Tag: GERWIN Silotechnik

METZEN AI expert Deborah Schwarze attended the 2bAHEAD Future Day in Leipzig to analyse key developments surrounding artificial intelligence, industry models and autonomous agent systems. The event highlighted how profoundly industrial value creation is set to change over the coming years.

Among the key topics discussed were Industry Models, brain computer interfaces and the growing use of specialised AI agents. A dense and highly inspiring day of insights.

What futures research can do – and what it cannot

Before evaluating the content of futures research, it is worth understanding the methodology behind it. In the context of 2bAHEAD, futures research is not about speculation, but about systematic probability assessment. Based on discussions with engineers, software developers and visionaries, development scenarios are formulated and evaluated according to their likelihood.

Much of what is presented on stages like this is technologically plausible. However, the speed and scale at which technologies are adopted in reality follow a different rhythm from developments in research laboratories or investor expectations. Failing to recognise that difference means confusing a roadmap with reality.

The reality gap is structural, not cyclical

Sven Gabor Janszky described a “reality gap”: rising insolvencies in traditional industries alongside massive growth in technology driven companies. At first glance, this may sound like a familiar narrative, but the analysis behind it is more precise than it appears.

The argument is not that the downturn is cyclical and will correct itself over time. The argument is that the gap is structural and continuing to accelerate. The difference is not created by isolated AI tools, but by the agentisation of entire processes. Decision making and execution logic are increasingly being transferred to autonomous AI systems.

Those who still treat this as a pilot project will only recognise the competitive shift once it has already happened.

Industry Models: the underestimated geopolitical factor

One development remained particularly significant beyond the event itself: Industry Models.

These are large, pre trained sector specific models for manufacturing, finance, medical services or e-government, built on deep industry data sets that go far beyond the capabilities of general models. Janszky referred to international developments already underway. Chinese organisations are actively developing and licensing such models for city and infrastructure management, while American platform providers are pursuing comparable approaches under different terminology.

The economic dimension is obvious. Companies that connect to an Industry Model at an early stage can achieve considerable productivity and efficiency gains.

Far less discussed is the geopolitical dimension. Whoever controls the model also controls its governance. That includes decisions about data access, decision logic and participation rights. This is precisely why the topic is not an abstract technology debate, but a strategic business decision.

The Klarna example as the most honest argument of the day

The most tangible statement of the day did not come from a future scenario, but from a real world example. Klarna rapidly automated large parts of its customer service with AI and discovered that efficiency gains and quality losses arrived hand in hand. Customer trust suffered noticeably.

The conclusion was clear: “AI right” beats “AI first”.

The same applies to the agent based approach. Janszky outlined scenarios involving ten to fifteen specialised agents working collaboratively. Technologically, the concept is convincing. In practice, however, it only works with clear governance, defined quality assurance loops and human oversight at the right points.

Speed without control is not an advantage. It is an operational risk.

Backcasting: convincing method, missing foundation

Backcasting was presented as a strategic methodology. The principle is to define a concrete vision for 2035 first and then work backwards to determine the actions required within the next twelve months.

Methodologically, the approach is convincing because it develops strategic logic from a target vision rather than from existing habits.

The practical challenge lies in the foundation. Many companies currently creating future scenarios still lack functioning AI governance, a clear data strategy and defined responsibilities for AI related decisions.

Even the best method requires robust structures. Without them, the future vision remains little more than a well designed presentation.

Robotics: the technology is coming, but more slowly

Robotics forecasts were also part of the Future Day discussions. The prediction of two humanoid robots per household within five to ten years appears technologically plausible when considering developments in motor skills, sensor systems and language models.

The actual adoption curve is likely to be slower. Not because the technology will fail to emerge, but because infrastructure, regulation, social acceptance and cost development all follow their own timelines.

The technological direction is clear. The timeframe remains far more complex.

What remains

The gap between companies structurally integrating AI and those still operating in isolated pilot projects is becoming a measurable competitive factor.

The answer is not the perfect strategy.

The answer is the first concrete step.

What this means for METZEN

Manufacturing is one of the core sectors for which Industry Models are being specifically developed. As a company with deep expertise in mechanical and plant engineering, METZEN operates directly within this environment.

That is why we actively engage with these developments. With a clear digital strategy and the ambition not to view Industry Models as an external trend, but as a strategic lever for our industries and customers.

The reality gap described at the event directly affects traditional industrial companies. Through the work of our AI expert, METZEN has already begun establishing the first structural foundations. Not as an isolated pilot project, but as a long term development with direct practical relevance.

That is exactly what makes the difference.

Dear customers,
dear colleagues,

The current debate around artificial intelligence is shaped by two very different perspectives.

On the one hand, there is remarkable progress: rising productivity, new business models, and an unprecedented acceleration of decision-making and innovation processes. Voices such as Sam Altman describe AI as the key technology of our time, a clear lever for growth, efficiency, and business transformation.

On the other hand, there are distinctly more critical voices. The discourse on superintelligence, led among others by Eliezer Yudkowsky and Nate Soares, paints a far more radical picture: systems that are no longer fully understood, that do not develop linearly, and whose behaviour increasingly escapes control. The underlying thesis is as simple as it is unsettling: as capability increases, not only does value grow, but so does unpredictability. Systems are no longer fully engineered but are, in part, “trained”, with outcomes that are no longer entirely transparent even to their creators.

Between these two poles, progress and loss of control, lies the real challenge for industry and the mid-sized sector.

Because in day-to-day operations, the question is not what technology can do.
The decisive question is: does it work, reliably, consistently, and under real conditions?

