin David), and Gönrgy (Montana Black)—alongside classic brands like Pfanner and Fusetea.

Authentic and approachable

A trend that is fundamentally changing the marketing landscape—and presenting new challenges. «Creator brands are successful because they leverage the authentic connection between creators and their communities. They offer genuine relatability and relatable stories—especially in a world where traditional advertising is often perceived as too polished and impersonal,» says Marius Bonse. Like Matthias Kern, he is a Managing Director at Mikado Culture, a joint venture between Unibev, Chimperator, and Only Good People that specializes in brand and product development for talent. Bad Cosmetics, the cosmetics brand of rapper Badmómzjay, also operates under this umbrella. Bonse is convinced: «Creator brands work when they manage to carry their credibility and relevance beyond social media and into the real world.»

While traditional brands often invest millions in advertising campaigns to build awareness, influencers already have that awareness from the start. They know what the community wants and have loyal followers who trust them. And that’s what matters most in branding today—think «trust brands.» «Creator brands have an advantage when it comes to trust because they’re tied to a real person,» says Nicole Kapp, Senior Consultant at Brandtrust. “After all, people trust other people more than they trust companies. Creator brands have evolved from the creator’s own personality. They transfer the trust they’ve built up in their own person over the years—in the minds of their community—to their brand.”

More agile, faster, more creative

But it’s not just when it comes to trust that creator brands have an edge over traditional brands. They’re often more agile, faster, and more creative. «While traditional brands often take a top-down approach, creator brands evolve from within the community. They rely less on traditional advertising and more on storytelling, direct-to-consumer sales, and interactive formats like TikTok trends. Creativity is the decisive factor here—creator brands can be much more experimental and react to trends much faster than traditional brands,» says expert Bonse.

«Creator brands succeed when they manage to extend their credibility and relevance beyond social media into the real world.»

The major challenge they must overcome: not to remain a short-lived fad that only works well in combination with the creator, but to establish themselves as a brand in their own right. Or, as Matthias Kern puts it: «To be more than just a fan merchandise line.» These brands aren’t just another monetization model, but real businesses with a long-term strategy. «Many influencers underestimate that it’s not just about their name, but about product quality, logistics, distribution, and customer service.» The launch of TikTok Shop should play right into their hands: Since the end of March, users have been able to buy products directly through the app using the platform’s own e-commerce feature—the potential is huge.

Strong DNA from the very beginning

A key factor in the success of creator brands is developing a strong brand DNA from the very beginning. According to Kern, this means: «a clearly defined brand promise, high-quality products, and an independent brand identity. »And it also means that the brand doesn’t just exist digitally, but also enters brick-and-mortar retail or establishes its own distribution channels.« This means reaching a broader range of consumers—including those who aren’t Instagram followers. Stars like Rihanna (Fenty Beauty) and Kylie Jenner (Kylie Cosmetics) show how this can be achieved. Their cosmetics lines have long been established names on store shelves, selling based on the product and the marketing—not just because of the famous name behind them. ’‘Brands prove, rather than claim»—from a branding perspective, this principle is particularly relevant for creator brands. They must back up their promises not just with words, but with concrete results, such as high-quality products,” says branding expert Kapp.

It can also help to join forces—and combine the advantages of agile, creative creator brands with those of long-established brands. «Traditional brands can learn a lot from the direct, interactive communication of creator brands. At the same time, creator brands benefit from the experience and infrastructure of traditional brands, for example in production or distribution. Collaborations are often the key: a creator brand can contribute innovation and reach, while an established brand provides expertise and scalability,» explains Matthias Kern.

If creator brands manage to combine their authenticity with strategic brand-building, they are more than just a trend—they’re a sign of how branding and agile brand management work today. This turns social media stars into entrepreneurs who can easily compete with the big brands. Or as Logan Paul—influencer, wrestler, and founder of the energy drink Prime (27.2 million followers on Instagram)—recently said on Platform X: «I’ll tell you what happened to YouTubers. We spent our lives creating content and building our brands. Now we want to build businesses.»

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REQUESTED

«Authenticity beats perfectly staged campaigns»

m&k: Nicole Kapp, what are the biggest differences between creator brands and traditional brands?

Nicole Kapp: The foundation of a strong brand is a clear idea and the unwavering determination to bring that idea to life. For traditional brands, the process of brand-building within an organization—and thus the strategic alignment of that idea—can take a long time. As a rule, traditional brands often take years to build a reputation and appeal. In contrast, creator brands don’t start with an idea, but with the person—the creator. They are directly tied to that individual and their values, which creates an immediate sense of authenticity and connection.What can established brands learn from influencer brands?

Especially when it comes to authentic communication, relatability, and responsiveness: Traditional brands are often still very formal and somewhat unapproachable in their communication and structure. Creator brands communicate more authentically and directly with their target audiences. Imperfection and authenticity trump perfectly staged campaigns. They clearly demonstrate how a brand is built from the inside out.

 

Do established brands have reason to fear this competition?

Influencer brands can be real competitors if they are more than just short-term hype surrounding the creator or the product. This is true if they have a clear identity, are strategically positioned, offer real added value to their target audience, and deliver on their value proposition. As more and more of them enter the market, it becomes increasingly important for traditional brands to differentiate themselves through their identity and unique characteristics. The temptation is great for traditional, established brands to fully adapt to the new playing field and influencer brands in order to keep up. But brands don’t adapt. They leverage what’s already anchored in people’s minds and remain true to themselves.

