We keep reading and hearing about cyberattacks of all kinds. It seems that their number is constantly increasing. But how well protected are SMEs from such attacks from cyberspace? This is what a representative survey of 300 managing directors of SMEs conducted in September 2o17 by the market and social research institute gfs-zürich sought to find out. The study was commissioned by, among others, ICTswitzerland, the federal IT steering body ISB, the Information Security Society Switzerland ISSS, the Swiss Association for Quality and Management Systems SQS, and the Swiss Insurance Association SVV. The selection of SMEs according to scientific methods allows the results to be applied to the entirety of Swiss SMEs (2015: 580,000).

Apparently only a few SMEs affected by cyberattacks

SMEs were first asked about their own assessment of risk factors. Around two-thirds of respondents (62 percent) rate the continuous functioning of IT as very important for their business. This means that a successful cyber attack and an associated business interruption would already cause some damage. SMEs also describe the fact that sensitive data, such as business secrets or personal data, could be stolen as a risk factor. Around three quarters of respondents store such information internally. In more than half of the SMEs, the management itself is responsible for IT security. But only half of them again feel well to very well informed about cyber risks. According to the study authors, this is another risk factor.

The risk of cyberattacks is greatly underestimated by SMEs, as the following results of the survey show: Only 10 % and 4 %, respectively, perceive being put out of action for a day or even having their existence threatened as a great or very great danger. More than half of the CEOs surveyed (56 %) feel well to very well protected against cyber attacks. However, 36 percent say they have been affected by malware (viruses, Trojans), 6 percent by data loss, 4 percent by blackmail, 3 percent by DDoS attacks and 2 percent by data theft. This all sounds like little: based on the 301 SMEs surveyed, for example, the number of companies affected by extortion can be estimated at 23,000 (4 percent), and the 36 percent affected by malware would correspond to 209,000 companies in absolute terms. Nevertheless, more than half of the CEOs surveyed (56 %) feel well to very well protected against cyberattacks.

Technical protection available, but the "employee" risk remains

However, according to the study authors, this protection against cyberattacks is by no means sufficient. Only 60 % of the respondents state that they have fully implemented basic protection measures such as malware protection, firewall, patch management and backup. Cyber incident detection systems have been fully implemented by only one in five companies. Processes for handling cyber incidents were only implemented by 18 % of the companies surveyed, and employee training on the secure use of IT by only 15 %. Simon Dejung of the Swiss Insurance Association is correspondingly concerned: "More than 98 % of Swiss companies are SMEs and form the backbone of the Swiss economy. It is therefore of strategic importance for Switzerland that these companies protect themselves better against cyber risks."

In the form of insurance, for example? 12 percent of the SMEs surveyed stated that they had cyber insurance. However, according to Simon Dejung, in most cases this is unlikely to be pure cyber insurance, but at best partial coverage within another insurance product. He warns: "In the event of a claim, it could turn out that the insurance company understands a loss to be something completely different than the policyholder." This makes it all the more important, he says, to closely examine coverage against new risk landscapes brought about by networking, digitization and automation. It is important to identify the corresponding threat scenarios and assess one's own risk landscape before selecting an insurance product.

Education and coordination in IT security is needed

However, many SMEs seem to fail precisely because of this. Recognized cyber security standards are mostly unknown to them. And getting certified to standards such as ISO 27001, for example, is beyond the resources of most SMEs. An expert commission made up of representatives from the federal government and industry is therefore working on standards with the right altitude for SMEs. "We are taking a very pragmatic approach to this," assured Arié Malz, a leading member of this commission. In addition to the creation of such recognized security standards, however, there are other goals that must be pursued as a priority, as Andreas Kälin, CEO of ICTswitzerland, explains. For example, employees must be systematically sensitized to the secure use of IT. Furthermore, SMEs must be supported by suitable organizations in dealing with cyber risks, and an early warning system must be set up for the entire economy to provide information about new cyber dangers. It should also be examined whether and how an obligation to report cyberattacks can be implemented. Switzerland-wide awareness campaigns for the recognition of cyber risks have also been announced.

