On March 12, 2025, the Swiss parliament elected a new Federal Councillor in the Federal Palace, and the Swiss Venture Club (SVC) chose the winner of the 15th Prix SVC Espace Mittelland on the same evening in Bern's Kursaal. With around 1,300 guests, the event was "completely booked out", as OC President Reto Portmann proudly stated. With its award ceremonies in eight Swiss economic regions, the independent and non-profit association SVC has created a high-profile vehicle for recognizing SMEs as the driving force behind the Swiss economy.

Giving SMEs a stage

Five SMEs were also in the spotlight for the Prix SVC Espace Mittelland 2025, vying for the winner's trophy: Gasser Ceramic - Brickworks Rapperswil Louis Gasser AG, Megasol Energie AG, Olwo AG, Platit AG and Schwob AG. All of these companies are exemplary for traditional trade coupled with a high degree of innovative strength, as was emphasized time and again. The much-cited "backbone of the Swiss economy" was thus once again given a stage. Even Sabine Keller-Busse, head of UBS Switzerland, the presenting partner of the Prix SVC Espace Mittelland, did not miss the opportunity to refer to her own SME roots: "My grandfather made the 'Schober trailers' in Aarberg," she said, regretting that she had never learned Bernese German. SVC Vice-President Hans Baumgartner pointed out that increasing regulation was putting more and more pressure on this economic backbone. Regulations are necessary, he said, but they should be applied with a sense of proportion. "Every regulation means interfering with companies' freedom of choice and costs a lot of money," said Baumgartner.

Gasser Ceramic: Traditional bricks with an innovative interior

However, politics definitely faded into the background when the finalists were presented and the ranking was announced. In the end, Rudolf Gasser and his niece Julienne Gasser were the beaming winners and received the winner's trophy. For generations, their company has combined state-of-the-art technology with craftsmanship. Gasser Ceramic develops and produces high-quality clay products: roof tiles, bricks and photovoltaic systems that offer a pleasant living experience and optimum energy efficiency. With around 200 employees, ten production lines and six kilns at four locations, the winner of the Prix SVC Espace Mittelland 2025 is one of the leading Swiss manufacturers in this sector. Jury president Jürg Schwarzenbach paid tribute to the winner in his laudatory speech: "No one can ignore Gassers. The brickworks is a pure family business, run by Hans and Rudolf Gasser in the third generation. The next generation, Julienne Gasser and Lukas Schläppi, have already joined them. During the day of the jury visit, we could sense the enthusiasm for the products and the pride of the employees in working for this traditional company." Gasser Ceramic is constantly presenting new innovative solutions for sustainable construction, such as solar bricks or the new, innovative Capo bricks, which are filled with insulating material and make additional external insulation superfluous.

Platit AG and Schwob AG also on the podium

Second place goes to the leading manufacturer of high-tech PVD coating systems, Platit AG. The company, which is also owner-managed, has been dedicated to the processing and finishing of surfaces for over 70 years. Its machines are used to emboss nickels and gold medals as well as to coat the hinges and dials of luxury watches. Anyone visiting the high-tech company will feel the spirit of innovation and the uniqueness of the company and its products. With over 650 coating systems installed worldwide and support and sales offices in Europe, America and Asia, the family-owned company maintains close partnerships with its customers.

In third place is Schwob AG, which has been developing and producing exclusive textiles for hotels, restaurants, clinics and residences in its own Jacquard weaving mill since 1872. The company employs 240 people. The five Schwob laundries and thirty local partner laundries provide customers with a unique range of services as an integral part of a multi-layered process. The great tradition paired with high innovation leads to a quality that inspires customers. Schwob exports bed and table linen - made in Burgdorf - to many renowned addresses around the globe.

Diploma ranks for Megasol Energie AG and OLWO AG

Megasol Energie AG, founded in 1993, was awarded a diploma. The Swiss manufacturer develops and produces solar modules and intelligent mounting systems. The company's own research department works with renowned partners on future technologies to take the design, aesthetics, production and efficiency of building-integrated power generation to the next level. As one of the leading manufacturers of solar products, the company is an important supplier for industry and commerce in Switzerland and Europe. While others in the industry are struggling, Megasol is growing strongly on its own in the tough European market.

