The image campaign is intended to convey the new positioning of PostFinance in an emotional way and with the guiding principle "Knowing what counts". The focus is on and understanding of the individual needs and values of people in Switzerland. As part of the campaign, the new PostFinance branding is now also appearing for the first time in the advertising environment.

With this strategic realignment, PostFinance aims to further expand its position as a customer-oriented financial expert and tailor its services more precisely to different target groups.

In partnership and at eye level

"We are very grateful for the trust placed in us by PostFinance and look forward to creatively implementing their new brand strategy," says Nicolas Hostettler, Managing Director of Sir Mary. "The image campaign sends out a clear signal with the motto 'Knowing what counts': The bank is geared towards the lives of its customers - approachable, authentic and at eye level."

There is also great anticipation at PostFinance: "In Sir Mary, we have found a strong partner who understands our values and brings innovative ideas to implementation," says Dennis Lengacher, Head of Marketing Communications (co-lead). "This image campaign is the first step in a long-term collaboration in which we will continue to strengthen and develop our marketing communications," adds Yves Ekmann, Head of Marketing Communications (co-lead).

Numerous other campaigns planned

Following the image campaign, further measures are already planned for the entire strategy period - for holistic and integrated marketing communication across all strategic target groups and topics of PostFinance.

The image campaign can be seen on TV, in cinemas, OOH, digital and on social media in the coming weeks.

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Responsible at PostFinance: Jelena Mesic (Marketing Manager / Project Manager), Dennis Lengacher and Yves Ekmann (Head of Marketing Communications as co-leads), Taru Koch (Head of Branding & Communications), Andreas Badstoeber (Senior Brand Manager), Alessandro Di Leta (Head of Customer Centricity & Innovation Design), Julia Mehr (Market Manager), Sarah Bucher (Head People Attraction), Laura von Allmen (Employer Branding Specialist). Responsible at Sir Mary: Adrian Merz (Executive Creative Director), Katrin Espelage (Creative Director), Lukas Wietlisbach (Art Director), Sandro Heierli (Art Director), Tobias Natterer (Copywriter), Caro Ellert (Copywriter), Sebastian Bouchareb (Copywriter), Jacqueline Willimann (Account Director), Nicolas Hostettler (Managing Director), Daniel Zuberbühler (Managing Partner). Production: Akkurat Studios; Nina Klein (Producer), Marc Fischer (Head of Post Production), Kyra Bartley (Director), Carlos Feher (DOP), Leonidas Befeldt (Edit), Gustav Karlström (Composer), Dubdub Studios (Sound Design & Mix), Sam Gilling (Grading), Delia Baum (Photography). Media: Havas Media, Webrepublic.

m&k: Roger Hämmerli, it's been five years since we conducted our first interview in your first office on wooden pallets.

Roger Hämmerli: Ah, the good old wooden pallets. Honestly. I can't even remember what I did before Andy. Either that's a good sign - or a very bad one and I'm getting old (laughs). An incredible amount has happened in that time and sometimes you think to yourself "What? Only 5 years" and at other times you already feel like an old hand in the market environment. I would be lying if I said it was an easy time. From a few months before Covid-19 to the Ukraine war to Donald J. Trump's second term in office, we've been through it all - I dare say there are easier market situations.

You simply have to go in with the firm conviction that you have the better idea.

 

But doesn't it speak for you that it worked out anyway? With clients such as UBS, Axpo or Fisherman's Friend, you could be accused of "complaining at a high level".

The great mandates that we were able to win in 2024 in particular, with Axpo and UBS as social leads, naturally stand out in the portfolio. Or Fisherman's Friend, which we have been supporting for years - almost since it was founded - but you only see the result (smiles). It took a lot of work in the background. Hours and hours of discarding ideas - as well as investments made in the hope that it would work. We always had to sail close to the wind. As an independent young agency, you don't have any advance praise or budget reserves like the established players you're competing against. You simply have to go in with the firm conviction that you have the better idea for the problem. But in summary, you're right: if you had asked me five years ago whether I would sign up to today's starting position, I wouldn't have hesitated and picked up the pen. But now we're ready for the next chapter.

