Ricola's sustained profitable growth, increased internationalization and advancing digitalization are constantly posing new challenges for the group of companies, according to a media release. "As a family of entrepreneurs, we are therefore constantly looking at the optimal solution for managing Ricola. Based on these considerations, we have decided that at this point in time, a complete separation of the strategic and operational levels is most beneficial for our company," said Felix Richterich, Chairman of the Board of Directors of Ricola Group AG and Vice Chairman of the Board of Directors of Ricola Familienholding AG.

Ricola Group AG now managed outside the family

The development of this management model at Ricola took place carefully and step by step. Following the successful start of CEO Thomas P. Meier in May 2019 and a period of transition in which the course was set and the culture was launched together, the entrepreneurial family will be involved in the boards of directors of Ricola Group AG and the parent company Ricola Familienholding AG from January 1, 2021. Eva Richterich, previously Head of Innovation & Sustainability, will leave Group Management at the end of 2020 to focus on her strategic role as a member of the Board of Directors of Ricola Familienholding AG. As of this date, Chris Fesen will take over the Innovation & Sustainability business unit. As a result, the operational management of Ricola Group AG, under the leadership of CEO Thomas P. Meier, will be entirely in the hands of non-family leaders.

Eva Richterich takes on new strategic role

Eva Richterich was Vice Chairman of the Board of Directors of the Ricola Group from 2015-2019. In 2016, she initiated the future lab Ricolab and set important impulses in innovation, the responsible use of natural resources and digitalization. At the beginning of 2019, she was appointed to the Executive Board of Ricola and has since led the Innovation & Sustainability business unit. Together with her team, she developed a new innovation strategy and the associated process. She also created the conditions for modern sustainability management and ensured the necessary cultural change in her business unit. Likewise, she integrated Ricolab into the parent company at the beginning of 2020. Following the successful completion of this work, Eva Richterich will step down from the operational management of Ricola at the end of 2020 and focus on her strategic role as a member of the Board of Directors of Ricola Familienholding AG.

Source and further information: Ricola

The success of a company increasingly depends on its ability to react quickly to changes in the market. Of course, this is not easy if the company is wedded to static planning and this is associated with long planning cycles and plans that do not draw on current data.

But what makes an agile company? Agility is the ability to respond effectively to new trends in a short period of time while continuously driving innovation throughout the organization. To be more agile, the following steps should be taken in the enterprise: reduce system friction, increase data trust, and better integrate the finance department with the other business units. This requires the latest technology that connects the back and front office.

Enterprise-wide planning: basis for more agility

Agility is important for business success - and an active planning approach is key. To enable companies to respond more quickly to market changes, the front and back office must work with real-time data. To do this, finance departments, for example, need modern systems that are easy to use and quickly adaptable - and the same applies to planning. Modern planning should be collaborative, comprehensive and continuous. This is the only way companies can minimize risks, maximize performance and create competitive advantages. Active planning models enable teams to expand the data foundation for planning beyond finance, as well as pull real-time operational and transactional data from enterprise systems to make better, data-driven decisions. The following three steps are important for enterprise-wide planning:

1. record the status quo

What is preventing your company from implementing modern and efficient business planning? If you want to conduct a detailed analysis, answer the following questions:

• What does the planning process in the company look like at the moment?
• What technologies are being used and how well do they support active planning?
• Do you have access to all the data they actually need?
• Is automated data integration possible?
• Is comprehensive workforce planning feasible today?

As a first step, it is important to get a feel for where to start when optimizing planning processes.

2. create a consensus within the organization

Initiating change in a company is sometimes no easy task. It requires an experienced advocate at the highest level who is committed to active planning. It also needs a project team that represents the various departments across the board; including Operations, Sales, HR, but also the IT department. It can help clarify the technological requirements.

A business case should then be created. How much time and money do the manual processes cost? What opportunities have been missed in the past as a result? This can be contrasted with the new opportunities that active planning would bring. For example, if the time spent on budgeting drops by 50 percent, employees can use their capacities for business-critical tasks such as "what-if" analyses.

Once the team has been assembled and the goal clearly defined, the plans for the pilot project can be outlined. It is advisable to select a function within the finance department for this so that implementation is subject to the department's own control. An implementation plan and the definition of the most important KPIs create additional orientation and weighty arguments to gain support for the project from the management.

