According to a new ISG study, companies increasingly prefer IT security services from a single source. "For most companies, the large-scale move to a home office was made in a hurry and without much planning," says Frank Heuer, manager at ISG Research. "Accordingly, security measures must now be taken quickly to protect their new communication structures." Security providers who can offer core technical solutions as well as security services are therefore at an advantage. "The demand for one-stop services has increased significantly," says Heuer, "especially among medium-sized companies that want to save themselves as much effort as possible in coordinating service providers."

Many gaps in knowledge about cyber security

Since the new workplace normality in some cases requires completely new or additional security solutions, the submarket of "technical security services" is benefiting most from this, according to the ISG vendor comparison. According to the ISG, in addition to up-to-date security equipment, training is currently playing a very important role. "The move to a home office is associated with many uncertainties for employees," says ISG analyst Heuer. "There are also many gaps in knowledge when it comes to security, which are exploited again and again by Trojan and phishing attackers." Cyber security providers would therefore have to present convincing alternatives to classroom training and convincing overall concepts for remote training.

Challenging cyber security market

For large customers, providers in the demanding market of technical security services also need international experience with a broad range of solutions and teams that are set up across national borders, the ISG study continues. Medium-sized companies, on the other hand, often value the local presence of the service providers in order to receive uncomplicated, rapid support via short routes. Due to their complex IT (security) landscapes and projects, large companies continue to be among the most important customers for technical security services. However, medium-sized companies are also increasingly making use of these services, making them a target group with above-average market growth.

The "ISG Provider Lens Cyber Security - Solutions & Services Report Switzerland 2020" evaluates the capabilities of 73 providers in the cyber security market in five segments: In addition to "Technical Security Services", these are "Identity & Access Management", "Data Leakage/Loss Prevention", "Strategic Security Services" and "Managed Security Services".

Identity & Access Management (IAM)

According to the ISG study, IAM is currently making a comeback as a particularly important security topic. One of the main reasons for this is that, due to increasing digitization, not only users and their identities need to be protected, but also machines and entire company departments as part of Industry 4.0. As in the software market as a whole, there is also a shift in IAM solutions from in-house to cloud operation ("Identity-as-a-Service"). According to ISG, most providers have adapted to this and offer both types of operation. Pure cloud providers are also appearing more and more frequently in this market.

Data Leakage/Loss Prevention (DLP)

In recent years, ISG has seen a significant increase in interest in DLP solutions. The main reason for this is the increasing use of private devices for business purposes. This makes it much more difficult and therefore more important to prevent unwanted data outflows. In addition, the IT trends of big data, social business and cloud computing are making it more difficult to control data movements, which places high demands on providers of DLP solutions.

Strategic Security Services

Increasingly frequent and diverse attacks on IT systems and networks are leading companies to view IT security as a strategic task. According to the ISG study, large companies with complex IT landscapes are among the most important customers for strategic security services. However, medium-sized companies are also increasingly relying on these services because they are particularly affected by the shortage of security experts and have a greater need to catch up with modern security systems.

Managed Security Services

Shortages of skilled personnel and the constant emergence of new types of attacks by hackers are also driving demand for managed security services, according to the ISG study. Providers with Security Operations Centers (SOCs) in Switzerland have an advantage for data protection reasons. According to the study, large companies in particular often attach importance to an international presence of the respective provider with globally distributed SOCs and a broad range of security topics. For medium-sized customers, on the other hand, contact persons with local language skills in the SOCs play an important role.

Leading companies in the cyber security market

The vendor comparison lists IBM as a "leader" in all five market segments and Atos in four. Accenture, Capgemini and Swisscom are named as "Leaders" in three segments and Avectris, DXC Technology, HCL, Microsoft and T-Systems in two segments each. Axians, Bechtle, Broadcom, Dell/RSA, Deloitte, DriveLock, Ergon, EY, Forcepoint, KPMG, Matrix42, McAfee, MobileIron, NEVIS, Okta, Orange Cyberdefense, PwC, Trend Micro and United Security Providers are "Leaders" in one market segment each.

Source: Information Services Group (ISG)

Elon Musk is driving public perception and an entire industry forward. His latest announcement is about revolutionizing the entire car production process by making the car body consist of only four parts instead of 80. That would cut costs massively. Now, with Musk's announcements, the question is always what will be implemented at all and by when. But that's not the point.

