According to the latest Bisnode B&D study, more than 75,000 companies in Switzerland are facing an open succession plan. The risk of space-consuming job and know-how losses is high. The Corona pandemic has further aggravated the situation. Now more than ever, entrepreneurial spirit and the willingness to create new paths and solutions are (super)vital. This also applies to corporate succession. Against this background, succession expert Carla Kaufmann, partner at Companymarket AG and creator of the Nachfolgebus.ch initiative, has rethought the process of company succession. With the Succession Day, a new offer of the initiative, she provides SME entrepreneurs with a concentrated opportunity for personal exchange of experience and compact as well as well-founded training in "matters of succession".

Nachfolgebus.ch: Company succession from A to Z

The event will take place on September 17, 2020 from 9 a.m. to 6 p.m. at EXPERTsuisse, Stauffacherstrasse 1, 8004 Zurich. Dr. Marius Klauser, Director of EXPERTsuisse: "Company succession is a groundbreaking topic for our members and the Swiss economy and the Succession Day is THE event for it." The Succession Day program is divided into two parts. In the morning, from 9 a.m. to 1 p.m., the 15 experienced succession experts from Nachfolgebus.ch will be available to participants for free personal one-on-one discussions. The afternoon is devoted from 13.30 to 17.30 o'clock with in each case a Workshop series for enterprise salesmen and - buyers to the further training. The range of topics spans from sharing and cooperation/partnering to the "classic" sale or purchase of a company and opens up various options for SMEs to master crises and regulate succession. For the respective workshop package, consisting of seven compact sessions, a cost recovery flat rate of CHF 470 p. P. is charged. www.companymarket.ch/events.

Like Phoenix from the ashes

The ceremonial conclusion of the Succession Day will be provided by the presentation of the first "Phoenix Award for Long-Term Swiss Entrepreneurship", which will also take place in Zurich and is one of the innovations of the Succession Bus Tour 2020. This award is dedicated to corporate succession, or rather to the Swiss companies that have mastered it in an outstanding manner for the past century. They are given the stage they deserve. SMEs that have accomplished this entrepreneurial feat over such a long period of time have usually had to overcome more than one crisis and rise anew like a "Phoenix from the ashes". The focus as potential award winners is therefore on Swiss SMEs, which this year are 100 years registered in the Commercial Register are. From these companies, an expert jury and a jury advisory board with representatives from entrepreneurship, science, politics and the media select the Phoenix Award winners in the categories of

• Innovation/disruption/renewal capability
• Team performance
• Social/economic contribution

Jury evaluates company stories

The jury began its work on July 10 and will identify a shortlist of eight companies as possible award winners by August 7. The determination of the three prize winners - one company in each category - will then take place together with the jury advisory board. The jury consists of the following persons:

• Esther-Mirjam de Boer, Diversity and Inclusive Culture Strategist, CEO GetDiversity GmbH
• Marcel Dobler, Member of the National Council, co-owner and Chairman of the Board of Franz Carl Weber AG
• Prof. Dr. Uta Jüttner, Lecturer at the Institute for Business and Regional Economics IBR, Lucerne University of Applied Sciences and Arts Business Administration
• Dr. Corinne Mühlebach, Lecturer in Strategic Marketing, Strategic Management and Entrepreneurship at the FHNW Hochschule für Wirtschaft (School of Business)

The members of the jury advisory board are (Corin Ballhaus, positioning expert for SMEs, owner of Ballhaus Profiling GmbH), Armin Baumann (Managing Director KMU SWISS AG) and Thomas Berner, Editor-in-Chief of the SME trade magazine ORGANISATOR.

In 2020, as in the previous two years, the Nachfolgebus.ch initiative will also receive cantonal support from the Office of Economic Affairs and Labor of the Canton of Zurich.

More information

Let's be honest: if I had predicted to you a year ago that people from the USA would no longer be allowed to enter the EU, would you have believed me? Or that we would only be allowed on trains wearing masks? Or that it is clear that no one knows where we will stand economically at the end of the year?