3. build a company-wide planning

Of course, it pays off quickly to implement the modern planning model in the finance department first. But as soon as a certain routine has been established, it should be extended to the other corporate divisions as well. With the project team, the planning projects can be carried into the HR, Sales and Marketing departments - this is the first step towards active planning throughout the entire company.

The goal in this phase is to promote interdepartmental communication and cooperation. Success can be achieved here through regular discussions with the individual stakeholders, in which the findings to date are recapitulated or areas for improvement are identified.

At the same time, the process will help position the CFO as a strategic partner who orchestrates planning across the enterprise. The finance department will no longer be primarily tasked with collecting budget figures and producing reports. Rather, the finance team becomes the "strategic head" alongside the CEO, driving the change and innovation needed to not only weather uncertain times, but to thrive in them.

To the author:
Frank Mens is Regional Sales Director Financial Management DACH & CE at Workday. He is responsible for building and executing the go-to-market strategy for Workday Financial Management in DACH and Continental Europe.

The social partners of the mechanical, electrical and metal industry (MEM industry) have anchored in the Collective Labor Agreement (CLA) the intention to jointly establish new offers for the re-qualification and re-training of working adults (cf. Art. 50 para.1 CLA MEM). On this basis, the social partners (Swissmem/ASM, Angestellte Schweiz, Unia, Syna, Kaufmännischer Verband and SKO) founded the "MEM-Passerelle 4.0 AG" on December 11, 2020. The aim of this organization is to provide companies in the MEM industry with the skilled workers they need and to enable employees to continue their careers and change professions.

Educational offers for new qualification

The task of "MEM-Passerelle 4.0 AG" is to establish counseling services for working adults. These are intended to clarify individual aptitude and identify opportunities for further professional development. In particular, adult-oriented, modularized and in-service training offers are being developed for a shortened new qualification that builds on existing competencies. For this purpose, "MEM-Passerelle 4.0 AG" seeks cooperation with the responsible state authorities as well as with cooperation and implementation partners from all areas of the education system.

First pilot course

A first pilot course in the specialist areas of manufacturing, assembly/commissioning and maintenance has already been launched at the IDM Thun vocational training center in mid-October 2020. In February 2021, further training modules will begin, for which new entry is also possible. The modules will be led by experts from the field. Additional pilot courses are planned in other regions from fall 2021.

Broad-based management

At the founding meeting of "MEM-Passerelle 4.0 AG" on December 11, 2020, Prof. Dr. Stefan Wolter, Professor at the University of Bern and Director of the Swiss Coordination Center for Education Research SKBF, was elected Chairman of the Board of Directors. The rest of the Board of Directors is made up of representatives of the trade unions, employee associations and Swissmem or its member companies. It consists of Bernhard Gisler (Schindler Aufzüge AG), Hans Hess (Swissmem/ASM), Claudia Komminoth (PB Swiss Tools), Karin Oberlin (Angestellte Schweiz), Johann Tscherrig (Syna) and Manuel Wyss (Unia).

Source and further information: Swissmem / MEM Passerelle

The 180-employee ICT service provider Boss Info AG is appointing a new Chief Executive Officer (CEO) for the new year. His successor, Daniel Arnold, will take the helm at Boss Info at the turn of the year. The ERP specialist, who is very well known in the ICT market, was responsible for the Sales / Consulting division for many years as a member of the Executive Board. In addition to building up the Products and Services division, he most recently also acted as the Aarburg site manager.

Daniel Arnold takes over from Simon Boss

45-year-old Daniel Arnold succeeds Simon Boss, who is handing over operational management after 22 years since the company was founded in order to be able to concentrate fully on business development at Boss Info from January 1, 2021. Owner Simon Boss will continue to hold the position of Chairman of the Board of Directors.

Right time for leadership change

The management of Boss Info has used the current year intensively for the preparation of the reorganization. "The new organizational structure, which will come into effect on January 1, 2021, is predestined for cutting old ties and transferring the operational business into new hands," explains Simon Boss, who had already been appointing his successor for some time. "The new structure is of immense importance for Boss Info in order to be able to accommodate further growth," the visionary and company owner continues. "Daniel Arnold brings with him the necessary tools to do justice to this responsible role," Simon Boss is convinced.

"Big shoes to fill" at Boss Info AG

Daniel Arnold is aware of the magnitude of the new task: "I am looking forward to this challenge and am proud of the trust placed in me. I have big shoes to fill, but I am convinced that I can continue the success story together with the Boss Info team and give the company new impetus as CEO.

