Plato was convinced that a state would only be well governed if its rulers were close to philosophy. "But how many politicians are there as philosophers? What are the requirements for politics today? Is the waning interest in democracy opening doors for other currents?" With these and other questions, Sebastian Wörwag, rector of the University of Applied Sciences St.Gallen, opened the 14th Networking Day on Friday, September 7, at Olma Messen St.Gallen. The Networking Day, organized by the alumni organization FHS Alumni, was held under the motto "The Good King. Democracy on the test bench".

Wörwag invited the approximately 650 participants to reflect on democracy and the values that are needed for a functioning coexistence. "Sure, it could have been called 'the good queen,'" said Sigmar Willi, head of the FHS Alumni. But the quote, he said, came from Plato - and gender-equal spelling was not an issue 2500 years ago. The event was moderated by comedian and political blogger Michael Elsener, who repeatedly provided laughs in the audience and on stage with a sharp tongue and a good dose of humor.

"Democracy becomes more alive"

One of the highlights was the political panel, which featured top-class speakers such as FDP Council of States member Andrea Caroni, SP Council of States member Paul Rechsteiner, SVP National Council member Diana Gutjahr, political activist Flavia Kleiner and musician Endo Anaconda. Caroni and Gutjahr had stood in for Petra Gössi (President of the FDP Switzerland) and Roland Rino Büchel (SVP National Councilor), who had to cancel their participation at short notice. The discussion focused, among other things, on how to regain citizens' trust in politics and increase their participation in democracy.

"There is a need for civic education, where critical thinking is encouraged and an attitude is developed," said Flavia Kleiner. Diana Gutjahr is also in favor of civic education, only the discussions should not take place in school, but "at home at the kitchen table." It is the job of politicians to motivate people to vote - "and to do so in conversations and not by means of Facebook posts," says the National Councilor from Thurgau.

The panelists did not see democracy in the black at all. On the contrary. "Democracy is becoming more alive," said Andrea Caroni. Thanks to e-collecting and e-voting, people will participate more in political discourse again in the future. Endo Anaconda believes that "civil society will give the parties quite a run for their money," and that is a good thing. Paul Rechsteiner hopes that in the future, everyone, no matter where they come from, will have a chance at political education. Political activist and co-president of Operation Libero, Flavia Kleiner, wishes for the democracy of the future: "Cold times for naked despots."

Democracy yesterday, today and tomorrow

Historian Daniele Ganser spoke about the history of Swiss democracy and how political power was "fragmented" by the introduction of the magic formula. He praised dialogue, "even with controversial views, one should engage in discourse," and criticized Switzerland's cooperation with Partnership for Peace (PfP), NATO's "kindergarten," as Ganser called the alliance. PfP is an international structure imposed by the U.S. to bring hesitant countries into line with NATO, Ganser said. Anyone who cooperates with them can no longer be called neutral.

Nicola Forster, founder and president of the think tank "foraus," ventured a look into the future. In his presentation, he showed how democracy can function in the age of total digitalization. In doing so, the young visionary pleaded for a participatory democracy instead of a voting democracy. "With artificial intelligence, for example, government services can be tailored even more closely to each individual," Forster said. "But Switzerland is not there yet." It is important, however, that "we have these competencies ourselves and do not leave them to others."

The crisis of the media

The media play an important role in a functioning democracy. They are often referred to as the "fourth estate. But the media are in the midst of a deep transformation process, and the media landscape is shrinking. "It's going in a direction we don't like," says Daniel Binswanger, co-head of features at the online magazine Republik, who took over the role of "champion of independent media" from Christof Moser. "Funds are being diverted from the media and put into other areas. That's bad for society and bad for democracy." Marc Walder, CEO and co-owner of Ringier AG, took a somewhat different view: "Media have to diversify to have a future." He is sure that "those media that today depend on journalism for more than 70 percent will have a hard time in ten years."

More information: www.networkingtag.ch

 

 

For years, a company runs smoothly, customers come almost by themselves, and many others remain loyal. A nice situation, but also a dangerous one. Because, according to Bruno Aregger, "Entrepreneurs who are successful in the long term show the urge to optimize every day. They know that resting on success is dangerous. However, resting does not necessarily have to degenerate into laziness. However, it is difficult to find the right measure, because the boundary often shifts insidiously, and even then you rarely see your own laziness coming. In addition, one's own environment strengthens one's laziness even more, since your employees also prefer a quiet environment and want to avoid the unfamiliar. At the same time, fixed costs increase, because everyone quickly and readily gets used to a certain level of comfort."

Don't fall into the laziness trap

But how do you avoid falling into the laziness trap? Bruno Aregger recommends that entrepreneurs ask themselves "what if" questions every now and then, such as: "What if

• you as the owner would be absent for at least 3 months for health reasons?
• someone on the close management team would quit?
• the two most important customers would suddenly jump ship?
• a new law would come into force that would no longer allow the product to be sold in its current form?
• a new, digital company would compete with you much more cheaply via online platform?"

In addition, it also helps to establish an open and practiced error culture. "This means that mistakes may and should even be made. The mistakes should be shared so that others can benefit from these experiences."