Which fields Elon Musk and Steve Jobs occupy

People like Elon Musk do not usually make concrete promises with their statements, but create and occupy fields of opinion in the public perception - and the opinion of experts. The consequence: as soon as such ideas eventually become reality, these realities are directly linked to the person who occupied the field. As a result, reputation usually rises dramatically - with a direct impact on market leadership. Another expert in this was Steve Jobs: who do you associate with the pioneer of smartphones, mobile music enjoyment, emotional computing and more? Sure, Steve Jobs. Why? Because he occupied the fields.

Three fields you should occupy

This occupation of fields requires above all courage, the ability to find supporters, and a strong focus on visible actions. Not everyone can or wants to do this, because it naturally also involves risks. What can you do with this as a leader? Well, outstanding leaders use the strategy of occupying fields in all kinds of leadership. If you can master this, it will massively increase your influence. Here are three fields you should definitely fill:

1. Vision. If you follow me regularly, you may not be able to hear it anymore, and yet, if you don't make it clear where you want the journey to go (even if that carries risks), you just don't occupy fields. The result: activities scatter across everything possible and are reactive rather than proactive. It's a simple fact: those with the most influence almost always have the biggest visions.
2. Uniqueness. By this I mean what makes your team, your company or your products stand out in such a way that everyone immediately associates it with you. I'm always amazed at the difficulties people have in answering the question of what makes them, their team or their products stand out. What are you or your company distinctively perceived for?
3. Identity. Here, too, you should fill fields: What exactly do you stand for? What are your demands? What will you never accept? Most people in companies cannot answer these questions consistently. What does your company stand for, and in an outstanding sense?

Rise from the mediocrity

These points are important because they move you from mediocrity into the league of the truly outstanding - with lasting consequences for growth and profit. You define yourself as the benchmark for everything that is yet to come. Bill Gates did it that way, as did Steve Jobs and now Elon Musk. But don't worry: the fields you occupy don't have to be quite so big.

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

In the annual "Clarity on Performance of Swiss Private Banks" study, KPMG and the University of St. Gallen (HSG) examined a total of 84 private banks operating in Switzerland and assessed the performance of these institutions as well as the most important industry trends. In addition, 27 executives of Swiss private banks were interviewed about the handling and consequences of the Corona crisis. These top bank executives represent 55% of the assets under management of all private banks analyzed (CHF 1.6 trillion).

Consolidation wave calms down for the time being

After 19 transactions in 2018, M&A activity fell sharply, with only nine transactions in 2019 and five in the first seven months of 2020. The number of private banks fell from 106 to 101 last year and by another institution to 100 in the first half of 2020. Since 2010, the number of private banks has decreased by a substantial 39%. In addition, two more transactions were announced in July 2020, so the number of private banks is expected to fall below 100 by the end of the year.

As the financial performance of most Swiss private banks in the first half of 2020 was strong compared to the previous year, the Corona crisis does not seem to have created any additional, immediate financial pressure. In the long term, however, the economic impact of the Corona crisis is likely to herald another difficult year, forcing the exit of unprofitable institutions from the private banking business and thus accelerating consolidation once again. This is because the high margin pressure on commission income will continue, interest rates are likely to remain low for much longer, and the consistent and effective digitization of the business model is increasingly becoming an insurmountable task, especially for smaller banks. The true impact of the Corona crisis will only become visible from 2021 onwards, as delayed transactions will still have an impact in the coming months on the one hand. On the other hand, the recessionary effects of important markets will only gradually take full effect when government aid packages expire.

Assets managed by private banks on the rise

In 2019, a performance of 10% and net new money growth of 3% sent assets under management soaring by 14%. This is a remarkable increase in net new money and an extremely encouraging sign for the private banking industry, especially for the two-thirds of banks that reported positive net new money. However, the analysis also shows that growth from M&A activity has remained low due to a continued lack of large acquisitions.

For the first time, the performance of Swiss private banks was analyzed over five years (2015 to 2019), with the aim of more clearly identifying the characteristics of the higher-performing banks. According to the results, the 84 private banks surveyed increased their assets under management by CHF 616 billion, or by 27%. Virtually half of this growth (CHF 283 billion) is attributable to performance, and mainly to positive markets in 2017 and 2019, with net new assets contributing CHF 153 billion over the five-year period. This includes all net new money generated by banks through the hiring of new relationship managers.