 

The next chapter?

Young agencies and their founders - including me - still believe that they do things a little differently and better. That's part of the charm of the new. From a certain size and position in the market, however, you also have to follow the rules and standards so that you can take part in larger tenders and more complex mandate structures. And we worked on this in 2024. With a new brand identity, new structures and new disciplines in our teams, we are taking the step to the big table.

 

In concrete terms?

Andy will be bolder in 2025 and approach the market landscape with a clear edge. Our new look is a first step - and there are a few more projects to come that we'll soon be able to talk to you about.

 

You get the feeling that things are still moving forward with Andy. Do you never settle down?

To be honest, we've been quiet for too long. That annoys me. That's why we're talking now (laughs). But it was self-inflicted. We invested a huge amount of time in the new "Andy consciousness" in 2024. Winning major mandates has forced us to grow up. And that takes a lot of energy, time and patience within the company.

I am still driven by the idea that there are ever more innovative approaches to telling stories digitally - and we must not and cannot stand still. The era of AI agents and the like is upon us. Now is the time - even if it hurts - to challenge structures, processes and old ways of thinking. Even for an agency that has only been on the market for five years. I am firmly convinced that 2025 could be a groundbreaking year for us agencies.

Social platforms are holding a mirror up to our faces right now - and it paints a pretty dirty picture.

 

What's in store for us in 2025 - especially with regard to social media?

2025 and beyond will certainly be challenging in many respects. However, I am confident that we will tackle this as an industry and as a society. As a communications service provider, it is in our hands to develop suitable solutions together with our partners.

 

Which topic stands out for you here?

I am currently seeing a lot of movement and a shift in behavior in the ecosphere of social media platforms. From X to Meta and TikTok, conversations, content and community feedback are changing. The Silicon Valley tech bros and the new US government have a lot of plans right now, but regulation is certainly not one of them. Mark Zuckerberg and Elon Musk are hinting at what society will have to prepare for in the coming years: Untruths, stupidity, bullying, propaganda bots and the pure unfiltered internet. Social platforms are holding a mirror up to our faces right now - and it's a pretty dirty picture.

 

What do you mean by your last statement - the mirror in front of society's face? Are we ourselves to blame for our misery?

To put it pragmatically: yes, we are. No platform forces you to write jokes or derogatory comments about an influencer's appearance on someone else's profile or to harass a person with hundreds of comments because they made a mistake in public. But the internet has never shown us any real consequences for this behavior - except in a few extreme cases that have been prosecuted. With fact-checking, moderation teams, machine learning, education and much more, social platforms have always tried to take action against hate speech, pornographic content, violence and the like. With moderate success - and this success is now being put on hold in some parts of the world as Meta and other platforms dismantle fact-checkers, initiatives and moderation teams.

Social media is now becoming a real digital regulars' table - with all the participants you only know from awkward family gatherings.

 

What will be the result of this?

That we can follow the unfiltered social thought process on social media. But with one crucial difference to real life: There is no barrier or hurdle to making one's views known. I would argue that we've all had our thoughts on something and then thought it best not to share them with the person in the same room, right? Well, yes. Social media is now becoming a real digital regulars' table - with all the participants you only really know from awkward family gatherings. And the opinions that leave you gritting your teeth with nerves of steel.

 

So the whole thing is pretty gloomy?

Not at all. I simply don't believe that you can spend your time with platitudes and kumbaya chants at a time like this. After all, fact-deniers, flat-earthers and Elon Musk disciples don't do that either. You have to call a spade a spade. And I am convinced that we as a society, but especially our industry, now have the opportunity to shape this new social landscape. And brands will play a decisive role in this. Brands need to own the narrative and the facts again and not just let it happen. At a time when trust in politics and traditional media is on shaky ground, companies can step into the gap and convince with clear values and arguments. It has never been more important than now.

 

Is there a hint of optimism here?