Collectively versatile

Well, now we're in the middle of it - and you're probably feeling something like me: somehow it's still going ahead, sometimes not even badly. And what was unimaginable yesterday is now the new normal. And that's exactly why we as a human species have made it this far (for better or worse) despite very unfavorable physical conditions: we are collectively and consciously extremely adaptable and changeable.

Areas with potential for change

Here comes the point for you as a leader or CEO: we are good at adapting due to constraints, but we are bad at anticipating change. This is exactly the problem with any strategy implementation or culture change: if people don't FEEL the absolute need (ie: emotionally), they won't change. Here are three areas where I keep seeing enormous potential for faster and more consistent change:

1. Business models
   Corporate graveyards are full of companies that believed their business model would last for all time. Only to be swept away, often within a few years. Why is it so hard to change business models or generate new ones? I see two main reasons: First, too few know how to do it (test: ask members of your leadership team individually what business model your company is currently practicing; you will get many different answers - if any). And second, the existing is much more convenient and seemingly safer after all.
2. Winning Team Culture
   Our culture is mostly what keeps us in the comfort zone. Few companies manage to create a culture of discomfort where there is ongoing development, some of which is exhausting. You need the right mindset for that. You can work on that. Or better: you HAVE to work on it. And on an ongoing basis. In any case, I see very few SMEs that consciously shape their culture.
3. Customer loyalty
   It is astonishing that there is still considerable potential for better customer retention in most companies, even though there are dozens of books and courses on the subject. This, too, has more to do with inner attitude than with processes.

In all these areas, what you consider normal today may be obsolete tomorrow. I recommend that you continuously review these issues with your management team. This is the most important leadership task.

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

For more than four months, the world has already been in a state of emergency due to the Corona pandemic. "Only those who digitize will survive this crisis. This is roughly how Visable CEO Peter F. Schmid's seven theses on the consequences of Corona for SMEs can be summarized.

1. consequences of Corona: digitalization in purchasing and sales is accelerated

The classic, well-known and proven marketing and sales tools were suddenly no longer available. The cancellation of numerous trade fairs and the delegation of sales staff to the home office brought sales to a standstill in many companies for a short time. Without the timely, targeted use of digital tools, a large number of SMEs in Europe would have to fear for their existence. To put it bluntly, this means that only those who digitize will survive this crisis. Especially in sales, new ways had to and still have to be found to reach purchasing without a personal visit. Whether sales pitches via video call or the use of a virtual trade fair stand - the possibilities are manifold and the demand for further training is high. For example, more than 350 interested people attended our webinar to learn how to use new digital sales solutions. This was a great success and a renewed confirmation for Visable as a digital partner for SMEs in Europe.

2. trade fair as a primary sales and marketing tool is no longer appropriate

Every fourth trade fair will no longer exist after the crisis. Even before the onset of the Corona pandemic, there was a discussion about the expediency of many trade shows worldwide. In the age of digitalization, it is neither appropriate nor ecologically and economically sensible to transport complex goods such as machines halfway around the world in order to exhibit them for one or two weeks at a leading trade show. The enormous amount of travel required by exhibitors and visitors and the use of financial and ecological resources are also out of all proportion to the benefits. The preservation of the trade show industry as an end in itself should be questioned for the time after Corona.

3. special need for personal exchange and knowledge transfer

For many, the annual trade show visits are also always an occasion for exchange within their own industry. Key notes, expert panels and master classes also serve to transfer knowledge and provide inspiration. The need for personal meetings, interpersonal exchange and networking will not have disappeared after Corona - on the contrary. Conferences and summits do without the usual pressure to generate as many leads or deals as possible. They offer real added value and will be in much greater demand.

4. spending on online marketing increases massively

The marketing budget freed up by the cancellation of trade shows will now be used by many companies for tools such as SEA, content marketing and social media. According to a survey by iBusiness, more than one in four companies (27 percent) want to rely more on virtual solutions. The advantages of online marketing are convincing even in times of crisis. Reach and content can be controlled in a targeted manner. Lead generation via platforms is simple and flexible.

