If someone knows the tension between corporations, family businesses, startups, and consulting, it is Benjamin Ferreau. From the engine room of a printing group to his own AI startup to leading Corporate Innovation at Zertus GmbH – Ferreau has experienced digitalization in Germany from all angles. In a conversation with Maximilian Hahnenkamp, Co-Founder of Scavenger AI, he discusses the current state of AI in Germany, changing leadership responsibilities, and why the biggest hurdles are rarely technological in nature.

From the Press Room to Data Intelligence

"I have learned to see the status quo as a problem," Ferreau says right at the beginning. A mindset that has shaped him – starting at one of the largest printing groups in Germany, where he led corporate development.
Even then, it was about questioning and rethinking business models. "Today you would probably call that transformation," he laughs. He started working with data early on – for instance, in deciding which products should be placed where in the print catalog. "Those were early algorithmic approaches, long before they were called AI."

Later, he founded his own AI startup that developed algorithmic product recommendations for e-commerce. "To be honest, we were ahead of our time. AI was not a selling point back then – we even had to remove the term from our pitches because no one understood what we were doing."

AI is More than Technology

Today, Ferreau leads the Corporate Innovation department at Zertus, a corporate group with brands like Dextro Energy, Mondamin, or Pulmoll. There, he deals with new business models, brand strategies, and – of course – artificial intelligence.

"I do not see AI as mere technology," he emphasizes. "If we consider AI seriously, it is about new ways of thinking, working methods, and organizational structures. It is not just software – it is a new operating system for companies."

For him, it is clear: the use of AI changes not only tools but the entire business model. "We are not facing a technological revolution, but rather a restructuring of the economy. It is like the leap from the agrarian to the industrial age – only this time from the industrial to the information age."

Why Many AI Projects Fail

According to Ferreau, the reason for failed AI initiatives rarely lies in the technology itself. "Many think: we are buying a tool now, and then we have AI. But that is an illusion."

He describes AI as a triad of organization, processes, and technology. If companies only adjust one part of it, the effect will be missing. "I cannot just take my existing processes, place an AI tool underneath, and believe that everything will get better. I have to rethink the process completely."

Also, a lack of leadership is a central problem: "AI is a leadership task. If I as management do not understand where I want to go, I cannot take anyone with me."

Leadership Means: Explaining the Change

Especially in medium-sized companies, Ferreau often observes fears of "rationalizing oneself away." But he counters: "I have disrupted myself my whole life. Change is not loss, but growth."

His recommendation to leaders: "You need to have a vision and share it transparently. It is not enough to introduce tools. You have to show where the journey is heading, and alleviate people's fears."

He draws a comparison: "When the industrial age came, 80% of people worked in agriculture. Later it was 20%. That was a painful change, but it created new fields. Today, it is the same – just faster."

The "Low-Hanging Fruits" of AI

What are the best starting points for medium-sized businesses?
Ferreau mentions three areas:

1. Business Intelligence and Reporting:
   "Instead of pouring over Excel sheets, we will in the future talk to our data assistant. We will ask in real-time: What were our sales figures yesterday? – and get immediate answers and visualizations."

2. Marketing & Content:
   "Text, images, campaigns – AI can today support creative processes, but only if people know how to communicate with it."

3. Production Optimization:
   "In manufacturing, AI can create enormous efficiency in combination with robotics – but this is not an easy entry point, rather capital-intensive. Therefore, it is better to start where data is already available."

Germany Between Potential and Paralysis

Despite all the opportunities, Ferreau also sees a problem: AI fatigue.
"Every second person now calls themselves an AI expert, and every company claims to have AI. But if in the end nothing changes, we lose credibility. Then it’s said again: 'It doesn’t help anyway.'"

He warns against false expectations: "AI is not plug-and-play. It will take years before we have actually established the organizational, cultural, and technological foundations."

Europe, Independence, and the Courage to Use

In conclusion, Ferreau talks about Europe’s role: "Of course, US players like OpenAI or Google currently dominate. But that does not mean we should hide. We just have to utilize what is there – while simultaneously promoting our own solutions like Aleph Alpha or Mistral."

His stance is pragmatic: "If I can increase my productivity with foreign models, then I will do it. Either I do it myself, or I leverage the synergies of others. The main thing is that we move forward."

"We Need to Understand What AI Is"

So what would be his ideal headline in ten years?
"Germany has understood what AI is."

No more, but also no less. Because, as Ferreau says: "If we truly grasp that AI is more than just technology, that it changes organization, people, and thinking – then we have taken the most important step."