Experience Bruno Aregger live in the ORGANISATOR workshop

The complete chapter on the saturation phase of a company is available - exclusively for ORGANISATOR readers - as an audio book at https://www.apple-tree.com/r/organisator. In addition, Bruno Aregger will share his experiences with you in the ORGANISATOR workshop on the occasion of the SME Day on October 26. Register now quickly for the SME Day and choose ORGANISATOR workshop: www.kmu-tag.ch!

 

Switzerland is a leader in high-tech manufacturing technologies, patents and IP, in promoting research and development, and in education. And Swiss startups are marking their presence around the globe.

Top 3 Swiss Startups: Ava Women, Bestmile and Lunaphore

There is certainly evidence of this: for the second time in a row, the femtech startup wins Ava Women, it has raised a total of $42.3 million in funding, created 70 jobs, opened an office in San Francisco, and earned co-founder Lea von Bidder a spot on the Forbes 30 Under 30 list. Ava's sensor wristbands look simple but are super smart: the data it collects while women sleep is turned into highly accurate information about their fertility cycles and health. CEO and co-founder Pascal König says: "Winning the TOP 100 award in 2017 gave us the extra boost that has contributed substantially to our fantastic growth over the last 12 months."

Chaser Bestmile (ranked 7th last year) offers a platform for integrating autonomous and conventional vehicle fleets that is used by transportation providers ranging from PostAuto and SBB to California-based Robotaxis - earning it a spot on the World Economic Forum's Technology Pioneers list. The third-place startup Lunaphore (ranked 9th last year) has signed collaborations with multi-billion dollar global corporation PerkinsElmer and biomedical research company Vitro, both of which recognize the potential of the startup's technology to revolutionize tissue diagnostics. Lunaphores automated tissue staining solution uses microfluidics to significantly increase the speed and reliability of laboratory processes.

What is striking about the aforementioned top 3: all three of these startups have women in their founding team. Female founders can also be found at three other TOP 10 startups (Cutiss, Piavita and Versantis), while a total of 28 of the TOP 100 have women in their management team. The fact that women are underrepresented in the startup scene is still undeniable. But where women are present, they shine.

Swiss startups scale new heights

In its eight years, the TOP 100 Swiss Startup Award has honored a total of 371 startups, including 143 Venture Leaders and 124 Venture Kick Alumni. Together, these startups have created 5197 jobs and raised more than CHF 2.6 billion. So far, there have been 38 exits (including the sale of Faceshift to Apple, Lemoptix to Intel and Dacuda to Magic Leap) and two IPOs with Biocartis and Crispr. Who will make headlines in the financial pages next? Among others, the rapidly growing TOP 100 companies Bcomp, GetYourGuide, Qualysense or Trekksoft should certainly be watched more closely.

"The Swiss startup ecosystem is in excellent shape," says Stefan Steiner, co-managing director of TOP 100 Award organizer Venturelab. "These entrepreneurs have more than just good ideas - they have excellent business acumen and are taking the investor world by storm." And Jordi Montserrat, Co-Founder and Managing Partner of Venturelab, confirms, "Growth capital is exploding in Switzerland right now. 2018 will be a record year for investments, with eight top startups alone raising over CHF 270 million in recent months. The arrival of capital of this magnitude will enable these young companies to compete globally and help drive the future of Swiss industry."

Focus on Deep Tech Nation

For the first time, the TOP 100 magazine is published in four languages: German, French, English and now Chinese. This shows what a reference value the list has established itself as in the global high-tech ecosystem. The focus is on the impact of the data revolution - the driving force behind many successful startups in medicine or materia research. In an interview with Beekeeper founder Cristian Grossmann, the magazine explores the challenges of running a fast-growing company.

TOP 100 2018 Magazine, as well as the complete 2018 rankings and more information about the TOP 100, are available on www.top100startup.ch to find.

 

An important call from abroad, preparing for a meeting at the same time, three requests from colleagues on the side and then a full inbox: a scenario that is finding its way into all kinds of industries around the world and is significantly increasing stress levels. The world of work has undergone lasting change over the last ten years - with digitization, the demands are growing not only on companies, but also on their employees. Multitasking is in demand in almost all industries. More and more information is pouring in on employees in ever shorter periods of time. This, along with constant availability and a high noise level in open-plan offices, leads in the long term to inefficiency, slowed processes and, in the worst case, to illness. When the pressure at work becomes too great and employees no longer feel up to their tasks, suffer from anxiety, can no longer sleep and are less productive, the diagnosis inevitably usually follows: burnout syndrome. Employees can only help themselves to a very limited extent when they are overtaxed. That's why companies need to support their employees and keep the stress in everyday work as low as possible. This can only be achieved by adapting structures and rules to the agile working world. What options do bosses have to prevent their employees from developing burnout syndrome?