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This article first appeared in the m&k print edition 2/2025.

The World Wide Web—endless expanses. With a mouse in hand, people can discover foreign worlds and visit unknown sites. That, with a faint whiff of *Star Trek: The Original Series*, is the promise of the Internet. Or rather: that’s what it used to be. Because more and more often, Internet users are no longer lured into these infinite expanses. They stay right where they are: in the search engine or AI service they’re currently using.

«This type of internet use is called »zero-click«: A »zero-click search« means that the search ends without the user clicking on a search result and visiting an external website—and without starting another search. In a »zero-click search,” we therefore receive the answer directly in the search engine.

«With a »zero-click search,' the user gets the answer right in the search engine."

This kind of click-free search has been around for a long time. It lets you do simple math problems right in the Google search bar. If you want to quickly find out the exchange rate between the euro and the dollar, just type «100 euro in usd» into the search bar, and you’ll immediately see the current exchange rate, along with a small graph showing its history. In a similar way, Google answers questions about the time in another time zone, public holiday dates, stock prices, calorie counts, and general knowledge—such as which is the largest lake in the world (it’s the Caspian Sea).

On the other hand, anyone who wants to know more about Alzheimer’s, ADHD, or the atomic bomb simply clicks the link that Google displays in response to their question. At least that’s how it used to be. Since ChatGPT took the internet by storm, users have been turning to AI tools like ChatGPT, Perplexity, Grok, or Claude to ask their questions. Behind these services are large language models that can provide detailed answers to virtually any question.

No traffic to media companies

The percentage of users who remain within these services is much higher than with search engines: In the vast majority of cases, the AI’s answer is sufficient for the user. Initial studies show that AI services refer virtually no traffic to media companies. On ChatGPT, only about three percent of the generated answers contain links to news websites. On Perplexity, the figure is slightly higher at around seven percent. Either way, the click-through rate on these links is negligible: According to initial estimates, it is well below one percent. This means that the overwhelming majority are satisfied with the AI-generated answer from ChatGPT or Claude and do not click through to the source.

It seems that only professionals still click on further links: scientists and journalists want to know the source, while everyone else is satisfied with the AI’s automated response. In many cases, AI doesn’t even provide links to sources, because it’s often unclear where the answer comes from. The language models have all, to a greater or lesser extent, scoured the entire internet through neutral networks and, at the click of a mouse, present this information in bite-sized chunks in any language.

For publishers, the zero-click problem is nothing new. They have felt marginalized by Google for years and are therefore fighting for ancillary copyright: The law is intended to give publishers a legal basis to demand compensation from platforms like Google for the use of journalistic content. So far, the focus has primarily been on Google News. Publishers have argued that the «snippets»—the short summaries Google includes with links to news sites—rely on content provided by the publishers, for which Google must pay compensation. Google counters that its service generates traffic for publishers free of charge and has removed the preview texts in countries where ancillary copyright has been introduced.

Compared to what ChatGPT or Perplexity do with content on the internet, Google is practically a model student: Google News not only links to external sources but also makes them clearly visible on the results pages. One could therefore argue that a publisher whose news appears on a Google News page still benefits, even if users don’t click on the news stories.

With ChatGPT, it’s a completely different story: The large language models process the available content beyond recognition and present the information contained within under their own label. For example, anyone searching for a recipe on ChatGPT is immediately provided with precise instructions right within the AI. Where and how ChatGPT acquired this knowledge remains a mystery. Visiting Chefkoch.de, Betty Bossi, Gault Millau, or any other recipe site isn’t just unnecessary—it’s usually impossible, because the AI doesn’t provide any links. As a result, not only do the advertising revenues from these sites vanish, but so do the customer contacts of the original sources.

Managing Probabilities

This is the zero-click Internet: AI services have essentially memorized the web and can spit out any piece of information—in any language and at any level of detail. Users are content with the AI-generated substitute and no longer need to venture into the depths of the web. These instant answers are no longer limited to ChatGPT or Claude; they’ve recently started appearing in regular Google searches as well: In recent weeks, Google has begun integrating AI-generated short summaries directly into search results in Switzerland, Germany, and Austria as well. The company itself calls this the biggest change to search since Google went online in 1997.

«This time, it's not just the media that's affected—it's all companies.»

«AI Overviews» are known as «Übersicht mit KI» in German-speaking countries. Apparently, AI-generated short texts are used primarily for more complex questions. If you enter a question like “What is the difference between dementia and Alzheimer’s?”, you’ll receive a brief overview generated by Google’s Gemini language model. In our example, Google first explains dementia in three bullet points, then Alzheimer’s in four bullet points, and then goes into a bit more detail. Only then do the actual search results follow—in our case, a link to the organization Alzheimer Deutschland. Because the link includes a detailed snippet, you can see the answer to your question right there without having to click on the link.

Large language models still tend to hallucinate because they have no concept of truth; instead, they merely process probabilities. Google says that the safety measures applied to search results also govern AI summaries. Google’s summaries are supposed to be more reliable because Google bases them on web content. However, past experience has shown that this does not protect Google’s AI from errors: Google has difficulty distinguishing information from fiction, satire, or parody.

