They recognize faces, translate texts and learn to speak. Neural networks can already do a lot today. In the future, they will be able to do much more, Jürgen Schmidhuber is convinced. "Artificial intelligence will change everything," predicts the pioneer of machine learning, who opened the Digital Skills Conference in Bern's Kursaal on October 22 in front of around 800 participants. Google, Apple, Amazon and many other companies are already working with his systems.

At the conference of the Swiss Federal Institute for Vocational Education and Training SFIVET, everything revolves around the question of how the digital transformation of vocational education and training can be shaped most effectively. "This transformation should improve our lives. Especially our working lives. And we have to make sure of that ourselves," Federal Councillor Johann N. Schneider-Ammann gave the attendees in his address. SFIVET Council President Philippe Gnaegi, initiator of the Swiss Observatory for Vocational Education and Training SFIVET, emphasized: "Already several years ago, SFIVET did pioneering work in Ticino. Now it must become a driving force for the digital transformation of our education system." SFIVET Director Cornelia Oertle is optimistic about the future: "It is precisely thanks to its anchoring in companies that vocational education and training can fully exploit the potential of digitalization and help shape the transformation."

This year's trend report by the Swiss Observatory for Vocational Education and Training (OBS EHB) points the way to this future of VET 4.0.

1. Does dual vocational training have a future? Yes, vocational training has a future and is well prepared for change. However, it is important to support employees in such a way that they can continue their education and gain higher qualifications.
2. Will transversal competencies be most in demand in the future? The range in which competencies can be applied is limited. They only become transversal (overlapping) when professionals know in which comparable situations they can apply their professional, social and personal competencies in a similar way. Vocational training is ideally suited for training this.
3. How can educational regulations stay current? The Trend Report argues for a more flexible vocational training system to better accommodate rapid technological change and, in particular, sees more open education curricula as a possible means of doing so.
4. How can digital technologies be used in the classroom? Anyone who wants to use them efficiently needs not only know-how and the necessary infrastructure, but also the appropriate didactic knowledge. Experience shows that the learning process is only meaningfully supported by new technological means if it is embedded in good didactic concepts.
5. Do teachers need to change their roles? Increasingly, learners know new technologies more quickly and accurately than teachers. This challenges teachers in their role as subject matter experts. At the same time, they need good didactic concepts for these learning situations.

These findings ultimately culminate in SFIVET's position paper on the impact of digitization on vocational education and training. Central to this are the demands to continue to place people at the center and to deal consciously with the new technologies.

More information: https://www.ehb.swiss/digitalskills

86 percent of Swiss people are satisfied with their jobs. This is the finding of a study by EY presented on October 19. The auditing and consulting firm conducted a survey of 2025 people aged 16 and older throughout Switzerland between August 24 and 31. The results were weighted by age, gender and region as part of the initial sample representative of the population.

Future-proofing your own job - but others'?

In addition to the high level of job satisfaction, the study also shows that 77 percent rate their job as secure for the future. 44 percent also believe that their job will be even more attractive in the future. The survey also shows that the most important elements of a good job are variety, flexibility and personal contact with colleagues. But salary and bonuses are also still seen as important, by men somewhat more than by women.

But: 63 percent of the Swiss also assume that there will be fewer jobs in the future - actually a contradiction to the above-mentioned finding. "The discrepancy between the two statements shows that there is a certain displacement regarding one's own concern," EY informs in its press release on the study. People are particularly critical of automation and current demographic developments. At the same time, however, Swiss people also see opportunities in the future through increased flexibility in business models, such as the sharing economy. The survey shows that people see not just one form of change, but numerous different facets. "Our experience with companies also shows that the future of work involves an enormous number of different elements and that there is no one clear picture of it," says Gerard Osei Bonsu, Head of Personal Advisory Service (PAS) at EY in Switzerland.