Too many disruptions and deadline pressure can cause burnout syndrome

According to a study by the Techniker Krankenkasse health insurance fund in Germany, work is considered the number one stress factor. In addition, the respondents perceive stress and pressure as constantly increasing factors. This also has negative consequences for the quality of work: Those who barely manage to work through their daily to-do list usually have no time for creative thinking or strategic considerations. Instead of keeping an eye on the big picture, employees get lost in the details. Deadline pressure and a fast pace of work stress six out of ten professionals, and interruptions and disruptions are a burden on every second person (1). In addition, the permanent flood of information from inside and outside the company impairs the work process. In times of digitalization and e-mail-based communication, more and more information is pouring in on employees in ever shorter periods of time. More and more tasks have to be perceived, classified and completed at the same time. As a result, employees often jump from one role to another in their day-to-day work. The constant interruptions caused by e-mails, telephone calls and personal addresses lead to inefficiency and a permanent feeling of being overwhelmed. Each employee is interrupted up to 27 times a day, according to the results of a study (2). For each interruption in a work process, the employee needs an average of 15 to 20 minutes to fully concentrate on the original task again. This leads to stress, poor concentration and an increased susceptibility to illnesses such as burnout syndrome and depression. To prevent this mental strain from affecting work and health, the cause of stress must be treated. A recent study by the Swedish University of Linköping (3) showed that the human brain is not designed to process several things at the same time with the same concentration. According to this study, the brain always focuses on the most important task at hand. Only the processing of individual tasks one after the other turned out to be really effective and productive.

Casting is the trump card

To reduce the psychological workload of employees, the company management must take preventive measures. One possibility is regular external or internal analysis of employee workload. In addition, a role-based approach helps to counteract the permanent flood of information and the associated stress. With the help of a clear distribution of roles and communication agreements, each employee knows, for example, when which colleague is currently performing which task. The employee himself also communicates his own tasks to colleagues via the tool used in the role-based approach. Setting time windows for the respective task is one of the elementary requirements, whereby the employee can convey the wish not to be disturbed while working on the task. In this way, each work colleague also knows when the other team members are available and when they are not. Nevertheless, in times of digitalization, the department must remain open to requests from outside and inside. At the same time, the method provides transparency regarding the workload of the individual employee so that the team leader can intervene in a controlling and regulating manner. The lack of interruptions leads to greater efficiency and ultimately also increases productivity in the company. In addition, role-based work offers freedom for innovative ideas and creativity through appropriately set phases. Employees are thus involved in the company and feel empowered to participate in the development of the business.

Role models in demand

Healthy, satisfied employees are the key to a successful company: The management level should already take preventive measures to protect its employees and at the same time maintain and expand the economic strength of the company. Ideally, management should regularly check the actual workload of individual employees and, if necessary, have a service provider additionally assess the situation from an unbiased outside perspective. Multitasking and excessive demands should always be replaced by clearly defined goals and the best possible focus. The framework conditions that have been established must be adopted for the organization as a whole. They affect both the employees and the management level of the company. Here, the management level must live up to its role model function. This can only be achieved if managers actively live the concept and are thus able to mentally carry the workforce along with them. After all, it is not only companies that need a clear focus and achievable objectives - individual employees do too. The management level alone is capable of fundamentally influencing the performance culture in the respective company: Realistic work goals and a clear distribution of roles create a better, healthier working environment.

Taking individuality into account

Companies are required to actively address the digital challenges and the accompanying impact on the workforce and the world of work. A structured distribution of roles offers employees effective and low-stress working and general conditions. In the long term, this pays off in higher efficiency, increased productivity, quality, and protected employee health. Especially in times of a shortage of skilled workers, every company depends on a motivated and healthy workforce. Nevertheless, when adapting the framework, companies should keep in mind that every individual deals differently with stress, growing challenges and multitasking. Therefore, the framework for the overall organization must be adapted individually at the department and team level. The wheel of digitization cannot be turned back - companies must adapt to the new conditions and protect their employees from the negative changes.

Notes/cited sources:

(1) https://www.tk.de/resource/blob/2026630/9154e4c71766c410dc859916aa798217/tk-stressstudie-2016-data.pdf
(2) Cornelius J. König / Martin Kleinmann / Wilfried Höhmann: "A field test of the quiet hour as a time management technique", Source: Saarland University, 2013.
(3) http://journal.frontiersin.org/article/10.3389/fnhum.2016.00221/full 

 

About the author:

Dr. Consuela Utsch is Managing Director and founder of Acuroc GmbH and AQRO GmbH. As a specialist, she has been advising medium-sized companies and large-scale industry for more than 25 years on the implementation of operational and project management processes, as well as on all topics related to IT governance and the sustainable implementation of digital transformation and the associated change management. Dr. Utsch holds a worldwide patent on her method and is the author of the reference book "AQRO - Stress-free and Efficient Human Resource Management". For more information about Acuroc GmbH and about AQRO GmbH, visit www.acuroc.de and www.aqro.eu.

 

Decision-makers meet decision-makers: This is the motto of the entrepreneur network MCT-KUMMLI, founded by Rolf Kummli and today continued by his daughter Michelle Rütti-Kummli. The network has become known throughout the country, for example, with the twice-yearly entrepreneurial forum KNOW HOW PLACE in Sempach. The idea: to network decision-makers from SMEs to global players at exclusive events - by personal invitation. In addition to the above-mentioned events in Sempach, MCT-KUMMLI also organizes smaller events throughout the year, the so-called "Kummli-Talks". Participants are regularly invited to companies with which the network maintains mutually beneficial partnerships.

