Do you want to find out the true character of a person (or of yourself)? Then observe the person secretly when he is alone or put him in extreme situations. This is not a call to action, of course, and yet: the true quality of a person is revealed by his behavior in two situations: under extreme stress and when no one is looking. In the first case, our cerebellum takes control (to put it simply), and in the second case, we don't have to "prove ourselves to anyone." Therefore, we like to "let ourselves go". The problem: a strong and positive character works only in consistency. That is, you cannot be an outstanding person in the long run when you are in the limelight, and an average person when you are under stress or alone.

Constant character

Your character is constant and is only reinforced by situations. Why is this important? Well, if you want to achieve more (whatever that means to you), then you need to do the consistent want (and not only from time to time). And you have to want it even when no one is looking.

I see this time and again very strongly in business teams: In meetings, for example, when people are "among themselves," they don't prepare, accept the postponement of decisions, and so on. In any case, many do not exactly show outstanding performance then.

Why many remain only mediocre

And what often happens under extreme stress? That's right: blaming, self-protection ("I didn't do it!"), abusive language, etc. Again, this behavior doesn't exactly represent excellence. This is exactly why so many teams and people remain in mediocrity and often even tread water in frustration: they allow unacceptable behavior for top teams in the two situations mentioned.

Success impulse for more character

Here are three ideas on how to change that for yourself and your team:

1. Your identity. Define what you expect of yourself. What standards do you have? I had already explained this elsewhere, so here is just the tip that it helps to describe yourself once in three words. One of the ways to implement this is to constantly remind each other.
2. Your discipline. Make sure you live and behave by these standards at all times (even when no one is looking). There are several techniques for doing this. It is important that you notice and correct any deviations immediately.
3. Your progress. Evaluate yourself daily against your criteria. How good were you? If you can't even manage to hold a mirror up to yourself, who else do you expect to do it? Mutual "micro-coaching" can help here.

You can do these three steps very well individually and with your team. It helps if you hire someone external to orchestrate them (also so that you don't fall back into mediocre behavior).

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

The fact that there is a shortage of workers in the so-called STEM professions (mathematics, information technology, natural sciences, technology) is not new. However, the extent of the problem is. According to the 2018 study [1] conducted by Adecco together with the University of Zurich (UZH), the overall shortage of skilled workers in Switzerland increased by 8 percent compared to the previous year. In particular, in the areas of management and organization, the shortage of skilled workers increased by a whopping 25 percent. Similarly, according to a study by the World Economic Forum on the future of work, two-thirds of elementary school students will be working in a profession that doesn't even exist yet. Automation will cause professions such as radiologist or bank consultant to largely disappear. IT specialists, on the other hand, will continue to be in demand. IT has found its way into almost every workplace, and the demands placed on IT specialists are rising continuously. Digitization is changing the world of work at a pace and with a dynamism that can only be mastered with people who have the necessary expertise.

Investing in IT education

Yet, as written, there is already a shortage of thousands of computer scientists. A shortage that is hampering the growth of entire industries and putting Switzerland, Austria and Germany in a tight spot as innovation locations. That's why it's imperative to do more for the digital education of young people. It will determine what happens to the locations of companies in the DACH region.

The most important thing would be to adapt the education system quickly and efficiently to meet future conditions. This starts with the equipment in the schools. Every secondary school needs a fiber-optic connection and modern technical equipment in sufficient quantities. In addition, an appropriate curriculum must be created.

We need subjects like programming as mandatory courses in school, like a second foreign language. Media literacy, critical handling of information and data, security on the Net, and knowledge of technology, coding and problem solving - in other words, everything that relates to the topic of "digitization" would have to be removed from computer science classes and integrated into all subjects. In history classes, for example, it is important to talk about cryptography and the effects of machine data processing in the Second World War. This is the only way to get an awareness of what can be done with data. Students need to learn how complex processes consist only of zeros and ones, how messages can get from A to B in a matter of seconds, and how social networks remember incredible amounts of data.

Cooperation models necessary

But not every school has the staff to offer IT courses or focus more on digitization in the subjects. That's why we need to develop cooperation models between schools, companies and associations such as the Deutschsprachige SAP-Anwendergruppe e. V. (DSAG) and offer courses from the cloud, for example, for all interested students. No one with an interest in the subject should fail due to a lack of access to knowledge.

Improved knowledge transfer will not only lead to more young people becoming interested in IT. It will also reduce dropouts. This is because a lack of information or false expectations are often the reason why potential young IT professionals drop out early, even though future-proof, interesting and well-paid jobs are waiting in the wings. Companies that work with SAP and want to attract young talent should therefore ensure, for example, that young people know what to expect. This is also a matter of breaking down prejudices to a certain extent. In terms of its IT architecture, SAP is no longer a largely self-contained ABAP world in which companies have raised their young IT talent. Since SAP has opened up the Java world and the cloud, the competition with the large and innovative app developers has opened up. SAP, too, has entered the hip app development arena. Away from the classic, usually lengthy development cycles of a solution, towards agile development with short steps and quickly realizable successes. But only very few of the upcoming IT specialists are familiar with this facet.