Women do not feel well equipped for future world of work

Less than half (49 percent) of those surveyed feel well prepared for the working world of the future. What is particularly striking here is that, in addition to people with poorer education and low salaries, it is primarily women who take a critical view of the future. This is all the more surprising in view of the fact that today's economically active generations have more well-educated women than probably ever before. Focusing solely on promoting women in technical professions - against the backdrop of the digital transformation - is likely to fall short here. Culture and society must change in equal measure. Tobias Sattler, Associate Partner at EY and responsible for organizational and cultural change, sees differences in this regard from Anglo-Saxon or Scandinavian cultures, for example, where the fact that women can work and at the same time reconcile family and partnership is much more socially accepted than perhaps in Switzerland.

The future working world will be demanding - companies challenged

The respondents largely agree that the future will be demanding. 84 percent state that stress at work will increase and more performance will be required. Seventy-six percent also believe that we will increasingly share our daily lives with robots. There are different opinions among those surveyed about who should bear responsibility for the changes. The majority (44 percent) see companies as having a duty to provide enough jobs, while 26 percent see the state as responsible. Surprisingly, it is mainly the 16 to 24 year-olds who assign a central role to the state (45 percent). The proportion of people who see responsibility as lying with themselves is low, and still highest among those who are 55 or older.

The challenge is therefore to the companies. One conclusion drawn from the study results is that they must implement continuous change as the norm in their organizations. This makes it easier for employees to change their own attitude toward change processes and to focus on continuous learning. The latter in particular, lifelong learning, should be encouraged by companies. If this succeeds, attitudes toward the future world of work are likely to improve further.

Source: www.ey.com

According to the PageGroup Working Life Study, 75 % of employees in Switzerland are satisfied with their work-life balance. 44 % expect an improvement in this regard over the next twelve months, as shown by the PageGroup Confidence Index (Q3 2018) published at the same time.

Would you rather have a better work-life balance than a pay rise?

The PageGroup Working Life Study shows that as work and personal life increasingly overlap, control is a key factor in work-life satisfaction. This refers to flexible working conditions with the ability to regularly work remotely, supported by powerful technologies such as laptops and cell phones.

Due to subdued expectations regarding salary levels and the chances of finding a new job quickly, the work-life balance is becoming increasingly important for employees. Expectations regarding rising salaries have remained constant since the index began at the end of 2014: 55 % of employees working in Switzerland do not expect any salary increase in the next twelve months. Employees' confidence in finding a new job within three months has reached a two-year low of 44 % (Q3 2018) (Q3 2016: 53 %).

Increasing mixing of private and work-related activities

The PageGroup Working Life Study found that the line between personal life and work is becoming increasingly blurred. More than two-thirds of employees also work outside official working hours in one form or another. Conversely, 95 % engage in some form of personal communication during work hours, although the majority (78 %) do so for 30 minutes or less per day. 64 % had some form of social contact with work colleagues outside of work, and 44 % had private contact with their supervisor. These activities included messaging and phone conversations about non-work-related topics, as well as after-work get-togethers for socializing or sports, for example.

According to Jérôme Bouin, Managing Director at PageGroup Switzerland, "Work-life balance is not just about working hours. Increasingly, it's about bringing work and personal life together, meaning that employees can control when and where they work, but also enjoy their time in the office and with their colleagues. Employers that offer such flexibility have a clear advantage in attracting and retaining qualified employees."

Source: www.pagepersonnel.ch

Temper tantrums, cold shoulders, nitpicking - working with complicated managers is usually more difficult than with tense colleagues. The reason for this is the greater dependence on the boss. "Through the assessment of work performance, the superior determines the future career of an employee in the company, which is why we often communicate more cautiously "upwards." However, respectful confrontation becomes quite possible if we master the rules of the game for dealing with different managers," explains rhetoric professional Jürgen Rixgens about Boss Day, which is celebrated on October 16.

The perfectionist

The perfectionist's leitmotif is: "What you don't do or regulate yourself, becomes nothing". As a controller, he interferes in everything, while pedantically paying attention to details and checking each work step several times. "Not only do the employees suffer from such behavior, but also the work result. Delegation, compromise and teamwork are foreign words to the perfectionist. Routines, standards and principles, on the other hand, bring security and predictability into their lives," explains Rixgens. He recommends that employees only enter into a conversation with the perfectionist well prepared. Spontaneity or unpunctuality are red flags for perfectionist managers. "Employees should show the supervisor that they are reliable and trustworthy. In this way, they create the foundation for fruitful discussions and satisfactory work results," advises the rhetoric expert.