Under the sign of Maserati

With this in mind, a good dozen decision-makers met for another "Kummli Talk" on August 26, exclusively at the Passione Engadina in St.Moritz. This visit was made possible by MCT-KUMMLI's long-standing partnership with Maserati Switzerland. Maserati was this year's main sponsor of the traditional meeting of old- and youngtimers of Italian provenance, which was held for the seventh time in the Upper Engadine. Fans and drivers of historic vehicles from Lancia, Alfa Romeo, Fiat and, of course, from the noble brands such as Ferrari and Maserati celebrated a weekend full of Italian lifestyle. Maserati in particular is a good example of this "Italianità": some people immediately associate the brand with names like Bora, Ghibli or Khamsin. These models, built in the 1960s and 1970s, are considered by many to be among the most beautiful sports cars ever built. In fact, Maserati has always been able to secure the collaboration of renowned Italian constructors and designers: Vignale, Bertone or also Pininfarina are to be mentioned here. However, other automotive connoisseurs also see the long-standing problems that the House of Maserati has had. Especially in the 1980s, the name did not necessarily stand for high production quality and operational reliability. Tempi passati: Since Fiat and Ferrari took the brand under their wings in 1994, things have been looking up again. Today, Maserati is a force to be reckoned with in the high-performance sports car segment.

Networking in a small but nice setting

The participants of MCT-KUMMLI learned this at first hand. Under the guidance of Piergiorgio Cecco, Country Manager DACH, they received a lot of interesting and detailed information about this cult brand. Last but not least, they were also allowed to extensively test drive some of the current Maserati models - an opportunity that was, of course, gladly taken.

In St.Moritz, however, it was not just about cars. The "Kummli Talk" offered an excellent opportunity to talk about work, business and hobbies in an informal setting. This is an opportunity that is rarely found at large SME events - the Kummli family's claim to ensure a "hand-picked" mix of industries and participants at their events guarantees this.

For more information on becoming a member of MCT-KUMMLI: www.mct-kummli.com

 

 

The liberalization of the Swiss credit card market made the foundation and development of Swisscard possible in the first place. Previously, only traditional banks were allowed to issue credit cards. Now, financial service providers like Swisscard can also issue credit cards. This gives customers a much wider choice and they are no longer tied to their house bank. The credit cards work without a direct link to a bank account.

Joint venture between Credit Suisse and American Express

Swisscard was founded in 1998 by Credit Suisse and American Express. The company combined the global knowledge of American Express in credit card management with the strong sales channels of Credit Suisse. Since its founding, the credit card company has also serviced all American Express partners in Switzerland. Swisscard's card offering is divided into the business areas of private customers and business customers. In both areas, there are numerous product lines that meet specific customer requirements.

57 different card products

With numerous product launches and services, the company has developed cashless payment in Switzerland over the past 20 years. In 2002, for example, it launched the American Express Centurion Card, which it claims is the world's most exclusive credit card, available exclusively by invitation and featuring 24-hour service. Another milestone was the introduction of the Coop SUPERCARDplus in 2006, the first credit card with no annual fee in the Swiss market. This was followed in 2013 by a new "cardservice" online account access and app for a time- and location-independent overview for cardholders of transactions, credit limits and balances. The app has been operating under the name "Swisscard App" since 2017. Mobile payments have been possible via Apple Pay since 2016, and via Samsung Pay since 2017. And for companies, Swisscard launched the SWISS SME card packages in 2018, the first card product in Switzerland that also allows corporate customers to earn Miles & More miles directly. Today, 57 different card products are available.

Three times more jobs

Since 1998, the number of employees has more than tripled. "Swisscard is an attractive, modern employer," emphasizes Executive Board member Alex Friedli: "We actively support flexible annual working hours, part-time work or home office." It's no wonder that the young company has many longstanding employees - like Alex Friedli, who has been with the company since its founding.

150 million transactions per year

In 1998, Swisscard started with 300,000 cards. Less than ten years later, the company already had one million credit cards. Currently, there are over 1.5 million credit cards in circulation from this service provider. In 20 years, the company has more than doubled its market share, from 13% to around 28%. Swisscard credit cards are used for around 150 million payment transactions a year - an average of 5 per second.

More information

 

Staff turnover in executive suites is on the rise again: After a more stable phase in the last two years, significantly more CEOs of the 300 largest listed companies in the DACH region had to vacate their posts again last year. While the number of resignations remained constant on an international average at 370 cases, the Swiss companies surveyed were again more willing to make changes: 19 CEO positions were filled in 2017 (2016: 15). The turnover rate rose to 15.3% in Germany, Austria and Switzerland last year (2016: 12.7%), above the global average of 14.5%, according to the key findings of the "CEO Success Study 2017" by Strategy&, PwC's strategy consultancy. The study examines changes at the top of the 2,500 largest listed companies worldwide. For the German-speaking region, the 300 largest companies in this region were additionally analyzed. Similar to previous years, most (65%) CEO departures in the DACH region were planned changes, with 15% of the cases being early departures.

Ever shorter half-life

"The half-life of CEOs in German-speaking countries is falling drastically and is converging with the international average of seven years. The regular armchairing is also due to increasingly short-term goals to be achieved as well as a lower tolerance for mistakes on the part of supervisory bodies and owners. Whereas in the past CEOs often held office for more than a decade, the chairmanship of a management board is increasingly becoming a manageable episode in a manager's career. Last but not least, industries in transition and disruptive technologies require new competencies at the top more often," comments Dr. Peter Gassmann, Head of Europe at Strategy&.

