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Big players like the US and China treat us as second-class partners. It is hard to watch.
The recent EU–US trade deal makes this painfully clear. Instead of securing meaningful concessions, we gained no real access to US public contracts. We will pay a 15% tariff on imports from the US, while the US pays 0%. At the same time, Europe committed to buying €700 billion worth of energy, investing €600 billion directly in the US, and increasing spending on American weapons. As Volt Europa rightly said, this cannot be called a solution.
While the US protects its manufacturers, service providers, and innovators, Europe settles for “at least something.”
The world is changing faster than we can react. China is investing in technology and infrastructure on a scale Europe is not even close to matching. India’s importance is growing dramatically. And the US, as always, fiercely defends its own interests.
And us? While the other big players act with confidence, we look for the smallest common denominator. Instead of vision, we have fear. Instead of courage, half-baked compromises.
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Europe does not have the capacity to face a full-scale, mass drone war of the kind we see in Ukraine. Three dependencies weaken it: China supplies the physical material for defence systems, the United States supplies capabilities Europe does not have, and twenty-seven states cannot agree how fast, or who pays. Rearmament plans exist, but they are being carried out slowly.
AI produces the graphic, the newsletter and the product page faster than a person. What is left for the one who used to do it is the judgement — knowing whether the output is good. But most people have worse judgement than AI. And whoever cannot judge quality cannot delegate either. How do you tell whether yours is the judgement a company relies on, or the kind it can replace?
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Prague, 13 May 2026. On my way to work I started thinking about something that stayed with me for days. If most routine work on a computer disappears in the next ten years, and a large share of repetitive manual work disappears with it, what happens to the flow of money? Who pays whom for what? Which economic layers will exist, how large will they be, and what relationships will run between them? This is the six-layer map I sketched as an answer.
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Yesterday I could not tear myself away from the computer. When I lifted my head, it was half past eight in the evening. I had been sitting alone upstairs for about three hours.
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I have conducted roughly one hundred and fifty practical interviews over the past four years. Fifty for data specialist roles. A hundred for advertising and performance marketing specialists. Almost every one of them involved sitting down with a candidate over a practical task — something close to a real problem we actually need to solve at the company. Not theory. Not trivia. Applied problem-solving. Over time, I started noticing a pattern.
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Four days in Catalonia. No computer, no AI, almost no social media. I bought this notebook so that I could write down what I would think about, and what I would come across and learn on the trip.
