Artificial intelligence (AI) has made its way into the everyday work of many organizations. Hardly any other technological development in recent decades has been adopted so quickly and at the same time been the subject of such controversial debate. While proponents expect enormous productivity gains and new forms of value creation, critics warn of job losses, de-skilling, and increasing stress for employees. As is so often the case, the reality lies somewhere in between.

In this article, I classify current empirical findings on the performance and use of AI, analyze its effects on individuals, organizations, and the labor market, and derive implications for companies and employees.

In the project hessian.AI.literacy, our Research Lab for Digital Innovation & Transformation (ditlab), together with the Research Lab for Law and applied Technologies (ReLLaTe), the Frankfurt University of Applied Sciences, Technische Universität Darmstadt, and hessian.AI, examined what Article 4 of the EU AI Act truly demands in terms of AI literacy – and how companies can operationalize these requirements in practice.

Our interdisciplinary team combined legal analysis with organizational and technological perspectives to clarify what AI literacy means and how firms can build the necessary structures, skills, and governance mechanisms. The result is a concrete, actionable interpretation of AI literacy obligations that can directly support organizations on their compliance and capability-building journey. All core insights, frameworks, and recommendations have been brought together in a comprehensive brochure.

Our paper „One Solution to fix them all: Does Decentralization fix the Problems of Social Media?” has been nominated for the Best Paper Award at ICIS 2025. Huge thanks and congratulations to my fantastic co-authors Diana Fischer-Preßler and Sara Alida Volkmer – this recognition is well deserved. I’m grateful to have been able to contribute and to be part of such a great collaboration.

Since the introduction of blockchain technology, both academic and practical discourse has explored its impact on intermediation. Early research emphasized the notion of disintermediation, removing traditional intermediaries through decentralized trust and automated coordination. Yet, more recent studies highlight that blockchain systems often give rise to new forms of intermediation. These roles may not resemble legacy intermediaries but nonetheless fulfil essential functions such as compliance, governance, and technical integration. 

Based on a multiple case study, we investigated how and why such re-intermediation occurs in blockchain ecosystems. Our analysis identifies three recurring drivers, system integrity and resilience, boundary and interface management, and governance efficiency, that structurally necessitate new coordination layers. This study thereby contributes to electronic markets and blockchain literature by offering a refined conceptualization of intermediation dynamics in distributed systems.

I am happy that our paper "Beyond disintermediation: A multiple case study of emerging intermediary roles in blockchain applications" has been accepted for publication in Electronic Markets and is now available online (open access).

Google is investing billions in German data Centers – a strong signal for Germany as a business location. But what at first glance looks like a clear locational advantage could, on closer inspection, prove to be a double-edged sword for Europe's digital sovereignty.

On the one hand, such investments secure access to modern digital infrastructure, create jobs, and give the economy an important boost. They stand for progress and dynamism. So, first of all, it's great that Google is investing in Hesse!

On the other hand, with every new data center built by a US corporation, we are also relinquishing another piece of our digital independence. If Europe wants to be a creator rather than just a user in the digital world, we must specifically promote our own investments and strong European alternatives.

I had the opportunity to briefly comment on this topic in my interviews for hessenschau and SAT.1 news.

Artificial intelligence (AI) is reshaping the way organizations operate, make decisions, and create value. As AI systems become increasingly embedded in business processes, the challenge lies not only in understanding the technology but in managing it effectively. This book provides a comprehensive and structured overview of the principles, strategies, and practices required to integrate AI into modern organizations.

It spans the full AI lifecycle, from foundational concepts and learning methods to the identification of use cases, the implementation of AI strategies and governance mechanisms, as well as the design and development of AI applications. It examines how to design meaningful human-AI interactions, navigate workforce transformation, and operate AI systems at scale. Ethical, legal, and social dimensions are addressed to ensure that AI adoption aligns with values such as transparency, fairness, and accountability.

The book is written for decision-makers, professionals, and students who are not only curious about AI – but who want to actively shape its role in organizations. Whether you’re leading AI initiatives or preparing for the future of work, it provides essential guidance for leveraging AI in a strategic and impactful way. After all, AI hasn’t (yet) figured out how to manage itself.

While artificial intelligence (AI) technologies offer much potential for a wide range of AI uses in organizations, identifying use cases involves making many decisions amidst influencing complications. While nascent methods for identifying such AI use cases seem promising, we know very little about their proven efficacy to actually guide decisions during the use case identification process.

To investigate this efficacy, we conducted action design research at EnBW, one of Europe’s largest energy suppliers. We draw on interviews and an intervention at EnBW’s practices to develop a method, derive six design principles, and describe factors that increase our method’s efficacy. We therefore contribute a novel theoretical perspective on decision-making in contexts of organized anarchy, explaining how organizations can navigate the complexities of decisions in AI use case identification.

I am happy that our paper “Identifying Artificial Intelligence Use Cases: Toward a Method that Facilitates Garbage Can Innovation Processes” has been accepted for publication in Information & Management and is now available online (open access).

I was interviewed by ZDF for the heute news program about the influence of artificial intelligence on the job market.

My key points in the interview were:

• The current generation of artificial intelligence, especially generative AI, is leading to large-scale automation in the field of knowledge work for the first time.
• Currently, repetitive routine tasks and tasks whose results are digital or digitizable are particularly amenable to automation.
• Tasks that involve direct interaction with people, manual labor, and tasks directly related to AI are less affected.
• AI is already enabling significant efficiency gains today, and this will continue to increase with further technological development.
• This leads to productivity gains that do not necessarily result in job cuts, but are used to do so, especially in economically weaker times.
• Currently, it can be observed that, against the backdrop of AI, fewer entry-level positions and assistant roles are being filled than in previous years.
• Efficiency gains through AI can also help us counteract the current shortage of skilled workers against the backdrop of demographic change.

A (very short) excerpt from the (German) interview can be found here (from 3:28).

As part of the project “KrypToFi – Tokenization & Practical Knowledge for SMEs and Startups,” I was interviewed and asked questions. The conversation focused on the potential of tokenization and blockchain technologies for companies – far beyond the financial sector.

We talked about which specific areas of application are opening up in fields such as supply chain management and digital identity, what organizations should pay attention to in practical implementation, and what cultural changes the introduction of such technologies entails – especially in terms of leadership, trust, and governance.