It is striking that those banks that were able to achieve growth in assets under management over the last five years performed better in terms of both cost/income ratio and return on equity than those institutions that were unable to increase their assets under management. For example, institutions with growth in assets under management had a cost/income ratio of 80% and a return on equity of 5.6%. In comparison, banks that did not achieve growth in assets under management from 2015 to 2019 had a cost/income ratio of 93% and a return on equity of 1.1%.

Higher customer returns bring higher bank returns

During the five-year observation period, the banks were very well capitalized and overall able to absorb even substantial additional stress. The minimum regulatory capital for these banks increased by CHF 853 million over the past five years, while their eligible capital increased by CHF 5.7 billion. This is partly due to the fact that less than 40% of profits were distributed to shareholders between 2015 and 2019. 29 banks (35%) paid no dividends at all during this period. 54 banks (64%) did not make such a distribution in 2019.

The analysis also shows that higher returns for customers also help to improve the profitability - and thus the long-term survival chances - of banks. Banks that generated a positive return for their customers over the past five years had a 25% higher chance of survival compared to banks that did not generate a return for their customers. At the same time, the institutions that generated a return for their customers have a lower cost/income ratio and a higher return on equity.

Private banks demonstrate effective Covid 19 crisis management

A total of 27 executives - mainly CEOs - gave their views on the corona crisis during the first half of the year in the study. All in all, private banks have so far coped well with the Corona crisis. It turns out that crisis management plans were implemented quickly and most banks had home offices in place within a few days. Due to the conservative lending policies of the past years, credit losses could be limited. Only a few banks had to launch cost-cutting programs as a result of the Corona crisis.

According to the executives interviewed, the relationship with customers has strengthened during the crisis. With the help of expanded communication channels, it was even possible to improve the dialog with customers. Nevertheless, the acquisition of new customers in particular poses a challenge, because the majority of potential private bank customers still prefer face-to-face meetings, especially for initial contacts.

Digital transformation brings added value to all stakeholders

The Corona crisis showed how quickly banks can implement change. Digital improvements that had been postponed for years were quickly introduced after the lockdown was announced. This led to more flexible working hours, greater efficiency, more intensive customer communication, new digital solutions such as online client onboarding, and process automations that ultimately benefited all of the banking institutions' key stakeholders - shareholders, employees, and customers. It is precisely the successful banks that will continue to build on these insights.

Source: KPMG

As in previous years, the Swiss software manufacturer Opacc is one of the most popular employers. Work-life balance with flexible working time models as well as ongoing support for training and development are the cornerstones for this. The software manufacturer is in the top 10 in the entire DACH region and in 2nd place in Switzerland. The company was evaluated by over 200 employees and applicants. The recommendation rate is 100%.

How a software manufacturer becomes more female

As part of the steady growth, a specific campaign was launched with a special focus on increasing the quota of women. The opportunity to attract highly qualified women to IT professions should be better exploited Natalie Schürmann, responsible for personnel acquisition at Opacc Software AG, is pleased with the successful recruitments: "We focus on the female component because women bring special skills to our teams, such as social and communication skills or a differentiated approach to problem solving. This makes the work in the specialist teams even more valuable!"

Share company culture

For Opacc, it is crucial that new employees have a convincing personality and are able and willing to support the company culture. Natalie Schürmann: "In the initial interview, I focus on personality and social aspects. The goal is to hire people who not only meet the professional profile, but also fit well with our company." Only with this concentrated energy can Opacc successfully survive the future and continue to grow.

Talents permanently sought

The central Swiss company builds on over 30 years of experience in the development and implementation of enterprise software. In recent years, numerous new positions have been created with top-qualified specialists. However, the increasingly costly recruitment of talent acts as an obstacle to further growth.
This makes it all the more important for the HR managers to inspire new employees - both men and women - to join Opacc through a variety of efforts. Opacc currently has a wide variety of jobs available, from project management to systems engineering and development.

