This interview was originally published on CXO Outlook Magazine.
What are some key lessons you’ve learned from working across different industries that have shaped your leadership approach?
Let me start with the most critical point: Industry logic is helpful but shouldn’t limit thinking. Anyone who wants to shape the future actively must be willing to think outside the box and act. In my work with companies in the IT, energy, finance, manufacturing, and healthcare sectors, I have learned how important it is to recognize patterns that extend beyond individual industries. It sharpens our eye for opportunities that others overlook. At the same time, it shows that sustainable progress rarely comes from short-term initiatives but rather from long-term, strategically anchored collaboration. These insights shape my leadership approach: I promote collaborative thinking, quick decisions, and the ability to accept change and actively shape it.
What are the biggest challenges leaders face when introducing cross-industry innovations, and how can they overcome them?
The greatest challenge lies in the silos—mental, structural, and cultural. Many companies are so focused on their industry that they struggle to integrate external stimuli systematically. Furthermore, cross-industry innovation means dealing with uncertainty and contradictions. Leaders must learn to deal with ambiguity productively; not everything can be precisely planned from the outset. Two things are needed to succeed: First, a clear strategic vision that looks beyond one’s business model. Second, a resilient network of partners who contribute complementary knowledge and perspectives. At the Digital Growth Collective, we practice this form of leadership precisely at eye level, with a clear vision and a global perspective.
How do emerging technologies like AI, blockchain, and IoT contribute to cross-industry disruption, and how should leaders prepare for this shift?
These technologies aren’t add-ons; they’re transforming the structure. AI is changing how companies make decisions, develop products, and interact with customers. Blockchain enables new trust models and business processes across corporate boundaries. The IoT connects not just devices but entire value chains. The interplay of these technologies is transforming entire industries—and, above all, the interfaces between them. Today’s leaders must develop a fundamental understanding of technology and recognize its strategic potential. The key isn’t to master every technology but to know which questions are essential for making informed decisions. Preparation means enabling experimentation, nurturing talent, and establishing a technology-driven culture of innovation.
How can businesses foster collaboration across industries to drive innovation and create new market opportunities?
Innovation doesn’t emerge in a vacuum but through dialogue, especially where different disciplines and industries collide. Companies must create spaces for this: physical, digital, and cultural. It begins with strategic partnerships and extends to collaborative innovation formats and joint ventures. A shared vision that transcends short-term interests is crucial. We are experiencing how powerful this collaboration can be in the Digital Growth Collective. For example, when an energy company collaborates with a technology company and a financial services provider to develop new business models for growth and value creation. Such initiatives require leaders who break down silos, build trust, and are willing to share responsibility.
What major trends do you see shaping the future of cross-industry innovation, and which industries stand to benefit the most?
Three developments dominate: First, the increasing convergence of industries such as healthcare and technology or energy and financial services. Second, the shift from linear to circular business models—driven by sustainability and regulation. Third, the democratization of technology through platforms, APIs, and low-code/no-code solutions. Industries that are willing to go beyond their traditional self-image will benefit particularly. I see healthcare, the energy sector, and manufacturing at the forefront here—provided they consistently open themselves to partnerships and utilize technological levers holistically. The future belongs not to those with the best single technology but to those who orchestrate the strongest ecosystem.
What qualities do today’s business leaders need to succeed in an era of constant technological and industry transformation?
Three qualities are crucial: First, strategic curiosity, i.e., the willingness to actively seek out and evaluate new developments. Second, there is the ability to implement them because ideas are worthless if they are not implemented. Third, the ability to inspire others with a shared vision. Technology is just a tool—what leaders do with it matters. Those who create clarity in complexity, offer guidance in times of speed, and build trust in times of uncertainty will remain relevant and shape the future. Successful leadership today doesn’t mean knowing everything but enabling the right things.
What advice would you give to professionals looking to lead innovation and drive business success across multiple industries?
Focus is crucial. Innovation doesn’t mean constantly doing something new but achieving a targeted impact. My advice to professionals: Sharpen your strategic understanding. Understand how your expertise is transferable to other industries—and what added value it can create there. At the same time, you should network. The best ideas often don’t arise within your team but through exchange with other disciplines. And thirdly, think in terms of solutions, not technologies. Cross-industry success occurs when problems are rethought and boldly solved—not when tools are used for their own sake.
What keeps you motivated and inspired as a leader, and what is one lesson you’ve learned that you always carry with you?
I am driven by the idea of using technology to drive value growth—not just to become more efficient; that is a basic requirement in business. And I am inspired by people who take responsibility to shape change constructively. Whether founders, CEOs, or investors, their determination shows what is possible when we see the future not as a threat but as a space for progress. One lesson has always stuck with me: impact is not created by what we know but by what we do. Clarity of thought and consistency in action—for me, that is the core of effective leadership. In a complex world, we don’t need jack-of-all-trades; we need trailblazers.
Cover image: Carolina, Spain/UK
Disclaimer: The information provided in this article is solely the author’s opinion and not investment advice—it is provided for educational purposes only. By using this, you agree that the information does not constitute any investment or financial instructions. Do conduct your own research and reach out to financial advisors before making any investment decisions.