Source: ICTSwitzerland

How will we pay in the future? Probably digitally - with Bitcoin transactions? In all likelihood not, says Daniel Franke of Credit card.net. This platform recently compared the number of transactions per second possible with cryptocurrencies and payment service providers. With a sobering conclusion: "The transaction speed of the Bitcoin is thus at best sufficient for a village savings bank, but not as a global payment system," says Daniel Franke. "Bitcoin's transaction speed is far too low. Other cryptocurrencies are much more powerful here." In the case of the classic Bitcoin, the value is namely only 7 (!) transactions per second. By comparison, the processing speed at PayPal allows 450 transactions per second, VISA even theoretically up to 56,000 and the Chinese online payment system Alipay up to 256,000. With the cryptocurrency Stellar Lumens, 4,000 transactions per second are still possible. A comparison of 12 payment service providers/cryptocurrencies with regard to their max. number of transactions per second can be found under https://www.kreditkarte.net/kryptowaehrungen/

In addition, the costs of Bitcoin transactions are now exorbitant. For a medium transaction size, the specialist portal calculated one-off costs of just under 9.95 euros. For other cryptocurrencies such as DASH (Digital Cash) or Ether, the corresponding costs were 6 and 17 cents, respectively. He added that an elementary problem with Bitcoin is that cryptocurrencies can hardly be explained in one or two sentences, which involves risks. "Bitcoins are highly complex and only conditionally suitable as a general means of payment. We see Bitcoins more as part of an investment portfolio, but not for shopping at the supermarket checkout," concludes Daniel Franke.

In school, mistakes have the unpleasant property of being painted red and thus being clearly visible. Plates or cups are not much different when they pass through quality control in the factory: Small scratches or glaze defects are mercilessly marked, the parts are graded as faulty goods and sorted out. If something goes wrong with the computer, "error" flashes up mercilessly. If the computer is to work again, the causes of the error message must be found, eliminated and avoided in the future.

ERROR = HELPER

Mistakes are omnipresent. We have to live with them. In order for them to fulfill their purpose and not gain the upper hand, the consequence is to learn from them. According to the cause-effect principle, every mistake also has an effect. The consequence is to try to do better by using mistakes as helpers. Visually, this is quite simple. If, as in the Scrabble game, the six letters E E F H L R are joined to form words, both ERROR and HELPER can result, an anagram. A small letter mistake turns the supposed evil into something good. The mistake becomes a helper.

"The biggest mistake you can make in life is to always be afraid of making a mistake." (Dietrich Bonhoeffer)

Making mistakes means gaining experience

You don't necessarily have to make every mistake yourself; you can also learn from other people's mistakes by working out what is right from what is wrong. Stored negative knowledge, i.e. how something is not, does not work, which strategy does not lead to a solution, which concept is unsuitable because it brings the wrong results, acts like a kind of immune system. If we get into a similar situation, we can use this background information to control our actions so that we do not repeat the same mistake. The memory triggers a kind of alarm system and at the same time calls a norm into consciousness, which can cause critical questioning on the one hand, but also norm transparency on the other. This becomes clear whenever someone makes a mistake without realizing that it is a mistake. Even when we do something wrong in a foreign country, we often don't realize until later why people have reacted so strangely.

"Everywhere, early foreboding precedes late knowledge..." (Alexander von Humboldt)

Admitting mistakes

No one is infallible and to err is human. Once a mistake has been made and recognized as such, the temptation is great to blame someone else or the unfavorable circumstances, i.e. to reject the blame. Who doesn't know the situation from childhood when a window was broken while playing ball? No one wants to have done it, even though the broken window speaks volumes as clear evidence. The reaction is to run away quickly so that no one can be held responsible. Or, if caught, blame the others. No wonder, because for a long time it was customary to punish mistakes. And even in the modern office (non)hierarchy, people are only too happy to try to cover themselves as comprehensively as possible in case a mistake might occur. It certainly takes courage to admit a mistake to oneself and to others. On the other hand, admitting it is usually rewarded with respect.

"Every error has three stages: At the first, it is brought into being; at the second, one does not want to admit it; at the third, nothing undoes it." (Franz Grillparzer)

 Turning negatives into positives

Mistakes rarely happen out of calculation. Hardly anyone knowingly does something to harm others. Behind every behavior there is first of all a positive intention (e.g. to shoot the ball even further), even if this is not always apparent at first glance. When dealing with mistakes, it helps to always assume a positive intention. With the recognition of what went wrong, the transformation from the negative to the positive already begins. Because one now knows what was wrong, this aspect, this conclusion, this step can be avoided in the future, or it can be done differently. If the trigger is no longer an unknown, it loses its power. Its residual energy can be (re)directed. Because it would lead in the wrong direction, one can confidently assign it the place on the siding. The potential lies in the fear-free further development. With creativity and courage new power is released to go a new way, to find a new solution.

"To cover a mistake with a lie is to replace a stain with a hole." (Aristotle)

Allow feelings

Everything will be better next time. A good resolution, but one that quickly falls behind again if it only serves as a distraction or excuse. For things to really go better next time, behavior must also change. If the willingness to do so is present, this is already the first step. It is not for nothing that what we do is very closely linked to our own perception. Who can claim to be the best version of themselves? There is always room for improvement. Even when dealing with mistakes made, we are faced with the choice of how to react to the information we receive. Annoyed, doubtful, or curious?