5. the importance of digital sourcing in Europe is growing

Many companies were forced to completely rethink their procurement strategy as a result of Covid19 or had to rely on alternative sources of supply in the short term because they lost their established supply chains. There is also a renewed focus on local, national and suppliers from surrounding markets with shorter supply routes. The harsh shutdown in the Chinese market broke proven supply chains that were established over the last 20 years with the turn to Asia. They once convinced with flexibility, diversity and favorable conditions. However, the possibility of another global economic crisis was simply ignored by most. Through digital sourcing, purchasing secures its supply chains and can react quickly and flexibly to changes caused by crisis situations. Gone are also the days when procurement relied on only one, close supplier relationship. Especially after this crisis, no one will want to become so dependent.

6. Online platforms have never been more important for Europe's B2B market

A quick overview of all available providers, acquisitions of new customers locally to worldwide, measurability of budget usage and availability 365 days a year are just some of the advantages offered by platforms such as EUROPAGES and wlw. Visable saw a significant increase in traffic in the first few weeks after the nationwide lockdown. Traffic grew by an average of more than 25 percent on wlw and 22 percent on EUROPAGES year-on-year since the start of the Corona pandemic. At peak times, growth on both platforms was even over 50 percent compared to the same week last year. The potential for the digital B2B market remains enormous. Even before Corona, the market had been growing by an average of 13 percent annually since 2013. Forecasts show that this growth trend will not change.

7. purchasing takes the key role of the company

The consequences of Corona are having an impact on the status of purchasing: What before the Corona pandemic was considered more of a shadow growth of companies has now become one of the most important pillars of a company. Due to the failure of established supply chains and supply markets such as China, purchasing has become the focus of attention and ensures the survival of the company by reacting quickly and using digital tools. It has long since ceased to be just about purchasing goods. In the meantime, it is the digitalization know-how and the strategic negotiation skills that lead to long-term success.

Source and further information: www.visable.com

Recently, International SOS, the world's leading provider of health and safety risk management services for employers and employees, published a white paper with insights on how international companies are dealing with the Covid 19 pandemic. Among other things, the information summarizes key findings from a survey regarding "returning to operations in the new normal," in which 67 experts participated. In addition, eight different experts analyzed the results and presented their own comments and best practices at a roundtable discussion via video at the end of June.

New Normal: When many things become different...

Cedrick Moriggi, Global Head of Security and Resilience at LafargeHolcim, showed how the "new normal" can look in concrete terms: He spoke directly from his home office, which was "decorated" with drawings of his children... But the seriousness of the situation began early for the globally active group: At the beginning of January, initial measures had to be taken for 17,000 employees at the Wuhan site. Subsequently, so-called "business resilience teams" were deployed in every country in which the building materials manufacturer is active. The challenge was that dealing with the pandemic was different in each country. A six-stage alarm system allowed the measures to be systematized across the Group. Cedrick Moriggi draws the following conclusions from this: The ability of industries to adapt quickly to new circumstances must be increased. And: The health of employees is more than ever a key asset. "Without healthy employees, a company is not healthy," says Moriggi.

Different industries - different challenges

As employees moved to their home offices, an additional issue arose for some companies: cybersecurity. This proved particularly challenging for a bank like Pictet, for example, as its Head of Business Continuity Management, John Dempsey, explained. Nevertheless, the increase in the proportion of home-based work proved necessary - with the inclusion of additional cybersecurity measures. Because the crisis has lasted so long, banks have to adapt to new circumstances, says John Dempsey. But he also describes the situation as "very useful for my private life.

Dealing with the New Normal

How should the "new normal" continue? Marc Vink, Head of Security at ABB, said: "It is now a matter of companies taking the lead again in implementing measures that suit them. This statement can be interpreted to mean that measures proposed by national governments often miss the mark in terms of economic reality or do more harm than good. Richard Gould, Global Head of Security & Market Safety at Philip Morris, would like to see a little more humility in the face of crises. He is skeptical about terms like "new normal. Risk managers must continue to plausibly communicate the lessons learned from crises to management. This probably means that risk management will become a central discipline in corporate management. Rob Newman, Vice President Global Security & Chief Security Officer at Firmenich, a globally active aroma manufacturer, expressed his views accordingly at the video roundtable. He says that it is now necessary to gather experience and data from this crisis and derive the necessary precautions from it.