[1] http://adeccogroup.ch/de/studien/fachkraeftemangel-index-schweiz/fachkraeftemangel-index-2018/

Author:
Ralf Peters is the Executive Board Member for Application Portfolio, Deutschsprachige SAP-Anwendergruppe e. V. (DSAG)

Are you planning to introduce a new ERP system next year? If so, this wants to be well prepared - just like a journey. If you start an ERP implementation without a roadmap, you will quickly end up in a dead end - and that can be expensive. To successfully guide the journey to its destination, you need a map that shows the way station by station. David Lauchenauer - Managing Director and shareholder of the Myfactory Group - has summarized what this map should contain for small and medium-sized companies in Switzerland.

Tip one: Determine framework conditions

Searching the Internet and randomly writing to providers is the quickest way, but not the best. On the contrary. It quickly leads to disillusionment and only costs time and resources. What is needed, therefore, is a project definition. Here, it is necessary to set goals, define responsible persons and assign roles. The result is a framework for the upcoming project. This also includes all the requirements that the system must fulfill - a so-called requirements specification.

Tip two: Search for providers

Once the framework and specifications are in place, the next step is to find the right manufacturer. Ideally, companies limit themselves to three to five providers. The solution is then presented in personal meetings and it is shown what the software can do per se and what still needs to be adapted. When making the choice, it is important to consider not only the costs but also the interpersonal aspects - if the chemistry is not right, even the best offer will be of no use.

Tip three: Test solution

Immediately after selecting the provider, it is recommended to set up a test environment. It serves as a central development and verification instance and is adapted in an agile manner. The advantage: Change requests can be implemented directly and those involved identify more quickly with "their" solution. If the ERP system meets the expectations, it is accepted. This is followed by data transfer and preparation for live operation, which must be accompanied by comprehensive training for all users.

Tip four: Optimize software

Once employees have been trained and all processes have been established, the optimization phase begins. The goal is to be able to react quickly to changes or external and internal influences. Especially in the digital transformation, this flexibility and agility is essential to achieve competitive advantages and efficiency gains. However, this also requires a trustworthy partner who can make the desired adjustments quickly and reliably.

Tip five: Evaluate project

The introduction of an ERP system is an immense challenge for everyone involved, and one that the entire organization can grow from. For this reason, it is important to evaluate the project after implementation. Retrospectives are a good way to do this. Here, everyone brings up what was negative, what was positive, and what was learned. These insights in turn help in future projects to create an even better map and to reach the goal faster.

Those looking for even more detailed information on planning an ERP implementation will find it in a free whitepaper from Myfactory.

The history of the Egeli Group can be read as a reflection of how the service sector as a whole developed: from manually executed bookings to paper customer files, the path led first to mechanical calculating machines and finally to digitalization. But the corporate culture has also gradually modernized. Today, the group consists of EGELI Treuhand for "classic" fiduciary services, Creditreform for credit information and debt collection, EGELI Immobilien for comprehensive real estate management, EGELI Informatik for standard or individual software and IT solutions, and E-Druck AG. Today, the entire group employs a good 170 people.

Three generations shape the Egeli Group

Three generations have shaped the Egeli Group to this day. First, there was the charismatic founder Willy V. Egeli, who started his one-man business "Willy Egeli Treuhand Inkasso" in St.Gallen in 1943. Apparently, the business must have gone quite well right from the start - in the middle of the Second World War, nota bene - because the first employee was already hired in the founding year. A lot of "busy life and work" has been handed down from the early years, as can be read in the anniversary brochure. One employee remembers it as follows: "At that time, the clock did not play a role after the official closing time. We crammed like in a recruit school, where the boss was the non-commissioned officer and we, the employees, were the drill soldiers. Nevertheless, there was a good comradely spirit between the principal and the employees, and I count those years, despite the long working hours, among the best in the company." The boss always came to the office early in the morning, took care of the mail and distributed orders to the employees. And then it was off - by bicycle - to visit customers... In 1957, the company already had 26 employees, including six apprentices. Accounting, debt collection, field service and the district office of the Creditreform association were located at the St.Gallen headquarters, while branches in Weinfelden and Winterthur also offered fiduciary and debt collection services.

From manual labor to digitization

In 1958, the in-house print shop was added to the "core business" in order to produce customer information and forms in-house. The print shop - which today operates under the name E-Druck AG - was managed from 1965 by Bobby Feurer, the son-in-law of company founder Willy V. Egeli. Today, E-Druck AG is still a successful printing service provider in St.Gallen - managed by Andreas Feurer, also in the second generation. At that time, the fiduciary business was naturally still characterized by a lot of paper. However, mechanical office technology was also introduced at Egeli. From the beginning of the 1960s onwards, client accounts were kept using a new accounting machine with 26 registers, an "electromechanical rattletrap". But annual financial statements were still typed on a typewriter - with carbon copies, of course. It is easy to imagine the consequences of a typing error. It is not known how much overtime had to be worked because of this... It was not until the 1980s that the first electronic accounting systems were introduced.