OLWO AG, a family-run company in its third and fourth generation, which has developed into a central production, trading and service company in the Swiss timber industry since 1926, was also awarded a diploma. OLWO's production facilities include two sawmills in Worb and Erlenbach and a planing mill in Stalden. In recent years, the company has extensively modernized its infrastructure and invested in digital logistics solutions. With around 180 employees, the OLWO Group stands for proven specialists, state-of-the-art machinery, strong partners and flexible logistics.

More information: SVC

It's the well-known cycle: good times create bad leaders, bad leaders create bad times, bad times create good leaders - and so on. The key question is: how do you prevent yourself from falling into this trap?

Why good times weaken leadership

After decades of economic stability, many leaders have become accustomed to comfort. But leadership means the opposite: vision, courage and responsibility - especially when there is no crisis in sight. Those who rely on the status quo are caught unprepared when circumstances change.

Three keys forr excellent leadership - regardless of the situation

1. Have a clear and positive vision: Many companies communicate goals, but rarely an inspiring, forward-looking vision. Ask yourself: If you asked your team today about your shared vision - could they clearly state it? And more importantly, is it really motivating?

2. Give each person a concrete perspective: A vision without a connection to everyday life remains ineffective. Your task as a leader is to show everyone in the team exactly how he or she contributes to the big idea. This creates clarity, identification - and real motivation.

3. Be a real role model: Leadership does not work from behind, but from the front. Your actions speak louder than words. Do you expect decisiveness? Then make courageous decisions yourself. Do you expect a sense of responsibility? Then live it consistently.

Why these principles are often forgotten

Good times tempt us to neglect these principles. But without vision, perspective and a role model, you unconsciously help to build up the next crisis. When the going gets tough, it's too late to quickly switch into leadership mode.

The big question: what do you do with it? You already know all this - the challenge lies in the implementation. My tip: reflect regularly:

• What is my vision for my team or my organization?
• How do I show everyone how he or she contributes to the vision?
• Do I myself live the principles that I expect from others?

These questions not only bring you clarity, but also make your leadership crisis-proof - no matter what happens.

Author:
Volkmar Völzke is a success maximizer, book author, consultant, coach, speaker. www.volkmarvoelzke.ch

The schillingreport has been examining the composition of the executive boards of the 100 largest Swiss employers for 20 years and of the boards of directors for 15 years. During this time, the proportion of women on executive boards has risen from 4 % in 2006 to currently 22 % and on boards of directors from 10 % in 2010 to currently 33 %. "When we started surveying the composition of executive boards in 2006, I could not have imagined that 20 years later we would be publishing such a broad-based survey in the form of the schillingreport, which has made and continues to make a significant contribution to transparency at the top of the Swiss economy," says Guido Schilling, publisher of the schillingreport. The schillingreport has always focused on data on the composition of management bodies in the Swiss economy and the public sector. For the current edition, 119 executive boards and 93 boards of directors as well as the federal administration plus 26 cantonal administrations were surveyed.  

Proportion of women on boards of directors: Switzerland needs to catch up

When the survey on the proportion of women on boards of directors was first carried out in 2010, there was only one female chairperson; there are currently seven. In 2010, the proportion of women on the board of directors was 10 %, which has risen steadily to the current 33 %, with the required benchmark of 30 % under company law being exceeded in 2024. In recent years, companies have filled between 37 % and 48 % of vacant seats with women, ensuring the desired mix. "We are making good progress. Nevertheless,
Compared to the EU countries, where France already has 48 %, Italy 45 % and Norway and the UK both have 44 % women on their boards, we in Switzerland are unfortunately still at the bottom of the league," says Schilling. He also points out that countries such as the UK, Finland and Sweden have achieved their top position without statutory quotas for women. However, it is encouraging that 62 % of companies currently have a proportion of women of ≥ 30 % on their board of directors, compared to a modest 2 % in 2010, notes Guido Schilling. At the same time, the proportion of companies without women on their board of directors fell from 44 % to currently 3 %.