Some key findings

Indeed, the survey conducted by International SOS revealed the following key findings:

• In the context of the post-lockdown reboot, uncertainty around the pandemic remains high. Companies need to implement agile strategies that take into account Covid-19 side effects.
• More threats to health are likely in the future. The associated so-called "infodemic" must be combated by trust in authorities, and organizations must now prepare for digitization all the more.
• Adjustments in crisis management are mandatory and must be continuously scrutinized. After-action reviews must also be conducted on an ongoing basis during a crisis.

The whitepaper with the detailed results and assessments as well as recommendations for action can be downloaded here be

Since 2016, VillageOffice has been developing regional coworking and building a network of locally anchored partner spaces - currently there are 73 spread across Switzerland. The goal: By 2030, every person in Switzerland should be able to reach the nearest coworking space within 15 minutes by bike or public transport. This is entirely in line with the "next normal": decentralized working promotes the business resilience of organizations and accelerates the transformation towards a digitalized, more sustainable and more crisis-resistant economy. Cisco's contribution is now to provide the "Digital Village" with the "most modern and secure coworking infrastructure in the whole of Switzerland" and to strengthen local structures through digitization, as it says.

Technological concept for VillageOffice

The technology partnership includes the development of a concept on how regional coworking spaces can be further developed with Cisco Meraki network technology and Cisco Webex Collaboration. In addition, Cisco is assisting with expertise. The two partners have already implemented the technology concept at MountainLab in Adelboden and tested it at the former SBB train station in Eglisau. They are currently analyzing further usage scenarios.

The technology concept includes Cisco Meraki with secure Wi-Fi connectivity based on Wi-Fi 6, high-speed Internet in collaboration with a local provider, and Cisco Webex Collaboration with HD video conferencing. "Because of the Corona crisis, companies and organizations are thinking about what everyday operations will look like in the "next normal": a balanced mix of optimized office space, home offices and coworking locations," says Joel Curado, Head of Country Digital Acceleration for the Digital Village project at Cisco Switzerland. "Coworking spaces will become even more important," says Jenny Schäpper-Uster, "Less commuting, more flexibility, clear separation of work and private life, professional work infrastructure and social exchange."

Outlook

The partnership between Cisco and VillageOffice involves other local partners in the implementation of the technological concept - in line with the cooperative's aim of establishing a strong foothold in the regions. Regional coworking promotes local value creation, increases the quality of life and relieves the traffic infrastructure.

Jenny Schäpper-Uster, co-founder and Chairman of the Board of Directors of VillageOffice, comments as follows: "In Cisco, we have found a technology partner that best meets the IT requirements of regional coworking spaces, coworkers and corporate customers - while remaining simple and secure. This allows users of VillageOffice Partner Spaces to concentrate fully on their business."

Source: Cisco. More information about VillageOffice is available here.

The BWI consulting and training institute, which recently presented itself with a new orientation, is launching a new continuing education program in project management in the fall together with the University of St.Gallen: The "CAS Project Management" prepares managers to handle challenging projects professionally using the best method in each case and to equip themselves for the future with their personality, leadership and social skills. "In the future, mastering classic, hybrid and agile project management methods will be indispensable for success," says Mike Hubmann, CAS Project Management program manager and partner at BWI. The new format concludes with a Certificate of Advanced Studies (CAS) as well as certification as a "Scrum Master" and the "Certified Project Management Associate IPMA" (Level D®).