Source and further information: www.opacc.ch

The swissICT Salary Study 2020 once again shows that salaries in the ICT sector are higher on average than in other industries. Adjusted for value, the median 2020 salaries for the skill levels Junior are CHF 80,000, Professional CHF 104,000 and Senior CHF 126,000. In addition, the rising number for all agile job profiles proves a trend that is already recognized by many in the everyday environment. For example, companies are increasingly hiring product owners instead of project managers. "ICT organizations/organizational units are constantly developing their employees and converting structures in favor of agile ways of working," adds Christian Hunziker, managing director of swissICT. "The continuing well-attended events of the swissICT Lean, Agile & Scrum specialist group are a further indication of this."

More ICT service provider

246 companies participated in the salary survey. They reported 33,493 salaries. "This is not a matter of course," says Christian Hunziker. "At the start of the survey, Switzerland was in lockdown. However, despite or perhaps because of Corona, we can now report a new record in the number of salaries named. That's a nice sign and shows the anchoring of this annual benchmark of ICT salaries."

If we look at the sector distribution of the participating companies, we can see changes. For example, there was a decline in the number of participating retail companies and in the number of insurance companies. However, the number of salary nominations in these sectors remained constant. The number of ICT service providers increased. They are largely responsible for this year's growth in the number of mentions.

The cut-off date for the data collection was May 1, 2020. The salaries were evaluated on the basis of "ICT professions," which covers salaries for a total of 50 professions. A new addition is the occupational profile of the mediamatician in the also new field of application informatics (AWI).

Differences in top specialists

A look at the standard evaluation of the swissICT Salary Survey 2020 shows the spread of salaries of comparable functions. In Switzerland, a "senior" application developer earns roughly between CHF 118,000 (lower quartile, 25 percent threshold) and CHF 135,000 (upper quartile, 75 percent threshold). This means that in each case, the salary is lower than CHF 118,000 and higher than CHF 135,000 for a quarter of the mentions. This occupational profile is one of the most frequently mentioned, with 1990 mentions.

A look at the more detailed analysis shows that the spread is even greater for top specialists and senior management functions. For the "senior expert" project manager, for example, the difference between the 25 percent and 75 percent threshold is already over 40,000 francs. These detailed evaluations are only available for companies participating in the study.

The statistical deviation of the wage ranges varies greatly at the different levels of competence, with the upper management levels in particular sometimes exceeding the average statistical deviation for the fixed wage components by more than 200 percent compared with the operating levels.

SwissICT Salary Study 2020 purely digital

This year, for the first time, the salary survey is being published exclusively in digital form. The PDF or Excel versions enable customers to carry out their research more flexibly and from any location, thus supporting modern working methods. In this context, the edition appears in a new look and with a slightly adapted and simplified price list.

More information: swissICT

Losing a job is difficult - emotionally and economically. In a time of crisis like the current one, even more so. The economic impact of the Corona pandemic is creating uncertainty. After a layoff, many therefore find it difficult to look positively into the professional future. Zerrin Azeri, Associate Director at the personnel service provider Robert Half in Zurich, gives tips on how to succeed in the job search even in difficult times.

Even if the dismissal comes suddenly, in most cases employees still have a few days or weeks left in the company. How should they best behave in this situation?
Zerrin Azeri: Even though it may be difficult, terminated employees should use the remaining time to say goodbye in a professional manner. This means handing over projects in such a way that others can continue them well and remaining friendly toward superiors and colleagues. Even if the termination has already been completed, one should leave a positive impression. In the best case, colleagues will then provide contacts that lead to a new job. Or there is a chance of reemployment once the economic consequences of the Corona pandemic have been overcome.

From many job coaches, you hear the advice to also see the layoff as an opportunity. What do you think of that?
For an affected employee, a termination has little positive impact at first, and the feeling of low esteem for one's own work or even one's own person quickly prevails. Especially when older employees are affected, it is difficult to see this end as an opportunity for a new beginning. But once the initial shock has been digested, it helps to think about whether the new situation might not be a good opportunity for career change. One should ask oneself what career ambitions one has and what is missing to achieve them. Perhaps you can use this time to take the step into self-employment or to rebalance your work-life balance in the future.

If the answers aren't obvious - what's the best way to go about figuring out if and what you want to change?
Job seekers can talk to either professional coaches or personnel service providers for a professional reorientation, but also to friends and business contacts. Assessing strengths and talents from different angles can provide new impetus for a new career start and sharpen the profile.

