What's Next with Philip Meissner
Oct 6, 2026 · 32 min · 10 segments
AI can deliver answers in seconds. But the decisions that matter most still require something technology can’t provide: human judgment. **Jürgen Hartwig, Board Member for Human Resources at Daimler…
Philip MeissnerHost
And now we're in the middle of a new technology transformation in which the technology is really moving faster than most organizations can absorb it.
When we talk about a large organization, Daimler Truck, we have roughly 100,000 people in more than 40 countries.
First of all, it's difficult to give just one answer because you can imagine we have roughly 50,000, 55,000 people, blue-collar people.
You and me, how difficult it is to change habits or a culture within a company.
We are now an independent company since five years, and we still have a lot of patterns born in the old Daimler world.
Five years ago, I had no idea what AI could be, and JetGPT was something I never heard about.
So the technological transformation is much faster than the changes of the behaviors and the culture within the company.
So it's very important to have the right mental model behind because these new technologies could be seen as an opportunity Or as a threat, especially the public discussion about AI is completely different in different parts of the world.
And I remember when you gave a speech in my town hall, you talked about it, that it's different.
So what we try to do is to create a mindset that this is seen as an opportunity.
We have to balance the speed because I have a super young 28 years average team in Bangalore, all IT tech guys.
And I'm not talking that age is good or bad or worse, but it means that dealing with this absorbing you just ask is a real challenge because you have such a huge variety in the company and the technology is changing much faster than the adaption in the mindsets of our people.

And now we're in the middle of a new technology transformation in which the technology is really moving faster than most organizations can absorb it.
When we talk about a large organization, Daimler Truck, we have roughly 100,000 people in more than 40 countries.
First of all, it's difficult to give just one answer because you can imagine we have roughly 50,000, 55,000 people, blue-collar people.
You and me, how difficult it is to change habits or a culture within a company.
We are now an independent company since five years, and we still have a lot of patterns born in the old Daimler world.
Five years ago, I had no idea what AI could be, and JetGPT was something I never heard about.
So the technological transformation is much faster than the changes of the behaviors and the culture within the company.
So it's very important to have the right mental model behind because these new technologies could be seen as an opportunity Or as a threat, especially the public discussion about AI is completely different in different parts of the world.
And I remember when you gave a speech in my town hall, you talked about it, that it's different.
So what we try to do is to create a mindset that this is seen as an opportunity.
We have to balance the speed because I have a super young 28 years average team in Bangalore, all IT tech guys.
And I'm not talking that age is good or bad or worse, but it means that dealing with this absorbing you just ask is a real challenge because you have such a huge variety in the company and the technology is changing much faster than the adaption in the mindsets of our people.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.