CAS Project Management with reference to the St.Gallen Model

"The CAS Project Management covers all current topics of modern project management, from scientific basics to specific case work from practice to the handling of group dynamic situations and the building of high performance teams," explains Mike Hubmann. Project management is related to the St. Gallen Management Model in this CAS in order to close the gap with business administration. In addition, participants learn to expand their leadership role with "Positive Leadership" and how to develop "High Performance Teams" using Google's "Aristotle" project as an example. "CAS Project Management also offers participants the chance to further develop their self-reflection skills and increase their personal performance by using training forms from psychology and high-performance sports," says Christoph Müller, academic director of CAS Project Management and co-director of HBM Entrepreneurship School at the University of St.Gallen. In interactive presentations and discussions, practical applications and specific transfer exercises are discussed, concrete practical cases of the participants are analyzed and solutions are proposed. Peer groups of three to four participants each intensify the professional exchange. In addition, personal one-on-one coaching sessions to promote self-reflection and one's own development process are available on request.

Science meets practice

"The new CAS Project Management is suitable for anyone who wants to learn the latest scientific principles of project management methodology and deepen the methodological approaches - agile, hybrid, classic. The concrete practical relevance including the application to one's own projects characterize this CAS," explains Mike Hubmann, and adds: "Students learn about the success factors for the transformation of companies and experience in a practical way how they can transfer the change processes to their respective project situation." In addition, participants immerse themselves in the influencing factors of "high performance teams" and learn how to build them in a target-oriented manner. "The goal is for managers to be able to use the optimal leadership approach situationally because they know the leadership components in their project roles. This also gives them the necessary confidence in dealing with challenging group dynamic situations such as resistance and conflicts."

Early booking discount until July 31, 2020

Interested parties can benefit from an early bird discount until July 31. You need to have at least two years of experience as an employee of program or project management offices in large projects, product owner, scrum master, program manager, project manager, sub-project manager, as well as your own cases from everyday project work. The CAS Project Management comprises 6 modules of 3 days each as well as 2 days of scientific work. Finally, participants write a scientific project paper of approx. 30-40 pages in German or English. "This CAS, in combination with the certification of the International Project Management Association IPMA, proves both internally and to customers the profound knowledge of project managers on an international level. A proof of competence that offers great added value in today's professional world," says Christoph Müller.

More information

Griesser AG has been headquartered in Aadorf since 1882 and has long since established itself as one of Europe's market leaders for sun and weather protection for windows and terraces. The demolition and reconstruction of a factory building, the expansion of an existing production hall, the replacement of the existing powder coating plant, which is over 20 years old, and the installation of an automated warehouse are intended to increase productivity and improve energy efficiency. "If everything goes according to plan, we will complete the construction project by summer 2021 and then install and commission the new equipment," says Urs Neuhauser, CEO of Griesser, at the groundbreaking ceremony. The fact that Griesser is sticking to the original timetable for its construction project shows that the company is looking boldly to the future, even in times of Corona. And it is a commitment to investing in Switzerland as a place to work and thus to the philosophy of the traditional company.

From groundbreaking to commissioning

In the first construction phase, a new access road including a plant bridge to the construction site is planned. The second construction phase is expected to start in September with the demolition and new construction of the hall for the new coating line and the extension of the neighboring hall for the storage of long material. In the third construction phase, the new powder coating line will be installed in the new building and a honeycomb storage system will be built into the hall extension next door.

The rearrangement of the individual production sections and the two new plants for coating and storage provide a better material flow and higher automation. In addition, the new coating line has five chambers for pretreatment and two powder lines for coating, which reduces throughput times and at the same time increases flexibility.

In terms of energy efficiency and sustainability, Griesser's building project also scores points: "With the new building, a photovoltaic system will be implemented that will enable us to cover a good 10% of our total electricity requirements in the future," says Emanuel Kissling, Head of Product Organization at Griesser. "Together with an efficient heat recovery solution and reduced water consumption thanks to the latest technology, we will be able to significantly reduce our ecological footprint."

No interruption of production

Griesser is maintaining production operations throughout the construction period. To make this possible, parts of the production will be compressed and moved to another building. In addition, some raw materials will have to be temporarily stored off-site. The associated restrictions on production operations and internal logistics require a great deal of flexibility from employees. "However, I am confident that our well-coordinated, competent teams will be able to master the challenges of the coming period and the changes associated with the construction project in the best possible way," says Urs Neuhauser.