I would describe myself as a pragmatic optimist. I couldn't be an entrepreneur any other way. Imagine I was a pessimist. Then founding an agency at that time would have been my personal downfall (laughs). But to come back to your question: Yes, there is optimism there. Because I know from social behavior that an overwhelming proportion of users are silent readers and don't actively contribute to the discourse or share content. These people need to be picked up. Not the very loud, sometimes extreme minority. There is no point in discussing or "fighting" with fact-deniers in comment columns. It is important to score points with well-prepared information, exciting and well-told stories. And we agencies, together with our brand partners, can do that better than anyone else, can't we? We now have a duty to sustainably improve media consumption and the behavior of the next generation on social media. So that politics, the fourth estate and ultimately our society once again have the communication landscape we deserve.

 

Was that your final word?

My final word? 2025 will be tough, but what year in the recent past hasn't been? Now is the time to move forward with courage and character - also and above all as a brand. Andy and I are looking forward to the challenge and I'm sure that this year still has a lot up its sleeve for us. A little note in advance: we already have something in the works when it comes to leading the way with courage and character. More on that soon. As always, it was a pleasure chatting with you. Thanks for coming by - even if it's no longer the somewhat uncomfortable but charming Euro pallets (smiles).

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Andy Was Right is an independent content agency that unites all disciplines relating to digital stories under one roof. The agency lives and loves pop culture and trends, and content is the main thing, not a side issue. While others manage stakeholders, Andy prefers to manage communities and reach them with content that really moves them.

Once again this year, the Swiss Dialog Marketing Association SDV is awarding prizes for innovative, creative and strategically well thought-out work in the field of dialog marketing.

Entries have been open since Friday. Campaigns that were realized and published between 1 January 2024 and 31 January 2025 can be submitted.

The Registration takes place online. In a virtual "Vernissage" the SDV also shows the winning campaigns from the past year, where participants can find inspiration.

The "Global Pay Transparency Report" published by Mercer is based on responses from more than 1,000 companies worldwide. It essentially concludes that pay transparency is becoming increasingly important for companies around the world - not only to comply with local regulations in certain countries, but also to attract and retain employees.

Wage transparency only due to regulatory pressure?

According to the survey, for 77% of companies globally, compliance with regulations is the main reason for their pay transparency strategy. More than 50 percent see improving employee satisfaction and consistency with corporate values as important aspects. The values for Swiss companies are largely in line with the global results.

"It is time for companies to take action on pay transparency. Because fair pay is the second most important reason why employees choose a company. Employers should prioritize this fact in order to continue to operate successfully," says Mikolaj Jaszczuk, Principal Consultant Rewards at Mercer Switzerland.

Significant deficits

Although employers recognize the rising expectations around pay transparency, there is still a significant implementation gap. Less than a third (32 percent) of companies said they were prepared to meet global transparency requirements. In Switzerland, the figure was 50 percent.

Despite differences in pay transparency legislation, US companies are leading the way, with one in five companies having a pay transparency strategy in place. In Europe (excluding the UK and Ireland), only 7 percent of companies have a pay transparency strategy in place, although pay transparency legislation will come into force in the EU in 2026.

Main differences and limits of current equal pay requirements

The Swiss equal pay requirement, which is part of the revised Gender Equality Act, is a step in the right direction, but its one-off nature and lack of required transparency can significantly limit its effectiveness. In an article, Mikolaj Jaszczuk and Stefanie Schweitzer, Managing Consultant Rewards and Pay Equity, shed light on the differences between the Swiss Equal Pay Act and the EU Equal Pay and Pay Equity Directive. While Switzerland prescribes a one-off equal pay analysis, the EU relies on a continuous review to ensure long-term equality.

The Swiss Gender Equality Act, which was revised in 2020, requires companies with more than 100 employees to carry out a one-off equal pay analysis. This must be carried out using a scientifically validated method and audited externally. Companies that pass the audit do not have to carry out any further analyses. This means that there is no mechanism for regular monitoring and further development, which makes the law less effective.

In contrast, the EU directive obliges companies to carry out regular analyses - either annually or every three years, depending on the size of the company. It also promotes transparency by requiring companies to disclose salary information, which should lead to a fairer salary structure. Applicants are also entitled to information on salary structures, while employers are not allowed to ask about salary history. This reduces information asymmetries between companies and employees.