More information

"Fjord Trends 2021" is the fourteenth trend report produced by Accenture Interactive's global network of designers and creatives. This year's findings reveal that opportunities are now opening up for companies to enter new areas - as they introduce new strategies, services and experiences to meet evolving human needs.

The pandemic shows what is really important

The Annual Report notes that the pandemic has brought clarity and surprises alongside chaos and tragedy. It has shown us what is really important, strengthened public spirit and inspired innovative minds at home. This presents a whole new set of challenges for companies: How can they respond properly operationally and also communicatively, how to meet the ever-changing expectations of consumers and act more empathetically - all while struggling to survive in an uncertain economy? The Fjord Trends for 2021 are recommendations on how companies can help shape the renaissance of the 21st century.

Trends that will shape the year 2021 and beyond

These are seven trends that will shape the economy, customer behavior and society of the future:

1. Collective relocation: How and where we experience things has changed in 2020. We all share a sense of shifting location and are looking for new ways and places to fulfill our duties and pursue our passions. Working, shopping, learning, meeting friends, raising children, and taking care of our well-being have all fundamentally changed for many of us and more. Businesses must accordingly seek new ways to connect with their customers.
2. Do-it-yourself innovation: Increasingly, it is talented people who are driving innovation by developing new "hacks" for new challenges - from the remote worker who uses his ironing board as a standing desk to the parent who becomes a teacher. Technology is playing a new role here: rather than driving innovation, it is supporting human creativity and allowing it to shine through everywhere. Individuals, from politicians to personal trainers, are using sites like TikTok or video game platforms to spread important messages or host concerts. Everyone wants better solutions, but expectations of companies have changed: Instead of delivering ready-made solutions, they should create the framework for private innovation.
3. Dream Teams: Employees who work remotely now live in the office, so to speak. This has huge implications for the reciprocal arrangements between employer and employee and the many assumptions involved - for example, who decides the dress code for video calls at home, whose responsibility is it to protect remote workers' right to privacy? Even if blanket vaccination is already on the horizon: The relationship people have with their work and between employers and their teams has changed permanently. The future will not provide a one-size-fits-all solution - the world of work will remain a field of experimentation for some time to come.
4. Liquid Infrastructure: How and where we purchase products and use services has changed. That's why companies need to rethink their supply chain and their entire physical infrastructure, focusing on the "points of delight" in the last few meters before purchase - such as the immediate joy of the purchase itself, which many took for granted in the store. Companies therefore need to build greater agility and resilience throughout their organization so that they can adapt quickly to change. This also applies to the expected changes related to the need for more sustainable business.
5. Interaction Wanderlust: We spend much more time interacting with our fellow human beings via screens. This has resulted in a certain monotony, with many tools looking almost identical with their template-like designs. Companies need to rethink design, content, audiences, and interactions with their services to make the experience in front of screens more exciting and enriched with the element of chance.
6. Empathy Challenge: Most customers want to know what brands stand for and how they express their values. The pandemic has exposed many dysfunctional and unfair structures around the world - from access to healthcare to issues of equality. As a result, companies must work hard to manage the narratives that shape their brands. To do this, they need to prioritize key issues and build their actions around these key themes.
7. New Rituals: Numerous rituals - from celebrating a birth to saying goodbye at a funeral - were not possible this year. This has a significant impact on the well-being of society as a whole. For companies, this trend gives them the opportunity to accompany their customers in their search for meaning. New rituals are needed that provide joy or comfort. The prerequisite for this is to first recognize the hole left by an abandoned habit. Only then can it be adequately filled.

The year 2021 should be characterized by hope

"Innovation doesn't start with technology, but as we've seen over the past year, it can be a powerful tool for making more room for human creativity - even in the midst of chaos," said Brian Whipple, group chief executive of Accenture Interactive. "The next year should be one of hope. We've seen big changes in our society - we've even been part of them ourselves. These trends are a blueprint for how we think today and what we do next, what we take with us and what we leave behind. We can do better and people deserve better."

Source: Accenture Interactive

"People will forget what you say and forget what you do ... but they will never forget the feeling you gave them": this is relevant whenever you want to get others to take action or influence them. And this is one of your main tasks as a leader.