More information: www.griesser.ch

To gain decisive competitive advantages, a company can use Data Science to come up with new, innovative ideas. In order to analyze how far the use of Data Science has progressed in Swiss SMEs and what the challenges and opportunities of Data Science are in this environment, the HWZ conducted a comprehensive study. The results of this were recently published.

Get out of the comfort zone

Especially in very small companies, forecasts are still made on the basis of historical data with simple time trends. However, small and medium-sized companies also make too little use of the potential of more complex evaluation options. This is due to lack of know-how, lack of financial resources and generally too little awareness of the topic. "In this context, our findings are surprising, according to which, across all company sizes, a need is expressed for more forecasts on future customer wishes and trends of customer segments as well as products and services. This shows that companies theoretically have a great need for more business intelligence to supplement existing evaluations with more sophisticated, progressive evaluations, but that companies are too little aware of this. The level of digitization among SMEs is still too low," as Prof. Dr. Evangelos Xevelonakis (pictured), Head of the Center for Data Science & Technology at the HWZ Hochschule für Wirtschaft Zürich, points out.

Discrepancy between knowledge and implementation

It is noteworthy that there are large asymmetries between employees and managers of SMEs when it comes to assessing the challenges with regard to business intelligence. According to the current study, the greatest challenges for the use of data science in Swiss SMEs lie in the lack of transparency and communication between the various hierarchical levels, the resulting lack of a sense of responsibility on the part of management, and too little awareness of the benefits of data science.

Business intelligence must also reach SMEs

In order to drive digitization forward and increase the use of data science in SMEs, the benefits of data science must be made clear to the management of SMEs. They should see the need for action and invest more resources in the further education and training of their employees. This is where universities can play an important role in ensuring that potential employees receive appropriate training and that SMEs are kept up to date on data science topics so that they do not lose touch with their global competitors. The most important conclusions from the study are:

• Management is not sufficiently aware of the benefits of business intelligence.
• The know-how of employees is underestimated by management.
• Employees complain about a lack of responsibilities.
• There is too little communication between the hierarchy levels.
• The digitization of SMEs is too little advanced.
• SMEs expect universities to support them.

It is clear from the findings that SMEs must take organizational, technical and social measures in order to hold their own in an increasingly competitive environment. Universities can make an important contribution to this, as the study concludes with a recommendation for action.

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

Switzerland's competitiveness has declined. The country risks losing its top international position and slipping into the midfield. Economists are concerned about low productivity growth and in various relevant rankings (e.g. WEF Global Competitiveness Report 2019 or World Bank Report Doing Business 2019), Switzerland is losing its attractiveness as a business location. In addition, there are the after-effects of the Corona crisis, which has not yet been overcome and magnifies the existing challenges. If Switzerland does not act in a timely and decisive manner, there is a risk that competitiveness will deteriorate further, growth will weaken and the country will no longer be able to maintain its leading position.

Corona crisis exposes failures

Despite the widely praised response of the Swiss authorities in the early stages of the pandemic, weaknesses also became apparent. "The Corona crisis exposed government failures that are not befitting a modern and innovative country," explains Michael Grampp, chief economist at Deloitte Switzerland. A new report entitled "Power Up Switzerland" comes from this consulting firm. As a basis for information, around 400 leading representatives from business, associations and politics were surveyed on the success factors for Switzerland. In the comprehensive analysis, eight central clusters of action emerged that now need to be addressed in a coordinated manner by the state and companies.

Eight action clusters with great potential

"In April and May, we used surveys and opinion articles to show how COVID-19 is changing our lives. Now Power Up Switzerland serves as a road map for renewing Switzerland's model for success. We want to offer suggestions on how to make the economy and businesses in Switzerland more sustainable and resilient," Reto Savoia, CEO of Deloitte Switzerland, explains the background of the new report. Deloitte had already surveyed 400 leaders in business, government and associations about Switzerland's competitiveness in January 2020. Participants in the online survey assessed a total of 21 influencing factors. From these, Deloitte's economists and industry experts identified eight topics with the greatest potential for success. The Corona crisis and the measures taken by the state and companies as a result were included in the evaluations.