Company founder Willy V. Egeli died in 1980 at the age of 63. His son Willy J. Egeli - who had already taken over operational management of the trust, auditing, real estate, credit and accounts receivable management business areas in 1968 - continued to run the company. His father's sole proprietorship was subsequently transferred to EGELI Treuhand AG. Under Willy J. Egeli's leadership, the company's culture gradually became fresher. Whereas previously interaction between employees had been characterized by the formal "you", the "you" culture finally took hold towards the end of the 1980s. Digitalization also began in this decade: EGELI Informatik AG was founded in 1986, led by another branch of the family in the person of Werner Egeli and his wife Eliane. With the digital recording of the Creditreform registers, they laid the foundation of a database that is continuously updated and modernized to this day.

Family business built on values

In 1995, the third generation joined the company. His son Raoul Egeli first took over the management of EGELI Treuhand AG in Zurich and in the following years assumed more and more functions and offices, also outside the company. For example, he has been president of the Swiss Creditreform Association since 2008. In 2009, Raoul Egeli becomes President of the industry association Treuhand Suisse and Vice President of Creditreform International. Together with his sister Francine Egeli, he finally succeeded his father Willy J. Egeli in the company in 2011. Today he recalls: "I am very grateful to my grandfather and father for what they built up. That binds and obliges at the same time. Central to me is respecting the company's heritage and always looking for new opportunities to develop the business." And he emphasizes that in all the succession arrangements in the 75-year history, there has never been any pressure from the older generation on the younger generation. This probably explains the organic growth that the Egeli Group can look back on in 2018, based on the values of future, past, freedom limits and trust.

More information

As a recognized partner of SAP in Switzerland, ERPsourcing continuously invests resources to optimize and complement the latest developments in the SAP portfolio for the Swiss market. In order to be able to offer the latest SAP S/4HANA products from the cloud, ERPsourcing is expanding its product range of classic SAP application consulting and securing the associated authorizations with a further certificate as an SAP Outsourcing Operations Partner, according to the Wallisellen-based company.

"A consistent focus on the SAP product range and its growing portfolio are the basis for our continued success in the future. In particular, the cloud product range has been the focus of ERPsourcing AG since its founding in 2000. With the expansion of SAP Application Operations SAP S/4HANA Authorization, we can offer our customers highly modern additional benefits around digitalization and further strengthen our position in the market," explains Frank Geisler, Managing Director for Marketing, Communications, Partnerships (Image).

The certifications for SAP HANA Operations, SAP Cloud and Infrastructure Operations, and SAP Hosting Operations, which have been awarded to date and remain valid, round off ERPsourcing's image as an SAP Outsourcing Operations Partner in the Swiss market.

More information: www.erpsourcing.ch

David Lauchenauer - Managing Director and shareholder of the Myfactory Group - summarizes which developments SMEs must not miss as follows:

The perfect pair: ERP and IIOT

In the coming year, more and more devices, sensors and products will be networked with the Internet. The central platform for the collected data is the ERP system from the cloud. Once stored in the software and meaningfully networked, small and medium-sized enterprises (SMEs) in particular gain an enormous competitive advantage: Whether improved supply chains, support processes or robotic sensors on the factory floor - the Fusion of IIoT and ERP automates business processes and helps with decision-making. To achieve this, however, SMEs need to address the following questions:

• Goal: What do I need the data for, what do I want to optimize?
• Source: What data do I need and where does it come from?
• Interface: How can I integrate the data into my ERP system?
• Result: How can I automate processes based on the data?
• Responsibility: Who is responsible for the overarching data analysis in the company?

Once these questions have been clarified, the ERP system can be selected accordingly or the existing one can be adapted. The most important factors here are the high availability, scalability and flexibility of the solution in order to meet individual requirements today and in the future.

The next step: ERP and digital marketing

Social media users will become more and more numerous in the coming years. This has immense implications for marketing in particular, but also for sales and support. ERP systems must therefore be able to integrate direct marketing across multiple social media channels. This is the only way they can help small and medium-sized enterprises remain competitive. As a result, cloud ERP in particular will no longer focus solely on operational business, but increasingly on marketing as well.

The social web is not only relevant for sales and marketing professionals. It is also gaining in importance for other disciplines. In human resources, for example, more and more recruiters are looking directly in social channels for suitable applicants and potential employees. This development must be mapped in the ERP or CRM.