Trigger the right feeling

You can talk as much as you want, even do the right and important things, the impact on others will always be limited compared to when you trigger certain feelings in others.

Example: If others feel safe with you to say what they think and dare to try new things without fearing sarcastic comments, they will try more. If people feel a sense of departure with the prospect of new fascinating experiences, they will go the distance.

The biggest problem with this is often that people are afraid that their feelings may be hurt, that the security was only apparent, that the vision was not serious. In other words, that their feelings will be disappointed.

Using the power of feelings

If this seems too "soft" for leadership, I can assure you that these are exactly the "hard facts" that cause projects and strategies to fail. Here are three short ideas on how you can use the power of feelings for your leadership:

1. The Why. For each change, clarify with your team why it feels better when we have achieved our goals or vision. What is different there for each individual? Why is this good and important?
2. The demands. How do you want to think and behave? What demands do you make on yourself? Demands are always associated with feelings. Examples: We want to have fun in what we do. Each of us takes full responsibility for the consequences of our actions. Everyone tries to understand the others.
3. The successes. Most people give far too little credit to successes. Why is that important? Successes and failures trigger feelings. That's why consistent recognition (even on a small scale) is a very easy lever for good feelings.

Emotions play an important role not only at this time of year, but at every time of our lives. With logic you make people think, with emotions you make them act. Take advantage of that in the new year!

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

What is it about the delicious and tempting dessert "Tarte Tatin"? Why are there so many recipe books about it? And last but not least: What is the secret of this particular upheaval? And one more thing: What has the Recipe for this unspectacular pastry in an entrepreneur magazine?

The birth of the "Tarte Tatin

Caroline and Stéphanie Tatin are regarded as the inventors and discoverers of the culinary delicacy named after them - a real treat that has long since achieved cult status. The enterprising siblings ran a small hotel with an inn near the village of Lamotte-Beuvron in France around 1850. Their nutritious and at the same time tasty cuisine was known throughout the region and beyond. In particular, the "tartes" - or "wähen" in our case - prepared with apples from their own garden were particularly popular with the numerous guests.

Anyway, according to the legend, the small inn was full of travelers and locals, and the brothers and sisters hardly knew where their heads were. And logically, there were numerous orders for the popular dessert. Caroline was working in the kitchen and suddenly the unfamiliar smell of caramelized apples hit her nose. When she looked in the oven, she was shocked to discover that in her haste she had forgotten to put the dough on the baking sheet. And now comes the highlight of the story.

Pure creativity and innovation

Instead of resigning, the efficient - in today's parlance innovative and creative - innkeeper decided to use an unorthodox method and thus got closer and closer to the secret: Without further ado, she decided to pour the dough over the apples and finish baking the cake in this way. She then plopped the cake onto a platter and immediately served her new creation to the large audience present. This was the birth of the "Tarte Tatin" or the "overturned" apple cake!

Resounding successes have their origin in setbacks

The story of this "inverted" French cheesecake impressively shows that failures not infrequently force us to rethink and form the breeding ground for innovative and creative action. Without the "upheaval" of the apple pie, no tarte tatin would have been created and the culinary world would have been a lot poorer.

Surely you yourself have already faced a situation or are still on the verge of having to tread new paths, but these can also open up new perspectives and horizons for you - and produce original solutions. Especially in times of the Corona virus, which has not yet been overcome, it is worthwhile more than ever to discover new niches and to regenerate the creative resources slumbering in us from time to time. Caroline Tatin showed us how to do it many years ago. And every time I enjoy a slice of the delicious overturned apple turnover from France, I know anew: creative, innovative and energetic action are not empty phrases, but today particularly sought-after skills that make all the difference.     

View failures positively: Little wisdoms around the "Tarte Tatin

• Making a virtue out of necessity: How a "normal" apple pie becomes a culinary bijou
• The overturned apple tree according to the motto "Let new things arise" becomes a dessert of the special class
• The Corona Pandemic challenges us to "turn around" a failure and turn it into an opportunity.
• The "Tarte Tatin principle" means creative, innovative and energetic action
• Caroline and Stephanie Tatin have shown the way: through their "overturned" cake they have broken new ground and come up with original solutions
• And one more thing: Without Caroline's forgetfulness in preparing the cheese, there would be no Tarte Tatin today. This shows that mistakes are necessary to move forward!

To the author:
Alex Müller is a former HR manager at the Psych. University Hospital Basel and now works as an HR writer for daily and trade newspapers.