Generation project Gender diversity in management

The proportion of women on the management boards of Switzerland's 100 largest companies has risen from 4 % in 2006 to 10 % in 2020 within 15 years. "These homeopathic steps have kept me busy for a long time," admits Guido Schilling. "As early as 2010, I talked about the generational project of a balanced gender mix in the Executive Board. The sensitization phase lasted 15 years. The catalyst effect only came about when the companies established two or more women in their overall management. Last year, the companies cracked the 20 % mark and thus achieved the required gender benchmark. I'm talking about the awareness phase here." According to the schillingreport, companies currently have 22 % women on their management boards, with 25 % of vacancies being filled by women. "The acceptance phase in this generational project is reached when companies are moving towards a balanced mix of 40-60 % women and men. Some companies are already far
With more than a third of management positions held by women, they will be the big winners in the war for talent," concludes Schilling. Nonetheless, an increasingly positive trend is also visible in key management functions. In 2006, companies only had 2 female CEOs and 2 female CFOs, whereas there are currently 12 female CEOs and 16 female CFOs.

Gender diversity pipeline expands

Since 2016, the schillingreport has been surveying the proportion of women below management level at the 250 most important Swiss companies. This pipeline of women in top management and middle management shows whether there is sufficient potential in companies to fill more management roles with women in the future. In the private sector sample, the proportion of women in middle management has risen from 22 % to currently 28 % and in top management from 14 % to 21 % over the last 10 years. "This broadening of the gender diversity pipeline is the key to a balanced gender mix in management and at all management levels," says Schilling. 

As pleasing as the increase in the proportion of women on management boards is, another problem is becoming clear: women remain in their positions for a much shorter time than men. For Guido Schilling, this also raises the question of how sustainable this development is for the stability of management bodies. Possible reasons for the higher turnover of women on management boards were in last year's issue of the schillingreport discussed.

Many GL members without a Swiss passport

Another finding of the schillingreport 2025: the proportion of executive board members without a Swiss passport increased from 36 % in 2006 to 43 % in 2010 and oscillated around 45 % over the following 15 years. It was not until 2025 that this rose to its highest level to date of 49 %, whereby
63 % of the newly appointed members of the Executive Board do not have a Swiss passport. "Surrounding countries, especially Germany, have been struggling with a recession since corona, which increases the attractiveness of Switzerland and its employers. While it was more challenging to attract qualified managers from abroad in the past 4 to 5 years, Switzerland is now more attractive again due to its continued stable economic situation," says Schilling. "We have always been a country of immigration, which is also reflected in the high proportion of people without a Swiss passport who have spent the majority of their career in Switzerland, the so-called 'nationals'." The number of nationalities represented has also increased significantly over the past 20 years. In 2006, there were 23 other nationalities on the Executive Board in addition to Swiss; currently there are 48.

The public sector as a pioneer

In the public sector, the proportion of women in top management rose from 14 % in 2016 to currently 26 %. Looking at the Federal Administration separately from the cantons, the proportion of women in top management rose from 17 % in 2016 to currently 42 %. "The federal government not only set targets, but also fulfilled them in an exemplary manner," says Guido Schilling. "Thanks to this balanced mix, there are plenty of opportunities for
There are enough qualified candidates of both genders for top positions in the federal administration". And the consistency between the public sector and the private sector is high, according to Schilling.

Source: guido schilling ag

The medical device provider Lohmann & Rauscher (L&R) is acquiring the St.Gallen-based telemedicine start-up OnlineDoctor, the market leader for teledermatology in Switzerland and Germany. OnlineDoctor offers digital skin diagnoses by medical specialists and will remain an independent subsidiary with an unchanged team and under the same name. "L&R is the ideal partner for us. Being part of the L&R Group opens up new and long-term opportunities for us to drive forward our innovations in the field of digital medical products. We share a common vision of creating superior solutions for healthcare systems. As a young team, we are excited about the great opportunities for the future of OnlineDoctor," said the founders of OnlineDoctor, Dr. Tobias Wolf and Dr. Philipp Wustrow.