The ideal complement: ERP and artificial intelligence

The goal of artificial intelligence (AI) is to let machines make decisions. Whether it's taking evasive action in autonomous driving or shutting down a machine in the event of overheating. The ERP system of the future will take a different approach: In the future, it will no longer be a matter of taking over human decisions, but of supplementing them. The focus will therefore be on technological support for the user. The result can be seen, for example, in systems with which the user interacts - for example the Chatbot. It is first fed with the most important questions and answers. Then the system learns independently on the basis of the information entered in real operation. Especially in the case of software that requires explanation, the user is thus supported without much effort and at any time of the day or night.

Source and more information on ERP Trends: Myfactory Software Switzerland AG

Offers without sustainable benefits are in danger of being swept away: This is what Accenture and Fjord, the innovation and design consultancy of Accenture Interactive, describe in the "Fjord Trends 2019" report. By this, the study authors mean the fact that people are increasingly beginning to question things that have come into being in the course of rapid digitization. Particularly under criticism are resource guzzlers - offerings whose production and use demand a high degree of time, attention, personal data and natural goods. "For years, we've surrounded ourselves with more and more new services and devices," says Christoph Loeffler, Fjord's managing director for German-speaking countries. "Now the shine of the new is fading and some of the negative consequences of digitalization are becoming visible. People and companies have developed different ideas of real benefits and added value. We are in for a spring cleaning where consumers will decide what actually benefits themselves, society and the environment. The new challenge for companies, designers and developers is to put people back at the center of innovations."

Trends for 2019: Sustainability is the trump card

The search for sustainable value and long-term relevance of offerings is reflected in seven innovation, design and digital trends:

1. Silence is golden. People are increasingly resisting the flood of digital messages. Politicians and employers are recognizing the increasing health risks of social media and constant accessibility. Some technology companies already offer mindfulness apps for their own products. Companies need to respect the growing group of consumers who are erecting barriers between themselves and the digital world. They should send fewer and more relevant messages, and design products and services that better manage their users' attention.
2. Sustainability? Non-negotiable. Crop losses and low water levels have also drastically demonstrated the consequences of climate change to people in this country. Microplastics have become a global problem, and in many countries politicians are taking action against the throwaway culture. Individuals feel they have a greater duty than ever to take countermeasures. Companies need to focus their business on circular economy and integrate sustainability into their products and services. Consumers are moving from the end of the supply chain to the middle. To do this, companies must make refilling or returning products a similar experience to buying them.
3. Data minimalism. The debate about the use and misuse of data has resulted in people valuing their personal data more highly than companies. They have increasingly strong reservations about sharing their data with companies. Companies should therefore create offers that make do with a minimum amount of data. They also need to educate consumers in the simplest possible way about what data they collect, what they do with it, and what is in it for the individual.
4. From car to "A to B". Inadequate regulation and a lack of planning have led to rampant traffic and transportation services in cities. Public and private providers bustle about, the volume of traffic increases, and individuals lack an overview. Transport providers should think less in terms of means of transport and more in terms of the best way to get people and things from point A to point B. Companies from outside the industry will create their own mobility offerings for customers in their core business. Both require an ecosystem that connects all offerings and is aligned with people's mobility needs.
5. The personalization trap. Today, more people than ever are making their voices heard in public. Companies are already taking many of these voices into account in their offerings. But with the increasingly individualized approach, consumers' expectations of personalized offers are rising. As a result, companies increasingly run the risk of not meeting needs precisely and thus unintentionally excluding certain groups. Companies will solve this dilemma in the medium term with artificial intelligence (AI). In order not to lose any consumers until then, they should use behavioral research methods and so-called mindsets, and not rely solely on demographic data.
6. The vastness of space. Digitization is changing spaces. Retail stores will get a second, digital layer that makes it as easy for customers to pick out, try out and buy as it is in online retail. Companies will adapt workspaces to the agile, more flexible way of working that digitization brings, which many people now expect.
7. Synthetic Realities. Deepfakes and deceptively real voice simulators are challenging our understanding of truth and authenticity. That something is authentic will be more important than ever to consumers in 2019. Companies need to prepare themselves in case they fall victim to a fake. At the same time, they should explore where they can profitably use synthetic realities, for example in entertainment and for simulating medical problems.

Work collaboratively

"Technologies like VR or AI will soon make our everyday lives noticeably easier," says Hartmut Heinrich, Group Director Switzerland at Fjord. "To truly position themselves for the future, companies must work collaboratively across their silos and create new cultures that allow them to think from the customer. This is the only way to turn complex systems into simple and elegant services."