Nevertheless, the consequences are devastating. Studies show that the proportion of these zero-click searches has risen sharply in recent years. As early as mid-2019, about half of all Google searches ended without a click on an external website. Thanks to AI-generated summaries, this figure has now risen to over two-thirds of search queries in the U.S. Incidentally, the proportion of searches that end without a click is higher on mobile devices than on computers. This makes sense: When on the go, users don’t want to spend a lot of time researching; they want to find an answer quickly and easily. This is a problem because the lion’s share of internet usage today takes place on mobile devices.

Publishers need to drastically rethink their approach

What does this mean for publishers? They need to drastically rethink their approach. Until now, they’ve done everything they could—using sophisticated optimization measures (i.e., SEO)—to ensure Google takes notice of them and indexes their content. In many cases, they’ve been able to convert that attention into traffic. In the long term, however, the opposite could happen: anyone who makes their content accessible to AI systems risks rendering themselves obsolete. Search engines are therefore likely to soon cease being the primary source of traffic for media companies and instead become their main competitors. AI-powered content is already replacing some media offerings today, particularly so-called «long-tail» content. This includes classic how-to and informational pages. Articles on planting geraniums, diets for fructose intolerance, and tips for better sleep during a full moon have been popular with media companies until now because they promised consistent traffic. That’s now a thing of the past: AI gathers such topics and uses the raw data from these depleted media sites to advise users more quickly and with greater personalization.

The consequences of this trend are dramatic. Most media companies will have to completely rethink their strategies. Generating attention through search engines and social media no longer works—or rather, the effort required has become too great. A visit driven purely by attention is «disposable traffic»: Users who click on an offer because of a pop-up headline are «one-time users» who do not develop any loyalty to the offer. If only one in four or one in five Google users clicks on a link—and AI users don’t even see any links—this strategy no longer works.

Media companies will therefore have to invest more in long-term relationships with their users once again. Instead of managing short-term traffic, the focus will be on building communities. The business model for this is not based on attention, but on participation and identification. The focus is not on excitement, but on a sense of belonging and exchange.

It affects all companies

What’s fascinating about this development is that this time it’s not just the media that’s affected, but all companies. We’ve been talking for years about how all companies become media outlets on the internet. Until now, we’ve viewed this as an opportunity. Now it’s becoming a risk: If internet users spend all their time on AI services, they’ll no longer notice the information offered by companies and brands. The only clicks that will still be made are those on shopping offers. But even there, the first “zero-click” offers are emerging: TikTok is currently transforming into a shopping mall.

This means that all companies, much like media companies, need to completely rethink how they engage with users—and, above all, how they can retain them.

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This article first appeared in the m&k print edition 2/2025.

There’s hardly any area of everyday life that hasn’t long since been permeated by AI. It creates our fitness plans, discovers new medications, compares the most promising stocks at the speed of light—even in turbulent times like these—and already checks tax returns in many cantons. Thank you for that. And for all things beyond human capability, an AI Jesus now answers questions of faith via a screen at St. Peter’s Chapel in Lucerne. AI religion may still be a ways off, but it’s probably only a matter of time. After all, hardly any other technological achievement has enjoyed as much trust lately as artificial intelligence. In a world where powerful (state) leaders act in completely unpredictable ways and where commitment and a sense of responsibility are seen not as strengths but as weaknesses, AI gives us exactly what we long for: certain answers. Fast, effortless, convenient—right from the comfort of our couches. Enough philosophizing. Back to the question:

What does AI actually mean for our industry?

I recently discussed this question at the d3con conference in Hamburg at the invitation of Dr. Arnd Schröter. «How is AI changing the agency business?» he wanted to know. My short answer: Everything. For a detailed answer, please upgrade to the Pro version. Just kidding: For m&k readers, I’m happy to share what I learned back in 2023 at Hyper Island in Singapore.

«AI is completely disrupting the industry. Agile teams and creative minds can use the fragments to create something radically new.»

Two years ago, I attended an MBA module there on AI and machine learning. We didn’t develop theoretical concepts—which would be outdated by now anyway—but rather concrete AI projects within just a few days. Our clients were Coca-Cola, which was just launching its Coke AI, and the Sentosa theme park, with the goal of creating innovative, AI-based experiences. The starting point had to be AI: research, prototyping, and implementation—all powered by AI. I took three key insights back with me from Singapore:

Three Insights

First: When AI is the starting point, suddenly anything becomes possible. All it takes is a challenge, an idea, or a goal. Second, and consequently: even with a small team of top players, you can compete in the Champions League today. And even win. Because you no longer need a support staff of over 300 people, as is the case with Bayern Munich. Third: The agency industry is being completely disrupted by AI. This presents a huge opportunity: Agile teams and creative minds can use the fragments to create something radically new.

Roman Balzan, CMO of Alpian Bank, recently compared it to the introduction of the automobile 100 years ago. It was a major adjustment for the coachmen. Suddenly, there was a new way to travel from A to B. No horses, no blacksmith, no stable manager, no horse manure. Instead, travel was possible at any time of day and, increasingly, in any weather. Coachmen faced a decision: Do I stay a coachman, or do I work in the transportation industry? Mobility gave rise to many new industries and occupations—though not quite as expected.

So, what has changed for us?

Two years ago, we still thought of AI as a crazy assistant. Today, every employee has a team of AI assistants—the dream team, complete with players like Michael Jordan at his peak. This team never gets sick, has hardly any airs and graces, and makes no special demands.