"You have to turn the faults you can't get rid of into virtues."  (Cesare Pavese)

Looking ahead

To correctly classify an error and its effects is always possible only by looking back. The error is already in the past. But the rest of life happens in the present and the future. Despite the bad experiences made, the view must go forward. Only in this way can failures be transformed. Only those who continue to develop keep their finger on the pulse of time, remain competitive and successful - in all areas of life.

To the author:

As a success trainer and expert in sales psychology, Marc M. Galal is convinced that "The great secret of success or failure lies in personal attitude!" Building on extensive training, he has developed the nls® strategy. A total of 1.6 million people have read, heard and experienced Marc M. Galal live. Numerous companies such as Toyota, Bang & Olufsen and Renault have been relying on nls® for years. In his seminars, Marc M. Galal releases inhibiting beliefs and enables participants to reboot into the life of their dreams. More information at www.marcgalal.com/nolimits.

Should I play my instrument myself or would I rather put in a CD? Who has not asked himself this question. In principle, there is room for both. Each decision leads to a different experience. One leads to a feast for the ears, the other to a haptic experience with an indeterminate prospect of success. However, one is very likely to play better each time. Those who like karaoke can even make common cause with canned music.

Where artificial intelligence is superior to us

"Should we play another game of chess, some ask. After all, the computer has long since proven to us that it can do it better than any of us." Anyone who still plays chess with another person today experiences a pleasant time together, charged with mild tension. The facial expressions and gestures of the other person alone are often an experience. Also with poker faces. O-ton Edith Karl: "I've elicited at least one grimace from almost everyone, usually several." Playing against the chess computer, on the other hand, lends independence from others' schedules. In addition, you can practice patiently and get better and better. However, you will never be able to defeat this machine. The fun factor is also eliminated.

There are other examples where artificial intelligence is far superior to us. Dr. Watson from IBM diagnoses quickly and with the highest hit rate. That is just one example of many. But some people don't want to or can't appreciate the support they receive in this way and the time they save. It goes against the grain for them to be virtually defeated. And by a machine at that. Their behavior is then reminiscent of that of the machine strikers at the beginning of the 19th century. They, too, were afraid of losing prestige and importance. Of course, professional pride was also involved back then. After all, one saw meaning in one's manual labor. The long working days with heavy physical labor had become a habit. One knew nothing else. Therefore, they were accepted as unavoidable.

Higher standard of living - also thanks to digitization

People have been much better off since then, despite all the machine storming. Heavy physical labor has decreased, their standard of living is higher and they can enjoy more free time than was possible back then. Today, people who find their purpose in crafts, small-scale agriculture or similar professions can get by for long stretches without digitization. You only need it there to keep track of things when networking with others becomes more extensive. In addition, something can be automated almost everywhere and thus save time and energy. So it's a matter of learning and continuing to educate yourself in this regard.

Artificial intelligence can capture and process vast amounts of data, and it recognizes patterns in it very quickly. This leads to clear insights, not only in the medical field. Anyone who wants to compete with such machines will inevitably lose out. However, anyone who is interested can use them. Let's enjoy and shape the freedom we have gained. Based on the data provided by the machines, we can explore much more, make comparisons, draw conclusions and then take the right steps.

Some fear that artificial intelligences will soon surpass us in everything and cause us harm. There are several opinions on this.

Who develops the programs for robots?

Europe's first mute expert Edith Karl says: The unpleasant news first: Yes, work is indeed being done on so-called killer robots for martial and criminal use. These robots could then track their target objects or target persons and carry out their sinister work unerringly. But please, who develops the programs for this? Humans, of course. In addition, there are also human contract killers. This truth doesn't sound good at all, does it? No matter whether it is a contract killer or a killer robot, there is always a human behind it. Let's never forget that. There are human-made programs in every robot.

The pleasant message is: humans can work together with artificial intelligences in a beneficial and salutary way. A ride in an autonomous car saves time. A targeted look at the wealth of data reveals new points of view that would otherwise probably have been overlooked.

Can we also set limits to the flood of data so that we don't become swamped or too transparent? Everyone has to start with themselves. What information do people post on social media completely voluntarily? Which contact requests do we respond to positively? It's a good idea to be selective, advises Karl.

Making sense of artificial intelligence

It sums up: Every person, regardless of whether they are an entrepreneur, manager or employee, would be well advised to inform themselves about the achievements of digitalization and artificial intelligences and to use them in a meaningful way.