Should Switzerland revise its model?

The article from Mercer identifies the following four main differences between the Swiss regulation and the EU directive:

1. Frequency of analyses: While Switzerland requires a one-off inspection, the EU relies on continuous monitoring.
2. Method of analysis: Switzerland requires a scientifically validated regression analysis, while the EU prescribes a more general equal pay test.
3. Scope and transparency: The EU attaches great importance to transparency by obliging companies to disclose salary information. Switzerland only requires internal communication of the results.
4. Monitoring and control: There is no official monitoring body in Switzerland. However, the EU obliges member states to set up monitoring bodies to ensure compliance with the regulations.

The authors conclude that the one-off analysis in Switzerland is not sufficient to ensure sustainable equal pay. While the EU directive can bring about a far-reaching change in the salary structure, the Swiss model remains a one-off instrument with no long-term effect. It may therefore be necessary to adapt the Swiss regulations in order to keep pace with international standards and ensure fairer pay.

Source: Mercer

This article originally appeared on m-q.ch - https://www.m-q.ch/de/lohntransparenz-noch-etliche-defizite/

Mobiliar has the best media reputation among the major Swiss insurance companies. Swiss Re, Zurich, AXA and Swiss Life follow in the next places. KPT achieved the highest score among health insurers, ahead of CSS, Visana, Sanitas and Atupri. The study is based on the evaluation of over 40,000 relevant statements in online and print media in German, French and Italian.

The analysis shows that the five top-ranked insurance companies have balanced reputation profiles overall. Mobiliar achieved the best score in "ESG & Sustainability", Swiss Re in "Management & Leadership", Zurich, Swiss Re and Swiss Life in "Economic Performance". Although Suva and Baloise achieved top scores in "Products & Services" and "Innovation", they did not make it into the top 5.

In the case of health insurance companies, the overall media picture is more negative, characterized by issues such as rising premiums or individual cases of benefits not being covered. KPT leads the ranking, while CSS scores well in "Innovation" and "ESG & Sustainability", but falls behind in "Products & Services" and "Economic Performance". Visana has a balanced profile, Sanitas shows weaknesses in "Workplace" and Atupri lags behind in "Economic Performance".

The study uses AI-supported analyses to evaluate the topics, tonality and visibility of companies. According to Swissreputation.group Managing Director Lukas Zihlmann, a strong media reputation is not a sure-fire success: "You have to earn it every year."

The "Edelman Trust Barometer" study 2025 shows a clear global crisis of resentment caused by institutional failure over the last 25 years. This crisis is fueled by various factors that lead to a widespread sense of injustice and hopelessness.

Here are the main causes of this resentment as identified in the sources:

• The growing gap between the masses and the elite: The study shows increasing income inequality and the feeling that "the system favors the rich". This leads to the impression that "the rich are not paying their fair share of taxes" and that "the selfishness of the rich is causing many of our problems".
• Lack of high-quality information: There is a growing difficulty in distinguishing between credible news and disinformation. People feel that news organizations want to attract a large audience rather than provide the necessary information. It is also becoming more difficult to tell whether news is coming from reputable media or from individuals trying to deceive.
• Deep skepticism towards the political system: Many people see the political system as "broken". This perception leads to a loss of trust in government leaders, especially when they "say things they know to be false or gross exaggerations".
• Widespread pessimism about the future: Many people have no hope that their family will be better off in five years' time. According to the study, "60 % of our respondents say they are begrudging, they don't believe the system works, they feel pressured about their bills, they actually have trouble navigating this world of misinformation, and they have no hope for the future."
• Increase in job insecurity: Many employees are worried about their job security as they feel threatened by international trade conflicts, foreign competitors, relocations abroad, the threat of recessions, automation and a lack of further training.

The study emphasizes that this resentment leads to "zero-sum" thinking, where one person's gain is seen as another's loss. This is particularly evident in people with high levels of resentment, who are more likely to believe that "what promotes their interests comes at the expense of others". Furthermore, the study shows that fear of being discriminated against is at an all-time high, with an increase of 10 percentage points since 2021.