Source: Fjord / Accenture

The SV Group comprises the five business segments of community catering, hotel, public catering, hospital and home catering, and event catering. The company employs around 8,500 people and operates in Switzerland, Germany and Austria. Its core businesses are community catering and hotels. The company operates staff restaurants and canteens under the "SV Restaurant" brand, making it one of the leading providers in the DACH region. "SV Hotel" operates the Marriott brands Courtyard, Residence Inn, Renaissance and Moxy in Switzerland and Germany as a franchisee. In addition, individual hotels in Bern (La Pergola) and in Olten (Amaris) are part of the portfolio. The company looks back on a 100-year history. Founded in 1914 by Else Züblin-Spiller as the non-profit organization "Schweizer Verband Soldatenwohl" (Swiss Soldiers' Welfare Association), the original aim was to provide Swiss soldiers with inexpensive and balanced food without alcohol. From this, a dynamic and innovative company has developed and established itself. The billing processes have become correspondingly demanding. With Conextrade, the processes were significantly automated and optimized. 

Old system: time-consuming, confusing, error-prone

For a long time, SV Group in Switzerland did not have an electronic invoice receipt and processing system, even though the company relies heavily on invoice data. With a document volume of 240,000 invoices per year today, managing the receipt of postal documents, 100 percent manual invoice entry, account assignment and approval became a Herculean task. Since the process was neither electronic nor automated, the invoice receipt turned out to be intransparent and error-prone. However, rapid and reliable communication with suppliers is very important for the SV Group.

The traditional approval process was as follows: Invoices were sent by mail from suppliers to the plants for content review. After manual review by their managers, the invoices were forwarded by mail to Accounts Payable, where they were formally reviewed, assigned, and recorded. The problem: excessively long lead times, no possibility for cash discounts, no monitoring of invoices, and not infrequently lost invoices. The procedure was technologically underdeveloped, decentrally organized, and therefore highly confusing. This becomes even clearer when you consider that the SV Group operates 300 locations in Switzerland and 500 in the DACH region.

Work more efficiently with automated processes free of media discontinuity

Years ago, the urgent need to bring order and clarity to the processes was recognized. In 2014, following an overall evaluation, the SV team compiled a requirements catalog for necessary renewals. The goal was to establish the electronic invoicing process and a workflow throughout the Group. This was to replace the manual process in Switzerland and the existing electronic solutions in Austria and Germany.

Since a large number of employees are affected, there was a need for a reliable, but also easy-to-use system with a short implementation phase and a low error rate. In evaluating the appropriate solution, the SV Group held very intensive discussions with all suppliers who also had to be able to cope with the system. In addition, legal framework conditions, including data protection, must be observed, especially in Germany and Austria. The choice ultimately fell on Conextrade, a platform ported by Swisscom for electronic invoicing and electronic data exchange for Swiss SMEs. As an established full-service provider, Conextrade can offer the entire portfolio and fully understood the needs of SV Group. According to Eros Merlini, Head of Conextrade, over 4000 other customers are already working with this solution. 

Automated and transparent vendor invoice processing

Already at the end of 2015, the new, automated system for invoice processing could go live in Switzerland. The Conextrade services "E-Invoicing", "Scanning2E-Invoicing" and "Accounts Payable Workflow" guarantee automated and transparent accounts payable invoice processing and include not only the receipt of invoices from suppliers, their approval and release, but also the sending of invoices to customers.

Olivier Tesoro, Project Manager Finance at SV Group, says with satisfaction: "The processes are now fully integrated and consistent. In addition to Switzerland and Austria, the solution was also rolled out in Germany in the fall of 2018." Conextrade's local and therefore always quickly available service proved to be extremely valuable during the implementation. The SV Group had set the goal of establishing efficient invoice processes without media discontinuity and a 100 percent automated electronic invoice receipt. This goal was also achieved. Today, the SV Group uses all components of the "E-Invoicing" and "Scanning2E-Invoicing" services without any problems.

Cost benefits directly after introduction

"With its solution, Conextrade has covered all our requirements in invoice processing," sums up Heinz Giezendanner, Director Shared Services and Member of the Management Board at SV Group. After the gradual rollout of the system in Switzerland from December 2015, employees were trained using videos. "Today, a good 1,000 people in Switzerland and 1,800 in the entire DACH region are working with the Conextrade system without any problems," says Tesoro. As early as fall 2016, processes became noticeably more efficient. "Our throughput times have become massively faster, and communication with suppliers has become much more transparent in parallel." Due to the more efficient handling, SV Group can already save considerable costs today.

Further projects in planning

The digitization of the value chain remains a top priority for the SV Group following the successful project to automate billing processes. The introduction of further modern forms of communication, such as digital solutions with apps for dialog with the guest, is planned for the next few years. Thanks to the partnership with Conextrade, SV Group can approach and implement such projects step by step, comprehensively improve all processes and thus move into the digital future fit and competitive.