The rate of merger- or acquisition-related replacements rose in the German-speaking region for the second year in a row to 15.2% (2015: 10.2%; 2016: 13.4%). One in ten (10.2%) CEO changes in the DACH region was due to poor financial results. Ethical misconduct (ethical misconduct includes inappropriate or criminal behavior by the CEO or employees, including, for example, fraud, bribery, insider trading, falsified resumes, or sexual indiscretions) as a reason for a CEO demission is at the same level as in the previous year, at 5% worldwide; in the German-speaking region, it is even only 2%.

Despite CEO fluctuation, no higher proportion of women in executive positions

When it comes to new CEO appointments, the DACH region continues to fail to increase the proportion of women in executive suites. In 2017, only one woman was appointed as a new CEO in Germany, Austria and Switzerland, Angela Titzrath from Hamburger Hafen und Logistik AG. The five-year trend is thus clearly downward: While in 2013 and 2014 the proportion of women in new appointments in German-speaking groups was 9.1% and 10.3%, respectively, the DACH figure has fluctuated between two and three percent for the past three years (2015: 2.2%; 2016: 3.0%; 2017: 2.3%). Since 2013, 9 women and 176 men have thus been appointed as new CEOs in the German-speaking region. Globally, the proportion of women in newly appointed positions was significantly higher last year at 6%. International leaders continue to include the U.S. and Canada, where the proportion of CEO positions filled by women increased to 9.2% last year (up from a five-year average of 4.9% since 2013), with China also reaching a higher figure than the DACH region at 4.1%. "It is shameful how little Female Leadership is practiced in German-speaking boardrooms. While a change in thinking is evident in the North American region, we are even observing a regression in Germany, Austria and Switzerland. Companies should anchor diversity and female leadership in their corporate culture and strengthen them across all career levels," says Peter Gassmann.

Top in terms of internationality

Nevertheless, in terms of the internationality of newly appointed CEOs, companies in the DACH region are succeeding in bringing diversity to the boardroom. 32% of the new CEOs in 2017 came from a different country than the company they head. This makes DACH CEOs global leaders in terms of internationality; on average globally, only 16% of new company leaders came from other countries or regions. International work experience on a resume is also most sought-after in Germany, Austria and Switzerland: 56% of the new CEOs appointed in 2017 have already worked in other regions, and in Switzerland as much as 69% - the global average is 30%. On the way to the top, however, experience in one's own company still pays off: 78% of the vacant CEO positions in the DACH region were filled with internal candidates in 2017 (global average: 80%). In Switzerland, 85% of the new top executives came from within the companies' own ranks. In terms of academic background, the MBA played a conspicuously large role in Switzerland: 38% of the new CEOs brought this qualification with them - in contrast to only 15% in 2016.

More information: www.strategyand.pwc.com

There's an old saying that goes, "Only those who shout the loudest are heard." In every organization, it is the case that those managers who do the most damage stand out clearly, whether in the form of development or disciplinary measures. Studies reveal however, that by far the most destructive leadership behavior goes completely unrecognized: the absentee leadership style.

Absenteeism harms

Absentee leaders may be physically present, but they offer no guidance to their subordinates. They are people who do not actively cause trouble; therefore, the damage they can do often goes unnoticed. Likewise, they do not receive the developmental programs necessary to change their thinking. According to the preliminary research of Hogan Assessments these leaders are considered extremely cautious and hesitant - characteristics that do not make the individual stand out from the crowd. Because absentee leaders are rarely conspicuous for grossly negligent behavior, they escape corrective action. As a result, their negative influence on organizations intensifies over time and it becomes increasingly difficult to counteract.

Unmotivated employees as an alarm signal

One of the strongest indicators of an absentee management style is unmotivated employees. If employees express dissatisfaction about their jobs, but there are no obvious management problems, absenteeism is probably the problem. In a Study from 2015 about employee complaints was found to be directly related to absentee leadership. Study participants reported a lack of recognition or constructive feedback, unclear expectations or directives, and complained that their supervisors spent too little time in direct dialogue with subordinates.

A Gallup study recently calculated that unmotivated employees cost the German economy 105 billion euros in productivity a year - 70 percent of those surveyed said they had no emotional attachment to their employer. One of the main reasons is a lack of feedback. In Germany, for example about 40 percent of employees want more feedback from their superiors, and the trend - especially among "Gen Y" - is rising.

Promoted employees must first learn leadership

Absentee leaders are ubiquitous in organizations. One of the main reasons is that companies generally find it difficult to identify good leaders. Employees are often promoted because they are not guilty of anything or because they are popular. However, being a good corporate citizen does not necessarily equate to good leadership. Moreover, promoted employees often do not know what leading means. They may be good at meeting the requirements of the position they were once hired for, but lack leadership skills or relevant experience. And finally, corporate culture also plays a certain role: feedback is often undervalued. After all, giving constructive feedback is something of an art. For fear of offending employees, many managers shy away from correcting behavior.