The aloof

Typical of the aloof boss are his reserved manner and his reasoned speech. "His cool and distant demeanor make it difficult to assess the aloof person, while his taciturn manner makes everything come out of his nose. This type of boss doesn't care whether he is popular or not, he mainly deploys his employees according to purpose and company goals," explains Rixgens. The communications expert warns against getting too emotionally and physically close to the distant one. "Benevolent or flattering behavior is understood by the aloof as ingratiation. He despises his employees for wanting to please or even be praised. Better: be patient and keep your distance," says Rixgens.

The choleric

Uncontrolled outbursts of anger and unpredictable, aggressive behavior make the choleric one of the most difficult supervisors to work with. "By directly contradicting, reassuring, or justifying themselves to the choleric, employees only fuel his temper. He persists in battle mode, which makes it impossible to have a factual conversation. Instead of switching to defense mode themselves, employees should rather make the choleric person feel that he is being taken seriously. The rule is: the more relaxed the situation, the more suitable it is for holding a conversation about substantive problems," explains the expert, who is also the author of the book "Complicated Colleagues and Superiors." If all attempts fail, only one thing helps: leave the company. The permanent stress can lead to psychosomatic disorders, depression or burnout.

About Jürgen Rixgens
Jürgen Rixgens is the founder and owner of the Munich-based company Rixcom GmbH, an academy for applied rhetoric. With experience as a lecturer in adult education, TV sports journalist, presenter and as a corporate spokesperson for an international company, he has been working worldwide for more than 15 years, primarily as a rhetor and communications trainer. For companies such as SAP, Roland Berger or Telekom, he regularly travels to countries such as Germany, England, the USA and Asia. His focus there is on communication training and coaching top managers in preparation for press conferences, TV and conference appearances, and difficult customer and employee meetings. He focuses on the culture of good argument and rhetorical techniques that work so that his clients arrive authentically and achieve what they want. He is also the author of the book "Complicated Colleagues and Supervisors - How to Deal with Chatterboxes, Cholerics & Co".

The study "Young Swiss 2018" explores the question of how the working world of tomorrow must be designed in order to reach, attract and retain young workers in the long term. To answer this question, the research team of the Next Gen Marketing Agency jim & jim together with the German youth researcher Simon Schnetzer, surveyed a total of 2,691 adolescents and young adults aged 14 to 35 in German-speaking Switzerland online and in personal interviews about their living and working environments, and analyzed the results in a scientifically sound manner.

Social media and smartphones promote pressure to perform and superficiality

Generations Y and Z are characterized, among other things, by the fact that they are constantly online and on many different channels - and are critical of this state of affairs themselves. Most of the young people surveyed admit that social media and smartphones promote pressure to perform and superficiality.

The younger generation is therefore no longer prepared to give in unthinkingly to the pressure to perform of their time. While their predecessor generations still followed rigid career models, the younger generations no longer find performance and career primarily desirable. What is important to them above all is family cohesion, friendship and health.

The Next Gen Motivation Killers on the Job

Generations Y and Z cannot be satisfied in the long term with money, status, a well-known brand and opportunities for promotion. What is important above all is a good work-life balance, flexibility in the job and a positive working atmosphere. Employers must actively cater to all these needs of the younger generation and develop strategies not only to attract young talent, but also to retain it. This requires new approaches in HR and recruiting, but also a rethink among managers. Here, understanding for the mindset of the Next Gen must be created in order to be able to create a productive cooperation between the generations. With regard to digital communication channels, employers also need to be aware of the target-group-specific channels and provide them with relevant content. Here, the study provides information about the channels on which the young target group is online, searches for jobs and how they perceive companies' social media presences.

Value profiles enable the perfect match between companies and the Next Gen

The study offers marketing and employer branding specialists a practical tool: A total of five "young talent" types (see image above) help companies find talents matching the company profile on the relevant channels and address those talents who fit the company profile perfectly. In this way, employers can ultimately reach not only the best, but also the right talents, win them over and retain them in the long term.

The "Young Swiss 2018" study can be downloaded at www.jungeschweizer.ch be acquired.

