This could have been the space where I, as a manager in a medium-sized photonics company, lamented the current state of affairs in our markets. It was equally tempting to lambast politicians—both near and far—for either doing too much [!] or too little.
Then this quote came to mind: “I wish to possess the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.” (Whether we attribute this to Vonnegut or Niebuhr is secondary.)
Though I certainly do not rate as wise, the following reflections focus on the things we can change.
The photonics markets are undergoing yet another shift— driven by factors beyond our control. Allow me to share what this new landscape looks like from the perspective of a nano- and micropatterning foundry supplying enabling components to a wide range of demanding applications – namely the company I work for: IMT Microtechnologies in Switzerland.
Demand is rapidly declining across several sectors. We attribute this to multiple factors, including increasing global uncertainty. You, esteemed reader, have likely reached similar conclusions. The result is that supply chains, built over decades and once considered stable, are being reshaped—often abruptly and with little warning. For small and medium-sized enterprises, which make up the majority of EPIC members, this is more than a challenge – it is a call to adapt faster than ever before, and in some cases, to restructure entirely.
Unlike the financial crisis of 2008–2009, which unfolded at an almost leisurely pace, today’s geopolitical and economic changes are happening with immediate effect. What were once distant macroeconomic tremors now strike us directly and immediately.
This raises a critical question: Will these global effects lead to the end of globalism as we know it? I don’t believe so—but I do believe that globalism is being redefined. An additional facet must be added to the adage “think global, act local.” We see indications that cross-border cooperation across industries is shifting focus—from cost optimization (read: price) towards supply chain resilience. A subsequent question then arises: What is the price of supply chain resilience? And is it worth it?
European SMEs supplying enabling components for photonics and life science applications—like we do at IMT – are well-positioned to benefit from this shift over time. As our customers, the system integrators – reassess their priorities, proximity and reliability are becoming dominant factors behind purchasing decisions and partnerships. Some companies have already returned to regional sourcing. I am confident the trend will continue, where being able to drive to a supplier within hours is not just practical, but strategic.
This shift must however also be cultural. Organizations will -once again- need to rethink how they respond to changes.
The concept of “adopt, adapt, and improve” is often viewed as a management initiative only. But real transformation requires participation at every level. Success will come to organizations where every team member realizes they cannot simply consume—they must contribute. We’ve been raised in cultures that value individualism, but too often without sufficient emphasis on collective responsibility.
Retaining the best aspects of individualism—initiative, ownership, and creativity—while embracing the need to contribute in a meaningful manner will be essential. For our organizations to benefit from the changes discussed here, we must foster a culture of shared purpose and collective responsibility.
One of the most powerful tools we have during this transition is networking – as highlighted by my friend Henrik Skov Andersen of Ibsen Photonics in a recent editorial. The spirit of cooperation—between academia, startups, and established companies, across disciplines and borders—is key to building resilience in our community.
Photonics and optics are essential in addressing some of the world’s most pressing challenges. I concur with the claim of a respected company in our industry: the Future depends on Optics!
Summing up the above; a swiftly changing landscape requires supply chains that see beyond logistics and procurement criteria. We need a combination of trust, transparency, and collaboration across borders and industries. Building resilient supply chains requires more than local sourcing — it calls for partnerships, openness, the contribution of the individual and a shared willingness to create ecosystems that can withstand shocks. In this sense, “think global, act local, secure supply” becomes truly self-sustaining when we add the human dimension: building trust and working together.
Peter Kirkegaard, CEO of IMT Microtechnologies