A key finding of the study is the unprecedented global decline in trust in employers. Compared to 2018, employees' trust in their employers has fallen. The study states that companies can only play their role successfully "if they create the conditions that enable them to be successful. This means they need to listen to their own employees to find out what they want". It also shows that a majority of people in 23 out of 26 countries have a medium or higher level of resentment towards companies, governments and the rich. The study also found that people with higher levels of resentment are more likely to be suspicious of the use of artificial intelligence.

The study also emphasizes the need for all institutions to work together to overcome the crisis of confidence. Companies should focus on their core competencies, such as "creating good jobs with decent pay", investing in local communities and "creating fair conditions for all". Governments must fulfill their duties, the media should return to fact-based reporting and NGOs should "heal the social fabric". Only in this way can "optimism overpower resentment" and a positive outlook for the future be restored.

You can find the entire study here.

Doodle, the international software provider for professional scheduling, is announcing a change at the top of the company. Renato Profico, who has led the company as CEO since the end of 2019, will leave in mid-2025.

Under his leadership, Doodle transformed from an ad-financed platform to a successful subscription model. Significant milestones were achieved during this time: technical modernization, a stronger market presence in North America and Europe and sales in the double-digit million range.

With the completion of this transformation and the current market dynamics in the SaaS sector, the Board of Directors has decided to initiate the next growth phase with a new leader. The search for a successor with SaaS and growth experience is already underway. Renato Profico will remain with Doodle during the transition phase to ensure a smooth handover.

Daniel Mönch, Chairman of the Board of Directors of Doodle AG and Chief Portfolio Officer of TX Group, emphasizes: "We would like to thank Renato for his tireless commitment and visionary work. He has not only shaped Doodle strategically, but also enriched it with his inspiring personality. TX Group looks forward to the next phase of Doodle with confidence."

 

As a leading provider of technology solutions for the hospitality industry, we at Oracle present our predictions for the hospitality industry in 2025. Based on our expertise and insights from working with various hospitality companies, we expect the following developments over the next 12 months.

1 AI: From experiment to effect

The strong focus on AI-driven automation in the hospitality industry will evolve from buzzwords and experiments to concrete initiatives that solve acute industry problems and create new opportunities.

From streamlining check-in processes to personalizing the guest experience, AI will improve customer service and offer tailored suggestions such as room upgrades or dining recommendations in real time. Sophisticated gestures, long researched and implemented by experienced concierge staff, were previously limited to the size or resources of the hotel. However, AI can help to efficiently plan, find and implement real services in hotels of all sizes - with minimal effort and low costs.

In the future, AI will support hoteliers in making important decisions by recognizing and monitoring problems that might otherwise go unnoticed. In this way, hotels can make their processes more efficient, react flexibly and make quick, data-based decisions. AI will also change staff planning by optimizing work processes and taking over routine tasks. This gives staff more time to focus on more demanding and valuable tasks.

With open APIs and plug-in marketplaces, hotels can test AI technologies quickly and cost-effectively and receive results within a few weeks, enabling a faster decision to implement or switch to alternative solutions.

2. the controlled journey of the guest: from arrival to the follow-up of the stay

The first innovations in the area of guest-oriented applications were associated with hesitation, resistance and obstacles. Hoteliers, for example, were concerned about sacrificing guest service and disrupting operations. Those days are over. The successful adoption of technology solutions in the hospitality industry has allayed these concerns by enabling improved service and granular control over the guest experience - perfectly aligned with hoteliers' needs.

In the future, guests will have more control and influence to make their trips individual and memorable. Thanks to the multitude of online booking platforms and new providers in the travel industry, such as credit card companies with travel rewards and special offers, new opportunities are opening up for tech-savvy travelers in particular. By cleverly using several loyalty programs, they can combine various benefits and tailor their trips perfectly to their personal wishes.

