Hermes Dinner & Science Update at Bayer

CCOs and scientists on the sidelines. Around 50 guests from academia and practice. Fresh impetus for current topics in corporate communications. Time for encounters. That and much more was the Hermes Dinner & Science Update at Bayer. Many thanks to the hosts and to all the guests who came to Leverkusen on 21 and 22 November. A look back.

Our topics

Communication as the key: How Bayer is redefining leadership

At the Hermes Dinner, Bill Anderson, CEO of Bayer, spoke about the central role of communication in times of change. For him, it is crucial to put communication at the top of the management agenda: “Especially in times like these, it is absolutely critical.” Anderson advocated actively engaging employees in dialogue and overcoming rigid hierarchies.

One example of this is a new format in which critical employees can discuss challenges directly with the CEO in small groups. The goal is to reduce tensions and find solutions together. Instead of focusing on changing the culture through messages, it is necessary to change the structures and decision-making processes in the organization need to be changed. It is the task of management to encourage employees to take responsibility for themselves.

The central message is that managers can only succeed in a complex world through clear, open communication and a willingness to share responsibility.

Bayer 04: Communication as a bridge to fans and employees

In his keynote speech, Fernando Carro, Managing Director of German champions Bayer 04 Leverkusen, focused on the importance of communication in professional soccer. Especially in crisis situations, such as when a team misses a goal, dialogue with fans and the press is essential. As an example of how important it is to involve fans in decisions and to take their concerns seriously, he cited the regular meetings with the fans’ council “Kurvenrat”.

Clear communication of goals – such as reaching the Champions League – creates expectations that need to be managed well. His conclusion: The balance between ambitious goals and realistic communication is crucial and shows once again the importance of holistic organizational communication.

Findings from the European Communication Monitor 2024/25

Dealing with geopolitical crises, using of artificial intelligence in communication departments, and managerial learning are currently the three biggest challenges facing communication managers today, according to the results of the new European Communication Monitor. The study is the world’s most comprehensive research strategic communication. Prof. Dr. Ansgar Zerfass and five other leading professors from European research universities conducted in-depth interviews with 30 Chief Communication Officers from the top 300 companies in Europe in detail over the past few months. The key findings:

1. Geopolitical tensions: Perhaps the biggest challenge is not in external positioning, but in internal communication. Polarization in the employee environment lasts longer than in public communications.
2. Artificial intelligence: The introduction and use of AI in corporate communications is a double-edged sword. Short-term efficiency gains must be weighed against long-term risks.
3. Managerial learning: Only 1/3 of CCOs have enough time for their own further training. There is also a lack of appropriate programs. Existing executive education programs focus on leadership and management topics, but lack communication skills.

Impact and benefits of internal communication

How do managers and employees perceive internal communication in their organizations? And what impact does internal communication have on target values such as identification, satisfaction or empowerment?

Prof. Dr. Helena Stehle and Prof. Dr. Ulrike Röttger (University of Münster) presented the results of their current study on internal communication and discussed with the guests the effect of internal megaphoneing as communication by employees to superiors, colleagues and the outside world. The key findings of a representative survey for Germany provide food for thought for strategic internal communication:

1. The respondents are satisfied with internal communication and its sub-areas, especially the managers.
2. Internal megaphoneing takes place in both positive and negative forms and involves both managers and employees.
3. Positive internal megaphoneing can be promoted through strategic internal communication; negative internal megaphoneing – just like negative external megaphoning – can hardly be reduced.

Artificial intelligence changes everything – or does it?

Artificial intelligence is now a hot topic in every communications department. After 2023 was marked by the hype of new technologies such as ChatGPT, a reality check is now underway. What can AI really do? How can success be measured? What impact will it have on the profile and self-image of the communications department? Prof. Dr. Swaran Sandhu introduced the new workshop series “Future Workshop AI in Corporate Communications” and discussed different perspectives on the topic. These ranged from the legal framework and data protection to the roll-out in the company, new skills and governance to credibility and transparency.

Corporate communications can no longer ignore AI tools. After the hype surrounding new technologies such as ChatGPT in 2023, a reality check is now underway. Prof. Dr. Swaran Sandhu (Hochschule der Medien) discussed with the guests what AI can really do? Which processes can be automated and what this means for communication departments.