The Future Work Barometer regularly collects the assessments, experiences and needs of Swiss employers and employees with regard to the world of work 4.0. A first survey was carried out in the summer of 2020.

Personal competencies with a need to catch up

The results of the first Future Work Barometer conducted in July 2020 indicated a development potential of over 70% at management level, including in the area of personal competencies. More in-depth questions were asked about this in the second round of the survey in October. The result confirms or underlines the earlier findings: with 77% (a lot/very much), the respondents rate the need to catch up in the development of general leadership competencies as the highest.

Disillusionment regarding the degree of digitization

By contrast, there were revealing deviations compared with the first round of the survey with regard to the assessment of the degree of digitization of the companies. Whereas in July, 77% of the board members still rated the degree of digitization as high to very high, three months later a certain "disillusionment" has evidently set in here, because in October the figure is only 45%.

The white paper with the overall evaluation of the Future Work Barometer 2020-2 is available here via free download: www.future-work-barometer.ch  

The pandemic abruptly shifted many sales activities to the home office. In the meantime, most companies have come to terms well with the new normality: According to a Study by the management consultancy McKinsey at the beginning of April, 50 percent still felt that working with less direct customer contact was very or fairly inefficient. In August 2020, the figure was only 32 percent. B2B customers in Germany, meanwhile, think the current situation is just fine: they don't want to change anything about the current communication channels with their suppliers, according to the study.

Ten important CRM functions

The rapidly developing mobile possibilities in the field of CRM play into both sides' cards: Because in addition to an end-to-end sales process, mobile applications also ensure better customer service. ERP manufacturer proALPHA reveals ten CRM functions that really drive sales today:

1. Query availabilities: Is a product in stock in the desired quantity? How long is the waiting time for a particular variant? Sales staff shine with excellent service and competence when they can answer customer questions immediately and promise delivery dates with binding effect. To do this, they need a mobile CRM with direct access to the ERP system, the current inventory, and other relevant values from production planning.
2. Direct document creation - from offer to order: The highlights of mobile working are undoubtedly the binding offer and direct order entry together with a legally valid signature. The customer thus receives the desired goods more quickly. The order data can be entered both in online mode and offline, without an Internet connection. Because the data does not first have to be transmitted to headquarters by fax, e-mail or telephone and then manually typed in again, the lead time for production, assembly or shipping is reduced by a day or even more. The fast, end-to-end digital process also minimizes the risk of errors.
3. Systematic history of all activities: Templates for structured visit and meeting reports help to record requirements and agreements as meaningfully as possible. After all, they serve not only as an aid to thinking, but also as a reference, for example for assembly. Even when there is a change of customer service representative, the new colleague needs to know what has "gone on" in the past and what orders and sales a customer has placed so far. All the relevant data is retrieved from the ERP system. This means that when the new employee starts work, he or she can immediately pick up where the previous employee left off.
4. Manage contacts and appointments efficiently: Mobile CRM not only strengthens the relationship with the customer. It also ensures greater efficiency internally, for example through integrated management of appointments, tasks and reminders. For efficient work with calendars, customer and contact data, synchronization with Exchange is of course a must.
5. Fact-based sales strategy: It is also helpful if the sales department can view meaningful, graphically prepared statistics, for example, on the sales performance of a customer in a year-on-year comparison. These statistics can be used to derive potential and sales opportunities more accurately than a simple calculation based on the wrist.
6. Project management for sales: The more complex a sales project, the more important it is that all notes, tasks, visits, call notes, quotations, orders and statistics are bundled in one place. This not only offers a lot of relief in daily doing. It also allows for solid sales controlling. If an additional opportunity arises in the appointment, the creation of a new mobile sales project must also be quick.
7. Route and tour planning: Even if the number of customer visits has dropped significantly in the pandemic: The time a sales representative spends in the field is precious. Sensible visit planning for an efficient route is therefore one of the particularly important CRM functions right now. It is particularly time-saving to display all contacts in the immediate vicinity via a map. In this way, a visit itinerary can be arranged in a meaningful way.
8. Complete paperwork from anywhere: Many sales representatives still have administrative tasks to perform in the evening, especially call reports and travel expenses. If receipts can be recorded and settled on a mobile device, this noticeably eases the burden on the end of the day. It also speeds up approvals and reimbursements - to the delight of everyone involved.
9. Extensive research capabilities: The core of a user-friendly interface is a comprehensive search. A search in the metadata of a company is just as much a part of this as the search for freely selected keywords.
10. Support of complex and international organizations: Large as well as international sales organizations have additional requirements for a mobile CRM. For example, not everyone is allowed to see and change all data. Multi-level rights and role management is therefore just as important as support for various national languages. Companies planning to introduce a mobile CRM solution should also ensure that the solution used can be set up for an unlimited number of sales employees. It must also run platform-independently on Android, iOS, or Microsoft devices and on laptops as well as smartphones and tablets.