Risk factor absenteeism: Five consequences for organizations

In short, the greatest damage is done by those leaders who do not continue to stand out. The consequences of this can be:

1. Unclearly defined tasks: Absentee managers fail to set goals for their team. This increases the risk for employees of Uncertaintywhat exactly is expected of them. As a consequence, a lot of energy is spent on defining one's own area of responsibility instead of acting in a goal-oriented manner.
2. Low job satisfaction: Lack of feedback from an absent supervisor can make employees feel undervalued or unsure of their role. Low job satisfaction is directly related to declining productivity and thus noticeable losses for companies.
3. Health problems: The stress caused by absentee executives manifests itself in an increased number of those who have resigned internally. The health consequences are manifold: anxiety disorders and depression, high blood pressure and gastrointestinal disorders are frequently observed.
4. Burnout: One Gallup poll According to the study, unclearly defined tasks and a lack of communication and support from superiors are among the main causes of burnout syndromes. In the absence of a clear leadership style, employees are overly burdened. The consequences are growing exhaustion and cynicism.
5. Churn trends: The most common reason to change employers is poor leadership. One Study on destructive leadership behavior according to the study, workers were twice as likely to struggle with absentee leaders than with other forms of poor leadership.

Recognizing leadership competence in employees

Scott Gregory, CEO of Hogan Assessments, has been studying absentee leadership for nearly 30 years. He says, "Even though the impact on employees is well known, there are few organizations that systematically identify absent leaders and take appropriate action. There's a good chance your organization hasn't even identified absent leaders yet, because they're usually below the perception threshold and behaving inconspicuously." Using objective performance measures, such as personality tests, such latent behavioral traits can be detected. Scott Gregory: "If your organization has one of the relatively few is with effective selection and promotion methods, there is a possibility that effective and destructive leaders will be identified."

Source and further information: www.hoganassessments.com

When it comes to digitization, many SMEs are currently vacillating between uncertainty and motivation. An opportunity to experience new technologies live was offered at this year's topsoft IT trade fair in Zurich. For two days, trade fair visitors were able to experience applications live, ask questions about solutions and take away many practical tips. Both the exhibition and the presentations were very well attended. The first day of the trade fair in particular provided great satisfaction for many suppliers in terms of the number and quality of visitor contacts.

Trade fair as a bridge between supplier and user

While other trade fairs are increasingly focusing on festivals and spectacle, the organizers of topsoft emphasize that they are not simply about the big show. "Ultimately, digitization must fit the context of the company. An SME must be able to shape the digital future with limited resources," trade fair director Cyrill Schmid points out. In the future, topsoft will continue to see itself as a bridge builder between suppliers and users. Its success can be measured by the satisfaction of visitors and exhibitors. "The positive response to topsoft came as something of a surprise to us in view of the restrained headlines from various trade fair organizers in the run-up to the event," says Schmid.

The digital future takes shape

Various showcases at the trade show demonstrated how digitization can be transformed into concrete business models. Using a veritable suction excavator, for example, the software company Webgate demonstrated how augmented reality can be used in the service sector. An over 200-year-old spinning wheel, which can communicate directly with ERP systems thanks to sensors, proved that even old machines still have digital potential. The batch size 1 required by Industry 4.0 was demonstrated, among others, by the engineering company Gritec AG with its automated application in the form of personalized sweets.

The focus is on business benefits

Few companies can do anything with digital technology alone. "Users need digitization as a means to an end - and that end is economic. IT only makes sense if it results in a profit," explains myfactory CEO David Lauchenauer. For many SMEs, the only thing that counts is what benefits it effectively brings to a company. Urs P. Amrein, Head of Marketing at Opacc, also understands this: "We are in intensive exchange with our customers and know their needs very well. Modern software offers a lot, but it also puts the onus on the users. The technical possibilities are there, what's needed are creative ideas and strategies on the part of SMEs."

Trade fairs are still in demand

Compared to other events, the topsoft trade fair is confident. For event manager Cyrill Schmid, trade fairs definitely have a future: "Digitalization is bringing us completely new forms of IT applications. The complexity is great and requires an intensive exchange between customers and manufacturers. A trade fair like topsoft is the ideal place for dialog, comparison, experimentation and contacts. The conversations, the questions and answers, and the feeling of not being alone with digitization - that's what topsoft is all about."

www.topsoft.ch

Simon Grenacher, co-owner of proles solutions ag based in Wettingen, writes a practical guide to selecting the right Project Management-software for service providers. "With the right project management software to the digital service company" is published these days and can be ordered free of charge at proles.

The dilemma of unerring software selection

The selection and introduction of a suitable Project Management-Software for service providers is an extensive undertaking and at the same time a project that is only carried out every 10 years on average. It goes without saying that many service providers are technically and methodologically overburdened.

This is where Simon Grenacher's practical guide comes in, helping all those managing and responsible for projects in service-oriented SMEs to find the perfect fit for them efficiently and with little risk. Project Management-software, and to successfully introduce it in their company. With the declared goal of developing the software solution into an investment with clear added value and at the same time making the service company sustainably fit for digitization.