L&R sees great potential in the acquisition for the digitalization of the healthcare sector. OnlineDoctor impresses with its impressive growth momentum, its technological expertise in digital ecosystems and AI and, above all, its exceptional, agile team, the company writes. "OnlineDoctor's unique position as a leader in dermatology software as a medical device makes it a valuable part of our growth and digitalization strategy," say Thomas Menitz, CEO, and Holger Mägdefrau, CFO of Lohmann & Rauscher.

With around 800 dermatologists and partnerships with pharmacies and health insurance companies, OnlineDoctor enables rapid diagnoses - a model that has become even more important during the pandemic.

Sources and further information: www.lohmann-rauscher.com and www.onlinedoctor.ch. You can find a portrait of company co-founder Tobias Wolf here (paywall): https://www.organisator.ch/de/management/2024-10-23/das-system-grundsaetzlich-anders-denken/

I have been working as a PR consultant for consultants for around 30 years. Accordingly, I have already written many articles on leadership concepts, as it feels like every second consultant (also) specializes in the topic of leadership.

Leadership concepts are a dime a dozen

Some of the countless labels under which I have written articles on the subject of leadership on behalf of consultants and placed them in print and online media are listed here in alphabetical order:

• Agile leadership
• Change Leadership
• Conscious Leadership
• Digital Leadership
• Empowerment Leadership
• Future Leadership
• Inclusive Leadership
• Influencer leadership
• Lean Leadership
• New Leadership
• Next Generation Leadership
• Next level leadership
• Mindful Leadership
• Modern Leadership
• Positive Leadership
• Professional Leadership
• Remote Leadership
• Situational Leadership
• Transformational Leadership
• Virtual Leadership.

All leadership concepts are - more or less - right

And can I tell you something? Ultimately, all of the aforementioned leadership concepts were right. Because if you disregard the focus in some of them on certain groups of people such as women or members of generations y and z, on changed framework conditions such as increased work in hybrid or virtual teams and on real needs or those that consultants have recognized in companies, such as agility, change and transformation, then the core statements of all the leadership concepts mentioned have been almost the same for 30 or 40 years. They are:

• "Leadership must change."
• "The mindset of managers must change." And:
• "Managers must develop into relationship managers who empower their employees."

Please value the managers and their performance!

That may be true. But I sometimes ask myself: What is going on in the mind of a manager who is confronted every three or four months with a new leadership concept that purports to "revolutionize" leadership, and who for years has been reading "leadership must change", "the mindset of managers must change", etc. in what feels like every second leadership article, as if nothing has changed in the area of leadership in companies in recent decades, even though completely different people are in management positions today than 30 or 40 years ago.

I suspect that as a manager I would become depressed in the long run or at some point think: "Leave me alone with your 'bullshit'. You have no idea about leadership; you're just spouting ideology."

Leadership is a highly complex and multi-layered task

And I have to admit, from my point of view, managers would even be partially right. Because if you take a closer look at leadership concepts, you often get the impression that (employee) leadership is an end in itself. However, this is never the case in a business context. In this context, leadership always has a serving function: it serves to ensure that the area entrusted to the manager fulfils its function in the organization. Anyone who sees this differently is spreading ideology!

In addition, when reading some leadership concepts, one gets the impression that the only task of managers is to lead their employees or to be their "leader". This is not true! Every manager is also a division, department or team leader who must ensure that the area entrusted to them makes its contribution to the success of the company and achieves its (usually predetermined) goals. This is and remains their core task.

In addition, every manager is and remains the disciplinary superior of their employees, who also decides on their professional well-being and advancement. The "Duz" culture in many companies does nothing to change this. Due to this function, managers must also make tough decisions from the perspective of their employees or support and implement decisions made by their own superiors - which is currently the case more often than not at a time when many companies want to (or have to) make savings and cut staff.

Empowering managers to maintain their confidence

In my view, anyone who negates the aforementioned functions of managers - such as being a division manager, disciplinary superior, etc. - is also negating the complexity and multi-layered nature of the management role, which is precisely what makes it so difficult and challenging to perform effectively. As a result, it ultimately cannot contribute to the fact that for fewer managers, "being challenged" turns into "being overwhelmed" and they increasingly resign (or even burn out).