For the customer, in the end, no concept counts.
No trend.
No vision.

Results count.

Whether a plant runs continuously.
Whether processes remain stable.
Whether interfaces function seamlessly.
Whether delivery deadlines are met.
Whether risks are identified early and managed effectively.

And this is precisely where true complexity begins.

The systems we operate in today are fundamentally different from those of just a few years ago. They are interconnected, data-driven, dynamic, and in part no longer fully transparent. Decisions no longer arise in isolation, but through the interaction of software, mechanics, data, and operational processes.

This means: errors no longer occur linearly.
They occur systemically.

Small deviations can have major consequences.
Unidentified interactions can destabilise processes.
And these effects rarely appear in the concept, but in operation.

When it matters.

These are the moments that determine success or failure.

Moments when plants come to an unexpected standstill.
Moments when processes begin to fail.
Moments when time pressure meets complexity.
Moments when rapid decisions must be made under uncertainty.

In these situations, no isolated technology will help.
Nor will any standard solution.

What the customer needs above all in these moments is one thing: confidence in execution.

The ability to understand interdependencies.
The ability to identify risks at an early stage.
The ability to design systems that remain stable even under changing conditions.

This is where the role of engineering is fundamentally shifting.

It is no longer solely about design.
It is about integration.

No longer about individual solutions.
But about interaction within the overall system.

No longer solely about technical excellence.
But about responsibility for the outcome.

And it is at this point that the decisive difference emerges.

The role of the integrator becomes a key success factor.

An integrator does not think in components, but in interdependencies.
They do not reduce complexity, but make it manageable.
They take responsibility, not only for the solution, but for its performance in operation.

This is precisely where METZEN positions itself.

With senior engineers who do not only develop, but contextualise.
Who do not only build, but understand.
Who do not only deliver, but take responsibility.

For our customers, this means in concrete terms:

fewer interfaces and therefore reduced susceptibility to errors, greater transparency and clarity in complex projects, higher operational reliability even under dynamic conditions, faster and more well-founded decisions in critical situations, and above all reliability in the moments when it truly matters.

Because in the end, success is not decided on paper.

It is decided in operation.
In everyday practice.
Under real conditions.

When it matters.

The future of industry will not be determined solely by the performance of technology.
But by the ability to master it.

For the customer.
For the process.
For the result.

And that is exactly what METZEN stands for.

Yours sincerely,
Lars Netzel

Change has become a constant in the industrial landscape. For METZEN, this is an incentive to consistently advance our own development. Against this backdrop, the extended leadership team came together for their regular exchange to consciously embed change as a central part of our future.

The focus was on moving from reactive crisis management to a culture of enduring agility. For our customers, this means that we do more than respond to immediate challenges – we design structures, processes, and solutions that remain reliable even under uncertain conditions.

A key element is the continued diversification of our industry expertise. METZEN develops bespoke end-to-end lifecycle solutions – from the initial concept through engineering and implementation, to service, modernisation, and optimisation in ongoing operations. This holistic approach provides planning security and reduces interface risks.

Our guiding principle remains unchanged: “When it matters.” Our customers frequently face complex technical challenges and economic uncertainty. This is where we deliver – with results-driven solutions that act quickly and endure in the long term.

The exchange also serves to set the course deliberately for efficiency, innovation, and a consistent focus on our customers.

METZEN aligns itself continuously with the demands of a dynamic market. We anticipate change, develop our capabilities, and remain a reliable partner – combining technical excellence, commercial foresight, and decisive execution.

When it matters. METZEN.

Global crises, natural disasters and humanitarian emergencies always affect the most vulnerable first. When medical care is lacking, time is critical and every decision can save lives, organisations are needed that act independently, professionally and with deep human commitment. This is precisely where the work of Médecins Sans Frontières (Doctors Without Borders) begins.

METZEN is a Partner Company of Médecins Sans Frontières in 2026. Through a donation, we support the organisation’s global medical emergency aid and make a tangible contribution to the care of people in acute crisis situations.

Trust built on clear values

For METZEN, the partnership with Médecins Sans Frontières reflects a clear sense of purpose. As an internationally active company, we bear responsibility towards our customers, partners, employees and society. This responsibility is firmly anchored in our Code of Conduct.

Fairness, transparency and responsible behaviour form the foundation of our actions. This includes clear standards in how we work together, integrity in business processes and transparency across supply chains. These values are not merely internal guidelines; they are the benchmark for every partnership METZEN enters into.

Thoroughly reviewed – consciously committed

Prior to the partnership, METZEN was reviewed in accordance with the donation and compliance guidelines of Médecins Sans Frontières. This careful review underlines the organisation’s high standards for its partners and confirms that METZEN meets these requirements.

Our support is independent of political interests or commercial objectives. It is driven by compassion, respect and a shared commitment to help where help is urgently needed.

Medical emergency aid worldwide

Médecins Sans Frontières provides medical emergency aid in crisis and conflict zones and in the aftermath of natural disasters – quickly, efficiently and without bureaucracy. The organisation operates in more than 70 countries, treating the sick and wounded, caring for malnourished children, providing clean drinking water and establishing basic sanitation infrastructure. Médecins Sans Frontières helps people regardless of their origin, religion or political beliefs.

A partnership based on conviction

As a Partner Company in 2026, we stand behind this humanitarian mission. For METZEN, working with Médecins Sans Frontières is a clear statement that economic success and social responsibility are inseparable.

We are convinced that sustainable action is reflected not only in products, services and processes, but also in how companies demonstrate integrity and take responsibility in challenging times.