When we enter the second half of 2025, the Global Tech ecosystem navigates an intoxicating mix of unpredictability and promise. The financing of newer technology companies remains complex. The startup genome reports that Beijing, Los Angeles and Tokyo Startup landscapes record growth, Paris flat and the rest of the European ecosystem is in a decline. In the meantime, the technology landscape continues to develop at an accelerating pace. As Deloitte's report by Tech Trends 2025 of 2025 says: “Technological optimization and transformation have never been more important because innovation continues to promote innovation.”
This creates a landscape in which large companies have difficulty being on the front foot of the technology introduction, while the effects of economic and geopolitical uncertainty and displacement regulations juggle. In the meantime, startups are able to develop solutions for company problems in an ecosystem with lower risk capital investments. All in all: the zeitgeist is rapid, complicated and confusing … but it is quite exciting to be part of the really historical moment for the global relationship with technology.
As I shared with industry leaders in the “Innovation in Scale” panel of the next web, this turbulence has forced a rethinking, which it means to operate and innovate in the scale. In this environment, resilience is not just about weathering storms. It is about developing in real time, making decisions with incomplete information and finding opportunities in volatility.
The reality of volatility: our experience
2024 was brutal for many in the technology sector. The industry seeped away from the pandemic, which was exaggerated, to a sharp correction, while the economic fragility also tested the strongest partnerships. Fate payments, disappeared orders and an increase in “ghosting” became the norm for suppliers, since the organizations were increasingly put under pressure, to deliver more with fewer resources.

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In 2025 there is a noticeable feeling of renewal in the middle of unpredictability. We see a revival of the growth-oriented investments that came about in the form of an increase in marketing and communication briefs, since companies are newly calibrated according to a world, in which resilience, mobility and purpose are not optional, but of central importance for survival.
This is good news for the technology sector and a great news for clarity as a technology -focused digital marketing and communication agency. But we are not yet out of the forest and, as we discussed at the next web conference in my panel, we all have to play several steps.
Lens of innovation under pressure, the body that I organized at the next web conference 2025
On the next web, I had the privilege of organizing a body with managers from organizations at the head of global innovation: Monika Tomczak-GĂłrlikowska, group leader data protection, digital & regulatory at the Prosus Group (an ecosystem for lifestyle e-commerce entrepreneurs); Ernesto Lasalandra, Chief Research & Development Officer at Ferrari; Shez Partovi, Chief Innovation Officer and Chief Business Leader Healthcare Informatics, Philips; and Seth Dobrin, co-founder of the general partner, 1infinity ventures (a global responsible AI fund). Their experiences underlined a universal truth that most of them have now accepted in the business world: innovation on a scale is no longer a luxury, but a necessity.
A few key topics were created:
1. The regulation is now a central business competence: The success of the technology companies demands that legal, data protection and cyber security voices are not only consulted, but is embedded in the innovation process. Regulatory changes and political discussions must not be ignored. They are signals to prioritize, adapt and build solutions that exist across borders and business models.
2. Partnership is the engine of progress: whether it is an open innovation approach from Ferrari, in which thousands of startups are checked according to the potential for driving the next generation solutions in the next generation. The most transformative ideas solve real problems and are developed in cooperation with partners, suppliers and, above all, customers.
3. Culture is critical: There was a consensus about the committee that innovation must be integrated into the shop in the business, not in an independent team. This means that a culture is cultivated in which experimentation is promoted, a failure is redesigned if learning and mobility are valued about perfection. Members of the committee marked that an obsession with perfection was possibly an important boulder that the European tech ecosystem was to compete more with the USA and the most important APAC markets. As Shez Partovi from Philips put it: “… if you don't change your opinion much, you are probably a lot wrong.”
Well, nearby, next: structure of resilience for everything that comes next
How can companies not only survive, but thrive in this changed environment? At Clarity, we lead our customers to “now nearby, the next” way of thinking, the immediate act of long -term perspective, all of which are driven by data and relentless mobility and adaptation.
The 'now' is about managing the risk and protecting the call today. In a time of the 24/7 examination, each company is only a misstep from a crisis. Clear, consistent communication and robust stakeholder engagement are the basics of trust.
'Near' focuses on maintaining innovation and growth. This means investing in partnerships, promoting talents through high -performance employee communication and developing the ability to rotate in the event of disorders. Companies must constantly ask: What do we have to change in the next 12 months to remain relevant?
After all, 'Next' is about future -proof: embedding, ethics and sustainability in the strategy. As AI, regulation and social expectations, the winners will be those who expect changes and acts with conviction.
Influence the world, influence the future
The approach “now near, next” is not only a communication and marketing strategy, but also a business imperative. The world does not slow down and we can't. By taking regulatory complexity, the Forging targeted partnerships and building a culture of constant learning, companies can not only control uncertainty, but also define the future on their own conditions. Because in a world of tireless change, clarity is not only what we offer our customers, but also what every company has to develop with confidence.

Vector -ai drone of the quantum systems. Credit: quantum systems
Credit: Arx Roboticsan Arx Robotics Battlefield robot with four soldiers with weapons. Credit: Arx Robotics
The swarm biotactic develops backpacks for cockroaches, with which you can use it from a distance and collect it from a distance and data from hard-to-reach locations. Credit: Swarm biotactics

Credit: Ivan Yamshchikov.