In my view, however, such "empowerment" is currently urgently needed. After all, if managers increasingly lose hope and resign because they are overwhelmed, then they no longer radiate the confidence "We can overcome the challenges ahead of us if..." in their dealings with employees.

However, it is precisely in difficult times or times of rapid change that they must radiate this, so that their employees maintain a positive view of the future despite all adversity and have, if not the belief, then at least the hope that "We will make it if...".

Managers need a positive view of the future to be effective

That's why, for example, I can really get behind the positive leadership concept, as advocated by the Positivity Guides, Berlin/Braunschweig in their book "Positiv führt! Empowering Teams and Organizations with Positive Leadership", because: This concept places a strong focus on promoting and preserving hope - even in bad times, when many employees increasingly lose their confidence because they can no longer see any light at the end of the tunnel due to the many crises etc.

The same applies to the influencer leadership concept of IFIDZ founder and director Barbara Liebermeister, Wiesbaden, as it emphasizes the importance of managers as influencers of the mindsets of those around them, which is increasingly becoming a core task of leadership.

To the author:
Bernhard Kuntz is the owner of the PR and marketing agency Die PRofilBerater, Darmstadt (www.die-profilberater.de). Among other things, he is the author of the education and consultancy marketing classic "Die Katze im Sack verkaufen: Wie Sie Bildung und Beratung mit System vermarkten" - offline and online". Time and again, he also critically reflects on various topics relating to his consultancy mandates, including in marketing.

What is the salary and employment situation of people with a degree from a Swiss university of applied sciences (UAS)? To answer these questions, FH Switzerland conducts the UAS salary study every two years. In 2023, over 13,000 people took part. The study provides an overview of various sectors and UAS disciplines and serves as a benchmark for current salaries for both employees and companies. UAS Switzerland is the umbrella organization of UAS graduates, with 44 affiliated organizations.

This year, the survey also includes questions on the topics of self-employment and working conditions, such as working from home, part-time work and additional benefits offered by employers. This means that social developments that have an impact on our work and remuneration are also included in the study.

Participants can take part in the survey via desktop, tablet or smartphone until March 30, 2025. The results will be published at the end of May. Anyone taking part in the FH salary study will receive a free login, which can be used at www.fhlohn.ch the results can be called up. The salary data is sorted according to criteria such as age, industry, degree, place of work or position. Participants will also be entered into a draw to win attractive prizes, including six GoPro action cameras or a language trip to Hawaii.

Click here for the survey: www.fhlohn.ch

Sustainability has been high on the agenda at Lyreco Switzerland for years. This was also the case with the first sustainability conference in German-speaking Switzerland in January 2024. Once again, on February 13, 2025 in Lausanne, over 500 guests from business, science and politics were able to experience why failure is so important for making supply chains more sustainable in an unconventional, authentic and unique way under the motto: "openly and honestly unpacked".

Over 20 experts on stage

How does "one way" become a genuine circular economy, which technologies make supply chains more efficient and sustainable, and which measures help on the way to net zero? Lyreco has brought over 20 experts to the stage who really have something to say. "From science to entrepreneurial practice, from corporations to start-ups and from climate seniors to the youngest generation, whether in one of the two panels or the exhibition. Lyreco Unboxed is honest, concrete and practical and therefore much more than just an event," says a company statement. The event was held for the second time and emphasizes above all a blunt, authentic and open discussion of the topic of sustainability.

Why a sustainability event in French-speaking Switzerland?

"Lyreco has long been committed to sustainability," says Martin Schlittler, Managing Director of Lyreco Switzerland AG. "With our commitment to the Science Based Target initiative, sustainable delivery and environmentally friendly product strategy, we are actively working towards a net-zero future." "Lyreco Unboxed" has already built a bridge to the mission: sustainable solutions for the workplace. "Now we want to inspire our customers, partners and employees in French-speaking Switzerland - with knowledge, fun and without pointing fingers!" says Schlittler. 

Based on this idea, French-speaking experts were selected and a climate and innovation forum was initiated. A new dialog hub enables a direct exchange with experts. The Circular Tour de Suisse brings the circular economy to life throughout Switzerland and presents sustainable solutions together with partners. Lyreco provided a platform for the first stage stop with its integration in the Dialog HUB.