Mobile solutions for more sales success

A mobile CRM is an essential building block in the digital transformation of a company. The associated increase in efficiency naturally benefits sales first and foremost. But that's not all. Because all employees who work with information from sales will always find all the data and documents they need up-to-date and directly in their work context - whether in the ERP system or other downstream applications.

Source: proAlpha

Companies are theoretically aware of the importance of data collection, but find the practical quality and quantity of their data insufficient. In addition to product innovation and development, data mining has a central position in relation to the targeted optimization of the customer experience in 2021. This is highlighted by the CEX study conducted regularly by the HWZ since 2017, which examines the status of the topic of customer experience in Swiss companies.

Importance of customer experience increasingly recognized

"Customer experience is now recognized by all companies as a key success factor with rapidly growing importance," emphasizes Prof. Dr. Michael Grund, Head of the Department of Marketing and Business Communications at the HWZ. 65% of the 229 participants from German- and French-speaking Switzerland who were surveyed in the study between June 29 and September 30 believe that the topic of customer experience has become significantly more important in their company compared to the previous year. The area that has developed the most during the Corona crisis is digitization, which is increasingly closely linked to customer experience. Eight out of ten companies consider customer experience to be very important, and the trend is rising.

Investment in digital channels necessary

"Vision and leadership" are important aspects for almost 60% when it comes to future-oriented improvement potential. Two-thirds of the companies surveyed plan to invest in customer experience in 2021. The three biggest challenges in German- and French-speaking Switzerland are: lack of IT solutions, lack of processes and competencies, and a transformation of the conservatively perceived corporate culture that is only just beginning.

Three focal points for 2021

Key aspects for 2021 on which the companies intend to focus mainly are as follows:

1. Optimize digital channels: It should be possible to offer a homogeneous customer experience across all channels. The Corona crisis has massively reinforced this prioritization. Most companies plan to stabilize or increase their budgets for customer experience in 2021.
2. Innovation and further development of products and services: Customer needs and wishes must be incorporated even more clearly, quickly and agilely into the development of new services and products.
3. Analysis and knowledge of customer requirements: Collected customer data must be interpreted in a target group-specific manner and quickly incorporated into the development of services and products (customer management/after sales).

Maturity level still far from top values

The implementation of this study is the result of a close collaboration between the HWZ Hochschule für Wirtschaft in Zurich and nexa Consulting. Compared to previous years, the study authors note that much consistency is evident despite the Corona pandemic. "As in previous years, most companies assume that the importance of the topic of customer experience will continue to increase," the study states. And the authors go on to write: "And also as before, most companies are of the opinion that their own efforts are also visibly and noticeably received or perceived by their customers. However, the self-assessment of the maturity level in terms of customer experience is still far from top values - this is also a parallel to previous years."

Source and further information: www.fh-hwz.ch

Lightspeed POS Inc, a leading provider of cloud-based omnichannel commerce platforms, unveils new point-of-sale software for restaurants and hotels. The product is the result of Lightspeed's acquisition of four well-known restaurant software companies in recent months, including Geneva-based iKentoo. The software offers concrete solutions for the restaurant industry in the COVID-19 era, such as accessing deliveries and providing click & collect orders directly in the POS system.

Flexibility to cope with partial lockdown

Lightspeed has been developing solutions for hospitality, retail and multichannel distribution for more than 15 years. The new POS system was developed to give restaurateurs the right tools for changing going-out behavior. COVID-19 has clearly demonstrated as never before that restaurateurs must now embrace a broader and more digital approach to achieve long-term success. For example, a recent Lightspeed survey in Switzerland found that 21 percent of respondents are ordering more frequently for delivery or pickup since the pandemic began - so this is one of the few opportunities to make money during Corona. Lightspeed provides the appropriate tools for this, such as Lightspeed Delivery and soon Lightspeed Order Ahead. Both tools can be connected to Lightspeed Restaurant (K Series), ensuring that restaurateurs can reach their guests wherever they are and tap into new revenue streams. "COVID-19 has massively changed the restaurant industry, and we've seen some restaurants surpass their pre-pandemic sales numbers by using new sales channels such as delivery and pickup services. Lightspeed Restaurant (K Series) was designed with a focus on flexibility to support restaurateurs' needs and future growth," said Philippe Khodara, product manager at Lightspeed.