Digitization has arrived at Swiss companies - but how far has it progressed there? The digital revolution has not yet fully taken hold, according to the results of the survey. This is part of a large-scale study on four IT topic areas at Swiss SMEs and large companies, in which the IT service provider GIA Informatik AG surveyed 2,700 C-level executives from 900 organizations in industry, commerce, mechanical engineering, the public sector and other sectors between March and April 2018. A majority of the participating SMEs (39) employ 100 to 500 people, while every third company (13) has an employment figure of more than 1000.

Strongly affected by digitization

Two-thirds of the executives surveyed testify that their own organization (67.7 percent) and their respective industry (66.7 percent) are strongly to very strongly affected by digitization. They assess that processes (92.1 percent) and products and services (76.3 percent) in particular are exposed to the influence of digitization. Just under two-thirds (62.2 percent) estimate that their customers see digital transformation as an opportunity.

What is the reason for this behavior? Alexander Berger, IT Strategy Consultant at 2BCS AG: "In general, I assume that a quickly recognizable benefit must be evident for companies through digitization. If this is not the case, a certain reluctance arises. Companies with a dominant market position are more willing to drive change in the industry than companies that do not have this market position. However, this does not mean that companies with innovative, digital approaches to solutions do not exist."

SAP S/4HANA not a big topic so far - but soon?

SAP S/4HANA is the new business suite from ERP provider SAP. Since SAP will stop maintaining the current version in 2025, all customers will have to upgrade to it and deal with this change sooner or later. However, the survey clearly shows that only 10.5 percent are using the in-memory database HANA so far; 18.4 percent are planning to introduce it, and 71.1 percent are not using it. Most companies are not yet aware of the SAP S/4HANA Business Suite: 81.6 percent are not using it, 2.6 percent are working with it, and 15.8 percent are thinking about introducing it. Accordingly, there is great potential here.

Companies are satisfied with the response times of their SAP system (76.9 percent) and the timely receipt of information (66.7 percent). The situation is different when it comes to user-friendliness: Only 30.8 percent judge that their system is easy to use, and 38.5 percent think that the display used is useful and clearly structured.

Why do many companies use an external SAP service provider? Primarily to reinforce internal resources with external expertise (75.7 percent) and to carry out the implementation (76.3 percent).

How should these results be assessed? Burim Maraj, CFO/CIO at Skan AG, an internationally active company specializing in the construction of insulators for the pharmaceutical industry: "In my assessment, interest in SAP S/4HANA is definitely there. Companies are following what is currently happening - it is important to build on this. However, many are not aware of the time aspect and the costs for SAP S/4HANA. That's why I sense a certain amount of uncertainty. Perhaps the few implementation partners also lack experience with this new product. In addition, very few want to be the 'early bird' and share the 'teething problems' that may occur. For these reasons, many companies continue to work with the previous system. We are taking a first step and are now introducing the HANA database first and - when everything is mature - will proceed step by step by carrying out a 'readiness check' for SAP S/4HANA."

Alexander Berger adds: "The providers' offerings are varied, the customers' experience with SAP S/4HANA is mostly still limited, the expected follow-up costs are high, and the additional benefits are rather small. Interest will increase at the latest when there is a compelling need for action or there is a recognizable benefit."

Often many years of cooperation with the provider

A third survey targeted companies' relationship with their IT provider. The majority of companies are satisfied with their provider (56.8 percent). "In fact, we generally observe that customers are often satisfied with the overall package," Alexander Berger explains the result. "If not, providers are doing a lot to achieve this state."

The collaboration often lasts for years: Around two-thirds (63.9 percent) have been with their IT and SAP provider for more than five years. Where does this loyal connection to the provider come from? "Customers are very much concerned about cost/benefit. But they also know that switching providers incurs switching costs and does not necessarily lead to added benefits."

Only a minority - 5.5 percent - are considering a change. "Here, fundamental changes - in terms of organization and personnel - at the customer's and the provider's are particularly decisive. In many cases, price does not seem to be the primary consideration," Alexander Berger emphasizes.

