Stephan: Sven, Bayer has long ranked among the top in brand value. But let’s be honest – what does “brand value” really mean today, beyond numbers and rankings?
Sven: It’s much more than a line in the annual report. Brand value is a sign of trust - from customers, patients, farmers, and consumers. When that value grows, it means people see us as a reliable, relevant partner. That trust matters inside the company too. It gives people direction, pride, and a sense of belonging.
Stephan: So it’s both psychological and economic?
Sven: Exactly. And we measure it - through brand awareness, reputation, and how likely people are to act. Key indicators include the “Desired Behavior Score” and “Bayer Brand Uplift.” These help us understand how much our brand influences decisions – whether to buy, recommend, invest, or apply for a job. It also shows how our products are rated. These are real business metrics.
Stephan: You’ve shifted away from traditional hierarchies to a model called Dynamic Shared Ownership. What’s behind that change?
Sven: We’ve moved the focus from job titles to teams. Instead of rigid structures, we now have agile squads working toward clear outcomes – always with the customer or product in mind. Every 90 days, we check if our resources are aligned with our mission. That also changes how we manage our brand.
Stephan: How has that impacted branding?
Sven: We still have brand guidelines, but we now see ourselves as coaches and enablers. We don’t just say what’s “on brand” - we explain why it matters. It’s less about enforcing rules and more about building understanding. Our team gets actively involved in the organization – in projects, with teams, or when we're brought in for our branding expertise – and we make it clear that brand work isn't just for show.
Stephan: What’s the reaction when someone from your team shows up to talk about brand consistency? Some might say, "We no longer have to follow central guidelines here."
Sven: That's the classic line, of course. And that's exactly where we come in. Brand is what ties us all together. Bayer is a diverse company - three divisions, hundreds of products, and many different audiences. But the Bayer brand and our mission - “Health for all, Hunger for none” - bring it all under one roof. If we don’t consistently reflect that in our work and communications, we lose cohesion, differentiation, and brand-driven value creation.
At the same time, to gain buy-in and support, we also need to offer more freedom within a framework - and allow creative space. Employees need to feel empowered to use it independently.
Stephan: So brand leadership is also about shaping culture?
Sven: Absolutely. It creates identity. And in a company going through change, it’s the emotional glue. When everything else shifts, brand provides a common anchor. But brand also needs to support creativity in a dynamic, entrepreneurial organization - by offering options and adapting alongside transformation.
A modern identity can’t be set in stone. Used strategically, a brand can be a catalyst for change. Our “Smart Brand Evolution” over the past two years is a great example of that.
Stephan: How do you make sure this belief in the brand spreads across the organization?
Sven: By meeting people where they are. It’s not enough to say, “It’s all in the brand portal.” Most people won’t go there every day. So we take a proactive approach - through internal social media, newsletters, and coaching. We position ourselves as partners. Our goal is for every employee to say, “I understand the brand, and I can apply it with confidence.”
That also means being present in the tools our brand users and content creators rely on daily - with template solutions or default settings that are “on brand.”
Stephan: Sounds modern - but also like a lot of work.
Sven: It is. But it pays off. When our 90,000 employees become brand ambassadors, that’s a massive advantage.
Stephan: Let’s talk AI. How is it changing your branding work?
Sven: In a big way. AI is a catalyst. We use it to boost reach and consistency. For example, our Verbal Identity Agent checks if text aligns with Bayer’s tone of voice. Our Digital Asset Management system allows teams to create AI-generated images - always on brand. Another AI tool reviews visual layouts. This not only saves time, it makes branding easier and more accessible.
Stephan: So AI isn’t a threat to brand teams - it’s a tool?
Sven: Exactly. The core principles don’t change - but AI helps us apply them more consistently. In a decentralized “network of teams” like ours, that’s incredibly valuable.
Stephan: If you had to sum up the idea of brand in one sentence?
Sven: Brand is more than a logo - it’s the promise that unites us. It defines who we are, what we stand for, and why we matter. And in times of constant change, a strong brand is more important than ever.