Proprietary blockchain and customized functions

The acquisition of iKentoo SA also allowed Lightspeed to expand its engineering teams, which specialize in developing innovative technologies. These include, for example, the company's proprietary Blockchain, which secures all data that passes through the Lightspeed Restaurant (K Series) POS solution. Blockchain technology provides a very high level of security for operational and financial data, as well as perfect traceability of all operations performed with the POS system.

In addition, Lightspeed Restaurant (K Series) includes exclusive new features developed based on feedback from restaurateurs and hoteliers. These include the ability to organize items by dish or by seat when serving at the table, order processing, order status tracking directly from the POS system, and improved usability through user interface redesign.

Sales increased thanks to new catering POS system

One business that has already gained experience is the "Fischerstube" restaurant in Zug. This inn looks back on more than 500 years of history and was taken over by André Bliggenstorfer in 2018. The pub has always been one of the well-known addresses in Zug. But Corona did not stop at this establishment either. But André Bliggenstorfer seems to have found a successful way out - and the right catering POS system: "With the new K Series from Lightspeed, we were able to massively increase the turnover of our dishes for delivery and pickup during COVID-19."

Source and further information: en.lightspeedhq.ch

During the Corona pandemic, corporate executives are once again in greater demand as leaders. In this context, the increased demand for leadership results primarily from two factors: the in some cases high level of uncertainty among employees and the fact that in many companies a large proportion of employees currently have to be managed remotely because they largely work from home offices. At least, this is the assumption suggested by the current Leadership Trend Barometer of the Institute for Managers in the Digital Age (IFIDZ), Frankfurt.

Leadership trend barometer identifies key challenges

In the online survey on which the trend barometer is based, IFIDZ wanted to know from the participating managers what they see as the greatest challenges in the area of employee management and communication in corona times. A maximum of three answers were possible. Among the top four items in the survey were two that, according to IFIDZ founder and director Barbara Liebermeister, are "closely related to the deep insecurity that many employees are currently feeling.

For example, nearly three-quarters of the 127 managers surveyed (73 percent) said a key challenge of theirs was "giving employees the guidance and support they need"; in addition, 55 percent cited "taking sufficient time for employees and their questions" as one of their biggest challenges. Also landing in the top 4 biggest challenges were two items closely related to the current increased need to manage employees at a distance. For example, nearly two-thirds of the executives surveyed (65 percent) cited "maintaining relationships with employees in the home office" as one of their biggest challenges at the moment, and more than half (51 percent) generally cited the task of "managing employees at a distance or remotely."

Maintain team spirit

At the same time, in addition to maintaining relationships with individual employees, managers also seem to have increasing problems maintaining team spirit under the current conditions. At the very least, 45 percent of them said one of their three biggest challenges was "maintaining the team spirit necessary for performance." All the other challenges mentioned in the survey seem to play a rather subordinate role compared to those mentioned above. It is noticeable, for example, that all challenges that are closely linked to the decision-making function of managers are rather rarely mentioned as a central "construction site." For example, only 18 percent emphasized that one of their greatest challenges was "adapting targets to the changed framework conditions".

"Classic" leadership experiences renaissance

In view of the survey results, Barbara Liebermeister says one can speak of a "renaissance of leadership" in the current crisis. Moreover, in retrospect, it seems almost absurd that until the outbreak of the pandemic, there was still lively discussion under such buzzwords as holocracy about the extent to which leadership and managers would still be necessary at all in the company of the future. In contrast, he said, IFIDZ has always emphasized that "leadership must change, but it is becoming increasingly important in the digital age." According to Liebermeister, the Corona pandemic, which is also accompanied by a surge in digitization, now makes it abundantly clear that this is true.

For more information on the results of the latest IFIDZ Leadership Trendbarometer, please visit the IFIDZ website (www.ifidz.de) in the studies section.