What tips do you have for the job search - especially now in times of Corona?
Candidates have various options for advancing their job search - even if the number of suitable job ads is low right now. It is important that the documents are professionally structured and that the applicants present themselves convincingly. In addition, they should be familiar with the new, largely non-contact methods in application processes that have found their way into everyday working life with the pandemic. Job seekers should not bury their heads in the sand and remain motivated despite possible frustration. They should realize that the job loss is not a result of a lack of skills, but was caused by an economic crisis. One advantage may be that other employees who are actually willing to change jobs are currently playing it safe and staying with their employer for the time being. This reduces the competition for qualified applicants for open positions.

The personnel service provider Robert Half gives further tips

The Internet Service Provider (ISP) iWay turns 25. Matthias Oswald and Markus Vetterli founded their own company in 1995. They recognized the potential of the World Wide Web early on and wanted to help shape the new era and, as a first step, develop websites for companies.

Internet service provider with 24000 customers

Meanwhile, the range of services expanded very quickly, as just one year after the company was founded, they landed the first major contract for Newtelco (later Sunrise) to set up the Internet backbone. Important milestones were the purchase of Dolphins Network Systems' provider business in 2004 and the acquisition of Easynet's residential DSL customers in 2008. Finally, in 2017, the company was sold to St. Gallisch-Appenzellische Kraftwerke (SAK). "The partners have always made a significant contribution to our success," says iWay Managing Director Matthias Oswald. In the meantime, indirect sales account for more than half of total sales (29.2 million Swiss francs in 2019). Today, more than 50 employees manage services from the areas of Internet access (fiber optics and DSL), TV, telephony, hosting, cloud, domains and data centers for more than 24,000 customers throughout Switzerland. Oswald and Vetterli will celebrate the 25th anniversary together with all employees at a big employee party on September 10, 2020.

Still a pioneer today

In the last five years, growth has been dominated by business with fiber-optic networks. With the start of marketing the fiber-optic network offerings of various city networks, such as those of Bern (ewb) and Zurich (ewz), iWay was able to strengthen its name as an Internet service provider and raise its profile. Readers of the business magazine Bilanz have already voted iWay the best provider in various categories in the annual Telekom Rating. Today, iWay is still one of the pioneers of the Internet, having expanded its offering with bandwidths of up to 10 Gbit/s just in time for its 25th anniversary. iWay is thus the first of the independent Swiss ISPs to offer the latest generation of Internet technology with the best possible bandwidth throughout Switzerland.

Freedom of choice for customers

25 years after its founding, iWay continues to differentiate itself from its market competitors out of conviction: "We want to convey our joy in technology to customers and partners - with high-quality products that are based on the latest generation of technologies and can be individually adapted to customers' needs," says Oswald. This is also evident in the super-fast Internet subscription: Unlike the bundled subscriptions offered by many other providers, the 10 Gbit/s subscription can be combined with all services (telephony, TV, etc.) in a modular fashion, just like all iWay services. "We believe that our customers should be free to put together their subscription with the speed that suits them," says Oswald, summing up the company's philosophy 25 years after its founding.

Source: iWay AG

Jan Schibli took over the management of Hans K. Schibli AG from his father Hans Jörg Schibli in the course of 2003 as a representative of the third generation and has been leading the company as CEO of the Group Management since the beginning of 2004. Since 2011, he has been the sole owner of the tradition-rich Zurich-based company, which was founded in 1937 by his great-uncle Hans K. Schibli. During this time, he developed the company from a pure electrical installer to a full-service provider in electrical engineering with a sustainable and financially healthy earnings situation. Today, the Schibli Group unites companies from the fields of electrical engineering, building technology, IT/communication, automation and renewable energies under one roof and employs around 550 people at 16 locations in Switzerland and Germany, including around 100 apprentices.

Transformation to a market-driven company

Jan Schibli says of his decision: "In recent years, we have succeeded in developing the Schibli family business into a comprehensive group and a market-driven company with agile management and a great sense of community. This required and continues to require a profound rethinking, a departure from the traditional hierarchy, a delegation of competence and responsibility at all levels. Today, the Schibli Group is ready to take the next step, towards a modern corporate structure with competence teams increasingly based on expertise. It is about placing the best in the best place. This also applies to me, and therefore, in the course of our ongoing transformation, now is the right time for me to take on a new role as well."