Can such an event be sustainable?

"The CO₂ analysis of the unboxed event in German-speaking Switzerland showed that around 90 % of emissions come from mobility and catering," explains Tina Kempf. "That's why we avoid unnecessary transportation and rely on vegetarian, seasonal and regional products, preferably organic, for our catering."

But Lyreco says it has gone a few steps further: The event was designed to be as resource-friendly as possible. Furniture and exhibition materials are 100 percent reusable - for example through rental furniture and Lyreco reusable boxes, which are then reused for customer deliveries. Participants were encouraged to travel by public transport, while transport was reduced or optimized through short logistics routes, electric vehicles and collective transport.

Sustainability requires transparency and collaboration. With "Lyreco Unboxed", the company is creating an open platform for responsible action. The customer event also serves as a networking platform and a thank-you for successful collaboration. Thanks to the Sustainability Event Guide, Lyreco can continuously reduce the emissions of its events - in line with the Science Based Target Initiative.

Source and further information: www.lyreco.ch

The idea of Direct Air Capture - DAC for short - is not new. Two and a half decades ago, in 1999 to be precise, Klaus Lackner, a German physicist working in the USA, first proposed extracting carbon dioxide from the ambient air. The incessant rise in CO2 emissions caused by human activity and the resulting increase in global temperatures have brought direct air capture technology increasingly into focus in the fight against global warming in recent years. The first DAC plants already exist, for example in Switzerland, Iceland and the USA. However, the technology is still in the development stage - and the results achieved are still quite limited and very cost- and energy-intensive.

A new approach to direct air capture

What must a DAC process fulfill so that it can really be rolled out everywhere globally? Where are the weaknesses in the existing systems? And above all: what can be done better?

With questions like these in mind, the Obrist engineers sat down with the German chemist Prof. Robert Schlögl, former director of the Fritz Haber Institute, the Max Planck Institute for Chemical Energy Conversion and now President of the Alexander von Humboldt Foundation, analyzed existing systems and looked for new approaches. In doing so, they always had the principle of company founder Frank Obrist in mind: it must not only be different, but better. In line with this principle, the industrial group from Lustenau in Austria is already on different areas actively involved.

"Our analyses showed that the system must be feasible with cheap materials that are available everywhere and at all times. It must also be a continuous process - without constant switching on and off. The system must work with thermal energy at comparatively low temperatures and, of course, it must function in the Earth's sun belt, where electricity is available. The process must also be stable and scalable. We have found a solution that offers us a number of advantages over our competitors," explains Frank Obrist. 

Extracting not only CO2 but also water directly from the air

Keyword sunbelt: One of the Obrist team's basic requirements was not only to extract pure CO2 from the air, but also water - even in the driest conditions. This is an enormously important factor, which also represents a significant advantage over the competition, according to Obrist. Due to their design, conventional systems constantly release water into the environment as a result of their chemical process. It is easy to understand why this is fatal in desert regions. Obrist DAC, on the other hand, can actively extract water during the process.

Higher energy consumption, but very manageable costs

A comparison of the energy requirements of the Obrist DAC with the systems of other manufacturers shows that the energy consumption of the Obrist solution is around 20 to 50 percent higher than that of the competition. However, the Obrist technology can be operated in the Earth's sun belt and therefore with comparatively affordable energy - less than 1 cent/kWh. Another advantage over competitors whose concepts are not designed for this. Obrist technology also requires heaps of thermal energy for certain process sequences. However, the Obrist engineers have calculated that a large proportion of the thermal energy can be recovered as waste heat from the methanol synthesis. In combination with the use of solar thermal energy, the costs are significantly reduced once again. The costs of building the plant are also lowwww.obrist.atSince Obrist DAC does not work with high pressures, the system can be built quite simply from plastic and therefore in more remote areas of the world. The first test plant, which demonstrates the process under laboratory conditions, is in operation in Lindau on Lake Constance. 