More information:

Edith Karl is managing partner of PowerManagement GmbH, motivational speaker and inspiring interview partner. Her podcasts are already heard in 106 countries. The thesis of Edith Karl, Europe's 1st Mutexpertin, is: "It can't go on like this. People and business must move together again in a more meaningful way!" Over the course of three and a half decades as an entrepreneurial pilot, she has developed the "new rules of the game for people and business today.

Here go to a live lecture by Edith Karl

In many companies, contracts are scattered across different departments - from purchasing to the legal department to various specialist departments. The only problem is that it is almost impossible to keep track of everything. The consequence: missed deadlines or incomplete documents. With contract management software, however, it becomes possible to store contracts centrally, transparently and in an audit-proof manner. forcont business technology gmbh, a German software company specializing in enterprise content management (ECM), presents five central functions with which a digital solution for contract management can streamline internal processes.

• • Deadline Management: Thanks to automated deadline control, employees can create timely reminders even for contracts that have been running for years. Missed deadlines are now a thing of the past.
  • Interfaces: Supplier and customer data can be updated automatically via an interface to the ERP system. This means they are always up to date.
  • Full text search: In order to easily check documents for specific keywords, OCR text recognition should make all scanned documents searchable.
  • Document creation: Thanks to integrated document creation, for example, in the course of terminating contracts, the corresponding termination letters can be created, delivered and archived directly.
  • Access Control: An authorization system regulates access to contract data very precisely. This means that employees from other departments or external parties can also be granted reading rights, e.g. controllers for reporting purposes or auditors for an external audit.

These five points are an excerpt from the white paper "Active design instead of just administration: How digital contract management can streamline your internal processes" by forcont business technology gmbh. The software house shows what a digital contract management solution must be able to do in order to sustainably optimize internal processes and guarantee compliance-compliant administration. This enables employees from the areas of purchasing, controlling and sales to better assess how digital contract management can relieve them. The whitepaper is available download here for free ready

More information: www.forcont.de

The world of offers on B2B online platforms such as "Wer liefert was" (Who supplies what) provides an enormous range of results for every type of demand. In 2017, there were again some particularly curious search queries. The most bizarre search terms include, for example, "adventure golf courses", "bunker system" or "camel hump". As the most-visited Internet platform for purchasing on the part of companies, according to its own information, "Wer liefert was" offers access to millions of products and services. The new product category tree, which was completely redesigned in 2017 on www.wlw.ch currently features 12,267 product categories, making the more than 8 million products quick and intuitive to find.

Private online shopping as a model for online commerce in the business sector

In 2017, the digital transformation has increased the need for online availability of the most accurate information possible on products and services when shopping on the part of companies. This is because professional buyers have the same expectations in business as they do in private online shopping. Sales on the part of companies must therefore present their own products and services on the Internet in a similarly detailed manner as is already the case today in end customer business in the high-price segment. For example, before buying cars, luxury goods and consumer electronics, private Internet users today receive such a realistic impression thanks to images, videos or 3D animations that a personal consultation or physical contact with the product before purchase is almost superfluous.

Thanks to B2B online platforms, trade between companies is becoming increasingly easier

In order to simplify online trading for companies, "Wer liefert was" has added several user solutions to the online marketplace in the current year. The "Product Data Feed", for example, imports extensive, detailed product data into the "Wer liefert was" system on a daily basis, and will also be imported into other systems in the future. Or the "Top Current Visitors" overview shows a supplier the companies that have visited his company profile on a daily basis. This allows companies listed on wlw to get in touch with potential business partners who have shown interest in products or services.

 Growth and internationalization to be driven forward in 2018

With a view to the international platform economy, in which Facebook, Google & Co. are attracting ever greater shares of value creation and becoming relevant in more and more markets, "Wer liefert was" wants to continue to drive growth and internationalization in the coming year following the acquisition of the European B2B platform EUROPAGES in 2017. Part of the strategy is the significant expansion of marketplace activities. The product traffic on "Wer liefert was" is expected to double in the next twelve months. The technical side of the offering is also to be developed further. The company should continue to grow profitably and increase the number of employees from 230 at present to around 300 by the end of 2018.¹.

The most searched categories in 2017 were:

• Mechanical Engineering
• Forwarding agencies
• Metal construction
• Plastic injection molded parts
• Special mechanical engineering

The most searched products in 2017 were:

• Aluminum profiles
• Waste tire disposal
• Euro pallets
• Used shoes
• Wood cable drums
• Excavated earth
• Wood chips
• Firewood
• Veal kebab
• Ready-mix concrete

The most curious searches in 2017 were:

• Adventure Golf Courses
• Bunker system
• Elevator buckets
• Earth Rocket
• Camel Hump
• Chinrest
• ichneumon wasps
• Super stripper
• Crime scene cleaning
• Gag nipple

Source and further information

"Leadership-Index for Digital Transformation", or LEADT for short - this is the name of a new test and analysis procedure for determining the digital-oriented leadership maturity of managers, developed by the Institute for Leadership Culture in the Digital Age (IFIDZ), Frankfurt. Using an analysis tool that includes an online test, companies can determine, among other things, the extent to which their managers already have the skills they need to lead employees and areas in the digital age. Based on this, they can then plan development measures for them.

