How does a global tech leader stay successful and future-ready amid geopolitical tensions and rapid technological change—while keeping employees engaged and motivated? In this interview, Susan-Stefanie Breitkopf, Chief Transformation Officer and Executive Board Member of the ZEISS Group, shares how one of the world’s most innovative technology companies is navigating disruption—and helping shape the AI revolution with cutting-edge products. She explains the pivotal role of AI, automation, and biomedical technologies in ZEISS’ strategy, why process standardization is only a means to an end, and how transformation succeeds when culture and technology go hand in hand. A conversation about speed, resilience, and responsibility in an age of constant change.
How would you assess ZEISS’ business performance so far in 2025?
BREITKOPF Despite a strong first half of the fiscal year, ZEISS is not immune to the impact of today’s global challenges. Geopolitical tensions and economic uncertainty are affecting our business segments in different ways. That’s why it’s more important than ever to strengthen our resilience while continuing to invest in the future.
Take trade policy, for example. We closely monitor developments in global trade and customs regulations. Our experts are focused on finding pragmatic, forward-looking solutions to geopolitical risk—solutions that go beyond short-term political shifts. This includes making strategic decisions about our global footprint, managing value streams, and protecting our intellectual property worldwide.
What strategic initiatives are currently driving ZEISS’ transformation?
BREITKOPF We established the Chief Transformation Officer (CTO) function over three years ago to accelerate growth across the ZEISS Group. Our approach combines a strong focus on profitability with long-term strategic ambitions. That means optimizing both our top and bottom lines.
Key priorities include streamlining our process landscape, strengthening system reliability and security, and investing in the continuous development of our people. For example, clearly defined roles and responsibilities across global processes help us make faster, more consistent decisions—boosting both efficiency and resilience.
Standardizing processes also helps us speak a common language across the organization. One example is our People Development Dialogue, launched last year. It’s a globally standardized framework that supports employee growth and development. Ultimately, our people are our most valuable asset—and bringing them along on this journey is essential to our success.
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