But most people still prefer to talk to other people. Ultimately, our work is always directed at people. And only we can feel, love, live, and laugh. That’s why we still need people to make recommendations, assess situations, and take responsibility. Yes, «agencies are here to blame»—we take responsibility, in success and in failure. It’s easier to hold agencies accountable than anonymous AI systems or in-house teams. Only when our clients’ goals and expectations are met can we send an invoice with satisfaction and a clear conscience. AI, on the other hand, debits the account on time every month, regardless of the result. Our own AI budget is now in the mid-six-figure range—per year.

«It's not about replacing jobs, but about expanding opportunities. For a new kind of Champions League.»

In the future, added value will come primarily from expertise, experience, and performance—not from hours worked. This is exactly what many agencies have forgotten—or haven’t (yet) learned. Especially in large agencies, there are still many managers who «manage» large teams and processes and simply move information and files from point A to point B. AI is increasingly taking over these tasks. No one processes and analyzes data faster or more efficiently. But people provide the decisive impetus, surprise, inspire, and share different perspectives that AI would hardly ever come up with. This is because AI usually operates according to known patterns, while the best agency talents consciously take unconventional, new paths—even if these seem unusual at first and make us feel nervous or uncomfortable. Completely new ideas often seem strange at first glance. Worth noting.

That’s not to say that creativity is a purely human privilege. AI can also be creative—after all, it was created by humans for that very purpose. The universe provides the ingredients—we, and increasingly AI as well, are capable of playing with these ingredients. In doing so, we constantly combine them in new ways to find solutions. That is creativity. «Machine learning» optimally combines what is already known, but AI also develops novel and unusual combinations—at an enormous speed. Nevertheless, we humans are needed to drive innovation forward, evaluate its value, communicate it effectively, and implement it with courage. As Albert Einstein said: «Imagination is more important than knowledge.»

«The AI team never gets sick, is down-to-earth, and doesn't make any special demands.»

We therefore remain the most important point of contact, particularly when interacting with customers and stakeholders. Interviews and conversations with our customers’ clients, along with quantitative AI analyses, provide indispensable insights. AI assistants support these processes—but we continue to take responsibility.

What does this mean for the next generation?

Two things are crucial in times of change: agility and experience. Agility is a matter of mindset; experience takes time. Entry-level positions in particular (interns, junior staff) are currently being cut back significantly. We receive at least 15 applications every day—more than ever before. There’s a lot of great talent among them, and I’d love to hire someone every week. I see this as an important societal challenge: How do we enable young talent to gain the necessary experience? This affects not only agencies, but soon also doctors, actresses, lawyers, and yes, tax auditors. I hope we can continue to offer young people a practical start—because everyone learns from it, including us. We all need the ability to ask questions—combined with a willingness to let go of old certainties. It’s not about replacing jobs, but about expanding opportunities. For a new kind of Champions League.

Key question: Are agencies even necessary anymore?

Not necessarily. But the question is a different one: Can companies now do everything themselves with the help of AI and automation? Companies must decide: When should they rely on insourcing, and when on external specialists? Our AI analysis of 20 interviews with leading CMOs clearly showed: The main reason for insourcing is—unsurprisingly—cost savings. But «cheaper» alone is not a sustainable strategy. So far, there are only a few examples where cost savings have actually been successfully linked to other relevant KPIs. Companies like Galaxus and On Shoes are rare exceptions. They consistently and sustainably invest in their brand and creative marketing—which, in turn, makes their spending on Google, Meta, TikTok, and others significantly more efficient.

AI as a Lever for Greater Diversity and Inclusion

Our strength as a boutique agency lies in supporting clients during critical phases: startups, scale-ups, and established brands such as Sennheiser, Planted, Lime, and Perplexity.ai. Even Perplexity.ai, a 9-billion startup, relied on an agile agency (Foundry) for its rapid scaling. It is precisely during such a phase that experienced experts are needed—experts who not only know how to work with AI but can also deliver local results at the speed of light. Once the realignment is on track, the scaling boost has been ignited, and the company is on a stable trajectory, we help our clients sustainably build and realign their internal capabilities for the continued journey through the AI cosmos.

We’re currently experiencing the biggest upheaval in production. Many large and renowned production houses, such as «The Mill» in London, have already closed. Today, we—and other agencies—produce much of our content in-house, using state-of-the-art cameras and AI. What used to require large budgets and teams, we now accomplish efficiently and flexibly with AI.

Conclusion

AI is everywhere and is fundamentally transforming our industry—not just as a tool, but as a key driver. Yet making responsible decisions and acting creatively—that’s something only we humans can still do. That’s exactly what the future is all about—whether in politics, business, schools, or here in our agencies.

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This article first appeared in the m&k print edition 2/2025.

Earlier this year, Aldi’s U.S. website still featured a page for job seekers titled «Aldinclusive.» There, the discount retailer displayed colorful photos of smiling Hispanics and African Americans with Rasta dreadlocks and touted its noble principles: «Diversity, Equity, and Inclusion.» The rapidly growing retailer—now the number three player in the U.S. grocery industry—proudly listed its initiatives and scholarships for minorities. That’s all over now: much of the content has since been deleted. The careers page now features only a brief, two-line «Employer Statement.» In it, Aldi promises equal opportunities to all applicants.

Aldi Süd’s backtracking is not an isolated case: U.S. corporations such as Meta, McDonald’s, and Walmart are also scaling back—or eliminating altogether—their programs aimed at fostering a diverse workforce. These companies are responding to Trump’s latest executive orders, which deem such programs to be illegal discrimination. The media are also feeling the pressure. Take Walt Disney, for example: A transgender episode was cut from the animated series «Win or Lose,» which premiered this spring on the Disney+ streaming service, possibly to avoid controversy.