Sustainable and robust into the future

"Swiss companies must now strengthen their innovative power and initiative, and reposition themselves internationally," Savoia demands. For each of the eight action clusters identified with Power Up Switzerland, Deloitte has developed numerous measures to strengthen the competitiveness of Switzerland and the companies based here. Politicians can also achieve a great deal by dismantling trade barriers, reducing the density of regulation, reorganizing the pension system, or digitizing their own administration to a much greater extent, the report continues.

The measures for companies can be summarized under the common umbrella term "sustainable resilience": Sustainability requires inclusion of the environment, society and the economy - a triangle of topics that, according to the current swissVR Monitor, is still not being dealt with systematically enough by many companies. Resilience must be increased in order to survive difficult economic situations without sustained impairment.

Action cluster "Workforce and education

"Sustainable resilience" in international trade, for example, means that companies need to re-evaluate their existing supply chains and location strategies in order to optimize and differentiate them. In the case of environmental issues or taxes, it makes sense to intensify the dialog with relevant stakeholders and communicate transparently in public in order to engage in a constructive dialog at eye level," says Savoia. "There is also considerable potential for greater resilience in employee management," he adds. The workforce can be granted more mobility, flexibility and personal responsibility, he says. If more and more employees can work more independently in terms of time or location, the resilience of the organization will increase, he says. And companies need to realize that better integration of older workers and women can make a significant contribution to combating the growing skills shortage, Deloitte adds. Skills and knowledge could increasingly be acquired and shared via digital platforms. In order to successfully implement these changes, a cultural change, a future-oriented HR strategy and the necessary technical infrastructure are needed.

Source and further information: www.deloitte.ch

Promoting basic understanding in the areas of communication and marketing is a key need of the smaller Swiss SME structures. The novel model Tarcom (stands for "tarif commun") aims to provide these companies and professional associations with a basic knowledge and skills in these areas. This at the transparent conditions of CHF 2/minute and adapted to their needs.

Empower SMEs better in communication and marketing

The empowerment, i.e. the know-how transfer of a basic knowledge and skills in matters of communication and marketing, is intended to allow smaller companies, which cannot devote the financial or time resources in this regard, to help themselves to identify their needs and thus increase their competitiveness. A better-informed business leader can better identify his or her own communication and marketing needs, help himself or herself with the most basic aspects of these areas, and, if necessary, bring in specialized consultants for larger projects in a goal-oriented manner. Bringing suppliers and buyers together should drive and optimize profitability on both sides. With the approach of CHF 2/minute Tarcom signals that it charges transparently and in detail.

Who is behind Tarcom

The first priority is to recruit the TARCOM expert pool with the aim of having a qualified network throughout Switzerland in the fall of 2020. The provider pool is made up of professionals with solid SME consulting experience in the areas of communication and marketing, who are flexible and mobile and who embrace the TARCOM rules and philosophy.

Behind Tarcom are its initiator Suzanne Rouden (owner Rouden Communication Intelligence, Basel, and President of the Examination Commission of the Swiss PR Association pr suisse, LinkedIn), Corinne Druey (owner Syntagme, Lausanne and Head of Education, SAWI Group, Lausanne, LinkedIn) and Barbara Forster (owner Esprit Communications, Thun, and Head of Federal Examinations, Swiss PR Association pr suisse, LinkedIn). The steering team brings with it many years of broad industry experience in terms of SME consulting and continuing education with corresponding broad networking.

Simple platform - but expandable

The structures of the new platform are to grow organically in line with market needs. The quality of its expert pool and the development of the interactive platform are thus in the foreground. Today, this platform consists of a simple but expandable website in German and French, with the aim of community building. The Italian site will be added as soon as the need from the Italian speaking market is confirmed.

www.tarcom.ch

Despite the Corona pandemic, young Swiss companies are enjoying stable interest from investors. And the start-up scene also seems to be doing well again, as shown by the recent numbers of start-ups show. The current global pandemic therefore presents many challenges, but also opportunities. This is particularly evident in the field of AgeTech solutions. This is where the young company CARU is active and has developed a "digital roommate" for the older generation. This is now also to be launched on the market for private customers in Switzerland - 6 months earlier than planned.