Competence of the IT provider is crucial

89.5 percent of companies place the main emphasis on the provider's expertise. The study shows that this is primarily decisive for choosing and staying with the provider. 81.6 percent want tailored solutions and 64.9 percent want sufficient services at very reasonable prices.

Burim Maraj: "Time is money, they say. We need someone who knows how the systems work and can work out a solution as quickly as possible. On the business side, we also have an obligation to our customers to provide quick solutions. If a process or system doesn't work, we can't deliver or invoice - the result is higher costs, dissatisfied customers and consequently a bad image. That's why, on the provider's side, we depend above all on his competence. In addition, he must be experienced, have a high reaction speed and think across processes."

Further information on SAP S/4HANA is available at here.

Source: GIA Informatik AG

As of November 1, Wilhelm Rohde is the new CFO of Swisscard AECS. He has many years of international management experience in finance and strategy. Wilhelm Rohde started his career in the CFO area of the Asian headquarters of American Express. After holding various finance positions, he was responsible for all financial aspects of the global marketing budgets of the US and international consumer card business until the end of 2016. Since the beginning of 2017, he has been Vice President Strategic Business Development in the International Consumer Cards division in London. Prior to Amercian Express, Wilhelm Rohde worked in Germany for the consulting firms Deloitte and Cap Gemini Ernst & Young.

45-year-old Wilhelm Rohde studied business administration at the universities of Mannheim and Göttingen, specializing in finance and taxation. He later earned an MBA at the Insead business school in Singapore.

Former CFO Daniel Bürchler left Swisscard in May 2018 for new professional challenges. Since then, Stephan Lohnert took over the role of CFO on an interim basis, in addition to his traditional duties as Head of Treasury. Following the arrival of the new CFO, Stephan Lohnert will once again focus on managing Swisscard's Treasury department.

www.swisscard.ch

At the symposium on October 5, 2018, entitled "Evidence-based Facility Management on Workplace and Sustainable FM", scientists from the USA and Europe met with researchers and students from IFM and representatives from Swiss industry. Presentations ranged from the workplace environment and psychological issues, to IT systems and sustainability, to energy-optimized solutions for buildings. Current research projects of the Institute for Facility Management at the Department of Life Sciences and Facility Management at ZHAW were also presented. A PhD workshop with international doctoral students and a visit to research partner EMPA NEST in Dübendorf also took place the day before the symposium.

Research and verification under real conditions

The visit to NEST at EMPA (Swiss Federal Laboratories for Materials Testing and Research) served as an introduction to the two key topics "Workplace" and "Sustainable Facility Management". Evidence-based research and development work could be experienced live in this unique laboratory. New materials, technologies and concepts in the construction and real estate industry are jointly researched here by industry partners and universities under real conditions, and presumed effects are proven or disproven. Current projects include scenarios with inhabited apartments made of recycled and deconstructable and recyclable materials, new office and work environments, and a fitness studio with a sauna that uses one-sixth of the usual energy.

Research for the working worlds of tomorrow

The symposium was kicked off by researcher Dr. Ying Hua from Cornell University (USA). She presented two cases of workplace design that illustrate the close interrelationship between office design and workplace management. Organizations can thereby recognize the workplace with its ever-increasing strategic value.

Clara Weber, research associate at the ZHAW Institute for Facility Management, focused on the regulation of privacy in the workplace and its measurement. In her presentation, she showed how concepts from environmental psychology and the analysis of employee behavior and perception can influence office design and lead to better health and well-being.

Dr. Eleanor Ratcliffe of Imperial College London (UK) spoke about regenerative environments and how they can contribute to health and well-being. Based on her studies of birdsong in indoor environments, she concluded that personal and cultural aspects contribute to the effect of this particular element of nature on people. For this to happen, soundscapes must match the environment and purpose.

Mastering sustainability in facility management on the basis of evidence

Prof. Markus Hubbuch, specialist for energy and building management at IFM, and Marcel Janser, research associate, showed how the "performance gap" of buildings can be reduced in the future through new business models. Given that a variety of stakeholders, actors, and decisions contribute to this gap, appropriate incentives can be created for energy performance contracting, long-term partnerships, and consideration of non-energy outcomes. Esmir Maslesa from the University of Denmark spoke about the importance of ICT in facilities management as a strong "enabler" to improve the sustainability performance of buildings. From his research, he was able to vividly demonstrate the interrelationships of data, ICT tools and workflows and how they need to be orchestrated to achieve the desired effects.