Competence ranking

The LEADT analysis procedure is based on the meta-study "Leadership Competencies in the Digital Age," which IFIDZ produced in 2016. For this study, the institute evaluated 30 studies on the topic of which competencies executives will need in the future, which were published between 2012 and 2016. Based on the results, IFIDZ created a competency ranking and assigned the individual competencies to the two parameters "leadership maturity" and "digital maturity," which, according to IFIDZ's understanding, together form "digital-oriented leadership maturity." According to the head of the IFIDZ, Barbara Liebermeister, the level of these competencies is determined in the LEADT online test, so that target/actual deviations, i.e. learning and development areas, are also revealed. With regard to the individual competencies, the LEADT distinguishes between the three levels of "attitude" ("I think"), "understanding" ("I know") and "behavior" ("I act"), which determine the concrete actions and activities of a manager. That's why, according to Liebermeister, the analysis results paint a very differentiated picture of the respective manager.

Online test with graphical evaluation

The results of the analysis are communicated to the managers by means of a graphical representation of the results, among other things. This gives managers a quick overview of how well-developed their leadership maturity and digital maturity already are - in terms of the three dimensions of "attitude," "understanding," and "behavior" - and in which areas they may still have areas for learning and development. The partial results summarized in the graphic are explained in more detail in a textual presentation of the results, which also refers to the three dimensions recorded and to the competencies of a digitally oriented manager defined in the competency ranking.

The online test on which LEADT is based consists of 106 statements that have to be answered on a scale of 1 (true) to 6 (not true at all). Managers can complete it in around 30 minutes. The results are then displayed immediately. The competence evaluation can be adapted to the requirements of the respective organization and function.

Tool for reflection purposes

According to Patrick Merke, who co-developed the analysis tool, the use of the LEADT analysis procedure is recommended for self-reflection or team-reflection purposes as part of personnel and management development measures. In addition, according to the IFIDZ management member, it can be used for personnel selection processes and for personnel deployment planning.

More information about the analysis tool can be found on the website of the Institute for Leadership Culture in the Digital Age (IFIDZ) in the LEADT section (www.ifidz.de). There the test can be ordered by e-mail.

1.9 million. This is the number of households that Swisscom claims to already serve with All-IP. If the customers of many other large and regional providers, including cable providers, who obtain triple-play services (Internet / TV / telephony) via All-IP are included, the number of All-IP users is likely to be considerably higher. In view of the fact that the Internet protocol is now used almost everywhere in Switzerland for the provision of all services, the Berlin-based communications specialist AVM wanted to find out what exactly Swiss consumers know about the technology that is "All-IP".

The results of the representative consumer survey conducted throughout Switzerland by AVM with the independent market research institute Link contradict in the extreme the original assumption of an equally widespread awareness of the new technology, according to the report. Just under one in thirteen confirmed that they knew roughly what it was, one in nine said they had already heard of it but did not know what All-IP was, and an overwhelming majority (81%) claimed not to know the term "All-IP". This is the sobering result of the consumer survey in the eyes of the study authors

Changeover causes different expectations regarding changes

The consumers who said they knew roughly what All-IP was all about were also asked what would change for them in the course of the switch to All-IP. The study proved to be very informative on this question as well, AVM adds. One in two respondents (almost one in three among Italian-speaking Swiss) said they could imagine a change in their consumer behavior. Among them, one in seven employees with a medium to high gross income revealed that they had no idea what such a change would look like: a potential of "undecideds" who might even change their Internet provider in the near future.

One in five, on the other hand, resolutely pointed to a change of Internet subscription in favor of greater flexibility: a "downgrade" to a data-only line instead of an "all-in-one" package (Internet/telephony/TV) is an option for these consumers because they mainly make mobile calls and prefer "TV on demand" offers. An opinion shared by as many as one in three in rural areas. One in six respondents said they were not enthusiastic about the switchover and identified the router constraint as a reason for their own dissatisfaction: Here, the fact that carriers are prescribing routers of their own brand to their customers for the Internet, telephony or TV services they use as part of the switchover is mentioned in no uncertain terms, quite unlike in neighboring Germany, for example, where the free choice of router has already been a reality since August 2016.