Existing and new investors convinced

CARU was not only able to increase the capital of existing investors. Despite - or perhaps because of - the current situation, the company was also able to attract new investors. "The positive response in the B2B market over the last 2 years, the fast development cycles, and the determined early B2C market entry this spring have confirmed to me: The company will have a positive, sustainable and scalable impact on our aging society," says Erich Mosset, co-owner and board member of RONDA and investor in CARU.

Grandma and Grandpa's Digital Roommate

CARU is operated via simple voice commands or touch. In an emergency, all it takes is a "Help - Help!" to be connected to the family by phone via loudspeaker. Everyday matters can be shared easily and at any time of the day or night as a voice message - by the family via smartphone and by grandma and grandpa via CARU. Connected to the power grid, the device connects to the mobile network via the integrated SIM card. The family configures the rest conveniently from home via an app.

Source and further information: www.caruhome.com

When Roomz launched the smart display in 2015, the start-up company ushered in a new era in meeting room management. With the help of sensor technology, the innovative Swiss engineers have since developed the display into a comprehensive solution. It can now also be used to manage workstations as well as huddle rooms and other spaces.

New space concepts demand new management solutions

The modern working world needs an intelligent control system for work environments, otherwise chaos is inevitable. Roomz founder and CEO Roger Meier confirms: "Technological developments, global networking and demographic influences have changed our work culture. Managing workspaces is increasingly becoming a key competence. New forms of work such as desk sharing, home office, remote work, co-working spaces or project-based teams must be taken into account. This is exactly where our product comes in. Our solution is based on sensor technology and intelligently connects spaces and workstations for people who want to work efficiently." With Covid-19 and its associated safeguards, the requirements for Intelligent Offices take on added weight.

Display and management software for Intelligent Offices

The solution consists of the proven display and management software that can be easily integrated into an existing IT infrastructure - for example, via Office 365 or Google Calendar. It forms the core between the booking system, displays and the desk and room sensors. Reservations can be made and cancelled in real time both on a display and via the booking software. For meeting rooms, the room sensor uses a passive infrared motion detector to check current occupancy and releases reserved but unoccupied meeting rooms or even huddle rooms after a predefined time. "This enables companies to avoid cost-intensive ghost meetings," explains Fabien Moine, Head of Marketing and Sales. "Newly, workstations can also be optimally managed and administered with the solution. Employees can book their workstations flexibly and efficiently via the booking system. Thanks to the integrated floor plan and the floorplan function, the use of space per floor or individual workstations can be displayed. Alternatively, the desk sensor can be used for management according to the . Both options serve to display occupied and free workstations in real time - an important basis for successful desksharing."

Clear signaling and valuable analyses

Most users also take advantage of the option to publish room and workstation assignments on centrally placed info screens. "As a valuable signaling tool, the visualizations increase employee satisfaction and visitor guidance. In addition, all occupancy data can be evaluated by building, floor and workstation. More generally, the data provides valuable information about the productive use of rooms and workstations. Roomz Analytics is an important tool for operational and strategic corporate management," says Roger Meier, explaining the additional added value.

Organize the return to the office after Covid-19 easier

The aforementioned features also helped companies organize the return to the office after Covid-19 in a safe and stress-free manner. The maximum capacities of the buildings can be defined in advance and employees can then use Roomz's tools to pre-book their desk up to this maximum limit. The analytics data and visualizations make it possible to monitor and adhere to spacing rules. Facility management also has access to important details and reporting on when and where cleaning operations are required.

Roomz is currently offering a special offer (as of July 2, 2020): The Roomz Experience Box can now be purchased by new customers as a one-time starter kit for CHF 549 instead of CHF 1129. www.roomz.io/experience can be purchased. In addition, a manufacturer's discount of 8% can also be claimed when ordering 10 Roomz Displays or more, or 10 Roomz Sensors or more. Further information is also available via Video.