More information about Conextrade:
Swisscom (Switzerland) Ltd.
Enterprise Customers
P.O. Box, CH-3050 Bern
Tel. 0800 800 900
www.swisscom.ch/enterprise

Low unemployment, high wages and a skilled workforce: The Swiss labor market is in good shape. However, there are still a number of tests ahead. Digitalization will increasingly require different and new skills from a large majority of the workforce. The demand for employees with strong skills in creativity, social intelligence and the use of digital technologies is growing. Even today, individual sectors such as ICT or healthcare are having difficulties finding personnel. In addition, the aging of the workforce will make better use of previously untapped labor potential inevitable. "In 2016, for the first time, more domestic workers left the labor market in Switzerland than joined it. If things continue like this, we will have a shortage of around half a million workers by 2030. Companies need to start thinking not only about how to find the right trained workers, but how to find enough workers at all in the future. A key strategy is to better exploit existing but underutilized labor pools. There is a lot of potential among women, older workers, and part-time employees," says Myriam Denk, Head of Future of Work at Deloitte Switzerland.

Older workers, women and part-time workers

Various options for coping with the looming labor shortage have already been debated: Longer working hours are probably not a suitable solution, and raising the retirement age seems impossible in the short term. Increasing the immigration of qualified workers also does not seem to have a political majority at present. Increasing automation will indeed trigger structural change in the labor market. However, it is unlikely that automation will be able to fully compensate for the effects of demographic change.

So how can we address the future labor shortage? "We see enormous potential in the existing but underutilized labor pool. This lies mainly with the 'hidden reserve' and with the employed who work part-time and could increase their workload. Women and workers aged 55 and older make up a large part of this," explains Michael Grampp, chief economist at Deloitte Switzerland and author of the new Deloitte study "Motivated, optimistic, and oblivious to duty". "Many are already (early) retired, so they're not actively looking for work - but they could certainly see themselves working. However, to keep the employability of older workers at a high level, it is essential that they are flexible in terms of salary expectations and working hours."

Companies need to rethink the age issue

According to the Deloitte survey, 27% of the over-50s in Switzerland would like to continue working beyond retirement age - with highly qualified workers strongly overrepresented. In addition, 85% of those over 55 say they are motivated at work, 89% like their work and 81% think their work is valued - all significantly higher figures than for all other age groups.

"No longer qualified enough, not motivated enough, not flexible enough - the prejudices many employers have against older employees are unfounded. Companies absolutely must rethink their attitude toward this demographic group. Those who continue to perceive older workers as disadvantageous and focus exclusively on younger ones when recruiting are making a strategic mistake," analyzes Myriam Denk.

For many Swiss companies, older workers are not currently considered a valuable resource. According to the Human Capital Trends 2018 from Deloitte one-third of Swiss companies consider older employees to be a competitive disadvantage. This is significantly above the international average of 20%. In addition, according to the current CFO survey by Deloitte only just 20% of Swiss companies resort to the deliberate recruitment of older workers and other alternative groups to alleviate the shortage of skilled workers.

More flexible career models required

Of the 27% of over-50s in Switzerland who would also like to work beyond retirement age, 51% want to work as they do now, while 35% only want to reduce their workload. If they had a free choice, 27% of the over-55s would prefer part-time employment, 15% freelancing, 10% self-employment and 18% a portfolio career, i.e. splitting their working hours between different activities and/or projects. Accordingly, it is crucial for companies to redesign traditional work models in order to become more attractive to additional work groups. "Companies need to offer more career models that allow employees to work longer and more flexibly. They also need to adapt their HR strategy to enable longer working lives and reduce unconscious bias in the recruitment process," says Myriam Denk.

Alternative career models for the over-55s include so-called "arc careers" - in which workload, responsibility and pay are gradually reduced - job sharing with younger successors for knowledge transfer or roles as coach or mentor. It would also be conceivable to form a pool of interested retired employees in order to bring their know-how back into the company on a needs-oriented basis ("gig basis").

Source: Deloitte

Of course, a reminder does not mean that a payment will not be made. But if such payment arrears accumulate to such an extent that the result is even severely reduced due to the necessary value adjustments, then this can put the liquidity of the company at risk. The daily business routine primarily revolves around acquisition, order processing, cost control, personnel and innovation. Liquidity is virtually taken for granted in many commercial enterprises. Problems are only recognized at a late stage. This is especially true for impending payment defaults. People are convinced that they know their customers and their financial situation well. Delays in payment are sometimes not seen as an alarm signal, but as a good opportunity to show the customer that you are standing by him. In fact, around 70 percent of all bad debt losses are incurred by regular customers. People trust each other. The signs of impending payment bottlenecks are literally ignored. After all, things have always gone well.

Credit and accounts receivable management as a permanent task

Credit management is therefore part of the daily bread of every company. It begins at the acquisition stage, when the seller gets an initial picture of the customer's financial situation. A credit check is mandatory at the latest when the contract is signed. And even after that, it is important to monitor every customer relationship on an ongoing basis and to evaluate events that are relevant to their creditworthiness and, if necessary, to draw consequences from them. This does not necessarily mean that the contract is cancelled, but it can mean that deliveries are no longer made on account. Those who do this will avoid a significant portion of potential bad debt losses at the source. This can easily amount to one percent of sales that are realized and not written off.