«Europe now has the opportunity to benefit from its cultural diversity and organizational unity.»

Win or lose: More and more companies are coming to the conclusion that they have more to lose than to gain from Trump’s anti-woke campaign. Anyone who wants to secure federal contracts must comply with the new administration’s requirements, says Christoph Schemionek, head of the German Business Delegation in Washington, in an interview with «Markt & Kommunikation.» And one of those requirements is that there are now only two genders. «Among many right-wing conservative Republicans, we’re seeing a return to the social ideal of the 1950s,» says Schemionek. «The sole breadwinner supports the family and their suburban home with a picket fence.»

The attempt to reverse the decline—particularly among the white U.S. middle class—through «America First» and a shift toward ultra-conservatism poses major challenges for European companies. The crucial question for many companies: Should they adapt to Trump’s America or take a stand against it? Should they tailor their communications and marketing to the desired language and traditional values? The issue is so sensitive that hardly any company is willing to comment on it publicly—the fear of negative consequences runs too deep. «The last thing you want is to end up in one of Donald Trump’s tweets,» observes Schemionek.

«In terms of economic policy, President Trump is doing exactly what students are usually warned against in their first year of economics at university.»

After Trump’s election victory last November, euphoria still reigned on both sides of the Atlantic; the prospect of tax cuts, deregulation, and a massive business bonanza drove the stock markets to new record highs. The mood has long since shifted: Since the U.S. imposed massive tariffs on imports in early April on what was dubbed «Liberation Day,» a global tariff war has loomed. «In terms of economic policy, President Trump is doing exactly what students are typically warned against in their first year of economics at university,» says Patrick Dümmler, Head of Economic Policy and Sustainability at the Swiss Trade Association.

An Opportunity for Europe

In fact, the rollback in U.S. politics—with tariffs and the dismantling of diversity programs in companies, the media, and universities—is creating space for European brands to present themselves as open and pluralistic. Companies such as the online retailers Zalando and Otto specifically emphasize diversity and equality in their campaigns. «We’re certainly not going to abandon our values now because of political pressure from certain quarters,» Otto CEO Alexander Birken recently declared indignantly in the *Handelsblatt*. These core convictions are part of the corporate culture. Not even the backward-looking U.S. zeitgeist should be allowed to shake that now.

«When it comes to lifestyle and consumer trends, Europe has a lot to offer, especially in the areas of creativity, design, and architecture.»

Until recently, the United States was the undisputed role model when it came to communication and marketing. Whether it was chewing gum, Coca-Cola, jeans, or Nike—the U.S. was always cool and the global trendsetter. «You used to get the feeling that Americans were always ahead of the curve,» says Düsseldorf-based brand and management consultant Frank Dopheide. «That’s over now.» At the supermarket, he’s noticing more and more customers turning packages over to make sure they’re not buying anything «Made in the USA.» What’s more, lists of alternative products intended to replace U.S. goods are being posted on social media. Danish software developers are supporting the protest movement with a new app. On the «Made O’Meter» website, users can scan barcodes to immediately see where a product comes from.

This isn’t just about consumer goods, but about the really big brands. Dopheide considers it highly problematic that the CEOs of the tech giants—who used to preach about diversity—aren’t speaking out now. «Google, Apple, Disney—what do these brands stand for anymore?» he asks. The target audience is confused, and the damage done is already enormous.

Oona Horx-Strathern has also observed that the gap is widening. The futurist analyzes that Europe is turning away from America as a trendsetter. She sees the U.S. heading toward an «unfriendly economy,» dominated by hierarchies and aggressive forms of competition. «»Europe now has the opportunity to benefit from both its cultural diversity and its organizational unity,« says the Irish-born expert, who runs the futurist consulting firm Horx Future in Vienna together with her husband, trend guru Mattias Horx. In her book *Kindness Economy*, she advocates for an economy of kindness in which all stakeholders pay more attention to society and the environment while still achieving economic success. »When it comes to lifestyle and consumer trends, Europe has a lot to offer, especially in the areas of creativity, design, and architecture,« says Horx-Strathern. The challenge now, she adds, is to become more aware of our own talents and potential.

The climate crisis is becoming an opportunity for Europeans

Customers already prefer brands that operate sustainably. A global study by market research firm Kantar last year showed that for 75 percent of consumers, a brand’s stance on diversity and inclusion influences their purchasing decisions. While conservative influencers in the U.S. are already attacking brands that champion diversity with the slogan «Go woke, go broke,» Kantar’s market researchers recommend a different approach: inclusive marketing is a «major growth opportunity for brands.».

While U.S. brands are coming under pressure in Europe, European brands could take on new significance in the U.S., according to consultant Dopheide. «Perhaps European peacefulness and diversity will be celebrated more in the future.» This also applies to values like sustainability, which apparently play no role for Trump. The climate crisis thus becomes an opportunity for Europeans to position themselves as an alternative model: sustainability «made in Europe» as a counterpoint to Trump’s fossil-fuel-driven world. Thorsten Schliesche agrees. «The first few months of his term should have made it clear to all Europeans that the U.S. will no longer remain the reliable power it has been over the past decades, neither economically nor geopolitically,» says the CEO of the green electricity provider Grüüün, based in Rugendorf, Bavaria. “The only answer to this is to take our fate into our own hands.”