The book clarifies central questions

Written from practice for practice, the book describes over 220 pages the ideal-typical process of software selection from A to Z. It starts with the clarification of central fundamental questions such as "what do I have to do so that the Project Management-The book describes the advantages of using a professional software solution and contrasts them with the otherwise typical "Excel/Word" combination. Then it systematically describes the entire process of an accurate software selection. Chapter 10 is aimed at software solutions already in use and provides numerous tips and hints for ongoing optimization of use.

Recommended by experts

"The project business is excellently suited for digitization like hardly any other. Simon Grenacher accompanies his reader systematically, methodically clean and with great practical experience on his way to the new business software" says for example Claudio Mirti, UAS lecturer on the topics of digitization and project management and Principal Solution Specialist Data & AI at Microsoft Switzerland. In his words, "This book clearly presents important aspects of IT support for service companies. I especially like the instructions on how to calculate the ROI for such software" Dr. Marcel Siegenthaler, Senior Consultant & Partner topsoft Switzerland recommends the practical guide by Simon Grenacher.

A free copy of "With the right project management software to the digital service company" can be ordered here be

Ronnie Sturzenegger will succeed Matthias Rüegg, who, after ten years as director of the Juventus Schools, will take over as head of the Zurich School of Economics (HWZ), an enterprise of the Swiss Commercial Association and the Juventus Schools Foundation. Rüegg has accepted this challenge at the HWZ following the departure of Prof. Dr. Peter Petrin. "The HWZ is the leading part-time university of applied sciences in Zurich. Leading the HWZ is a new and exciting challenge for me," says Matthias Rüegg. "For ten years, I was able to lead the Juventus schools and celebrate many wonderful successes and initiate innovations."

An environmental scientist at the top

With the election of 46-year-old Ronnie Sturzenegger from Männedorf, the management of Juventus Schools remains in the best hands, according to a press release. The future director of Juventus Schools is an environmental scientist and high school teacher and has successfully managed AKAD College since 2008. In his role, he has designed new courses, made optimizations to didactic concepts throughout the group and initiated internal quality optimizations. "The great challenge of Juventus Schools is to lead the new JuveCampus into the second century as a first-rate educational location with design initiatives," emphasizes Ronnie Sturzenegger.

In the best hands with Juventus schools

Founded in 1918, Juventus Schulen is a private education provider headquartered on Europaallee in Zurich. The school has a cantonal educational license to provide basic school and vocational education (SOG and BOG). In 1920, Juventus Schulen became the first school in Switzerland to run an evening school, thus making it possible to take the Matura exam while working.

Since 2017, the Juventus Schools Foundation operates in four business units: Juventus Wirtschaftsschule (KV, Marketing, Informatik), Juventus Maturitätsschule (Wirtschaftsgymnasium, BMS), Juventus Schule für Medizin for medical training and further education on behalf of the Canton of Zurich and as a private provider, and Juventus Technikerschule HF as a higher technical school for technicians. The Juventus schools accompany more than 2000 students annually and have more than 200 qualified lecturers. Learning success with optimal learning support is the focus and guarantees high success rates. Partners of the Juventus Schools include the HWZ (Zurich University of Applied Sciences), the Swiss Institute of Business Administration and the ZHAW (Zurich University of Applied Sciences).

www.juventus.ch

The subsidiary of the Müller Martini Group, the world leader in the graphic arts industry, was seven years old when it became Switzerland's first Information technology company on the ERP software SAP set. A decision with foresight, as it turned out over the next decades. More and more companies were using standardized ERP software as a central control system for their business processes. Thanks to Cloud Computing SMEs are also opening up a wide range of opportunities in this area.

Peter Merz, GIA Informatik AG is celebrating. It is 30 years old. What has changed the most in these three decades?

Everything! Never before in the history of mankind have we experienced so many changes as in the last 20 to 30 years. And we are currently in the midst of the greatest process of change, the fourth industrial revolution. Business models are changing, in some cases radically. This creates new situations for us and our customers that open up completely different opportunities than before.

Which of these changes has most impacted your organization?

30 years ago, one of our main focuses was the development of ERP software. In good time, we gave up this activity and entered into a partnership with the global software provider SAP. We do not regret this decision until today.

What strategic decisions have proven correct over these 30 years?

On the one hand, the decision that we have been able to establish and expand very long-standing partnerships with globally successful providers such as SAP, Microsoft and PTC. On the other hand, a strong focus on expanding business outside our parent company. As the former internal IT organization of the machine and plant manufacturer Muller Martini AG, this was not a matter of course, but today we generate over 70 percent of our sales there.

It's not easy to survive in a business for 30 years. What qualities and strengths distinguish GIA from the competition?

Our unique selling point - and we are particularly proud of this - is our portfolio. We invested heavily in our state-of-the-art infrastructure, creating the solid, reliable foundation to process applications and store data securely. With our ERP offering, organizations run their business: from sales to production to financial accounting. In addition, we build solutions for our SME customers, which they use for product development to innovate.

How do you describe your corporate and value culture?

The IT business is and remains a people business, because a successful IT project is always carried out "from person to person". So the crucial point is how we deal with each other. We therefore attach great importance to being a fair, competent and always reliable partner - for our customers, employees, suppliers and our owner. In addition, we focus on a high level of data security.

Long-term employees are not uncommon in your organization. Why do these people remain loyal to you?