Hoteliers who embrace innovation and focus on creating unique guest experiences are unlocking significant opportunities. By using technology to support new experiences before and during the stay, hotels can enhance their offering. Technology on and off property is enabling a customer-centric, attribute-based sales approach that allows hotels to go beyond traditional room types and pricing. This evolution allows guests to customize their stay by selecting specific attributes such as a higher floor, a balcony, a connecting room or a mini-kitchen to suit their preferences and needs. Hotels that recognize and capitalize on these partnership opportunities will find themselves at the forefront. Not only in terms of revenue growth, but also in delivering memorable guest experiences.

3. technical consolidation: rationalization of processes, improvement of guest satisfaction

The hospitality industry is at a turning point and technology is at the heart of the change. Hotels have recognized the critical role that technology plays in the success and enhancement of the guest experience. As guest expectations are constantly evolving, it is crucial for hotels and hospitality businesses to stay ahead of the curve. This means not only introducing innovative solutions, but also strategically partnering with technology providers who can simplify their operations and expand their offerings.

By consolidating their technology ecosystems and choosing vendors that offer a comprehensive suite of core solutions, the need to duplicate interfaces and map data between systems, which could lead to friction and silos, can be avoided. In this way, foodservice brands can streamline their operations and reduce the complexity often associated with managing multiple vendors.

This streamlined approach can bring numerous benefits. Working with providers that have a broad range of capabilities can increase cost efficiency. By bundling services and solutions, suppliers can offer more competitive pricing and flexible packages tailored to the individual needs of hospitality operations. This not only simplifies the financial side of supplier management, but also opens up opportunities for cost savings that can be reinvested in improving the guest experience.

Another key benefit of strategic vendor partnerships is the potential for innovation. When hotels and hospitality businesses work closely with technology providers, they can jointly develop solutions that address specific industry challenges and meet the unique needs of their guests. This collaborative approach fosters a culture of innovation that helps hospitality businesses stay at the forefront of the latest developments and offer their guests an exceptional and differentiated experience.

4. sustainability and environmentally conscious innovations will make great progress

With the 2030 sustainability targets only five years away, there will be a renewed focus on sustainability practices and more environmentally conscious technological innovations will be integrated into hotels. This can encompass a variety of areas, such as energy management and smart water monitoring systems that help hoteliers optimize their energy and water consumption respectively.

Furthermore, hotels will increasingly adopt cloud-based and digital platforms that can reduce on-site energy consumption, promote paperless operations and minimize waste. There will be a particular focus on the use of sustainable and recycled materials in products to make the hospitality industry more environmentally friendly from the ground up.

5. security as a competitive advantage

Several notable security breaches over the past year have reminded the hospitality and gaming industry that they are attractive targets for cybercriminals. The exposure of guest data, disruption of operations and damage to brand reputation have served as a stark reminder that security remains a key priority and an ongoing challenge for the hospitality industry.

While security is a necessity, doing more can be a competitive advantage in an increasingly risky digital world. Guests are increasingly sensitive with their personal data, and a breach of trust can lead to a loss of loyalty and significant reputational damage. By treating security as a fundamental aspect of the guest experience, hospitality and hoteliers can ensure that their businesses remain resilient and trustworthy for years to come.

As a direct response to this, we expect an accelerated development towards cloud solutions in secure data centers. The cloud offers advanced security features that on-premise solutions often cannot match. With advanced encryption, multi-factor authentication and robust access controls, cloud solutions can provide stronger protection against cyber-attacks.

By leveraging the expertise and infrastructure of cloud providers such as Oracle, hospitality businesses can benefit from purpose-built, secure data centers. These facilities are designed to protect sensitive data and mitigate risk so that guests' information remains protected and confidential.

In 2025, we are therefore reinforcing the message that safety is at stake. It is the foundation on which both guest trust and brand reputation are built. By prioritizing safety, hospitality businesses can not only protect themselves, but also promote a culture of trust and reliability that resonates with guests.

 

Author:
Yvan Cognasse is a seasoned digital transformation expert with over 30 years of experience. He is head of the Business Insights and Enterprise Architects team in the Northern Europe region at Oracle and responsible for driving solution growth and maximizing operational excellence. Yvan Cognasse is also a lecturer in digital transformation at HEG Geneva and a keynote speaker on artificial intelligence.