Source and further information: www.obrist.at

The inflation rate in Switzerland has recently continued to fall. In December 2024, it was just 0.6%, while the annual average for 2024 was 1.1% compared to the previous year.[1] Nevertheless, there is cost pressure on businesses. "Although inflation in Switzerland should remain moderate, companies are feeling the effects of global price increases," explains Patrick Sommer, Managing Director of the digital consultancy CNT Management Consulting in Switzerland. He knows what this means for companies: "As a result, purchasing departments are being called upon more than ever to reduce costs and make processes more efficient. At the same time, issues such as sustainability and flexibility must not be neglected." The economic uncertainty is also having an impact on consumer behavior, with consumers being particularly cautious when it comes to non-essential spending. This is putting pressure on companies to plan and adapt their purchasing strategies precisely.

Digitalization as a competitive advantage

The introduction of digital technologies is a key lever for increasing efficiency and flexibility in procurement. Many Swiss companies, especially small and medium-sized enterprises, are showing a growing interest in digitizing their purchasing processes. Nevertheless, there is often reluctance, as Sommer explains: "The biggest challenges lie in limited financial and human resources. But those who are prepared to invest in modern technologies such as AI can achieve significant efficiency gains." AI-supported analyses in particular offer companies new opportunities to optimize their purchasing strategies. For example, demand forecasts can be made much more precise by analyzing historical data and market trends. "Routine tasks such as invoice verification or the tendering of offers can be handled more efficiently using AI," Sommer continues. "This not only saves time, but also reduces errors and frees up time for strategic tasks." Another example is purchasing automation, where routine orders are triggered automatically and changes in demand are taken into account in real time. These technologies create transparency and improve responsiveness.

Sustainability: a strategic must

In addition to digitalization, sustainability is also a key factor for future-proof purchasing strategies. "Companies must combine ecological and economic goals in order to remain competitive in the long term," emphasizes Sommer. A sustainable approach not only offers benefits for the environment, but is also increasingly expected by customers and business partners. "Sustainable purchasing not only means buying green, but also taking a critical look at the entire supply chain. Choosing suppliers that are environmentally friendly and socially responsible is becoming a decisive criterion." Sommer points out that sustainability is also becoming increasingly important in the context of regulatory requirements. "Future legislation and standards will force Swiss companies to integrate sustainable criteria into their purchasing processes. Those who act early not only secure a competitive advantage, but also avoid potential risks."

Trends that will shape purchasing in 2025

Flexibility and resilience of supply chains are other key issues that Swiss companies will have to consider in 2025. "Global uncertainty shows us how important it is to be able to react quickly to market changes," says Sommer. Companies that strategically diversify their supply chains and enter into long-term resource commitments are better positioned to overcome crises. A resilient supply chain not only offers protection against bottlenecks, but also contributes to the stability of business processes. In addition, automation remains a key trend that will have a lasting impact on procurement. "Automated processes reduce administrative effort and ensure that companies can concentrate on strategic core tasks," explains Sommer. The use of real-time data for decision-making is also becoming increasingly relevant. "Companies that work in a data-driven way have a clear advantage when it comes to recognizing trends and reacting quickly to changes."

Efficient purchasing strategies are crucial for all sectors

Patrick Sommer is convinced that efficiency improvements in purchasing affect all sectors and company sizes. "Process optimization is not just an issue for large corporations. Smaller companies can also benefit from optimized processes and strengthen their competitiveness," he says. Strategic process optimization in procurement is a key success factor. "Digitalization, sustainability and flexibility are the pillars on which successful procurement strategies in 2025 must be built. Those who combine these elements will benefit in the long term and remain competitive." Increasing efficiency, sustainability and digitalization are therefore not isolated issues, but are interlinked. Companies that align their procurement strategies accordingly not only secure competitive advantages, but also actively contribute to a more resilient and sustainable economy.

[1] https://www.admin.ch/gov/de/start/dokumentation/medienmitteilungen.msg-id-103726.html

Source and further information: www.cnt-online.com/de/

There are those days when everything runs like clockwork. Decisions are easy, conversations are productive and you feel that you have really made a difference. And then there are the other days: busy, but without tangible results in the end.