When a specialist is needed

Accounts receivable management is just as important. Anyone can overlook an invoice or delay a payment, for example, if there is something objectionable about the supplier's performance. But you can expect a reminder to be responded to quickly. If this is not the case, action must be taken. The spectrum ranges from an immediate delivery stop to professional enforcement of the claim. This collection requires a certain amount of expertise. Small businesses in particular often have a hard time with the legal process. They let valuable time pass or make mistakes. A receivable that could have been collected with strict accounts receivable management may then have to be written off. In many cases, it is worth handing over debt collection to a specialist.

Author:
Raoul Egeli has been President of the Swiss Creditreform Association since 2008 and President of Creditreform International since 2014, as well as a member of the Chamber of Commerce of the SGV. He is also Managing Director of the Creditreform Egeli companies in Basel, St. Gallen and Zurich. From 2009 to 2013, he was the central president of TREUHAND|SUISSE. Raoul Egeli is the author of several specialist books on the subject of credit and receivables management. www.creditreform.ch

Three teenagers who start a company in the attic of their parents' house. What reads like the script of a Hollywood movie is the genesis of Zurich-based IT and telecommunications company Netstream. The popular provider of cloud, Internet, telephony, hosting, TV and wholesale solutions in Switzerland, celebrated its 20th anniversary on December 10, 2018.

Netstream's vision points the way forward

"Imagine people living fulfilled lives in harmony with technology and nature," says Alexis Caceda, CEO of Netstream. This is exactly Netstream's vision, which the company is striving to achieve over the next 20 years. Already this year, some sustainable measures have been implemented. For example, in the summer of 2018, Netstream decided to modernize the cooling of its data center and thus relied on a so-called free-cooling system. The Swiss Climate Foundation supported this ecologically valuable conversion with a grant. Many other exciting measures are already planned for 2019.

20th anniversary of the company: "We plant trees".

As part of its 20th anniversary, Netstream has now come up with a special project and that is that the company will plant a tree for every new customer who orders a product from Netstream by the end of February 2019.

"Trees perform a variety of tasks for us. For example, they produce oxygen, bind carbon and slow down climate change. By planting trees, we want to make a step-by-step commitment to a better world," says Alexis Caceda, CEO of Netstream. In March 2019, Netstream will define a day when employees can plant trees. The goal is to plant a variety of native tree species in the Wittikon region to create a new area of mixed forest. "It makes us happy when we as an IT and telecommunications company can do something good for nature together with our employees," concludes Caceda.

Interview with the founders of the company

On the occasion of the company's anniversary, the three founding members Alexis Caceda, Reto Kasser and Dominik Breitenmoser - who have always remained loyal to the company - recall Netstream's beginnings and report on entrepreneurial ups and downs over the past two decades.

How did Netstream come into being?
Alexis Caceda (CEO of Netstream): The 90s were marked by the digital revolution. The Internet slowly gained importance and Reto, Dominik and I followed the developments with curiosity and Voltage. We were 17 and 18 years old and shared a passion for IT. Quasi there were new products and applications every day. We also had many ideas. And so it came about that we turned our hobby into a profession.

What happened next?
Reto Kasser (CTO of Netstream): After founding Netstream on December 10, 1998, we sold computers, configured routers, programmed websites and started our first IT projects from home. It was an exciting time that us extremely bonded as friends as well as business partners. Nevertheless, we never thought back then that we would run the company so successfully for so long.

At an age when others were all about partying, you started experimenting with web TV. Where did this passion come from?
Dominik Breitenmoser (CIO of Netstream): Already in childhood screwed I disassembled technical devices and hoped that they would work again when I reassembled them. When I knew all the devices inside out, I turned my attention to the programs running on them. Together with Alexis and Reto, I looked at how they were built and how they could be used in other places.

20 years have passed since then. 20 years in which Netstream has grown to 80 employees. Do you think this growth will continue?
Reto Kasser: Growth is all well and good, but not the most important thing at the end of the day. Our priority is the satisfaction of customers and Employees. DafWe still put our heart and soul into this every day.

How has the IT market changed since Netstream was founded?
Dominik Breitenmoser: When the topic of IT was discussed in the past, it was primarily about technology and codes. Today's information technology, however, is much more. It permeates every area of life. Whether in the business or private environment, innovative technologies and user-friendly IT solutions are in demand everywhere. Our vision is therefore that people can live fulfilled lives in harmony with technology and nature. This is precisely why we always want to inspire our customers with groundbreaking products.

What impact has the changing IT market had on Netstream?
Reto Kasser: Of course, we also had to constantly evolve. If we had not done this, Netstream would no longer exist today. We have constantly professionalized our services. And We have always been concerned with what it takes to stay one step ahead of the continuous development process in the local IT market.