 

This article originally appeared on m-q.ch - https://www.m-q.ch/de/hospitality-in-der-schweiz-2025-was-bringt-die-zukunft/

Behind Numbers are marketing and online specialists Jean-Claude Zulauf and René Linder as well as entrepreneurs and tech professionals Arben Lekaj and Hans Oury. Their services are aimed at SMEs that want to use digital marketing but do not have the internal resources to set up their own team.

"SMEs have an enormous need for comprehensive digital marketing expertise," says Co-Managing Director Jean-Claude Zulauf. "However, recruiting, building and managing a suitable team is often not financially viable or logistically feasible. Added to this are the challenges posed by rapid technological change, a shortage of skilled workers and fluctuating workloads."

Numbers analyzes existing campaigns, websites and systems and develops individual strategies. Automation and AI-supported tools are used to provide transparency about key figures and progress.

The company relies on a subscription model and two entry-level packages with all-inclusive prices to make access to professional digital marketing plannable. Further information can be found at Numbers.ch.

Switzerland wants to be climate-neutral by 2050. The energy solutions company Helion Energy has set itself the goal of actively driving forward the new energy world. But how does Helion Energy manage to prevail against 700 competitors in a highly competitive market? Especially in the field of solar systems, heat pumps and charging solutions, where comparable services are offered. The answer: with an outstanding digital user experience, including in the form of the best Swiss app of 2024 (BOSA) - the Helion One app.

The Video of the LSA Live Talk from Wednesday is now online.

According to Lenovo's "AInomics CIO Playbook 2025", 94 % of AI projects in the EMEA region have been successful. Companies are increasingly investing in generative AI, while interpretive and predictive AI are becoming less important. The share of IT budgets for AI will increase to 20 % by 2025, up from 13 % in the previous year. The willingness to invest is particularly high in Germany, France and the UK.

Despite this positive development, challenges remain. Scaling problems (30 %) and insufficient data quality (29 %) are slowing down implementation. In addition, there is often a lack of clear guidelines: 22 % of companies have no plans for AI governance, which makes integration more difficult. At the same time, the use of professional AI services is becoming increasingly important. While 27 % of companies currently use such services, 53 % are planning to implement them and a further 19 % are reviewing their use.

The demand for hybrid IT infrastructures is also increasing. 65 % of companies in the EMEA region primarily rely on on-premises or hybrid architectures to meet data protection and compliance requirements. This is confirmed by Giovanni Di Filippo, President of the EMEA Infrastructure Solutions Group at Lenovo: "Most companies have left the hype phase behind them and are focusing on the sustainable implementation of AI."

The type of applications is also changing. The focus is shifting from AI-supported applications to the development and management of AI models. Companies need to ensure that their AI strategies are not only innovative, but also sustainable and scalable. According to Lenovo manager Greg Smith, the success of AI projects depends not only on technology, but also on expertise and professional support: "Executives are quickly gaining confidence and are increasingly turning to diversified approaches such as AI-as-a-Service."

According to the study, four key challenges need to be overcome in order to successfully implement AI: maintaining data sovereignty and compliance (32 %), seamless integration into existing systems and processes (32 %), employee training and development (31 %) and access to high-quality data (31 %).

What makes a workplace truly inspiring? Bühler & Bühler's new "Vibe Guide" provides a practical guide for companies and teams who want to create enthusiasm in their day-to-day work. The handy book contains tips for constructive feedback, creative sessions and conflict resolution as well as interactive elements such as blackout poetry and origami for relaxation.

Raphael Bühler, CEO and Partner of Bühler & Bühler, explains the motivation behind the project: "The right vibe makes life better and is a key to success. This is especially true in the agency and marketing world, where a healthy atmosphere is an important factor for creative performance." In addition to practical tips, the book provides personal insights into the agency's corporate culture - from manifestos to the weekly mantras of Chief Creative Officer Doris Bühler.

"Good vibe is non-negotiable" - with this guiding principle, the "Vibe Guide" sums up Bühler & Bühler's philosophy. The publication was produced in a limited edition and can be ordered free of charge from the agency.