Representative of the Schibli Group to the outside world

Jan Schibli will hand over his responsibilities to his former deputy managing director Stefan Witzig as of September 1. As a representative of the third generation of entrepreneurs of the founding family, he will in future focus on strategic issues and on safeguarding his owner interests in his function as delegate of the Board of Directors. He will continue to be operationally responsible for the group companies Immobilen AG Rotula and Schibli Elektrotechnik GmbH in Dresden (D), as well as social security supervisor for the Schibli Group's pension scheme. In his new role, however, he will increasingly represent the Schibli Group externally at networking events and contribute to the Group's market presence and activities with his existing, extensive network of contacts.

Stefan Witzig succeeds Jan Schibli

"As a dedicated and respected leader with an impressive track record for more than 12 years as a member of the Schibli Group Executive Board, as well as my previous deputy, Stefan Witzig has the ideal qualifications to lead the Schibli Group Executive Board," says owner Jan Schibli. "He has contributed significantly to the Schibli Group's current appearance over the past years and knows and exemplifies the group's values and culture. And we consider ourselves fortunate to have been able to attract an in-house successor as Group CEO and are convinced that, together with a dedicated management team, he will succeed in mastering the upcoming challenges of our customers as well as our company and successfully lead the Schibli Group into the future."

Continuation of the transformation with competence teams

Stefan Witzig joined the Schibli Group and the management in 2008 and has since been instrumental in building up the then newly launched IT competence. The resulting group company Entec AG is now a well-known player in the ICT market with 45 employees and specializes in infrastructure, cloud and storage solutions. In his current role, Stefan Witzig is responsible for the Building Services and IT/Communications departments as well as the Group's organization, marketing and consulting department. Since 2014, he has also been familiar with the role and task of the Group Executive Board as deputy to Jan Schibli. The appointment as Group CEO is therefore also a logical step in the course of the ongoing transformation and new distribution of roles.

Source: Schibli Holding AG

The quarterly survey conducted in July by Swissmechanic and BAK Economics among around 300 SMEs in the MEM sector shows that the crisis in the MEM sector is increasingly shifting from the supply side to the demand side. Although some companies were still affected by supply chain interruptions (19%) and staff shortages (12%) in July, the number of these has more than halved compared with April.

Business climate index points to severe recession

The Business Climate Index shows how hard SMEs in the MEM sector have been hit by the Corona crisis: 27 percent of companies have had to make redundancies, 63 percent have reduced investment spending and even more have registered for short-time working. However, there are not only negative signals for the future development. For example, new orders in the third quarter are not expected to fall as sharply as in the second. "The Corona crisis has plunged the Swiss economy into a severe recession, with the MEM sector slumping even more than the economy as a whole," Swissmechanic Director Jürg Marti notes, adding, "The main problem is the lack of orders."

Lack of orders continues to accentuate

The percentage of companies for which a lack of orders is the main problem rose to 89 percent in July (April 63%). Just under half are gearing up for the lack of orders to last more than six months. The background is that end customers in the MEM sector are only making the most necessary investments due to the global economic slump, the high level of uncertainty and the increased need for liquidity.

This weakness in demand - fueled by the strength of the Swiss franc - is also reflected in the dramatic 25 percent slump in exports across the entire MEM goods spectrum in the second quarter of 2020. Producer prices also declined in the same period, but only moderately.

Hiring freeze and short-time working

The industry is taking strong countermeasures. Around 70 percent of companies have imposed a hiring freeze and applied for short-time working. In the second quarter, the industry average was 29 percent short-time work, and this figure is expected to rise to 34 percent in the third quarter. The fact that the Federal Council decided in mid-August to extend enforcement relief for short-time work compensation until the end of the year is good news for the cantons and, of course, for the beleaguered economy. Compared with April (16%), the proportion of companies stating that they are making redundancies has also increased (July 27%). However, the MEM companies are not only cutting back on staff; two-thirds are also cutting back on investments.

Behavior positive sign

Amidst the bad news, however, there are also cautiously positive signs. Marti: "The SMEs surveyed expect a slight slowdown in the slump in orders for the third quarter. In addition, fewer companies report liquidity problems than in April, and still only a small minority (5%) see a serious risk of bankruptcy." The majority of SMEs surveyed are also sticking to planned R&D projects and further training.

