Döllner opens the Exchange and sets out the central questions for the day: what disciplined software production looks like at scale, and how close the industry has come to answering them.

Bohnet and Hofmann argue that software productivity is measurable and improvable — drawing on engineering analytics data and examples from large-scale automotive and industrial transformation programs.

Sikora draws on decades of software engineering practice to ask how close the industry has come to treating software development with the same rigor as manufacturing — and what Raiffeisen Software learned trying to close that gap.

With geopolitical shocks, supply chain disruptions and regulatory shifts landing simultaneously, Rossbach outlines which IT strategies have held up under pressure — and what Roland Berger’s data shows about those that haven’t.

Speck recounts how Trumpf moved its IT organization from a cost center to a competitive driver — and why making that shift stick required changing not just structures, but expectations across the board.

Krüger explains how DRÄXLMAIER is transitioning from a traditional IT operating model to one built around performance and measurable output — covering what that means in practice for teams, tooling and governance.

Hamprecht shares what a large-scale digital transformation at DB Regio looks like from the inside — which assumptions proved wrong, and where software engineering discipline made the decisive difference.