One in thirteen respondents is even irritated by the changeover because of the increase in the price of Internet subscriptions while usage remains unchanged. However, it is unclear whether this is purely a fear or a statement substantiated by their own experience.

The advantages of All-IP

The switch to All-IP offers consumers many advantages. Internet, TV and telephony are available from a single socket in the wall, regardless of whether you get the services via cable, copper (DSL) or fiber optics. Fixed-line telephony is transmitted via Internet protocol and no longer over different frequency ranges on a single line. This improves call quality, because voice-over-IP telephony, which is already widespread, can also be used to make calls in acoustically high-quality high-definition (HD). Another advantage is that smartphones can also be connected to the IP connection via WLAN and can be used like conventional landline telephones. And most TV providers already transmit their TV channels via IP today anyway. For some time now, communications specialist AVM has been offering routers that integrate this new technology into the intelligent home network.

ERP manufacturer proALPHA, the third-largest provider of ERP for medium-sized companies in manufacturing and trade in Germany, Austria and Switzerland, has examined numerous customer projects and studies with a view to the latest developments in medium-sized companies. Cloud, mobility, Industry 4.0 and Internet of Things (IoT) are finding more and more fields of application. A majority of companies are therefore looking intensively at putting these technologies into practice in the coming year. In addition, the first are also experimenting with artificial intelligence and machine learning. For the ERP manufacturer, these ten ERP topics can be identified for 2018:

1. The focus is even more on the customer. As products become increasingly comparable in international competition, many manufacturers are rediscovering an old virtue: good customer relations. After all, it is easier to generate follow-up orders with satisfied existing customers - provided you know their shared history. Linking customer relationship management (CRM) with a customer's order and product file (ERP) lays the foundation here. Increasing demand for CRM functionality is also confirmed by the ERP 2017 market survey conducted by Trovarit and the Research Institute for Rationalization e.V. at RWTH Aachen University.
2. Medium-sized companies rely on industry solutions.  In order to map individual business processes and industry specifics in an ERP, extensive customizing is often necessary. In the past, however, too many customizations have proven to be a costly mistake - just like adapting your own processes to a system. Having learned from experience, both medium-sized and large companies are now looking for solutions that already cover many industry-specific requirements, such as proALPHA with its corresponding Industry Components.
3. Digital document management on the rise. The fear of additional interfaces or additional information silos that are tedious to maintain has kept many SMEs from investing in a document management system (DMS) in the past. With increasing digitization, the tide is now turning. In September, Bitkom presented a study according to which every fifth company in the SME sector wants to invest more in the digital office. The choices range from countless individual solutions to complete ERP solutions such as proALPHA, which already have a DMS integrated.
4. Automated management increases productivity. Closely related to the DMS is the desire for greater efficiency in administration. Many companies try to automate administrative processes as far as possible. According to a report by the consulting firm Accenture most CFOs have now recognized the need for digital transformation. The innovative ones among them are already ensuring faster end-to-end transaction processing - from invoice receipt to dark booking, for example. This can save up to 90 percent of manual effort.
5. Sustainable growth: Cloud prevails. Demand for on-premise systems remains high, recently stated the Bitkombut the trend is clearly in the direction of the cloud. Companies can choose from several proven deployment models. Starting with hosting the ERP software in a secure data center to rental models of software-as-a-service solutions. Especially when it comes to connecting foreign subsidiaries, the cloud offers the necessary flexibility. Progressive internationalization will therefore give the cloud a further boost.
6. Ever-improving analysis methods are bringing data quality into focus. Companies are increasingly recognizing the value of their data, a study by KPMG shows. They are analyzing their ever-growing data pools with modern tools in order to adapt their own business model. However, there is still room for improvement in terms of trust in data quality. About one in three companies doubts the reliability of their own data analyses, according to the KPMG report. In addition to interactive cockpits, companies urgently need data quality management. The tightening of legal requirements will further fuel this trend.
7. Focus Year for Compliance. 2018 will be a compliance year, or rather a data year. The end of the transitional period for the EU General Data Protection Regulation (EU GDPR) in May 2018 is attracting a lot of attention - and not just for the EU GDPR, but for the topic of compliance as a whole. Because existing sets of rules also have their work cut out for them. Companies that are unsure should definitely seek advice. Otherwise, they could be in for a rude awakening during the next audit.
8. Without mobility, nothing works anymore.  Mobile working and delay-free data transfer to downstream processes not only shorten throughput times. They also make processes more reliable. That's why mobile solutions are currently gaining acceptance across a broad front: from service portals for technicians in the field to store floor data collection in the warehouse to precise tracking of goods carriers in production. The number of use cases and implemented solutions will continue to rise here.
9. The Internet of Things is going mainstream. The "Internet of Things", or IoT for short, is increasingly coming into practice. Companies are increasingly implementing their first projects and gaining experience with the use of networked, smart sensor technologies. Predictive maintenance has taken on a pioneering role here. These solutions promise an initial, solid return on digitalization.
10. First steps in the field of artificial intelligence. SMEs tend to approach hyped fashion trends with caution. This was already evident a few years ago with Industry 4.0. The same is now true of artificial intelligence (AI). Pioneers are already experimenting with AI and self-learning systems. After all, new technologies always offer the opportunity to become more productive and relieve employees of routine tasks, as initial experiences with interactive voice assistants show.