«Perhaps in the future, Europe's peacefulness and diversity will be celebrated more.»

PR firms also recommend a sustainable communication strategy. «It’s all about building strong, resilient relationships with the target audience in times of uncertainty,» says Heike Bedrich, owner of the Munich-based agency Talisman Kommunikation, which has been serving U.S. clients in the high-tech industry in the DACH markets for 15 years. Above all, shared experiences within a community—characterized by common values and preferences—are particularly relevant. «Brands that manage to maintain quality despite higher tariffs and also take the human factor into account in their communication will benefit,» the PR expert is convinced.

From their perspective, it is too early to write off the U.S. Many innovations—especially in fields such as artificial intelligence and marketing—still originate in the U.S. «The current uncertainty is forcing many companies to grapple with strategic questions that will affect their communications,» says consultant Bedrich.

This balancing act can be observed at Aldi Süd. While references to diversity have disappeared from the U.S. website, the German-language site states: «Our teams in the stores, logistics centers, and administrative offices are diverse.» In Europe, the discount retailer promotes a motto that it has removed from its U.S. site: «Diversity as a Strength.».

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Identity in Flux

A recent YouGov survey confirms the trend toward self-identification within a national context: In Switzerland, 69 percent of respondents see themselves more as Swiss than as Europeans. This places Switzerland well ahead of Austria (49 percent) and Germany (47 percent) in an international comparison. Only one-fifth of the Swiss population feels more European or equally European and Swiss. These figures illustrate that the Swiss population’s self-image is defined more by national than by supranational identity—an aspect that can also be relevant for how brands position themselves in the European market.

m&k: Pablo Hagemeyer, in your book *«Allow Me to Introduce Myself: I'm a (Nice) Asshole,»* you described your personal journey as a narcissist. How has this self-awareness influenced your professional practice?

Pablo Hagemeyer: You’re touching on something fundamentally important here—it has influenced everything. After all, the personal journey is an inner journey that leads to conscious awareness, experience, and the ability to exercise better self-control, with the inevitable impact this has on one’s personal outer journey. Narcissism is a style or a disorder, like many other problematic personality traits in humans, that becomes particularly evident in interactions with others. Self-awareness must therefore almost inevitably precede behavioral change—for everyone involved. This can sometimes be a very painful process.

 

What exactly hurts so much?

It hurts to know that you can be incredibly annoying when everything is always about yourself. Since such introspection is strongly resisted by those affected, is associated with shame, and many people don’t really know how to engage in inner work in the first place, I’ve led by example myself. I’ve taken a lighthearted approach to confronting my own ego and its consequences. But not everyone is able to distance themselves from their own fragile sense of self in order to engage in self-reflection. Self-criticism is a threat to the self that cuts deep and generates a great deal of stress. Humor helps transform that stress into curiosity and «excitement.» In the process, the client has to let go of some self-control, which can feel like an adventure.

 

Humor helps, but surely it's just one component?

Perceiving oneself internally as a third person—truly reflecting on oneself—is hard work. Making adjustments to this inner architecture can help, but is, unsurprisingly, avoided by highly narcissistic people: Why clean up your inner world when you’re perfect on the outside? Self-idealization coupled with the denigration of others—as the psychoanalyst Erich Fromm so perfectly described in his analysis of narcissism—shields the individual from nearly any form of critical self-examination. What lies outside is of interest only if it concerns the person directly. However, it is necessary to expand this minimal empathy by making changes to deeper-seated structures.

 

How does that work?

For example, identifying unconscious motives and then rearranging them a bit, like moving furniture so you don't keep tripping over it when you walk into the house. Designer furniture, of course (laughs).

 

How can you tell if you're dealing with a narcissistic person?

A narcissistic person is relatively easy to spot if they come across as extroverted, «agent-like,» or «grandios.» It is less easy to recognize those who are covert, neurotic-anxious, «vulnerable,» or even «communal.» These individuals stabilize their self-esteem through indirect strategies, such as seeking validation through an addiction to the approval of others—whether through their own important work, self-sacrifice for a team, or an incredibly important project. Workaholics, those who rack up overtime, or even embittered employees or supervisors may suffer from not receiving enough “pats on the back” for their egos. Successes, praise, and recognition seep away, do not stick, and must be constantly renewed and supplied from the outside as narcissistic fuel. This “food” can be very complex—especially in this context. Insults are inevitable for neurotic narcissists. At the core lies the fantasized, feared, or misinterpreted threat to self-worth. A concise formula for narcissists, adapted from scientific research, would be these top five traits: opportunistic (changing their stance depending on which way the wind blows!), sensitive to criticism (harsh in giving, soft in receiving), selfish (unbearable self-centeredness), paranoid (ambiguity is perceived as hostile), and unempathetic. If you’re unprepared, you’ll inevitably fall into the countless traps lying in wait when you come into contact with such a person.

Loved ones of people with narcissistic tendencies run the risk of losing themselves over time.

 

How do narcissists differfrom other executives?

Ramzi Fatfouta: A narcissistic boss differs from other leaders primarily in his or her motivational structure. Typically, they have a very strong need for recognition—usually without even realizing it. They don’t just want to be successful professionally; they want to be seen as exceptional, admirable, and superior, even if their performance is only average. This is evident, for example, in their emphasis on status symbols, their tendency to micromanage others, or their constant desire to be the center of attention. A second key characteristic is a negative, often compensated self-schema.