In his presentation on new instruments for managing large real estate portfolios, Heinz Bernegger from IFM showed the role facility management plays in achieving sustainability goals. Transparency and continuity can hardly be achieved without knowledge-based instruments, not even without recurring measurements of target achievement.

Prof. Dr. Ulrich Schramm from FH Bielefeld gave an overview of building performance evaluation. In a case study of a university campus, he illustrated the different feedback loops of this approach. The example showed that the idea of user-centered assessment should be extended to the entire life cycle of a building to ensure the best solutions and qualities for the building users and their activities.

Consultant Chris Havers from Wokingham UK presented an FM Sustainability Index with 23 dimensions related to energy, society and regulations. This enables company-wide benchmarking and positions sustainability in FM as part of corporate social responsibility.

Intensive exchange in workshops

Picking up on the content of the presentations, four workshops were held in the afternoon to intensively discuss open questions and approaches to solutions in practice, on the topics of "Workplace Reengineering", "Restorative Environments", "IT systems in FM and sustainable facilities management" and "Measuring sustainability in building operations".

Host and Institute Director Prof. Dr. Antje Junghans bid farewell to the participants with an appeal to intensify international research activities. She said that research helps to gain sound knowledge and to develop forward-looking concepts for sustainable developments. Researchers benefit from theories and methods that help them gain a deeper understanding of complex interrelationships.

The dialog between science, practice and teaching will be continued by IFM at the IFM Day 2019 on March 8, 2019, under the title "Management in Times of Demanded Customer Happiness". The next IFM Symposium on "Health Care and Digital FM" will be on October 4, 2019.

www.zhaw.ch

The SKO has tradition and weight: founded in 1893 as the "Schweizerischer Werkmeister-Verband", it now has 11,000 members. The association is active throughout Switzerland and is independent of party politics. It sees itself as a competence center for managers in all sectors and offers its members numerous services in the areas of continuing education, career services, legal advice, and financial and insurance services.

SKO Anniversary Event

Within the framework of the 125th anniversary of the SKO with the motto "Leadership - the Swiss Way", competent panelists will address the "Future of Leadership Switzerland". Visit the exhibition and discuss with Prof. Dr. Stephanie Kaudela-Baum, Prof. Christoph Negri as well as the two leaders of the digitalized world, Marc Blindenbacher, Swisscom, and Mathias Brenner, Sherpany, on the topic of "Leadership 4.0 - Everything is changing?".

The only constant is change, not only in the age of digitalization. What is changing for future leadership? What remains the same? Where do employees find orientation and support in complex, dynamic structures? What are the biggest challenges and success factors for today's leaders?

Join in the discussion, network and be inspired by the portraits of the 24 personalities at the subsequent vernissage of the SKO anniversary exhibition, which will show what makes Swiss leadership special. And what is needed to position Switzerland as a country of opportunity in the future.

Program

• 17.30 Admission and welcome drink, opening of the exhibition
• 18.00 Welcome by Peter Scheidegger, Member of the Association Management SKO
• 6.10 p.m. Keynote speeches by Prof. Dr. Stephanie Kaudela-Baum, Head of CC General Management at HSLU and Prof. Dr. Christoph Negri, Head of IAP Institute for Applied Psychology Zurich
• 19.15 Panel discussion with Prof. Dr. Stephanie Kaudela-Baum, Prof. Dr. Christoph Negri, Marc Blindenbacher, Swisscom and Mathias Brenner, Sherpany, chaired by Sunnie Groeneveld
• from 20.00 Vernissage exhibition and networking aperitif

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There are many reasons why new managers fail to meet the usually high expectations placed on them or even fail in their new position. This is not always due to the suitability of the person. Often, the expectations of the new leader are not clearly communicated. Or the new manager does not correctly assess the framework conditions in the area and sets the wrong priorities.