Why this difference? It is often not due to external circumstances, but to our focus. And this focus is decisively shaped by the questions we ask ourselves. Questions are more powerful than answers - they guide our thoughts and influence our actions. This is particularly important for managers, as they not only set the course for themselves, but also for their team.

Three questions will help make this year exceptional.

1. how do you sustainably improve your mental health?

Mental strength is the key to clarity and stamina. It determines whether you make smart decisions and remain productive in the long term - or whether you burn out. But mental strength doesn't develop on its own.

First of all, make sure you have a stable physical basis: sleep, exercise and nutrition are essential. Choose your environment consciously, because the people around you have a significant impact on your energy. And reduce unnecessary decisions by creating clear routines. This will keep your mind free for the really important things.

The question is: What do you do to specifically promote your mental strength?

2. how are you making the world a better place this year?

This question is aimed at your influence in your immediate environment - be it in the team, in the company or in the family. Many people underestimate how much they can achieve. Yet it is often the small things that make the biggest difference.

Do you manage your people so that they can grow with their tasks? Do you optimize processes to make work more efficient and enjoyable for everyone? Or do you often give honest feedback that will be remembered for a long time? Your contribution counts, even if it seems inconspicuous at first glance.

3. what are you no longer putting off?

Everyone has things that they put off: an unpleasant conversation, a difficult decision or even the tax return. But procrastination robs us of energy and prevents us from moving forward.

This is often due to perfectionism or fears - of conflict, change or uncertainty. But as soon as you take the first step, you immediately feel relieved. What is the one thing you have been putting off for a long time? And how will your year change when you finally tackle it?

Conclusion

The right questions direct your focus and therefore your results. Reflect regularly on these three questions and you will create the basis for an exceptional year - for yourself and those around you.

To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch

JK Development GmbH is a Swiss B2B telemarketing company that was founded in Zug in 2011. With currently 270 employees, the company is active throughout the DACH region and has also been present in Germany since 2018. The telemarketing specialist is now further expanding its offering in the areas of new customer acquisition and customer support on the German market. Accordingly, JK Development has already hired new employees and is looking for further specialists for the new Munich office at the Parkstadt Schwabing business location, according to a press release. "Thanks to our local team, we can respond specifically to regional characteristics. By moving into our new office in Munich, we are creating the ideal conditions for further growth on the German market," explains CEO and founder Marco Mannhart.

Parkstadt Schwabing is considered one of the most dynamic hotspots for technology and IT companies in Germany. The location is home to leading global corporations such as Microsoft Germany and Nagarro SE. The modern infrastructure, the innovative environment and the excellent transport links, in particular the proximity to Munich Airport, would create ideal conditions for the growth plans of the Zug-based telemarketing company, according to the reasons for the choice of location.

The new, modern office premises are located at Walter-Gropius-Strasse 7. JK Development wants to create a working environment that provides optimal conditions for employees, be it through short commuting distances or the combination of residential, office and leisure space. "We are looking forward to becoming part of this dynamic environment and providing new impetus. It fits in perfectly with our corporate philosophy," comments Marco Mannhart on the new milestone that the telemarketing company has set.

Source and further information: JK Development GmbH

Pizolbahnen has decided to end its collaboration with CEO Reto Staub with immediate effect. The company announced this in a press release on Thursday, January 23, 2025. There were differences of opinion regarding the management of the company. This has prompted the Board of Directors to go their separate ways in future. The Board of Directors' considerations centered on the well-being and development of Pizolbahnen, according to the statement.

Reto Staub - who comes from Bad Ragaz himself - only took over the CEO position just under a year ago, on February 1, 2024. He was to lead the mountain railroad company into a new era "with his wealth of experience and entrepreneurial spirit", said Markus Oppliger, Chairman of the Board of Directors, at the time. During his tenure, Reto Staub was indeed able to set new and positive accents in the areas of offer design and gastronomy. The Board of Directors would like to expressly thank the outgoing CEO for his short but very intensive commitment to Pizolbahnen and wishes him all the best in his professional and private life.

Until a successor takes over, individual members of the Board of Directors will take care of certain dossiers. As "Managing Director ad interim", Markus Oppliger will manage the operational business together with the management team.

Source and further information: Pizolbahnen AG