With 26 subsidiaries and certified partners worldwide and around 900 employees, proALPHA is one of the larger providers in connection with ERP topics for SMEs. More than 100 developers work on the continuous further development of the solution. Cooperation with renowned research institutions such as Fraunhofer, RWTH Aachen, Smart Electronic Factory and SmartFactoryKL also contribute to innovation.

More information: proALPHA

Anyone who wants to read the second part of the book series "Hand Luggage for Executives" must first get used to the somewhat unconventional A4 landscape format, as with the first volume. The authors, as with the first volume "Communicate & resolve conflicts"Hans Bleuer and Peter Stadler again provide a graphic and short explanatory texts on double pages. This presentation enables quick learning and sustainable retention of knowledge. The topics can be found quickly via the table of contents. This makes the volume a highly practical reference work.

"Hand Luggage for Managers. Leading Employees & Teams" thus contains short and comprehensible presentations of topics such as:

• Core and basics of leadership
• Content and process theories of motivation
• Leadership theories and approaches
• Direct management of employees and teams
• Management tools and instruments in the context
• Dealing with difficult employees

This volume is also recommended reading for all those who, for example, are preparing for exams as part of a leadership training or continuing education program. But also "seasoned executives" will find useful knowledge in it, for example to prepare for tasks or for situations in which one would like to become newly aware of the role as a leader. The graphics and texts are also ideally suited as copy templates that can also be used in leadership seminars for teaching purposes.

Hand Luggage for Managers. Volume 2: Leading Employees & Teams.
By Hans Bleuer and Peter Stadler
KLV Verlag, ISBN 978-3-85612-482-3, 230 pages.
www.klv.ch

Since 1996, GS1 Switzerland, the competence platform for sustainable value creation based on optimized flows of goods and information and a trade association with around 5,500 member companies, has been honoring new and pioneering logistics services with the Swiss Logistics Award. In recent years, the award has become the most important national logistics prize. This year's winners are Swiss Post and Autobahn-Winterdienst.

The Post with drones in action for health

Swiss Post is currently testing a connection for transporting blood samples between the Ospedale Italiano and the Ospedale Civico in Lugano, 1.1 kilometers away. Today, blood samples are still transported by courier, which is time-consuming and expensive. Over 200 flights have been successfully completed to date. Regular drone use between the two hospitals is expected to become commonplace in 2018. Until then, a charging station will be installed at each of the two hospitals, which the drone will fly to. An employee of Civico Hospital then packs the sample in a safety box, places it in the charging station and triggers the transport process via smartphone. The drone uses connected meteo systems to check whether a safe flight is possible. If the weather conditions are unfavorable, the quadrocopter automatically targets an alternative means of transport, in Lugano a cab. If nothing stands in the way of a flight, it loads the safety box and flies along the defined route to the destination. The drone navigates via GPS, communicating with the main control computer via the cellular network or - if necessary - via a redundant satellite link. Shortly before arrival, the receiver is informed via a defined channel, such as an SMS. The drone lands, deposits the safety box in the charging station and flies back if necessary. According to Swiss Post, the drone can reduce transport time by up to 70 percent and process costs by 80 percent. In addition, the transport can be tracked and monitored and the environment can be protected. Swiss Post now has a total of two dozen other business cases for the transport of blood samples and medicines. The company is currently working on a solution for refrigerated transport. Fully automated processing and the transport of larger loads are also being planned.

For the jury of the Swiss Logistics Award, Swiss Post's transport drones represent a flagship project. Not only because the company has the only permit in the world to date that allows drone flights over populated areas. "With traditional means of transport, we are slowly but surely reaching the limits of what is feasible in road and rail transport," says President Hans Rudolf Hauri, explaining the choice. "We need smarter vehicles and an extension of time beyond the nighttime driving ban." To move out into the third dimension for the transport of special goods has a pioneering role. And not only that, the jury agrees: the use of drones can also help alleviate the shortage of healthcare professionals against the backdrop of centralization and the advancing merger of hospitals into alliances.