Could you explain that in more detail?

Behind a facade of self-confidence often lies a deep-seated doubt about one’s own likability or competence. This inner ambivalence makes them vulnerable to threats to their self-worth—for example, they perceive constructive criticism not as feedback, but as a personal attack. While narcissistic bosses place their ego at the center of their leadership, non-narcissistic leaders tend to focus on goals, processes, and the task at hand. In short: A narcissistic boss wants to shape things—and at the same time be «fed.» It’s not just about results for them, but about confirming their own grandeur.

 

What strategies do you recommend to employees?

If you want to deal effectively with narcissistic bosses, there are three things to keep in mind: First, understand what really matters to your boss—which is usually not just the task at hand, but a longing for relevance and acceptance. Second, set internal boundaries—don’t take everything personally and don’t let yourself become emotionally dependent. And third, communicate wisely: stay polite, but be clear. A strategic compliment here and there can help keep the relationship stable without compromising your principles. Here’s an example: If your boss has a crude idea, you don’t have to contradict them right away—you can start by saying, «That’s an interesting thought,» even if you only partially agree. It’s not just about facts, but often about relational messages: «I take you seriously; I acknowledge you.» And if an uneasy feeling arises: pause, take a deep breath, and consider what’s really being asked of you—and whether you want to go along with it.

 

To what extent can narcissistic personality disorders influence corporate culture, and what measures can companies take to address this issue?

When a narcissistic leader takes center stage, everything quickly revolves around their influence, control, and power. This creates uncertainty and competitive pressure, and stifles teamwork and innovation. That’s why it’s important to take a close look during the recruiting and selection process. Narcissistic individuals often come across as charming, competent, and self-assured—which is precisely what makes them so convincing in job interviews. But it’s worth taking a closer look: How does the person handle criticism? How do they speak about former colleagues? Do they acknowledge their own mistakes? In terms of aptitude assessment, structured interviews, comparisons of self-perception and how others perceive them, and—ideally—behavioral simulations, such as a performance review, can help here. Within the company itself, clear values and guidelines, feedback systems, and governance structures can help identify and contain narcissistic patterns early on. Leadership development, on the other hand, should also foster interpersonal skills, emotional maturity, and the ability to accept criticism—not just entrepreneurship, presentation techniques, and assertiveness. After all, a good company recognizes that stable personalities build stable cultures.

 

Are there specific therapeutic approaches that are particularly effective in treating narcissistic personality disorder?

Pablo Hagemeyer: A wealth of material. In therapy, the therapist must simply be aware of the paradoxical, split, or dissociated structure—in other words, there are always two aspects being treated. On the one hand, there is the «game» level: what is overt behavior and what we might call «will.» At the same time, one must consider the level of preconscious motives, where what we call “needs” lies in wait. For this, there is Rainer Sachse’s highly successful therapy, clarification-oriented psychotherapy. I also prefer a mix of methods, including transference work based on Otto Kernberg’s approach—which can be quite an adventure, as I immerse myself in the client’s projections and transference and, after establishing a stable, resilient relationship with the client, begin to soften them. Schema therapy corrects specific dysfunctional behaviors by naming them, which is a very effective way of working at the surface level. I very much enjoy working in an emotion-centered and trauma-centered manner to facilitate corrections not through cognition, but through lived experience.

 

Do you think it's possible for people with narcissistic traits to change their behavior, and if so, what steps would be necessary to do so?

Milton Erickson’s hypnotherapeutic methods are incredibly effective here—for example, incorporating even problematic issues in a helpful way, and never questioning the client’s personal perspective, but instead linking it so skillfully to better strategies that the client is left with hardly any choice. For example, helping the sales representative realize that he can treat his coworkers just as well as he treats his high-profile clients. If he wants to, it would be so great for everyone if he just did that. After all, he can do it! Everyone must come to understand—that is, become aware of—why, for what purpose, and how a person with a narcissistic personality acts. The person must also understand that they themselves are partly responsible—or even primarily responsible—for the problems, rather than externalizing them, that is, shifting the blame onto others. However, this must not be met with judgment; doing so would immediately trigger massive defensiveness and provoke anger. So, with a smile. With the idea that there is neither right nor wrong, but rather both—and neither. That would probably drive a tough boss crazy, since they were never socialized that way. But that is the work we have ahead of us. Both are valid: a strategically clever—and also tough—business decision, and a possible, broader strategy for dealing effectively with the associated difficulties. Often, these narrow corridors of “right and wrong” block off the vast space of possible alternatives.

Is there a self-assessment test or specific signs that can help you determine whether you have narcissistic traits?

Ramzi Fatfouta: Yes, there are certainly signs that can help you determine whether you have narcissistic traits—though you should be cautious: Narcissism is rarely «all or nothing,» but rather a broad spectrum with various shades. Fifty shades of narcissism, so to speak. A certain degree of self-confidence or the need for recognition is «normal»—it only becomes pathological when certain patterns occur persistently and begin to strain relationships. There are also scientifically based self-tests, such as the «Narcissism at Work Inventory» I developed, which can provide an initial assessment of work-related narcissism. But it’s important to note: Such tests are no substitute for a thorough diagnosis. At best, they can provide a general indication of where one stands. Anyone who wants to seriously examine their own personality should ideally do so with a professional—through coaching for subclinical cases or through psychotherapy for clinically relevant phenomena.