There are even employees who have been with us since the company was founded. I think that has to do with the way we treat each other. We also pay attention to a working atmosphere that is characterized by mutual appreciation. Employees feel comfortable with us, can perform well and develop their potential. And despite permanent change, we are able to offer them an attractive workplace so that they can develop professionally and personally.

How do you support learners?

We have been training apprentices for a good 20 years. Every year, three apprentices complete a four-year IT apprenticeship and one every three years completes a commercial apprenticeship - making a total of 13. We consider this to be a contribution to our society. In addition, this is how we counteract the shortage of skilled workers in the IT sector. Many apprentices stay with the company after the final apprenticeship examination or return to the organization after years of travel.

Keyword cyberattacks: What do you contribute to data security in organizations?

Cyberattacks are indeed an acute threat. We do everything possible in our industry and protect our customers with technology. One crucial factor is people. That's why we train our employees and make them aware of what an important asset they process for our customers. We want them to react correctly to all kinds of attacks. Together with our customers, we also train their employees, because they are also the focus of phishing or social engineering attacks.

In the spring, it was announced that Microsoft and Google will be opening data centers in Switzerland in 2019. How do you remain the first port of call for IT specialists vis-à-vis these major companies?

We welcome the fact that these two global players are coming to Switzerland. Our strength remains our flexibility as an organization. We also have processes that are certified according to ISO 20 000 and ISO 27 001. This gives our customers the guarantee that we always handle the processes in the same way. On the other hand, flexibility is required from them. This is part of our innovative strength and a differentiating characteristic that makes us successful.

GIA Informatik AG is an important system partner of SAP in Switzerland. To what extent is SAP also the right solution for SMEs?

We believe that SAP has long been the right solution for SMEs. For over 40 years, SAP has managed to offer an ERP solution that is always up-to-date in terms of technology and covers all business processes in a fully integrated manner. At first glance, SAP often seems a bit complex, but above all it is consistent. With our industry template "gia//fertigung", we have set up around 150 processes for industry "end-to-end" so that customers can use them "out-of-the-box".

Let's talk about cloud computing, IoT, Big Data: On the one hand, they offer immense opportunities. On the other hand, data protection guidelines are becoming stricter. Is this an opportunity for you or more of an obstacle?

We are building on the opportunities, I say as a positive-thinking person. We know our way around from megabytes to petabytes, but with exabytes and zettabytes, we are faced with data volumes that are still beyond our imagination today. Processing this data efficiently is a challenge that we will master. Cloud computing opens up new possibilities for consuming software. Integrating data from the various clouds will keep us busy in the future. And IoT brings, in addition to an enormous volume of data, above all the challenge of drawing the right conclusions from the volume of data. This creates many new opportunities. Politicians are struggling to keep up with the new technological developments. There is still a great deal of uncertainty as to how the EU Data Protection Regulation will be implemented, for example.

In the course of digitalization, cloud services are increasingly in demand, also from SMEs. What steps are important for them to find the right IT solution?

The cloud is definitely gaining a foothold here. Every SME asks itself the question at the latest when it comes to renewing its infrastructure: Do I want to invest in my own environment or do I obtain this performance as a service? More and more organizations are opting for the latter. In the evaluation or sales phase, the main thing is to build up mutual trust. Despite many hard facts, it is usually gut feeling and sympathy that decide whether this tender plant of trust is allowed to grow or not.

The digital transformation is omnipresent - or are we mistaken? How do you assess the "digital fitness" of Swiss SMEs?

That is a difficult question. In the meantime, digitization is soon on its way to becoming a non-word. But of course it occupies me intensively - and not only during my recent training as a Transformation Coach. Let's look back: the last few decades have been characterized by automation of machine processes. What we now call digital transformation is - in my view - nothing other than the automation of administrative processes. Therefore, this is not a revolution, but rather an evolution. What is revolutionary, however, are the tools we have at our disposal, such as massively higher computer performance or cloud services, and the resulting speed of change.

You yourself are at the forefront of the "dig:it now" collaboration. To what extent does it help organizations with the digital transformation?

This collaboration uses a methodology to support organizations that want to digitize further but don't know exactly how. The University of Applied Sciences Northwestern Switzerland developed an approach to find out where an organization's greatest potential lies. We call this a "heat map." Where the pressure is greatest, we go into depth. The model is suitable for SMEs, scientifically correct, but not quite as comprehensive as transformation models from international management consultancies.

What are your goals for the future?

We still have the intention to grow, stronger than the market. We firmly believe that we will remain an agile partner for our customers in the segment in which we have established ourselves - fair and competent.

 

30 years GIA Informatik AG

Peter Merz (59) has been managing director of GIA Informatik AG in Oftringen for almost 20 years. The ETH engineer began his professional career as a management consultant and industrial planner. In 1990, he joined OWL AG Logistik-Systeme (now Swisslog) as sales manager. Some time later, he became head of consulting there as well as deputy managing director and built up the Asian market. Fairness towards customers and employees, tolerance and a commitment to performance have always been defining values for Peter Merz.

GIA Informatik AG offers IT services with core competencies in developing and operating solutions from a single source in the areas of ERP (SAP partner), IT services with its own cloud infrastructure and product development (PTC partner). The company, with 150 employees, is a subsidiary of the globally active Müller Martini Group.