Winter service on national roads wins logistics prize

Between October and April, the winter road clearance service ensures that traffic on national roads can flow without incident despite snowfall and icy conditions. The winter road clearance service on national roads is a legal mandate and is regulated in 18 standards and legal texts. The federal government has been responsible for this for almost ten years. The responsibility lies with the Federal Roads Office FEDRO, the execution of the winter service is carried out by 11 territorial units. 60 locations (depots, support points or salt depots) along the national roads with a total of 850 employees enable rapid intervention. As a rule, in case of snowfall, the first clearing must take place within two hours after mobilization. For the national roads, the so-called black clearance applies, i.e. the complete removal of snow including measures against slippery roads. In order to allow a quick intervention, the territorial units must organize a stand-by service. This service must be on standby 30 minutes after the alarm is raised. The territorial units have more than 800 road weather stations along the national roads at their disposal, which alert the territorial units in case of dangerous situations on the roadway or in case of the arrival of a weather front. The cost of winter services varies from approximately 30 to 60 million francs, depending on the severity of the winter. One day of winter service on the national road network costs around 1 million francs.

With the Swiss Logistics Public Award 2017, the jury recognizes the great challenge that winter service on the national roads poses for those involved every year due to the uncertain planning basis and the large area of operation. "For safety on the road - and thus for functioning logistics - ice control and snow removal are of the utmost necessity," says jury president Hans Rudolf Hauri. "But only very few people are aware of the organizational and logistical masterpieces behind black-cleared national roads."

Source and further information: www.gs1.ch

More than 1200 guests attended the award ceremony of the Prix SVC Nordschweiz 2017 at the Congress Center Basel on November 30. The Swiss Venture Club - SVC for short - once again put the spotlight on six SMEs that are considered "hidden champions" in their fields. The new SVC President Andreas Gerber acted as "Master of Ceremony" for the first time. Asked about his goals as successor to founder Hans-Ulrich Müller, Gerber said that there was no need to reinvent the SVC. However, his aim is to continue to grow the number of currently around 2900 members and to develop the entrepreneurial network - according to his own information the largest in Switzerland - into a platform that is also perceived as important in politics.

Six top-class finalists

Once again, six SMEs from the cantons of Basel-Stadt and Basel-Land, Solothurn and Aargau were in the final for the Prix SVC Nordschweiz 2017. They prevailed in a selection process by an independent jury of experts against around 100 other companies: Dectris AG, the Krafft Group, the Kuratle Group, Nikles Inter AG, Sensile Medical AG and Stäger & Co. AG. All of these six companies are distinguished by a leading position in their industries, innovative strength, sustainable corporate management, and the fact that they are considered employers that continuously create new jobs and thus prospects for people in their regions.

Decipherers of the Zika virus

Finally, Dectris AG, represented by CEO Dr. Christian Brönnimann, received the main prize. This company, based in Baden-Dättwil, was only founded in 2006 as a spin-off of the Paul Scherrer Institute. It develops and produces spectral X-ray detectors that can "make the invisible visible". For example, with the help of a detector from Dectris, it was possible to decode the Zika virus and thus create the basis for combating it. This success brought the company a great deal of attention among experts and contributed to its rapid growth. In just over a decade, Dectris AG has created 100 - highly qualified - jobs. According to the jury's laudation, this was one of the reasons that tipped the scales in favor of the first prize.

Boy dream come true

Second place goes to the Krafft Group from Basel, which is active in gastronomy. With the "flagship" Hotel Krafft, CEO Franz-Xaver Leonhardt has virtually fulfilled a boyhood dream: Because even in a school essay from the 4th grade, he dreamed of one day owning a hotel directly on a river or lake. Today, the group of companies, which in addition to Hotel Krafft also operates other restaurants and its own brewery, employs 150 people.

In third place was the Kuratle Group from Leibstadt (AG), which is active in the field of wood wholesale, logistics and storage. The family-owned company can count on numerous long-serving employees with a wealth of experience and counts very short delivery times among its strengths. Innovation prizes were awarded to Nikles Inter AG from Aesch BL (designer and manufacturer of innovative shower and bath accessories), Sensile Medical AG from Olten (developer of micropumps for the highly precise dosage of medicines) and Stäger & Co. AG from Muri AG (manufacturer of packaging solutions made of plastics).

At the Prix SVC Nordschweiz 2017 all winners were

It was emphasized several times that the six companies were big winners, regardless of their ranking. After all, the impact of such an award ceremony is priceless, as last year's winner Willi Miesch of Medartis AG pointed out. Several applicants only became aware of his company thanks to the Prix SVC and contacted him.

More information: Swiss Venture Club