 

How can family members and friends of people with narcissistic tendencies offer support without harming themselves?

People close to those with narcissistic tendencies run the risk of losing themselves over time in order to maintain the relationship—regardless of whether it’s a professional or personal relationship. The key is: Be understanding, yes—but don’t give up on yourself. Narcissistic behavior often stems from a need for recognition, control, or admiration, which manifests itself in accusations such as «It’s your fault the project isn’t working!» or «playing hot and cold.» For example, «You’re so important to me»—and shortly afterward: «You’re impossible to talk to anyway!» Emotional distancing is helpful. Don’t take the behavior personally; set clear boundaries; allow yourself to say «no.» Communication should be empathetic and respectful, but clear: For example, «I can see that validation is very important to you—but I’m not always available.» It’s also important not to get drawn into endless discussions. Anyone stuck in such relationships long-term should seek support for themselves—because only those who take care of themselves can truly help others.

 

What role does childhood play in the development of narcissistic personality disorder?

From a psychodynamic perspective, narcissistic tendencies and personality disorders develop primarily as a result of early childhood relationship experiences in which core emotional needs—particularly the need for recognition and emotional security—were chronically frustrated. Many affected individuals learned early on: «I am only valuable if I am special.» They therefore do not take affection for granted, but rather perceive it as «conditional»—for example, contingent on achievement, conformity, or superiority. At the same time, there is often a lack of genuine emotional resonance. Little sincere interest in the person is shown, and little warmth is conveyed. This gives rise to so-called dysfunctional schemas—deeply ingrained assumptions about oneself and others, such as: «I am not lovable just as I am.» And from this follows: «I have to put on a show to be recognized!» Narcissistic patterns are ultimately a defense against these old, deeply hurtful experiences and are therefore not «evil» per se, but rather deeply ingrained survival strategies.

Praise and recognition do not stick; they must be constantly supplied from outside as "narcissistic fuel.".

 

Narcissistic personalities can also be found in political leadership positions. What dangers arise when a narcissist leads a country?

Pablo Hagemeyer Narcissistic politicians typically possess high social intelligence, charisma, and rhetorical talent—as well as a keen sense of how to present themselves and generate support. They are skilled at creating a persona—such as that of a «savior,» «strong leader,» or «voice of the people»—and use rhetoric to appeal to the emotional needs and longings of many people: security, a sense of belonging, and pride. This makes them enormously influential. At the same time, they often lack genuine empathy, the ability to accept criticism, and a long-term sense of responsibility. It is not about the common good, but about self-promotion and maintaining power. Those who disagree are not refuted objectively, but rather disparaged, ridiculed, or marginalized. In this way, fundamental democratic values such as diversity of opinion, the separation of powers, and freedom of the press can be gradually eroded—often without being noticeable at first glance.

 

What safeguards should a democracy put in place to protect itself against such threats?

Pablo Hagemeyer & Ramzi Fatfouta Democracies need strong foundations: a free, independent press, critical education, institutions that promote democracy—and informed citizens who have learned to distinguish between spectacle and substance. Civic education should not only impart knowledge but also promote media literacy, the ability to recognize manipulation, and emotional self-regulation. After all, narcissists destabilize systems not only through violence but also through skill, charm, and the exploitation of collective needs.

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5 Tips for Dealing with Narcissists

1. Recognizing what is really happening:

Understand that many behaviors—feelings of guilt, accusations, gaslighting—are not random, but part of a system: control through closeness, insecurity, or idealization. This provides emotional relief—you are not the problem, but your behavior can perpetuate it.

2. Take complaints seriously:

If you often feel small, guilty, or «crazy»—pay attention. This is usually a sign that your boundaries are being systematically violated and that you’re receiving mixed messages in your relationships.

3. Creating Inner Distance:

Even if closeness is established or implied: Keep your distance—mentally, and if necessary, physically as well. Observe—rather than reacting. This will give you more room to maneuver.

4. Communicate clearly:

Stay calm, clear, and respectful. No justifications, no explanations—a simple «No» or «I see it differently» is often enough. Less is more.

5. Actively Practicing Self-Care:

Strengthen your own values, relationships, and resources, and join forces with like-minded people. When you take good care of yourself, you automatically become more independent—and less susceptible to manipulation.

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Pablo Hagemeyer, M.D.…
… is a board-certified psychiatrist and psychotherapist with his own practice in Weilheim, Upper Bavaria. He specializes in the treatment of narcissism and anxiety disorders and is recognized as an expert in this field, working with clients throughout the DACH region. In his book *«Allow Me to Introduce Myself: I’m an Asshole,»* he shares his personal and professional insights into the world of narcissism. He describes himself as a self-confessed «nice» narcissist and uses his experiences to help others recognize narcissists and deal with them.

Dr. habil. Ramzi Fatfouta…
He studied psychology and neuroscience and earned his habilitation in psychology at the University of Potsdam. For several years, he conducted intensive research on narcissism before applying his knowledge in various roles at the intersection of academia, consulting, and corporate practice. Today, he works as an expert in the recruitment, assessment, and professional development of top executives at a major German corporation. In his book *Between Egoism and Excellence*, he demonstrates how narcissistic personality traits are transforming the world of work.

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On June 14 and October 18, 2025, Dr. Pablo Hagemeyer invites you to the Workshop: «Understanding and Dealing with Narcissism». Anyone interested can Register here for the online seminar.