When managers take on a new leadership position, they usually need new competencies and must expand existing ones. In addition, they have to demonstrate different leadership behavior in some cases due to the changed framework conditions. Therefore, when executives take on a new position, they should rethink their previous understanding of themselves and their roles and, if necessary, readjust their behavior.

One position but many (management) roles

When leading and controlling a company or an organizational unit, six roles must be distinguished - that of the leader, the manager, the entrepreneur, the expert, the visionary and the strategist (see chart 1):

Depending on the hierarchical level and organizational unit as well as the current situation, the importance of these roles for leadership success can diverge. Ultimately, however, every manager must combine them in his or her person to a greater or lesser extent.

The start is often decisive for success in the long term

In the case of management changes, it is advisable to provide coaching to accompany the change of staff - in other words, coaching that provides advice and support to the new manager when he or she takes up his or her new position and how he or she perceives it during the first 100 days or the first year. During the start-up phase, managers are confronted with many new and often surprising questions and challenges. At the same time, they are under particular scrutiny - from their superiors and employees: What is the new person like? How does he act? Can he be trusted and relied upon? That's why the start-up phase is usually crucial not only for the short-term but also for the long-term success of a manager.

A leadership transition coaching process includes the following steps:

• Step 1: Define guidelines for leadership work. In the run-up to the actual leadership change coaching, the coach discusses with the new manager (and ideally his or her supervisor) how the area should develop. For example, should primarily the existing processes be optimized or is a fundamental renewal necessary? The following applies: The greater the need for change, the more the guidelines have the character of a target image or vision, from which the manager must derive the necessary action strategies and steps, alone or with support.
• Step 2: Identify the role requirements. Once the guidelines are clear, it is important to reflect on which of the six leadership roles are particularly relevant for leading the organizational unit. For example, is "the new person" more in demand as an inspiring visionary, as a manager who empowers employees, or as a manager who consistently implements decisions? In addition, what expectations are placed on him or her in terms of agility, creative drive, change competence, etc.?
• Step 3: Analyze strengths and weaknesses. In the actual coaching, the following questions, among others, can then be worked on - also with test procedures:
  > Which leadership tasks or roles do I prefer and avoid?
  > What am I particularly good at, what should I get better at?
  >Where do I lack knowledge and/or experience?
• Step 4: Analyze opportunities and risks. In the next step, an analysis can then be made - based, among other things, on the challenges facing the area:
  > What opportunities and risks does the new management position offer?
  > What challenges will I face?
• Step 5: Develop leadership strategy. Afterwards, challenges as well as opportunities and risks of the new position can be compared with the strengths and weaknesses of the executive and appropriate action strategies can be derived - e.g. with the help of a SWOT analysis:
  > Which of my strengths can I use to seize opportunities?
  > Which minimize the risks
  > How should I enhance my leadership skills to take advantage of opportunities?
  > Which relevant leadership roles and tasks correspond least to my strengths? How can I possibly organize support for this?
• Step 6: Create a plan of action. Based on this, measures can be defined in coaching with the manager and initial steps for implementation can be developed. The action steps are on two levels: 
  personal level:
  > How can I expand my (leadership) competence and acquire new knowledge?
  > What helps me broaden my perspectives and scope of action?
  > Who can I get advice from?
  > What are my values? What do I stand for? How do I make this visible/experiential?
  organizational level:
  > What are the most important fields of action?
  > What changes need to be initiated? What are the first steps?
  > Which contacts should I make or expand?
  > How do I establish a good relationship with my employees? How do I gain their trust?
  > How do I win them over (in the medium term) for upcoming changes and do I take them into (joint) responsibility?

The leadership change coaching process is not a linear one. It takes place in loops in which the coach and the coachee, i.e. the person being coached, repeatedly go through and reflect on the above-mentioned steps as needed: Does the approach meet the company's requirements and the executive's development needs?

Showing the necessary behavioral confidence in everyday life

To ensure that the insights gained in coaching are successfully transferred to everyday management, further measures can be agreed with the manager in which the coach acts as a supporter. For example, a team workshop is usually a good prelude to

• Agree on shared values with the new employees,
• Agree on rules for cooperation and
• Tuning in to challenges.