Profiling through personalization: How companies can benefit from image transfer

How do board members, employees and external advocates influence a company’s image? Personalization, CEO communication and the positioning of corporate influencers bring individual actors into the public eye – with the strategic goal of allowing their expertise, credibility or sympathy to radiate onto the corporate brand. The project presented by Dr. Jens Hagelstein and Prof. Dr. Sabine Einwiller (University of Vienna) takes the recipient perspective of the stakeholders and examines the effect of personalized corporate communication in three media psychological
experiments.

The participants concluded that there is no “one-size-fits-all” approach, especially in crisis situations. Nevertheless, key findings from the research can effectively guide the strategies of communications departments. For example, it has been shown that negative attributes of a corporate figure remain in the minds of recipients even after the organization has clearly distanced itself from that person, and thus represent undesirable side effects of this image transfer. The discussion focused on how best to deal with this challenge and whether silence might be the wisest response in some cases?

Neurotechnologies: What lies ahead for corporate communications?

Devices equipped with neurotechnology, such as headphones and headbands, are currently experiencing a breakthrough. Apple, for example, plans to include EEG sensors in the next generation of AirPods that can measure brain waves. Microsoft is experimenting with mind-controlled computer mice. And VW is using immersive experiences to help buyers find the perfect car for buyers. The applications are becoming more diverse and affordable, thanks to the combination of powerful hardware and software.

Dr. Michelle Wloka and Prof. Dr. Ansgar Zerfass presented the results of their current research project and showed the potential applications for communication departments. These include scenarios in the areas of strategy (e.g., how strong is the emotional connection to a brand?), target group analysis (e.g., how do specific audiences respond to specific messages?), and events (e.g., what is the mood and engagement like during a live event?).

Dynamic Shared Ownership to unlock the full potential as One Bayer

Imagine a workplace where 95% of decisions are made by the team, where managers become coaches, and where innovation cycles last only 90 days. This is the vision that Alexander Buschermöhle, Bayer’s Chief of Staff, is pursuing with the company’s new “Dynamic Shared Ownership” organizational model, which has been in place since 2023. At its core, DSO is about making decisions where the actual work is done and where there is proximity to the customer. This applies to the type of management (fewer hierarchical levels), the organizational structure (focus on product and customer teams), business planning (90-day sprints) and each individual employee (incentives, talent management, skills). Bayer is focusing on many small, ongoing adjustments rather than a major restructuring. It was crucial to get the works council and employees on board with the restructuring from the beginning.

More than just glyphosate: Bayer’s vision of regenerative agriculture

The agricultural sector is often characterized by controversial debates, where the idyllic image of rural life is at odds with reality. The use of chemicals such as glyphosate and lawsuits in the United States often cast Bayer in a negative light. The company faces the challenge of positioning itself as an innovative solution provider for regenerative agriculture. In her presentation, Christina Bussfeld explained how Bayer Crop Science Communications is communicating this new direction.

Her team showed how Bayer is supporting farmers around the world who are struggling to make ends meet under the twin pressures of climate change and a growing global population. A key part of the strategy is to promote dialogue between different stakeholders. This includes initiatives such as presenting projects in major cities such as New York to raise awareness among urban target groups. At the same time, journalists are invited to experience reality on the farm and gain an insight into the challenges of modern agriculture.

In this way, Bayer not only communicates the urgency and added value of sustainable innovations for farmers, consumers and global society, but also the communication surrounding them. It shows that sustainability must be understood not only as an issue on the green agenda, but also as a business case that benefits all stakeholders.

Evening event in the BayArena & guided tour of the pharmaceutical production facility

In the evening, our guests were able to take an exclusive tour of the BayArena and learn more about the stadium and pre-match procedures. Dr. Michael Preuss (Bayer AG) and Prof. Dr. Sabine Einwiller (University of Vienna AG) welcomed us to the new fan world of the BayArena – with a direct view of the pitch of the German soccer champions. After keynote speeches by Bill Anderson (Bayer AG) and Fernando Carro (Chairman Bayer04 Leverkusen), dinner was served.

An exclusive tour of Solida-1 provided an insight into one of the world’s most modern pharmaceutical plants. It has been in operation since this summer and produces solid pharmaceuticals for cardiovascular diseases, among other things. Thanks to the modular design of the factory and the support of AI, production processes are efficiently optimized and idle times are minimized.

Impressions