With success, as this year's anniversary impressively proves. What other factors do you think have contributed decisively to Netstream's success??
Alexis Caceda: First and foremost naturely the commitment of our employees. In dialog with customers, they develop cloud, Internet, telephony and TV solutions that bring real added value to users. Another advantage is the size of our company, which enables us to stay in personal contact with our customers and respond flexibly to their constantly changing needs.

What are you particularly proud of?
Reto Kasser: We are particularly proud of the results of the renowned Bilanz Telekom Rating, because the Swiss IT market is highly competitive. Regularly achieving top positions in the annual surveys is therefore not a matter of course, but the result of consistent alignment along customer needs.

What milestones come to mind when you look back on 20 years of Netstream?
Dominik Breitenmoser: There were many groundbreaking moments. They include the hiring of our first employee as well as the launch of "ADSL.TV," the first Internet TV offering on the Swiss market. Its launch in 2004 marked the beginning for the distribution of TV programs via the Internet in Switzerland. Other milestones in our corporate history were the construction and commissioning of our own data center in Dübendorf and the new brand identity this year.

In addition to the many success stories, there were certainly also challenges. Which ones come to mind spontaneously?
Alexis Caceda: Due to the constant growth of Netstream, the parallel changing requirements in terms of leadership and management of the company were extremely challenging for us. You have to remember that we started out as a team of three and now employ 80 people. This means establishing functioning processes, redefining one's own role and handing over responsibility. This is a task that we - and above all I - first had to grow into.

Speaking of leadership, you've been running Netstream for 20 years now. Has there never been a fight between you?
Dominik Breitenmoser: But there was, and that was a good thing. We have grown and matured as a result of the discussions. In the meantime, we also know better how best to resolve conflict situations. The joy and passion with which we founded Netstream back then is just as great today as it was then. Thanks to the continuous changes in the market, it has never been boring and I am glad that Alexis, Reto and I have walked this exciting path together over the last 20 years.

Link to the project "We-plant-trees": www.netstream.ch/birthday

Business processes are becoming more flexible through digitization, and operational efficiency is increasing. If companies want to remain competitive in the future and offer their customers reliable and innovative services, intelligent data management will become indispensable. To that end, Dave Russell, vice president of product strategy at Veeam, identified five trends IT decision makers should consider in 2019:

Multi-cloud prevails

Globalization, cross-border business processes and digitization make the use of multi-cloud infrastructures almost inevitable. Analysts expect around 10 percent annual growth in the cloud sector in the coming years. This will not make on-premises solutions superfluous, but will increasingly result in a mix of on-prem, SaaS, IaaS, managed clouds and private clouds.

Increased use of flash memory

Gartner expects flash storage supply to tighten somewhat in mid-2019, but prices to remain stable. We expect to see greater flash usage for the operational recovery tier, which typically holds backup data and replicas from the last fortnight. Due to flash proliferation, we also expect increased use of instantaneous recovery of complete virtual machines (or copy data management).

Systems with copy data management functionality offer complementary added value that goes beyond pure availability: Examples of the additional use of backup and replica data include DevOps, DevSecOps and DevTest as well as patch testing, analytics and reporting.

Predictive analytics are on the rise

According to forecasts, the predictive analytics market will increase by 272 percent by 2022 compared to 2017, an annual growth of around 22 percent. Predictive analytics based on telemetry data for predictions and recommendations built on machine learning (ML) are most likely to gain widespread acceptance.

PRedictive analytics and diagnostics support smooth IT operations and reduce the effort required for system optimization. Against the background of increasingly complex infrastructures with more data and higher performance requirements, they are becoming essential. SLEs, Service Level Expectations, will continue to rise, so IT needs more performance data and projections.

IT generalists are in demand

AI or not - even the data center of the future cannot do without people. A shortage of skilled workers combined with increasingly hybrid infrastructures require the "IT generalist" with knowledge and experience from different specialist areas as well as an understanding of business management. Standardization, orchestration and automation will accelerate this trend: Due to the increasing "self-intelligence" of systems, specialization is less in demand than broad basic knowledge.

Of course, specialized knowledge remains important, especially when it comes to the cloud. But the more IT becomes part of the operational value chain, the more important it is that IT professionals also understand the business environment in order to create added value.

5G offers new opportunities for the industry

The first 5G-capable cell phones will be launched at the beginning of 2019. In the context of Industry 4.0 and the Internet of Things (IoT), companies in particular have a great interest in the transmission technology, including for their own regional networks. Nevertheless, 2019 will primarily be about creating the conditions for widespread use so that Europe can become a "gigabit society".

In the medium term, 5G offers new revenue opportunities for retailers and cloud service providers. The processing of larger volumes of data in real time, new hardware and device requirements, and new applications for managing the data open up a wide range of opportunities and will also promote the discussion about edge computing.

Source: Veeam