However, the support provided by the coach should always be geared to the needs of the manager and the department or company so that the overriding goal of the coaching is achieved. This is to strengthen the executive's competencies in such a way that he or she can perform his or her leadership function professionally and successfully from the outset.

The likelihood of this happening is greatly increased by leadership change coaching, because it provides the executive with a reflection and sparring partner as well as impetus and advice in a phase in which he or she is usually still quite uncertain, but at the same time the focus of observation.

About the author:
Gudula Brammer holds a degree in education and is a certified coach (DBVC). She works as a consultant for Machwürth Team International, Visselhövede (www.mticonsultancy.com) with a focus on executive coaching as well as leadership and team development. Prior to that, she worked for several years in the personnel management of a media company in a consulting and management capacity.

Maximilian Schuster took over the Sales division at Dachser (Schweiz) AG, Air & Sea Logistics, on October 1, 2018. In his role as Sales Manager, he and his team look after international customers. Schuster reports directly to Samuel Haller, Country Manager Air & Sea Logistics Switzerland. He has held various positions at Dachser Air & Sea Logistics since 2005, first in Germany, then in the USA, and finally in Switzerland.

Dachser Spedition AG (Dachser Switzerland) is a subsidiary of the transport and logistics provider Dachser headquartered in Kempten, Germany. The first branch office in Switzerland was opened in 1967. Today, Dachser Switzerland is present at nine locations, employs 270 staff, and generated gross revenue of CHF 174.2 million in 2017. In 2017, Dachser Switzerland transported 580,500 consignments.

www.dachser.ch

The conference on October 4 in Bern focused on how technological developments can become a benefit for all. In addition to CSEM research and development experts, notable figures such as Peter Maurer, President of the International Red Cross (ICRC), Klaus Schönenberger, Director of the Essential Tech program at the Swiss Federal Institute of Technology Lausanne (EPFL), and Arturo Vittori, Director of Warka Water, outlined the contours of a more balanced development path.

"The current technological acceleration would have you believe that anything is possible. However, there is a significant exception: that of a more just and peaceful world." Right at the start, Mario El-Khoury, CEO of CSEM and organizer of the "Technologies for a brighter world" conference, set the scene at the Hotel Bellevue in Bern. The goal of the event was to find new ways to make technology work for everyone. Inspiration was provided by numerous projects that are already underway.

Allowing the disadvantaged to participate in progress

"Unfortunately, I don't have only good news," warned Peter Maurer, president of the ICRC. In his speech, he showed the extent to which conflicts are becoming more complex and entrenched, putting more and more people in precarious living conditions. The former diplomat then showed a lesser-known side of the ICRC: the Red Cross is more than aware of the importance of technological advances for its work and its own scope for action. The organization actively embraces these opportunities in order to benefit from them as much as possible. Together with EPFL, for example, it is developing a new generation of prosthetic feet for victims of anti-personnel mines. The aim is to offer a prosthesis at an affordable price.

Of Big Data and Water Towers

The spectrum of "humanitarian" innovations is enormously broad. It ranges from a database to find missing people, to water towers made of bamboo presented by Arturo Vittori, director of Warka Water, to photovoltaic solutions or medical developments from the CSEM. For example, Biospectal, a start-up from Vaud, will use an invention from CSEM to monitor high blood pressure in the populations of Bangladesh, Tanzania and South Africa. This will make it possible to track this invisible disease using a smartphone application. Behind this seemingly simple application is a high-tech solution developed over a ten-year period at CSEM.

Switzerland is predestined to find new models

Development work must be thought of differently! This statement received broad support. EPFL's Essential Tech program supports promising experiments in this context. It has, for example, produced a start-up whose goal is to supply Africa with adapted X-ray equipment. The company, which is backed by both African and Swiss investors, also sees good business prospects for this in the Western world.

Because Switzerland holds all the cards to be a key player in the renewal of models for truly sustainable development. Not only is it at the forefront of innovation and the cradle of the Geneva Conventions, but it is also "a central financial center," recalled Peter Maurer. This, he said, is an indispensable factor in spreading technological advances more widely, improving the daily lives of those who need it most, and thus moving toward the fairer and better world so many hope for.

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