Source: Swissmechanic

The FHNW and the IBAW provide their students with optimized permeability between higher technical colleges and universities of applied sciences. This model, unique in Switzerland, was developed in close cooperation between the two educational institutes. The HFW degree program in business administration lasts six semesters, starts in August 2021 and is completed part-time at the IBAW at several locations in Central and Northwestern Switzerland. In the second half of the program, students can complete special modules certified by the FHNW, which entitle them to enter directly into the 6th semester of the Bachelor's program in Business Administration at the FHNW after graduating as a graduate in Business Administration HF. Students thus benefit from a shortened bachelor's degree program. Conversely, students from the FHNW who drop out of their bachelor's program early have the opportunity to continue their studies at the HFW of the IBAW and graduate with a degree in business administration.

Further development thanks to optimal permeability

The practice-oriented HFW program at the IBAW is aimed at people with a commercial apprenticeship who want to build on this to acquire a broad knowledge of business administration. Ambitious people from the sales sector and career changers who want to further develop their management skills are also particularly targeted. "Switzerland has an excellent education system, which is characterized by clear profiles but also by permeability. The cooperation between the FHNW School of Business and the IBAW is an example of how permeability at the tertiary level can work in the interest of students and the economy," explains Prof. Dr. Markus Freiburghaus, Head of Education at the FHNW.
"Specialists with knowledge and practical experience are crucial for a strong business location in Switzerland. The new training model at the IBAW and the FHNW enables specialists to develop optimally," emphasizes Michael Achermann, Head of IBAW.

New training model of two established educational institutes

The Institute for Vocational Education and Training (IBAW) offers high-quality and practice-oriented educational programs in higher vocational education "Business Informatics", "Technology" and "Economics" for private individuals and companies/institutions at various locations in German-speaking Switzerland. There are currently 13 degree programs and various seminars to choose from. The FHNW School of Business, on the other hand, is internationally oriented and practice-oriented. It educates 2,800 Bachelor's and Master's of Science students in Basel, Brugg-Windisch and Olten and, with its broad business continuing education offering, is a leader among Switzerland's universities of applied sciences. It has more than 160 cooperation partners worldwide and offers international, tailor-made educational programs. It has regional roots and is the contact for small and medium-sized enterprises as well as (nonprofit) organizations.

More information

Whether it's a public WLAN in a bar or a private wireless network within your own four walls: Routers are the gatekeepers to the network. Often, these important devices only rely on a password to access the administration interface to protect against unauthorized access. This can have fatal consequences: Anyone who knows or easily guesses the password gains access to the entire network. Probably too few users know that the assigned access code plays a key role for the configuration as well as the WLAN network.

Never rely on default passwords

Security experts from ESET have analyzed the latest telemetry data from their network scanner and obtained worrying results: Several thousand of the more than 100,000 scanned devices use default passwords. Often, these devices are in use for many years without being changed. To improve password security and raise awareness of the issue, the specialists are now publishing the top 10 weak router passwords.

"Users who do not secure administrator access on their routers are also, in most cases, not protecting their WLAN network with secure passwords. Routers should never be operated with factory-set or weak passwords. The user name should also be individualized, if possible," explains Michael Schröder, Security Business Strategy Manager DACH at ESET. "Common passwords are the first ones cybercriminals try and offer no protection. WLAN keys and administrator passwords in particular should therefore already be assigned individually during setup."

Top 10 most popular weak router passwords

1. admin
2. root
3. 1234
4. guest
5. password
6. 12345
7. support
8. super
9. Admin
10. pass

What do secure router passwords look like?

The administration interface and the WLAN network of a router are each protected by a password. Under no circumstances should you use the password that the manufacturer supplied with the device. A good router password should be at least 8 to 12 characters long. Users should think of a phrase that contains at least one number and is easy to remember. For example, "My favorite thing to eat is pizza with four ingredients and extra cheese!". If you take the first letter of each word, the result is: "AleiPm4Z+eK!". Users already have a secure password.

More tips for a secure router

• Keep firmware up to date: Updates often bring new functions and close security gaps. If possible, activate automatic updates in the router's menu or check for updates regularly.
• Disable remote access: With remote access, users open ports on their device. While this feature brings numerous benefits, it also gives hackers another point of attack. Remote access should therefore remain deactivated
• Enable two-factor authentication (2FA): Modern routers offer the option of enabling 2FA. If settings are changed, they must be verified by another source. This confirmation can be done by pressing a specific button on the device or using the phone
• Change WLAN password: The best encryption method is useless if the associated password is easy to guess. Especially with the standard passwords that are set at the factory, there is a risk that hackers will automatically test known passwords using special programs.
• Disable WPS PIN: "Wi-Fi Protected Setup" (WPS) is a standard for quickly setting up an encrypted WLAN network. Users only need a PIN for this, which can be read on the device. This function should be disabled because it is easy to crack.
• Change network name: Users should give their WLAN a new name (SSID). The default name often contains the manufacturer name and device type. Attackers can then look directly to see if there are any known vulnerabilities in the router.

Source and further information: ESET

Actually, the award ceremony of the ninth Prix SVC Ostschweiz 2020 should have taken place on March 5, 2020. However, the corona virus put a big spoke in the organizers' wheel: the event had to be postponed. "However, cancellation was never an issue," said OC President Christoph Zeller. "The finalists deserved a worthy award ceremony". On August 19, 2020, the time had come: in strict compliance with the hygiene rules imposed by the FOPH, the award ceremony could be held live after all. However, the number of guests present was limited to 300, the audience had to be seated at tables, and the traditional Apéro Riche following the award ceremony was replaced by a dinner. Exhibition stands of sponsors and prize winners had to be dispensed with. But the main thing was: finally a live event again.

Cross-section of the economy of Eastern Switzerland

The six finalists, who were selected from 150 companies in eastern Switzerland by a 13-member jury of experts headed by Andrea Fanzun, therefore had to wait a little longer than usual. The selection of companies was quite impressive: traditional crafts such as winegrowing (Davaz Holding AG) met classic toolmaking and mechanical engineering (Heule Werkzeuge AG, Zünd Systemtechnik AG), life sciences (Integra Biosciences AG), consumer goods (Glatz AG) and high-tech (Evatec AG) - all in all, a representative cross-section of the Eastern Switzerland corporate landscape.

Evatec AG: From management buyout to specialist in thin-film technology

Evatec AG ultimately won the race. "A unique success story" is how jury president Andrea Fanzun described the development of this company, which came into being in 2004 as a management buyout of Unaxis, when co-founders Andreas Wälti (now CEO) and Marco Padrun (now CTO) started out with five employees. Today, the company employs more than 450 people worldwide, around 300 of them in Trübbach. The jury president commented: "These figures deserve respect and recognition. Responsible for this are an entrepreneurially competent management team, highly qualified employees and the highest quality in the construction of coating systems for thin films in the semiconductor, optics and optoelectronics markets. 380 granted and 200 pending patents testify to the innovative strength of the company, which convinces customers all over the world with its developments and products.

Pipetting technology - also in favor of Covid 19 research

Second place went to Integra Biosciences AG from Zizers, which impressed the jury not only with its "outstanding market position" but also with its consistent customer orientation and its distinctive culture of innovation. The company is a recognized innovation leader for electronic pipettes and, with 280 employees today, develops, manufactures and sells high-quality laboratory equipment for the precise dispensing of liquids - an area that is currently "booming" in connection with vaccine research, for example. Third place went to Zünd Systemtechnik AG from Altstätten. The globally active family business, which specializes in the development and manufacture of digital flatbed cutting systems, employs 400 people worldwide, 210 of them at its headquarters in the Rhine Valley.

Family businesses that are leaders in their fields

The other finalists and award winners of the evening were Davaz Holding AG (Fläsch, viticulture and wine trade, among others the Rimuss brand belongs to this group of companies), Glatz AG (Frauenfeld, manufacturer of high-quality sunshades and shading systems) and Heule Werkzeug AG (Balgach, global technology leader in the field of bore machining).

Next Prix SVC Ostschweiz in 2022

Despite the smaller setting, the awards ceremony, moderated by Marco Fritsche, was exciting right to the end. Those people who could not attend due to lack of space were able to follow the event via livestream. In addition, the TV station TVO will broadcast a special program on August 23, 2020. The awarding of the tenth Prix SVC Ostschweiz will take place on Thursday, March 10, 2022 - hopefully then again on the usual grand scale.

More information: Swiss Venture Club